Structure

Jerusalem has an evolving neighbourhood governance structure in its 'minhalot' (neighbourhood councils). At present 13 minhalot exist representing about 45% of the population. Three additional minhalot are emerging.

The internal structures of minhalot vary to reflect values and customs prevalent in the neighbourhoods. The reporting relationships with the city also vary according to the stage of development of the particular minhalot. Three stages of evolution have been identified: the first stage is one where the minhalot is a legal extension of the city, totally dependent on the city's resources. The second stage of evolution sees the minhalot incorporated as a non-profit corporation with funds coming from outside sources as well as the city. The third and final stage sees the minhalot as an autonomous entity able to secure project funding from the city to be administered and managed totally by the minhalot. There is no articulated policy regarding how the city will relate to the minhalot it varies according to the area and the 'issues. Minhalot are consulted on all matters affecting city services within their area.

Population figures for existing minhalot range from 4,400 to 36,000. Two additional levels of organization exist below the minhalot: neighbourhood associations and block associations.

There is an Office of Neighbourhoods which supports the work of the minhalot. Larger neighbourhoods have offices for the minhalot located in a community centre.

City officials are elected on a city-wide basis.

Activities

Minhalot are involved in every aspect of everyday life. Depending on the stage of development of the minhalot, activities can range from voluntary neighbourhood clean-up to full administration of civic services such as refuse collection and infrastructure installation and maintenance. Minhalot regularly formulate policies, goals and priorities for the neighbourhood. They also engage in fundraising and conflict resolution. They co-ordinate public health and social services within the neighbourhood. They provide leadership training and continually promote community involvement. Their planning activities include: public open space planning, housing, traffic regulation and road management, sewage and garbage collection services, public schools and daycare and immigrant absorption.

Resources

All minhalot are provided with a base operating grant of $15,000 (US) plus a staff complement consisting of a director, a neighbourhood architect and a part-time clerical worker. Some minhalot add social workers, community workers, tradesmen, youth workers-whatever the local needs dictate and the budget will allow. The central office doesn't provide any printing or photocopying services but they do serve as a clearing house for information. Joint meetings of minhalot are held there. The central office has 10 staff who perform a liaison function.

History and Comments

The minhalot initiative was begun in 1980 by the mayor on a pilot basis. Obstacles to implementation were (and still remain) enormous. Inter-cultural conflict based on ideology was a major bather to implementation. Jerusalem began by identifying 4 neighbourhoods, a mix of inner city and suburban, poor and middle class, for a pilot project. The initiative was seen as a means of managing conflict while focusing on the physical needs of the neighbourhoods. The approach has been to proceed incrementally with other areas where there is some common ground within the neighbourhood population.