NDC- Cultural organisations, E.Jerusalem 2016-2020

Activity identifier

Expected results

The main goal of the development intervention as stated by NDC is 'to support the resilience of the Palestinian community of East Jerusalem through the promotion of cultural rights.' The goal is expected to be achieved through the enhancement of networking and coordination between the five specialized cultural civil society organizations in East Jerusalem (Shafaq), and through the empowerment of these institutions to represent their constituencies. The stated objectives will be achieved through a clear set of outcomes and outputs. While the outcomes and outputs are concrete and may be implemented in a straightforward manner, the overall objectives are slightly vague. For example, strengthening the coordination mechanism between the five organizations is realistic; whereas empowering the five institutions to represent their constituencies is vague and difficult to measure. The long-term goal of the intervention was set in alignment with the Palestinian Ministry of Culture's vision of :'a renewed, creative, humanitarian, democratic, Arab national culture that respects and protects our political, religious, aesthetic and intellectual diversity; that is open to other Cultures; that is committed to facing up to domination, oppression, exploitation, nepotism and corruption; that strengthens the fabric of our society; that protects Palestinian heritage and history; and that develops the existing definition of citizenship to embrace the values of equality, freedom, social justice and human dignity.' It is important that the development intervention aligns with the national strategy developed by the Ministry of Culture; however, the ultimate goal set by the Ministry is overly ambitious. The five organizations have tailored the vision to suit the needs of Palestinians living in East Jerusalem and to increase the visibility of their work. What is expected to be different by the end of the intervention is that the five cultural organizations have solid strategic plans that guide their work rather than focus on short-term projects. Activities with children and youth will be broadened and intensified. The organizations will move from holding activities only in their centers and move to various under served communities in East Jerusalem. The programs to be implemented will tackle difficult topics such as identity, freedom of expression, democracy, economic opportunities, education. Additionally, the 'Shafaq' network is expected to be a registered body that oversees the coordination of cultural activities in East Jerusalem and is a network that is open to other members. Sweden's assessment is that the results framework is realistic as evidenced by the outcomes and outputs. The overall goal is vague, but is set this way to align with the national goal set by the Ministry of Culture.


A main result for the Shafaq network: In its first year of establishment, Shafaq recruited a Director, a Marketing Officer and a Financial Officer who started their work in March 2017. Shafaq’s main achievement was the completion of a four-year strategic plan which covers the period from 2017 to 2020. In its strategic plan, Shafaq identified its mandate, vision, mission and strategic goals. Shafaq resumed its role as the coordinating network for cultural centers in Jerusalem and took on the responsibility of coordinating joint activities, mainly for the Jerusalem Nights Festival. Shafaq started to act as a platform for sharing of information both to the member organizations and the audiences through its portal/website which serves as a source of information and marketing arts and cultural events organized in Jerusalem. Shafaq also worked on enhancing cooperation and collaboration with other sectors including tourism and private businesses. Members and capacity development results: NDC has also provided its expertise in helping improve organizational aspects identified in the individual capacity development plans of the partners. Board manuals, financial management systems, and human resources manuals forseveral of the partners were completed. NDC initiated and completed an operations manual and a baseline study for the Project. The baseline study forms the basis to monitor and report on the project and serves as the foundation for future evaluations. A specialized training of trainers on human rights-based approach (HRBA) was also conducted in September 2017 and a HRBA manual was developed and completed.



Granting agency
Swedish International Development Cooperation Agency
Implementing organisation
Aid type
C01 - Project-type interventions
Palestine 2015-2019


Palestinian Territory, Occupied


Other social infrastructure
Culture and recreation


Activity length
2016 – 2021

Financial information

Paid per year (net value)
2016 USD 1 227 137
2017 USD 1 228 501
2018 USD 1 208 230
Total paid amount (net value)
USD 3 663 868
Total committed amount


DisbursementThe amount placed at the disposal of a recipient country or agency.
Type Description Receiver Org Transaction ID Date Value
Commitment---2016-11-01USD 4 908 549
USD 1 227 137
USD 1 228 501
USD 1 208 230

This post shows the annual total amount of disbursements for this particular activity. For the current year, the figure reflects the total amount of disbursements up until the date of the latest data update. The date of the latest data update is available on Openaids startpage.


We are unable to display documents for this activity. Contact Swedish International Development Cooperation Agency for more information.

Focus areas (policy markers)

Marker Principal objective Significant objective Not targeted
Gender Equality
Aid to Environment
Participatory Development/Good Governance
Trade Development
Aid Targeting the Objectives of the Convention on Biological Diversity
Aid Targeting the Objectives of the Framework Convention on Climate Change - Mitigation
Aid Targeting the Objectives of the Framework Convention on Climate Change - Adaptation
Aid Targeting the Objectives of the Convention to Combat Desertification
Reproductive, Maternal, Newborn and Child Health (RMNCH)


Activity data from IATI