THE PALESTINIAN INITIATIVE FOR THE
PROMOTION OF GLOBAL DIALOGUE AND
DEMOCRACYSTRATEGIC PLAN 2022-2026

GRIP CONSULTINGMIFTAH has embarked upon a planning process aiming
at developing new strategic plan that will guide thedevelopment and implementation of its various
interventions in the coming five years (2022-2026). The
outcome was a reaffirmation and development of
MIFTAH’s future vision, mandate, and strategies thatappropriately address the challenges and make use of
new the potentials inherent in the prevailing context
and adverse conditions of the Palestinian civil society.
The document below summarizes the main features of
the Strategic Plan.

Table of Contents

I. INTRODUCTION AND BACKGROUND ................................................................................................................................... 2
II. CONTEXT, PREVAILING ENVIRONMENT AND MAIN STRATEGIC ISSUES ............................................................................. 7Context Analysis ................................................................................................................................................................ 7
National Developments .............................................................................................................................................. 7
Women and Youth....................................................................................................................................................... 8International Community ........................................................................................................................................... 8
Palestinian Civil Society .............................................................................................................................................. 9
MIFTAH INTERNAL ENVIRONMENT ...................................................................................................................................... 10
MIFTAH EXTERNAL ENVIRONMENT ...................................................................................................................................... 11
MAIN STRATEGIC ISSUES ...................................................................................................................................................... 12
III. MIFTAH STRATEGIC DIRECTION ...................................................................................................................................... 13
MIFTAH VISION .................................................................................................................................................................... 13
MISSION STATEMENT ........................................................................................................................................................... 13
MIFTAH CORE VALUES ......................................................................................................................................................... 13
STRATEGIC GOAL AND OBJECTIVES ...................................................................................................................................... 13
IV. MIFTAH SCOPE OF WORK AND PROGRAMS ................................................................................................................... 15
MIFTAH Scope of Work and Programs ...................................................................................................................... 15
Restructuring of Miftah ................................................................................................................................................. 19
V. RISK MANAGEMENT FRAMEWORK ................................................................................................................................. 21
Risk Management Framework .................................................................................................................................... 22
VI. APPENDICES.................................................................................................................................................................... 24
Logical Frameworks and Implementation Plan ...................................................................................................... 24
Monitoring and Evaluation Framework .................................................................................................................... 24

2

I. INTRODUCTION AND BACKGROUNDMIFTAH was established in 1998 as an independent Palestinian civil society institution committed tofostering the principles of democracy and effective dialogue. MIFTAH’s main work during its beginningwas on political concerns especially opening dialogue on final status issues, disseminating the Palestinian
narrative on regional and international levels in addition to working on the local and national levels to
support building the Palestinian state.
Ever since its establishment and especially after the fall of the Camp David peace negotiations in 2000,
MIFTAH was dedicated to Palestinian nation-building and empowerment on the basis of the principles of
democracy, human rights, rule of law, and participatory governance. MIFTAH was one of the first
Palestinian NGOs to realize the importance of institution building and democracy to ensure state building,in parallel with the political process, after the failure in the peace talks and the invasion of the West Bank
that followed. In support of good governance and democracy, MIFTAH used to and continues to influence
public policy formulation for safeguarding citizens’ rights and enhance justice and rule of law with a special
focus on marginalized segments of Palestinian society especially women and youth.
MIFTAH’s political impartiality has turned it into a well-reputed and well-respected organization, hence,
it provides a safe place for male and female political activists, leaders, members of local councils,
Palestinian Legislative Council, Palestinian Political Factions, and Community-Based Organizations andpublic institutions to exchange information and engage in constructive dialogue to enhance multichannel
communication among all sectors of society, with the view of supporting policy formulation, addressing
policy recommendations and policy proposals

3
Milestones of MIFTAH’s Journey (1998-2021)
Date/Period

Event/Milestone

Implications/Results

1998

Establishment of the Palestinian
Initiative for the Promotion of Global
Dialogue and Democracy - MIFTAH in
Jerusalem.

1999

Convening “The Palestinian Experts
Conference on Final Status Issues”

Covered the five main issues in the negotiations and published abook with the papers and proceedings.

2000

Conveningaconferenceon“Palestinian Refugees and the Future of
UNRWA”

Covered the refugees’ status as a core issue in the negotiations andpublished a book with the papers and results.

MIFTAH initiated the creation of the
Coalition Accountability and Integrity AMAN

AMAN was hosted in MIFTAH for 4 years

The establishment of MIFTAH’s website
for the presentation of the Palestinian
narrative; press releases, factsheets,
MIFTAH’s perspective, key issues…
2001

MIFTAH set up an office in Ramallah
due to the continuous closure andrestriction of movement of its staff
members to the headquarters inJerusalem.

The Jerusalem office remained until 2008 and was forced to close
due to the continuous Israeli measures and restrictions

2002

Initiating the “Empowerment ofPalestinian
Women
Leadership”
program

The crystallization of a perception regarding empowering womenleadership in the public sphere /different fields: Elections, politics,
media, and Economics.

Convening the National Conference on
Integrity,
Transparency
andAccountability in Palestine

MIFTAH started conducting public (town-hall) meetings in the
different districts of the WB to advocate women’s active citizenshipdue to the need for raising public awareness on women’s
involvement in the electoral process and in areas of active politicalparticipation.

2003

2004

MIFTAH underwent a restructuring
process
MIFTAH started its work on the
Empowerment of Palestinian Women
Leaders in Elections to support
affirmative action towards women’s
representation
Empowerment of young Palestinianpolitical leaders in West Bank and Gaza
Strip
MIFTAH set Women Electoral Support
Points (WESPs) in several areas in theWest Bank and Gaza Strip. These points
provided the framework for reachingout to and building the capacity of both
women incumbents and first-timecandidates.

The need for women presence and participation in the elections
emerged. Miftah has therefore established electoral support points.

MIFTAH worked on strengthening the capacity of the national teamfor a gender-response national budget

4Date/Period

Event/Milestone

Implications/Results

MIFTAH took the initiative in working
on Gender review of the Palestinian
national budget
MIFTAH started working with andsupporting women candidates for local
councils and municipal elections.
AMAN was officially registered as anindependent organization.

2005

MIFTAH has incorporated GBV in its
work.
MIFTAH worked on Monitoring Media
Coverage in Presidential Elections.
Printing of a photo essay book by
Osama
Silwadidocumenting
Palestinian culture and history

2006

2007
2008

2009

2010

2011

Production of a lexicon of GBV terms and concepts documenting bestpractices of participating organizations in the coalition of NGOs
combating violence against women.

MIFTAH initiated the work on
Gendered, Peace and Security
Dr. Hanan Ashrawi resigned as the
Secretary General and became thechairperson of MIFTAH’s BoD.
MIFTAH began its task in enhancing therole of civil society in the legislative
process
MIFTAH initiated the 1325 coalition andtranslated the resolution to Arabic andcontextualized it.
MIFTAH started working on gender
responsive budgeting in local councils
MIFTAH started working on the
Economic Empowerment of Women
through Income Generating Projects in
MarginalizedAreas
includingJerusalem.
MIFTAH has pushed for the inclusion ofgender budget at the official level.

An official decision was made to include a gender budget in all
ministries’ budgets.

Development of a model for socialtransformation in conflict targeting
youth
MIFTAH published a report about
media censorship.
MIFTAH has undergone a restructuring
process.
The establishment of grassroot
committees to support the 1325.
Strategic planning and restructuring

Categorization of MIFTAH’s work on two main programs; Palestinian
Narrative and Democracy and Good Governance5Date/Period

Event/Milestone

2012

Establishment of the Youth Network

2013

MIFTAH was attacked by the NGO
Monitor

2014

2015

MIFTAH became a member in theregional Karama network
MIFTAH started documenting theIsraeli violations and crimes in relation
to women and participated in the CSW
international conference
MIFTAH continued to work on genderbudget and social justice with several
ministries.

Implications/Results

Downsizing of MIFTAH’s work on disseminating the Palestinian
narrative

The Ministry of Social Development introduces the citizen budget
based on MIFTAH’s intervention.

National women conference for ending
the political division

2016

2017
2018

2019

2020

2021

MIFTAH hosted a staff delegation(Aides of the U.S. congress members).
MIFTAH hosted a congressionaldelegation.
New strategic plan
Activating the Palestinian Narrative
program through facts and figures andhosted by MIFTAH
Change in MIFTAH’s executive
management
Expansion on MIFTAH’s Fiscal Justice
Program
MIFTAH organized to host a second
congressional delegation, which wasbanned from entry by the Israeli
occupation.
MIFTAH BOD authorizes one of its
members to oversee MIFTAH’s work
MIFTAH adhered to the Cabinet’s
decision of total lockdown due to the
spread of COVID-19 and took
precautionary measure (closed its
offices and relied on virtual means) for
lengthy periods
Recruitment of a new Executive
Director
MIFTAH has joined the ECOSOCNew Strategic Plan
Development on MIFTAH’s work in
Gaza

Fiscal justice became a major component of MIFTAH’s work

Revamping the 2nd program became a priority at MIFTAH in order topresent the Palestinian narrative to a wider audience using modern
tools

Emergency response interventions due to COVID-19
Development of a Disaster Recovery Plan (DRP)

Restructuring within MIFTAH6MIFTAH has embarked upon a planning process aiming at developing a new strategic plan that will guidethe development and implementation of its various interventions in the coming five years (2022-2026). In
order to capture the essence of MIFTAH’s work and experience, the planning process involved membersof the board of directors, the management as well as its staff in an in-depth strategic analysis anddiscussion about the current situation of the organization. The outcome was a reaffirmation anddevelopment of MIFTAH’s future vision, mandate, and strategies that appropriately address thechallenges and make use of the new potentials inherent in the prevailing context and adverse conditionsof the Palestinian civil society. The key issue in this respect has been to safeguard and promote thedistinctive character and identity of MIFTAH, while enhancing its programmatic coverage andimplementation’s effectiveness.
The document below summarizes the main features of the Strategic Plan. After a quick review of the major
historical milestones and experiences that influenced the shaping of today’s MIFTAH, an analysis of theexisting main internal and external environment and the identified strategic issues are outlined. The
document then presents MIFTAH’s vision and mission statement of which the main strategic goal and thestrategic objectives are derived. The document concludes with a Risk Assessment and Mitigation plan. As
annexes, the document includes a detailed Logical Framework together with relevant Monitoring and
Evaluation sheets.

7

II. CONTEXT, PREVAILING ENVIRONMENT AND MAIN STRATEGIC ISSUES
Context Analysis
For decades two legal systems have been applied in the OPT: one for Palestinians, and the other for
Jewish-Israeli settlers and those eligible to immigrate under the Israeli Law of Return. The latter are
subject to Israeli civilian law (Israeli Basic Law), whereas Palestinians are subject to a complex mixture of
Ottoman, British-, Jordanian law, emergency regulations and over 1,500 Israeli military orders.
Rights violations based on the Israeli system of extreme inequality and institutionalized discrimination
involve planning and zoning rights including house demolitions and freedom of movement, as well as
residency rights. Most importantly, Israel denies the Palestinians the right to self-determination. In
essence, the right to self-determination is the basis for the implementation of the most importantfundamental rights and freedoms.
The recognition of Israel as an Occupying Power does not relinquish the responsibility of the Palestinian
Authority (PA) in the West Bank and the de-facto authorities in the Gaza Strip under international law,notably human rights law. In addition, the PA signed and ratified more than 55 international treaties
including the main human rights treaties. 1 Here it is important to note that the PA’s accession to humanrights treaties did not diminish the obligations of Israel under international human rights law andinternational humanitarian law within the OPT.
National Developments
The 2017-22 National Policy Agenda of the PA states that social justice and the rule of law is a cross cutting
issue and focuses on the efforts to create a state for all its citizens based on democratic principles andaccountability. 2 The Agenda, furthermore, acknowledges the need to “eliminate all forms of
discrimination and violence against women and to remove barriers that prevent the full participation of
women in community and economic development and public life.” 3
The occupation set up significant barriers to the Palestinian Authorities effective governance. The PA has
limited authority and next to no influence in Gaza, Area C including the Seam Zones in the West Bank aswell as East- Jerusalem. Even though the PA has signed all relevant human rights treaties and international
humanitarian law conventions, its human rights record towards the Palestinian population has been
severely criticized by numerous human rights organizations. The PA is limiting the right to freedom of
expression and assembly as well as restricting the rights of human rights defenders and criticaljournalists. 4 Human rights and social media activists have been targets of the PA in recent years. 5
Hamas on the other hand, detained 4,235 people, including 66 for social media posts. Since June 2007, 25
people have been executed “following trials that lacked appropriate due-process protections.
National Policy Agenda 2017-2022, page 21.
http://planipolis.iiep.unesco.org/sites/planipolis/files/ressources/palestine_draft_final_npa.pdf
3 Ibid.
4 For example: HRW (2018). Palestine: Authorities Crush Dissent: https://www.hrw.org/news/2018/10/23/palestine-authorities-crush-dissent#
5
For example: Amnesty International (2019). Palestine: Authorities must drop charges against human rights defender Issa Amro:
https://www.amnesty.org/en/latest/news/2019/03/palestine-authorities-must-drop-charges-against-human-rights-defender-issa-amro-forpeaceful-criticism/ and Omar Shakir (2020). Palestinian Authority Jails Journalist Again Over Facebook Post. HRW:
https://www.hrw.org/news/2020/06/25/palestinian-authority-jails-journalist-again-over-facebook-post
1

2 National Policy Agenda 2017-22:

8The independency of the Palestinian judiciary is severely hampered by two presidential decrees issued byPresident Mahmoud Abbas in 2019 6 and recent developments from late last year in which the PalestinianHigh Judicial Council was dissolved, and several judges were forced to retirement. 7
The dissolution, of the Palestinian Legislative Council (PLC) has resulted in the executive branch’s exerciseof law-making power by issuing decrees in violation of Article 43 of the Palestinian Basic Law, which
restricts it to cases of necessity that cannot be delayed, and largely without community and politicalparticipation. In the Gaza Strip the de-facto government issues regulations that have affected public rights
and freedoms. 8
Parliamentary and presidential elections should be held every four years according to Palestinian law but
have been delayed since 2010. Elections were announced to take place this year (2021) to restore the PLC
but did not take place. 9
Women and YouthThe current inclusion of women within institutional Palestinian politics in the West Bank and Gaza Strip
remains limited. The PLC has a 20% quota of women, the PLO Executive Council has currently no womenout of 15 members and out of the 16 governorates in the West Bank and Gaza, only the governorate ofRamallah has a female governor. 10 Similarly, the PA cabinet has three female ministers out of 22. 11 In
addition, the average age of the cabinet members does not correspond by a large gap with the averageage of the society.
Palestinian young people (aged 15-29) comprise almost one-third of the population and this demographic
continues to grow rapidly. 12 About 20% of young people participate in community volunteer work; witharound 7% participated in community development activities, about 5% in educational activities, 6% in
fundraising activities, around 6% as members of sports clubs, 3% enrolled in civil and cultural associations,
1.5% of the youth belong to political parties or movements. 13
Meaningful participation of women and youth is limited or often even excluded from both local andnational formal and informal decision-making processes.
International Community
Towards the end of Trump’s term in office, he promoted the “Deal of the Century”- unveiled in January
2020 and officially entitled “Peace to Prosperity: A Vision to Improve the Lives of the Palestinian and Israeli
People”. According to Israeli historian Ilan Pappé, this plan “constitutes a real existential danger for
Palestine and the Palestinians. […] It is an attempt to de-politicize the Palestine issue and reframe it as a

PalestinianCentrefor
Human
Rights(2019).
Palestinian
President
Undermines
Judiciary
Independence:https://www.pchrgaza.org/en/palestinian-president-undermines-judiciary-independence/
7 Palestinian Human Rights Organizations Council (2020). Independence of the Palestinian Judicial System: https://www.amanpalestine.org/en/activities/13487.html
8Ibid.
9 AlJazeera (2021). Uncertainty as Palestine’s Abbas announces elections: https://www.aljazeera.com/news/2021/1/17/uncertainty-aspalestines-abbas-announces-elections
10 Mapping Palestinian Politics (2020). https://ecfr.eu/special/mapping_palestinian_politics/executive_committee/
11
Yara Hawari (2019). The Political Marginalization of Palestinian Women in the West Bank. Al Shabaka.
12 Palestinian Central Bureau of Statistics (2016). Palestinian Youth Survey of 2015.
13 Talal Abu Rukba (2018), Fact Sheet on the Reality of Youth in Palestinian Society, The International Commission to Support Palestinians’ Rights(ICSPR); Palestinian Central Bureau of Statistics, (2016) Palestinian Youth Survey of 2015.
6

9humanitarian and economic problem that can be solved by Arab funding and American blessing”. 14
Moreover, “the plan subverted the internationally agreed parameters framing a two-state solution, andin their place proposed an atrophied and disconnected ‘Palestinian state-minus’ – in essence, a selfgoverning entity under continued Israeli occupation and lacking, among other things, sovereignty andcontrol of its own borders”. 15 These developments constitute a grave historical precedent and retreat
from the international agreed barometers. Generally speaking, the plan also reflects the Trumpadministration’s view on the whole of the Middle East, and its aim to redefine the political dynamic in the
Middle East by relegating the Palestinian conflict and struggle for rights “in favour of Arab-Israeli politicalnormalization and economic integration”. 16
In line with these transformations, US President Donald Trump launched in August 2020 the Abraham
Accord in the Middle East: a normalization agreement between the UAE and Israel, “including the openingof embassies, trade and technology exchanges, direct flights and tourism, and cooperation in security andintelligence and a range of civilian fields”. 17 In the following months countries like Bahrain, Sudan and
Morocco joined the initiative, 18 and several others such as Egypt and Jordan officially welcomed theAbraham Accord. 19
The accords reframe the role of the Israeli-Palestinian conflict within the framework of Arab-Israeli
relations, replacing the equation of “peace for land” with the Israel-coined “peace for peace”, thus
downgrading the Israeli-Palestinian conflict to yet another topic alongside other standing issues. 20 On theother hand, “civil society organizations throughout the region remain steadfast in their opposition tonormalizing relations with Israel. These include groups in the Gulf, which have spoken out specificallyagainst the Israeli-Emirati agreement”. 21
Palestinian Civil Society
The number of Palestinian civil society organizations (CSOs) is estimated at 4,616 with a total of 42% in
the West Bank, 31% in the Gaza Strip, 11% in East Jerusalem, and 14% outside of the OPT. Around 60%
classifies as grassroot organizations. Palestinian CSOs receive an estimated funding of one billion and 600
million dollars annually and provide more than 40,000 paid jobs. 22
The protection gap stemming from the lack of efficient local or regional accountability mechanisms ischallenged by international advocacy. International advocacy, among others seeks to raise awarenessabout the situation in the OPT in third party countries to increase political, diplomatic, or economic

14 Pappé, I. (2020). The Steal of the Century: Robbing Palestinians of their Past and Future. The Arab World Geographer, 23(1), 9-14.
15

Lovatt, H. (2020). The End of Oslo: A New European Strategy on Israel-Palestine.

16 Ibid.

17 Beatrix Immenkamp (2020). The Abraham Accords. European Parliamentary Research Service: Treaty on the prohibition of nuclear weapons ─

the 'Ban Treaty' (europa.eu)
18
Imad
K.
Harb
(2020).
The
MiddleEast
Accords:
An
Arab
Perspective.
AmericanDiplomacy:
https://americandiplomacy.web.unc.edu/2020/11/the-middle-east-accords-an-arab-perspective/
19 Steven A. Cook (2020). What’s Behind the New Israel-UAE Peace Deal? Council on Foreign Relations: What’s Behind the New Israel-UAE Peace
Deal? | Council on Foreign Relations (cfr.org)
20 Gil Murciano (2020). The Abraham Accords: An invitation to rethink the Arab-Israeli conflict. SWP: The Abraham Accords: An invitation torethink the Arab-Israeli conflict - SWP (swp-berlin.org)
21 What’s Behind the New Israel-UAE Peace Deal? | Council on Foreign Relations (cfr.org)
22Ashraf Sukar, Ahd Jaradat (2020) Civil Society Organizations and Palestinian Youth: Challenges of the Role, The Palestinian Centre for Policy
Research and Strategic Studies - Masarat

10pressure on Israel to fulfil its international obligations and to adhere to the rule of law includinginternational principles and norms.
However, Palestinian CSOs face growing difficulties in their work due to an environment of constraints,
restrictions, and obstacles. While the PA adopts laws and policies to control these organizations andjeopardize their independence, Israel continues to attack CSOs, especially human rights organizations, toundermine their credibility and dry up their funding sources. Restrictions are experienced differently
depending on the geographical context, type of organization and the nature of their work. Israel does nottolerate any objection to its system of control and tries to silence intentional as well Israeli and Palestinian
CSOs who uphold international law and the rights of Palestinians.
Two strategies stand out: first, the demonization of NGOs that support the Boycott, Divestment andSanctions (BDS) movement and tries to influence European governments and parliaments to categoricallywithdraw their financial support. 23 The second is to defame Palestinian NGOs through the tabling ofaccusations that these organisations have links to terrorism, without providing meaningful evidence tosupport such claims. Accusations are instead based primarily on repetitive and misleading information,
selective research, and guilt by association. 24 Reports by the UN Special Rapporteur on the human rights
situation in the Palestinian Territory also warn of "an atmosphere of intimidation, threats and arrests ofhuman rights defenders and civil society actors by Israel." 25
In the latest Israeli escalation phase to shut down critical Palestinian civil society the Israeli Defense
Ministry on October 19, 2021, issued a military order declaring six Palestinian civil society organizationsin the OPT to be “terrorist organizations.” Human Rights Watch and Amnesty International, who work
closely with many of the groups, said in a joint statement, “This decision is an alarming escalation thatthreatens to shut down the work of Palestine’s most prominent civil society organizations. The decadeslong failure of the international community to challenge grave Israeli human rights abuses and impose
meaningful consequences for them has emboldened Israeli authorities to act in this brazen manner. How
the international community responds will be a true test of its resolve to protect human rights
defenders.” 26
MIFTAH INTERNAL ENVIRONMENT
The assessment of MIFTAH’s accomplishments over the years clearly shows that it has accumulated andmaintained much strength and abundant human and physical assets, which have rendered it to becomea leading Palestinian organization that tackles accountability and social justice issues. At the same time,
the assessment depicted some internal challenges (weaknesses) that need to be addressed. Both, internal
strengths and weaknesses are outlined in the following table:

23

SWP (2017). Shrinking Spaces in Israel: https://www.swp-berlin.org/publications/products/comments/2017C36_ass.pdf

24 Amjad Alqasis (2021). https://mondoweiss.net/2021/08/israeli-efforts-to-repress-human-rights-work-must-fail/25UN A/74/48057 (2019): https://reliefweb.int/sites/reliefweb.int/files/resources/A_74_48057_AUV.pdf

26 HRW (2021). https://www.hrw.org/news/2021/10/22/israel/palestine-designation-palestinian-rights-groups-terrorists

11Strengths-

Well-known, respected and accountable andtransparent organization
Maintains independence and objectivity
Social justice oriented
Enlightened, open, democratic discourse
The board of directors is composed of respected
members of the Palestinian society
Geographical outreach (West Bank including
Jerusalem and Gaza)Internal system and procedures
Professional staff
Diversified fund
Diverse, needs-based programs and interventions
Accumulated successes and achievements feed into
the interventions
Ability to reach and influence decision makers
Source of information for publications, manuals,
documentations especially in financial sphere andbudgetECOSOC membershipGood male-female balance in staff

Weaknesses-

Confusion in MIFTAH identity
Gap between the BoD and the staff
Society’s perception of MIFTAH as a feminist
organization
Limited vision regarding the Palestinian Narrative
Program
Limited follow-up on recommendation of generalpolicy meetings
Weak information management system
Limited staff capacities in specific programmaticinterventions
Outsourcing of MIFTAH studies, research andpublications
Modest promotion of MIFTAH’s work through media
Limited follow-up, monitoring and evaluation of fieldwork
BoD’s do not represent the organization’s
geographical outreach Administrative and routine
procedures consume a lot of time
Absence of a full fledge Gaza branch

MIFTAH EXTERNAL ENVIRONMENT
The prevailing external conditions provide new opportunities for MIFTAH yet pose somechallenges/threats. The most important are presented in the following table:
Opportunities-

Abundance of information and research
Enhanced incubation and sponsorship of publicdialogue
Reform of public and state organizations
Spreading the developed Palestinian narrative by
deploying social media
Arising and pressing social and political issues which
MIFTAH can tackle
Networking and spreading MIFTAH’s vision withinrelevant platforms
Diversification of fund

Challenges/Threats-

The occupation and the political situation
Internal Palestinian issues especially the division andabsence of a PLC
Fragmentation of the Palestinian society
The decline of local sources of fund
Limited rule of law and the rise ofconservative/patriarchal societal forces
NGO monitor and similar organizations
Conditional funding and the shrinking spaces for thePalestinian civil society
Escalation in PA restrictions of Palestinian Civil
Society Organizations.
COVID-19 and similar pandemics and natural
disasters

12MAIN STRATEGIC ISSUES
Based on its analyses and understanding of the context and the prevailing internal and external
environment, MIFTAH will focus during the coming five years on tackling the following main strategic
issues:1. Fortifying a platform for policy dialogue
2. Promoting the Palestinian narrative on international level
3. Further institutionalization and development of MIFTAH and its cadre

13III. MIFTAH STRATEGIC DIRECTIONMIFTAH VISION
A sovereign, independent, democratic, tolerant and inclusive Palestinian state, which grants Palestinians
their basic rights, preserves their dignity, and enjoys international recognition and respect
MISSION STATEMENT
Established in 1998, MIFTAH seeks to promote the principles of democracy and good governancewithin various components of Palestinian society; it further seeks to engage local and international
public opinion and official circles on the Palestinian cause. To that end, MIFTAH adopts themechanisms of an active and in-depth dialogue, the free flow of information and ideas, as well as
local and international networking
MIFTAH CORE VALUES











Transparency
Accountability
Credibility
Integrity
Objectivity
Independence
Professionalism and work ethics
Participation and inclusivenessNondiscrimination
Equality and Gender responsiveness

STRATEGIC GOAL AND OBJECTIVESStrategic Goal
To contribute to enacting the rule of law and realizing the Palestinian aspiration of self-determinationand independence.
Specific Objectives
In the coming five years, MIFTAH will strive to achieve the following strategic objectives:
Specific Objective 1: Enhanced policies and practices in line with civil rights and social justice in Palestine
Specific Objective 2: Enhanced promotion of the Palestinian narrative at the international level
Specific Objective 3: Improved effective institutional and human capacity development at Miftah

14visionA sovereign, independent, democratic, tolerant and inclusive Palestinian state, which grants
Palestinians their basic rights, preserves their dignity, and enjoys international recognition

Goal

To contribute to enacting the rule of law and realizing the Palestinian aspiration of selfdetermination and independence.

Improved effective institutional and human capacity development at Miftah
Specific Objectives

Enhanced policies and practices in linewith civil rights and social justice inPalestine

Results

Thematic
evidencebased
research
on laws,
regulations
andpolicies isconducted

Publicdebate andjoint
actions fortheenhanceme
nt ofpolicies andpractices
are initiatedRelevant
stakeholders
are equipped
to support
in therealization of
the amended
policies andlegislations

Enhanced promotion of the Palestinian
narrative at the international

Content ofthePalestinian
publicdiscourse isformulated
andpresented
continuously

Engagementininternational
advocacy
dialogue isfacilitatedCapacities
of Miftah
staff arestrengthened

Institutional
internal
policies andproceduresareadvanced15

IV. MIFTAH SCOPE OF WORK AND PROGRAMSMIFTAH Scope of Work and Programs
MIFTAH is an independent Palestinian civil society institution committed to fostering the principles of
democracy and effective dialogue. MIFTAH is dedicated to Palestinian nation-building and empowerment
on the basis of the principles of democracy, human rights, rule of law, and participatory governance.
MIFTAH seeks to promote the principles of democracy and good governance within various componentsof Palestinian society; it further seeks to engage local and international public opinion and official circles
on the Palestinian cause. To that end, MIFTAH adopts the mechanisms of an active and in-depth dialogue,
the free flow of information and ideas, as well as local and international networking.
MIFTAH Programs
To achieve the strategic goal, MIFTAH will work within two main programs: Good Governance and
Democracy AND Communication and Public Diplomacy. The programs’ interventions will be highlyinterrelated to facilitate cohesion within MIFTAH’s work while concentrating on key areas, mainly
democracy, good governance, rule of law, public diplomacy and human rights.
For each program, the corresponding objectives and approaches outlined below provide guidance and thebasis for actions.
1. Good Governance and Democracy Program:
The Good Governance and Democracy Program works towards enhancing policies and practices in linewith civil rights and social justice in Palestine. Here, MIFTAH will work on identifying pressing key policies
and laws that need amendments, reform or formulation of new policies and legislations. These policies
and legislations will be revisited based on international human rights conventions and MIFTAH’s corevalues. This program will rely on three main pathways: fostering national dialogue and policy formulation,
research and documentation, and empowerment of MIFTAH’s constituencies (mainly youth and women).
Fostering national dialogue will include the facilitation of public meetings, and key figures dialogue inorder to tackle the shortcomings of the identified policies and laws. The platform will be joined byrepresentatives of the Palestinian society be they on official and decision-making level, private sector,
relevant CSOs and CBOs, and political parties. The platform will serve as an opportunity for these various
forces to discuss the policies and laws to present forth suggestions and modifications when applicable.
These modifications will be based on prior research and mapping conducted by MIFTAH.
To identify the gaps in the applied policies and legislations and provide reform policy recommendations,
MIFTAH will conduct thematic evidence-based research on laws, regulations and policies. This evidence
will set the basis for the dialogue, contribute to policy formulation and support joint advocacy efforts with
networks and coalitions at the national, regional and international level.
MIFTAH will also work on empowering relevant stakeholders to institutionalize the adopted policies andprocedures. MIFTAH will target youth and women to enhance their political participation with focus onelections and enhance their civic engagement in spreading democratic values. Additionally, MIFTAH willcontinue to support civil servants to institutionalize the adopted policies and procedures.

16

Main interventions under this program are:
1. Conduct analytical research, financial analysis, reviews and opinion polls of different policies, laws
and services.
2. Generate needed content and use media to reflect the findings and the data collected.
3. Open national dialogue with relevant stakeholders to reach consensus on proposed policies andprocedures.
4. Provide capacity building opportunities for youth and women (and other relevant stakeholders)to support in the realization of the amended policies and legislations
2. Communication and Public Diplomacy Program:
The program aims at an enhanced promotion of the Palestinian narrative at the international level.
Through this program, MIFTAH will work on two main pathways: continuously develop, formulate, andpresent content of the Palestinian public discourse on the ongoing political situation; while the second
pathway focuses on engaging in international advocacy. The formulation of the content will rely oninternational law that clearly illustrates the violations committed against the Palestinian people and does
not compromise the basic human rights or the Palestinian aspiration for self-determination andindependence. Through its already established relations in the international arena as well as theaccessibility to international media outlets, MIFTAH will facilitate its engagement with the international
community with the overall aim of raising their awareness regarding the issue of Palestine and motivatingthem to take actions.
Main interventions under this program are:
1. Continuously develop and formulate public diplomacy content in addition to the developmentof oral and written statements and positions.
2. Deploy different social media outlets to disseminate the developed content
3. Facilitate the dissemination of the narrative through international platforms, exchange visits
and camps as well as receiving international delegations
4. Conduct policy meetings (briefings) with diplomatic missions and delegates

17
Stakeholders Analysis
International
partners

Type ofrelationshipCommon/mutual
activities

DonorsGovernments
and EU

Funding
partnership

Funding andparticipating in
MIFTAH’s events

Donors- UN
agencies

Funding andpartnership

INGOS

Funding andPartnership

Local Partners

Type ofrelationship

Joint advocacy eventsat the internationaland regional
platforms,
support MIFTAH’srepresentation andparticipation inregional andinternational events:
CSW, HRC, etc.
Joint advocacy
events, campaigningnationally, andinternationally
including advocacy
trips and meetings
withparliamentarians.
Enhancing the civic
space for Palestinianorganizations throughjoint statements,
positions
Common/mutual
activities

PA Institutions

Target of ouradvocacy
work and partof the national
dialogueAccountability,
capacity building anddialogue

Palestinian likeminded CSOs

Networking
andpartnership

Dialogue,campaigning andadvocacy initiatives
nationally andinternationally

Palestinian
Political Parties

Leftist:Indirectbeneficiaries,

Dialogue and capacity
building (youth andwomen cadres)

Assessment of
current working
relationship
Collaborationand support

Assessment ofpartnership in
generalGood

Recommendations

Partnership andcooperation

Very Good

Partnership andVery goodEngagement in
MIFTAH’s efforts in the
promotion of thePalestinian narrative.

Assessment of
current working
relationship
MIFTAH enjoys
a goodrelationshipwith PAinstitutions
especially withthose within thesocial sector
MIFTAH leads inadvancingpolicyformulation andfostering
dialogue

Assessment ofpartnership in
generalGood

Recommendations

Very goodEngagement in
dialogue andcapacityGood

Reaching consensus on
women issues inlobbying andcampaigning; PSL,
Family Protection,
gender equality inelections…
Getting clear positions
from these parties insupport and adoptionof policy

Maintain open channelsof communication andrequest longer term
funding and support.
Request their support
in MIFTAH’s efforts inpromoting thePalestinian narrative
Expand collaboration in
MIFTAH’s efforts forthe promotion of thePalestinian narrative

Continue support
institutions andministries within thesocial sector and others
that are relevant to
MIFTAH’s interventions

18
recipients,
supporters

building
interventions.

Right wingandfundamentali
sts:
Blockers,
targets ofadvocacy
work
Beneficiaries

Dialogue andcampaigning

Feminist
coalitions(Amal, Karama,
1325)

Membership,
networking
and supporter

Advocacy, capacity
building, strategicplanning.

Private sector

Donor

-----

Marginalized
segments of thePalestiniansociety

Beneficiaries

Collecting evidence
and documentation ofviolations for thepolicy formulation

Palestinian
unionsBeneficiaries

Campaigning andcapacity building,Palestinian
CBOs

Empowerment andcapacity building

Joint positions
and statements
Engagement in
dialogueNot responsive
to campaigningrecommendations andreform of legislations

NeutralEstablishing new entry
points within theseparties.

There is aminimalrelationship andlimited tocapacitybuilding since
MIFTAH works
on policy level.
Collaboration
and agreementon shared
principles;
equality,
combatingviolence, civil
legislations...
-----

Weak

Activate their role inenhancing the social
dialogue at thecommunity level.

Very goodEngagement of young
generation in leading
the coalitions.

Weak

Addressing
focusedinterventions
responsive totheir priorities.
Requires further
enhancement toserve MIFTAH’sstrategic
objectives

Very GoodTo activate their
engagement in thepolicy dialogue andpolicy formulation
based on social justiceand social
responsibility.
Support their
engagement ascommunity forces insocial dialogues.

Good

To share the adopted
policy proposals among
their constituencies.

19
Restructuring of Miftah
As part of the planning for the Strategic Plan, a modified organizational structure for MIFTAH has beendeveloped, through which functions and responsibilities are streamlined, ensuring smooth and efficient
implementation of the plan and facilitating communication in and between the two programs and theirunits. The revised organizational chart is presented below:

20
MIFTAH Modified Organization Structure

MIFTAH’s Structure2022
General Assembly

Board of Directors
Consultants& LegalAdvisorExternal& Internal
Auditors

Executive Director
Consultants

SMT
Administration and Finance
Department

Gaza Office

Good Governance
ProgramDevelopment & Outreach
Department

Public Discourse &Communication

Field consultants
IT

Finance

Procurement

Human
Resources

Planning Monitoring& Evaluation(PME)

Donor and Partner Relations& Strategic Development

Media

Policy Formulation

Empowerment &Training

Research &Documentation

International Dialogue &Digital Diplomacy

21

V. RISK MANAGEMENT FRAMEWORK
Risk analysis involves consideration of the causes and sources of risk, their negative and positive
consequences, and the likelihood that those consequences can occur. Factors that affect consequences
and likelihood should be identified. Risk is analyzed by determining consequences and their likelihood,and other attributes of the risk. An event can have multiple consequences and can affect multiple
objectives.
Data source
The risk analysis process uses data and information from the following non-exhaustive list of documents
and data source: Lessons learned and best practices
 Historical data (patterns, trend) Programs/unit strategy, objectives and KPI Financial statement, annual report and budget
 Any other documents useful in detecting past, present or future risks
Likelihood (probability)
The risk analysis is linked to the level of probability of its occurrence, and these are divided on a scale ofthe following categories: Almost certain
 Likely Moderate Unlikely RareLikely Effect:
The consequences of the identified risk are laid down
Treatment and Mitigation
A number of treatments can be considered and applied either individually or in combination. The
organization can normally benefit from the adoption of a combination of treatment options. The
mitigation measures should clearly identify the general steps to be taken in order to mitigate theanticipated risks.

22
Risk Management Framework

Description

Risk

Likelihood

Likely Effect

Mitigation Measures

Political

Escalation of Israeli attacks and aggression
against Palestinians; settler violence andmilitary attacks in Gaza and the West Bank
including Jerusalem (house demolitions andforcible displacement)High

Setting of new priorities that will diverse fromthe original plans leading to working underemergency conditions and implementation of
emergency response interventions. Thismight create an opportunity to expand ourwork on international advocacy

MIFTAH’s planned interventions to include
activities relevant to the occupation contexts
with a margin for ad-hoc activities in terms ofpolicy dialogue and emergency response

Expansion of the smear campaigns against
Palestinian organizations by the Israeli
government to include MIFTAH and labelingit as a “terrorist organizations”

MediumShrinking of civic space to limit MIFTAH’sinternational advocacy work, and restrict its
funding opportunities

Engage in international advocacy with otherlocal organizations to put an end to the Israeli
efforts in addition to diversifying funding
sources.

Continuation of the political split with noelections on the horizon; absence of a PLC

High

Absence of any accountability body for thegovernment, issuing of new legislations aredone through presidential decrees with no
input from civil society.

Increased restrictions from the PA on civilsociety organizations and civic space; crack
down on freedoms and issuing of laws

Medium- High

Shrinking of civic space and limitations to thework of civil society in general

MIFTAH will continue to foster dialogue andformulate policies that do not require a PLC
and propose amendments to legislations tobe presented to the Cabinet in line with
relevant international conventions andtreaties
Building coalitions and networks andfostering dialogue to combat these efforts;
joint statements and advocacy efforts

Increased attack from extremist groups on
MIFTAH and its work

High

Ongoing cyber bullying on MIFTAH’s online
publications and push back on progressive
policies and legislation that MIFTAH tries topromoteSocio-Economic

MIFTAH will continue its efforts to advocate
for progressive policies and legislations withfocus on increasing the awareness on humanrights principles and equality

23

Description

Financial

Risk

Likelihood

Likely Effect

Mitigation Measures

Financial crisis of the PA continues

High

The priorities of government spending will beaffected focusing on salaries and ongoingprograms on the expense of vulnerable socialgroupsMIFTAH will focus its work on developing propoor/ vulnerable social groups policies

Donor priorities in funding change or
additional restrictions (political) imposed bydonors on Palestinian organizations

MediumDecrease in MIFTAH’s core and project-based
funding which might lead to a decrease in
MIFTAH’s annual budget

Diversification of funding resources andfocusing on Arab and private sector donors

Fluctuation in the exchange rates against the
ILS

High

Decrease in the value of donations received
by MIFTAH to cover expenses in ILS, increasein rates of consultants due to the drop of USD
and EUR values, and decrease in the value ofstaff salaries

MIFTAH will maintain a currency reserve in
ILS.
Increase the allocations for consultancy feesin the budgeting of new projects.
Review of MIFTAH’s salary scale

24

VI. APPENDICES
Logical Frameworks and Implementation Plan
In line with the afore-defined strategic directions, results frameworks for the various programs were drawn
and are found in Appendix I. These shall provide the basis upon which budgets and annual implementationplans are developed. As part of the rolling planning and budgeting system, the results frameworks will berevisited and updated annually.
Monitoring and Evaluation Framework
Based on the logical framework described in Appendix I, a results-based M&E system is developed. It will
enable MIFTAH not only to track implementation and outputs systematically, but also to monitor andassess progress against its specific objectives, as well as to make sufficiently precise judgment concerning
the attained results and challenges. It shall also be able to generate timely data and information that would
provide continuous feedback on the progress of the implementation plan(s) and projects—leading to
improved performance, better decision making, enhanced results, accountability and transparency. It will
also be a source of knowledge capital for promoting organizational learning within MIFTAH and its partners.
The M&E system is to include a framework with clearly defined performance indicators that will enable
MIFTAH to assess the achievement of the expected results. The framework will be reviewed annually andrevised/modified in light of lessons learned, on-going donor harmonization/compliance efforts, and the
evolving needs of the internal and external audiences. It will also be re-examined to ensure that all M&E
elements remain relevant and effectively support management and organizational learning.
The Development and Outreach Department shall be responsible for developing appropriate procedures
and tools for the ongoing data collection and review of the progress in indicators, whereas the
responsibility for primary collection of data and information lies with various programs/units. As importantis that the generated information is conveyed to the appropriate users in a timely fashion, so that theperformance feedback can be used to improve management and ensure achievement of results. In thisrespect, the Development and Outreach Department shall be the main responsible body for analyzing,
reporting and disseminating performance data and information.
Annual implementation plans and the strategic plan shall be monitored utilizing the M&E system, which
comprises the following items:
1.
2.
3.
4.
5.
6.
7.
8.

Monthly review of expenditures/inputs
Monthly internal meetings of staff
Activity completion reports
Semi-annual review of outcomes
Budget review/adjustment
Annual externally audited financial report
Annual performance evaluation of the staff
Annual review and update of the results frameworks and medium-term fiscal frameworks:
assessment of achievements at the outcome level and review of impact level (annual reports)
9. Mid-term review of externally funded programs/projects (depending on donors’ requirement)
10. Final evaluation of externally funded programs/projects
11. Mid-term review of strategic plan
12. At the beginning of the fifth year, the strategic plan will be evaluated and updated