فلسطين

Working Sectors and Programs:
In its strategic plan 2011-2013; WA identified four main sectors of intervention: education, culture, community development, and emergency and humanitarian assistance. It adopts a set of development and relief programs and interventions that respond to community needs in all WA fields of operation.
These programs are envisaged to be comprehensive and sustainable in order to expand their impact both vertically and horizontally.
Within this context, the plan gives priority to integrated and comprehensive programs, in addition to a number of individual programs that allow a space for adopting new initiatives or responding to area-specific needs.
The program packaging concept does not apply to the emergency and humanitarian assistance sector as it adopts varied intervention mechanisms based on emergency and humanitarian assistance needs.

views and perception among political, economic and development priorities. 
Youth: The main power of change in the society need more investments in their capacities to enhance their positive role in social and political change process 
Media: Aiming to raise young and marginalized community’s voices and supporting media initiatives
Partners
Danish Youth Council “DUF”
               https://en.duf.dk/
European Endowment Democracy “ EED”
https://www.democracyendowment.eu/en
International Media Support  “ IMS” https://www.mediasupport.org/
GIZ- Palestine
https://www.giz.de/en/worldwide/379.html

WE are woman organisation of a political party Palestinian Popular Struggle FrontW

الأهداف الاستراتيجية:Strategic Goals  للخطة 2018-20121 الهدف الاستراتيجي الأول: المساهمة في تحسين جودة سبل الحياة وتوفير بيئة امنه لتمكين المرأة المهمشة في جنوب قطاع غزة . First strategic goal: contributing in improving the quality of women`s live hoods and creating safe environment to empower vulnerable women in the south of Gaza strip   الهدف الاستراتيجي الثاني: المساهمة في توفير بيئة امنه و داعمة تسهم في النمو النفسي و التربوي السليم للأطفال المهمشين في جنوب  قطاع غزة.  Second strategic objective: To contribute to the provision of a safe and supportive environment that contributes to the healthy psychological and educational development of marginalized children in the southern Gaza Strip. الهدف الاستراتيجي الثالث: المساهمة في بناء وتطوير مقدرات الجمعية وتعزيز دورها المجتمعي. Third Strategic Objective:  contributing in building and developing   of the Society's capabilities and to enhance its social role. المشاريع السابقة:- • مشروع إنارة البيوت "بيوت دافئة أمنة " بتمويل من Cinta Gaza malyzya • مشروع الكر فانات Cinta Gaza Malyzya • مشروع ترميم المنازل من مؤسسة Cinta Gaza malyzya • مشروع حقوق المرأة حقوق الإنسان  من المرصد الاورومتوسطي لحقوق الإنسان

Positive youth by impwuring them .awairness to them for many subjects such as technology and internet and culture and democracy.

التمكين الاقتصادي
الطعام الصحي 
التاهيل النفسي الاجتماعي
الوقاية من المخدرات
التعليم 
الجندر

1)establishing larg kitchen to widen our works.
2)establishing larg room for dressmaking.
3)making a small library in the association.
4)sharing with several shows and festivals inside and outside Palestine.

1. Providing legal and social services:
In order to address the increasing problem of violence against Palestinian women, WFL provides legal and social services to women victims of violence and targets state services such as police officials to better assist violated women. WFL also provides legal representation to attain women’s rights, and runs awareness-raising workshops on gender equality.
2. Building women’s self-capacities to become economically self-sufficient:
WFL runs several workshops aimed at developing women’s business acumen and professional skills to increase employment prospects amongst women. Local women learn artisan crafts in order to acquire specialist skills, alongside being educated in marketing and project management techniques.
3. Developing life-skills and building capacities in Palestinian youth:
This programme aims to expand children’s life-skills by engaging them in workshops and activities which encourage them to be creative, active and open-minded. WFL has links with several cultural institutions that provide opportunities for youth to develop their arts and professional skills.
4. Strengthening and empowering women’s political role:
To ensure that women are well-represented and participative in Palestine’s political arena, WFL educates and trains women to participate in public forums and conferences and seeks to develop women leaders on a local and national level

Programs and Activities:
Since its foundation, TAM has worked on a series of activities and programs rooted in the political, social and economic reality of Palestinian women. TAM's core areas of work are :
1. Media Production: TAM produces TV talk shows that are broadcast over local TV stations. These talk shows deal with sensitive social and gender issues:
2. Gender in Media: This program aims to create gender sensitive media units at TV stations. It provides gender and women's issues training for men and women working in local TV stations across the West Bank (Tulkarem, Jenin, Jericho, Qalqilya, Nablus, Hebron, Bethlehem, Ramallah).
3. Production of Gender Oriented Films. TAM has produced a series of gender specific documentaries:
4. Training and Capacity Building: Since TAM's inception in 2004, training has been and continues to be a core component of our programming. The aim is to raise public awareness of women's rights and issues.
5. Human Resources
Currently TAM employs 12 staff members with various skills and qualifications. Seven staff members are permanent and five are on project contracts.
TAM's financial affairs are dealt with by the financial manager and an assistant accountant, in adherence to the highest professional standards. TAM has secured the purchase of a 360 square meter building which houses its offices, a production studio, production equipment, and a library.
6. Financial Resources
TAM has two sources of funding. The primary source of funding is external donor funding for projects. This type of funding is usually short term and donors tend to place constraints on the type of allowable expenses.
The secondary source of funding is generated internally from translation services, training, equipment rentals and film sales. Though this type of funding offers more flexibility, it accounts for a small portion of the total revenues.
Due to the present imbalance in funding sources, TAM's leadership faces serious challenges in financial planning and continuity and must address TAM's sustainability if external funding were to be discontinued for any reason.
7. Networking and Public Relations
TAM is very active and effective in several women's and media coalitions and alliances.
a. Partnerships with Local and International Coalitions: Cooperation in Raising Public Awareness
b. Relationship with Target Groups and Beneficiaries
TAM has established relationships with individual women community leaders as well as women's groups in various geographical areas. Follow up evaluations are carried out at the end of each project to ensure that projects serve and benefit the intended target groups.