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UNDP/PAPP
Mid – Term Strategic Framework
2008 - 2011
ا�طار االستراتيجيمتوسط المدى
لبرنامج ا�مم المتحدة ا�نمائي / برنامج مساعدة الشعب الفلسطيني
2011 - 2008
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UNDP is the UN’s development
network, advocating for change and
connecting countries to knowledge,
experience, and resources to help
people build a better life.
For more information,
please contact:
P.O.Box 51359 Jerusalem
Tel: 02 6268200
Fax: 02 6268222
www.undp.ps
photography:
Steve Sabella , George Azar
Design and Printing:
Al Nasher Advertising
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The United Nations Development Programme/Programme of Assistance to the Palestinian People is a leading and responsive development agency working together with the Palestinian people to fulfil their vision of a peaceful, sustainable, and equitable society by promoting democratic governance, human development, human security, and livelihoods.”
This will be achieved by:
Promoting sustainable livelihoods, economic recovery and self-reliance █through: a) broad-based human development and promotion of the achieve-ment of the MDGs, b) improving essential infrastructure for economic and social development, and c) enhancing equitable economic development;
Enhancing the development of efficient and accountable institutions █through strengthening a) inclusive participation and b) responsive govern-ing institutions.
Key cross-cutting dimensions such as capacity development, gender, environmental sustainability, and crisis sensitivity will be addressed in all programmatic endeavours.
The United Nations Development Programme/Programme of Assistance to the Palestinian People has tailored its mid-term strategic framework in alignment with the evolving and complex demands facing the oPt. It has taken stock of the socio-economic, political conditions and mid-term challenges, and has designed its interventions in response to the ever-changing environment.
In doing so, UNDP/PAPP will capitalize on its existing strengths and draw upon UNDP’s global mandate to maximize the impact of its interventions, in alignment with the PRDP.
For the United Nations Development Programme
Programme of Assistance to the Palestinian People
Mr. Jens Toyberg-Frandzen
Special Representative of the Administrator
08.07.2008
For the Palestinian Ministry
of Planning
H.E. Dr. Samir Abdullah
Minster of Planning
08.07.2008
United Nations Development ProgrammeProgramme of Assistance to the Palestinian People
Ministry of Planning
mme of Assistance to the Palestinian
Mr. Jens Toyberg-Fggg randzen
of Planning
H.EEEEE. Dr. Samir Abdullllll ah
2
AHLC Ad-Hoc Liaison Committee BDP Bureau for Development PolicyBOD Biological Oxygen DemandCD Capacity DevelopmentCDA Conflict Development AnalysisCEC Central Elections CommissionCOD Chemical Oxygen DemandCSOs Civil Society OrganizationsDEX Direct Execution ModalityEC European CommissionEU European UnionGDP Gross Domestic ProductGS Gaza StripICJ International Court of JusticeICT Information Communication Technology IDB Islamic Development BankILO International Labor OrganizationIMF International Monetary FundLGUs Local Government UnitsMDGs Millennium Development GoalsMFIs Macro Finance InstitutionsMOLG Ministry of Local Government NGOs Non Governmental OrganizationsOECD Organization for Economic Cooperation and DevelopmentoPt occupied Palestinian territoryPA Palestinian AuthorityPCBS Palestinian Central Bureau of StatisticsPHDR Palestinian Human Development ReportPLC Palestinian Legislative CouncilPRDP Palestinian Reform and Development PlanQ & A Questions and AnswersSMEs Small Medium EnterprisesSTDs Sexually Transmitted Diseases TOKTEN Transfer of Knowledge through Expatriate NationalsTRAC Target for Resource Assignment from the CoreUN United NationsUNCTAD United Nations Conference on Trade and DevelopmentUNDP/PAPP United Nations Development Programme/ Programme of
Assistance to the Palestinian PeopleUNV United Nations VolunteersUSAID United States Agency for International DevelopmentVTC Vocational Training Centers
WB West Bank
Acronyms and Abbreviations
Table Of Content
Foreword .................................................................................................................................... 4
Background ................................................................................................................................ 6
I. Situation Analysis .................................................................................................................... 8
- Political Overview ............................................................................................................. 9
- Socio-Economic Background ........................................................................................... 10
II. Lessons Learned ................................................................................................................... 16
III. Trends and Challenges ......................................................................................................... 18
IV. The Way Forward: UNDP/PAPP Assistance Mid-Term Strategic Framework and Approach ... 21
- Vision Statement ............................................................................................................. 22
- Goals, Objectives and Strategic Targets ............................................................................ 23
V. Objective 1: Promoting Sustainable Livelihoods, Economic Recovery and Self-Reliance ....... 25
VI. Objective 2: Enhancing the Development of Efficient and Accountable Institutions ............ 30
VII. Financing Partnerships....................................................................................................... 36
VIII. Annexes ............................................................................................................................ 38
4
Foreword
5
Foreword
The occupied Palestinian territory (oPt) is a complex environment in which its people are striving for statehood, peace, self-reliance, human security, and dignity. Despite efforts to deliver humanitarian assistance, the on-going conflict, occupation, and political uncertainty continue to have a harsh impact on its people. In recent years the economy has declined, poverty has risen, opportunities for employment have diminished, and state capacities have deteriorated. More than ever, ordinary Palestinians struggle to reach places of work and learning, medical facilities and other crucial services, while the movement of goods to markets is also severely curtailed. New problems have also arisen, such as the political, economic and social dislocation between the West Bank and Gaza Strip, and those working to support the oPt with development, relief and recovery, includinglong-term efforts to reach the Millennium Development Goals - face an ever-changing set of challenges.
In this context, UNDP/PAPP has recognized the need for an updated and more responsive approach. As part of the process of developing a new strategic framework, valuable consultations were held with the PA, donors, sister UN agencies and members of Palestinian civil society. Through a series of household surveys, UNDP/PAPP has also gained new insights into the situation on the ground concerning poverty, unemployment and the population’s coping strategies. An analysis of these perspectives has helped us plan for the period ahead.
In the coming years, UNDP/PAPP will continue to support all efforts for peace as a pre-condition for human development; we hope that current initiatives now underway are successful. The organisation will also continue to work closely with the PA, civil society, donors, UN agencies, and other partners. Support will be provided to the oPt for essential infrastructure development. At the same time, the organisation will draw on its corporate knowledge to build sustainable institutions in the areas of democratic governance, human security, poverty alleviation, and sustainable livelihoods. UNDP/PAPP will also support the oPt in improving access to social services, in becoming self-reliant and in carrying out reforms and investments that prioritize the removal of obstacles that prevent the citizens, particularly the poor, from realizing their full potential.
I would like to take this opportunity to acknowledge and thank those who have contributed to UNDP/PAPP’s Mid-Term Strategic Framework for2008 – 2011.
Jens Toyberg-Frandzen
Special Representative of the Administrator
Jerusalem, March 2008
6
Background
7
Background
UNDP/PAPP was established via a UN General Assembly Resolution (33/147) on 20 December 1978. It called upon the United Nations Development Programme, in consultation with specialized agencies and other organizations within the United Nations to intensify its efforts: ‘To improve the economic and social conditions of the Palestinian people by identifying their social and economic needs and by establishing concrete projects to that end’.1
Although the environment in which UNDP/PAPP works now has changed, the fragility of Palestinian institutions and the vulnerability of its people in relation to unemployment and poverty, highlights that the mandate is as relevant today as it was when it was first established in 1978.
In line with its mandate, UNDP/PAPP continues to play an important role in supporting socio-economic development in the occupied Palestinian territory (oPt)2. Since the establishment of the Palestinian Authority in 1994, UNDP/PAPP, in partnership with public, private institutions, civil society and donors, has invested over US$700 million3 in support of the Palestinian people to:
Improve service delivery and █
1 Refer to Annex 1: General Assembly 33 /147
resolution
2 Hereafter referred to as oPt. The territory is
comprised of the Gaza Strip, West Bank & East
Jerusalem (refer to UN/SCR 242)
3 UNDP/PAPP will aim to reach its pre 2006
average delivery levels of US$65.5 million and
total donor contribution of over US$145 million
as in 2006
accessibility via the development of basic infrastructure (roads, bridges, power networks, schools, hospitals, shelters, cultural and recreational infrastructure and small-scale community buildings);Enhance rural and urban pro- █ductivity and the restoration of livelihoods;Contribute to community develop- █ment;Develop policies, strategies, norma- █tive frameworks and systems to improve the capacity of govern-ment institutions and civil society to deliver essential services;Provide support for income gen- █eration, natural resources and environmental management, good governance, overall poverty reduc-tion and related advisory services;Contribute to the development of █flagship reports, most notably the Palestinian Human Development Report, the Palestinian Millennium Development Goals (MDG) report and poverty assessments.
In the future, UNDP/PAPP will uphold its mandate to the Palestinian people by exploring new approaches, and drawing on its corporate capacities and strategic partnerships. It will focus on democratic governance and poverty alleviation interventions that will support the ongoing efforts of the PA in implementing the mid -term Reform and Development Plan (PRDP).
ibilit i th d l t f
8
Situation Analysis- Political Overview
- Socio-economic Background
I.
9
Situation Analysis4
Political Overview
An in-depth understanding of the humanitarian and developmental challenges ahead warrants an overview of some of the defining political developments.
Over four decades have elapsed since the start of the Israeli occupation of the West Bank and the Gaza Strip. The year 2008 also marks 21 years since the first Intifada, a spontaneous popular uprising that led to the international negotiations leading up to the Oslo Peace Accords in 1993.
Final status negotiations on key issues such as Palestinian refugees, Israeli settlements in the oPt, the status of Jerusalem, shared water resources and final borders resumed and subsequently failed, despite intensive international interventions.
On 28 September 2000, the second Intifada broke out and the failure of the Oslo Accords ensued. As a result, the conflict escalated to unprecedented levels. The closure policies combined with major and often prolonged Israeli military incursions into the oPt devastated the Palestinian economy and livelihoods.
Several initiatives to end the conflict failed, and with the passage of time, the potential for the future viability of a Palestinian state gradually eroded with the continuation of the
4 The information provided in the situational analysis establishes
a baseline of the situation in the oPt at the time of the
conception of the UNDP/PAPP strategic framework. This will
allow measuring change and impact as a result of UNDP/PAPP’s
strategic framework implementation
occupation. The construction of the steel and concrete separation wall in the West Bank, which began in April 2002, became a major factor contributing to the deterioration of Palestinian life. Despite an advisory opinion from the International Court of Justice (ICJ), and a 2005 UN General Assembly resolution declaring the barrier illegal and calling on Israel to dismantle it, construction continues.
Following the election of Mr. Mahmoud Abbas as President of the PA on 9 January 2005, there seemed to be a window of opportunity for improved Palestinian-Israeli relations. Israel’s Prime Minister Ariel Sharon announced a “Disengagement Plan” from the Gaza Strip and four small settlements in the West Bank, and a mutual cease-fire was also agreed to, but never really took hold in practice. By autumn 2005, Israel unilaterally redeployed from the Gaza Strip, although it maintained control over border and crossing points.
When Hamas won the Palestinian Legislative Council (PLC) elections and formed a government in March 2006, both Israel and the Quartet (the UN, EU, US, and Russia) ruled out talks and assistance to the new PA government, unless it were to renounce violence, recognise Israel, and respect existing peace agreements with Israel. AsHamas refused to oblige, the inter-national aid and diplomatic boycott of the PA combined with Israel’s withholding of tax revenues collected on behalf of the PA, crippled the already strained PA in its ability to provide basic services, while, in addition, most developmental and capacity building initiatives were put on hold.
10
By March 2007, a national unity government was formed, but failed to either lift the international sanctions or contain factional infighting and bloodshed. In June 2007, Hamas ousted Fatah from the Gaza Strip and President Abbas proceeded with the establishment of the West Bank-based emergency government.
The emergency government has meanwhile been replaced by a West Bank-based caretaker government, headed by Prime Minister Salaam Fayyad. As a result, Israel released part of the withheld tax revenues, and the international community lifted its aid and diplomatic boycott.
The de facto authorities in the Gaza Strip, however, remain ignored and isolated. The Gaza Strip is economically strangled as a result of a strict closure regime that drastically curtails the movement of people and prohibits exports, and allows only the bare minimum of humanitarian aid.
Socio-economic
Background
The impact of political developments, whether Palestinian-Israeli or inter-Palestinian, on the socio-economic conditions of the Palestinian population in the oPt has been immense. These developments have replaced the optimism on the potential of the Palestinian economy with a prevailing scepticism toward the possibility of developing a sustainable Palestinian economy.
An economy in decline
The Oslo era (1993-2000) heralded a period of economic growth and optimism about a viable development of the Palestinian economy. However, the second Intifada triggered a set of conditions, specifically the strict closure regime imposed both around and within the oPt, severely impeding the movement of people and goods, with a corresponding detrimental impact on security and investor confidence. Furthermore, the modest recovery and positive growth rates that the Palestinian economy experienced between 2003-2005 was once more reversed into decline with negative growth rates because of the financial and diplomatic boycott of the PA and Israel’s withholding of tax clearances for the PA shortly after the Hamas parliamentary election victory in January 2006.
This economic decline resulted in a heightened PA budget deficit of over US$1 billion, and a considerable drop in government resources and expenditures, which increasingly undermined the PA’s ability to provide
“Over 100,000 jobs
have been lost in the
private sector in Gaza,
95% of the industries
have been shut down
and what remains is
functioning at below
normal capacity”
11
basic services to the Palestinians. In addition, the PA was unable to pay the salaries of some 164,000 employees on its payroll, supportive of approximately 1.3 million dependents.
The closures in the past 20 months, especially around the Gaza Strip, have increased the importation of mostly Israeli finished products rather than of materials that would otherwise have stimulated private sector and industrial activity in the oPt, and this by curtailing any further decline in exports of Palestinian services and goods.5 Consequently, industrial capacities are depleted and consumption rather than exports have become the key source of economic growth,6 while the Palestinian isolation from regional and world markets is no longer a mere risk, but an established reality. This development is reflected in the drop of average per capita GDP to 40% below its 1999 level7.
The recent dramatic increase in Israeli closures and the tight restriction on imports and exports imposed after the
5 IMF – The World Bank West Bank and Gaza, “Economic
Developments in 2006 – A First Assessment”, March 2007
6 UNCTAD, “Report on UNCTAD assistance to the Palestinian
people”, 11 July 2007
7 IMF –“Macro economic and fiscal Developments in the West
Bank and Gaza”, AHLC Meeting, 24 September 2007
Hamas takeover of the Gaza Strip has resulted in a devastating deterioration in personal livelihood during the last quarter of 2007. According to the Palestinian Federation of Industries, over 100,000 jobs have been lost in the private sector in Gaza, 95% of the industries have been shut down and what remains is functioning at below normal capacity. The protraction of this situation has led to the collapse of the private sector.
Economic decline would have been much worse had it not been for the larger-than-expected inflow of humanitarian assistance and private remittances.8 In 2006, external assistance reached US$750 million, and although not given directly to the PA but rather through alternative channels, this amounted to double the assistance that was provided in 2005. In the first half of 2007, US$ 450 million of assistance has already been provided, while the PA forecasts an annual need of US$1.62 billion in external support to be able to close its fiscal gap.9 In an attempt to cushion the hardship of the population, the vast majority of external assistance delivered in the past years was directed towards humanitarian assistance at the expense of the much needed development assistance to strengthen the capacity of the PA. The establishment of the caretaker government provides an opportunity to re-start developmental initiatives in the West Bank, while under the current political realities; international support to the Gaza Strip will continue to be confined to mostly humanitarian assistance.
8 IMF – The World Bank West Bank and Gaza, “Economic
Developments in 2006 – A First Assessment”, March 2007
9 The World Bank, “Two Years after London: Restarting Palestinian
Economic Recovery”, Economic Monitoring Report to the Ad
Hoc Liaison Committee, 24 September 2007
inquPaovthinwnothth
Ec
12
Labour market in crises
Unemployment rates in the oPt have been persistently high since the start of the second Intifada in September 2000, with an increase in unemployment from 14.1% in 2000 to 23.6% in 200610. The general decline of the Palestinian economy and the difficulties experienced by the private sector has negatively impacted the labour market with a subsequent loss in productive job opportunities. Restrictions in movement and access, both internally in the oPt and to the labour market in Israel, have added further obstacles for workers to access job, or business opportunities that may be available outside their immediate area of residence. Specifically, the oPt has traditionally relied on employment in Israel. At its peak during 1999, 25.9% of the work force in the West Bank and 11.0% of the work force in Gaza were employed in Israel or in Israeli settlements. In contrast, the corresponding figures for the second quarter of 2007 were 12.9 % (West Bank) and 0 % (Gaza).
The unemployment rate has increased more drastically in the Gaza Strip (from
10 ILO standard, Palestinian Central Bureau of Statistics (PCBS),
Labour Force Survey, April-June 2007, Press Conference 7
August 2007
18.7% in 2000 to 34.8% in 2006) than in the West Bank (from 12.1% in 2000 to 18.6% in 2006). By the third quarter of 2007, the average unemployment rate in the oPt reached 23.2%, (32.9% in the Gaza Strip and 18.6% in the West Bank, respectively).11 Although the first half of 2007 shows a slight reduction in unemployment, this should not be seen as an indication that the Palestinian economy and its labour market are on the road to recovery. Rather, the reduced unemployment rate is indicative of a gradual adjustment of the labour market to the prevailing and evolving conditions in the oPt, where an already inflated public sector as well as the agriculture sector have served as shock-absorbers. Furthermore, those employment figures do not take into account the number of discouraged workers, who are no longer actively seeking employment. If those are included, the average unemployment rate in the oPt would reach 29.1% in the third quarter of 2007: 25.2% in the West Bank and 37.6% in the Gaza Strip.12
The service sector (education, health, public administration) has been the main provider of new employment opportunities since the second Intifada. This has happened in parallel to a loss of job opportunities in other sectors, e.g. construction and manufacturing (areas particularly capable of absorbing unskilled workers in Israel). During the third quarter of 2007, the service sector employed 35.2% of the employed (28.6% in the West Bank and 40.2% in Gaza)13. The
11 IBID
12 ILO relaxed definition, Palestinian Central Bureau of Statistics
(PCBS), Labour Force Survey, April-June 2007, Press Conference
7 August 2007
13 PCBS, Palestinian Central Bureau of Statistics (PCBS), Labour
Force Survey, April-June 2007, Press Conference 7 August 2007
18in toof ratin Bahain bePam
13
expansion of the PA is the main reason behind this increase. During that same quarter, 22.3% of the employed were PA employees, compared to an average of 17.4% on the eve of the Intifada. However, PA employees themselves have been hit hard by the fiscal crises of the PA, and most of them have been only partially and/or irregularly paid since March 2006.
The Palestinian population continues to grow rapidly at a rate of 3.3% per year. The population is predominantly young, with 46% aged 14 years and below14. This is reflected in the labour force, which grew at 5.4% in 200615. Not surprisingly, young people are the hardest hit by unemployment: 40.2% of 20-24 year old have no job (33.7% in the West Bank and 52.0% in Gaza) and 36.2% of those aged 15-19 (29.3% in the West Bank and 53.8% in Gaza). Among the youth, women in the age group 20-24 are the worst off, with an unemployment rate of 56.4% (compared to 36.5% for men in the same age group). If educational
14 PCBS: «Demographic and socio-economic status of the
Palestinian people at the end of 2006», December 2006
15 ILO: The situation of workers of the occupied Arab territories,
May 2007
levels are considered, the highest unemployment rates are found among women with 13 years of schooling and above (38.1% unemployed), whereas for men in this category it is the lowest at 18.1%16. Obviously, the inability of the labour market to offer young people decent employment opportunities and prospects for the future is a severe impediment, which, if unaddressed, is bound to affect the long-term social and economic development in the oPt, especially if the current imposed restrictions on movement and access by the occupying entity continue.
With respect to gender impacts, female participation in the oPt labour market is among the lowest in the world at 15.7% (17.9% in West Bank and 11.5% in Gaza). As a comparison, the average for the Middle East and North Africa region is 29% and the world average 52%17. In addition, the Palestinian labour market is highly gender segregated. Women workers are mainly concentrated in the service and agriculture sectors, which account for 44.9% and 37.4%, respectively, of the working women. There are also gender-linked differences in the nature of the work performed, which leave women more disadvantaged than men: 35.6% of women work as unpaid family members, whereas only 7.4% of men do so. Further, 13.2% are self-employed as against 25.8% of the men; almost 60% of working men are in waged employment as against 48% of women; and 5.1% of men are employers versus only 0.5% of women.18.
16 IBID
17 ILO, Global employment trends for women, March 2007
18 PCBS ILO standards, Palestinian Central Bureau of Statistics
(PCBS), Labour Force Survey, July-September 2007, Press
Conference 7 November 2007
“The average
unemployment rate
in the oPt reached
23.2% by the third
quarter 2007 (32.9%
in the Gaza Strip and
18.6% in the West Bank,
respectively)”
14
The importance of employment for the Palestinian population was further confirmed in the May 2007 large-scale surveys conducted for UNDP/PAPP: 42% of those surveyed consider employment the most important community need, even above such community needs as law and order, poverty alleviation, infrastructure, and general sanitation. At the household survey level as well, employment came in as a top priority (at 35%), ranked in importance well over food, health, education, water, and housing.19
Increasing poverty
Overall, the objective income poverty trends in the oPt are negative and happen in response to changing circumstances on the ground. More Palestinians have become poor, their poverty is deeper and yet more people are now at risk of falling into poverty. Surveys conducted for UNDP/PAPP in May 2007 indicate that 58% of Palestinians live below the poverty line, and about half of these, 30%, live in extreme poverty. Furthermore, about 9.4% of the average-sized Palestinian households, which are technically above the poverty line (a monthly income of about US$500 to US$750), are now at high risk of falling into poverty, if the current socio-economic conditions continue.20
In terms of the negative income poverty trend, the percentage of households below the poverty line rose from 50% in March 2006 to 60% in August 2007, with intervening peaks of
19 “Unemployment in the occupied Palestinian territory, 2007”,
Development Times, Issue No. 2, to be published
20 “Unemployment in the occupied Palestinian territory, 2007”,
Development Times, Issue No. 2, to be published. Issue No. 1,
July 2007
income poverty of as much as 68% as measured in November 2006. Poverty in the Gaza Strip is more pronounced, at 71% of poor households in August 2007, up from 52% in March 2006. In the West Bank, the share of poor households over the same period of time at first glance appears to have remained essentially stable, moving from 49% to 51%; but these figures hide regular peaks of income poverty to over 60% during this time.21 Although income poverty plagues the Gaza Strip more than the West Bank, some governorates in the northern West Bank, such as Toubas, Salfit, Tulkarem and Qalqilya suffer poverty rates similar to the Gaza Strip, where poverty is most prevalent and severe in the governorates of Khan Younis and North Gaza.22 Persistent high poverty rates have forced many households to rely on coping mechanisms such as drawing upon other resources than the main household income. However, underscoring the severity of poverty in the oPt, nearly 40% of Palestinians no longer have these alternative means of coping with hardship.23
21 The Poverty Monitor and Monthly Survey Pulses on:
http://www. neareastconsulting.com
22 “Poverty in the occupied Palestinian territory, 2007”,
Development Times, Issue No. 1, July 2007
23 Idem
15
Social dimensions of
Palestinian society
The oPt has a population of 3,761,664 with a Muslim majority and a Christian minority24. Most live in urban areas, although just under 30% are rural. The annual population growth rate is 3.3% and the fertility rate is high, at 4.625. Young people below the age of 15 make up approximately 45.6% of the population while those aged 15–24 represent approximately a third (32.4%), placing enormous pressure on employment in a declining economy.
Palestinian society is relatively conservative within the region and societal norms favor a domestic role for women. Gender disparities are most apparent in the political and decision-making realms, and in the labor market. Women now represent 12.9% of elected members at the national level and 17% at the local level, but these gains are fragile and dependent on the continuation of a quota system. Levels of gender-based violence are high due to a breakdown in the application of law and order. This negatively impacts access to justice for all26.
Economic hardship, political un-certainty and conflict continue to take their toll on the Palestinians as these affect every aspect of daily life27. Surveys indicate that over 75% of Palestinians are depressed28,a situation which undermines both the social fabric and cohesion of society.
Institutional Dimensions
Government, civil society and the private sector have been held back
24 PCBS - “Demographic and Socioeconomic Status of the
Palestinian People at the end of 2006”, December 2006
25 Ibid. PCBS record the fertility rate in 2003 as 4.6 births
26 Refer to PCBS 2005 - Domestic Violence Survey
27 The Palestinian Social Pulse, September 2007 on
www.neareastconsulting.com
28 Refer to www.neareastconsulting.com
in their development by political uncertainty, conflict and the need to focus on the delivery of humanitarian assistance. Prior to the Oslo era and in the absence of an established Palestinian government, local authorities, civil society organisations and the private sector played a prevailing and often substitutive role in maintaining the national identity and delivering essential public services.
With the establishment of the PA and the line ministries there has been a shift in key responsibilities to the government. However, in spite of a massive invest-ment from the donor community in building new institutional capacities and infrastructure at the central level, continuing occupation and separation between the West Bank and the Gaza Strip has undermined the long term sustainability of such efforts. The period of the political and economic embargo following the January 2006 elections, and the formation of the Hamas-led government, left the Palestinians with fragile institutions unable to function effectively and provide essential services.
Although the West Bank and the Gaza Strip have been estranged from each other for years, they have never been so to the degree that they have been since the Hamas takeover in the Gaza Strip and the formation of the caretaker Government in the West Bank. This reality presents significant obstacles and challenges on institutional development, particularly in relation to laws, legislative frameworks; the judicial apparatus; fiscal policies and revenue collection; financial management and accountability, and the development of systems and procedures for central and local government.
16
Lessons LearnedII.
17
Lessons Learned29
UNDP/PAPP has learnt many practical lessons. A major one has been that UNDP/PAPP should move further towards a programme-based app-roach with increased focus on having a greater impact at the community level, while enhancing its relevance at the policy level with the government and civil society. UNDP/PAPP should support and converge on programme areas of pivotal importance in furthering the socio-economic advance-ment of the Palestinians and the effectiveness and responsiveness of their institutions.
In recent years, the bulk of UNDP/PAPP’s budget has been directed towards large-scale and community based infrastructure projects. UNDP/PAPP learned that such capital investments have to be considered within their sectoral and developmental context, where infrastructure is only one of the components needed to safeguard access to sustainable services among the target groups. Past experience has also shown that diversified programme portfolios, including different modalities of engagement, aimed at various levels (community, local, national) are less vulnerable to sudden external shocks and changes in the implementation conditions.
UNDP/PAPP has played a significant role in community development over the past years. During the periods of limited performance at the central level, UNDP/PAPP managed to keep
29 UNDP/ PAPP benefited from two key evaluations, respectively
the a) Governance Portfolio Analysis, the Way Forward
performed by BDP in 2004 and b) the programme review
performed in late 2005 by UNDP’s Evaluation Office (refer to
www.undp.ps)
up development interventions at the local level, even at times when most other development efforts were halted. UNDP/PAPP focused on multiple partners and stakeholder participation, particularly at the community level. Thus, UNDP/PAPP has been able to bring partners together across sectoral lines, for instance in support of micro-regional planning, facilitating a holistic approach to providing solutions to multi-dimensional problems.
Insufficient attention has been placed on understanding the political and socio-economic contexts, building a knowledge base and analyzing key sectors in relation to UNDP’s corporate practice areas. Consequently, cohesive strategies to support the PA’s own development plans have not always been in place. UNDP/PAPP recognizes the importance of working closely with the PA, private sector and civil society to further utilize its global expertise and mechanisms, including TOKTEN and UNV programmes so as to ensure that these highly skilled resources support long-term efforts to build national institutions.
17
18
Trends & ChallengesIII.
19
Trends & Challenges
UNDP/PAPP seeks to maintain its operational flexibility and capacity, which has been one of the factors behind its achievements in the past. Despite the rift between the West Bank and the Gaza Strip, UNDP/PAPP is decentralized and can therefore capitalize on its continued strong presence on the ground.
The conflict continues to
be unpredictable
With the continuation of the Israeli occupation, the development outlook of the oPt remains uncertain. Occupation remains the major obstacle to recovery and development. Notwithstanding the recent talks on resuming the peace process, much tangible progress towards this end remains to be achieved.
In addition, the oPt is now beset with an internal and often violent conflict between the two main political parties, which is increasingly affecting people’s every day security. This conflict has resulted in deepening the separation between the West Bank and the Gaza Strip.
This conflict setting will continue to impact on the medium and long-term planning; the delivery of programmes; partnerships and implementation modalities; and the programme that UNDP may have to adopt. It is anticipated that emergency relief and early recovery and development interventions will continue in tandem. Moreover,
continuous monitoring and analysis of the conflict is needed for UNDP to remain ready and flexible to respond to sudden shifts in the situation.
A deepening humanitarian
crisis in the Gaza Strip
At present, there is no end in sight to the Israeli measures against Gaza. The damage inflicted upon the economy and the private sector by these measures is enormous. The harsh impact on the humanitarian conditions of the population and their livelihoods is already evident in that the vast majority of the Gaza Strip population is dependent on humanitarian assistance.
Under such circumstances the inter-ventions in the Gaza Strip are likely to remain predominantly directed towards humanitarian relief and early recovery. The main challenge for UNDP/PAPP is to find innovative waysto support Palestinian coping cap-acities, while at the same time supporting efforts towards enhanced self-reliance and reduced vulnerabilities.
A window of opportunity
The lifting of the embargo placed on the PA by the international community, together with the resumption of direct aid and dialogue present an opportunity that should be seized.
The recent steps taken by the caretaker government, particularly in the areas of the Medium-Term Public Expenditure Framework and the Mid-term Reform and Development Plan, are critical initiatives.
20
The willingness of the international community, led by the Quartet and its Envoy, to further support reforms is promising. Such an environment provides UNDP/PAPP with a platform for engagement at the strategic and policy level.
The success of the reform process is particularly dependent on the achievement of clear results in the areas of participation, social inclusion, human rights protection and fostering of human security. Clearly, ending the split between the West Bank and Gaza Strip would be a prerequisite for positive outcomes.
Structural unemployment
and poverty may increase
It is important to recognize that the economy is not likely to improve dramatically in the medium term. Unemployment is set to rise, especially amongst young men and women aged 15–24. Particularly vulnerable are young graduates, young men with little education, and well-educated young women. Reliance on the public sector as a safety net employer is likely to continue, unless a process of civil reform begins and efforts succeed to revive the private sector and improve access and movement, including the removal of permanent and flying checkpoints throughout the West Bank.
It is also likely that poverty will in-crease. UNDP/PAPP’s own household surveys conducted during 2007 indicate that a significant number of people are hovering just above
the poverty line. Consequently, if the current economic crisis continues, their assets will be eroded and the numbers of people below thepoverty line will swell. The gov-ernment is already over-stretched in providing safety nets; thus, plans and policies will need to be effected to ensure that a significant segment of the population can be protected, should the need arise.
21
The Way Forward - UNDP/PAPP Assistance
- Mid-Term Strategic Framework
and Approach
IV.
22
The Way Forward: Last autumn, the Palestinian caretaker government set about developing the Palestinian reform & development plan 2008-2010 with the aim of establishing a platform that outlines the vision for a future state and how the PA intends to achieve it. In doing so, major priority areas in the PA plan include governance, economic and private sector development, social development and infrastructure.
Although complicated by political and economic instability, the PA, through the PRDP, seeks to address high poverty and unemployment rates, establish fiscal stability and discipline, revitalize the economy’s productive capacity, develop human capital and curb brain drain. Over the past few months, the PA has designed various programmes to address these challenges.
In order to maintain the success level, thus far achieved, the PA has stressed the need for sustained commitment from the international community. UNDP/PAPP has taken this into consideration while developing its strategic framework and programm-atic approach. UNDP/PAPP has taken stock of the socio-economic, political
conditions and mid-term challenges in the oPt and has designed its interventions in response to the ever-changing environment. In doing so, UNDP/PAPP will capitalize on its existing strengths and draw upon UNDP’s global mandate to maximize the impact of its interventions, in alignment with the PRDP.
Vision statement
UNDP/PAPP has tailored its strategic framework in alignment with the evolving and complex demands facing the oPt. State-building and the repositioning of marginalized groups are at the centre of the development challenge. In this context,UNDP/PAPP’s vision is as follows:
“UNDP/PAPP is a leading and responsive development agency working together with the Palestinian people to fulfil their vision of a peaceful, sustainable and equitable society by promoting democratic governance, human development, human security and livelihoods.”
Approach
UNDP/PAPP is committed to deliver effective programming that supports the advancement of Palestinians, building on their potentials, while supporting the institutional capacities to address the challenges of the oPt.
UNDP/PAPP will focus on poverty reduction and livelihoods recovery as well as capacity development of Palestinian institutions. UNDP/PAPP applies a programme approach, guided by national development plans and priorities, and sector strategies of line ministries.
“Major priority areas
in the PA plan include
governance, economic
and private sector
development, social
development and
infrastructure”
23
UNDP/PAPP, while focusing on development, will retain its flexibility and responsiveness to urgent early recovery, with a commitment to ensure results and impact, guided by the right approach (be it rights based, gender, vulnerability, crisis, and conflict sensitive, etc).
UNDP/PAPP delivers through the Direct Execution (DEX) modality. The DEX modality, which takes into account the institutional capacities, the legal setting and evolving situational context, has been effective in addressing the socio economic needs of the Palestinianpeople, which is UNDP/PAPP’s primary mandate, as stipulated by the General Assembly.
UNDP/PAPP works in partnership with national authorities, civil society, the private sector, the international community and UN sister agencies. UNDP/PAPP supports the UN Resident
Coordination function as well as national efforts to achieve the MDGs. UNDP/PAPP advocates human development principles through the production of the Palestinian Human Development Report (PHDR) and other relevant analyses.
Goals, Objectives and
Strategic Targets
The main goal of UNDP/PAPP is to work with the Palestinian people to fulfil their vision of a peaceful, sustainable, and equitable society, with a focus on two major thematic areas: poverty reduction and demo-cratic governance30. This will be achieved by:
Promoting sustainable livelihoods, █economic recovery and self-reliance through: a) broad-based human develop-
ment and promotion of the achievement of the MDGs,
b) improving essential infra-structure for economic and social development, and
c) enhancing equitable eco-nomic development;
Enhancing the development of effi- █cient and accountable institutions31 through strengthening a) inclusive participation and b) responsive governing institu-
tions.
Key cross-cutting dimensions such as capacity development, gender, environmental sustainability, and crisis sensitivity will be addressed in all programmatic endeavours.
30 For ease of content reference, see: http://practices.undp.org/
democratic-governance
31 In relation to institutional development, the focus is placed on
structures, processes, systems and capacities
UNdeprDeot
GGG
SSSt
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██
24
Overall Goal
To work together with the Palestinian people to fulfil their vision of a peaceful, sustainable and equitable society
OBJECTIVE 1 OBJECTIVE 2
Promoting sustainable livelihoods, economic recovery and self-reliance through:
Broad-based human development and promotion of the achievement of the MDGs
Improving essential infrastructure for economic and social development, and
Enhancing equitable economic development;
Enhancing the development of efficient and accountable institutions through strengthening:
Inclusive participation
Responsive governing institutions
gin
p
st
ainst
Capacity Development
Gender
Crisis Sensitivity
Environmental Sustainability
25
Objective 1 Promoting Sustainable Livelihoods, Economic Recovery and Self-reliance
V.
26
Objective 1:
The PA’s PRDP aims to establish sustainable, equitable and inclusive growth and development, to rebuild the capabilities of and provide new opportunities for its people. As such, the PRDP will build systems and strengthen the impact of existing employment and public infrastructure schemes to create productive employment, and hence reduce poverty.
In its mid-term strategic framework, UNDP/PAPP strives to work on the protection and promotion of livelihoods, economic recovery and self reliance. UNDP/PAPP aims to enable the Palestinian people to respond to and recover from the existing socio-economic crisis by maintaining and improving the individual and community capacities and resources, as they form the building blocks of the Palestinian society.
In realizing its objective, UNDP/PAPP has identified the following three main programmatic targets that will lead to specific outputs:
1. UNDP/PAPP will promote and accelerate broad-based human development and achievement of the MDGs. UNDP/PAPP will enhance MDG advocacy and investments through producing an impact bearing Palestinian Human Development Report, the MDG progress report & the poverty report, along other advisory development analyses. Through these key publications, UNDP/PAPP will deepen the analysis and discussion of critical issues related to the Palestinian context, placing it in a position to make policy recommendations.
In addition, UNDP/PAPP will mitigate the impact of HIV/AIDS (MDG 6) by supporting the development of a national strategy and enhancing the national institutional preparedness in the fight against HIV/AIDS.
In supporting human development in the oPt, UNDP/PAPP will support recovery processes in order to improve security and living conditions within communities, which is a prerequisite for mitigating further crisis and conflict.
2. UNDP/PAPP will improve essential infrastructure for economic and social development in order to increase the livelihood capacity and resilience of Palestinians to respond, and recover from the ongoing social and economic crisis. Enhanced access to effective social, economic and public services and utilities, and strengthening the structure and institutional capacities for delivering services, are essential to this effect.
3. UNDP/PAPP will aim to achieve equitable economic development by empowering the Palestinian people in creating a livelihood for themselves and their households, through a bottom-up approach. This requires the creation of further income generation and employment opportunities, the strengthening of capacities for delivering poverty focused financial services, and the enhancement of social safety nets that promote social inclusion. In an attempt to create a sustainable enabling environment for the poor, these interventions, which are based on locally identified priorities; need to be translated into national policies and reforms.
27
Objective 1
Promote sustainable livelihoods, economic recovery
and self reliance
Outcome 1Broad-based human
development and achievement of MDGs
promoted and accelerated
Outcome 2Essential infrastructure for economic and social development improved
Outcome 3Equitable economic
development enhanced
Output 1P-HDR and MDGs
advocacy and investments enhanced
Output 2 Crisis and conflict
prevented and mitigated
Output 3 Security within
communities improved
Output 4 Impact of HIV/AIDS
mitigated
Output 5Access to effective social, economic, public services
and public utilities enhanced
Output 6Income generation and employment
opportunities increased
Output 7Required capacities
for delivering poverty focused financial
services strengthened
UNDP/PAPP’s first objective is illustrated in the below diagram and further detailed in the following results–based matrix.
28
RE
SU
LTS
MA
TR
IX: O
BJE
CT
IVE
1P
rom
oti
ng
su
sta
ina
ble
live
liho
od
s, e
con
om
ic r
eco
very
an
d s
elf
-re
lian
ce
Ou
tpu
tsS
ho
rt-T
erm
Act
ivit
ies
- 2
00
8M
ed
ium
-Te
rm A
ctiv
itie
s, 2
00
9 -
20
11
Re
sou
rce
Ta
rge
ts
(in
US
$)
Ke
y I
nd
ica
tors
Ou
tco
me
1: B
roa
d-b
ase
d h
um
an
de
velo
pm
en
t a
nd
ach
ieve
me
nt
of
MD
Gs
pro
mo
ted
an
d a
cce
lera
ted
Ou
tpu
t 1
P-H
DR
an
d M
DG
s
ad
vo
cacy
an
d
inv
est
me
nts
en
ha
nce
d
1.1
. Pro
du
ce a
nd
dis
sem
ina
te im
pa
ct b
ea
rin
g P
ale
stin
ian
Hu
ma
n
De
velo
pm
en
t R
ep
ort
.
1.2
. De
ep
en
th
e a
na
lysi
s o
f ke
y is
sue
s re
late
d t
o t
he
Pa
lest
inia
n c
on
text
.
1.3
. Pro
du
ce b
i-a
nn
ua
l MD
G p
rog
ress
re
po
rts.
1.4
. Lo
caliz
e t
he
MD
Gs
an
d m
ain
stre
am
th
em
in n
ati
on
al d
eve
lop
me
nt
pro
cess
es.
1.5
. Pro
du
ce t
he
Po
vert
y R
ep
ort
.
1.6
. Acc
ele
rate
MD
Gs
ach
ieve
me
nts
in t
he
are
as
of
you
th e
mp
loym
en
t a
nd
mig
rati
on
, cu
ltu
re, g
en
de
r a
nd
en
vir
on
me
nt,
etc
.
11
,00
0,0
00
Nu
mb
er
of
PH
DR
s•
Nu
mb
er
of
loca
l MD
G r
ep
ort
s•
Nu
mb
er
of
MD
G p
rog
ress
re
po
rt•
Ext
en
t to
wh
ich
th
e n
ati
on
al r
efo
rm
•
pro
gra
mm
e a
dd
ress
es
MD
Gs
at
the
imp
lem
en
tati
on
leve
l
Up
da
ted
an
d a
vaila
ble
Sta
tist
ica
l da
ta
•
acr
oss
hu
ma
n d
eve
lop
me
nt
ind
ex
Nu
mb
er
of
ava
ilab
le s
ex
dis
ag
gre
ga
ted
•
an
d g
en
de
r- s
en
siti
ve in
dic
ato
rs
Nu
mb
er
of
MD
Gs
en
ge
nd
ere
d•
Ou
tpu
t 2
Cri
sis
an
d c
on
flic
t
pre
ve
nte
d a
nd
mit
iga
ted
2.1
. De
fin
e s
cop
e a
nd
str
ate
gic
en
try
po
ints
fo
r
sup
po
rt t
o b
roa
d ju
stic
e a
nd
se
curi
ty s
ect
or
refo
rm.
2.1
. De
sig
n a
nd
ma
ke o
pe
rati
on
al a
n e
arl
y w
arn
ing
sys
tem
to
pro
vid
e
on
go
ing
an
aly
sis
of
the
ch
an
ge
s o
f th
e p
olit
ica
l an
d s
oci
o-e
con
om
ic
con
text
.
2.2
. Pro
mo
te c
om
mu
nit
y-b
ase
d t
ran
siti
on
al j
ust
ice
an
d r
ule
of
law
su
pp
ort
ive
act
ivit
ies.
2.3
. Act
iva
te c
om
mu
nit
y se
curi
ty d
yna
mic
s.
2.4
. De
sig
n a
nd
imp
lem
en
t v
iole
nce
an
d c
on
flic
t m
itig
ati
ng
act
ivit
ies
aim
ed
at
you
th (
ba
sed
on
sp
eci
fic
you
th a
sse
ssm
en
t w
ith
in t
he
Co
nfl
ict
De
velo
pm
en
t A
na
lysi
s).
2.5
. Bu
ild c
ap
aci
tie
s (s
kill
s a
nd
sys
tem
s) w
ith
civ
il so
cie
ty, l
oca
l an
d n
ati
on
al
go
vern
me
nt
for
con
flic
t a
na
lysi
s, c
risi
s se
nsi
tive
re
cove
ry p
lan
nin
g a
nd
con
flic
t tr
an
sfo
rma
tio
n.
6,0
00
,00
0C
DA
pro
cess
co
mp
lete
d•
Ea
rly
wa
rnin
gs
act
ed
up
on
•
Vio
len
ce a
dd
ress
ed
•
Ou
tpu
t 3
Se
curi
ty w
ith
in
com
mu
nit
ies
imp
rov
ed
3.1
. Im
ple
me
nt
a C
on
flic
t D
eve
lop
me
nt
An
aly
sis
to d
efi
ne
str
ate
gic
en
try-
po
ints
fo
r co
nfl
ict
ma
na
ge
me
nt
an
d c
om
mu
nit
y se
curi
ty
inte
rve
nti
on
s.
3.2
. Id
en
tify
pe
rso
na
l an
d c
om
mu
nit
y se
curi
ty
cha
llen
ge
s a
nd
de
velo
p o
pti
on
s fo
r
com
mu
nit
y se
curi
ty a
pp
rop
ria
te t
o t
he
oP
t.
3.3
. Pre
ven
t a
nd
mit
iga
te c
risi
s a
nd
co
nfl
ict
thro
ug
h s
po
rts,
dia
log
ue
an
d t
he
act
iva
tio
n
of
com
mu
nit
y ce
nte
rs.
3.1
. De
velo
p lo
cal l
eve
l co
mm
un
ity
secu
rity
inte
rve
nti
on
s in
clu
din
g y
ou
th
an
d c
on
flic
t, g
en
de
r b
ase
d v
iole
nce
, aw
are
ne
ss a
nd
co
ntr
ol o
f sm
all
arm
s (p
reci
se t
he
ma
tic
inte
rve
nti
on
s to
be
de
fin
ed
th
rou
gh
th
e C
on
flic
t
De
velo
pm
en
t A
na
lysi
s P
roce
ss).
3.2
. Re
du
ce g
en
de
r-b
ase
d v
iole
nce
.
3.3
. Pre
ven
t a
nd
mit
iga
te c
risi
s a
nd
co
nfl
ict
thro
ug
h s
po
rts
an
d d
ialo
gu
e.
De
sig
n a
nd
imp
lem
en
t v
iole
nce
an
d c
on
flic
t m
itig
ati
ng
act
ivit
ies
aim
ed
at
you
th p
op
ula
tio
n (
ba
sed
on
sp
eci
fic
you
th a
sse
ssm
en
t w
ith
in t
he
Co
nfl
ict
De
velo
pm
en
t A
na
lysi
s).
4,0
00
,00
0N
um
be
r o
f aw
are
ne
ss in
terv
en
tio
ns
•
Nu
mb
er
of
pa
rtic
ipa
nts
in v
ari
ou
s •
act
ivit
ies
(me
n &
wo
me
n)
Sp
eci
fic
pro
cess
ind
ica
tors
fo
r co
mm
un
ity
•
secu
rity
inte
rve
nti
on
s to
be
de
fin
ed
by
the
CD
A
Ou
tpu
t 4
Imp
act
of
HIV
/AID
S m
itig
ate
d
4.1
. Acc
ele
rate
th
e Im
ple
me
nta
tio
n o
f th
e
Glo
ba
l Fu
nd
pro
gra
mm
e t
o fi
gh
t
HIV
/AID
S.
4.2
. En
ha
nce
th
e n
ati
on
al i
nst
itu
tio
na
l
pre
pa
red
ne
ss in
th
e fi
gh
t a
ga
inst
HIV
/AID
S.
4.1
. Acc
ele
rate
th
e Im
ple
me
nta
tio
n o
f th
e G
lob
al F
un
d p
rog
ram
me
to
fig
ht
HIV
/AID
S.
4.2
. Su
pp
ort
th
e d
eve
lop
me
nt
of
a n
ati
on
al s
tra
teg
y to
co
mb
at
HIV
/AID
S
7,5
00
,00
0R
ed
uct
ion
of
HIV
/AID
S p
rev
ale
nce
•
Re
du
ctio
n o
f S
TD
s•
Nu
mb
er
of
lab
s te
stin
g H
IV/A
ID•
Nu
mb
er
of
test
s fo
r H
IV/A
IDS
•
Ava
ilab
ility
of
me
dic
al s
up
plie
s a
nd
•
tre
atm
en
t fo
r H
IV/A
IDS
an
d a
sso
cia
ted
dis
ea
ses
29
Ou
tco
me
2: E
sse
nti
al i
nfr
ast
ruct
ure
fo
r e
con
om
ic a
nd
so
cia
l de
velo
pm
en
t im
pro
ved
Ou
tpu
t 5
Acc
ess
to
eff
ect
ive
soci
al,
eco
no
mic
,
pu
bli
c se
rvic
es
an
d p
ub
lic
uti
liti
es
en
ha
nce
d
5.1
. In
cre
ase
sch
oo
l en
rollm
en
t ca
pa
city
thro
ug
h b
uild
ing
of
ed
uca
tio
na
l
infr
ast
ruc t
ure
.
5.2
. Im
pro
ve a
cce
ss t
o q
ua
lity
he
alt
h s
erv
ice
s
thro
ug
h t
he
co
nst
ruct
ion
of
ho
spit
als
,
he
alt
h c
linic
s a
nd
oth
er
he
alt
h f
aci
litie
s.
5.3
. Im
pro
ve a
cce
ss t
o c
om
mu
nit
y se
rvic
e p
oin
ts
an
d f
ost
er
soci
al i
ncl
usi
on
th
rou
gh
th
e
est
ab
lish
me
nt
of
com
mu
nit
y ce
nte
rs.
5.4
. Im
pro
ve n
atu
ral r
eso
urc
es
ma
na
ge
me
nt
thro
ug
h c
on
stru
ctio
n a
nd
re
ha
bili
tati
on
of
wa
ter
ne
two
rks,
wa
ste
wa
ter
an
d s
olid
wa
ste
fa
cilit
ies.
5.5
. Im
pro
ve a
cce
ss o
f p
eo
ple
an
d g
oo
ds
thro
ug
h t
he
pro
vis
ion
an
d d
eve
lop
me
nt
of
ess
en
tia
l in
fra
stru
ctu
re.
5.1
. Co
nst
ruct
an
d /
or
reh
ab
ilita
te m
un
icip
al i
nd
ust
ria
l zo
ne
s.
5.2
. Co
nst
ruct
an
d r
eh
ab
ilita
te w
ate
r, w
ast
ew
ate
r, a
nd
so
lid w
ast
e f
aci
litie
s.
5.3
. Im
pro
ve p
ollu
tio
n c
on
tro
l an
d e
nh
an
ce e
nv
iro
nm
en
t-fr
ien
dly
pra
ctic
es
(re
cycl
ing
, effi
cie
nt
use
of
pe
stic
ide
s a
nd
org
an
ic f
arm
ing
, co
mp
ost
ing
,
PO
PS
re
du
ctio
n).
5.4
. Co
mb
at
lan
d d
ese
rtifi
cati
on
an
d d
eg
rad
ati
on
th
rou
gh
clo
sin
g o
f d
um
p
site
s, r
eh
ab
ilita
tio
n o
f la
nd
fills
an
d la
nd
re
cla
ma
tio
n o
f cl
ose
d d
um
p s
ite
s.
5.5
. En
ha
nce
uti
liza
tio
n o
f so
lar
en
erg
y.
11
2,0
00
,00
0N
um
be
r o
f a
dd
itio
na
l cla
ssro
om
s •
con
stru
cte
d
Nu
mb
er
of
ad
dit
ion
al s
tud
en
ts (
ma
le a
nd
•
fem
ale
, gra
de
s, e
tc)
Nu
mb
er
of
me
n a
nd
wo
me
n s
erv
ice
d
•
thro
ug
h c
on
stru
cte
d c
om
mu
nit
y se
rvic
es
Nu
mb
er
of
pe
rso
ns
(me
n a
nd
wo
me
n)
•
hav
ing
acc
ess
to
ne
w h
ea
lth
ca
re f
aci
litie
s
Nu
mb
er
of
resi
de
nts
, ho
use
ho
lds,
an
d
•
com
mu
nit
ies
con
ne
cte
d t
o w
ate
r a
nd
wa
ste
wa
ter
ne
two
rks
Co
nsu
mp
tio
n o
f w
ate
r (L
itre
/ca
pit
a/
•
day
(l/
C/d
);
Pe
rce
nta
ge
of
pe
op
le w
ho
su
ffe
r fr
om
•
wa
ter
bo
rne
dis
ea
ses
Qu
alit
y o
f tr
ea
ted
wa
ste
wa
ter;
(B
OD
&
•
CO
D o
f e
fflu
en
t a
nd
ine
fflu
en
t)
Ou
tco
me
3: E
qu
ita
ble
eco
no
mic
de
velo
pm
en
t e
nh
an
ced
Ou
tpu
t 6
Inco
me
ge
ne
rati
on
an
d e
mp
loy
me
nt
op
po
rtu
nit
ies
incr
ea
sed
6.1
. Pro
mo
te e
ntr
ep
ren
eu
rsh
ip a
nd
sk
ills
de
velo
pm
en
t f o
r p
rod
uct
ivit
y th
rou
gh
tech
nic
al a
nd
vo
cati
on
al t
rain
ing
, bu
sin
ess
de
velo
pm
en
t se
rvic
es,
pro
mo
tio
na
l so
cia
l
safe
ty n
ets
an
d t
he
est
ab
lish
me
nt
of
you
th
bu
sin
ess
su
pp
ort
s u
nit
s.
6.2
. In
cre
ase
acc
ess
of
en
tre
pre
ne
uri
al p
oo
r to
mic
ro fi
na
nce
fo
r ca
pit
al d
eve
lop
me
nt.
6.3
. Pro
mo
te k
no
wle
dg
e-
ba
sed
ind
ust
rie
s
thro
ug
h b
usi
ne
ss in
cub
ato
rs a
nd
ICT
diff
usi
on
in S
ME
s.
6.4
. Re
du
ce e
con
om
ic lo
ss a
nd
imp
rove
qu
alit
y
of
cash
cro
ps
an
d s
ma
ll ru
min
an
ts.
6.5
La
nd
Re
cla
ma
tio
n in
terv
en
tio
ns
thro
ug
h
ag
ricu
ltu
ral r
oa
ds,
wa
ter
ha
rve
stin
g c
iste
rns,
an
d a
gri
cult
ura
l wa
lls a
nd
te
rra
ces.
6.6
Pro
tect
na
tura
l re
sou
rce
s th
rou
gh
so
lid
wa
ste
cle
an
up
an
d r
em
ov
al,
pla
nti
ng
an
d
fore
sta
tio
n a
nd
re
ha
bili
tati
on
of
spri
ng
s.
6.1
. Tra
de
de
velo
pm
en
t a
nd
fo
ste
rin
g o
f p
ub
lic/p
riv
ate
pa
rtn
ers
hip
s fo
r
ma
rke
tin
g li
nk
ag
es.
6.2
. En
ha
nce
co
mm
erc
ial f
arm
ma
na
ge
me
nt
an
d a
gri
cult
ura
l co
op
era
tive
s.
6.3
. De
velo
p P
ale
stin
ian
ag
ricu
ltu
ral p
rod
uct
ion
va
lue
ch
ain
fo
r fi
ve s
ele
cte
d
pla
nt
an
d a
nim
al p
rod
uct
s.
6.4
. Pro
mo
te e
ntr
ep
ren
eu
rsh
ip a
nd
sk
ills
de
velo
pm
en
t fo
r p
rod
uct
ivit
y
thro
ug
h t
ech
nic
al a
nd
vo
cati
on
al t
rain
ing
, bu
sin
ess
de
velo
pm
en
t
serv
ice
s a
nd
pro
mo
tio
na
l so
cia
l sa
fety
ne
ts.
6.5
. De
velo
p e
mp
loym
en
t ce
nte
rs a
nd
yo
uth
bu
sin
ess
su
pp
ort
un
its
in t
he
WB
an
d G
S.
6.6
. In
cre
ase
th
e s
up
ply
an
d a
cce
ss t
o m
icro
fin
an
ce a
nd
fin
an
cia
l ca
pit
al f
or
the
po
or.
6.7
La
nd
Re
cla
ma
tio
n in
terv
en
tio
ns
thro
ug
h a
gri
cult
ura
l ro
ad
s, w
ate
r
ha
rve
stin
g c
iste
rns,
an
d a
gri
cult
ura
l wa
lls a
nd
te
rra
ces.
6.8
Pro
tect
na
tura
l re
sou
rce
s th
rou
gh
so
lid w
ast
e c
lea
n u
p a
nd
re
mo
va
l,
pla
nti
ng
an
d f
ore
sta
tio
n a
nd
re
ha
bili
tati
on
of
spri
ng
s.
75
,00
0,0
00
36
,00
0,0
00
40
00
po
or
ho
use
ho
lds
rece
ive
no
n-
•
fin
an
cia
l se
rvic
es
wit
h 8
0%
of
the
se
ho
use
ho
lds
en
ga
ge
d in
eco
no
mic
act
ivit
ies
Nu
mb
er
of
bu
sin
ess
es
sta
rtu
ps.
(m
ale
&
•
fem
ale
op
era
ted
)
Nu
mb
er
of
ne
w jo
bs
cre
ate
d. (
ma
le &
•
fem
ale
)- 8
00
0 p
oo
r h
ou
seh
old
s re
ceiv
e
fin
an
cia
l se
rvic
es
for
bu
sin
ess
re
late
d
act
ivit
ies
Nu
mb
er
of
tra
ine
es
by
sex,
ag
e, t
rad
e,
•
pla
ced
th
rou
gh
VTC
pro
gra
mm
es
an
d
care
er
cen
ters
Pe
rce
nt
incr
ea
se in
th
e p
rod
uct
ion
va
lue
•
ad
de
d
Nu
mb
er
of
wo
rkin
g d
ays
ge
ne
rate
d (
ma
le
•
& f
em
ale
)
Len
gth
of
are
as
of
lan
d c
lea
ne
d•
Nu
mb
er
of
tre
es
pla
nte
d•
Nu
mb
er
of
du
nu
ms
of
fore
ste
d la
nd
s•
Ou
tpu
t 7
Re
qu
ire
d c
ap
aci
tie
s
for
de
liv
eri
ng
po
ve
rty
focu
sed
fin
an
cia
l
serv
ice
s st
ren
gth
en
ed
7.1
Str
en
gth
en
inst
itu
tio
na
l pra
ctic
es
of
serv
ice
pro
vid
ers
, go
vern
me
nt,
NG
Os
an
d M
FIs
, fo
r
pro
-po
or
an
d s
ust
ain
ab
le in
terv
en
tio
n.
7.2
Inst
itu
tio
na
lize
a m
ech
an
ism
fo
r g
oo
d
pra
ctic
es
an
d s
ust
ain
ab
le p
ove
rty
alle
via
tio
n.
7.1
Imp
rove
ca
pa
citi
es
an
d b
usi
ne
ss s
kill
s o
f p
riv
ate
se
cto
r a
cto
rs.
7.2
Pro
vid
e t
ech
nic
al a
ssis
tan
ce t
o s
pe
cia
lize
d N
GO
s a
nd
MF
Is a
nd
re
ferr
al
me
cha
nis
ms.
3,0
00
,00
0N
um
be
r o
f cl
ien
ts in
cre
ase
by
25
% f
rom
•
the
MF
I’s r
esp
ect
ive
po
rtfo
lios
Ave
rag
e lo
an
siz
e o
f M
FI’s
mo
re c
lose
ly
•
ap
pro
ach
es
po
vert
y le
vel
30
Enhancing the development of efficient
and accountable institutions
Objective 2VI.
31
Objective 2:
The PA’s PRDP 2008-2010 prioritizes the strengthening of public institu-tions, local government, and the justice system. The PA has already reduced public sector employment, and focused efforts to move towards reform and fiscal stability. It has made progress towards improving law and order, and has established a series of public financial management reforms.
Through its second objective, and in line with the PRDP, UNDP/PAPP works to enhance the development of efficient and accountable institutions on the local, regional and national levels. UNDP/PAPP addresses the priorities of the three branches of government: the executive, the legislature, and the judiciary. In addition, UNDP/PAPP will strengthen the relationship between the government and civil society organizations, the private sector, including the media. Accordingly, UNDP/PAPP will work to develop a portfolio of governance support that will foster the ability to formulate national policies based on partner-ships and shared responsibilities.
UNDP/PAPP will achieve its second objective through the following two programmatic targets:
1. UNDP/PAPP will strengthen inclusive participation through improving citizens’ ability to influence public policies, regulations and practices. This will help remove the obstacles hindering, in particular, the marginalized groups (women, youth, poor) to become aware of and engaged in their civic rights and obligations.
As part of fostering inclusive participation, UNDP/PAPP will work to strengthen electoral laws, processes and institutions by developing the capacities of the Central Elections Commission (CEC) and key civil society institutions that support the CEC through civic awareness raising and voter education programmes.
UNDP/PAPP will improve interactive communication channels that pro-mote accountability, transparency, and access to information. The promotion of access to information itself, flow of information between constituents, national and local authorities, and CSOs, are important. UNDP/PAPP will strengthen the capacity of institutions to raise awareness on rights to information and promote communication mechanisms through supporting the development of a national e-governance programme and ICT for development strategy.
2. UNDP/PAPP wil l strengthen responsive governing institutions through capacity development, whereby technical and functional capacities are enhanced at the enabl ing, organizat ional and individual levels, with a focus on leadership, accountability, institutional reform and incentives, education and learning. Institutional reform and development are key priorities for the Palestinian Authority in formulating, implementing, monitoring and evaluating public policies, strategies and regulations, and in providing services to all sectors. On the local governance level, UNDP/PAPP will contribute to improving fiscal and administrative decentralization, developing the capacities of the
32
Ministry of Local Government (MoLG) and local government units (LGUs) to improve their efficiency and effectiveness in managing resources and projects, and in providing services to their constituents.
UNDP/PAPP will work to improve the practice of legislatures and locally elected bodies to represent the interest of citizens. Strengthening the fundamental representative, legislative and oversight roles of the legislature and the links between officials and their electorate are essential to ensure effective representation of citizens’ needs and rights. In addition,UNDP/PAPP will provide technical support to develop the capacity of parliamentary groups, parliamen-tarians and their support staff in drafting, reviewing and passing legislation, and in performing oversight functions over the executive branch to ensure a system of transparency and mutual accountability and integrity.
UNDP/PAPP will work to improve justice systems and the rule of law, and their accessibility. Support to the development of this sector will take place through different institutions, and in close coordination with key stakeholders. UNDP/PAPP will give particular attention to the develop-ment of human and institutional capacities, and will support the development of an overall strategy for the sector, the setting of priorities and targets, reviewing the overall legislative framework and institutional mandates, and constructing courthouses and detention centers.
33
Objective 2
Enhancing the development of efficient and accountable institutions
Outcome 1Inclusive participation
strengthened
Outcome 2Responsive governing
institutions strengthened
Output 2 Electoral laws, processes
and institutions strengthened
Output 3 Interactive communication
channels to promote accountability,
transparency and access to information improved
Output 6 Justice systems and rule
of law improved and accessible
Output 4Capacities and
performance of the executive branch of the Authority strengthened at all levels in the areas
of public administration, social services delivery and
local governance
Output 5The practice of
legislatures and locally elected bodies to
represent the interest of citizens improved
Output 1Citizens’ ability to
influence public policies, regulations and practices
improved
34
RE
SU
LTS
MA
TR
IX: O
BJE
CT
IVE
2
Ou
tpu
tsS
ho
rt-T
erm
Act
ivit
ies
- 2
00
8M
ed
ium
-Te
rm A
ctiv
itie
s, 2
00
9 -
20
11
Re
sou
rce
Ta
rge
ts
(in
US
$)
Ke
y I
nd
ica
tors
O
utc
om
e 1
: In
clu
sive
pa
rtic
ipa
tio
n s
tre
ng
the
ne
d
Ou
tpu
t 1
Cit
ize
ns
ab
ilit
y t
o
infl
ue
nce
pu
bli
c
po
lici
es,
re
gu
lati
on
s
an
d p
ract
ice
s
imp
rov
ed
1.1
Ra
ise
aw
are
ne
ss o
f ci
tize
ns
on
rig
hts
an
d
ob
liga
tio
ns.
1.2
An
aly
z e a
nd
re
mo
ve o
bst
acl
es
to t
he
incl
usi
ve p
art
icip
ati
on
of
ma
rgin
aliz
ed
pe
op
le in
clu
din
g w
om
en
, yo
uth
an
d t
he
po
or.
1.3
Imp
rove
CS
O c
ap
aci
ty t
o f
ost
er
incl
usi
ve
pa
rtic
ipa
tio
n.
1.4
CS
O’s
pe
rfo
rm o
vers
igh
t fu
nct
ion
s o
ver
the
exe
cuti
ve b
ran
ch t
o e
nsu
re a
sys
tem
of
tra
nsp
are
ncy
an
d m
utu
al a
cco
un
tab
ility
an
d in
teg
rity
.
1.1
Ra
ise
aw
are
ne
ss o
f ci
tize
ns
on
rig
hts
an
d o
blig
ati
on
s.
1.2
An
aly
ze a
nd
re
mo
ve o
bst
acl
es
to t
he
incl
usi
ve p
art
icip
ati
on
of
ma
rgin
aliz
ed
pe
op
le in
clu
din
g w
om
en
, yo
uth
an
d t
he
po
or.
1.3
Imp
rove
CS
O c
ap
aci
ty t
o f
ost
er
incl
usi
ve p
art
icip
ati
on
.
1.4
Pe
rfo
rm o
vers
igh
t fu
nct
ion
s o
ver
the
exe
cuti
ve b
ran
ch t
o e
nsu
re a
syst
em
of
tra
nsp
are
ncy
an
d m
utu
al a
cco
un
tab
ility
an
d in
teg
rity
.
4,0
00
,00
0N
um
be
r o
f aw
are
ne
ss r
ais
ing
eve
nts
(w
ork
sho
ps
•
an
d t
rain
ing
)
Rat
io o
f vo
ters
/ r
eg
iste
red
me
n a
nd
wo
me
n•
Pro
po
rtio
n o
f se
ats
he
ld b
y w
om
en
in P
LC•
Nu
mb
er
of
sea
ts h
eld
by
wo
me
n in
loca
l au
tho
rity
•
an
d lo
cal c
ou
nci
ls
Pro
po
rtio
n o
f se
ats
he
ld b
y w
om
en
in
•
go
vern
me
nt
po
rtfo
lio (
e.g
. de
pa
rtm
en
t h
ea
ds,
de
pu
ty m
inis
ter,
min
iste
r)
Nu
mb
er
of
min
ori
ty g
rou
ps
rep
rese
nta
tive
s in
•
the
PLC
Nu
mb
er
of
con
sult
ati
on
s in
volv
ing
CS
Os
an
d
•
pri
va
te s
ect
or
Nu
mb
er
of
po
licy
an
d s
tra
teg
y d
eve
lop
me
nt
an
d
•
an
aly
sis
do
cum
en
ts
Ou
tpu
t 2
Ele
cto
ral l
aw
s,
pro
cess
es
an
d
inst
itu
tio
ns
stre
ng
the
ne
d
2.1
De
velo
p c
ap
aci
tie
s o
f th
e C
EC
an
d k
ey
civ
il
soci
ety
inst
itu
tio
ns,
wh
ich
su
pp
ort
th
e C
EC
du
rin
g e
lect
ion
s.
2.3
Su
pp
ort
co
ord
ina
tio
n o
f e
lect
ora
l ass
ista
nce
to p
rom
ote
fre
e, f
air
, an
d t
ran
spa
ren
t
ele
ctio
ns.
2.1
De
velo
p c
ap
aci
tie
s o
f th
e C
EC
.
2.2
De
velo
p c
ap
aci
tie
s o
f ke
y ci
vil
soci
ety
inst
itu
tio
ns
wh
ich
su
pp
ort
the
CE
C d
uri
ng
ele
ctio
ns.
2.3
Su
pp
ort
co
ord
ina
tio
n o
f e
lect
ora
l ass
ista
nce
to
pro
mo
te f
ree
, fa
ir,
an
d t
ran
spa
ren
t e
lect
ion
s.
1,5
00
,00
0N
um
be
r o
f C
EC
sta
ff t
rain
ed
•
Nu
mb
er
of
Civ
il S
oci
ety
Inst
itu
tio
ns
tra
ine
d•
Fre
e, f
air
an
d t
ran
spa
ren
t e
lect
ion
s h
eld
wit
hin
•
the
se
t ti
me
fra
me
th
rou
gh
ou
t t
he
oP
t
Ele
ctio
ns
ob
serv
ed
in a
n e
ffe
ctiv
e a
nd
effi
cie
nt
•
ma
nn
er
Ou
tpu
t 3
Inte
ract
ive
com
mu
nic
ati
on
cha
nn
els
to
pro
mo
te
acc
ou
nta
bil
ity,
tra
nsp
are
ncy
an
d
acc
ess
to
info
rma
tio
n
imp
rov
ed
3.1
Ra
ise
aw
are
ne
ss o
n h
ow
to
acc
ess
an
d u
tiliz
e
info
rma
tio
n t
o e
nh
an
ce d
eci
sio
n m
ak
ing
an
d le
ad
ers
hip
.
3.2
Ra
ise
aw
are
ne
ss o
n u
se a
nd
po
ten
tia
l of
E
go
vern
an
ce a
nd
ICT
fo
r d
eve
lop
me
nt.
3.3
Sta
rt t
he
pro
cess
of
de
velo
pin
g a
na
tio
na
l
E g
ove
rna
nce
an
d IC
T f
or
de
velo
pm
en
t
stra
teg
y.
3.1
De
velo
p n
ati
on
al E
go
vern
an
ce a
nd
ICT
fo
r d
eve
lop
me
nt
stra
teg
y.
3.2
Re
vie
w t
he
exi
stin
g in
stit
uti
on
al s
yste
ms,
bu
sin
ess
pro
cess
es,
fun
ctio
ns
an
d a
lign
th
ese
to
se
rve
th
e E
go
vern
an
ce a
nd
ICT
fo
r
de
velo
pm
en
t st
rate
gy.
3.3
Re
-en
gin
ee
r in
stit
uti
on
al b
usi
ne
ss p
roce
sse
s in
line
wit
h E
go
vern
an
ce a
nd
ICT
fo
r d
eve
lop
me
nt
stra
teg
y.
3.4
Est
ab
lish
na
tio
na
l E g
ove
rna
nce
an
d IC
T f
or
de
velo
pm
en
t sy
ste
ms
sup
po
rtiv
e o
f th
e r
e-e
ng
ine
ere
d b
usi
ne
ss p
roce
sse
s.
3.5
En
ha
nce
ca
pa
citi
es
for
E g
ove
rna
nce
an
d IC
T f
or
de
velo
pm
en
t.
3.6
Diff
use
ICT
as
an
en
ab
ling
to
ol f
or
eff
ect
ive
E g
ove
rna
nce
.
4,0
00
,00
0N
um
be
r o
f A
wa
ren
ess
eve
nts
•
Nu
mb
er
of
po
rta
ls o
f E
go
vern
an
ce /
•
ma
na
ge
me
nt
po
rta
ls
Ava
ilab
ility
of
the
re
qu
isit
e IC
T in
fra
stru
ctu
re•
Nu
mb
er
of
act
ive
use
rs o
f IC
T f
or
de
velo
pm
en
t •
an
d E
go
vern
an
ce t
oo
ls
Nu
mb
er
of
com
mu
nic
ati
on
to
ols
pro
vid
ed
/ •
ava
ilab
le
Ext
en
t o
f in
form
ati
on
ava
ilab
le t
o t
he
pu
blic
•
Th
e q
ua
lity
leve
l of
me
dia
re
po
rtin
g•
Nu
mb
er
of
intr
an
et
an
d w
eb
site
s w
ith
in
•
go
vern
me
nt
inst
itu
tio
ns
En
ha
nci
ng
th
e d
eve
lop
me
nt
of
effi
cie
nt,
re
spo
nsi
ve a
nd
acc
ou
nta
ble
inst
itu
tio
ns
35
Ou
tco
me
2: R
esp
on
sive
go
vern
ing
inst
itu
tio
ns
stre
ng
the
ne
d
Ou
tpu
t 4
Ca
pa
citi
es
an
d
pe
rfo
rma
nce
of
the
exe
cuti
ve
bra
nch
of
the
Au
tho
rity
stre
ng
the
ne
d a
t a
ll
lev
els
in t
he
are
as
of
pu
bli
c a
dm
inis
tra
tio
n,
soci
al s
erv
ice
s d
eli
ve
ry
an
d lo
cal g
ov
ern
an
ce
4.1
Su
pp
ort
de
velo
pm
en
t o
f p
olic
ies,
str
ate
gie
s,
pla
ns,
leg
al a
nd
no
rma
tiv e
fra
me
wo
rks.
4.2
Su
pp
ort
na
tio
na
l ca
pa
city
an
d n
ee
ds
ass
ess
me
nts
, In
stit
uti
on
al a
na
lysi
s a
nd
rev
iew
s.
4.3
Su
pp
ort
th
e im
ple
me
nta
tio
n, m
on
ito
rin
g
an
d e
va
lua
tio
n o
f C
D s
tra
teg
ies
wit
h a
fo
cus
on
fu
nct
ion
al a
nd
te
chn
ica
l ca
pa
citi
es
at
the
inst
itu
tio
na
l an
d e
na
blin
g e
nv
iro
nm
en
t
leve
l.
4.4
Su
pp
ort
th
e e
sta
blis
hm
en
t o
f th
e n
ee
de
d
infr
ast
ruct
ure
an
d s
yste
ms
tha
t e
na
ble
cap
aci
tie
s to
pe
rfo
rm t
he
re
qu
ire
d
fun
ctio
ns.
4.1
Su
pp
ort
de
velo
pm
en
t o
f p
olic
ies,
str
ate
gie
s, p
lan
s, le
ga
l an
d
no
rma
tive
fra
me
wo
rks.
4.2
Su
pp
ort
na
tio
na
l ca
pa
city
an
d n
ee
ds
ass
ess
me
nts
, In
stit
uti
on
al
an
aly
sis
an
d r
ev
iew
s.
4.3
Su
pp
ort
th
e im
ple
me
nta
tio
n, m
on
ito
rin
g a
nd
ev
alu
ati
on
of
CD
stra
teg
ies
wit
h a
fo
cus
on
fu
nct
ion
al a
nd
te
chn
ica
l ca
pa
citi
es
at
the
inst
itu
tio
na
l an
d e
na
blin
g e
nv
iro
nm
en
t le
vel.
4.4
Su
pp
ort
th
e e
sta
blis
hm
en
t o
f th
e n
ee
de
d in
fra
stru
ctu
re a
nd
syst
em
s th
at
en
ab
le c
ap
aci
tie
s to
pe
rfo
rm t
he
re
qu
ire
d f
un
ctio
ns.
75
,00
0,0
00
Nu
mb
er
of
inst
itu
tio
na
l mo
nit
ori
ng
mis
sio
ns
an
d
•
rep
ort
s
Nu
mb
er
of
cap
aci
ty a
nd
ne
ed
s a
sse
ssm
en
ts•
Nu
mb
er
of
inst
itu
tio
ns
rea
lign
ed
•
Pe
rce
nt
of
sta
ff e
qu
ipp
ed
wit
h t
he
re
qu
isit
e
•
fun
ctio
na
l ca
pa
citi
es
Nu
mb
er
of
ma
nu
als
an
d g
uid
es
•
Nu
mb
er
of
no
rma
tive
an
d le
ga
l fra
me
wo
rks
•
Nu
mb
er
of
po
licy
do
cum
en
ts, s
tra
teg
ies
an
d
•
pla
ns
Pe
rfo
rma
nce
ind
ica
tors
de
velo
pe
d a
nd
up
da
ted
•
Pu
blic
pe
rce
pti
on
s o
n in
stit
uti
on
al p
erf
orm
an
ce•
Ou
tpu
t 5
Th
e p
ract
ice
of
leg
isla
ture
s a
nd
loca
lly
ele
cte
d b
od
ies
to
rep
rese
nt
the
inte
rest
of
citi
zen
s im
pro
ve
d
5.1
De
velo
p p
arl
iam
en
tary
gro
up
s,
pa
rlia
me
nta
ria
n a
nd
th
eir
su
pp
ort
sta
ff
cap
aci
tie
s t o
pe
rfo
rm t
he
ir f
un
ctio
ns
in
term
s o
f:
a)
Dra
ftin
g, r
ev
iew
ing
an
d p
ass
ing
leg
isla
tio
n,
b)
Pe
rfo
rm o
vers
igh
t fu
nct
ion
s o
ver
the
exe
cuti
ve b
ran
ch t
o e
nsu
re a
sys
tem
of
tra
nsp
are
ncy
an
d m
utu
al a
cco
un
tab
ility
an
d in
teg
rity
.
5.2
Pro
mo
te m
ech
an
ism
s fo
r e
qu
ita
ble
rep
rese
nta
tio
n, p
ub
lic c
on
sult
ati
on
an
d
he
ari
ng
s.
5.1
De
velo
p p
arl
iam
en
tary
gro
up
s, p
arl
iam
en
tari
an
an
d t
he
ir s
up
po
rt
sta
ff c
ap
aci
tie
s to
pe
rfo
rm t
he
ir f
un
ctio
ns
in t
erm
s o
f:
a)
Dra
ftin
g, r
ev
iew
ing
an
d p
ass
ing
leg
isla
tio
n,
b)
Pe
rfo
rm o
vers
igh
t fu
nct
ion
s o
ver
the
exe
cuti
ve b
ran
ch t
o e
nsu
re a
syst
em
of
tra
nsp
are
ncy
an
d m
utu
al a
cco
un
tab
ility
an
d in
teg
rity
.
5.2
Pro
mo
te m
ech
an
ism
s fo
r e
qu
ita
ble
re
pre
sen
tati
on
, pu
blic
con
sult
ati
on
an
d h
ea
rin
gs.
1,5
00
,00
0N
um
be
r o
f e
lect
ed
offi
cia
ls a
nd
su
pp
ort
sta
ff
•
tra
ine
d
Nu
mb
er
of
pu
blic
he
ari
ng
s a
nd
co
nso
lati
on
s•
Nu
mb
er
of
dra
ft la
ws
sub
mit
ted
, dis
cuss
ed
an
d
•
pa
sse
d
Pu
blic
pe
rce
pti
on
of
the
leg
isla
tive
pe
rfo
rma
nce
•
Nu
mb
er
of
exe
cuti
ve b
ran
ch o
ffici
als
su
mm
on
ed
•
by
pa
rlia
me
nt
for
Q&
A
Ou
tpu
t 6
Just
ice
sy
ste
ms
an
d
rule
of
law
imp
rov
ed
an
d a
cce
ssib
le
6.1
De
velo
p c
ap
aci
ty o
f th
e M
inis
try
of
Just
ice
,
the
Su
pre
me
Ju
dic
iary
Co
un
cil a
nd
th
e
Att
orn
ey
Ge
ne
ral’s
offi
ce.
6.2
Str
en
gth
en
th
e c
ap
aci
ty o
f in
stit
uti
on
s to
pro
mo
te a
nd
en
forc
e r
ule
of
law
.
6.1
De
velo
p c
ap
aci
ty o
f th
e M
inis
try
of
Just
ice
, th
e S
up
rem
e J
ud
icia
ry
Co
un
cil a
nd
th
e A
tto
rne
y G
en
era
l’s o
ffice
.
6.2
Str
en
gth
en
th
e c
ap
aci
ty o
f in
stit
uti
on
s to
pro
mo
te a
nd
en
forc
e
rule
of
law
.
4,0
00
,00
0N
um
be
r o
f C
ou
rth
ou
ses
wit
h a
uto
ma
tio
n
•
syst
em
s in
pla
ce
Nu
mb
er
of
fun
ctio
nin
g c
ou
rth
ou
ses
•
Nu
mb
er
of
law
yers
, ju
dg
es
an
d p
rose
cuto
rs
•
tra
ine
d
Nu
mb
er
of
jud
ge
s p
er
po
pu
lati
on
•
Nu
mb
er
of
crim
e c
ase
s p
roce
sse
d•
36
Financing PartnershipsVII.
37
Financing Partnerships
Since 1993, the donor community has chosen UNDP/PAPP as one of its most reliable implementation partners for development activities throughout the oPt. UNDP/PAPP’s responsiveness, flexibility, transparency, and its strong relations with the PA, Palestinian civil society and other UN agencies, are major reasons for its good relations with the donor community.
Traditionally, UNDP/PAPP has relied on OECD countries for its donations, but in recent years, it has attempted to diversify its funding sources. UNDP/PAPP has received funds from a wide range of donors, with Japan being the single largest donor, with a total contribution of US$220 million since 1993. As shown in the pie chart
below, other major donors include the European Union (EU), Italy, Germany, the Islamic Development Bank (IDB), Japan, Saudi Committee for the Relief of the Palestinians, and United States Agency for International Development (USAID) as well as numerous others.
UNDP/PAPP often complements the financial resources of bilateral and other donors with its own resources to further ensure quality and efficiency of delivery. UNDP/PAPP’s creative and dynamic use of TRAC funds has enabled it to immediately and flexibly respond to priorities in a multitude of sectors that ultimately strengthen the sustainable development process.
UNDP Major Donors 1993-2007
Japan
Germany
IDB
Italy
USAID
Norway
EU
Israel
Sweden
Saudi Committee
Canada
France
World Bank
42%
1%1%
2%
2%
3%
3%
3%
5%
7%
7%
9%
15%
38
VIII. Annex 1
UN General Assembly - Thirty-third Session
39
Annex 2
UNDP/PAPP Organizational Chart
Special Representative
__________________________
Deputy Special R
epresentative
Field Security A
dvisor
Policy, Strategy &
Advisory U
nitP
eace & Developm
ent Advisor
Social D
evelopment &
Gender Advisor
Econom
ics Advisor
Team Leader/S
enior Governance A
dvisor
Executive Office
DSR
(O)
Head of G
azaExecutive O
fficer
FinanceH
uman R
esourcesG
eneral Services
Information
Technology
Reception S
ervicesR
egistry
Natural C
apital &
Environm
ent TeamS
ocial Capital
& D
emocratic
Governance Team
Productive
Capital &
Poverty
Reduction Team
Engineering
Procurem
ent
External R
elations &
Com
munications U
nit
Travel & V
isa S
ervices
Program
me
DS
RO
perationsD
SR
(O)
Gaza O
ffice *
Assistant to the H
ead of O
ffice
* The structure of the Gaza office m
irrors that of the Jerusalem office, and its functions fall under both P
rogramm
e and Operations
Com
mon S
ervicesLogistics S
ervicesAsset M
anagement
Cleaning S
ervicesM
aintenanceTransportation
Assistant to D
SR
(O)
37
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36
المانحون الرئيسيون لبرنامج ا0مم المتحدة اDنمائي/ برنامج مساعدة الشعب الفلسطيني 2007-1997
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35
الشراكات التمويلية
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الطريق إلى ا0مام:
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من اجل الحفاظ على مستوى النجاح الذي
تم إحرازه حتى اBن
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16
االتجاهات والتحديات
15
الدروس المستفادة:29 VFA�« …bŽU???�� Z�U½dÐØwzU/ù« …bײ*« 3_« Z�U½dÐ rKFð
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26
ÆlOL−K� W�«bF�« oOI% v�≈ ‰u�u�UÐ p�–
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2007 uO�u¹Ø“u9 ¨1 r�— œbF�«
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12
V�Š rO�I²�« s� WO�UŽ Wł—bÐ WOMOD???�KH�« qLF�« ‚u???Ý
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18 Æ¡U�M�« s�
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19
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d9R� ¨2007 Ê«d¹eŠ≠ÊU�O½ ¨WK�UF�« ÈuI�« `�� ¨wMOD�KH�«
2007 fD�ž√Ø»¬ 7 w wH×
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2007 uO�u¹Ø“u9 ¨1 r�— œbF�« ÆÎU³¹d� —bBOÝ ¨2 r�— œbF�«
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WO³KÝ UŽe½ WK²;« WOMOD�KH�« ÷—_« œu???�𠨉ULłùUÐ
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2007 u¹U�Ø—U¹√ w wMOD�KH�« VF???A�« …bŽU�� Z�U½dÐ
jš X% Êu???AOF¹ 5OMOD???�KH�« s� 58% Ê√ v�≈ dO???Að
Êu???AOF¹ ¨30% Ë√ ¨p¾�Ë√ nB½ w�«uŠ Ê√Ë ¨d???IH�«
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‚u ÎUOMIð d³²Fð w²�«Ë ¨r−(« WDÝu²*« WOMOD�KH�« d???Ý_«
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20
ÆUN�UŠ vKŽ XOIÐ WO�U(« W¹œUB²�ô«
XFHð—« bI ¨qšb�« dI w??? WO³K???��« WŽeM�UÐ oKF²¹ ULO
w 50% s� d???IH�« jš X% gOFð w²�« d???Ý_« W³???�½
fD???�ž√Ø»¬ w??? 60% v???�≈ 2006 ”—U???�Ø—«–¬
È—– v???�≈ q???šb�« d???I ŸU???Hð—« p???�– q???K ðË ¨2007
d³Lu½Øw½U¦�« s¹dAð dNý ÂU�—√ V???�Š %68 v�≈ qBð
YOŠ ¨…ež ŸUD� w ÎUŠu{Ë d???¦√ dIH�« d³²F¹Ë Æ2006
2007 fD�ž√Ø»¬ w 71% …dOIH�« dÝ_« W³�½ XGKÐ
w U�√ Æ2006 ”—U???�Ø—«–¬ w 52% X???½U Ê√ b???FÐ
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l� ¨”UÝ_UÐ …dI²???�� XOIÐ b� UNð«– WOM�e�« …d²H�« ‰öš
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dI Ê√ l�Ë Æ21
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q¦� ¨WOÐdG�« W???HC�« ‰UL???ý w UEU;« i???FÐ Ê√ ô≈
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ÆoÐU��« lłd*« 20
The Poverty Monitor and Monthly Survey 21Pulses on: http://www.neareastconsulting.com
11
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WOMOD�KH�« ÷—_« w W�UD³�« ‰bF� mK³O???� ¨¡ôR¼ œbŽ
l�«uÐ ¨2007 ÂUF�« s� Y�U¦�« lÐd�« w 29.1% WK²;«
12
Æ…ež ŸUD� w 37.6%Ë WOÐdG�« WHC�« w 25.2%
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WHC�« w??? 28.6%® 5KG²???A*« 5???K�UF�« s???� 35.2%
w nOþu²�« lOÝuð ÊUË Æ13
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WO???AŽ l� W½—UI*UÐ ¨WKG²???A*« WK�UF�« ÈuI�« ŸuL−� s???�
WOMOD???�KH�« WDK???��« wHþu� ÊS ¨p�– l�Ë ÆW???{UH²½ô«
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Ê«d¹eŠ≠ÊU�O½ ¨WK�UF�« ÈuI�« `�� ¨wMOD�KH�« ¡UBŠû�
2007 fD�ž√Ø»¬ 7 w wH× d9R� ¨2007
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2007 fD�ž√Ø»¬ 7 w wH× d9R� ¨2007 Ê«d¹eŠ≠ÊU�O½
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WFHðd� …dOðË vKŽ dO�¹ 5OMOD�KHK� w½UJ��« uLM�« ‰«e¹ ô
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fJFM¹Ë Æ14
q�Q ÎU�UŽ 14 dLF�« s� Êu???GK³¹ 46% Ê√
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d¦√ »U³???A�« ÊuJ¹ Ê√ T???łUH*« s???� f???O�Ë Æ152006
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d³²Fð ¨WÐU???A�« U¾H�« 5???Ð s�Ë Æ©…e???ž w??? 53.8%Ë
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l�«uÐ tðU¹u²???�� iHš√ w UNð«– W¹dLF�« W¾H�« w ‰Ułd�«
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r???�²ð ¨p�– V½Uł v�≈ 17
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w«džu1b�« l{u�« ¨wMOD�KH�« ¡UBŠû� Íed*« “UN'« 14
ÂUF�« W¹UN½ w 5OMOD�KH�« ÊUJ�K� ÍœUB²�ô«≠wŽUL²łô«Ë
2006 d³L�¹œØ‰Ë_« Êu½U Æ2006
ILO: The situation of workers of the occupied 15Arab territories, May 2007
oÐU��« lłd*« 16
ILO, Global employment trends for women 17March 2007
10
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UŽUMB�« œU???%« V???�× Æ…ež ŸU???D� v???KŽ UNðdDO???��
w qLŽ W�d 100.000 s� d¦√ bI ¨WOMOD???�KH�«
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s� d³√ r???−×Р×U)« s� W�U)« W???O�U*« ö???¹uײ�«Ë
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v�≈ …d???ýU³� ÂbIð r???� U???N½√ r???ž—Ë ¨—ôËœ Êu???OK� 750
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- ¨2007 ÂUF�« s� ‰Ë_« n???BM�« wË Æ2005 ÂU???Ž
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IMF – The World Bank West Bank and Gaza, 8 “Economic Developments in 2006 – A First
Assessment”, March 2007 The World Bank, “Two Years after London: 9
Restarting Palestinian Economic Recovery”, Economic Monitoring Report to the Ad Hoc
Liaison Committee, 24 September 2007
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UNNł«u¹ w???²�« VŽUB*«Ë ÂU???F�« ÍœUB²�ô« ◊u???³N�« d???Ł√
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qLF�« vKŽ ÎU¹bOKIð bL²Fð WK²;« WOMOD�KH�« ÷—_« X½U
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ŸUD� w …bŠ d¦√ qJ???AÐ W�UD³�« ôbF� XFHð—« b???�Ë
©2006 ÂUŽ 34.8% v�≈ 2000 ÂUŽ 18.7% s�® …ež
v�≈ 2000 ÂUŽ 12.1% s�® WOÐdG�« WHC�« w??? w¼ U2
ÂUF�« s� Y�U¦�« l???Ðd�« ‰uK×ÐË Æ©2006 ÂU???Ž 18.6%
WOMOD�KH�« ÷—_« w W�UD³�« ‰bF� j???Ýu²� mKÐ ¨2007
…e???ž ŸU???D� w??? 32.9% l???�«uÐ ¨23.3% W???K²;«
‰Ë_« nBM�« Ê√ l�Ë Æ11
©WOÐdG�« WHC�« w 18.6%Ë
¨W�UD³�« ‰bF� w ÎUHOHÞ ÎU{UH ½« dNE¹ 2007 ÂUF�« s???�
¡UBŠû� Íed*« “UN'« ÆWO�Ëb�« qLF�« WLEM� —UOF� V�Š 10
d9R� ¨2007 Ê«d¹eŠ≠ÊU�O½ ¨WK�UF�« ÈuI�« `�� ¨wMOD�KH�«
2007 fD�ž√Ø»¬ 7 w wH×
oÐU��« lłd*« 11
فقدت أكثر من 100.000 فرصة عمل في القطاع
الخاص في غزة، وأغلقت %95 من الصناعات،
فيما أن الصناعات التي ال زالت باقية تعمل دون
طاقتها المعتـــادة
9
n¹dBð W�uJ×Ð Δ—«u???D�« W�uJŠ X�b³²???Ý« bFÐ U???LOË
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Assessment”, March 2007 UNCTAD, “Report on UNCTAD assistance to 6
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Developments in the West Bank and Gaza”,AHLC Meeting, 24 September 2007
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3 تمهيد ............................................................................................................................................
5 نظرة عامة ..................................................................................................................................
7 تحليل الوضع ............................................................................................................................
8 - نظرة عامة إلى الوضع السياسي ...............................................................................
9 - خلفية اجتماعية - اقتصادية ......................................................................................
14 الدروس المستفادة .................................................................................................................
16 االتجاهات والتحديات ................................................................................................................
19 الطريق إلى ا/مام: .....................................................................................................................
20 - بيان الرؤية .........................................................................................................................
21 - ا/هداف العامة والمحددة والغايات ا5ستراتيجية ......................................................
الهدف المحدد رقم 1:23 تعزيز سبل المعيشة المستدامة والتأهيل االقتصادي واالعتماد على الذات ........
الهدف المحدد رقم 2:29 تحسين عملية تطوير مؤسسات تتسم بالكفاءة والمساءلة ..................................
35 الشراكات التمويلية ..................................................................................................................
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ا�طار االستراتيجيمتوسط المدى
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