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Khaled Rajab-Final Strategic Planning under Fragility PlanningunderFragility Strategic Strategic Planning under Fragility The Role of Leadership in the Strategic Planning of Municipalities in Palestine Khaled Walid Rajab Khaled Walid Khaled Walid Rajab 204 UNU-MERIT UNU-MERIT MGSoG Khaled Walid Rajab-cover-240418.pu... woensdag 16 mei 2018 10:36 pagina 1 Strategic Planning under Fragility The Role of Leadership in the Strategic Planning of Municipalities in Palestine © 2018, Khaled Rajab ISBN 978-90-8666-455-9 Cover illustration: SDIP Policy Paper, published by the Ministry of Local Government (MoLG) in 2009 Publisher: Boekenplan, Maastricht www.boekenplan.nl All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form, or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission in writing, from the author. Strategic Planning under Fragility The Role of Leadership in the Strategic Planning of Municipalities in Palestine DISSERTATION to obtain the degree of Doctor at the Maastrich University, on the authority of the Rector Magnificus Prof. Dr. Rianne M. Letschert in accordance with the decision of the Board of Deans, to be defended in public on Tuesday 19th of June 2018 at 10.00 hours by Khaled Walid Rajab Supervisor: Prof. Dr. Adam Szirmai , Maastricht University. Co-supervisors: Dr. Paul Rabé, Institute for Housing and Urban Development Studies (IHS), Erasmus University. Forbes Davidson, Associate, Institute for Housing and Urban Development Studies (IHS), Erasmus University. Assessment Committee: Prof. Dr. Mark Bevir (Chairperson) Dr. Dr. Michal Natorski, Maastricht University Prof. Dr. Jurian Edelenbos, Erasmus University Dr. Khaled Abdelhalim, the American University in Cairo Acknowledgments The journey to complete this dissertation has been a challenging but rewarding endeavour. Accomplishing this research wouldn’t be possible without the support of many people who provided support and encouragement through this challenging, yet enjoyable learning experience. The first and most important person whom I must mention is my friend, partner, and darling; my wife, Nariman; who believed in me since we first met almost twenty years ago, and since then she gave me the true love, unlimited encouragement, and comforting space to reach this point. No words can compensate her sacrifice and patience. I am also grateful for my parents for their support. Since I started my PhD studies, my father’s famous question has been: “When are we going to announce that you are a ‘doctor’?” I hope he can do that now. My sincere thanks go to my mentor and advisor Prof. Dr. Adam Szirmai (Eddy). His enthusiastic encouragements, sound advice and kind guidance were critical in reaching this point. From day one, Eddy guided me through the development of my research proposal, and that involvement remained as my formal supervisor during the years of actual research work. It is unfortunate that, due to health reasons, Eddy might not be able to attend the defence ceremony. My heartfelt thoughts and prayers are for him, and his family and we wish him a fast and full recovery. During the development of this dissertation I also benefitted a lot from the support of my external advisors Forbes Davidson, and Dr. Paul Rabé from IHS. I still remember when I travelled on my own to meet Forbes at his office in Rotterdam, where he expressed his willingness to offer valuable technical guidance as well as professional and practical advising to this research. Equally, the valuable and critical suggestions of Paul were instrumental in shaping this research. I truly appreciate the professionalism, support, and friendship of the staff of the Maastricht Graduate School of Governance. The continuous guidance and facilitation of Dr. Mindel van de Laar has helped me in overcoming the unique challenges that a Palestinian student faces when studying abroad. Special thanks go to Susan Roggen whose caring and administrative support helped my studies from the very first day at the School all the way through. v My profound gratitude goes out to the many people who took the initiative and time to provide detailed and candid answers to my survey and interview questions. This dissertation also benefited from feedback received from anonymous reviewers and participants in the various sessions held at Maastricht during the past years. I would also like to thank the Assessment Committee, Prof. Bevir, Dr. Natorski, Dr. Edelenbos, and Dr. Abdelhalim, for their constructive criticism and guidance, which has greatly improved this dissertation. Finally, the support, encouragement, and friendship of my colleagues from my GPAC2 cohort have definitely contributed in turning this journey to a life learning experience and joy. In particular I would like to thank my good friends; Cecile Cherrier, Bernard Nikaj, and Sebastian Rubens Y Rojo. vi Table of Contents Acknowledgments v List of Abbreviations and Acronyms xv Chapter 1 Introduction & Overview 1 1.1 Research Topic 1 1.2 Research Questions and Variables 4 1.3 Research Methodology 7 1.4 Relevance of the Research 8 1.5 Outline of the Dissertation 10 Chapter 2 Theoretical Framework: Fragile States, Local Governments, and Strategic Planning 12 2.1 Fragility, Legitimacy, and State Building 12 2.2 Role of Local Governments in Fragile States 15 2.3 Decentralization 17 2.4 Good Local Governance 18 2.5 Local Government Planning 19 2.6 Calls for a New Planning Approach 21 2.7 Strategic Planning 22 2.7.1 Origins 22 2.7.2 Definition 23 2.7.3 Characteristics of Strategic Planning 25 2.7.4 Strategic Planning and Local Government Performance 26 2.7.5 Strategic Planning and Context 27 2.7.6 The Role of Leadership 28 2.7.7 Strategic Planning and Participation 31 2.7.8 Critique of Strategic Planning 34 2.8 Gaps in the Literature 35 2.9 Concluding Remarks 36 Chapter 3 Research Design and Methodology 39 3.1 Research Methodology 39 3.2 Conceptual Framework 41 3.3 Research Questions and Propositions 44 3.4 Research Variables 47 3.5 The Rationale for Case Studies as a Tool for the Research 47 3.5.1 Selection of case studies 49 3.5.2 Selecting the cases for this research 50 3.6 Data Collection Methods 54 3.6.1 Interviews and Focus Groups 54 vii Analysis of interviews and focus groups data 60 Observation 61 Documentary survey 63 3.7 External and Internal Validity 64 Chapter 4 A Historical Overview of Palestinian Local Governance 66 4.1 Palestine Key Facts 66 4.1.1 Geography of Palestine 68 4.1.2 Demography of Palestine 68 4.1.3 Growth, poverty and unemployment 71 4.1.4 Urbanization 72 4.2 Fragility of Palestine 73 4.2.1 Governance 73 4.2.2 Economy 74 4.2.3 Environment 74 4.3 Dependency on Foreign Aid 75 4.4 Local Governance in Palestine 78 4.4.1 The history of Palestinian local governance 78 Local governance in the Ottoman period 82 Local governance in the British mandate period (1923-1948) 83 Local governance in the Jordanian and Egyptian administrations period (1948- 1967) 85 Local governance in the Israeli occupation period (1967-1994) 87 Local governance in the PNA period (1994-current) 93 4.5 Concluding Remarks 94 Chapter 5 Palestinian Local Governments: Current Planning Instruments and Regulations 95 5.1 The Creation of New Local Government Units (LGUs) 95 5.2 Legal Structure 96 5.3 Institutional Structure of LGUs 97 5.3.1 Local governments’ functions and mandates 99 5.3.2 Main supporting institutions 103 5.4 Donor Support to the Local Government Sector 108 5.5 Planning under Fragility: Planning Systems in Palestine 110 5.5.1 Overview of the Planning System 110 National level planning 111 Regional level planning 113 Local level planning 115 Physical Planning 116 Local Development/Strategic Planning 124 Strategic Development and Investment Planning (SDIP) 126 5.6 Concluding Remarks 132 viii Chapter 6 Case studies of Independently-initiated Strategic Plans 134 6.1 The Case of Beita Municipality 134 Description of the Case 135 6.1.1 History of Beita 136 6.1.2 Economic activities, infrastructure and services 137 6.1.3 Local government in Beita 140 6.1.4 Fragility of Beita: Impact of the Israeli occupation 141 Strategic planning 142 The ‘Ten-Year Strategic Plan’ 144 6.1.5 The Second Strategic Plan of Beita: the SDIP National Approach 168 Concluding remarks 182 6.2 The Case of Nablus Municipality 185 Description of the Case 185 6.2.1 History 186 6.2.2 Economic activities, infrastructure and services 188 6.2.3 Local government in Nablus 191 6.2.4 Fragility of Nablus: Impact of the Israeli occupation 192 Strategic planning 194 6.2.5 The 1st Strategic Plan of Nablus 196 6.2.6 The Second Strategic Plan in Nablus: the SDIP National Approach 210 Concluding Remarks 228 6.3 Concluding Remarks 230 Chapter 7 Case studies of Externally-Initiated Strategic Plans 232 7.1 The Case of Deir Dibwan Municipality 232 Description of the Case 233 7.1.1 History 234 7.1.2 Economic activities, infrastructure and services 235 7.1.3 Local Government in Deir Dibwan 237 7.1.4 Fragility of Deir Dibwan: 237 The Strategic Plan of Deir Dibwan 239 Concluding Remarks 258 7.2 The Case of AsSamu’ Municipality 260 Description of the Case 260 7.2.1 History 261 7.2.2 Economic activities, infrastructure and services 262 7.2.3 Local Government in AsSamu’ 264 7.2.4 The Fragility of AsSamu’ 264 The Strategic Plan of AsSamu’' 265 Concluding remarks 282 7.3 The Case of the Birzeit Municipality 284 Description of the Case 284 ix 7.3.1 History 285 7.3.2 Economic activities, infrastructure and services 288 7.3.3 Local Government in Birzeit 290 7.3.4 Fragility of Birzeit: 290 The Strategic Plan of Birzeit 292 Concluding remarks 313 7.4 Concluding remarks 313 Chapter 8 Findings and Recommendations 315 8.1 Recapitulation of Research Questions, and Propositions 315 8.2 Contextual Analysis of Strategic Planning in Palestine 318 8.3 Comparative Analysis of the Case Studies 328 8.3.1 Types of Strategic Planning 328 8.3.2 Outcomes of Strategic Planning 331 8.4 Strategic Planning Under Conditions of Fragility: Is It Working? 333 8.5 Leadership in Strategic Planning 338 8.6 Motivation: External versus.
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