This document provides an update and completion of mapping of civil society organizations in Palestine from October 2014 to January 2015. It aims to identify key CSOs and structures, capacity building needs, and make recommendations to improve EU engagement with Palestinian CSOs. Over 120 CSOs were consulted through interviews and questionnaires. The mapping finds CSOs face challenges from the Israeli occupation, unclear identities, donor agendas vs. local priorities, and division between areas. It examines dynamics for different levels of CSOs and recommends the EU strengthen CSO capacities, networks, governance monitoring, and support initiatives for long-term impact.

1. UPDATE AND COMPLETION
MAPPING OF CIVIL SOCIETY ORGANISATIONS
IN PALESTINE
October 2014 – January 2015

2. BACKGROUND
• EU recognition of CSOs as a policy and governance actor
• EU engagement in supporting CSOs in the Southern Mediterranean:
the Civil Society Facility and regional interventions
• EU engagement in supporting CSOs in Palestine: the 2011 strategy
on supporting CSOs and the 2014 Roadmap for civil society
development

3. OBJECTIVES
The specific objective is:
"to update/upgrade the existing mapping study of 2011 by expanding its scope in
order to provide a comprehensive complete overview of the civil society state of
play in Palestine, including its capacity-building needs and recommendations for
better EU engagement with CSOs in/through cooperation and policy dialogue."
The study is expected to:
• Identify key CSOs and structures, key constraints and the main capacity
building needs.
• Identify the key policy areas with a focus on governance and policy dialogue.
• Provide an overview of donor strategies in civil society development .
• Propose recommendations for an operational strategy for effectively promoting
the engagement of civil society.

4. THEORETICAL AND METHODOLOGICAL FRAMEWORK
• A strategic approach to mapping
• A scope including West Bank and the Area C, East Jerusalem, Gaza Strip
• The use of a variety of information sources and consultation modalities:
• consultation of over 120 CSOs through individual meetings, focus group,
structured and semi-structured questionnaires;
• documentary analysis;
• consultation of key informants from IO, CSOs, INGOs, PA, LA, donors

5. MAIN STAKES AND ISSUES INVOLVING CSOS
• Uncertainty and the impediments imposed by the Israeli
occupation
• An unclear identity
• Challenging relationship with the public authorities
• Donors’ agendas and CSOs’ priorities
• The division between West Bank, Gaza strip and East Jerusalem
• Decentralisation process
• Need for innovation
• Cooperation among Palestinian CSOs and between PNGOs and
INGOs

6. EMERGING ISSUES AT REGIONAL AND LOCAL LEVEL
GAZA STIP:
• The reconstruction process
• The siege and the focus on emergency and relief
• The policy framework
EAST JERUSALEM:
• The sharpening of occupation practices
• Legal and funding uncertainty about East Jerusalem and about CSOs
• Absence of spaces and interlocutors
• Increased isolation
AREA C:
• Separation wall and check point control and isolation system
• Security forces influence
• Isolation and integration dynamics in PA policies and service mechanisms

7. CSO ENGAGEMENT IN GOVERNANCE AND POLICY DIALOGUE (A)
Emerging opportunities
• Policy setting and law formulation
• Good governance and social accountability
• Public service monitoring and improvement
• Decentralisation and local governance
• International cooperation and International advocacy

8. CSO ENGAGEMENT IN GOVERNANCE AND POLICY DIALOGUE (B)
Emerging issues and obstacles:
• Legal framework issues
• Recognition of technical capacities /Limited recognition as policy actors
• Good governance and human rights discourses
• A missing social space
• Competition and lack of trust
• Limited legitimacy
• CSO focus on services
• Lack of communication with “constituencies”
• The roles of international partners
• The risks related to funding models
• Capacity building and sustainability

9. DYNAMICS INVOLVING 1 ST LEVEL ORGANISATIONS
• A diversified and unrecognised set of actors
• Service delivery
• Dependency and vertical partnerships
• Lack of influence on agenda setting
• Tendency towards becoming NGOs, losing relationship with
constituencies
• Vulnerability to political dynamics
• Potential engagement in local governance
• Limited human, technical and financial capacity
• Difficulties in accessing funding sources

10. DYNAMICS INVOLVING 2 ND LEVEL ORGANISATIONS
• Diversity in activities, dimensions and capacities
• Personalism and leadership
• Organisational structures based on legal requirements
• Dependency on donors and competition on funding
• Project based activities - limited sustainability and impact
• Vertical partnerships
• Trust and consensus related to service delivery
• Vulnerability to political dynamics

11. DYNAMICS INVOLVING 3 RD LEVEL ORGANISATIONS
• Prevalence of campaigns based and thematic network
• Emergency of local/regional networks
• Dependency on leading organisations and donors, both for resources and
for agenda setting
• Unclear functions

12. DYNAMICS INVOLVING 4TH LEVEL ORGANISATIONS
• New functions and increased vitality
• Increased coordination and cooperation
• Weak capacities, organisational consistency, and unclear
agendas
• Risk of competition with members
• Weak participation and engagement of member
• Unclear goals, missions, functions, division of responsibilities

13. RESOURCES FOR CSO DEVELOPMENT
 Strengthening of CSO technical and organisational
capacities
 Support to legal framework revision, sector regulation,
self-regulation and coordination
 Support to networks and platforms
 Support for human rights and governance monitoring
 Support for the establishment and functioning of local
governance and people participation mechanisms

14. CONCLUDING REMARKS
 Fostering bridges
 Supporting networking, knowledge management and agenda setting
 Fostering the improvement of the legal framework
 Providing Political/Diplomatic support
 Including participatory governance mechanisms in all cooperation initiatives
 Including participatory governance mechanisms in initiatives for
strengthening /supporting public services
 Shifting from training to “institutional capacity building”
 Strengthening support to long-term initiatives and core funding mechanisms,
through different mechanisms at different levels
 Balance support among the different levels of CSOs; with a special focus on
self-help groups and youth initiatives/movements, and women groups.

15. QUESTIONS FOR THE DISCUSSION
 Are there other elements (processes, dynamics, actors, to be
considered ?
 Are the recommendations relevant?
 Based on your experiences how the EU can better support
CSOs ? Are there specific issues to be included in next calls
for proposals and projects?