STRATEGIC SECTORIAL DEVELOPMENT PLAN FOR JERUSALEM

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STRATEGIC SECTORIALDEVELOPMENT PLAN FOR

2018-2022

JERUSALEMRESILIENCE – EMPOWERMENT – DEVELOPMENT – INDEPENDENCE

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Financed by:

Islamic Development Bank

Jerusalem UnitOffice of the President -

State of [email protected]

00972 2959928009722977528

Executed by:

ALQUDS University

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Table of Contents

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Chapter I

Chapter II

Chapter III

Chapter IV

National Team of the Strategic Sectorial Development Plan for East Jerusalem (2018-2022)

A Word of H.E. Mahmoud Abbas, President of the State of Palestine

Jerusalem District Map

Introduction

Scope of the Strategic Plan

Governing Structure

Approach & Action Principles

Planning Framework

Review of the Strategic Sectorial Development Plan

Social Protection & Development Group

Education Sector

Culture & Cultural Heritage Sector

Social Welfare Sector

Youth Sector

Health Sector

Citizenship, Civil Peace & Rule of Law Sector

Policy Framework of the Strategic Sectorial Development Plan for East Jerusalem

Political Aspects

Legal & Financial Aspects

Institutional & Regulatory Aspects

Developmental Aspects

The Strategic Sectorial Development Plan for East Jerusalem (2018-2022)

Phases of the Strategic Plan Update

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Chapter V

Chapter VI

Chapter VII

Chapter VIII

Economic Development Group

Economy Sector

Housing Sector

Agriculture Sector

Tourism & Antiquities Sector

Cross-Sectorial Group

Environment Sector

Information Sector

Urban Development & Local Government Sector

Gender Sector

Information Technology Sector

Maps Annex

Israeli Outposts inside the Old City

Silwan: Struggle for Survival against Settlements

Forcible Displacement of Sheik Jarrah Quarter Residents in Occupied East Jerusalem

Settlement Expansion Around the Old City in Occupied East Jerusalem

Palestinian Bedouin Communities Threatened with Forcible Displacement & ‘E1’ Settlement Project inOccupied East Jerusalem

Area of ‘E1’ Settlement ProjectRacist Israeli policy of Land Use in Occupied East JerusalemSettlement Ring Road Around Occupied East JerusalemLight Rail inside Occupied East JerusalemIsraeli Settlement Expansion Around Occupied East JerusalemIsraeli Wall & Settlements in the Jerusalem District50 Years of Military Occupation of East Jerusalem

Israeli Settlements & Land Confiscation

Investment Plan

Enforcement Plan

Special Photos (Our People, Our City)

References

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National Team of the Strategic Sectorial Development Plan forEast Jerusalem (2018-2022)

Policy CommitteeH.E. Dr. Rami el-Hamdallah: Prime Minister & Deputy Chairman of High Jerusalem Committee H.E. Mrs. Intisar Abu Amarah: Head of the Office of the President, Secretary of High Jerusalem CommitteeH.E. Mr. Ahmad Quraei ‘Abu Alaa’:Member of High Jerusalem CommitteeH.E. Engineer Adnan el-Husseini: Member of High Jerusalem CommitteeH.E. Dr. Mohammed Shtayyeh: Member of High Jerusalem CommitteeMajor General Bilal el-Natsheh: Member of High Jerusalem CommitteeH.E. Dr. Emad Abu Kishk: President of ALQUDS UniversityH.E. Dr. Ola Awad: Head of the Palestinian Central Bureau of StatisticsH.E. Mr. Adnan Ghaith: Member of High Jerusalem CommitteeHis Eminence Sheik Mohammed Hussein: Grand Mufti of Jerusalem & PalestineHis Beatitude the Patriarch Michael Sabbah

Policy ReviewH.E. Ambassador Dr. Majdi el-Khalidi: Advisor to the President for Diplomatic Affairs

Endorsed by the Secretariat of the Palestine Liberation OrganisationSecretary General of the Executive Committee

Review & Compatibility with the Palestinian National Plan (2017-2022)H.E. Dr. Khairiah Rasas: Advisor to the Prime Minister

Prime Minister’s OfficeDr. Basheer er-Rayyes: Head of Policy Priorities &Reform UnitMr. Mahmoud Attaya: General Manager,Policy Priorities &Reform UnitDr. Thafer Tayser: Policy CounsellorMr. Marwan Darzi: Manager, The National Coordination Office for ‘C’ classified areasH.E. Dr. Nasser el-Qattami: Advisor to the Prime Minister

Ministry of Foreign Affairs & Expatriates

Higher Sectors Advisory Committee

Mr. Mahmoud Salameh

Dr. Tafeedah El-JarbawiMr. Adel El-Hallaq

Mrs. RandaSanioura

Mrs. Rania Gousheha

Dr. Waleed Nammour

Mr. Ahmad El-RouaidiDr. Saeb Bamia

Mr. Abdul Qad-er El-Husseini

Mr. FouadAl-Dakkak

Mr. Ziad El-Hammouri

Mr. Tawfeeq HabashMr. Raed Saadeh

Mr. Nawwaf Atawneh

Mr. Abdullah Siam

Mr. Bernard Sabila

Dr. MahdiAbdul-Hadi

Mr. Khalid El-Kaloti

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Sectors CommitteesSectors committees consist of development experts from the government, civil society and related entities. Actions of each committee are coordinated by a pool of experts from ALQUDS University. The committee worked under the supervision of the Jerusalem Unit, Office of the President –State of Palestine, in order to ensure integrated action.

Social Protection & Development GroupEducation sector Culture sector Health sectorYouth sector Social welfare

sector Citizenship, civil peace

& rule of law sector

Dr. el-Khansa’a Dhiab (expert)

Dr. Mamoun Fahmi Jaber

Mr. Bassam TahboubMr. Sameer Jibreel

Mrs. Rabeehah Elayyan

Dr. Ziad QabajehDr. Ziad Jouyales

Ms. Yasmeen el-BashaMrs. Ietedal el-Ashhab

Mr. Dergham Abdul Aziz

Mr. Nabeel Sob LabanMrs. Nisreen Elayyan

Ms. We’am es-ShihabiMr. Abdul Aziz Qut-

tenehMrs. Ruba Awwad

Mr. Osama el-QunbarMr. Husam es-Sheik

Dr. Ali JoharMr. Baker MansourMr. Fayyed Ghanem

Dr. Salah Houdalyyeh

Mr. Amer Khalil

Dr. Essa es-Srea’a

Mrs. Fida’a Touma

Mr. Samer Tarzi

Mr. Talal Abu Afifeh

Mr. Khalid es-Sheik

Mr. Ibrahim Abu E’mar

Mr. Ahmad Abu Saloum

Mr. Ismaeel ed-Dab-bagh

Mr. Mohammed Misik

Mr. Daowd el-Ghoul

Rouwa Theater

Shafaq Network

Dr. Khalid Ehreish (expert)

Dr. Najwa es-Safadi

Mr. Mohammed Abu Mifreh

Mr. Yusuf Qiri

Mrs. Maherah ed-Da-jani

Mrs. Najwa el-Alami

Mrs. Naelah Jouyales

Mr. Taher ed-Disi

Mrs. Naderah Baibars

Mr. Khalil Jaradat

Mr. Fadi Mtour

Dr. Mazen el-Khatib (expert)

Dr. Mouayyad Sha-na’ah

Mr. Mutasem Abu Gharbyyeh

Mr. Musa el-Abbasi

Mr. Rami Nasser Eddin

Mr. Qusai Abbas

Mr. Ahmad Srour

Mr. Mohammed Akaram

Mrs. Hiam Elayyan

Mr. Riad Shihabi

Mr. Nasser Qous

Mr. Waed Qannam

Mr. Tareq Dahbour

Dr. Mutasem Hamdan (expert)

Dr. Atef Rimawi

Dr. Ata Qurei

Dr. Bassam Abu Libdeh

Dr. Omayya Kham-mash

Mr. Ameen Alawyyeh

Mrs. Munerah Battat

Mr. Mohammed Sayyad

Mr. Nader Salaymeh

Mr. Mahmoud Elayyan

Dr. Ashraf el-A’awar

Dr. Asma Alemam

Dr. Abdallah Sabri

Palestinian Guidance Center

Dr. Muneer Nusaibah (expert)

Dr. Walid Salem

Mr. Mohammed Hadyah

Mrs. Manal Harzan

Mr. Jameel Salhout

Mr. Abed Salaymeh

Mr. Adel Abu Zneid

Mr. Oday Abu Karsh

Mr. Nadeem QandeelMr. Azzam Hashlamon

Mr. Rami Saleh

Mr. Raffol Rofa

Mr. Awad Salaymeh

Mr. Mohammed Elayyan

Mrs. Nadine Nator

Mr. Samer Jaber

Mr. Daoud Jahhalin

Economic Development GroupEconomy & Industry Sector Housing Sector Tourism Sector Agriculture Sector

Dr. Ibraheem Awad (expert)Dr. Salah Eddin Oudeh (expert)

Dr. Ahmad HarzallahDr. Nidal DarwishDr. Lutfi el-Jabrini

Mr. Yusuf el-AyasehMr. Fadi el-Hidmi

Mr. Saed QureiMs. Sahar Edkeidek

Ms. Noor ArafehMr. Samer NusaibehMs. Sana’a Hasneh

Eng. Bassem KhouriMr. Ashraf Zeidan

Eng. Ruba MasroujiMr. Muhannad Yaish

Dr. Maha es-Samman(expert)

Eng. Khalil Abu ArafehMr. Fouad Hallak

Mr. Samer RaddadEng. Omar el-KhufushMr. Mustafa Abu ZahraMr. Salah Eddin Musa

Eng. Mahmoud ZahaykehMr. Samer Jaber

Mr. Anwar NashashibiMr. Sameer QirreshMrs. Hiba Talalweh

Mrs. Isra’a Mudhaffer

Dr. Yusuf Natsheh (expert)

Mr. Raed Saadeh

Mr. Samer Tarzi

Mr. Sami Khouri

Mr. Ghassan Mahabis

Mr. Bashar el-Mashni

Mrs. Shireen Ouaidah

Dr. Mutaz Ali el-Qutub (expert)

Mrs. Fayha’a Najem

Eng. Imad Nusaibeh

Mr. Mohammed Jaber Ayyash

Mr. Muqbil Abu Jeish

Mrs. Wala’a el-Jamal

Ms. Yusra Abu Ermeileh

Eng. Rana el-Kirmi

Eng. Husam Tulaib

Eng. Hasan el-Ashqar

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The Geo-informatics Interactive Platform Team

Palestinian Statistics Team

Cross-Sectorial Sectors Group

EnvironmentSector

Information & Ad-vocacy Sector

Information Technology & Communications SectorGender Sector

Urban Planning & Local Government Sector

Dr. Amer Marei (expert)

Dr. Abdul Rahman

el-Tamimi

Mrs. Shireen Zaidan

Dr. Mutaz el-Qutub

Mrs. Mai Rahhal

Dr. Jawad el-Hasan

Mr. Naeem Sub Laban

Mr. Nael Musa

Mr. Shadi Mtour

Mrs. Muna el-Ansarai

Mr. Ahmad Elayyan

Dr. Ashraf Abuhelal (expert)

Mr. Fuad el-HallaqMr. Khalil Abu ArafehMr.Hazem Qawasmi

Mr. Mohammed el-Khatib

Mr. Mohammed el-Sharabati

Mr. Saed RabeaMr. Essam Faroun

Mr. Bassem HadaidehMr. Imad Awad

Mr. Sa’adeh el-KhatibMr. Shadi Badran

Mrs. Faten BurhanMr. Abu Ameed

JahaleenMr. Rami Ghazawneh

Mr. Mohammed RabeaMr. Salem Abu Eid

Dr. Rula Hardal (expert)

Dr. Fadwa el-Labadi

Mrs. Rania Salah Eddin

Mrs. Sabah Ekhmais

Dr. Aysha Rifaei

Ms. Vivian Joulani

Mrs. Fadwa esh-Shaer

Mrs. Faten Nabhan

Mrs. Salwa Hdaib

Mrs. Aiday el-Eisawi

Mrs. Amaal Qasem

Ms. Majd Biltaji

Mrs. Abeer Ziad

Dr. Nader Salhah (expert)

Mr. Ruham Nimri

Mrs. Diala Jouihan

Ms. Christine Rinawi

Mr. Mohammed Abu Khdair

Mr. Ahmad el-Budayri

Mr. Mohammed Abed

Rabboh

Mr. Ahmad Safadi

Ms. Rawan Hamad

Mrs. Nida Yunus

Mr. Mohammed el-Khatib

Mr. Yusuf el-Maharmeh

Mr. Mohammed el-Laham

Mr. Ibrahim Rabaya’ah

Mrs. Isra’a Salhab

Dr. Issam Ishaq (expert)

Dr. Badei Sartawi

Dr. Rasheed Jayousi

Eng. Hani el-Alami

Eng. Aref el-Husseini

Mr. Amjad Sahreef

Dr. Yaqoub Sabateen

Mr. Ghassan ed-Deek

Dr. Maysoun Ibrahim

Dr. Badei Sartawi: Head of Team,

Project Manager

Prof. Hasan Dweik: Follow-up & Coordination

Dr. Rasheed Jayousi:

Databases

Mr. Ghassan ed-Deek:

Technology

Dr. Qasem Awad: Project Management

Mr. Hashim Dhweib: Project

Finance

Dr. Samer Raddad: Geographic Infor-

mation Systems

Mr. Mohammed

el-Omari: Head of

Team

Mr. Maher Sbeih

Mrs. Fida

Toumeh

Mrs. Amina Haseeb

Ms. Hiba el-Hindi

Mr.Fatehi

el-Faraseen

Mr. Burhan

Issa

Mrs.Safia

Ibrahim

Mrs. Faten Abu

Qarei

Ms.AyatSaleh

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Action Team

Arab & International Entities Reviewing the Strategic Plan

General Supervisor Mr. Mutasem Tayyem

Mr. Khalil Najem

Mr. Mohammed Hadyeh

Eng. Aref el-Husseini

Mr. Nidal AssriProf. Dr. Mashhour el-HabbaziMrs. Sarah AlhusseiniMrs. Randa Abuhelal

Mr. Obay Abu Sa’da

Mr. Fuad el-Hallaq

Mr. Issam Rimawi

Ms. Rawan HamadMs. Areej DaibasProject Coordinator

Planning & Development Expert

Legal Auditor

Civil Society Expert

Communications Coordinator

Proofreader

Translation

Design

Maps Annex

Photography

United Nations organisations / UN Resident

Coordinator’s office European Union (EU)

Organisation of Islamic Cooperation (OIC)

Islamic Development Bank

Arab & Islamic fundsConsulates, Representative Offices & accredited

Ambassadors to the State of Palestine

(UN system in the occupied Palestinian territories)

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Map of Jerusalem Governorate

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Sh.Sa'ad

SurBaher

BeitSafafa

Sharafat

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OLDCITY

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NAD - NSU © 2018

JerusalemGovernorate

Palestinian city or village

Governorate boundries

1967 Boundary (“Green Line”)

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Introduction

The holy city of Jerusalem (al-Quds al-Sharif) is a city with a long and rich history, the cradle of the three monotheistic religions, a destination for pilgrims and tourists from all around the world, home to hundreds of thousands of Palestinian Muslims and Christians, and the national capital for millions more. Since 1967, East Jerusalem has been under an Israeli military occupation which has sought to isolate and annex the city from its Palestinian environs. The occupation must be brought to an end and East Jerusalem returned to full Palestinian sovereignty, in accordance with international law. Until such a time, Jerusalem is in urgent need of support, in order to maintain the resilience and steadfastness of its people and allow them to live a decent life, while giving them the opportunity to shape the development of the city, as the capital of the State of Palestine.

Work on the first comprehensive strategic plan for Jerusalem was initiated in 1999 by the late Faisal el-Husseini, through the Arab Studies Association (The Orient House). The plan included an assessment of the various needs in different sectors, in order to prepare East Jerusalem to be the capital of the State of Palestine. Based on previous plans, the Strategic Sectorial Development Plan for East Jerusalem (2018-2022) (hereafter “strategic plan”) determines the general framework of official Palestinian policy in different vital sectors, within the context of a web of policies adopted by Israeli occupation authorities aiming to displace Palestinians from the city while undermining their social, economic and political structures.

The general framework set by this plan regulates development programs for East Jerusalem. The updating of the strategic plan has been carried out under the direct auspices of the Office of the President and in full partnership with the public sector, the private sector, and civil society. It is based on the Strategic Sectorial Development Plan for East Jerusalem (2010-2013), financed at that time by the European Union.

The strategic plan (2018-2022)will be the main reference that reflects the vision and ambition for Jerusalem during this period. Sectorial development indicators are provided as an additional element of the strategic plan. These specific, measurable, qualitative and quantitative indicators will be the basic tool used to study and evaluate the impact of deliverables completed as part of the plan, and may also serve as a guide for anyone invested in the future of the holy city and the destiny of its people.

The estimated cost of this strategic plan reflects sustainable development trends to enforce proposed interventions and bring about the desired results, in order to enhance the resilience of people in Jerusalem, empower them on their own land, stimulate economic recovery and growth, and ensure that the people can participate in and benefit from returns of this growth. This will enable them to stand firm in challenging the occupation policies that intend to remove them from their city. The budget outlined in this plan is unrelated to the current budgets allocated by the official entities or competent entities in Jerusalem; it represents additional finances required to achieve the collective goal.

In order to enhance networking, facilitate implementation of projects, maintain oversight and measure performance, the strategic plan is supported by a geo-informatics platform, which provides information to help make decisions regarding finance orientation and project priorities. The goal is to achieve the desired impact through an integrated system for project management, finance, assessment and follow-up, with a geographical link to a geo-informatics system that tangibly reflects the influence of the project in multiple ways, with meaningful statistics. The platform will be described in detail later in this document, as it forms the spine of the plan in terms of implementation, follow-up and evaluation.

Keen to give everyone the credit they deserve, we, at the Office of the President of the State Palestine - who are working according to directives from H.E. President Mahmoud Abbas- would like to extend due appreciation to all the individuals and institutions involved for their collective input and hard work. The Office also extends appreciation to the various units and departments, and especially the Head of the Office of the President, for their attention and efforts towards making this document a reality. Appreciation is also extended to AlQuds University, with all of its professors and experts on the sectorial development committees, for their effort and experience, and to other experts, institutions and individuals who contributed to the strategic plan at various levels. Last but not least, special appreciation and gratitude shall be extended to the Islamic Development Bank for its continuous support in order to empower our people in Jerusalem.

Jerusalem UnitOffice of the President

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Strategic Sectorial Development Strategic Plan for East Jerusalem (2018-2022)

This document is summarizing the Palestinian strategic plan for Jerusalem in the years (2018-2022), with a wider vision to development sectors, where new sectors have been added, which were not taken into account by previous plans. The document also includes summaries of the basic conditions and challenges in each sector, expected results until 2022, and proposed interventions to realise the desired results. Tools and programs that should be introduced and/or implemented are also included.

The sectorial trends have been updated based on the strategic plan (2010-2013), in addition to studies conducted by several local and international development foundations for the development of Jerusalem. With release of the development agenda plan (2030), it is reiterated that the development of the Jerusalem district, like any other district, must include the three integrated dimensions - environmental, economic, and social. The strength of development lies in the overlap of these dimensions: social policies that enhance dynamic economics, enable protection of the environment and support human rights, equality and sustainability. Response to all targets will be carried out as an integrated and coherent whole, which is vital to achieve the desired changes on a wider scale. There are 15 sectors, some sectors overlap with others.

The Palestinian vision of East Jerusalem:

“Jerusalem is an Arab global city with Palestinian identity, which is proud of its history, heritage and spiritual importance for the three monotheistic religions. Jerusalem is an active and vivid city, which contributes to human development and cultural diversity on local, Arab and international levels. East Jerusalem is an attractive place for life, work and investment, due to the special and sustainable institutional, economic, social, health, educational, cultural, touristic and entertainment infrastructure it has, which fits its status as capital of the State of Palestine.”

Primary objective of the strategic plan:

“East Jerusalem is the eternal capital of the State of Palestine, with all its life and work attracting political, social and economic components.”

Targets of the strategic plan:In line with the Palestinian vision and targets above, the strategic plan intends to achieve the following objectives:

Enhance resilience

of thePalestinians

in EastJerusalem.

Improveliving

conditions of Palestiniansin the city.

Protect the rights and

identity of the Palestinians

in Jerusalem.

Revive and improve the Palestinian economy in Jerusalem.

Enhance bonds between Jerusalem and its Palestinian

environs.

Protect the national institutions operating

in Jerusalem, empower them and expand their participation in society.

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Phases of the strategic plan update

The strategic plan has been updated based on analysis, evaluation and partnership between all planning and implementing stakeholders. Accordingly, a large number of meetings and workshops have been held in order to reach an agreed strategic framework, which acts as a base line of the strategic plan and a guide to implementation. Development projects and interventions will be initiated in order to meet targets of the plan. Below are the phases for updating this strategic plan (2018-2022):

Set a document

for the strategic

plan update.

Revise general

conditions and

existingsituation

of sectors.

Measure necessary

cost to achieve

each target.

Set imple-mentation, follow up

and evaluation

plan.

Draft the final

strategic plan of East Jerusalem

(2018-2022)

Determine targets,

interventions and

indicators.

Analyze general

conditions and existing situation of

sectors.

Determine strategic

issues and priorities.

Form a sectorial expert team.

Work has also begun, alongside updating the plan, to set a geo-informatics platform to be the main tool to determine projects, raise funds and follow up on implementation, which will be used in the future for regular updates and decision-making relating to the plan.

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Political aspects

Jerusalem is the capital of the State of Palestine and an integral part of the territories occupied in 1967. Any interventions should, at the strategic level, correspond with the need to create an empowering environment in line with this principle, and should not contradict or impede Palestinian state building efforts.

The Palestine Liberation Organization (PLO) is the political reference with relation to any action in Jerusalem.

The Arab Palestinian identity of Jerusalem must be preserved and enhanced, through material and moral support to the people of the city.

Given the religious and spiritual importance of Jerusalem to the three monotheistic religions, it is important to preserve the Islamic and Christian trust (waqf) properties as an integral part of the city’s Palestinian identity, and reintroduce the correct historical, archaeological and scientific narrative that represents a true reflection of the Arab characteristics of the holy city.

Efforts must be made to support the resilience of Palestinians in Jerusalem, resist attempts to reduce Palestinian presence in the city, and to protect Palestinian properties, which constitute Arab features of the city.

Focus should move from reactions to proactive steps supporting resilience and liberation, to encompass all political, economic, social and institutional aspects, and tp mobilise Palestinian, Arab and international support.

Arab and international institutions including consulates, representative offices, international organizations and UN agencies should be encouraged to establish headquarters in Jerusalem and hold political meetings in the city, on the basis and principle that the city is the capital of the future State of Palestine.

It must be consistently reiterated that any changes to the June 4th, 1967 borders-which include EastJerusalem- will not be recognized, and key resolutions issued by the UN and UN bodies, such as UNESCO should be reemphasized.

Policy framework of the strategic plan

The policy framework includes principles that regulate the strategic plan from political, legal, institutional, regulatory, development and financial aspects.

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Legal aspects

East Jerusalem is an occupied territory, where all international laws and agreements regarding occupied territories apply to the city and its residents. All legal, legislative and administrative measures taken by occupation authorities to change the geographic and demographic status through land confiscation and annexation, settlement construction and forced displacement or transfer are null and void and do not have any legal effect.

As an occupied territory, international humanitarian law (IHL) and the international human rights law (IHRL) apply to Jerusalem. The Israeli authorities, as an occupying power, are responsible for service provision in the occupied Palestinian territories. International support to the Palestinian people does not relieve the occupation authorities of their 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.

International resolutions regarding occupied Palestinian land must be upheld, especially Jerusalem.

Legal support to defend the people and their land is a top priority.

All Israeli violations should be documented and be exposed in all forums and at all levels, and cases taken to competent international entities.

It must be reiterated that Israeli settlements built on Palestinian lands occupied since 1967 which includes East Jerusalem, are illegal according to international law.

Financial aspects

Sufficient funds for Jerusalem should be allocated in the general budget, as well as from external aid in a manner that corresponds with the size of the population in Jerusalem and the status of Jerusalem as a capital city.

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

Effective procedures should be established for coordinating with donors regarding funds for Jerusalem, and the roles of the Office of the President and Palestinian governmental institutions in the funding process should be determined, especially the Ministry of Finance and Planning.

Transparency and equity regarding the distribution of financial resources related to assistance in Jerusalem should be enhanced, using necessary monitoring mechanisms.

Financial procedures should be developed that take into account political and legal complexities of Jerusalem.

A streamlined process to meet urgent needs regarding the resilience of people of Jerusalem should be established, through channels approved by the Office of the President and the Jerusalem Unit.

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Institutional and Regulatory aspects

It is necessary to ensure an effective institutional system with clear and specific roles and tasks of all stakeholders, and at all levels, including the various departments of the PLO and ministries and entities of the State of Palestine. Mandates and responsibilities should be set to ensure reliability and non-conflict, so that planning, control and executive tasks and powers are separated.

Effective and complementary coordination and cooperation should be promoted among stakeholders at all levels, through determination of the roles played by different sectors (public, private, and civil) and a continuous and sustainable basis of action, together with as many partnerships within sectors as possible. Sectorial coalitions and networks are to be encouraged in order to focus on maintaining, activating and empowering the institutions of Jerusalem, in addition to enhancing voluntary work and actions of popular committees, which includes specific methods for exchange of knowledge and experience.

An effective internal administrative system for stakeholders should be developed, which facilitates quick decision-making at all levels, whether intra-institutional or inter-institutional.

Community participation in decision-making, observe development operations and to encourage interested entities to take part in implementation.

The Jerusalem Policy Committee should be institutionalized, in order to ensure sustained action as a means of supporting resilience, establishing the status of Jerusalem as the capital of the State of Palestine and opening channels of communication between this committee and the people and institutions of Jerusalem.

Relations with foreign institutions operating in Jerusalem should be enhanced through joint coordination, planning and enforcement, in order to help preserve Palestinian presence in Jerusalem.

Local institutions of Jerusalem should be supported to carry out sustained action, new institutions should be opened, and those forcibly closed by Israeli occupation authorities should be reopened (particularly The Orient House), in order to maintain the Arab Palestinian identity of East Jerusalem as the capital of Palestine.

The role of research centers should be enhanced in order to publish information material, historical and cultural studies and hold conferences and seminars about Jerusalem, to highlight the city in international arenas.

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Development aspects

Development inside the separation wall should be prioritized as part of an integrated strategy for areas both inside and outside the wall, considering that the wall is an illegal and temporary structure, and that areas inside the wall have strong links with the direct areas outside the wall and the wider environs (the rest of the occupied Palestinian territories).

Efforts should be made to disengage from Israeli occupation institutions as much as possible, while locating and empowering effective Palestinian alternatives.

The national policy agenda of the Palestinian government (2017-2022) should be approved as the regulating reference of the strategic plan in Jerusalem.

The United Nations Sustainable Development Goals (SDGs) ‘2030’ should be approved and function as the development reference of the strategic plan.

Strategies for resilience, steadfastness and development should be supported consistently to mitigate against the burdens imposed on Palestinians in Jerusalem and to empower and maintain the institutions of Jerusalem, towards ending the occupation and preparing Jerusalem as the capital of Palestine.

The strategic partnership between the PLO, civil society and the private sector should be enhanced in order to encourage community participation and establish accountability and transparency at all levels.

Striking a balance between humanitarian aid and development interventions is required to provide sustainable solutions that support the marginalized, vulnerable and poor segments of society, 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, especially in sectors that are critical to economic growth, such as tourism, commerce and services.

Activating the role played by the youth, attending to their concerns and investing in their potential is crucial, so that they may initiate and contribute to development in Jerusalem.

Jerusalem-specific plans, priorities and interventions must be included in all Palestinian national sectorial and cross-sectorial plans.

Gender policies should be incorporated in all sectors, with gender equality and sensitivity assured during strategic planning of all sectors.

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Scope of the Strategic Plan

Geographical scope:

Time scope:

The strategic plan will focus primarily on the part of Jerusalem within the separation wall, while ensuring linkages and reciprocal relations with the immediate environment (i.e. outside the separation wall) and wider environs (i.e. the rest of the occupied State of Palestine).

The strategic plan covers a five-year period, from 2018-2022

22

The Regulating Structure

*The regulating structure is formed of four levels under the umbrella of the High Committee of Jerusalem, PLO, headed by the H.E. Mahmoud Abbas, President of the State of Palestine.

*The executive structure encompasses four levels of tasks and responsibilities, where joint action according to powers and tasks will be key to ensuring successful and effective implementation of the strategic plan.

*The Jerusalem Unit, Office of the President, may enter into cooperation agreements with the coordination and executive levels, with the Head of the Office of the President as a reference point.

Guidance level Advisory Committee

Policy level High Committee

of Jerusalem

The committee includes several dignitaries who assume positions directly associated with the Governor of Jerusalem’s office, and headed by H.E. President Abbas in his legal capacity, with H.E. the Prime Minister as a deputy in his legal capacity. The committee also includes members of the HighCommittee of Jerusalem.

Tasks are as follows:Establish a policy framework in line with the national agenda of the Palestinian leadership.Approve the strategic and executive plan.Ensure sustainable and integrated implementation of plans.Approve committees at second and third levels.Discuss and approve biannual reports.

Reports to: H.E. President Abbas.Meetings: Biannual (or when necessary).

The consultation level includes experts and people with legal capacity from inside and outside Jerusalem, who provide expertise associated with executive plans and projects (in line with their priorities), as part of plans approved by the policy level.

Tasks are as follows:Provide advice and experience to coordination and execution levels regarding policy-implementing plans.Supervise details of strategic plan, and guide implementation.Follow up and ensure development of the digital platform to ensure sustainable implementation of strategic plans.Discuss urgent issues and present recommendations to the policy level, which may include proposals outside of the strategic plan’s framework.

The committee is headed by the Head of the Office of the President Office in her legal capacity, and includes the Head of the Jerusalem Unit as rapporteur.Reports to: High Committee of Jerusalem.Meetings: Once every three months (or when necessary).

*

*

*

*

**

*

*

*

23

Coordination levelCoordination Committee

Implementation and follow-up level / follow-up team at Jerusalem

Unit, Office of the President

This level coordinates action among all partners and implementing entities of the strategic plan, either directly or indirectly, sets intervention priorities and implementation methods, and ensures access to information regarding field work for all stakeholders. The coordination committee acts as a permanent link between PNA (with all government and presidential institutions) and international, Arab and Islamic organizations, as well as other bodies and funds regarding intervention on matters relating to Jerusalem.The coordination committee includes the Head of Jerusalem Unit, Manager of the Projects and Sectors department of the Jerusalem Unit, a representative from the Office of the Prime Minister, a representative from the Governor of Jerusalem’s office, a representative from the Ministry of Jerusalem Affairs and high-level representatives (at the decision-making level) from international, Arab and Islamic organizations, bodies and funds operating in Jerusalem.

Tasks are as follows:Determine intervention priorities as part of the strategic plan’s framework.Discuss and approve modes of action in Jerusalem, and review initiatives and projects of all partners.Evaluate projects undertaken in each sector, and present recommendations to the advisory committee and Supreme Committee of Jerusalem.Ensure integrated efforts among all implementing entities in Jerusalem and prevent any rivalry or conflict.Ensure that the digital platform is fed with all information that facilitates the action of all concerned parties in Jerusalem.Networking between projects under taken by partners, ministries and related official entities.Present information to the implementation level to ensure quality action and achievement of desired goals.

Meetings of the committee are called by the Head of the Jerusalem Unit in his legal capacity, and shall name the head and rapporteur during its first meeting.Reports to: Head of the Office of the President.Meetings: At least once a month.

This level deals with follow-up and managing implementation of the strategic plan, and falls within the responsibility of the Jerusalem Unit, Office of the President. This level consists of the following departments:

1. Programmed Operations Department: follows up closely on all projects approved by the coordination level, and ensures that information is collected and listed in the geo-informatics interactive system. The department is responsible for overcoming impediments facing programs and projects, and directly coordinates with all government stakeholders to ensure smooth implementation by the relevant entity.

2. Planning Department: specialized in the geography of Jerusalem, provides partners with all engineering and demographic information of the implementing entities, monitors changes on the ground and updates the database on regular basis to ensure interactive interventions.

3. Legal Department: follows up on legal issues regarding Jerusalem and its residents, and presents recommendations concerning challenges to the coordination committee, to be taken into account during intervention design.

4. Research, Follow-up and Evaluation Department: conducts regular research and surveys about the impact of interventions as part of the strategic plan framework, receives and considers complaints from beneficiaries, if any, and presents recommendations to the Jerusalem Unit, so that the latter can address each case individually, as required.

Reports to: Head of Jerusalem Unit.Meetings: Regular basis as employed implementation team.

*

*

*

*

*

*

24

Methodology and Action principles

The strategic plan adopts the following principles in order to ensure target achievement:

Learning from previous lessons, evaluating previous plans, using practical experience together with local/regional/international studies, and ensuring wide participation of stakeholders.

Following an approach that ensures compatibility of the strategic plan trends with national policies and trends (national policies agenda, government strategic plans) and trends of SDGs ‘2030’ of the United Nations.

Ensuring sustainable interventions, whether at planning or implementation levels or enforcement and control levels, and setting a sustainable regulatory and institutional framework that can be gradually relied upon to prepare the city as the capital of the State of Palestine.

Linking the strategic plan to an integrated information system (the interactive geo-informatics platform) to follow up and evaluate. The geo-informatics platform links the national indicators of different sectors after adapting them to be consistent with the conditions of Jerusalem, in addition to giving clear indicators of general, private and sectorial targets included in the plan.

Consolidating existing efforts through effective coordination among stakeholders undertaking programs and activities, including donors and international institutions operating in Jerusalem.

Establishing transparent investment plans and budgets of programs and projects in a transparent and systematic manner which is based on clear selection standards, associated with the geo-informatics platform. Developing the fundraising

plan and marketing the strategic plan to ensure necessary finance for projects and programs.

25

Planning framework

The strategic plan for the sectorial development of East Jerusalem takes into account Palestinian government policy trends and strategic planning and investment methods for local government entities, which are based on an urban development strategy. The Palestinian local urban and municipal development manual, 2017 released by the Palestinian Ministry of Local Government has been consulted during the drafting of the strategic plan. The manual stipulates a number of steps, including: information collection, analysis of the existing conditions of local entities in question, drafting of the executive investment plan, and the creation of implementation, follow-up and evaluation mechanisms. However, due to the exceptional situation of Jerusalem inside the separation wall and the absence of Palestinian officials, this methodology has had to be adapted in accordance with the existing situation through a planning framework that combines different planning and implementation approaches, and includes the following modes in particular:

This approach involves the tight combination of short and mid-term

activities and interventions with long-term vision and targets. This requires consensus and commitment to the realization of the

long-term vision while identifying intermediate interventions.

This approach concerns the need to find serious Palestinian alternatives to counter Israeli policy in occupied East Jerusalem.

This approach is related to the planning of activities to expose ongoing

Israeli measures relating to the Judaization of Jerusalem, and to create local and

international understanding and support for the rights of Palestinians Jerusalemites.

A lack of a proper institutional framework and multiplicity of

stakeholders can lead to conflicts of interest between various Palestinian stakeholders, making it hard to agree

upon priorities and targets of the strategic plan and related action points, as well

as financing priorities. Many workshops and meetings have been held in order to

address these potential conflicts and establish a foundation agreed upon

among all stakeholders.

Bifocal planning(mixed scanning)

Alternative planning Advocacy planning

Negotiation planning

26

Review of the Strategic Sectorial Development Plan

The Strategic Sectorial Development Plan for East Jerusalem (2018-2022) serves a guidance tool for the Palestinian leadership, international community and civil, national and international organizations when initiating development programs and interventions in Jerusalem.

The Plan will primarily focus on the Jerusalem district, prioritizing the city of Jerusalem inside the separation wall, while ensuring integration and a reciprocal relationship with areas directly outside of the wall and the wider environs (rest of the occupied State of Palestine). The strategic plan intends to enhance the resilience of Palestinian society in Jerusalem in particular, by creating a strong and integrated core to help ensure a just political settlement. To that end, the strategic plan determines and addresses development priorities for different sectors, through projects for residents of East Jerusalem. The Plan is consistent with the current Palestinian government plan that intends to end the Israeli occupation and establish the State of Palestine within the 1967 border.

The Plan includes 15 sectors distributed among three groups. For each sector, a summary of conditions and basic challenges is provided, followed by goals expected up until 2022, proposed interventions to achieve the expected goals and the proposed budget.

Sectors are divided into three development groups as below:

Social Security and Development

group

Economic Development

group

Cross-sectorial sectors

Education sectorCulture and Heritage sectorSocial welfare sectorYouth sectorHealth sectorCitizenship, Civil Peace and Rule of Law sector

Economy sectorHousing sectorAgriculture sectorTourism and Antiquities sector

Environment sectorAdvocacy and Information sectorUrban Development and Local Government sectorGender sectorInformation Technology sector

27

Group One:

Social Security & Development

28

Education Sector

Social WelfareSector

Health Sector

Culture andHeritage Sector

JerusalemYouth Sector

Citizenship, Civil Peace and Rule of

Law sector

29

Education SectorConditions and Basic Challenges:

Quality education that improves the lives of people and enhances their opportunities is one of the most important among the seventeen goals of the sustainable development plan for 2030, which was globally adopted in 2015. Inclusive and equitable education and the promotion of lifelong learning opportunities are the basic tenets for any comprehensive educational and academic movement that aims at the development society in all respects, as proper education enables people to break the poverty cycle, bring equality and ensure a decent, healthy and sustainable life.

Education in Jerusalem is a manifestation of the complicated situation witnessed by the city as a result of the Israeli occupation and the discrimination and persecution which that entails. The education sector faces many challenges such as: political fallout of the occupation, the prevention of development by Israeli authorities, attempts to control and distort the Palestinian curriculum, and the denial of the right of Palestinian schools (government and Islamic trust (waqf) to renovate their buildings or construct new ones. This has badly affected the state of education in Palestinian schools in Jerusalem, where the material environment and buildings have deteriorated, and students are denied specialized facilities such as libraries and laboratories. The average number of students per classroom has increased due to the inadequacy of existing classrooms and the prohibition of building new ones, causing a shortage of around 2200 classrooms.

Since 1967, Israeli occupation authorities have sought to isolate East Jerusalem from its surroundings, making concerted efforts to displace Palestinians from Jerusalem and confiscate their properties. As part of this policy, the city has been surrounded by the separation wall, complete with a series of military checkpoints throughout streets, alleyways and main entrances to the city, which restrict the access of people now living outside the wall. This includes students and staff members trying to access schools and other educational institutions. Statistics from the Ministry of Education, 2015 show that students of Jerusalem cross an average of 12 military check points every day to reach schools. Israeli forces attack schools from time to time, sometimes closing them and sometimes turning them into military outposts, while at the same time harassing students, parents, teachers and principals in an arbitrary fashion. The Ministry reported that more than 500 classes have been lost in the academic year 2015/2016 as a result of such occurrences. Harassing and humiliating students by conducting body searches, searching through belongings and confiscating bags is a routine practice by Israeli soldiers, which spreads panic and fear among children of all school ages.

Waqs schools: 14%

UNRWA:2%

Private schools: 33%

The number of students & teachers (respectively) who cross the

separation wall everyday

(972) (159)

The number of classes that have been lost in

2015/2016

Percentage of students by su-

pervising entity for education in East

Jerusalem

The annual cost of rented school buildings is:

893,000 USD

7 Waqf schools in Jerusalem prosecuted under the pretext of failure to obtain licence or pay tax

57: the number of educational advisors in 185 official and unrecognised schools in East Jerusalem

Israeli municipality & Israeli education

Dept.: 44%Semi-Israeli Education

Dept.: 7%

The property tax claimed by the Israeli municipality

is +26 million USD

2200 classrooms

needed

857 out of 1815 classrooms in East Jerusalem do not meet the standards

set by the Israeli municipality

500

30

The school dropout rate is one of the main challenges that faces education in Jerusalem, due to a decline in living standards, including social, economic and housing conditions of Palestinian households in Jerusalem, which are completely different from other districts. A report released by the Palestinian Academic Society for the Study of International Affairs (PASSIA) indicates a huge difference between dropout rates in East Jerusalem, which reached 13% in 2016 compared with 1%[1] in the schools of West Jerusalem. This figure may partly be attributed to the poor standard of educational services that Palestinian students in East Jerusalem receive. And the inability to accommodate students with poor access to qualitative and quantitative education, especially for the students with low achievements. According to reports released by the Palestinian Jerusalem Education Department, dropout from government schools is three times more than private schools. Detention and house arrest play a central role in the increase of forced school dropout among students in Jerusalem. It is believed that such events- and the psychological pressure on students and parents as a result of checkpoints, arrests and abuse, home demolition and other forms of collective punishment- are the reason behind increased dropouts during the current year.

In this context, and since Jerusalem is an occupied city, the Israeli authorities are responsible for development of education sector, as per the relevant international laws and conventions.[2] However, the occupation authorities do not fulfill their obligations to the Palestinians of Jerusalem. The Fourth Geneva Convention, article 50, states that the occupying power shall “facilitate the proper working of all institutions devoted to the care and education of children”[3]. There is deliberate neglect and failure by the Israeli municipality of Jerusalem to fulfill obligations set in the mandatory education law. According to this law, and in order to deal with dropouts, all children who fall within the age group 5-15 years should be registered in schools and education should be free of charge, where children who fall in the age group 16-17 should have free, but not mandatory, education[4].

The situation is made more difficult by the large number of entities supervising the education process in Jerusalem and its environs, due to the special reality of the city. The number of students in government, private and UNRWA schools in (2016/2017) reached 72,883 students (male and female) in Jerusalem district[5], whereas there were 38,220 students (44%, according to MOE) at schools in the Israeli Jerusalem municipality and Department of Education (2015/2016)[6]. 33% attend recognized private schools, 14% study in schools managed by the Islamic Trust (waqf) department, 2% study in UNRWA schools and 7% in Israeli department of education schools.[7]

Educational supervision in Jerusalem also faces many challenges, such as lack of supervisors in the Palestinian Jerusalem Department for education which currently stands at at 0.9%, whereas this should be at least 1.3% (80 teachers per educational supervisor according to Ministry of Education standards), which requires at least 6 supervisor centres.[8] Moreover, it is difficult for the Palestinian educational supervisors to access schools of the Israeli education department or the Israeli municipal schools in order to train and follow-up with teachers on the Palestinian curriculum, besides the fact that the motivations of the Palestinian supervisors are different from their Israeli counterparts.

Education departments nationwide have a common problem; high school students shy away from vocational branches. The Jerusalem education department is no exception. Students prefer literary and scientific branches in high schools to vocational branches (commercial, industrial, hotel). One reason for this is the shortage of schools that meet the need for vocational training on one hand, and lack of proper professional guidance to students on the other.

To deal with the many challenges that face the education sector in Jerusalem, an integrated educational vision shall be established as part of the Palestinian national strategy, from which a group of interventions to raise the education sector and institutions will emerge, in order to enhance and protect the Palestinian and Arab identity for the younger generations in Jerusalem.

31

Goals expected to be achieved until 2022 and modes of intervention, education sector:

An effective educational entity with communal reference for education

sector in Jerusalem.Establish a consolidated

technical reference in Jerusalem led by

Jerusalem education department.

Independent, efficient and transparent fund

to support education in Jerusalem, which has

equality in distribution of resources, to raise level of education in

Jerusalem.

Indicators of goal 1


Estimated cost

Estimated cost

1

2

Set an educational vision with clear fea-tures that ensures the best for students of the city.

Form a national committee to start and follow up on the fund.

Support interventions approved by educational entity mentioned in (1).

Provide financial needs to improve existing conditions and implement educational reform hubs and intervention plan.

Raise funds to support education in Jerusalem as part of clear vision and integrated short and long term plan.

Set a mode of coordination among differ-ent stakeholders and multiple authorities at the base level.

Establish plans that address and take into account the urgent issues.

Annual: 50.000

Annual: 1,000,000

Five-years: 250.000

Five-years: 5,000,000

1. Number of decisions taken and enforced within the education sector reference.2. Number of members in education sector, degree of variety of education sector oorepresentatives and percentage of inclusion for necessary entities.

1. Volume of assistance received by the fund.2. Rate of spending on education out of other expenses.3. Rate of support to train and qualify staff.

Ministry of Education.Islamic Waqf Department.Ministry of Jerusalem affairs.Governor of Jerusalem’s Office.Private and ecclesiastical school networks.Civil society organisations.Official parents’ committees.Concerned international organisations operating in education sector.National education reform committee.High council for technical and professional education.

Ministry of Education.Islamic Waqf Department.Ministry of Jerusalem Affairs.Governor of Jerusalem’s Office.Local CSOs.Representatives of donor states and organisations.Representatives of Arab and Islam-ic banks and funds.Local community of Jerusalem and private sector foundations.

Targets StakeholdersModes of intervention

32

Develop infrastructure in Jerusalem schools to accommodate students and provide high

quality classrooms.

Empower and develop professional education and training sector in

Jerusalem.

3

4

Build new schools and/or buy buildings to increase number of classrooms and meet the urgent need which has resulted from overcrowding in the existing classrooms.

Provide necessary equipment and supplies for sci-entific laboratories and computer laboratories, halls, yards, libraries and special rooms for arts, sport, those with learning difficulties and special needs.

Establish a specialised and unique school indifferent fields for special and gifted students.

Update equipment in existing institutions.

Provide necessary requirements to establish professional schools, based on labour market needs.

Hold awareness campaign about importance of professional education, based on specialty needs.

Provide financial support to people working in profes-sional and technical sectors to improve their situation.

Renovate existing buildings and carry out regular maintenance of all schools inside and outside the Old City of Jerusalem.

Support early childhood centres and kindergartens.

Establish professional and technical training institutions.

Ministry of Education.Islamic Waqf Department.Ministry of Jerusalem Affairs.Governor of Jerusalem’s office.Local CSOs.Representative of donor states and organisations.Representatives of Arab and Islamic banks and funds.Local community of Jerusalem and private sector foundations.

Ministry of Education.Islamic Waqf Department.UNRWA.Local CSOs.Universities and academic institutions.Official parents’ committees.Concerned international organisations operating in education sector.The National Education Reform Committee.Local community of Jerusalem and private sector foundations.



1. Number of classrooms introduced.2. Number of students in each classroom in Jerusalem schools.3. Number of new schools built.4. Number of buildings bought and turned into schools.5. Number of school buildings renovated.6. Value of support given to children centres.7. Number of new laboratories in schools.8. Degree of appropriateness of school buildings in Jerusalem, based on quality standards.

Estimated cost

Estimated cost

Annual: 5,150,000

Annual: 2,000,000



1. Rate of students in professional branches in Jerusalem.2. Number of institutions providing service.3. Number of target technical and professional sectors at service providing institution.



33

Improve quality of education in Jerusalem schools and link it to existing and future

labour market.

5Develop frameworks and programmes of special education and for those with learning difficulties to ensure equal and proper education opportunities for all students.

Carry out a comprehensive in-depth study on school dropout cases for both boys and girls, including recommendations on how to tackle the issue.

Carry out a comprehensive and in-depth study to link output of education system with needs of local, regional and international labour market (existing and future).

Develop extra-curricular programmes after school hours in different schools that provide services to all students in all schools of Jerusalem.

Provide financial support to individuals working in education in Jerusalem to improve direct economic conditions and/or raise educational and academic qualifications.

Establish teacher’s guidance center for sustainable learning and personal and professional development.

Develop programmes for talented, excellent and leading students in Jerusalem schools.

Manage and develop the roles played by parent’s committees in schools.

Develop programmes that care for early childhood.

Ministry of Education.

Islamic Waqf Department.

UNRWA.

Local CSOs.

Universities and academic

institutions.

Official parents’ committees.

Concerned international

organisations ooperating in

education sector.

The National Education

Reform Committee.

Local community of

Jerusalem and private sector

foundations.


1. Education structure indicators (based on the findings of strategic plan III, Ministry of Education, 2014-2019).2. Education quality indicators (based on the findings of strategic plan III, Ministry of Education, 2014-2019).3. Students indicators (based on the findings of strategic plan III, Ministry of Education, 2014-2019).4. Number of special education frameworks and programmes developed.5. Number of early childhood programmes developed.6. Number of talented students enrolled in special programmes in Jerusalem.7. Rates of students’ school marks in the Ministry exams.8. Degree of fulfilling environment standards by schools (based on the findings of strategic plan III 2014-2019).

Estimated cost Annual: 500,000 Five-years: 2,500,000


34

Increase number of creative student initiatives in all

fields in Jerusalem.

6


Estimated cost

Total Cost

Annual: 500,000

46 Million Dollars


1. Number of creative student initiatives in Jerusalem.2. Number of exhibitions for creative student initiatives in Jerusalem.

Implement programmes that focus on creativity in all fields.

Develop e-learning and digital virtual techniques.

Hold exhibitions for students’ creative work between schools of Jerusalem and the rest of the West Bank.

Teach and use technology skills professionally.

Ministry of Education.Islamic Waqf Department.UNRWA.Local CSOs.Universities and academic institu-tions.Official parents’ committees. Con-cerned international organisations operating in education sector.The National Education Reform Committee.Local community of Jerusalem and private sector foundations.


35

Culture & Heritage Sector

36

37

Culture & Heritage Sector

50: number of cultural centres operating in Jerusalem, 2017

855: number of activities held by cultural centres in the Jerusalem district 2017 , distributed by kind of activity:

(40) cultural groups in the Jerusalem district

100: number of performances by Jerusalem groups in Jerusalem & rest of the West

Bank, 201730: number of performances by Jerusalem

groups outside of Palestine, 2017

(35.5%)percentage of households that have member/s wearing

traditional Palestinian attire.

(1060)lectures

(15263)courses(2300)

exhibitions

(260)seminars(4192)

artistic shows

The number of participants in cultural activities in the

Jerusalem district in 2017 reached 23,085, distributed

by kind of activity:

12: number of main items included in the “old city & walls of Jerusalem” resolution approved by the

World Heritage Committee

41 institutions & 176 staff work in the arts & entertainment fields in Jerusalem

3006.3: the total value added of J1 area

400: the number of gift & souvenir shops inside the old city

(1)cinema

(46)artistic shows

(42)lectures

(4) seminars(751)

courses

(12)exhibitions

(4)libraries

(4) museums

1 J2 3 J1

Conditions and Basic Challenges:

Jerusalem has always boasted an important cultural status. Throughout history, the city has been conquered and occupied by many. Seen from a purely historical perspective, the Israeli occupation is no different as a chapter of history. However, the frequency and extent of the cultural annihilation taking place in the city today surpasses everything the city has witnessed before.

In addition to attempts to isolate Jerusalem from its environs, forcibly displace Palestinian residents and build settlements all over the city, the occupation authorities are systematically oppressing Palestinian cultural heritage and identity, and replacing it with an Israeli one. Jerusalem used to be the leading cultural centre of Palestine, but now this role has diminished. Israeli occupation practices impede any Palestinian cultural action in the city, deliberately restricting the action of cultural centres and banning/ threatening intellectuals. Many cultural centres have been forcibly closed, with some moving to other areas such as Ramallah, el-Bireh and Bethlehem.Today, only 50 cultural centres[9] remain in the Jerusalem district, around 55 sport clubs[10], two theatres[11], four museums[12] and four semi-public libraries[13], which do not meet needs of people in the city[14]. Jerusalem has a central national library supervised by the Israeli municipality of Jerusalem, which does not have important books or sources about Palestinian history, the Palestinian cause or the connection of these people with their homeland, but is mainly used for entertainment purposes.

The cultural scene of Jerusalem faces a number of other challenges, which are exacerbated to varying degrees by the overall context of occupation.These include a lack of an incubating structure for culture that encourages creative competition in Jerusalem, a lack of venues that can regularly accommodate cultural events, a diminishing number of cultural facilities, and a lack of active and well-equipped cultural centres (theatres, cinemas, exhibitions, public libraries, local heritage houses, clubs, theatre/dance training venues etc.). Poor and limited distribution of cultural and artistic production has led to a decreased participation in cultural events, mainly among the youth and women, and in marginalised areas in particular, so that most of the cultural action is restricted to an elite group in society, rather than full community involvement.

Cultural institutions in Jerusalem, especially small and medium institutions, which lack specialised human resources, structures and necessary equipment, are particularly suffering. In light of the economic difficulties of the city and poor support to Jerusalem in general and to cultural institutions in particular, these institutions rely on scarce and unstable financing, and mostly depend on foreign finance, which undermines their independence and sustainability.

38

To address this situation, institutions often coordinate or participate with counterparts to undertake joint events, activities, projects or programmes. This coordination, however, does not adopt a long-term strategic approach, but tends to be Ad hoc, ending along with the completion of the event or activity itself.

In terms of the cultural heritage of Jerusalem, the city has been a point of fusion throughout periods of time for many prestigious cultures and civilisations, each inheriting elements of what their predecessors left (knowledge, arts, literature, lifestyles, traditions, customs, beliefs, values, and constructions). All of these cultures make up the heritage of Jerusalem, both material and moral, and are an integral part of the national and human identity of the city and its residents. Jerusalem is a holy city for believers of the three monotheistic religions; Judaism, Christianity and Islam. In Jerusalem, one may find him/herself in front of hundreds of historical buildings, monuments and historical landmarks, especially in the Old City and its surroundings (less than one square kilometer).Such buildings all reflect the unique religious, cultural and commercial role the city played throughout history. Many of them are Christian (Byzantine, crusader-European) and Islamic (Umayyad, Abbasid, Ayyubid, Mamluk, Ottoman), all have been physically mixed with the Palestinian urban scene inherited across generations, to form together the breathtaking mosaic of the urban scene of Jerusalem, which denotes history and legacy of the city.

Today, many of these buildings are dilapidated and at risk of falling. Attempts to renovate them by Palestinian foundations are rejected or severely hampered by the Israeli municipality of Jerusalem and the Israeli archaeological department, both of which are at the centre of a drive to alter the cultural features of the city to suit an exclusively Israeli Jewish narrative of history, especially in the Old City, Silwan and their surroundings. At the same time, the occupation authorities distort historical facts of the city and replace them with an Israeli cultural narrative, either by confiscating Arab assets from different periods, replacing the Arabic names of quarters with Hebrew ones, or promoting the city in their own tourist publications as being under Israeli sovereignty (as opposed to being under occupation).

Jerusalem includes many ethnic groups, each of which has its own culture and heritage and have traditionally interacted with one another to form a rich multi-coloured cultural fabric of arts, crafts, music etc. Some quarters are even named after the crafts practiced by their residents or after the ethnic or religious origins of their residents, so the city presents a remarkable example of diversity, exchange and interaction between different communities. This enriches the cultural, intellectual and social fabric of Jerusalem, but many components of the cultural heritage of Jerusalem are now on the verge of disappearing. There are many popular narratives, songs, lyrics and customs which are disappearing, as well as many traditional industries and crafts. There are thousands of manuscripts and documents prone to damage and theft due to lack of centres to preserve and restore them, in addition to poor attention to archaeological sites and historical libraries with rare manuscripts.

It is necessary that all efforts come together in order to restore the cultural role of Jerusalem as the leading light of Palestinian cultural life, and continue supporting Palestinian cultural action with all its spiritual, human and creative dimensions. The Palestinian Arab identity of Jerusalem, with its Islamic/Christian importance, should be highlighted. It is also necessary to activate cultural action in a systematic and comprehensive manner, and broaden geographical targeting through cultural activities in all communities of the Jerusalem district, all in order to find common interactivity based on Palestinian creativeness, with its Arab and human aspects. Successful cultural action is measured by outreaching and influencing society groups in Jerusalem, and the ability of this action to turn into a movement with a pivotal role in the existing political and social Palestinian context.

It has also become necessary to protect the cultural heritage of Jerusalem against damage and theft, and to collect, document and preserve it, to support an objective historical narrative of the city and maintain and restore the architectural, historical and archaeological fabric, so as to pass it intact to the next generations. It is also important to protect and revive traditional industries and crafts as an endangered component of the national cultural identity. Protecting this identity is part of safeguarding national identity on one hand, and helping cultural tourism to flourish, while developing the local economy and providing a source of income for thousands of people and households on the other.

The Culture and Heritage sector in Jerusalem (both institutions and individuals) should be provided with support and protection, in order to enable them to set their programmes in action, enhance their capacity to face pressure imposed by the occupation and ensure their sustainability in the Holy City.

39

Goals expected to be achieved until 2022 and modes of intervention, culture sector:

Preserve fixed and movable cultural heritage.

1

Conduct studies and research relating to cultural heritage.

Show cultural heritage in artistic events and exhibitions.

Collect and document Palestinian cultural heritage (tales, proverbs, dialects, narratives, manuscripts etc.).

Launch digitalizing programme for all historical documents related to Jerusalem, including family and personal heritage from owners.

Increase the number of local exhibitions regarding traditional industries and integrated cultural heritage (cuisine, arts, proverbs etc.).

1.Number of local exhibitions of traditional industries and cultural heritage.

2.Number of artistic events, type of artistic events, and venues.

3.Number of special artistic arenas in the Jerusalem district according to type (centre, theatre, venue, cinema, groups).

4.Number of research papers and books released on cultural heritage.

5.Number of historical documents of Jerusalem added to the digitalized pro-gramme.

6.Number of documents archived on cultural heritage in Jerusalem.

7.Number of artistic events held relating to cultural heritage.

Promote and broaden the scope of artistic events in order to deepen cultural awareness.

Support establishment and equipping of specialized artistic arenas (cultural centers, museums, theatres, cinemas, training venues for theatre groups, etc.).

Ministry of Culture.Ministry of Waqf, with related insti-tutions.Ministry of Tourism and Antiquities.Governor of Jerusalem’s office.Governmental and semi-governmental entities.CSOs, the private sector entities. and institutions active in cultural arena.International entities and donors active in culture sector.Universities and academic institutions.Local community of Jerusalem and private sector foundations.Local government entities.Unions and associations.Official and semi-official international organizations.




40

Focus effort on preserving the Palestinian historical narrative with all tools

and means.

Enhance the international presence of Palestinian

culture.

2

3



Estimated cost

Estimated cost

Conduct a survey on existing and future needs of libraries and cultural centres.

Add historical landmarks in Jerusalem to the international heritage list.

Host international and Arab cultural events in Jerusalem.

Increase Palestinian participation in special artistic events around the world (galleries, photos, music groups, theatre, movies, etc.)

Increase and enhance artistic events and festivals that emphasize the Palestinian identity of Jerusalem.

Support cultural and research centres to help highlight the Palestinian narrative and discuss the Palestinian artistic narrative with residents and visitors.

Provide necessary support to Palestinian libraries and cultural centres in Jerusalem through study of future needs, in order to help preserve the Palestinian narrative.

1. Number of artistic groups active in Jerusalem, and number of members.2. Number of festivals held in Jerusalem.3. Number of public libraries.4. Number of cultural centres supported .5. Number of programmes and initiatives carried out to enhance the Palestinian narrative.

1. Number of historical landmarks in Jerusalem added to the international heritage list.

2. Number of international festivals in which groups or institutions from Jerusalem

participated.

3. Number of international and Arab festivals and shows hosted in Jerusalem.

Ministry of Culture.

Cultural CSOs.

Universities and academic institutions.

International entities active in cul-

ture sector.

Local community of Jerusalem and

private sector foundations.

Office of the President.


Ministry of Tourism and Antiquities.

Governor of Jerusalem’s office.

International entities and relevant

UN organizations .

Palestinian academic institutions

Annual: 800,00

Annual: 500,000




41

Promote level and quality of cultural production

through investment in insti-tutional cultural structures, support for creativity and

sponsorship of the talented.

Raise awareness about the value of cultural heritage in relation to Palestinian identity, and importance among the Palestinian

people.

4

5



Estimated cost

Estimated cost

Increase administrative, financial and in-stitutional preparedness of existing artistic and cultural centres.

Develop the artistic talents and increase artistic/cultural creativity, especially among the youth and children.

Provide learning and training centres in all artistic fields.

Increase educational activities of different groups, including students, through visits to historical and religious landmarks/places/centres in Jerusalem.

Continue renovation of historical buildings with historical, aesthetic and artistic value in the city, and a number of historical villages in the district, and turn them into active social/cultural institutions.

1. Number of people working in culture sector in Jerusalem.

2. Number of cultural institutions active in Jerusalem.

3. Rate of development of cultural institution budgets.

4. Number of students in different artistic and cultural fields.

1. Number of traditional houses renovated and preserved.

2. Number of school trips to Jerusalem during the school year.

Ministry of Culture.Governor of Jerusalem’s office.Governmental and semi-governmental entities.CSOs.Private sector foundations.Institutions active in the cultural arena.International organisations active in the culture sector.Local community in Jerusalem.

Ministry of Culture.Ministry of Education.Governor of Jerusalem’s office.Governmental and semi-governmental entities.CSOs.Private sector foundations.Institutions active in the cultural arena.International organizations active in the culture sector.Local community in Jerusalem.

Annual: 500,000

Annual: 3,000,000



Total Cost 28 Million Dollars


42

43


44

ي

ارض

لحث ا

رولمو

وافة

قا

ث ال

عطا

ق

45


(1800) households in Jerusalemreceive assistance (money,

in-kind) from 376 Palestinian charitable societies

(3000) Palestinian households receive assistance (money,

in-kind) from social development offices in the Jerusalem district

5.5% of Palestinian households in

East Jerusalem that receive

social welfare allocations

The percentage of individuals 60 years old and

above in the Jerusalem district reached (6.7%)

35.2% individuals under the age of 15 in

the Jerusalem district

13% school dropouts in East Jerusalem

Sharia and ecclesiastical courts in the Jerusalem

district made (3263) marriage contracts

6.6% of female participation in workforce,

54.4% of male participation in workforce

The Jerusalem district recorded (614) divorce

cases (including 190 cases in 15-19 year-old

age group)

54% of salaries & wages from the Israeli

labour market (the biggest source of

income for East Jerusalem residents)

21: percentage of national insurance allocations of

income sources

13% of salaries & wages of private

sector

(453) of humanitarian assistance provided

by Ministry of Jerusalem Affairs

Conditions and Basic Challenges: The Jerusalem district suffers turbulent security and political conditions, which cast a shadow over the economic, humanitarian and living situation for the Palestinians in the district. All of this is the direct outcome of the systematic displacement and discrimination policy against Palestinians in Jerusalem, where economic growth rates have declined and poverty increased. According to statistics released by the Palestinian Central Bureau of Statistics (PCBS), individual poverty rate by monthly consumption in Jerusalem reached 4.6% (17.8% in the West Bank[15]) and reached 41% among individuals with elementary school diplomas followed by 16% for those with a high school education[16]. This significant rise in poverty is mainly attributed to lack of decent employment opportunities, which is evidenced by low participation rates of the workforce in the labour market (15 years and above) in the Jerusalem district (only 30.3% in 2016)[17]. This means that two thirds of the age group 15 years and above are outside the workforce. Female participation is a lot less (around 6.6%)[18].

In light of these economic conditions, most of which are associated with discriminatory policies and practices by occupation authorities, Palestinians in Jerusalem cannot afford the cost of living, housing and basic needs (food, clothing) or education (school, college). Moreover, they cannot afford the outrageous Israeli taxes that are not in line with their income levels. This greatly threatens food and livelihood security for wide groups within society in Jerusalem, and leaves them exposed and deprived in all age groups, especially vulnerable populations such as the handicapped, elderly, widowed, orphaned and poor households.

Such conditions provide fertile ground for dangerous social problems and negative attitudes, such as violence, crime, addiction, early marriage of girls, high divorce rates, school dropout and child labour. The community of Jerusalem suffers psychological disruption, especially among children, due to near daily violence, persecution and abuse practiced by occupation forces against Palestinian Jerusalemites, and occasionally due to domestic violence.

46

Despite difficult conditions and the many needs of Jerusalem residents, along with high taxes, the social welfare department at the Israeli municipality of Jerusalem provides only limited services to Palestinians in Jerusalem compared to services enjoyed by Israeli residents of West Jerusalem. West Jerusalem has 19 social welfare offices to serve Israeli residents, while there are only four offices that serve 11,451 Palestinian households in East Jerusalem[19], which is not commensurate with the tax paid. Palestinians represent around 37% of Jerusalem residents, but the Israeli municipality only spends 10% of its total budget on Palestinian areas[20], which reflects discrimination and bias in budget distribution and service provision. This discriminatory policy is not only limited to budgets allocated for Palestinians of Jerusalem, but also the quality of service provided and failure to cover all of the Palestinian households.

Meanwhile, and as part of displacement policies in an attempt to Judaise the city, the occupation authorities deliberately aim to make life more difficult for Palestinians of Jerusalem in many fields. For example, Jerusalemites of Palestinian origin regularly have to prove that Jerusalem is their centre of life; otherwise, they will lose their residency status, the right to receive assistance and services by Israeli social welfare offices and the right to even live in the city. The occupation authorities often follow different and arbitrary procedures and create many impediments to prevent quick and smooth accessibility to these services, which means a lack of proper social, counselling and entertainment services, threatening the welfare and stability of Palestinians in Jerusalem, especially the households and individuals who have lost residency status.

In order to alleviate the burden, some Palestinian and international charitable societies and CSOs offer assistance and some social services, and implement counselling programmes for many groups of Jerusalem society, as far as they are able. However, they do not provide services to the poor or elderly in terms of unemployment or elderly allowance. The Palestinian Ministry of Social Development provides services in the Jerusalem district, mostly outside the separation wall, through three district offices[21].

Accordingly, the next stage will focus on alleviating social pressure on Palestinians in Jerusalem through developing a sustainable and effective service package in Jerusalem, and empowering active Palestinian institutions, in order to provide quality services in the social welfare sector.

47

Reduce poverty rate in Jerusalem district.

Enhance financial sustainability of social

welfare institutions and their annual

programmes.

1

2



Estimated cost

Estimated cost

Goals expected to be achieved until 2022 and modes of intervention, social welfare sector:

Conduct sample surveys for levels of poverty in different areas in the Jerusalem district.

1. Percentage of income from sustainable projects in social welfare institutions.2. Size of support from private sector institutions to social welfare institutions.3. Percentage of self-finance of social welfare institutions.

Support income-generating projects in institutions and societies that provide social welfare services.

Provide credible and sustainable finance sources (endowments, agreements with sustainable finance institutions from the private sector etc.).

Enhance the social responsibility of private sector institutions, through mobilisation and advocacy campaigns regarding support to social welfare institutions.

1. Monthly household income average.2. Household sources of income.3. Monthly household consumption average.4. Number of poor families/poverty rate.5. Number of households receiving assistance.6. Number of poor households that do not receive poverty gap assistance.7. Number of households that suffer abject poverty/abject poverty rate.8. Rate of children who live below the poverty line/number of children who live below the poverty line.

Ministry of Social Development.

CSOs operating in social welfare sector.

Palestinian Central Bureau of Statistics.

Unions and Institution.


Governor of Jerusalem’ office.

Ministry of Jerusalem Affairs.


Private sector.

Establish an updated and systematic digital database on social welfare needs in Jerusalem.

Start income-generating projects for the poor households.

Support households sustained by women to develop their own projects.

Annual: 350,000

Annual: 800,000




48

Various information sources available about social welfare services and use by the public.

Raise efficiency and competence of social welfare institutions in

Jerusalem.

3

4



Estimated cost

Estimated cost

Release an information guide about Palestinian social institutions in Jerusalem and services they provide, updated annually and published in copy and digital forms.

Hold information meetings about social institutions and services they provide.

Develop specialisations and distribution of roles among institutions in Jerusalem.

1. Number of welfare service institutions that have their infrastructure and equipment developed.2. Number of beneficiaries from training programmes held.3. Number of people joining workshops.4. Number of institutions that do not have professional transform system.5. Number of institutions that use proper management standards according to (Ponat) capacity development system[22].

Develop human resources, competence and skills in institutions.

Develop institutional infrastructure and build skills relevant to social welfare.Increase institutional commitment with proper management standards.

Help develop infrastructure and upgrade equipment in institutions that provide social welfare, sheltering and care services in Jerusalem.

Start interactive pages on social media that connect beneficiaries and service providers.Enhance documentation, follow-up and assessment systems in social welfare institutions, with participation of all partners.

1. Information guide available (yes/no).2. Updated guide to include number of institutions by kind of service, number of programmes by institution, number of beneficiaries from each institution, number of beneficiaries by place of residence.3. Extent of guide use.4. Number of awareness workshops and number of participants.5. Number of social media followers.



CSOs operating in social welfare sector.



CSOs operating in social welfare

sector.



Private sector.

Annual: 150,000

Annual: 500,000

Five-years: 750,000



49

Increase opportunities of public access to various quality services in social

welfare.

5


Estimated cost


Exchange information and regulation of social monetary and non-monetary assistance and coordinate them among welfare institutions in the Jerusalem district.

1. Number of households in need who do not receive any assistance.2. Number of social and economic empowerment programmes implemented.3. Number of institutions active in social welfare sector committed to social participation.4. Number of private sector institutions that sponsor social welfare institutions.

Enhance social participation and create modes that enable people and beneficiaries to use social care interventions and participate in designing, implementing and evaluating these interventions.

Raise efficiency of institutions to ensure equality and transparency in distributing different services provided by societies and organisations in Jerusalem (economic empowerment, social security, emergency response, psychological/social guidance and qualification, care, family sheltering for prisoners, those with disabilities, elderly, women and children).



CSOs operating in social wel-

fare sector.

Palestinian Central Bureau of

Statistics.

Private sector.

Annual: 2,000,000 Five-years: 10,000,000


50

51

Jerusalem Youth Sector

52

53

Jerusalem Youth Sector

54: number of sports facilities in the Jerusalem district (6 need renovation – 6 need completion)

There is 9 active youth foundations in the Jerusalem district interested in guidance,

empowerment, training, youth exchange, youth camps and voluntary action

15.4% of people unemployed in Jerusalem, 2016

49.3: percentage of 15-19 year olds unemployed in 2016

754: number of minors detained by Israel in the Jerusalem district, 2016

29: number of Palestinians in East Jerusalem killed in 2016 and 2017

148: number of Palestinians injured in East Jerusalem in 2016

1013: number of Palestinians injured in East Jerusalem in 2017

1306: Palestinians injured in the Jerusalem district in 2016 and 2017

1 fencing

team

7: number of table tennis clubs

2: number of volleyball clubs

7 male basketball teams and5 female basketball teams

29 male football teams and4 female football teams

7: number of chess clubs


Palestinian society has a large youth population (15-29 year olds account for about 30% of population)[23]. Palestinian youth has always played an important role inshaping social awareness and national loyalty towards the Palestinian cause. However, the youth in Jerusalem, like the rest of the population, are deeply affected by the political situation, particularly Israeli policies such as forced displacement, eviction, home demolition, restrictions of movement, arrest and detention and all other policies associated with the overarching goal to maintain a Jewish majority in Jerusalem at the expensive of the native Palestinian inhabitants of the city. This is accompanied with systematic policies that suppress any form of national action or affiliation in all fields (education, incorporation, empowerment, democracy, equality, sustainable development), while at the same time seeking to divide and conquer, by using the dire economic situation in East Jerusalem and increased unemployment, especially among graduates, to engage the youth in – and make them dependent on-the Israeli labour market.

Youth in Jerusalem face a number of challenges: forced isolation from the Palestinian environs imposed by Israeli occupation, consistent attempts to draw them away from their national cause, daily oppression and violence and collective arrests, whether actual imprisonment or house arrests, both of which are common throughout Jerusalem. Some are forced into what is known as ‘public service’ for many months. The latter is a tool that makes future bleak for the youth, where they are banned from work and attending school/university. Children and the youth of Jerusalem also lack necessary care after release from prison, especially given that they occupation authorities punish all prisoners of Jerusalem by denying them access to employment once they are arrested, in order to deter any form of protest or resistance to the occupation, and as another method to force Palestinians to leave Jerusalem in this case, to find work in other parts of the occupied West Bank.

Similarly, policies adopted by Israeli authorities are created to undermine the social structure of households in Jerusalem, as there are not

54

enough adequate treatment and rehabilitation centers (e.g. to deal with drug addiction), in addition to increased school dropouts, domestic violence and lack of available facilities in East Jerusalem. They are also faced with scarce employment opportunities, which drive a lot of them to the Israeli labour market as non-professional workforce (hotels, restaurants), in light of the absence of a policy for alternative education or vocational training. This has made the youth consumers rather than a productive factor in society.

Ambitions of the youth to marry and start a family collide with expensive rents inside Jerusalem and a lack of spaces where building is permitted. If available, procedures to obtain a building licence or buy an apartment are hugely expensive, meaning that many young Palestinians are forced to live in communities just outside the separation wall in order to maintain residency status in Jerusalem. As a result, these communities are hugely overpopulated and buildings are not safe, not to mention that overpopulation denies privacy and furnishes fertile soil for crime and other harmful social problems. In light of expensive housing costs, the people of Jerusalem are denied the opportunity to make use of soft loans offered by Palestinian banks or the Palestine Investment Fund (PIF) if they are not employed at PNA institutions, so the youth of Jerusalem feel they are left alone without support from any entity.

Despite all of the difficult conditions highlighted above, the youth of Jerusalem still set remarkable example in all fields. They have proven that, regardless of the many challenges, they are the hub of resistance against the Israeli occupation and the drivers of change within Arab Palestinian society. The youth take the initiative to face challenges, as demonstrated through the increase of voluntary groups in Jerusalem, number of participants and type of activities. Oppressive policies adopted by the Israeli occupation authorities fail to break their spirit or their affiliation with popular movements to defend their rights, evident through the recent uprisings in Jerusalem.

The introduction of new forms of technology, such as the internet and social media, have created a new mode of dialogue which, in turn, has brought new opportunities and platforms for the youth, which can be used to raise awareness and shape intellectual orientations, attitudes and interactions with among different members of society. A number of interventions will be implemented in the upcoming stage in order to protect the youth and reduce levels of unemployment. Interventions will focus on providing decent employment and ensuring access to young people’s rights in terms of work, education, training, heath care services, cultural and sporting activities. There will be a particular focus on those with special needs incorporated into all fields to ensure decent living standards and effective and productive participation in society.

The goal is to provide a healthy environment that is growing, creative, leading and capable of competing in different labour fields, and that will incorporate the youth into public life, help to increase political and civil participation, and increase participation in peaceful resistance to the occupation. In this way, the youth can play their role in realizing the right of the Palestinian people for freedom, independence and their own national state, with Jerusalem as the capital.

55

Goals expected to be achieved until 2022 and modes of intervention, Jerusalem youth sector:

Effective participation and actual role of the youth in civil societal life, characterized

by democracy and pluralism.

1



Provide political and civil education programmes to engage the youth of Jerusalem in public life, and enhance political and civil participation of the youth.

1. Rate of youth participation (male and female) in clubs, unions and different activities.2. Rate of Jerusalem youth (male and female) joining training and qualification programmes.3. Number of different youth activities and projects held in Jerusalem (sport, cultural, social).4. Rate of youth participation (male and female) in membership and chairmanship of boards of active institutions and entities.5. Rate of youth participation (male and female) in societies and NGOs that represent Jerusalem.6. Number of youth facilities and centres used.7. Number and quality of voluntary activities carried out by the youth (male and female).

Enhance and build leadership capacity of the youth, and raise efficiency and capacity.

Enhance and develop youth centers and broaden geographic scope.

Carry out voluntary activities of male and female youth.

Establishing sports infrastructure for various activities.

Support and empower programmes and projects establishing democracy and pluralism.

The Higher Council for

Youth and Sport.

Youth institutions and clubs

in Jerusalem.

International partner entities

and organisations.

Sports unions and youth

federations.

Ministry of Education.

Universities and academic

institutions in Jerusalem.


56

Employment opportu-nities available to the youth in all sectors to

reduce unemployment, and fight poverty in

developing households and young couples.

2


Estimated cost Annual: 1,600,000 Five-years: 8,000,000

Study the employment needs of the youth in existing and future sectors, and how to meet them systematically and academically through direct communication with stakeholders and the youth.

Launch employment programmes to enable employers in civil and private sectors accommodate the biggest number of young job seekers, especially recent graduates.

Start a youth employment portal (temporary or permanent).


Ministry of National Economy.

Chamber of Commerce, Industry and Agriculture in Jerusalem.

The Higher Council for Youth and Sport .

Youth institutions and clubs in Jerusalem.

International partner entities and organisations.

Private sector institutions.

Support small, medium and micro projects of the youth.

Establish an incubator for work of the young entrepreneurs.

Start new projects to employ the youth.

Enhance craftsmanship skills of the youth.

1. Rate of youth unemployment in Jerusalem.2. Rates of unemployment by specialty of graduates.3. Relative distribution of the youth by economic activity/sector.4. Number of small, medium and micro projects started.5. Number of small and medium projects updated and developed.


57

Provide educational and guidance services to the youth and develop their

individual skills.

3


Estimated cost

Protect the youth against drugs.

4


Estimated cost


Annual: 1,000,000 Five-years: 5,000,000

Annual: 200,000 Five-years: 1,000,000

Apply health and social education programmes for the youth and teenagers.

Conduct survey about kinds of additions and number of addicts.

Carry out awareness programmes about risks of addition in schools and youth institutions.

Hold community campaigns to fight addiction in all its forms.

Develop a follow-up programme for recovering addicts and incorporate them into society.

1. Number of awareness programmes undertaken and number of participants.2. Number of addicts and type of addiction.3. Number of addicts treated.

Establish treatment centres to treat addicts.


The Higher Council for Youth and Sport.





The Higher Council for Youth and Sport .




1. Number of educational programmes carried out and number of participants.2. Number and kind of programmes that target the youth.3. Number of youth enrolled in the continuing education programmes.

Provide social guidance programmes for the young couples.

Start evening classes at schools to provide education opportunities for dropouts.

Support and develop continuing education programmes of universities, colleges and institutions in Jerusalem to develop individual skills of the youth.


58

59

Health Sector

60

61

Health Sector

49: number of primary health care centres in the Jerusalem district supervised by NGOs,

UNRWA & Ministry of Health

7 operating hospitals in East Jerusalem with 698 beds

19,436 surgeries carried out in East Jerusalem hospitals

262: number of specialist physicians in East Jerusalem hospitals

171: number of general physicians in East Jerusalem hospitals

835: number of nurses and midwives in East Jerusalem hospitals

50,555 discharges from East Jerusalem hospitals in 2016

12: number of ambulances at the Palestinian Red Crescent Society

The percentage of people with Israeli health insurance: J1 area: (95.5%) J2 area: (66%)

Percentage of Palestinians insured in Jerusalem district by type of insurance:

27.1%: government23.5%: UNRWA

61.8%: Kobat Holem(Israeli patients’ fund)

0.6%: private7.6%: uninsured


The most important challenge faced by the health sector in Jerusalem is the Israeli occupation, along with its associated policies and practices. As the occupying power, Israel shirks its responsibility for supporting Palestinian health institutions in Jerusalem on the one hand, while at the same time preventing the Palestinian government from working freely in the city.

Palestinians are marginalised and discriminated against by Israeli authorities when it comes to availability and quality of health services. Jerusalem has the highest rate of chronic disease, chief among which are cardiovascular diseases, cancer and diabetes, with a high increase of risks associated with bad habits such as use of tobacco, alcohol and drugs.

Health care services in Jerusalem are provided by:1. Israeli patient funds: the biggest health services providers for Palestinians in Jerusalem. Israeli authorities make contracts with private and NGOs in the health sector to provide primary health services, and with some hospitals in East Jerusalem to provide clinical services.2. NGOs and charitable societies: provide primary healthcare services, and clinical and specialised health services through seven hospitals in East Jerusalem and some non-profit clinics.3. Private sector: includes clinics, pharmacies, laboratories an obstetrics hospital.4. UNRAWA: offers health services to refugees through 4 clinics; one inside the separation wall and two outside the wall, with the possibility to refer patients to Jerusalem hospitals when necessary. UNRWA is the only organisation that offers inclusive primary healthcare services to refugees inside Jerusalem.5. Palestinian Ministry of Health: runs, through the Jerusalem heath department, 27 primary and specialised health care centres[24], including aspecialised educational emergency centre, and children’s mental illness centre to treat autism and behaviour disruptions. The Palestinian Ministry of Health covers five communities outside the wall (Beit Iksa, Sheik Saad, Nabi Samuel, el-Khalayleh quarter, Zaayem), in addition to preventive and general health services for all Jerusalem communities.

62

Emergency services in East Jerusalem are provided by the Israeli Red David Star organisation, which refuses to provide services in some East Jerusalem areas for security reasons. These areas have been served by the Palestinian Red Crescent Society since 2006. The Society has only 12 ambulances, twenty-seven paramedics and a team of volunteers.

The East Jerusalem Hospitals Network is a fundamental part of the Palestinian health system, with Jerusalem hospitals accounting for 11% of total beds available in Palestine. These hospitals provide health services to tens of thousands of Palestinians in and outside of Jerusalem, and receive around 35,000 patients a year referred from the Palestinian Ministry of Health to receive services unavailable in the West Bank and the Gaza Strip (42% of total cases referred are for treatment). This helps reduce treatment costs outside Palestine, particularly in the expensive Israeli health institutions[25].Based on this quick summary of the health sector in Jerusalem district, there will be a need for a fully-fledged health system, which combines primary and clinical services and psychological health services, all within a consolidated national entity, besides enhancing access of the marginalised, special needs and elderly groups to high quality health services, and providing permanent and stable psychological health services.

63

Goals expected to be achieved until 2022 and modes of intervention, health sector:

National primary healthcare services

network in Jerusalem.

1



Develop infrastructure and qualified staff of health clinics that provide health services to people of Jerusalem.

Palestinian Ministry of Health.

Jerusalem Hospitals Network.

Private and NGOs health sector.

Related local and international institutions.



Private health sector.


Establish health clinics that provide high quality health services.

1. Number of new primary and general healthcare centres established.

2. Number of centres developed.

3. Number of trained health staff working in the health sector.

4. Number of health centres that provide maternity and childhood services.

Establish public health enhancement services for the people of Jerusalem.

Integratedsecondary healthcare system for Jerusalem

hospitals.

2



Raise accommodation capacity and develop clinical wards and infrastructure of East Jerusalem hospitals, especially intensive units.

Introduce services not currently available, develop equipment and to provide especialised medical care in Jerusalem hospitals in order to localise services.

Develop emergency services in hospitals.

1. Number of medical specialties introduced to hospitals.2. Number of wards developed.3. Number of emergency wards in hospitals developed.4. Number of beds for referred patients and their accompanying persons from other districts.

Provide logistical services (accommodation, transport) to patients and accompanying persons referred to East Jerusalem hospitals from other districts.



64

Maintain and raise sustainability of healthcare

service quality.

Free, stable and permanent psychological health services

for people of Jerusalem.

Enhance emergency services.

3

4

5




Estimated cost

Estimated cost

Estimated cost

Annual: 250,000

Annual: 250,000

Annual:500,000




Develop capacity of staff in health sector, specialised health education and health research.

1. Number of training courses or number of participants in training courses by profession.2. Number of staff who participated in continuous education courses.3. Number of institutions that introduced computerised information systems.4. Number of health institutions that apply standards of patient health and safety.5. Rate of beneficiaries’ satisfaction with health services.



Private and civil health sector.


Develop (national) integrated health information systems in healthcare institutions in Jerusalem, provide information and monitor health conditions of people of Jerusalem.

Develop institutional capacity of providing social mental healthcare.

1. Number of social mental healthcare centres for residents, centres established or centres that had their capacity developed.2. Percentage/number of staff in the field of social mental health care participating in continuing education.3. Rate of beneficiaries satisfaction about mental health services.4. Number of social mental health care programmes executed.

Civil health sector.

Ministry of Health.


Develop capacity of staff providing social mental healthcare.

Develop and increase number of emergency units, and provide ambulances.

1. Number of ambulances provided.2. Number of qualified staff in emergency services.3. Number of emergency stations that have their capacity improved.

Palestinian Ministry of Health.Palestinian Red Crescent Society.Related local and international institutions.

Develop capacity and increase emergency staff.


65

Access of marginalised groups, those with

special needs and the elderly to health

services, and high quality specialised

programmes.

Develop staff capacity in health sector, specialised

health education and health research.

6

7



Estimated cost

Estimated cost

Total Cost 23.5 Million Dollars

Annual: 500,000

Annual: 200,000



Programmes to protect and support marginalised groups, especially mothers, children and people/families not covered by Israeli health insurance.

Establish special needs rehabilitation centres.

1. Number of staff trained in maternity and childhood healthcare.2. Number of mothers and children benefitting from service.3. Number of protection programmes undertaken to support maternity and childhood.4. Number of trained staff in special needs care.5. Number of centres qualified to deal with special needs patients.6. Number of special needs patients benefitted from service.

Civil health sector.

Ministry of Health.



Develop rehabilitation service programmes and special needs care.

Develop elderly healthcare at health institutions.

Develop a continuing education system for all specialties.

1. Number of training courses or number of participants in training courses by profession.2. Percentage of staff who attended continuous training courses.3. Number of publications regarding awareness-raising.

Palestinian Ministry of Health.Jerusalem Hospitals Network.Private and civil health sector.Related local and international institutions.Ministry of Social Development.Palestinian universities.Palestinian medical board and medical profession unions.

Enhance role of supporting medical specialties such as physical and occupational therapy, and raise awareness about their importance.


66

67


68

حةص

الع

طاق

69


2100: number of hectares of land confiscated by Israeli occupation authorities in East Jerusalem,

2017

597: total number of residency statuses withdrawn due to live in the West Bank

17,616: number of applications filed to Ministry of Interior to register children from

mixed marriages

23: number of Palestinian foundations in East Jerusalem, including CSOs, closed by

Israeli authorities since 2001

98: percentage of Jerusalem residents who pay residence tax in Jerusalem due to need to establish right to residence & for easy debt collection as per law applied to individuals

Total cases regarding enforcement of absentee properties law, 2017 in all Jerusalem areas:• 8: with domestic disputes background• 7: with settlement background• 12: with forcible ownership background due to effective law that deems Palestinians from outside Jerusalem who have properties in the city as absentees

231: number of lawsuits (attorney fees, expenses, legal assistance) processed by Ministry of

Jerusalem Affairs in 2017

4507: number of legal advices provided by NRC in 2016 and 2017

A total of 2,146 legal cases were completed, including Stop work And Demoltion Order for 804

cases, and Access to land and freedom of movement for 798 casesfor 2016

and 2017 by NRC

743: number of technical advices provided by NRC in 2016 and 2017 (including 325 advices in

legal mapping cases)


The major challenge for Palestinians in Jerusalem, in terms of citizenships the Israeli occupation and its associated policies, which separate citizenship from land through illegal annexation to Israel. Palestinians of Jerusalem are denied the right to own lands and the Palestinians in the rest of the occupied West Bank are considered by Israel to be ‘Jordanian citizens who have permanent residence in the occupied territories’. This Israeli definition implies two things: Palestinians are seen as Jordanians, which contradicts reality, especially following the legal and administrative disengagement from Jordan in 1988. Secondly, Palestinians in Jerusalem are seen as ‘permanent residents’, which is misleading in two ways:1. Jerusalem is an occupied territory that does not follow the occupying state.2. There is no such thing as ‘permanent residence’. For Palestinians in Jerusalem, residency status is voided if they live for 7 consecutive years outside the city. Residency status can also be taken away for alleged ‘security reasons’, which denies the right to residence in Jerusalem and all rights associated with residency.

On the legal side, Palestinians of Jerusalem suffer three legal challenges:1. Residency revocation (more than 14,000 Palestinians have had their right to live in Jerusalem revoked since 1967).2. Registration of children born to Palestinian families in Jerusalem has been suspended (more than 10,000 children are not registered in the population register of the Israeli occupation authorities).3. Family reunification of Jerusalem residents with their parents in the West Bank, Gaza Strip, Syria, Iran, Iraq and Lebanon is restricted.

Due to these policies, there is an urgent need for legal defence for Palestinians in Israeli departments and courts to protect their residency rights, fight for inclusion in population records, allow family reunion and other transactions related to the establishment of residency rights. It should be noted that such interventions do not change in any way the legal status of illegitimate occupation, or any of the associated administrative, legislative or judicial measures. However, and until such a time that the occupation is brought to an end, the occupying power –as the de facto authority- must uphold obligations set out under International humanitarian law.

70

Israeli occupation authorities have taken many actions against Palestinians in Jerusalem, including: the ban of official Palestinian entities working in the city; and the closure of many Palestinian institutions; the isolation of what is left of Palestinian quarters in disperse enclaves separated from each other by Israeli settlements; the alteration of municipal boundaries of Jerusalem to push Palestinian areas outside them; and the annexation of Israeli areas in order to maintain Jewish demographic majority in Jerusalem.

Israeli authorities have suspended land settlement procedures, and imposed strict restrictions against real estate registration and ownership transfer transactions, which have exacerbated disputes among people in Jerusalem and introduced complications to all aspects of life. Manifestations of social disintegration have started to appear in the society of Jerusalem, which threatens civil peace, undermines social and humanitarian security and badly affects the Palestinian social fabric in Jerusalem, and the ability to stand against Israeli actions. In this context, alternative problem-solving avenues, such as arbitration and mediation, are effective legal interventions in civil and commercial disputes among residents of Jerusalem, which provide an honest and unbiased alternative to the Israeli courts, especially in real-estate disputes. Active institutional arbitration helps to enforce Palestinian law in occupied East Jerusalem, whenever opted for by the disputing parties, which also serves to connect Jerusalem back to the Palestinian legislative and judicial framework that has been denied since occupation and the imposed Israeli mandate which began in 1967.

This intervention adopts alternative planning that creates a path towards gradual disintegration from Israeli judicial and executive institutions in civil and commercial disputes, and establishes a legal infrastructure for the justice sector entities of the State of Palestine. This framework can be expanded to include the whole occupied State of Palestine –as a region- with East Jerusalem asits capital. Rule of law is difficult to maintain under occupation, so enhancing citizenship values through active community participation, tolerance, volunteering and the promotion of Palestinian national identity are all effective means towards maintaining civil order and rule of law, alongside national legal tools that can challenge the occupation, enhance citizens’ resilience and ensure a secure life for themselves, their families and their property.

71

Free, adequate and efficient legal support to Palestinians in Jerusalem

in Israeli government entities and courts.

1



Consolidate institutional efforts from legal support providers to the public, through institutionalising the legal support institutions’ network that includes all entities and coordinates actions as per specialty.

Provide human and financial resources necessary to offer free legal support to the people of Jerusalem.

Offer free advice to all groups.

Support court lawsuits of a national nature before Israeli governmental entities and courts (regarding land confiscation, real estate takeover).

Offer support to file lawsuits of a social nature.

Offer support in legal clinics.

1. Number of entities that provide services to the public.

2. Number of legal advices offered.

3. Number of people benefited from legal advices.

4. Number of lawsuits that attorneys processed or defended before Israeli courts and number of beneficiaries.



Institutions and entities that provide legal services to the public.

Local and international institutions supporting this sector.

Goals expected to be achieved until 2022 and modes of intervention, citizenship, civil peace and rule of law sector:


72

Effective local and international advocacy network focusing on

Jerusalem issues.

Jerusalem society capable of solving conflicts outside

of courts.

2

3



Estimated cost

Estimated cost

Annual: 700,000

Annual: 500,000



Form an international human rights advocacy network that considers issues of Jerusalem and works as part of certain strategy to urge the international community to respond to severe and systematic human rights violations against Palestinians.

Form a local human rights advocacy network that considers issues of Jerusalem.

Develop Palestinian personnel to lead and manage advocacy campaigns.

Ministry of Jerusalem Affairs. Governor of Jerusalem’s office.



Diplomatic missions in Jerusalem.





Support development of the research centres of Jerusalem.

Enhance institutional networks of Jerusalem.

1. Number and topics of campaigns held to encourage action from the international community.2. Number of workshops held by international legal advocacy committees in participation with local advocacy networks.3. Number and type of local advocacy campaigns held to follow up issues in Jerusalem.4. Number of activities carried out to follow up on issues in Jerusalem.

Encourage projects that intend to enhance alternative conflict resolution methods among Palestinians, such as arbitration and mediation.

Expand manifestations of Palestinian courts mandate in Jerusalem.

Enhance public trust in resorting to alternative conflict resolution methods.

Provide database about conflicts resolved with alternative conflict resolution methods.

1. Number of programmes to enhance alternative conflict resolution methods.2. Number of lawsuits filed before Palestinian courts or with alternative conflict resolution methods.3. Numbers of courts in Jerusalem district.4. Number of police stations and officers in Jerusalem district.5. Number of local committees formed by local communities.


73

Wider public participation in Jerusalem in enhancing social national immunity, that is based on values of citizenship and civil peace

protection.

4



Develop practical conceptual framework of Palestinian citizenship in Jerusalem.

1. Number of workshops and seminars on enhancing values of citizenship and social incorporation.

2. Number of studies on enhancing values of citizenship and social incorporation.

3. Number of initiatives and activities enhancing values of citizenship and social incorporation.

4. Number of national and popular frameworks to bridge the gap caused by inability to enforce Palestinian law in Jerusalem.

5. Number of national and popular interventions to protect civil peace Number of initiatives and activities undertaken that would enhance citizenship and social incorporation.

Government entities.

CSOs.

Local and international institutions supporting this sector.Carry out initiatives and activities to enhance

values of citizenship and social incorporation.

Provide financial and trained human resoures to educate on concept and principles of citizenship among people of Jerusalem.

Set national and popular frameworks to bridge the gap caused by inability to enforce the Palestinian law in Jerusalem.



74

75

Group Two:


76

Economy Sector

Housing Sector

Tourism &

Antiquities Sector

Agriculture Sector

77

Economy Sector

84.6: percentage of Palestinians in employment (full time, partial associated with time) in 2016

67.3: percentage of Palestinians from the Jerusalem district in employment in 2016

32.7: percentage of Palestinians employmed in Israel and Israeli settlements

81%: imports from Israel to J2 area 3.7%: imports from Arab states to J2 area

93: percentage of exports to Israel from the J2 area

30 - 40: percentage of investors from Jerusalem in the Ramallah commercial market

12: number of craft shops still operating in East Jerusalem (employing 103 staff members)

85: percentage of raw materials obtained from the occupied West Bank or Israel

Distribution of workforce from Jerusalem district by status, 2016:• 3.7%: employers• 14.2%: employees• 81.6%: paid staff• 0.5%: unpaid employees in family businesses

2026: number of shops located in the Old City (of which 750 are closed)

20: number of chamber of commerce participations in local exhibitions in 2017

5317: number of economic facilities in the Jerusalem district

28: number of chamber of commerce participations in international exhibitions in 2017

4577 subscribers to

chamber of commerce:

1874: commerce

146: industry

219: service

229: tourism

53: contracting

o Number of active people by sectors in Jerusalem district


The Jerusalem district suffers difficult social and economic conditions, mainly caused by the more than 50 years long Israeli occupation. Traumas that have hit the economy of Jerusalem over the past half century have influenced the social and economic fabric of the city, weakened economic ties with the rest of the Palestinian territories (West Bank and Gaza), and badly damaged ties with Jordan and various Arab countries.The separation wall and associated closures and movement restrictions have greatly contributed to isolation of the holy city from its Palestinian environs, to the point that it is now deeply annexed and dependent on the Israeli economy. Fallouts of economic deterioration include decreased participation in the workforce and a great number of Jerusalem residents who now work in the Israeli market, where employment in the 1948 occupied territories (now Israel) is the main source of income for many households in Jerusalem.PCBS statistics from 2016 indicate that the rate of workforce participation in the Jerusalem district reached (35.3%)[26], (15.5%) less than the rate in the rest of the Palestinian territories (45.8%)[27]. Palestinian workers in Israel reached (32.7%)[28], 2016, taking into account that this rate has steadily decreased in the past few years (from 42.9% in 2011)[29].Figures relating to Palestinians from rest of the Palestinian territories who work in Israel and the Israeli settlements are much higher (16.7% in first quarter 2016)[30]. On the other hand, easy access of workers from Jerusalem to the Israeli market has decreased unemployment among (15) years and over age group in the Jerusalem district, which stands at (15.4%)[31].The economy of Jerusalem is suffering due to discriminatory policies set by occupation authorities, including reduced public services and basic facilities available to Palestinian residents, and restrictions against building permissions and urban expansion. What has made matters worse are the limited opportunities and resources, the lack of financial institutions to fund commercial and real estate activities and provide personal loans to individuals and economic or industrial projects. There is also a general shortage in commercial services and infrastructure facilities, with high cost for such services.Other challenges that face economy and industry sector include a poor investment environment, low investment volume, capital escape outside of Jerusalem, poor coordination within various sectors (e.g.: education, economy, finance) and loss of workforce from the West Bank. The main outcomes include increasing difficulties for commercial and industrial activity inside the city, poor capacity of Palestinian products to compete with other products and the diminished status of Jerusalem as the preferred economic and industrial hub for the Palestinians, which has decreased the relative volume of Jerusalem economy vis-à-vis rest of the Palestinian territories. Additionally, there are some core difficulties such as:- High taxes and fees imposed in Jerusalem by the occupation authorities, where they form a substantial part of challenges faced by business people and the economy

78

sector in particular. The level of taxes lead many business people in Jerusalem move out to invest in other districts.• Expensive land and real estate cost, complicated license procedures and limited classifications in the structural chart (set by the Israeli

municipality), which badly affect the expansion of different economic sectors. The cost factor is associated with location and easy access to licenses, which are essential for various commercial activities.

• Palestinian institutions, whether government, service or commercial (e.g.: chambers of commerce association, chambers of industry association), are not allowed to operate in the city, which has undermined economic facilities. These institutions offer all training, guidance and services, besides the fact that national economy in the city suffers from a lack of basic complementary services. For example, exporting is difficult as it needs licenses and documents such as origin certificates, so these official transactions are processed outside the city, which affects operational activities of these facilities.

• Israeli economic laws, procedures and facilitations are not applied to Palestinians in the city, and different economic sectors cannot benefit from investment incentives granted by the Palestinian government (investment promotion laws), as the Palestinian government is not allowed to apply these policies in Jerusalem.

• Procedures applied at military checkpoints between Jerusalem and the rest of the West Bank create delays, costing time and raising the cost of raw materials, which leads to decreased internal trade between Jerusalem and other Palestinian cities/districts.

Main contribution of economic sectors in economy of Jerusalem: Diagram below shows the relative distribution of total value added generated in Jerusalem district (J1 district) by different economic activities[32]:

Figures show a decline in most economic activities and privates investments, and they are essentially limited to services and commerce sectors (42.8% and 42.5% respectively) of total value added in Jerusalem, 2016. The other productive sectors, such as construction and manufacturing are struggling or vanishing.Despite the importance of tourism as a historical and religious hub, not only for the region but also the world, its share only reached (8.6%) of gross domestic product in 2016[33], according to the PCBS. It is estimated that this percentage could be doubled, if Israeli restrictions were removed and the historical and religious sites of Jerusalem well-used.The industry sector in Jerusalem contributes around (10.9%) of total value added generated, where it only has a narrow base of simple industries and small workshops. This is mainly attributed to the decline in lending and export rates, and increased workforce cost compared to nearby countries. Thus, decision-makers should pay more attention to this side and encourage some industries that set Palestine aside, including Jerusalem for the special status it enjoys locally, regionally and internationally.Reports of the Ministry of Agriculture and PCBS suggest that the agriculture sector in the Jerusalem district accounts for a mere (0.3%) of total GDP in the Jerusalem district. This means that the agriculture sector performs at way less than capacity, and emphasises the need for more focus and development by stakeholders, due to the special importance it has to protect land against confiscation and to support resilience of farmers.Telecommunications and the information technology sector have very little input, for which data could not be provided. In 2012, the number of facilities operating in telecommunications and information technology sector in the Jerusalem district was recorded as 68, according to facilities census of the same year[34].

79

Goals expected to be achieved until 2022 and modes of intervention, Economy sector:

Empower commerce sector in all its forms

in Jerusalem.

Support merchants in Jerusalem, especially craftsmen, and offer

financial services.

1

2



Estimated cost

Estimated cost

Annual: 2,100,000

Annual: 200,000



Provide land spaces for investment and building shopping centres.

Establish a mechanism with the Palestinian Monetary Authority and Palestinian banks to enable banks to offer facilities to people of Jerusalem, provided that all would share risk management.

Provide support to renovate shops.

Establish training programmes that develop

crafts and professions in Jerusalem.

Ministry of Economy.

Ministry of Foreign Affairs.

Jerusalem chamber of commerce and agriculture.

Palestine Monetary Authority.

Banks network.

Related local and international guarantee institutions.

Ministry of Economy.Ministry of Tourism and Antiquities.Diplomatic missions and institutions active in this sector.Palestinian Industrial Zones Authority.General industries federation.Palestine Monetary Authority.Banks network.Related local and international guarantee institutions.Jerusalem chamber of commerce, industry and agriculture.Renovation institutions.

1. Number of shopping venues in Jerusalem.

2. Number of small investment projects supported.

1. Number of professional education training programmes.

2. Percentage of merchants in Jerusalem who received financial services.

Enhance resilience of merchants in Jerusalem through horizons to reach new markets.

Facilitate access to sources of raw material and machinery.

Activate different professional associations, unions and chambers of commerce, and establish cooperatives.

Support small, medium and micro investment projects, sustainable micro projects and income- generating projects, and focus on craft and traditional industries.


80

Improve access opportunities to local,

regional and international markets.

Successful and effective industrial zone in

Jerusalem to provide employment.

3

4



Estimated cost

Estimated cost

Annual: 1,000,000

Annual: 3,000,000



Set a computerized information system to record volumes of products admitted and sold in target markets, and wholesale prices adopted by merchants in daily commercial transactions, and circulate this data through various IT channels.


Ministry of Local Government

and local government entities.


Ministry of Telecommunications.

Jerusalem chamber of commerce,

industry and agriculture.

Ministry of National Economy.

Jerusalem chamber of commerce.

Industrial Zones Authority.

Local and international institutions working in this sector.

Professional and technical institutions in the district.

Diplomatic missions in Jerusalem.

Promote Jerusalem crafts and products locally and abroad through exhibitions.

Promote Jerusalem involvement in local, regional and international exhibitions and initiatives.

Improve quality of Palestinian products to increase trust of the Palestinian consumers.

Promote Jerusalem crafts and products through exhibitions, and set commercial links with other districts.

Establish industrial zones in Jerusalem and outskirts.

Retain existing businesses and increase resilience.

Invest in projects selected from the industrial zone and offer grants to attract them.

Gather and establish all industries inside the industrial zone, and encourage Palestinian investors, wherever they are, to start businesses there.

Grant industries and products inside the industrial zone (under Palestinian control) tax and customs facilities, provided that they employ workers from Jerusalem.

1. Number of companies and factories in the industrial zone.2. Number of workers from Jerusalem in the industrial zone by gender.

1. Number of industrial, commercial and tourist institutions in Jerusalem.

2. Number of staff in industrial, commercial and tourist institutions in Jerusalem.

3. Value added.

4. Number of promotional exhibitions in Jerusalem.

5. Representation rate of Jerusalem institutions in local, regional and international

exhibitions and initiatives.


81

Ministry of National Economy.Ministry of Finance.Governor of Jerusalem’s office.Local and international institutions working in this sector.Professional and technical education institutions in Jerusalem district.Palestinian Industrial Zones Authority.General industries federation.Palestine Monetary Authority.Banks network.Related local and international guarantee institutions.Jerusalem chamber of commerce, industry and agriculture.


Banking sector.


Local and international institutions working in this sector.

Offer soft loans to finance industrial projects.

Create comprehensive database about industry sector in Jerusalem.

Increase consumption of Jerusalem industrial products in the Palestinian and foreign markets.

Networking with international industry sector.

Determine priorities of the Palestinian market from consumer and intermediate goods based on database analysis.

Offer special incentives to agricultural and industrial products directed to export.Offer professional education and practical training to owners of small or medium projects.

Offer technical support such as training and advice to leading projects, and encourage competition among youth of Jerusalem.

Offer support to leading projects and development projects, and establish business incubators to adopt and support developing businesses and provide them with sources of support and designed /managed services.

Hold promotional campaigns for industries of Jerusalem.Developed industry sector that is capable of competing, and

enhance investment environment that encourages local

products to replace imported ones.

Enhance self-production capacity (businesses).

5

6



Estimated cost

Estimated cost

Annual: 1,000,000

Annual: 100,000


Five-years: 500,000

Offer technical, administrative and market-ing assistance to institutions that support the development of the industry sector in Jerusalem.

1. Number of projects that received support to develop industry sector in Jerusalem.2. Number of professional training courses to owners of small projects.3. Number of technical assistance and advices offered to leading projects.

1. Rate of consumption increase in the Palestinian market from industrial sector products in Jerusalem.2. Number of agreements and MOUs with international industry sectors.

Develop accurate and clear information system about Palestinian products in markets, and of local needs for them.


82


Boost the business market of Jerusalem with pilot

projects.

7



Develop and support business incubators.

Support excellent companies in Jerusalem to reach the global market.

1. Number of people of Jerusalem participating in pilot projects.

2. Number of projects that could be incubated.

3. Number of projects that turn into active companies through business accelerators.

4. Number of staff in emerging companies.

5. Number of participants in training programmes on entrepreneurship in high

school and public education.

6. Number of supporting institutions operating in leading projects in Jerusalem.

Introduce a business accelerator to support and prepare entrepreneurs to develop projects.

Introduce effective networking programmes and professional supporters network to network entrepreneurs with projects in Palestine, Arab countries and the world.

Find investment and attract finance for leading projects in Jerusalem, associated with an insurance fund in case investment projects in Jerusalem falter.

Ministry of Economy.Ministry of Foreign Affairs.Jerusalem chamber of commerce, industry and agriculture, Palestine Monetary Authority.Banks network.Local and international insurance institutions.Investment Promotion Agency.International donors in economy and investment sectors.Private sector.


83

Housing Sector

84

85

Housing Sector

(190) constructions demolished in East Jerusalem in 2016(989) people affected by

demolitions (including 463 children)

(142) constructions demolished in East Jerusalem in 2017(631) people affected by

demolitions (including 283 children)

(154) constructions demolished in the Jerusalem

district in 2016

25,000 constructions built illegally due to discriminatory procedures

129: number of building licences issued in 2016 in ‘J2’ area (of which 116 licenses for residential

buildings)

13: number of building licences issued for non-residential buildings

Jerusalemite merchants pay 6 major taxes annually, including the Arnona tax, which is ranging from NIS

320 to NIS 350 per each square meter.

The space of each shop is about 50 meters. There are 1276 shops in the Old City, so the total of the old town’s merchants pays NIS 22 million every year for

the Arnona tax only

25,000 buildings in Kufur Aqab and Shufat

283: number of residential facilities constructed in 2017 including housing projects and buildings

(932 residential apartments). 40,000 USD: average cost of licence for an

apartment 38 million USD: estimated income of Israeli

municipality from licence fees in 2017

412: number of building licence files followed up by the legal clinic at the Ministry of Jerusalem Affairs

in 2017

399: number of building violation files followed up by Ministry of Jerusalem Affairs in 2017

(56) constructions demolished in the Jerusalem

district in 2017


The people of Jerusalem face a severe housing crisis. Population density in the Jerusalem district is the highest of all West Bank districts, in large part due to the discriminatory policies of the Israeli occupation authorities that restrict and limit land use, in order to compel Palestinians to leave Jerusalem, thereby maintaining a Jewish majority in the city. The Israeli government has created a number of impediments against Palestinians which denies them their right to decent and safe dwelling. As a result, the housing sector suffers many challenges relating to discriminatory land laws, planning laws and licensing laws, which require immense effort, time and financial resources to deal with, such as urban planning projects, land confiscation, home demolition sand restrictions against renovating existing houses and apartments.

One of the biggest challenges resulting from this situation is the inability to meet the increasing demand for residential apartments as a result of natural population growth. Around 2000 residential units are needed each year, but less than half of that figure are approved, in addition to rocketing land prices, high construction costs, expensive apartments and a lack of real estate finance. These realities have forced Palestinians in Jerusalem to build without Israeli-issued licenses and face the risk of demolition and costly fines. There are currently almost 25,000 buildings facing that probability[35].

In the Old City, housing conditions are also problematic; there are many houses that need full or partial renovation, and others need expansion or additional rooms. However, necessary precautions should be taken when executing these interventions in order to preserve the architectural heritage of the Old City.

In areas immediately outside the separation wall, such as Kufur Aqab, Anata, Wadi Abu el-Hummus and others, one finds densely populated apartment towers. The urban layout in these areas can only be described as ‘chaotic’, due to the unclear legal and political status, the imposition of the separation wall and the total negligence by the Israeli municipality of Jerusalem. These towers have been constructed without due consideration to infrastructure issues, but

86

are popular because of the relatively cheap cost to buy, which makes them preferable over apartments inside the wall, despite the fact that they do not meet any local or international planning and building standards.

Palestinians in Jerusalem find themselves facing these difficulties alone, so there is an urgent need for a Palestinian strategic plan that can be applied and financed to face housing challenges in Jerusalem, which provides an important tool to stand against the Israeli policies and defend the people’s right to proper dwelling.

87

Provide an institutional umbrella responsible

for housing sector development, and provide a special fund to support

housing sector in Jerusalem, financed from

internal and external sources.

1



Set a strategic housing plan that intends to develop different neighborhoods of Jerusalem and determine modes of enforcement.

1. Number of donors (local, foreign) that support housing projects.

2. Value of financial support to entities related to housing projects.

3. Number of beneficiaries from housing grants through banks, societies and others.

4. Number of grants or finance to beneficiaries by modes of finance.

5. Number of cooperatives that offer housing projects.

6. Total individuals participating in housing cooperatives.

Support and assist institutions that develop housing sector.

International donors and organizations.

Arab and Islamic funds.

Palestinian banking sector.

Investors and national private sector institutions.

The government.

The Palestinian Housing Council.

Unions and related entities.

Set practical and flexible modes for real estate finance for residents of Jerusalem, with soft loans through Palestinian banks, to help bear high cost of decent housing.

Encourage building through support to projects and start cooperatives to collectively face the challenges of housing (20 cooperatives in 5 years).

Goals expected to be achieved until 2022 and modes of intervention, housing sector:


88

Improve the conditions of the existing buildings, especially in and around

the old city.

2



Support renovation and rehabilitation projects of residential buildings inside and outside and old city.

Assist institutions that renovate and rehabilitate buildings for housing purposes, and provide them with necessary support.

1. Number of buildings renovated in and outside the old city.

2. Number of buildings that need renovation.

3. Value of finance to supporting institution in housing sector.

4. Number of buildings by use (residence only, both residence and work, closed, vacant, abandoned, under construction).

5. Number of buildings by external building material (clear stones, concrete bricks, concrete, others).

6. Number of buildings by year of construction.

7. Number of residential units by ownership (owned, rented, free of charge).

8. Space of residential units by ownership (m2) (owned, rented, free of charge).

9. Number of beneficiary households from residential apartment renovation and rehabilitation projects.

International donors and organizations.Arab and Islamic funds.CSOs operating in this sector (e.g.: TAAWON, Welfare & Development Society).Ministry of Tourism and Antiquities.The Palestinian Housing council.ALQUDS University, Faculty of Engineering.Islamic Development Bank.


89

Build residential units and housing projects that help meet urgent need for

housing.

3



Undertake field surveys necessary to obtain accurate statistics about housing needs and lands on which building is allowed, to overcome lack of documented and accurate data in Jerusalem due to political situation.


International donors and organisations.


Palestinian banking sector.

Investors.


The Palestinian Housing Council.

Islamic waqf (endowment).

Christian waqf (endowment).

Support setting land regulating projects to change classification, obtain approvals to cooperative housing projects and increase number of residential units.

Find ways to reduce building costs, especially in terms of infrastructure, and find ways to reduce costs of apartments, thus reduce their price.

1. Area of lands on which building is allowed.2. Number of houses needed.3. Number of houses built.

4. Number of residents by type of community (urban, rural, refugee camp), gender (male, female) and age.5. Value of residential unit by type of residence (villa, house, apartment, others)6. Shortage of residential units.7. Total monthly income of households.8. Number of housing loans offered to individuals.9. Number of housing cooperatives.

10. Total individuals participating in housing cooperatives.

Offer housing projects in different neighbor-hoods in Jerusalem, including cooperative and popular housing projects that target young couples and those with limited income, based on leasehold ownership principle.



90

91

Agriculture Sector

92

93

Agriculture Sector

1068: area of land cultivated with vegetables in the Jerusalem district

22855: area of land cultivated with tree groves in the Jerusalem district

(producing 10,524 tonnes)

3,081,400: number of chickens raised for meat in the Jerusalem district

23: number of meat poultry farms in the Jerusalem district

35: number of agricultural machines in Jerusalem district

17: number of springs in the Jerusalem district

2693: number of beehives in the Jerusalem district

(643) cows (36262) sheep(23408) goats in the Jerusalem district

250: area of vegetation improved in Mikhmas, 201720,820: number of fruit seedlings distributed in the Jerusalem district

(2016-2017)

75,400: number of chickens raised for egg production in the Jerusalem district

13: number of egg farms in the Jerusalem district

4400: area of land cultivated with field crops in the

Jerusalem district (producing 573 tonnes)


The agriculture sector, with all its different components and branches, has always been the most important foundation of Palestinian resilience against Israeli policies in the Jerusalem district. However, agricultural production in the Jerusalem district is very small, where contribution to total value added in the Jerusalem district was only 0.3% in 2016[36]. Statistics taken from the Jerusalem Year Book of Statistics, 2017 also indicate low agricultural production in the Jerusalem district, as the percentage of households that practice agricultural activity, even at a house groves level, does not exceed 8%, whereas percentage of households that breed livestock is not more than 3%[37]. Statistics indicate that the production value of olive mills in the district reached around 350,000 USD.

Limited agricultural production in Jerusalem is attributed to practices of the Israeli occupation. Farmers in Jerusalem are struggling to protect lands against confiscation, where the occupation authorities resort to tools like the Ottoman law on dispossession of unused lands. Many farmers are struggling to access their land isolated behind the separation wall, with gates controlled by Israeli forces, who also control production inputs (water, fertilisers, medication, seedlings) and enforce impossible prices and conditions on farmers and livestock breeders inside Jerusalem boundaries.

Farmers suffer infrastructure-related problems such as lack of irrigation wells, water distribution networks and pipelines, access roads and power sources. There are also problems regarding product marketing due to a lack of proper storage units, inability to compete with Israeli products and farmer’s need to diverse species and appropriate quality. Livestock breeders in Jerusalem are denied access to grazing areas and lands behind the wall to cultivate fodder crops, and also face expensive fodder, veterinary services and energy, besides the few improved livestock breeds and the inability to introduce fish farming into the district.

Thus, a series of interventions that support rural and Bedouin breeders and farmers should be introduced, which engage the youth and women in agricultural activities that bring decent livelihood and welfare.

94

Help protect and develop agricultural areas in the

Jerusalem district.

Support agricultural productive and

cooperative projects.

1

2



Estimated cost

Estimated cost

Annual: 700,000

Annual: 300,000



Land reclamation and fencing, including building of retaining walls, paving of agricultural roads.

1. Area of reclamation of lands.2. Length of retaining walls built.3. Amount of rainfall collected.4. Number of seedlings planted.5. Area of green houses built.6. Number and capacity of sheds renovated.7. Number of training courses to farmers and number of beneficiaries.

Dig and maintain individual and collective water wells for agricultural purposess.

Restore vegetation through forestation or cultivation and rehabilitation of pastures.

Ministry of Agriculture.


Local/village councils and popular committees.

Local and international institutions and funds specialised in development of agricultural infrastructure.

Establish and renovate greenhouses and animal sheds.

Maintain old agricultural facilities in East Jerusalem.

Provide alternative energy units.

Establish cooperatives.

Ministry of Agricultural.Governor of Jerusalem’s office.Local/village councils and popular committees.Local and international institutions and funds specialised in development of agricultural infrastructureInvestors.

1. Number and type of projects carried out.2. Number and specialties of cooperatives established.3. Number of training courses that targeted rural women and number of beneficiaries.4. Number of sheep supported.5. Number of productive house gardens supported.

Enhance capacity of female farmers.

Support productive house groves.

Start productive projects such as small income generating projects in countryside and small cooperatives.

Build farmers’ capacity and enhance agricultural guidance services.

Goals expected to be achieved until 2022 and modes of intervention, agriculture sector:


95

Support marketing and productive capacity of

farmers.

Agricultural support and guidance.

3

4



Estimated cost

Estimated cost

Annual: 400,000

Annual: 300,000



Introduce improved animal and plant species.

Form a committee to document damage to agriculture caused by actions of Israeli occupation, and to expose Israeli actions and evaluate damage.

Establish a compensation fund and a contingency fund.

Consider agricultural guidance and improve farmer efficiency.

Ministry of Agricultural.



1. Percentage of projects that received damage compensation from compensation fund.2. Number of agricultural guidance workshops.3. Number of farmers trained.4. Volume of damage caused by Israeli actions.

1. Number of animal and plant species improved.2. Number of refrigerating chambers built.3. Number of mobile refrigerators.4. Amount of animal feed sponsored with nominal prices.5. Number of veterinary and treatment services provided to framers.6. Number of agricultural units and machinery bought.7. Number of new markets for Jerusalem farmers.




Local and international institutions and funds specialised in the development of agriculture infrastructure.

Agricultural cooperatives.

Provide animal feed be sold to farmers at nominal prices.

Provide veterinary and treatment services to farmers.

Provide agricultural supplies/tools and agricultural equipment.

Provide agricultural supplies for olive trees (care, trimming) and hormone pits.

Open new markets and channels for farmers of Jerusalem.

Establish a computerised information system to record amounts of products provided and sold in the target central markets, as well as wholesale prices adopted by merchants in daily commercial transactions, and circulate this data through various IT channels.

Build central refrigerating chambers and provide mobile refrigerator units.


96

Enhance economic cohesion between ‘C’

areas and other areas in agriculture.

5



Extensive use of area of agricultural lands available in ‘C’ areas for new investments in production of agricultural output necessary for food industries in the remaining areas.

Support agricultural infrastructure of the Bedouin communities in ‘C’ areas (sheds, sheep, water, feed).

Offer financial services and lending guarantees for agricultural investments in ‘C’ areas).

1. Number of loans offered to agricultural investment in ‘C’ areas.

2. Number of agricultural projects to support Bedouin communities.

Ministry of Local Government.



Senior investors.



97


98

99


43: number of restaurants serving ‘Palestinian cuisine’ (of which 23 serve tourists)

410: number of accommodation and food facilities in the ‘J1’ area in 2017

24: number of hotels in the ‘J1’ area in 2017. Guests are distributed to Jerusalem hotels by nationality

(EU, Asia, US, Canada)

500: number of tour guides in the Jerusalem district

3.5 million: average number of visitors to Jerusalem visitors per year.

177,606: number of tourists staying in East Jerusalem hotels

50: number of tourist agencies that work with incoming tourism

300: number of tourist buses (operated by 15 tourist companies)

11: number of most-visited touristic sites (most being religious sites)


Tourism in Jerusalem is facing many dangers; the major one is the blockade (through the separation wall and associated regime) that intends to sever the city from the rest of the Palestinian Territories. People, institutions, hotels, restaurants and various facilities of Jerusalem are deprived of enjoying local activities and visitors, which revive local markets on the one hand, and keep citizens and visitors in touch with heritage and cultural institutions on the other. If continued, this situation will increase the economic, cultural and social marginalisation of the city, and weaken its capacity to serve people and provide a safe future for the local population. It also weakens the capacity to preserve culture, heritage and the Palestinian national identity of Jerusalem.

This situation will lead to poor focus on research and development of Islamic, Christian and cultural narratives of the city over the past decades, which leaves room for the Israeli occupation to promote a false narrative of the city. Over the past two decades, Jerusalem has lost its touristic and cultural status at local and national levels, even in comparison with some other Palestinian cities. The city has lost half of its accommodation capacity as a Palestinian tourist and cultural destination at local, regional and global levels. The number of hotels have decreased, some hotels and tourist shops have been forced to close and a great deal of Palestinian crafts disappeared, all because of the Israeli policies that intend to displace Christian and Muslim Palestinians and Judaise the city. These policies result in the full control and monopoly of tourism by Israel, while minimising, if not completely extinguishing, the Palestinian tourism sector.

On the other hand, Israeli occupation authorities conduct a great number of archaeological excavations in the city through its arm, the Israeli archaeological authority, where tens of thousands of artifacts from different periods have been discovered and are now shown in Israeli museums. As a result, East Jerusalem lacks national museums that exhibit artifacts and ethnographic material. The city has two Arab museums; Dar el-Tifl Museum and the Islamic Museum, but both lack resources, and are only open to public for a few hours a week. The Palestinian National Museum (named ‘Rockefeller Museum’ after

100

the Israeli occupation), has been run by Israeli authorities since 1967 and exhibits assets in a way which promotes Israeli presence and ignores the Palestinians.

International bodies, such as UNESCO, have reiterated that Israel does not have sovereignty over East Jerusalem or its religious and cultural sites, and have repeatedly condemned excavations undertaken by the Israeli archeological authority.

Therefore, it is imperative that the central status of tourism and culture in Jerusalem be restored, with necessary management and development in order to put the city back on the Palestinian, regional and global tourist map. Touristic and cultural organizations must be allowed to operate and those which have been forcibly closed by Israeli authorities should be reopened. In this regard, all resources and competences in Jerusalem should be managed, and should link the city – as a tourist destination- with the rest of Palestine in a professional, systematic and planned manner, led by professional institutions operating in the city. Jerusalem should also be linked on international level through a set of touristic, heritage and cultural relations and twinning agreements.

Tourism is the primary sector that drives the Jerusalem economy, and is strongly linked to other sectors such as culture, education and commerce. It also protects and encourages cultural heritage and the exchange of knowledge, as well as helping to shed light on reality and overcome negative propaganda targeting Palestinian Jerusalem and its people. There are two basic goals of the strategic plan as regards tourism:

1. Promote the Palestinian identity of Jerusalem and protect the cultural diversity of the city:This challenge means to determine the identity components at individual, programme and service level. The individual level concerns everything that marks Jerusalem and its people aside from its local, regional and global competitors, in terms of hospitality and service food, drinks and identity, such as tourist guidance and raise public awareness. Likewise, an excellent and diverse touristic, cultural and religious programme should be locally established. Finally, the level and identity of service quality and production of crafts, service and professions should be established in order to restore credibility and positive impressions in the minds of the city visitors.

2. Promote Jerusalem as a Palestinian tourist, cultural, heritage and religious destination:This means understanding and promoting all components and attractions of the city, not only as a tourist stop, but also as a tourist destination. Therefore, competitive capacity and potential to attract different tourist markets and increase its status on the global tourist map should be raised. In order to realise this five-year strategic vision, the tourism sector in Jerusalem shall be mainly promoted, and then networked with several local, regional and international institutions.

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Enhance capacity of tourism institutions and

individuals to attracti nternal and external

tourists.

1



Form local and private partnerships with commerce, culture and education sectors, and with active base institutions.

Develop tourist staff in Jerusalem and create various employment opportunities.

Form a coordination and regulation body in Jerusalem to support tourism and set executive plans thereto.

Start global tourist and cultural twinning and networking with Jerusalem, to prevent isolation from local, regional and international surroundings.

Increase accommodation capacity of hotels and tourism facilities in East Jerusalem.

Offer soft loans to encourage investment in Jerusalem.

Develop and expand tourist travel sector.

1. Number of local trips.2. Number of internal and external tourist trips.3. Number of hotels.4. Number of rooms.5. Number of guests by nationality.6. Number of overnight stays by nationality.7. Number of rooms occupied.8. Rate of occupation.9. Number of MoU’s with global and regional companies.10. Number of local visitors.

Palestinian Ministry of Tourism.

Tourist, educational and cultural institutions in Jerusalem.

Chamber of commerce.


Governor of Jerusalem’s Office.

Ministry of Waqf and Christian authorities.

Comprehensive strategic planning of tourism in Jerusalem, which includes communication plans, activities, events, contingency plans, strategic and environmental management and use tourist and cultural resources and leaders.

Goals expected to be achieved until 2022 and modes of intervention, tourism & antiquities sector:


102

Establish the Palestinian tourist identity of

Jerusalem.

2



Search and document all resources and competences that enhance the tourist and cultural identity of Jerusalem, which support rules of professional and collective action.

Design software, websites, smart phone applications and digital kiosksn.

Develop an application about ancient and historic sites and landmarks in Jerusalem, which includes the Palestinian point of view.

Develop various religious, cultural and social tourist programmes in Jerusalem, with local identity features, and link them to other forms of tourism in Palestine.Improve quality of tourist products in order to enhance trust in service, craftsmanship and products of Jerusalem.

Create small tourist businesses in marginalised markets, and use spaces at clubs and cultural institutions to start tourist businesses that serve both visitors and the local community.

Develop traditional Jerusalem crafts and icons.

Organise seasonally-appropriate cultural programmes.

Develop tourist programmes that link tourism in Jerusalem with other Palestinian cities and locations.

Ministry of Tourism.


Palestinian Ministry of Foreign Affairs.

Ministry of Labour.

Governor of Jerusalem’s office

Tourist, educational and cultural institutions in Jerusalem.

Jerusalem Chamber of Commerce and Industry.


Representatives of cultural, educational and social institutions.

Craft, educational and professional institutions.

1. Number of tourist brochures published.2. Number of tourist electronic applications and designs.3. Number of Palestinian Jerusalem programmes (religious, cultural, social) carried out.4. Number of small tourist businesses established.5. Number of Jerusalem crafts development courses held.6. Number of tour guide development courses and number of participants.7. Number of ancient sites and landmarks managed, protected and added to the electronic application.


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Promote Jerusalem as the tourist capital of Palestine.

3


Estimated cost Annual:1,400,000 Five-years: 7,000,000

Design a trademark.

Conduct studies to search for new markets, and ways to break in these markets.

Employ a variety of media, social media, internet and technology.

Attend a group of promotional exhibitions of Jerusalem.

Organise information trip for international tourist agencies and tourist press.

Publish articles about the Palestinian Arab Jerusalem in international tourist journals.

Join and participate in global forums and global touristic and cultural forums.

Hold touristic, cultural, religious and investment events in Jerusalem.

Develop specialised software partnerships and build professional relations with similar efforts around the world.

Circulate touristic, cultural and religious publications, books and brochures based on clear and agreed trademark to enhance the Jerusalem Brand.

Ministry of Tourism.


Palestinian Ministry of Foreign Affairs.

Ministry of Labour.


Touristic, educational and cultural institutions in Jerusalem.

Jerusalem Chamber of Commerce and Industry.


Representatives of cultural, educational and social institutions.

Craft, educational and professional institutions.

1. Number of website visitors.2. Number of workshops and meetings promoting Jerusalem.3. Number of specialised partnership projects (regional, international).4. Number of promotional cultural and religious exhibitions.5. Number of information trips for international tourist agents.6. Number of print out brochures.7. Number of articles in international tourism journals.8. Number of tourist, cultural and religious conferences held in Jerusalem.9. Number of tourist, cultural and international forums joined.



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105

Group Three:

Cross-Sectorial Sectors

106

Environment Sector

Woman & GenderSector

InformationTechnology

Sector

Information & Advocacy

Sector

Urban Developmentand Local

Government Sector

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Environment Sector

21.3 million: amount of water (cubic meters) purchased from the Israeli water company in Jerusalem, 2015

1: number of solid waste landfill sites (located in Sawahreh - 1200 hectare)

Percentage of household access to water in 2015 by mean of access:

• 99.7%: public water networks• 3.8%: water tanks

• 9.9%: house water wells• 3.9%: other

(3000 tonnes) of waste generated in the Jerusalem district each month.

It costs (311) NIS per tonne of waste collection and disposal in East Jerusalem

6: number of infrastructure projects undertaken through the Ministry of Jerusalem Affairs

962: number of staff employed in companies supplying electricity, water, gas, air conditioning, sanitation and

waste management/disposal and have %21 value added for ‘J1’ area

21.3 million: approximate amount of water (cubic meters) purchased by the Palestinian Water Authority for

Jerusalem ‘J2’ and Ramallah/el-Bireh districts in 2015

23.8 million: approximate amount of water (icubic meters) provided to households in Jerusalem ‘J2’ and

Ramallah/el-Bireh districts for 2015. 95.5: share per capita of water (litre/individual/day)

consumed in households at Jerusalem ‘J2’ and Ramallah/el-Bireh districts

Amount of annual Discharge Springs in Ramallah & Al-bireh

& Jerusalem- (J2) in ( 2015) (4.6) million m3

108,265: number of subscribers to electricity service, where electricity consumption reached 515.6 GW/hr.

in the Jerusalem district in 2015


Environment protection is one of the key priorities in the Jerusalem district. Due to discrimination of service provision, it is one of the most neglected sectors. Components of this sector (water, sanitation, waste, aesthetic scene, energy) suffer rapid deterioration because of both the lack of an integrated vision, and impediments of Israeli authorities hindering the development of Palestinian neighbourhoods, along with areas outside the boundaries of Israeli municipality, particularly those outside the separation wall. The geography of the Old City is not environmentally sound due to overpopulation and housing issues.

The environment sector has been divided into the following five components: • Water: water is the main life source, and safe water provision

has become a top priority in Jerusalem district. Water is prone to excessive use and pollution, and water-related sustainable development is usually measured based on water quality indicators. Water provision and equal distribution are one of the main challenges that influence environmental stability in the district as this sector is managed by two different entities; Jerusalem Water Undertaking and an Israeli company. Eastern areas in particular (al-Eizariya, Abu Dis, Shufat refugee camp, Anata, ar-Ram) suffer frequent water disruptions due to poor infrastructure on one side, and reduced water amounts on the other side.

• Sanitation: this is one of the biggest problem among the communities of the Jerusalem district, because of the absence of sanitation networks and safe wastewater management in many communities, along with an Israeli ban against purification plants that serve Palestinian communities in Jerusalem. Despite population growth and the increased need for sanitation networks and purification plants, the Israeli authorities do not allow such projects, and have always associated approval the with linking of Israeli settlements to these plants, especially within boundaries of the Israeli municipality of Jerusalem. Consequently, a great amount of untreated wastewater runs into areas such as Wadi an-Nar.

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• Solid waste: Palestinian neighborhoods and communities in Jerusalem suffer from a solid waste problem, due to the inability of local councils and refugee camp committees to provide this service properly, and because of a lack of landfills, as permissions to establish them are denied by Israeli occupation authorities. Furthermore, communities cannot afford the high cost of waste management. There is a particular problem of hazardous waste disposal, including the very poor infrastructure and tools necessary to provide such service. There are almost no Palestinian areas in the Jerusalem district which are served by the so-called Israeli municipality of Jerusalem, which causes dangerous problems and fallouts to the public health.

• Aesthetic scene: The Jerusalem district faces many threats due to climate change, increased emissions and air pollution, either from smoke, dust or noise. This pollution distorts the aesthetic scene, and influences water supplies, agricultural productivity, green spaces, biodiversity, human health and economy. Potential fallouts of climate change are seen as dangerous in light of gradual desertification, which is caused, in turn, by decreased vegetation cover, a great part of which has been removed in order to build the separation wall. Jerusalem is the district most affected by Israeli settlements, where there are a total of 27 (the greatest number among all Palestinian districts)[38].

• Renewable energy: this sector is promising, but not utilised in Jerusalem district as it is in the other Palestinian districts. Energy is the spine of active economy, and one of the major challenges is in terms of sustainability and degree of dependence on energy supplies. The challenge is to make modern services and sources of renewable energy available to all people in Jerusalem, and at an affordable price. This requires finance to expand the supply base, especially for those depending on forms of renewable energy.

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Informatics map on issues of water, sanitation and waste in Jerusalem, and present proposals

to improve relatedinfrastructure.

Waste collection/disposal services and advance

respective infrastructure that addresses gaps

between areas and solve problems.

1

2



Estimated cost

Estimated cost

Annual: 300,000

Annual: 3,000,000



Diagnose water conditions in Jerusalem through survey, determine infrastructure gaps and increase self-dependence.

Establish an integrated waste service network in places where there is not such a service.

Ministry of Local Government.Ministry of Jerusalem Affairs.Palestinian Environment Quality Authority.Jerusalem Water Undertaking.Local councils and popular committees.Local and international insti-tutions and funds specialised in infrastructure development.Palestinian Central Bureau of Statistics.Private sector.Investment Promotion Authority.

1. Number of random landfills closed and renovated.2.Number of existing landfills developed.3. Amount of solid waste generated (by source).4. Percentage of solid waste recycled.5. Relative distribution, according to entities responsible for different stages of waste collection, disposal and recycling (municipality, private sector, household, factory).6. Amount of medical and hazardous waste collected and disposed of safely.

Implement waste recycling projects in the Jerusalem district.

Close and renovate random landfills, and develop the existing ones.

Establish ways to dispose of medical and hazardous waste.

Develop waste management to include waste collection, transport and separation, and establish collection and transport stations (interim landfills could be established until a central landfill for Jerusalem is established).

Environment Quality Authority.Governor of Jerusalem’s office.Local councils and popular committees.Local and international insti-tutions and funds specialised in infrastructure development.Specialised research and academic institutions.Palestinian Central Bureau of Statistics.Water Authority.Ministry of Local Government.Ministry of Jerusalem Affairs.

1. Individual share of water.2. Water sources for houses in East Jerusalem.3. Percentage of households able to access safe drinking water.4. Amount of water consumed in East Jerusalem.5. Percentage of households linked to sanitation network in Jerusalem district.

Conduct a study on environmental impact of random landfills, conduct surveys of their locations, propose regulated locations and consider development of services.

Diagnose existing sanitation conditions, set practical ways of disengagement from the Israeli occupation, propose an infrastructure development programme and determine priorities.

Goals expected to be achieved until 2022 and modes of intervention, environment sector:


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Protect Jerusalem district against pollution, focus on

the Old City.

Develop infrastructure of water and sanitation.

3

4



Estimated cost

Estimated cost

Annual: 400,000

Annual: 250,000



Study housing environment in the Old City.

Renovate existing water networks.

1. Number of Palestinian households linked to sanitation networks.

2. Number of wastewater treatment plants in Jerusalem.

3. Amount of wastewater treated.

4. Lengths of water pipes renovated.

5. Amounts of treated water reused for agriculture.

6. Purification plants available in East Jerusalem.

Ministry of Jerusalem Affairs.Governor of Jerusalem’s office.Environment Quality Authority.Ministry of Local Government.Local and international institutions working in the sector.Local and international institutions and funds specialised in infrastructure development.

Establish wastewater treatment plants and reuse for agricultural purposes.

Improve infrastructure of the existing sanitation networks.

Establish sanitation networks in areas that do not have them.

Ministry of Jerusalem Affairs.Governor of Jerusalem’s office.Environment Quality Authority.Local and international institutions working in the sector.Local and international institutions and funds specialised in infrastructure development.

Study concentration of pollutants in the district (emissions).

Establish effective methods to reduce impact of emissions and protect people.

1. Percentage of exposure to pollutants.2. Sources of air pollution in the old city, East Jerusalem.


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Ministry of Jerusalem Affairs.Governor of Jerusalem’s office.Environment Quality Authority.Ministry of Local Government.Local and international institutions working in the sector.Local and international institutions and funds specialised in infrastructure development.

Ministry of Jerusalem Affairs.Governor of Jerusalem’s office.Palestinian Environment Authority.Local and international institutions working in the sector.Local and international institutions and funds specialised in infrastructure development.

Develop clean energy sector.

Develop institutional infrastructure of environment management at residential

communities level, and develop environment sector in Jerusalem to be governed,

integrated and consistent with international standards.

5

6



Estimated cost

Estimated cost

Annual: 100,000

Annual: 50,000

Five-years: 500,000

Five-years: 250,000

Establish evaluation study on energy forms used.

Enhance capacity of institutions working on environment protection.

1. Number of workshops on raising family awareness about the environment.2. Number of environment awareness workshops for institutions.3. Number of environment clubs formed in schools.4. Number of institutions supported.

Raise environment, family and institutional awareness.

Establish a number of environmental clubs in schools.

1. Percentage of residents in Jerusalem district who mainly depend on clean fuel and technology.2. Percentage of investment in clean energy sector.

Establish a mode of encouragement for investment in clean energy.

Total Cost 20.5 Million Dollars


112

113

Information & Advocacy Sector

114

115

Information & Advocacy Sector

137: approximate number of Israeli violations against journalists and media institutions in the

Jerusalem district in 2017

30: approximate number of Israeli violations against journalists and media institutions in the Jerusalem

district in 2016

170: number of members of the Palestinian Journalists’ Union from the Jerusalem district

(including 35 female journalists)

Arresting more than 220 palestinians in Israeli jails during 2017 on the background of their expression of

their opinions and views on social media sites.

69.2: percentage of Facebook browsing by age group 15-29, so the youth are the most dominating group of social media and the most luckiest in these websites

56: percentage of Palestinians who use social media(of which 46% females, 54% males)

The most used social media platforms in Palestine:• 87%: Facebook • 75%: WhatsApp• 43%: Instagram • 40%: Youtube • 25%: Snapchat • 23%: Twitter • 15%: Telegram • 13%: Google+

8newspapers

7 news agencies 1 library

28magazines 9 research

centres

28 TV production & distribution companies

5 media &advertisement

offices

4 mediaassociations

10 printinghouses

4 publishing houses

4 press offices2 translation offices 2 radio stations

27% of subscribers are from Jerusalem and 1948-occupied territories


The Information and Advocacy sector in Jerusalem faces a number of challenges, the most predominant of which being the lack of a media plan and a long-term vision, alongside stereotypical media coverage adopted by most of Palestinian and Arab outlets concerning social, political, national, economic and sporting affairs of Jerusalem. The stereotypical form, approach, seasonality, language, and reactive nature of the media leads to a poor media scene in Jerusalem. Failure to adopt a strategic advocacy approach and approaches to mobilise the international community has weakened the potentially substantial role played by the media to shape local and international public opinion, especially with regards to supporting the rights of Palestinians in Jerusalem.

Current media discourse in Jerusalem generally targets Palestinian society, which makes it absent from the international scene. One of the solutions is to create long-term media plans, especially in light of the many platforms offered by social media. Another clearly evident problem is the focus on political events in the city at the expense of social ones. Lack of media coverage of the social and cultural scenes in Jerusalem is attributed to a lack of specialisation amongst journalists of Jerusalem. Journalists are required to cover multiple and detailed Jerusalem-related issues, such as events at the al-Aqsa Mosque, Israeli policies to Judaise the city, education, forced evictions, property demolition, land confiscation, settlements, arrests, social/commercial disputes, etc. With so many daily incidents, they do not have the time to report on or explore these issues in depth and from a specialist perspective, which means that reports are often superficial or confused.

Oppressive policies of Israeli authorities targeting Palestinian media outlets and journalists is another factor which cannot be ignored. Journalists are attempting to convey the complex situation in Jerusalem to the world, while the occupation authorities are imposing restrictions on the freedom of movement of both foreign correspondents and particularly the Palestinian press. There are many documented incidents of Israeli forces using excessive violence against Palestinian journalists while they cover events in the occupied capital.

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On a more positive note, young people in Jerusalem have shown a special capacity to circumvent many Israeli barriers and restrictions through the use of digital media. Social media, in particular, has given Palestinians more opportunity and means to communicate with the outside world. This area requires more support and research, to encourage partnerships and cooperation among different development sectors in Jerusalem, integrated to ensure sustainable growth and development, and keep up with the media sector in Jerusalem. Meanwhile, professional platforms should be created to help young journalists and media graduates in Jerusalem, and consolidate efforts as part of clear vision and strategy to serve the city, support resilience and enable journalists to challenge and defend themselves against Israeli legal and security procedures that restrict the freedom of speech and the free movement of journalists.

A clear media strategy should be developed, in order to enhance national and international awareness through professional Palestinian media coverage that can respond to and expose biases in Israeli media as it relates to Jerusalem. A flexible media plan will be drafted to follow up on the latest events in the holy city and produce and export news rather than import news, which requires adequate finance and capacity in order to produce documentaries, TV reports and human interest stories, for the local and international community, and better employ the media to enhance advocacy strategies for the Palestinians of Jerusalem.

Objectives of the plan include:• Advocate on humanitarian issues of Jerusalem.• Promote popular initiatives in Jerusalem, enhance relations with partners/local environment, provide material/moral

support and engage related institutions.• Support and enhance programmes and attitudes that could introduce positive change to conditions of Jerusalem, in

line with a long-term plan and vision.• Create a professional advocacy platform in Jerusalem, where issues are presented from legal and human points of view

to target and pressure decision-makers for a change in policy.• Support initiatives of the youth in Jerusalem in different fields.

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Develop role of media that cares for Jerusalem affairs

professionally and competitively.

Qualified media staff in Jerusalem.

1

2



Estimated cost

Estimated cost

Annual: 200,000

Annual: 300,000



Provide legal and media consultations, professional training and skill refinement, equipment and official licenses necessary for journalists.

Establish a professional media body in Jerusalem, and provide proper finance and venue.

Develop a system to measure and evaluate progress of media in Jerusalem.

Provide media services to Arab and foreign media institutions.

Attract media talents and employ the latest media technologies.

1. Number of partnerships among institutions and individuals working in media in Jerusalem.2. Number of partnerships between local and international institutions.3. Number of journalists in Jerusalem.4. Number of training courses in media and number of trainees.

Ministry of Information.Palestine Broadcast Corporation.Journalist union.Local media institutions operating in Jerusalem.Donor international organisations.Professional and employment qualification programmes.

Develop skills of journalists and media graduates in Jerusalem to a proper professional level, in different audiovisual, printed and interactive media, and through enhancing partnerships with professional media institutions locally, regionally and globally.

Ministry of Information.

Palestine Broadcast Corporation.

Journalist union.

Local media institutions

operating in Jerusalem.

Donor international organisations.

Local and international

research, monitor and

documenting institutions.

1. Size of support to media body in Jerusalem.2. Size of support to media entities in Jerusalem.3. Number and kind of legal and media consultations provided to journalists in Jerusalem.4. Number of professional training course provided to journalists in Jerusalem and number of beneficiaries.5. Number of official licenses given to media institutions in Jerusalem.

Goals expected to be achieved until 2022 and modes of intervention, information sector:


118

Effective use of information technology (audiovisual, printed) to

convey messages from Jerusalem to the world.

Set an advocacy strategy.

3

4



Estimated cost

Estimated cost

Annual: 300,000

Annual: 200,000



Develop media platforms and websites in many languages, which bring news updates from Jerusalem.

Raise awareness about Palestinian rights and institutionalised discriminatio.n against the Palestinians of Jerusalem.

1. Number of electronic advocacy campaigns.2. Number and variety of local, regional and international partners.3. Number of advocacy campaigns held by partners.4. Digital and media influence of advocacy campaigns (hash tags, number of likes, actual results of activities).

Jerusalem Advocacy Partners.

Journalists Without Borders.

Local and international media institutions operating in Jerusalem.

Local, Arab and international CSOs.

Promote popular initiatives in Jerusalem, enhance relations with partners/local environment /donors, provide moral and financial support and engage relevant institutions.

Support and enhance programmes or positions that introduce a positive change to conditions of Jerusalem in line with the long-term plan and vision.

Establish a professional advocacy platform for Jerusalem to present cases from legal and humanitarian points of view, which targets and pressures decision-makers to change policies.

Raise awareness about urgent Palestinian development needs in the city.

Support youth initiatives in Jerusalem in different fields.

1. Number of websites about Jerusalem by language.2. Number of blogs that systematically talk about events in Jerusalem.3. Number of media platform that address the world regarding Jerusalem by language.

Ministry of Information.

Journalist union.

Local media institutions

operating in Jerusalem.

Donor international organisations.

Youth organisations.

Enhance and support local and global blogs and articles that talk about Jerusalem issues in a regular and systematic manner.



119


120

121


300: number of units linked to water network within 3 km radius in Shufat refugees’ camp and nearby quarters

2900: number of households in the Jerusalem district isolated by the separation wall

64: percentage of households in East Jerusalem linked to water and sanitation networks

636,452: number of Israeli settlers in the occupied West Bank by end of 2016

47.5: percentage of Israeli settlers living in the Jerusalem district (302,188 settlers)

222,325: number of settlers living in the ‘J1’ area. 7 : 10: ratio of settlers to Palestinians

living in the ‘J1’ area

35: percentage of East Jerusalem area seized by Israel for construction

52: percentage of East Jerusalem classified as ‘green’ & ‘public facilities’ where building is prohibited

10 & 19: number of local committees & village councils (respectively) in the Jerusalem district

55,000: number of Jerusaelmite Palestinians holding Israeli IDs affected in Kufur Aqab, Shufat

refugees’ camp and nearby quarters2500: approximate number of people affected by separation wall in 16 communities on Jerusalem

side (inside) of the wall145,000: approximate number of people affected

in the enclaves of el-Eizarya, Abu Dis, Bir Nabala, er-Ram, Dahiat el-Bareed & Biddu

13: percentage of East Jerusalem left for Palestinian development


Since 1967, the Israeli occupation authorities have adopted planning policies that consider Jerusalem the eternal and united capital of Israel, according to a colonial Zionist vision. Israeli authorities have expanded the Jerusalem boundaries and increased the area from 6.5 km2 to 72 km2, so that it reaches deep in to the occupied West Bank in order to create a new reality, where the Palestinian presence is diminished and a Jewish majority is brought in its place. The occupation authorities took over 35% of the occupied Jerusalem area for construction and expansion of Israeli settlements, declared 30% 0f East Jerusalem as a planning area where building is not allowed and determined 22% as ‘green areas’ where building is not allowed. Only 13% of the land in East Jerusalem was allocated for the Palestinian expansion, most of which was already built-up before the Palestinian territories were occupied[39].

The occupation authorities used different urban plans in order to take control of Jerusalem and sever it from the rest of the West Bank, through discriminatory plans that include land confiscation, house demolition, building licence restrictions, low building rates for Palestinians, impediments against land registration, control of the old city and surrounding area, promotion of an Israeli narrative, Judaisation of names (streets, geographical areas etc.), the maintenance of a Jewish majority in the city(approximately 70% Israeli Jews to 30% Palestinians) and settlement expansion, particularly in theso-called “E1 area” which is located on lands of Al-Issawiya and az-Za’ayyem in Jerusalem district, in order to establish complete separation between north and south of the West Bank.

The occupation authorities use settlements to disconnect the occupied city from its environs, through regular approvals by Israeli planning and buildings committees for illegal constructions inside settlements. In the Jerusalem district, settlement plans set by Israeli authorities focus on four settlements in particular; Gilo (Beit Jala)

122

and Har Homa (Sur Baher) (both south of Jerusalem), Ma’ale Adumim (Al-Eizariya) (east of Jerusalem) and Pisgat Ze’ev(Hizma and Beit Hanina) and Ramat Shlomo (both north of Jerusalem), all are connected to each other with the separation wall and a bypass network.The dual aim that these settlements intend to achieve is to facilitate connections among Israeli settlement areas, while ensuring the fewest Palestinians remain inside occupied East Jerusalem as possible and isolating the city geographically from the rest of the occupied Palestinian territories.

According to Israeli sources, around 11,000 residential units in settlements are planned and/or under construction in and around occupied Jerusalem, which has increased the number of Israeli settlers in occupied East Jerusalem to more than 210,000 today[40].The occupation authorities, together with settler organisations, have built a ring of settlements in and around the old city in order to change the demographic balance in their favour, falsely claiming that they exercise sovereignty over the city, and that it will not be divided as per the June 4th, 1967 borders. The aforementioned settlement ring starts from the Sheik Jarrah quarter (border police HQ), through Shimon Ha Tsadiq outpost, Shepherd Hotel[41], Israeli Police HQ, Israeli Ministry of Interior, Beit Orot outpost (Mount of Olives), Kidamt Zion outpost (Western Sawahreh), Ma’ale Zaitim outpost (Ras el-Amud), Israeli police station on Mount of Olives, Nov Zahaf settlement (el-Mukabber) and ends at David City settlement (Silwan). This ring also includes Burj al-Laqlaq quarter and Omar Ibn el-Khattab Square in the old city, where there are plans to build two more illegal outposts.

This Israeli policy (severing the city from its wider environs) has hampered integrated projects, especially infrastructure such as sanitation, roads and rain drainage. Existing networks are in dire need of rehabilitation and are not naturally enough for needs of increasing population. Additionally, the separation wall impedes groundwater flow, and occupation authorities frequently reject and hamper infrastructure projects in ‘C’ areas financed by the Palestinian government.

The Palestinian communities in East Jerusalem can be divided into two categories:

1. Inside the separation wall: like Beit Hanina, Shufat, Sheik Jarrah, Ras el-Amud, the old city , Wadi Aljoz, silwan, Esawwya, jabl almokaber, sur baher, etc.

2. Outside the separation wall: Abu Dis, ar-Ram, Aizarya, shikh Sa’ad, etc.

Communities outside the wall fall in areas ‘A’ and ‘B’, which are administratively managed by the Palestinian government, taking into account there are 10 local committees and 19 village councils[42] that follow the regional committee, Ministry of Local Government, whereas communitiesin ‘C’ areas are subjected to the civil administration of the Israeli occupation authorities[43]. On the other hand, all of the Palestinian communities inside the separation wall fall under the control of the Israeli municipality of Jerusalem and different Israeli institutions. The Ministry of Local Government and various official Palestinian entities provide financial and technical support to local governmental entities outside the wall. However, this support is not guaranteed, and often inadequate, due to the difficult financial situation of the Palestinian government. Many municipalities and village councils in Jerusalem suffer from severely deteriorating municipal services and urban planning due to inadequate budgets, and poor planning and urban development capacity and framework.

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The Palestinian communities inside the wall are forced to follow up on their own matters in the face of Israeli policies. Among the worst of what they encounter is the withdrawal of residency status, land confiscation and home demolition. Israeli occupation authorities persecute people of Jerusalem inside the wall and issue decisions against the Palestinians in a selective and discriminatory manner, while the Palestinian local government entities do not have any powers to provide urban development services there, meaning that the people themselves are left to fill the deliberate gap left by the Israeli municipality.

Therefore, action in East Jerusalem, whether inside or outside the wall, needs practical planning in order to challenge Israeli occupation plans. This planning should be the result of a comprehensive vision for the whole East Jerusalem, including villages, communities and neighborhoods, and so that all sectors are linked together, whether infrastructure, transport, construction, education, health or others. This planning should be supervised by a professional unit with established and proven experience in urban planning (land, building), and able to consider the social, cultural, sport and economic needs of communities.

A number of village councils were instated during the period of Jordanian rule. There were village councils in Beit Safafa, Sur Baher, Anata, at-Tour, Shufat, Esawiya and Beit Hanina, the latter has had a village council since 1940. The Palestinian Municipality of Jerusalem was founded in 1863, and headed at that time by author and intellectual Yusuf Dia’a el-Khalidi. The Municipality represents the right of the Palestinians to elect, a right denied by the Israelis in 1967 when they dismantled the Municipal Council and imposed the Israeli (West Jerusalem)Municipality instead, which was rejected by the Palestinians, whose participation in Israeli municipal elections today still does not exceed 3%.

Legal support to Palestinians in Jerusalem should be a top priority in order to support resilience, and help them defend themselves against the occupation policies which endeavor to isolate them. Efforts shall be focused, at the same time, on two parallel routes; the first to enhance and empower Palestinians inside the separation wall and protect their rights to sustainable urban development; the second to increase financial and technical support to local government entities outside the wall to help them provide services to the Palestinians.

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Establish a Palestinian planning support unit that

pays attention to urban planning, lands and

building.

1



Collect necessary information about Israeli urban planning of the Palestinian areas and neighborhoods in Jerusalem, analyse Israeli plans scientifically and adopt alternative planning to challenge Israeli plans.

Set a central and integrated database to help local communities and the private sector determine priorities, comprehend legal aspects and select land basins necessary for development of different sectors.

Introduce and define information regarding Israeli plans, area plans, building licences, approval procedures for new houses and commercial/tourist development.

Work with or through partners to set a comprehensive urban plan with a national vision for all Jerusalem neighbourhoods inside and outside the wall.

Provide financial support to the urban development process in Jerusalem.

1. Number of training courses provided in planning and related legal cases.2. Number of structural and detailed charts of urban areas.3. Number of structural and detailed charts approved.4. Number of awareness workshops on occupation plans.5. Number of policy or analytical studies conducted regarding urban development of Palestinian areas in Jerusalem.

Train planning and legal staff who are able to understand legal aspects of planning, and deal with legal impediments created by occupation authorities, in order to support development projects by the Palestinians as an alternative planning policy.

Governor of Jerusalem’s office.Ministry of Jerusalem Affairs.Ministry of Local Government.Ministry of Waqf and Christian authorities.The national private sector and CSOs.Palestinian banks.Housing cooperatives federation.International organisations operating in this sector. Studies, researches and monitor institutions in this sector.

Goals expected to be achieved until 2022 and modes of intervention, urban development & local government sector:


125

Enhance planning and implementation

partnership.

Form a community committees forum.

2

3



Estimated cost

Estimated cost

Annual: 150,000

Annual: 200,000

Five-years: 750,000


Find institutionalised forums and effective cooperation among institutions that will control or deal with issues of land and housing, including Islamic and Christian Waqf.

Encourage formation of voluntary community committees that support local government entities in planning or executing development projects and initiatives.

Establish a community committees forum to exchange information, experience and engage in joint coordination.

Educate members of community committees about local government, modes of action and approaches of local development, including economic development.Develop a resource centre to support decision-making and provide advice to promote development.

Governor of Jerusalem’ office.



The national private sector and CSOs.

Palestinian banks.

Housing cooperatives federation.

Entities operating in this sector.

1. Number of community committees formed.2. Number of projects followed by community committees formed.3. Number of training courses offered and number of trainees.4. Number of initiatives executed through committees.

Provide facilities to the private sector working in urban development and sectorial planning in Jerusalem.

1. Amount of finance provided to real estate development and commercial infrastructure.2. Number of joint projects carried out among different institutions in housing, lands and urban planning.3. Size of facilities provided to the private sector in the development planning field.4. Number of projects carried out in housing, lands and urban planning fields.

Work with banking and financing institutions, and private and public sector to facilitate real estate finance for housing, infrastructure and commercial development.

Establish effective means of social participation in urban planning.

Governor of Jerusalem’s office.Ministry of Jerusalem Affairs.Ministry of Local Government.Ministry of Waqf and Christian authorities.The national private sector and CSOs.Palestinian banks.Housing cooperatives federation.International organisations operating in this sector.


126

Protect Palestinian lands in Jerusalem district

against confiscation and takeover.

4



Set alternative plans to challenge occupation plans, and hold advocacy/pressure campaigns to promote them locally and internationally.Make use of partial opportunities available to licence and build residential and commercial units.

Hold awareness and advocacy campaigns to expose impact of Israeli expansion policies and violations to the international law.Provide planning and legal support to set detailed plans for licence applications, and help victims of home demolitions and other human rights violations.Mobilise international human rights organisations to enhance and support right of the Palestinian to planning in Jerusalem.

Follow up on announcements of the Israeli municipality of Jerusalem regarding detailed projects and municipal plans, and form a committee of attorneys to contact and defend owners of lands and buildings.Follow up on laws and regulations, with respective amendments, that the Israeli municipality of Jerusalem depends on to enforce plans, and suggest procedures and interventions to deal with them.

Communicate with expatriates from Jerusalem who own well-known shops and lands for legal follow up, through Governor of Jerusalem’s office, in order to prevent confiscation.

1. Number of workshops and seminars held about Israeli expansion policies.2. Number of planning and legal support cases to have building licences, help those whose homes were demolished or subjected to other violations.3. Number of international human rights institutions mobilised to enhance and support planning rights in Jerusalem.4. Number of actions targeting international human rights institutions that support urban development in Jerusalem.5. Number of building licences issued to residents of Jerusalem by the Israeli municipality.6. Number of landlord cases defended by attorneys for land targeted by Israeli municipality plans.7. Percentage of Jerusalem expatriates who own well-known shops and lands, who have been communicated with and procedures were taken to stop property confiscation.

Help issue building licences for new residential units in Jerusalem.

Find planning solutions to random buildings and planning violations outside the wall.






Palestinian banks.


International organisations operating in this sector.


127

Empower local government entities in

Jerusalem district.

5



Introduce member of (new) local government entities to actions and responsibilities, and help them take related development, administrative and financial decisions.

Develop structures, systems and procedures of local government entities to be in line with policy and instructions of Ministry of Local Government.

Establish proper approaches towards social participation and accountability in local government entities.

1. Number of training courses and number of participants from (new) local government entities.2. Number and type of courses to executive staff, and number of participants.3. Percentage of annual collection in local government entities, Jerusalem district.4. Degree of satisfaction with local entities’ actions and service they provide.





Palestinian banks.


Entities operating in this sector.

Enhance collection at local government entities.

Enhance executive staff (administrative, financial) in local government entities.



128

129

Gender Sector

130

131

Gender Sector

6.6: percentage of female participation(15 years +) in the workforce in the

Jerusalem district in 2016

Relative distribution of workforce (15 years +) in Jerusalem district in 2017:

5248: number of women in East Jerusalemwho received free legal assistance

1778: number of women in East Jerusalem who took human rights awareness training courses

30: number of women in EastJerusalem who joined the chamber of commerce under class ‘4’ in 2017

Relative distribution of women in Jerusalem district:

‘J1’ • Palestinian IDs: 3.4% • Israeli IDs: 96.5%

• Agriculture: male (0.9%) female (2.2%)

• Mining & quarrying: male (13.8%) female (10.0%)

• Building & construction: male (28.3%) female (0.7%)

• Commerce, restaurants & hotels: male (29.8%) female (8.5%)

• Transport & storage: male (9.5%) female (0.0%)

• Services & other branches: male (17.7%) female (78.6%)

‘J2’ • Palestinian IDs: 88.4% • Israeli IDs: 11.3%


Women in the Jerusalem district live in complicated conditions, where the official policies of the occupation authorities come together, through the enactment of discriminatory and racist laws regarding citizenship, residency, labour, health and personal affairs on one hand, and practices that negatively impact the lives of Palestinians in a way that increases women’s suffering in particular, and violates basic rights through deportation, violence, home demolitions, settlements, military checkpoints and the separation wall on the other.

This political situation is combined with a traditional patriarchal family and social system that imposes social restrictions on women, and limits the fulfillment of their full basic rights, such as the right to education, labour, inheritance and safe and decent living. This is in addition to the absent role of the State in occupied East Jerusalem to protect women against violence, murder and abuse, and a provide legal and institutional framework that ensures their economic, social and political rights.

Any interventions for the future development of women and gender sector must be carried out on two main levels:

Level one: associated with women’s issues in particular so as to increase resilience and protect women against social, economic and political violations, and to ensure equality, a safe, decent life and active participation in decision-making and political representation. Economic empowerment and professional training/education programmes shall be developed, in order to help the women of Jerusalem remove themselves from poverty. The women of Jerusalem suffer chronic diseases such as cancer, diabetes and addiction.

Level two: associated with considering gender issues while planning the development of several life sectors, such as housing, education, health, labour, agriculture and information, especially legal, administrative and individual sovereignty of Palestinian

132

women in different areas of the Jerusalem district.

Women’s foundations in Jerusalem provide advice and services in many areas such as health, reproductive health, and legal, social and psychological services. Additionally, they empower women economically through assisting them with small projects, finding female leaders in Jerusalem to provide opportunities to women and mentor them. This has left a clear positive influence on the women’s movement, and raised their awareness about rights, duties and addresses they can go to in case any of their rights are violated. However, such organizations in Jerusalem are sometimes restricted by Israeli authorities and their activities hampered.

Regarding woman-related laws, a committee for gender-sensitive legislations has been formed, headed by the Ministry of Women’s Affairs and the Ministry of Justice, with a council of ministers and representatives of gender units at ministries as members, in order to revise laws and legislations from a gender viewpoint (23 laws have so far been revised). When these revisions are complete, the committee will establish and develop concepts and tools to support women in Palestine.

Despite these effort, which will empower Palestinian women to obtain their rights in areas under Palestinian government control, women in Jerusalem who live inside the separation wall, will still suffer three legislation systems (Israeli, Jordanian, Palestinian), which means that there is a need to find a way to deal with the confusion brought about by this problematic situation, in order to serve the women of Jerusalem.

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Include gender in policies and programmes of institutions operating

in Jerusalem.

Implement the international laws and regulations on women’s

rights in Jerusalem.

2

1



Estimated cost

Estimated cost

Annual: 100,000

Annual: 60,000

Five-years: 500,000

Five-years: 300,000

Conduct a study about including gender in policies and programmes of institutions operating in Jerusalem, and establish an executive plan.

Undertake a gender audit at institutions operating in Jerusalem.

Develop institutional policies and programmes in light of audit findings.

Document and publish Israeli violations of laws related to women’s rights. Ministry of Women’s Affairs.

Local institutions and centres

active in this sector.

International institutions and

human rights organisations.

1. Number of women and girls who suffer violations as a result of the Israeli occupation (by type of violation).2. Number of social advocacy campaigns (local, international) held and issues they address.3. Number of participations in international arenas regarding the rights of women in Jerusalem.

Raise awareness of the Jerusalem community about laws and regulations on women’s rights and protection.

Hold social advocacy campaigns (local, international) to demand Israeli commitment to international laws.

Participation in related international arenas to expose Israeli violations, especially against women in Jerusalem, and mobilise official international effort to require Israeli occupation authorities to enforce the relevant international laws and regulations.

Ministry of Women’s Affairs.

The Legislative Council.


Local institutions and centres active in this sector.

International institutions and human rights organisations.

1. Number of policies and programmes developed inside institutions that take into account the gender issues.2. Number of institutions that performed gender audit.3. Percentage of women in decision-making positions in institutions of Jerusalem, including local government entities.

Goals expected to be achieved until 2022 and modes of intervention, gender sector:


134

Mobilise official and civil effort to improve

conditions of women in Jerusalem.

3



Set a joint and agreed framework among official entities and CSOs to improve conditions of women in Jerusalem.

1. Number of initiatives and activities held jointly and coordinated (by kind of activity).

2. Number of developed institutions that support women.





Support and empower active institutions that support women, enhance their resilience and improve their living conditions in all areas.

Hold regular (annual) meeting of institutions of Jerusalem for individuals related to women in Jerusalem.

Provide healthcare programmes for women in specialties associated with gender needs, especially for psychological health, addiction treatment, chronic diseases and healthcare for elderly women.

Develop free psychological counselling programmes for women, free legal accompanying programmes and protection/sheltering programmes for domestic violence victims.

Expand and develop legal services to women in family reunfication and personal affairs cases.


135

Social, economic and political empowerment of

women in Jerusalem.

4



Train women so they become more competitive in labour market.

Offer income-generating projects to women, individually or collectively.

Develop training programmes for individual and collective economic initiatives of women.

Carry out social awareness campaigns (male, female) relating to gender concepts and issues.

Empower and enhance women’s associations to offer advice and support to girls and women.

Develop young female leaders.

Develop vocational training programmes in specific professional areas for women, and give them new professions not provided by existing educational frameworks (colleges, institutions, universities).

Encourage positive discrimination to employ women in Palestinian CSOs and private institutions, especially in decision-making positions.

Hold training and educational courses for principals and teachers (male, female), and encourage them to include these courses in schools and kindergartens.

1. Rate of female participation in labour market.2. Number of males and females in administrative positions.3. Rates of unemployment among men and women.4. Number of gender issues campaigns held.5. Number of training courses provided to school principals and teachers (male, female).6. Number of consultations by women’s institutions in Jerusalem.7. Number of training courses offered to young leaders.8. Rate of women’s and girls’ participation in sports and cultural centers and clubs.



Ministry of Labour.







136

137


138

139


25: number of trained technicians in the educational techniques field (installation, operation &

maintenance of laboratory equipment)

Percentage of students who join the school branches, Jerusalem education

department:• Human: 73% • Science: 24%

• Commerce: 1.86% • Industry: 0.57%• Hotel: 0.18%

45: number of students from the Jerusalem district who joined IT & computer engineering faculties,

ALQUDS University

34: number of female students from the Jerusalem district who joined IT & computer engineering faculties,

ALQUDS University

201: number of high school students (male and female) participating in specialised IT & engineering entrepreneurship programmes from the Jerusalem

district, 2016/2017

86: number of college students and professionals (male and female) participating in specialised IT &

engineering entrepreneurship programmes from the Jerusalem district, 2016/2017

173: number of high school students (male and female) participating in specialised IT & engineering

entrepreneurship programmes from the Jerusalem district, 2016/2017

11: number of Jerusalem residents who started new IT companies in the Jerusalem district, 2016/2017

19: number of information and telecommunications companies in the ‘J1’ area (,employing 40 staff members), with value

added of 1,542.3 USD

3: number of Jerusalem residents who obtained patents in the Jerusalem district, 2016/2017


The Israeli authorities control the infrastructure of telecommunications in Jerusalem and therefore limit the opportunities for the Palestinian IT sector in Jerusalem, in spite of the fact that the city has a wealth of Palestinian IT specialists. Different businesses in the city suffer from the procedures and legal frameworks set by the Israeli authorities, such as denial of licences, high taxes, denial of market access to the local Palestinian market and contracts with Palestinian Jerusalem-based companies, all of which creates development gaps for companies and individuals with emerging projects. Thus, the development of these foundations (mostly small family businesses) is slow and limited, which forces many of them to leave the city. Preparing these foundations to effectively use information technology tools will increase productivity.

The Israeli occupation authorities have created four main impediments against information technology entrepreneurs to force them leave the city, with great gaps and variation in level and quality of infrastructure services, and accessibility to optical fibers service and electronic mediation in the city and outskirts. The separation wall and associated regime limits the potential of tech companies in Jerusalem to attract competences and human resources from outside of the city, which has created development gaps for companies and emerging individual projects.

The four main impediments are as follows:1. Difficult accommodation capacity of IT companies inside the city, which has made it hard for them to find offices.2. Limited adoption of ideas of entrepreneurs and fresh graduates, with which the capacity is raised and aligned with markets’ needs, in order to keep up with technological development globally, which has ultimately made them leave the city.3. Reduced communication between entrepreneurs inside and outside Jerusalem, and limited capacity to set commercial relations networks among them.

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4. Denied and hampered credit facilities from any of the banks operating in the city to entrepreneurs or emerging companies.

In terms of incorporating information technology and telecommunication in education, the youth must be trained to use these tools and given certain practical skills to help them find jobs. The extensive use of IT tools in the education environment will also help to develop and improve performance. Knowledge increase is one of the basic foundations to encourage creative thinking and increase human capital, both of which are substantial factors to build the Palestinian economy that is, in turn, based on knowledge.

Statistics indicate that the percentage of internet users reached 65.0% in 2014, and that 78.9% of individuals own mobile phones in the Jerusalem district, which means that knowledge and skills of technology use must be enriched[44].Regarding contribution of telecommunications and information technology to the Palestinian economy, a qualitative development to this sector was observed over the past years in most of the Palestinian districts, although there is a lot to be done in the Jerusalem district so that this sector can be a real contributor to the economy of Jerusalem.

141

Develop basic infrastructure of

information technology through use of technology

in education.

Provide the business market in Jerusalem with emerging companies in up-to-date technology.

1

2



Estimated cost

Estimated cost

Annual: 1,200,000

Annual: 300,000



Support existing programmes and develop new ones for school students in computing, IT and all fields of engineering.

Develop and support emerging technology business incubators. Ministry of Telecommunications

and Information Technology.

Global technology companies.

International and Arab institutions supporting this sector.

Local CSOs.


Investment Promotion Authority.

1. Number of people from Jerusalem participating in technology incubators and business accelerators.2. Number of projects that accept incubation.3. Number of projects that turn into active companies through business accelerators.4. Number of staff in emerging companies.5. Number of participants to entrepreneurship training programmes in higher and public education.6. Percentage of staff in IT and telecommunications sector of total workforce in the whole business sector.7. Share of IT and telecommunications sector as a percentage of total value added.8. Value of IT and telecommunications imports as a percentage of total imports.9. Value of IT and telecommunications exports as a percentage of total exports.10. Number of supporting institutions operating in IT sector in Jerusalem.

Introduce a business accelerator to support and prepare entrepreneurs to develop projects.Introduce effective networking programmes and professional supporters network to connect entrepreneurs with project in Palestine, Arab countries and the world.Find investment and finance attraction approaches to technology projects in Jerusalem, associated with achievements and performance plans.Support excellent IT companies in Jerusalem to reach global market through the outsourcing of services.

1. Number of students participating in qualitative technology programmes.2. Number of technology programmes that receive students from Jerusalem.3. Percentage of students joining IT and telecommunications programmes in universities.4. Number of participants to entrepreneurship training programmes in higher and public education.

Ministry of Education.Ministry of Telecommunications and Information Technology.Business incubators and accelerators in other districts.Global technology companies.International and Arab institutions supporting this sector.Local CSOs.Private sector institutions.

Provide interactive educational programmes that promote and employ technology in all areas of life, encourage schools and universities employ them as part of the education process and train teachers to use them.

Goals expected to be achieved until 2022 and modes of intervention, information technology sector:


142


Develop use of IT and telecommunications by traditional businesses in

Jerusalem.

3


Estimated cost Annual: 100,000 Five-years: 500,000

Encourage the support and provision of necessary facilities to use IT and telecommunications by traditional businesses to develop performance and effectiveness.

1. Percentage of businesses that have actual presence on the internet.

2. Percentage of businesses that receive applications through the internet.

3. Percentage of businesses that place purchase orders through the internet.

4. Number of trainees on how to use technology in labour market.

5. Percentage of income to businesses from e-commerce.

Ministry of Telecommunications and Information Technology.

Global technology companies.

International and Arab insti-tutions supporting this sector.

Local CSOs.


Support global e-commerce through promotion and marketing products of Jerusalem globally via cyber platforms.

Train staff in business sector in Jerusalem to use technology optimally to develop performance and actions.


143

The Investment Plan

144

The Investment Plan

The proposed sectorial programmes and projects have been evaluated and prioritised, based on sectorial targets and strategies agreed upon. The prioritised programmes and interventions were classified, based on a group of standards, which ensure worthiness, implementation preparedness, contribution to provision of employment and responsiveness to declared urgent needs of different residential communities and impact on citizens.

Financial resources necessary to realise each of different sectorial targets have been estimated, which, in total, amount to 425,000,000 USD for 2018-2022. The following is the budget distributed by sector and percentage:

The estimated costs above reflect the sustainable development trends to enforce proposed interventions and bring about the desired goals, in order to enhance resilience of the people in Jerusalem, empower them on their land, improve economic recovery and growth, and ensure that the people of Jerusalem can participate in and benefit from returns of this growth. This would enable them to challenge the occupation policies that intend to remove them from their city. This budget is not in any way part of the current budgets allocated by official entities in question or competent entities in Jerusalem; it represents additional finances required to achieve the collective goal.The Palestinian government is working hard to provide the necessary resources. However, it is known that, in light of the existing economic conditions, it cannot singlehandedly bear the cost and responsibilities of providing financial support, as the biggest proportion is contributed by different local and international partners. Thus, the government is

reaching out to donors, particularly external donors from the Arab, Islamic and international communities, to provide adequate resources to support Palestinians for the implementationof this plan.

Sector Total budget Percentage

Social Security & Development Group

Education sector 46,000,000 10.823% Culture and Heritage sector 28,000,000 6.58% Social Welfare sector 19,000,000 4.470% Youth sector 18,000,000 4.235% Health sector 23,500,000 5.529% Citizenship, Civil Peace and Rule of Law sector 10,000,000 2.352%

Total 144,500,000 34%


Economy sector 42,000,000 9.882%

Housing sector 160,000,000 37.647%

Agriculture sector 10,000,000 2.352% Tourism and Antiquities sector 18,000,000 4.235%

Total 230,000,000 54.11%

Cross-sartorial Groups

Environment sector 20,500,000 4.823%

Information sector 5,000,000 1.764%

Urban development and Local Government sector 9,000,000 2.11%

Gender sector 8,000,000 1.88% Information Technology sector 8,000,000 1.88% Total 50,500,000 11.88%

Total 425,000,000 100%

145

Implementation plan

146

147

Implementation plan

Targets of the strategic plan will be realised through implementations part of a general approach which deals with the development sectors as part of a comprehensive vision that views these sectors as one integrated whole. The following basic trends should be taken into account upon implementation of the plan:

Ensure cross-sector integration and coordination, and enhance effort and resources between official Palestinian entities and international partners.

Support Palestinian identity.

Focus on tight link between immediate interventions and long-term vision of Jerusalem as the capital of the State of Palestine.

Main implementation modes of the strategic sectorial development plan

The strategic plan offers a general framework for Palestinian interventions in East Jerusalem, where foundations operating in the city (Palestinian CSOs, UN organisations, international organisations, official Palestinian institutions in question) are expected to implement this plan. In this context, the promotion of networking and coalition/coordination -building and joint execution of activities are extremely important, due to the complexities of this issue and the many parties involved. Accordingly, it is necessary to establish a sustainable and clear framework to find wider coordination, cooperation and possible partnerships among different stakeholders: the public sector, private sector, CSOs and donors. The existing structures should be followed and enhanced, and refrain as much as possible from having new structures, unless necessary.

Governance and management mode – follow-up and coordination department.

Establishment of a fundraising coordination and plan marketing framework.

Modes of investment plan finance to the strategic sectorial development plan.

148

Main implementation modes of the strategic sectorial development

plan

Governance

and manage

ment mod

e

– follo

w-up and co

ordination

department

Establishment of a fundraising coordination and plan marketing

framework

Modes of investment plan finance

to the strategic sectorial

development plan

The Jerusalem Unit, Office of the President is fully responsible for follow-up and implementation of the strategic sectorial development plan, through the projects and sectors department. This incorporates continuous planning to ensure regular updates of strategic plan implementation, and regular evaluation, follow-up and supervision of overall programmes and activities. The unit will hold regular consultations with official and civil stakeholders in question, in order to ensure complete participation, integrated action and resulting follow-up.

Following consultations with the policy committee, advisory committee and donors, the Jerusalem Unit will establish a framework to raise funds and market plans through regular meetings with all stakeholders held by the coordination committee.

In light of the existing economic conditions in the occupied Palestinian territories, Palestinian resources are not enough to handle the various priorities and numerous and complex challenges that the people of Jerusalem are facing. Thus, Palestinian capacity to finance the strategic sectorial development plan remains limited, so executing the biggest part of the proposed interventions will depend on external finance and support. In the long-term, the goal is to reduce regular dependence on foreign assistance, and increase self-reliance and sense of ownership among the Palestinians.

Therefore, and except for some private sector-related activities, the majority of proposed interventions within the strategic plan will require foreign finance, especially those executed by CSOs. A campaign to promote the plan will be launched in order to attract partners. The Jerusalem Unit will facilitate and support project proposals ready for fundraising, in line with needs of both the people of Jerusalem and the implementing entities (i.e. Palestinian foundations), and in a way compatible with financial criteria and instructions of the donor in question.

149

General budget allocations for Jerusalem, through direct budgets to support CSOs in Jerusalem, or budgets to certain ministries and public entities that could be used to support some specific interventions in Jerusalem, especially outside the separation wall.

Funds for Jerusalem received by Palestine Liberation Organisation, which could be increased through enforcing many Jerusalem support-related resolutions taken by the Arab League, Islamic Summit and Jerusalem committee.

Investments by local and expatriate Palestinian investors, especially in private sector-related activities, such aseconomic development, tourism and housing.

Religious institutions such as Islamic Waqf (endowment), Christian churches and local organisations associated with churches.

Self-finance by Palestinian NGOs.

Local community contributions, including monetary (e.g. service fee payment, payment of a percentage of certain activity cost and /or in-kind contributions).

Contributions of Palestinians in the Diaspora.

Arab and Islamic states.


Arab and Islamic CSOs.

European Union.

International community and donor states.

UN organisations and agencies, including the World Bank.

International CSOs and those associated with ecclesiastical foundations.

There are several possible sources of finance (Palestinian, foreign):

I. Palestinian finance sources:

II. Foreign finance sources:

150

Direct foreign assistance through official Palestinian

channels

Direct finance by donors

The private sector

Modes of coordination among donors

Mode of civil society and private sector participation

Finance modes and options:Due to multiple finance options, different channels and modes will be adopted to finance the plan, which include:

151

Support from the Ministry of Finance (the consolidated treasury account). It is important in this regard to press for the enforcement of Jerusalem law 4/2002, article (3), which states that a special share of the general budget shall be annually allocated to the city, and set public and private investment promotion programmes and plans, as Jerusalem is a development area ‘1’ with special priority, so the city would get its fair share from the Palestinian government budget.

Implementation by official Palestinian entities, including the Ministry of Jerusalem Affairs, ministries, Governor of Jerusalem’s office and related institutions. It is necessary in this regard to incorporate the strategic plan as part of the Palestinian national sectorial plans.

Direct financial assistance to Palestinian NGOs and CSOs.

Direct implementation of activities by donors and international CSOs.

Establish partnerships and joint projects between Palestinians and international NGOs.

Finance/implementation through UN organisations and international foundations.

Direct implementation by church-associated institutions.

Promote investments of local and foreign private sectors.

Promote public-private sector partnerships (such as the Palestinian Investment Fund).

Advocacy to establish ‘social responsibility’ concept within the Palestinian private sector, in order to support

initiatives and cultural/social development activities in the city.

A donor network in Jerusalem is set to be a partner in sustainable development programmes and in determining

implementation priorities within the strategic plan for East Jerusalem.

Direct foreign assistance through official Palestinian channels

Direct finance by donors

The private sector

Modes of coordination among donors

152

Maintain, activate and empower existing institutions in Jerusalem.

Enhance existing coalitions and sectorial networks, and promote new networks, if necessary.

Enhance and regulate voluntary work and actions of popular and community committees.

Establish relations with international organisations active in Jerusalem, through joint programme coordination, planning and implementation, in a way supports and enhances the Palestinian presence in Jerusalem.

Gather technical experience and knowledge.

Mode of civil society and private sector participation

The Palestinian CSOs and private sector will play a central role in implementing the strategic plan, which include a great array of institutions and networks, including national/international CSOs, charitable societies, academic institutions, research centres, youth clubs, social movements, religious institutions, unions, societies and professional federations. Participation of these organisations and the wider community in the implementation of the strategic plan and reaching general consensus/agreement there to is one of the basic elements that will ensure a national Palestinian attitude towards action in Jerusalem.

It is incredibly difficult to find one mode that fits all cases and institutions in order to ensure participation of stakeholders in the implementation of the strategic plan. Thus, it is important to establish platforms for dialogue and exchange of information and experience to facilitate implementation. In this context, a five-level strategy will be followed:

The Jerusalem Unit will coordinate the actions of different sectors, through promotion of joint action in the form of networks and federations to ensure continuous oversight and improvement to the development plan. Regular meetings will be held among different networks and federations of sectors and donors, as well as regular coordination with different official Palestinian entities.

153

1 2 3 4 5

Challenges

There are many sectorial interventions, programmes and projects that reflect the hopes of Palestinians in Jerusalem. However, these initiatives projects face the following challenges:

Multiple regulating

entities and development of interventions

without consolidated

vision.

Multiple plans and programmes implemented in

Jerusalem.

Inadequate mechanisms of

supervision, follow-up and

coordination for donor-funded projects andprogrammes.

Failure to set priorities, which

has dispersed effort and brought

duplication and repetition of work without tangible achievements.

Lack of a clear framework for

regular evaluation and updates,which reduces the capacity to modify policies

and strategies.

Follow-up and evaluation mechanisms

154

In order to facilitate the monitoring of these components, and in response to the need to provide tools that facilitate financial management and distribution and assess impact, the Office of the President has begun drafting a comprehensive plan for a geo-informatics platform. The concept is based on the evaluation of projects and their respective output against development indicators which the projects intend to realise, and their relation with the strategic plan’s indicators. Once established, the platform will help determine medium and long term development targets, help document operations, experience and knowledge, and provide feedback for regular updates and revisions of the plan.

The platform will be available to all relevant stakeholders and will ensure collection and analysis of necessary qualitative and quantitative information associated with inputs, activities, outputs, findings and impacts of the strategic plan. This will be complemented with specialised studies, researches and surveys to monitor internal and external changes to the development context. This information will be added to routine information that will be collected through field studies, where all stakeholders will be involved in the supervision and evaluation effort, in addition to feeding the platform with necessary information and data.

The following groups will benefit from the platform:

Group One

Palestinian decision- makers:

official Palestinian

entities:

Civil society organizations: Donors:

Group Two

Group Three

Group Four

Actual data and indicators that support decision-making will be

available.

They will be guided by outputs and findings of the platform, in order to develop their projects as per needs suggested by

the indicators.

The platform will provide information about international funds

available, with types and time periods, in order to help CSOs raise funds to

undertake activities within strategic plan.

The platform will provide adequate

information that helps donors determine their intervention priorities

and financing priorities, in agreement with

priorities of the local community in

Jerusalem.

155

Components of the platform are:

Projects management system:

Finance system:

Geo-informatics interactive system:

Includes the project life-cycle from the moment the finance application is filed, through evaluation as per development goals and indicators of the strategic plan, finance, follow-up, implementation and, finally, measurement of actual impact in relation to development indicators.

Includes direct finance based on the call for a project finance proposal, the project proposal process, project evaluation for finance and aggregate finance.

Links projects’ output to geographical areas on a level set by the strategic plan (e.g.: local entities), so that output (with respective indicators) will be compared against goals and indicators of the strategic plan for local entities. This will help reflect the impact of projects, so that decision-makers are able to determine gaps and needs. The system provides the existing basic values of development indicators and values, which the strategy intends to realise after five years.

In addition to statistical and display reports systems and user management (financers, implementers, beneficiaries), the diagram below shows what the display report of a development sector in geographical areas will look like according to values of national development indicators, which will help guide the finance of development and investment projects.

The second diagram shows the general framework of the geo-informatics interactive system.

156

157

Maps

158

159

160

161

162

163

164

165

166

167

168

169

170

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“It is necessary to embrace the people of Jerusalem and stand by them because the dangers that surround Jerusalem are greater than the capacity

of the people of Jerusalem. It is even greater than the capacity of the Palestinian people to bear the burden of confronting them. Jerusalem is an Arab, Muslim, Christian, and international issue. It will be the liberated

capital of the Palestinian people and the Palestinian state.”

H.E. Mr. President Mahmoud Abbas

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Sources/References

• Jerusalem Unit, the Strategic Sectorial Development Plan for East Jerusalem (2010-2013), President Office, 2010

• Palestinian Liberation Oranization. Secretariat of the PLO. Negotiation Affairs Department

• The Strategic Development Plan for Arab Jerusalem Development, the Palestinian Council for Development & Reconstruction ‘’PECDAR’, 2012

• UN Action Strategy in East Jerusalem: Integration of UN Action in Political Field, Human Rights & Human/Development Action, September 2016

• Strategic Plan (2014-2016), Welfare Association

• Strategic plan of the Ministry of Local Government

• Salem, Walid, 2017: Citizenship & Civil Peace in East Jerusalem, ACT for Studies & Alternative Problem-Solving Solutions

• Arafah, Noor, 2017: Identify Local Economic Resources – East Jerusalem, MASS Institute

• El-Qaddoumi, Suad, 2008: Conditions of Education in the Arab Jerusalem Schools, School Year 2007-2008, Palestinian Ministry of Education

• Saleh, Muhsen, 2016: Palestinian Strategic Report (2014-2015), Zaytouna Studies & Advisory Center

• UNESCO, 2014: Global Education for All Monitor Report, 2015

• Citizen Rights in Israel: East Jerusalem – Facts & Figures, 2017

• Ibrahim, Bilal, 2010: Israeli Settlements in the West Bank – Influence on Political Development, unpublished MA thesis, National

Najah University, Nablus, Palestine

• El-Astal, Kamal, 2005: Future of Jerusalem in Light of Israeli Policies & Procedures that Intend to Change Geographic & Demographic

Conditions of the City Post 1967, Gaza, el-Azhar University, http://info.wafa.ps/pdf/future_of_Jerusalem.pdf

• El-Juba’a, Nathmi, 2009: Jerusalem Targeted by Settlements& Excavations, Palestinian Studies Journal, 20 (79), 39-54

• Saleh, Muhsen, 2009, editor: Studies in Cultural Heritage of Jerusalem, Lebanon, Zaytouna Studies & Advisory Center

• Urgent Need for Housing in Jerusalem – Role Played by the Palestinian Housing Council, the Palestinian Housing Council, 2015

• Experience of the Palestinian Housing Council to Help Provide Affordable Housing, the Palestinian Housing Council, 2016

• Ministry of National Economy, National Plan, 2017

• Ministry of Health, Annual Health Report, the Palestinian Health Information Center, 2015

• Applied Research Institute – Jerusalem (AREEJ): Study of Communities & Development Needs in Jerusalem District, 2015

• Applied Research Institute – Jerusalem (AREEJ): Towards Sustainable Palestine, 2008

• Civil Coalition to Defend Palestinian Rights – East Jerusalem: Use Land & Planning Policies & Laws to Change Features of Palestinian Areas in Jerusalem, 2009

• B’Tselem, Israeli Human Rights Information Center in the Occupied Territories: Stealing Lands & Israeli Settlements Policy in the West Bank, 2002

183

• Sourani, Ghazi: Conditions of Industry & Commerce in the West Bank & Gaza Strip, 2006

• Palestinian Business Forum, Conditions of Industry Sector in Palestine, 2014

• Palestinian Economic Policies Studies & Researching Center (MAAS): Traditional Crafts in Jerusalem – Conditions & Means of Protection, 2012

• Abdul Fattah Nasrallah, Taher Awwad, Conditions of Industry Sector in Palestine, 2004

• Human Development Report, 2006, Human Development Indicators

• Palestinian Central Bureau of Statistics, 2016: Education Sector Environment Survey

• Palestinian Central Bureau of Statistics, 2016: Jerusalem Book of Statistics – Workforce Survey, Ramallah, Palestine

• Palestinian Central Bureau of Statistics, Jerusalem Year Book of Statistics, 2016

• Palestinian Central Bureau of Statistics, Palestine Year Book of Statistics, 2014

• Palestinian Central Bureau of Statistics, Statistical Indicators Guide, 2016

• Palestinian Central Bureau of Statistics, Subsidiary Tourism Accounts, 2016

• UNDP, Arab Human Development Report (2009): Human Security Challenges in Arab States, 2009

English:

• East Jerusalem- Housing Review, International Peace and Cooperation Center, 2013.

• East Jerusalem- Key Humanitarian Concerns, Special Focus 2011, UN-OCHA.

• Legal needs in East Jerusalem study.UNDP.2016.

• Core List of ICT Indicators, Partnership on measuring ICT for development, March 2016

• “Millennium Development Goals” (accessed via www.undp.org)

184

Sector Margins

Education• (1+2+3+5)PCBS, follow up and evaluation system based on findings of strategic plan III (2014-2019), Jerusalem Year Book, Ramallah, 2016, p. 87,

p.87, p.81, p.87• (4) Citizens Rights Association in Israel: East Jerusalem – Facts & Figures, 2017, p.3• (6) Citizens Rights Association in Israel: East Jerusalem – Facts & Figures, 2017, p.4• (7) Ministry of Education, follow up and evaluation system based on the findings of strategic plan III (2014-2019), annual report 2015, Ramallah, 2016, p. 87

Culture• (1) Jerusalem Year Book of Statistics (2017), June 2017, culture sector, p.19.• (2)Palestinian Central Bureau of Statistics, 2018, culture statistics database (2017), Ramallah, Palestine (unpublished data)• (3+4+5) Amer Khalil, Culture Sector in East Jerusalem, Special Report• (6+7) Jerusalem Year Book of Statistics (2017), June 2017, culture sector, p98.• (8) Arab Chamber of Commerce & Industry, Jerusalem, 2017, special report.• (9) Islamic Waqf Council in Jerusalem, September 2017, Jordanian Ministry of Waqf• (10) Jerusalem Year Book of Statistics (2017), June 2017, culture sector, p.98• (11) Palestinian Central Bureau of Statistics, 2018, culture statistics database (2017), Ramallah, Palestine (unpublished data)• (12) Arab Chamber of Commerce & Industry, Jerusalem, 2017, special report Social Welfare• (1)Legal needs in East Jerusalem study(UNDP)P14.• (2) Qiri, Yusuf (officer in charitable foundations association in Jerusalem), phone call, February 2018• (3)Abu Mufreh (general manager, social affairs department, Jerusalem district), Mohammed, phone call, February 2018• (4+5+6+7)Palestinian Central Bureau of Statistics, Jerusalem Year Book of Statistics (2017), June 2017, p.41, p.43, p.30, p.30• (8) Ministry of Education, follow-up and assessment system based on strategic plan III (2014-2019) / annual report, 2015, Ramallah, 2016, p.89• (9+10)Palestinian Central Bureau of Statistics, Palestinian workforce survey, 2016, p.60• (11-12-13)Palestinian Central Bureau of Statistics, Jerusalem Year Book of Statistics (2017), June 2017, p.68• (14) Ministry of Jerusalem Affairs, annual report, 2017

Youth in Jerusalem• (1+2) Abu Gharbeih, Mutasem, general manager, High Youth & Sport Council (central), special report, 2018• (3+4) Palestinian Central Bureau of Statistics, 2018, Palestinian workforce survey, 2016, p.60• (5) Information from the UN Office for Coordination of Human Affairs, special data, 2018• (6) Information from the UN Office for Coordination of Human Affairs, special data, 2018• UNOCHA oPt - Protection of Civilians Database, Palestinian Casualties in East Jerusalem and the Rest of Jerusalem Governorate, 2016 and 2017, Special Report.• (7) Abu Gharbeih, Mutasem, general manager, High Youth & Sport Council (central), special report, 2018 Health• (1+2+3) Palestinian Central Bureau of Statistics, Jerusalem Year Book of Statistics (2017), June 2017, p.49• (4+5) Palestinian Central Bureau of Statistics, Jerusalem Year Book of Statistics (2017), June 2017, p.50• (6) Palestinian Central Bureau of Statistics, Jerusalem Year Book of Statistics (2017), June 2017, p.49• (7+8) Palestinian Central Bureau of Statistics, Jerusalem Year Book of Statistics (2017), June 2017, p.51, p.52• (9) Palestinian Central Bureau of Statistics, Jerusalem Year Book of Statistics (2017), June 2017, p.49• (10) Palestinian Red Crescent Society, Jerusalem branch Citizenship, Civil Peace & Rule of Law• (1)UNDP Legal needs in east Jerusalem study,2016,p.8.• (2) UNDP Legal needs in east Jerusalem study, 2016, p. 20.• (3) UNDP Legal needs in east Jerusalem study, 2016, P.10.• (4) UN Action Strategy in Jerusalem, integration of UN action in politics, human rights and humanitarian/development action, September 2016, p.12.• (5)Ministry of Jerusalem Affairs, annual report, 2017, special report.• (6) Ministry of Jerusalem Affairs, annual report, 2017, special report.• (7+8+9) Norwegian Refugee Council, ‘assistance, advisory & legal issues’ data, special report• (10) Ministry of Jerusalem Affairs, annual report, 2017, special report.

Economy• (1+2+3) Arab Chamber of Commerce & Industry, Jerusalem, special report• (4) Palestinian Central Bureau of Statistics, Jerusalem Year Book of Statistics (2017), June 2017, p.60• (5+6) Palestinian Central Bureau of Statistics, Jerusalem Year Book of Statistics (2017), June 2017, p.64• (7+8+9) Arafah, Noor, 2017: Identify Local Economic Resources – East Jerusalem, MASS Institute, p.36• (10+11) Arafah, Noor, 2017: Identify Local Economic Resources – East Jerusalem, MASS Institute, p.38• (12) Palestinian Central Bureau of Statistics, Jerusalem Year Book of Statistics (2017), June 2017, p.62• (13) Arab Chamber of Commerce & Industry, Jerusalem, special report

185

Housing• (1+2) UNOCHA Demolitions and Displacement Database: Demolition, sealing, and/or confiscation incidents carried out due to lack of building

permits or for punitive reasons, Special Report.• (3+4) UNOCHA Demolitions and Displacement Database: Types of Demolished Structures, Special Report.• (5+6+7) Ministry of Jerusalem Affairs, annual report, 2017, special report• (8) UN Action Strategy in Jerusalem, integration of UN action in politics, human rights and humanitarian/development action, September 2016• (9) Palestinian Central Bureau of Statistics, Jerusalem Year Book of Statistics (2017), June 2017, p.149• (10+11) Arafah, Noor, 2017: Identify Local Economic Resources – East Jerusalem, MASS Institute, p.36 .• (12) Arab Chamber of Commerce & Industry, Jerusalem, special report.• (13) Presidency office. Jerusalem unit. Special Report.

Agriculture• (1-13) Ministry of Agriculture, Statistics &Information Dept. special report.

Tourism• (1)Saadeh, Raed, head of tourism gathering of Jerusalem, special report• (2) Palestinian Central Bureau of Statistics, the ‘numbers of institutions & staff, & key economic indicators of Jerusalem district (J1) as per economic

activity’ report, 2016, p.8• (3)Palestinian Central Bureau of Statistics, Jerusalem Year Book of Statistics (2017), June 2017, p.157• (4)Union of Arab Tourist Guides, special report• (5) Saadeh, Raed, head of tourism gathering of Jerusalem, special report• (6) Statement by head of ‘Holy Land Incoming Tourism’, special report• (7+8) Saadeh, Raed, head of tourism gathering of Jerusalem, special report

Environment• (1) Ministry of Environment, special report• (2) Ministry of Jerusalem Affairs, annual report, 2017, special report• (3) Palestinian Central Bureau of Statistics, the ‘numbers of institutions, staff, & key economic indicators of Jerusalem district (J1) as per economic

activity’ report, 2016, p.8• (4+7) Palestinian Central Bureau of Statistics, Jerusalem Year Book of Statistics (2017), June 2017, p.112, p.113, p.114• (8) Musa, Nael, Separation Wall & Settlements Commission, special report• (9+10) Palestinian Central Bureau of Statistics, Jerusalem Year Book of Statistics (2017), June 2017, p.112• (11) Palestinian Central Bureau of Statistics, Jerusalem Year Book of Statistics (2017), June 2016, p.57

Information• (1) Ministry of Information, press office, special report• (2) Ministry of Information, press office, special report• (3) Palestine Journalists Union, special report• (4+5+6) Ipoke Co., annual report of Social Palestine (2017), p.10, p.12, p.14, p.30• http://ipoke.co/SocialMediaOnPalestine2017.pdf• (7) Ministry of Information, press office, special report Urban Development & Local Government• (1) UNDP.legal needs in east Jerusalem study.2016.P21.• (2) UNDP.legal needs in east Jerusalem study.2016.P20.• (3) UNDP.legal needs in east Jerusalem study.2016.P22.• (4)Musa, Nael, Separation Wall & Settlements’ Commission, special report• (5+6+7)Negotiations Affairs Dept, special report• (8) Governorate Of Jerusalem. special report.• (9) UN Action Strategy in Jerusalem, integration of UN action in politics, human rights and humanitarian/development action, September 2016.

Gender

• (1) Palestinian Central Bureau of Statistics, Palestinian workforce survey, 2016, p.60• (2) Palestinian Central Bureau of Statistics, workforce database, 2016-2017, Ramallah, Palestine• (3) Situation of & assistance to Palestinian women -Report of the Secretary-General-UN p.12-17• (4) Situation of &assistance to Palestinian women-Report of the Secretary-General- UN p.12-17• (5) Arab Chamber of Commerce & Industry, Jerusalem, special report.• (6) Palestinian Central Bureau of Statistics, Jerusalem Year Book of Statistics (2017), June 2017, p.32 Information Technology• (1+2+3) ALQUDS University, Faculty of Technology, 2018• (4-9) Nayzak Foundation, special report

186

1 See: PASSIA: ‘Education in Jerusalem, 2016’.

2 See: PCHR, Education Denied: Israel’s systematic Violation of Palestinian Children’s Right to Education, 2011, available from: http://www.right-to-education.

org/sites/right-to-education.org/files/resource-attachments/PCHR_Education_Denied_2011.pdf

3 Fourth Geneva Convention, Article 50, available from: https://ihl-databases.icrc.org/ihl/WebART/380-600057?OpenDocument

4 See: Office of the President, The Strategic Sectorial Development Plan of Jerusalem, 2010, -.38

5 See: Ministry of Education, annual report, 2015, p.81

6 See: PCBS, Jerusalem Year Book.p.82



9 See: PCBS, 2018, Culture statistics database (2017), Ramallah, Palestine (unpublished data)

10 Mutasem Abu Gharbeih: ‘Sport Clubs in Jerusalem District’, special report

11 See: Amer Khalil, special report: ‘Yabous Theater & National-Hakawati Theater (technically equipped)’

12 See: PCBS, Jerusalem Year Book 2017, p.90

13 See: AmerKhalil, manager of the National Theater, special report: ‘el-Ansari Library, el-Khalidi Library, ALQUDS University Library, Central Library’

14 PCBS, 2015

15 See: PCBS, 2018: ‘Family Spending & Consumption Survey - 2011’, Ramallah, Palestine. Unpublished data. It should be mentioned that the poverty line of

2011 was –according to national poverty methodology- 2293 NIS per month for a 5-member family (2 adults, 3 children), which does not show actual poverty

rate in the Jerusalem district as it has a different economy and higher prices than rest of the Palestinian territories.

16 See: PCBS, 2018: Workforce Survey Database, 2017, Ramallah, Palestine (unpublished data)

17 See: Jerusalem Year Book, p.55

18 See: Jerusalem Year Book, p.55

19 See: Citizen Rights Society, East Jerusalem Report, 2017

20 See: UN Action Strategy in East Jerusalem, September 2016, p.8

21 See: Mohammed Abu Mufreh, director of Jerusalem social affairs department, special report

22 http://pdf.usaid.gov/pdf_docs/Pnacy483.pdf

23 See: PCBS. Jerusalem Year Book2017, p.31

24 See: PCBS. Jerusalem Year Book 2017 , p.52.

25 See: UN Action Strategy in East Jerusalem, September 2016, p.10

26 See: PCBS, annual report, 2016, link (table 17, table 18, p.68-73): http://www.pcbs.gov.ps/Downloads/book2266.pdf

27 See: PCBS, annual report, 2016, link (table 1): http://www.pcbs.gov.ps/Downloads/book2266.pdf

28 See: PCBS, Jerusalem Year Book 2017.

29 See: PCBS, Jerusalem Year Book 2016.

30 See: PCBS .Conditions of Palestinian in Jerusalem, 2016,

31 See: PCBS Jerusalem Year Book, 2017, p.60

32 See: Jerusalem Year Book, 2017, p.132

33 See: PCBS, subsidiary tourism accounts, 2016, p.33

34 See: PCBS . Palestinian Labor Force Survey. Annual report.2016.

35 See: UN Integrated Framework of Palestine.2016.

36 See:PCBS, Jerusalem Year Book 2017, p.132

37 See: PCBS, Jerusalem Year Book 2017, p.105

38 See: Separation Wall & Settlements Commission: ‘Settlements built on Jerusalem District Lands’, special report, 2018

39 See: The Monthly Humanitarian Bulletin | December 2017: https://www.ochaopt.org/content/high-numbers-demolitions-ongoing-threats-demolition-pal-

estinian-residents-east-jerusalem

40 See: Negotiations Affairs Dept., special report: ‘Israeli Policies in Occupied Jerusalem’, 2017

41 Amidst Palestinian and international outcry, most of the Shepherd Hotel was demolished on January 9, 2011 by Israeli authorities, which marked an unprec-

edented action.

42 See: Ministry of Local Government, special report on Jerusalem District, 2017

43 Negotiations Affairs Dept., special report: ‘Israeli Policies in Occupied Jerusalem’, 2017

44 PCBS, Jerusalem Year Book 2017, p.95

Footnote

Documents

STRATEGIC SECTORIAL DEVELOPMENT PLAN FOR JERUSALEM