Tracking External Donor Funding.pdf - NDC

3. Qalquliya and Tulkarm represent ‘marginalized districts’ where the amount of resources does not even compare to
cities of similar size in the West Bank.
4. Inside of the GS, Gaza City receives 40% of the funding.
Table 6: Distribution of International Funding
by Governorate (1995 – 1998-Welfare)
West Bank
Year 1995 1996 1997 1998 Total ($)
Total:
1000’s USD
17,713.3 25,291.4 39,747.6 24,878.9 107,631.2
% per Governorate Total (%)
Nablus 4.4 6.9 4.8 4.0 5.0
Tulkarm 1.7 1.7 1.1 2.0 1.6
Qalqilya .3 .2 .2 .2
Jenin 1.2 5.2 5.4 3.1 3.7`
Tubas .6 .4 .8 .4 .5
Salfit .6 .5 .3 .4 .4
Ramallah-Bireh 7.0 2.9 9.1 9.5 7.1
Jerusalem 31.1 23.1 25.4 24.3 26.0
Jericho .4 .3 1.3 .6 .6
Bethlehem 4.5 4.3 5.7 10.3 6.2
Hebron 8.0 5.7 4.1 1.8 4.9
All West Bank 40.5 48.8 41.9 43.4 43.6
Gaza Strip
Year 1995 1996 1997 1998 Total ($)
Total:
1000’s USD
5434.1 4321.6 8909.9 8361.4 27,027.0
% per Governorate Total (%)
Northern GS 8.3 10.4 5.2 9.0 8.2
Gaza City 24.8 25.7 34.8 50.4 33.9
Dier Al Balah .2 .1 .1
Khan Younis 1.8 4.7 2.9 1.5 2.8
Rafah 1.5 1.8 .8
All Gaza Strip 65.1 59.2 55.3 37.2 54.2
Source: Welfare 1998. (Taken From: Hanafi, Tabar, 2005:81-82)
Note: The categories ‘All West Bank’ and ‘All Gaza Strip’ capture the respondents
whose activities cannot be localized to a governorate, or who lacked the data
necessary to place past projects. The scale of the ambiguity in both the West
Bank and Gaza (43.6% and 54.2% respectively) as to the specific direction
of aid was an important motivation for our study.
IV.5 Funding Fashions versus Development Priorities
Dr Hanafi’s 1998 study, and the publication of 2005, emphasizes the role of donor funding in determining the priorities
at the local level. According to his findings:
a. Donors tend to have a broad framework allowing for maximum flexibility. This flexibility often translates into
donors working in a number of sectors, rather than focusing on merely one or two. This increases their visibility on
the ground, perhaps at the expense of their effectiveness, and allows them to follow the funding fashion trends set
forth by national governments and intergovernmental agencies in the same manner that PNGOs do.
b. Administrative Staff at INGOs are charged with choosing local partners and thus play a major role the decisionmaking
and direction of development in Palestine. This is in light of the fact that these agencies are primarily
channels between the donor governments and the local implementing organizations.
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