״Yeladenu״ Operation
Emergency Operation to Strengthen Resilience Among Children and Youth on the Front Lines October 2023 – August 2024
November 2024
The Organizations Leading the Operation
November 2024
Zionism 2000 Established in 1995 to promote private sector impact and involvement in socio-economic issues, as well as closing inequality gaps. The organization’s activity focuses on aspects of increasing awareness and active participation among businesses. This can be achieved by implementing systemic processes for businesses, one-on-one support for businesses to promote and implement corporate philanthropy, as well as the “Core Responsibility” worldview. This worldview means increasing the firm’s social impact, with emphasis on diversity and inclusion in the worlds of employment, acquisition, products, and services.
Sheatufim Established in 2006 out of a shared vision to create a pluralistic and proactive civil society, which acts to connect government ministries, philanthropists, and businesses in Israel. Over the past few years, Sheatufim has promoted the “Collective Impact” model as its main strategy for solving complex social problems in Israel. These problems are impacted by multiple factors, and they do not have a fixed solution – rather a solution can only be found through collective efforts. In accordance with this approach, Sheatufim leads multi-sector processes that bring together social, public, and business organizations, to benefit systemic social change.
״Yeladenu״ Operation Emergency Operation to Strengthen Resilience Among Children and Youth on the Front Lines
October 2023 – August 2024
Development and writing: Miri Yaacobi Horowitz and Zohar Proper Graphic design: Yael Shaulski Images: Eldad Rafaeli, Unik Public Image and the operation team Contact us at: info@sheatufim.org.il
Sderot
Eshkol Regional Council
Kiryat Shmona
Mishor Hagefen neighborhood in Ofakim
Table of Contents
Executive Summary
7
Leadership in Times of Emergency – Statement by the Chairman of Sheatufim and Zionism 2000
10
A. The Yeladenu Operation – An Overview
13
1. The Operation’s Objective 2. The Operation in Numbers
13 14
3. Partners and Cooperation in the Operation
20
In this document we tell the story of the Yeladenu Operation, which has been active since October 8, 2023. These have been days of loss, trauma, and fracture; times of a state of emergency and crisis routine; a war that is still ongoing as we write these words. The Operation’s objective was to promote resilience among children and youth, in hope of a better future.
B. The Yeladenu Guiding Principles
24
1. Operation Management
24 25
2. Operational Values
Spotlight on Data-Based Activity
26
3. Work with Local Authorities as a Key Anchor
30
C. Forging a Partners Group with Philanthropy and the Business Sector 31
D. Operation Activities In-Depth
36
1. Stage One – Activity in Response to Needs at Evacuation Centers in Eilat and the Dead Sea 38
Spotlight on Partnership with the Host Local Authorities at the Evacuation Hubs
46
2. Stage Two - Activity in Sderot, Eshkol Regional Council, Ofakim, and with Kiryat Shmona (at the Tiberias Evacuation Hub) 47
E. Professional Approach
56
F. The Next Steps – Long-Term Joint Action
59
4
5
Executive Summary
The Yeladenu Operation set out on October 8, 2023, aiming to strengthen the resilience of children on the front lines wherever they are, directly and indirectly, in coordination with and through local authorities, state authorities, local leadership, the community, as well as civil society and business organizations. It strived to guarantee the children’s mental and physical well-being, as well as their individual and communal future. Led by Ronny Douek and the management of Zionism 2000 and Sheatufim, together with an additional designated team, the Operation brought together numerous partners – philanthropists, businesses, and organizations from Israel and abroad – who joined hands to help us act swiftly, systemically, and effectively. The strategic partnership fortified and expanded throughout the Operation, which began with a grave tragedy and proceeded into supporting children and youth during a period of war and uncertainty. The Operation included two main stages. Stage One was strengthening the resilience of children and youth from the city of Sderot and the Eshkol Regional Council, at evacuation centers in Eilat and the Dead Sea area where they had been relocated. Stage Two was continuing resilience-strengthening activities upon their return home. At this stage, the Operation also supported children and youth from the Mishor Hagefen neighborhood in Ofakim, and children and youth from the city of Kiryat Shmona at evacuation hubs in Tiberias where they had been relocated. The Operation helped expand the scope of emotional therapy administered by local resilience centers, and promoted resiliency through resilience-strengthening group activities. Throughout the Operation, there were over 85,500 encounters with children and youth, in approximately 5,400 resilience-strengthening activities. Around 37,500 emotional therapy sessions were conducted through the local resilience centers at facilities we built for them. Within the Operation, a range of activities was also conducted to promote resilience among teaching and therapy teams, and the formulation of systemic infrastructure plans began. Aiming to advance these and other plans, we are continuing the strategic partnership with Sderot and the Eshkol Regional Council, for a long-term joint initiative. We believe that advancing issues at the systemic level, through a joint effort, will lead to strengthening the resilience of children and youth in these localities. These children and youth are our hope, everyone’s hope – they are our country’s future.
6
7
The Operation’s Activities – An overview
Establishment of supportive resilience infrastructure upon return to permanent residences
Emergency aid and establishment of temporary resilience centers
Establishment of multi-sector joint initiative
Immediate-term activity October 2023 – March 2024
Mid-term activity April – August 2024
Long-term activity 3-5 years
Mishor Hagefen neighborhood in Ofakim
Eshkol Regional Council
Sderot
Operating through local authorities and regional frameworks
Activity at evacuation centers in the Dead Sea area and Eilat
Based on know-how acquired
Establishment of a temporary resilience center in Tiberias for children from Kiryat Shmona
Resilience- strengthening activities for children and educational staff
Activity centers and infrastructures at schools
Strategic partnership with local authorities
Based on the Collective Impact model
Resilience- strengthening activities
Emotional therapy
8
9
organizations active on the ground. We measured and evaluated our daily activities to optimize our responses and tailor them to the evolving needs of the children and youth. The Yeladenu Operation would not have been possible without cooperation with leading partners from philanthropy and the business and private sectors. Our partners’ readiness to quickly join forces with the Operation, their personal involvement, the great contributions they brought to the discussions and consultations, their genuine
Leadership in Times of Emergency – Statement by the Chairman of Sheatufim and Zionism 2000 On Saturday, the morning of the Simchat Torah holiday, I awakened, like all Israeli citizens, to an atrocious attack like no other. The grievous news of the heinous, horrific crimes perpetrated against men, women and children in Southern Israel, the abduction of hundreds of Israelis from their homes, entire communities erased, and murderers taking over IDF bases, left me, and all of us, forever heartbroken. Together with the immense pain, an understanding arose that the State of Israel would need to cope with unprecedented challenges. I comprehended that we could not stand idle for even a single day and that we, Sheatufim and Zionism 2000, must join forces and embark together on an emergency operation to benefit those impacted by the tragedy. The next morning we already prepared for action. We conducted site visits, discussions, and consultations with various individuals, following which we concluded that our activity should focus on strengthening the resilience of children and youth on the front lines. We believed, and continue to believe, that the resilience of children and youth, our next generation, is the infrastructure for creating a better future and rehabilitating the State of Israel. Our previous experience leading emergency operations, such as the “Veshamarta” operation during the Covid pandemic, sustained our confidence in our ability to coordinate efforts, and organize rapidly and effectively to provide immediate solutions. Indeed, within just a few days we had recruited a committed and devoted team, and within just a few weeks temporary resilience centers in the Dead Sea area and Eilat were established and commenced activity, providing a significant support for thousands of children and youth from Southern Israel and their families. In addition to the management and operational capabilities needed to lead an emergency operation of this scope, we brought with us the working principles that guide us in our regular operations, as home for Collective Impact. We acted continually in full coordination and cooperation with government ministries, the local authorities of the areas that had been evacuated as well as the host areas and their professional departments, the resilience centers, organizations specializing in resilience and trauma, youth organizations and movements, and many other
concern, and the resources they invested, were and remain the force that drives us. Thirteen months have passed since the day we embarked on this Operation, and the State of Israel remains in the midst of one of the hardest periods it has ever known. The war against a cruel enemy which takes an unbearable toll, the hostages still in Gaza, and the system’s struggles to respond as needed, all keep us awake at night. At the same time, one cannot help but be awestruck by civil society’s impressive mobilization and professionalism, as expressed by its swift organization to provide the necessary emergency response. From within the darkness that engulfed children and youth who experienced the worst imaginable, I am proud to say that through the Yeladenu Operation we have brought comfort to thousands. I would like to express my gratitude and appreciation to our partners for their cooperation and faith, as well as to our staff for their dedicated hard work. The operation’s achievements warm our hearts, yet we understand there is still a long road ahead. As experienced, leading social organizations, we at Sheatufim and Zionism 2000 have a responsibility to harness our strengths to remain active. We are committed to continue working with the children and youth, the communities, and their leadership in the South in their long and winding path to rehabilitation and growth, as well as to act steadfastly to rebuild Northern Israel. We will do this, as always, by uniting all the relevant actors into a single force cooperating to help the State of Israel rise again.
Ronny Douek Chairman, Sheatufim and Zionism 2000
10
11
A. The Yeladenu Operation – An Overview
1. The Operation’s Objective
To strengthen the resilience of children and youth on the front lines wherever they are, directly and indirectly, in coordination with and through local authorities, state authorities, local leadership, the community, and organizations from civil society and the business sector, to guarantee the children’s mental and physical health, as well as their individual and communal future.
12
13
Activities and Treatments by Local Authority
2. The Operation in Numbers 1
Total Scope of Resilience-Strengthening Group Activities and Emotional Treatments: October 2023 – August 2024
Oct 2023
Aug 2024
2024 ׳ אוג
239 Participants in 13 activities for educational teams (Measured only in the city and not at the evacuation centers)
Approx. 12,000 Emotional
Sderot In evacuation centers and in the city
Approx. 12,500 Encounters with children and youth
818 Group activities
therapy sessions (Only in Eilat and the Dead Sea)
Over
85,000
Encounters with Children and Youth
Oct 2023
Aug 2024
538 Participants in 11 activities for educational teams (Measured only in Kibbutz Gvulot and not at the evacuation centers)
2024 ׳ אוג
Eshkol Regional Council In evacuation centers and Kibbutz Gvulot
Approx. 23,000 Emotional
Approx. 67,200 Encounters with children and youth
Approx. 3,950 Group activities
therapy sessions (Only in Eilat and the Dead Sea)
Over
37,500
Mar 2024
Aug 2024
2024 ׳ אוג
Emotional Therapy Sessions
Kiryat Shmona In evacuation center in Tiberias
Approx. 99 Participants in 14 activities for educational teams
Approx. 900 Emotional therapy sessions
Approx. 5,810 Encounters with children and youth
Approx. 431 Group activities
Mar 2024
Aug 2024
Over
5,400
Ofakim In the Mishor Hagefen neighborhood
Approx. 1,330 Emotional therapy sessions
Group Activities
1 Data was collected by the Operation Team for the different activities and through reports from the authorities’ resilience centers. Data is as of August 25, 2024.
14
15
Resilience Centers in Evacuation Areas
Resilience-Strengthening Infrastructure
4
Over
A state-religious high school for Sderot students operated out of the Dead Sea Complex from November 2023 to February 2024. A school for children with special needs was established for all evacuees in Eilat , in partnership with the Ministry of Education, operating from November 2023 to February 2024. A high school for the Eshkol Regional Council operated in the Eilat Complex from March to April 2024. A complex for fourth to sixth grades of the Shemesh Elementary School in Kibbutz Gvulot was established for the Eshkol Regional Council . The complex was converted within a short period of time for use for complementary school activities: afternoon programs, community center activities, summer day camps. It operated from March to August 2024.
Schools
3 acres
Of facilities for resilience-strengthening activities (construction/refurbishment and adaptation)
40 50
Rooms and tents for resilience-strengthening emotional therapy sessions
Spaces for resilience-strengthening educational-social group activity
1.2 acres
0.9 acres
4
Therapeutic Gardens
A therapeutic garden was established at Kibbutz Gvulot for Eshkol Regional Council Three therapeutic gardens in Sderot: • Ultra-Orthodox elementary school • State-Religious elementary school • Gil Rabin elementary school – garden renovation
Eilat Complex
Dead Sea Complex 18 tents 12 activity areas Set-up date: November 12, 2023 Closure date: March 26, 2024
22 tents 14 activity areas
Set-up date: October 29, 2023 Closure date: March 25, 2024
0.7 acres
0.17 acres
3
Relaxation Rooms
A relaxation room is a fully furnished room equipped with sitting areas, bean bags, games and books recommended by the resilience centers, and tablets for listening to music and relaxing content. All resilience-strengthening content is tailored to the school’s spirit. Three relaxation rooms were established in Sderot schools:
Kibbutz Gvulot Complex
Tiberias Complex 6 rooms 4 activity areas Building adaptation date: May 9, 2024 (Commencement of activity – March 1, 2024)
4 tents 10 activity areas Set-up date: March 1, 2024 Closure date: August 20, 2024
• Ultra-Orthodox elementary school • State-Religious elementary school • Gil Rabin elementary school
16
17
Data from “Behind the Scenes” of the Operation 110 Pre-military preparatory program participants assisted in resilience-strengthening activities
48 participants from the Ein Prat Leadership Program assisted at the Dead Sea complex
62 participants from the Five Fingers program assisted at the Eilat complex
186
103
Professionals from the resilience field
Professionals from the operations field
24
12
Operation team members participated in Stage A October 2023 – March 2024
Operation team members participated in Stage B April – August 2024
18
19
3. Partners and Cooperation in the Operation
Government ministries, local authorities and public entities
Philanthropic foundations and private donors
Douek Family Foundation
Sara Hurand and Elie Weiss
To.org Foundation
Robert and Dorothy Goldberg Charitable Foundation
Yael and Rami Lipman
Bianco Foundation for Jewish Causes
AMN Resilience Center – Ofakim, Merhavim, Netivot
Ben May Charitable Trust
Noga and Roy Oron
Lynette and Steven Koppel
Organizations specializing in resilience
Note: Some partners who provided funding requested to remain anonymous.
Companies
Pre-military preparatory programs and civil society organizations
Youth movements active in the local authorities
Main organizations and professionals that led resilience-strengthening activities during the Operation: PHOTO IS:RAEL – Phototherapy, Escape Rooms – Etgar Haotzar, Plonter Games – drama-based workshops, The Third Ear – Rental of films for public screening, Israel Journey – Excursions near the hotels, Guru Zuzu – Silent disco, Hanoch Piven – Creative workshops, New Reality – Playback theater, Jack Outdoor Games, Ronit Creations – Workshops and creativity kits, Sna’it – Art encounters, Shahar Workshops, Ben Dror Sport Creation – Producing the ultimate activity days, Drive Institute – For the development of leadership and excellence and coping with crisis situations, Radio Kids – Radio station for kids, Movement for Relaxation (Tnua Lesheket), Kiko Capoeira, Sharvit – Out-Door Training (ODT) for children for leadership
20
21
Eilat Shachar Center
Dead Sea Shachar Center
22
23
B. The Yeladenu Guiding Principles
2. Operational Values
1. Operation Management
Quick response in a chaotic reality
An organizational infrastructure and designated leadership team were quickly established to manage the Operation. Led by Asher Vaknin, the team comprised both headquarters and field staff. The Operation headquarters, based at Sheatufim’s offices, included psychotherapy professionals alongside training and management experts. The headquarters worked in close coordination with the professional teams leading activities on the ground, some of whom relocated temporarily to the evacuation centers. The team responded promptly and dedicatedly to evolving situations at the various locations.
Continuous activity for the target audience and a commitment to long-term action
Designated team and organizational infrastructure for flexible operation in a changing reality
Building a long-term strategic partner network
Concept of a shared path – with municipalities, communities, government ministries
Operating concept based on a professional resilience model
Performance evaluation, drawing conclusions, and constant learning
“Two principles guided me in managing the Operation. The first was strict management procedures which created a certain level of order in an unstable reality and made it possible to achieve results. A management
Focused immediate operation in times of emergency alongside planning systemic long-term operation
routine, evaluation and learning procedures, summary reports to our partners – are all examples of this principle. The second principle was investing in building interpersonal relationships and establishing trust with all our partners: the heads of local authorities and local authority officials, government ministry representatives, social organization representatives, funding partners, strategic partners, as well as between Operation team members. At the end of the day, people are the core, and building trust and unity towards the objective was the foundation for the Operation’s success.”
Asher Vaknin, Operation Director
24
25
Spotlight on Data-Based Activity
Throughout the entire Operation there was a continuous effort to collect data and formulate a broad picture of the number of children and youth at the evacuation centers (by hotels and schools), the number of activities at the Operation’s Shachar centers, and the number of emotional therapy sessions administered at the centers in Eilat and the Dead Sea area. In the first weeks of the Operation, a dedicated information system was set up and programmed, based on the Monday platform, with necessary alterations and adjustments. The information obtained from data processing and analysis served for: • Continuous audit of target achievement, and target adjustment for real conditions on the ground and evolving needs • Updating all partners throughout the Operation • Internal learning processes
“At the Operation’s launch, it was clear to us that a designated team with exceptional performance and execution abilities would be needed. Such a team was hired swiftly and swung into rapid, intensive action. At that time, we did our utmost to support activity in the field using the Organization’s tools, know-how, and skills. We achieved this by characterizing the Operation in the initial planning stages, documenting the Operation from the outset and throughout, speedily integrating designated evaluation tools such as a ‘short- cycle assessment’ of issues raised by the Operation Director, and developing knowledge products based on the Operation’s activity. These procedures helped the Operation Team in the Operation’s immediate and intermediate term planning, and now serve us to help evaluate the Operation’s impact and formulate a long-term joint process.”
Miri Yaacobi Horowitz, Vice President, Sheatufim
26
27
28
29
C. Forging a Partners Group with Philanthropy and the Business Sector
3. Work with Local Authorities as a Key Anchor
Understanding the local authority’s great significance as a key leading anchor, both in the short and long term, and both in times of emergency and times of regular routine, a decision was made to work in close cooperation with the two local authorities – Sderot and Eshkol – throughout planning and execution. In meetings with the heads of the local authorities, a strategic partnership was agreed, with a term of up to five years. This means a commitment by the organizations and individuals behind the Operation to provide support for children and youth during the present emergency situation, as well as creating continuity over time. At the time, the majority of children and youth from Sderot and the Eshkol Regional Council were staying at the evacuation centers in Eilat and the Dead Sea area. Approximately 32% out of a total of 5,900 children and youth from Sderot were evacuated to hotels in Eilat, and approximately 11% to hotels at the Dead Sea. Approximately 35% out of a total of 3,700 children and youth from the Eshkol Regional Council were evacuated to hotels in Eilat and approximately 20% to hotels at the Dead Sea (the numbers are estimates). 2
The swift decision to embark on the Yeladenu Operation was accompanied by an understanding that the mission before us was great, complex, and challenging, and required the establishment of a strong partnership to lead the initiative and support it through the necessary resources. As the Operation got underway, the partnerships team, together with Ronny Douek, Chairman of Sheatufim and Zionism 2000, began an intensive and rigorous process of recruiting partners and resources in Israel and abroad. This process included meetings, discussions, and numerous appeals to potential partners from philanthropy and the business sector. From the first days of the Operation, even before the mission had been clearly defined, our partners made a commitment to act together with us. Later, additional partners joined forces with us, seeking to help the population affected with maximum leverage of the resources allocated. Within just a few weeks, approximately 45 million NIS had been raised from philanthropic foundations, business organizations, and private individuals. Some partners chose to support the Operation through monetary donations, while others chose to donate products and services “in kind”. Some even engaged in volunteer activity, personally and with their employees, at the resilience centers in Eilat and the Dead Sea, alongside monetary support. The partnerships team continued to act throughout the Operation to establish strategic relationships and bring additional partners on board. The Operation’s dynamic nature demanded flexibility and an ability to respond quickly to meet the needs of the Operation and the partners’ directives. It necessitated complex budget management of resources from Israel and abroad. Throughout the Operation we attributed the utmost importance to sharing, updating, consulting and continuous dialogue with our partners, through various channels: • Frequent Updates on Operation Progress – through reports and meetings. • Resilience center tours – to witness the facilities and activities from up close. • Partners forum – Regular consultation meetings brought partners together to address emerging challenges and guide the Operation’s strategic direction. Each partner enriched these discussions with distinct strengths - from specialized expertise and industry knowledge to valuable networks. This collaborative approach enhanced our decision-making and significantly amplified the Operation’s impact. The partnership proved mutually beneficial, enabling organizations to leverage collective resources, share best practices, and gain deeper insights into emergency response through diverse perspectives.
“In an emergency operation, the role of the operations and logistics apparatus is to enable, protect, and refine. To enable is to execute the operation management’s strategy, while continually evaluating needs and understanding the resources available to us. To protect is to ensure all the Operation’s activities are conducted according to law and meet budgetary, legal and safety requirements. To refine is, after swiftly taking action, to continue improving at all times, professionally and operationally, with maximum flexibility to ensure optimal response for those we serve.” Adv. Oren Julian, Deputy Director of the Operation and Director of Operations, Finance, Logistics, Human Resources and Legal Counsel
2 The numbers presented are from data published or provided to us during the Operation. Since the start of the Operation, we have acted to continuously collect and update data and information.
30
31
The Operation’s leading partners are a highly committed, involved group, and we are confident and hopeful that these partners will continue to support joint action in the next stages. The list of partners appears in the beginning of this document, in the section “The Yeladenu Operation – An Overview”.
“Execution of the Yeladenu Operation, in all its complexity, was made possible thanks to a dedicated group of committed partners. The partners’ high level of involvement and full cooperation all along the way reflected a shared understanding of the opportunities and advantages of a joint initiative even in a time of emergency. We were deeply moved by every partner who joined and every grant we received, whether large or small, reinforcing our will and commitment to do more for the children and youth during such a hard period in their lives. We are forever grateful for the faith and genuine commitment to the cause.” Lili Weinstein Yaffe, Partnerships Manager at Sheatufim and the Yeladenu Operation
“In the first days of the war, we at JFNA already decided to focus on the areas of resilience and mental health, understanding that individual, communal and national resilience would be the key for continuing to cope with the situation, as well as for the State of Israel’s future prosperity. When we received a request to join Yeladenu, we presented it to our people with the utmost confidence. The partnership between JFNA and Sheatufim is longstanding and is founded on immense trust, and we knew this was an organization that knows how to leverage large projects and to build multiple partnerships. We remembered from previous emergency situations how important it is to also take care of the intermediate and long term, and we understood this was how things would be done at Yeladenu. During the Operation solutions were provided for a very broad population, with strategic thinking with numerous partners around the table. We felt it was a great privilege for us to take part in these meetings and influence strengthening the resilience of children and youth together with them. Based on the success of Yeladenu, we are examining together with Sheatufim’s leadership other areas it would be right for us to enter in the coming weeks or months, to expand the positive impact on various populations and fields.” Becky Caspi, Director General, Israel Office, and Senior VP, Jewish Federations of North America
32
33
“We chose to join Yeladenu because we believed there was a need to address the difficulties of children and youth evacuated from their homes in a broad and comprehensive manner. There was a need to support them throughout an extended period and assist them, working together with the local councils and authorities and government ministries. One of Yeladenu’s most significant strengths is its flexibility and its ability to adjust to evolving needs. Thus, for example, after focusing in its beginning on evacuees at the Dead Sea area and Eilat, upon the evacuees’ return to the area surrounding Gaza, a decision was made to continue supporting them, while at the same time, due to the prolonged war in the North, to leverage the know-how gained to benefit residents of the North, and to expand activity to Tiberias and Majdal Shams. Beyond Check Point’s monetary contribution, we participate in the Operation. We are on the Steering Committee, we bring voices from the field and feedback from other initiatives we are involved in. We feel that we are learning and bringing part of the know-how accumulated in the Operation to other places we are exposed to. We believe strongly in the Collective Impact model and connecting between different entities and functions engaged in the same objective.”
Miryam Steinitz, Head of Global Operations, Check Point Software Technologies
Dell Technologies employees volunteer at the Dead sea Shachar Center
“In the face of the overwhelming demands placed on the business sector since October 8, the choice to engage in a significant partnership with the Yeladenu Operation cannot be taken for granted. Partners were required to place complete trust in Sheatufim and Zionism 2000, based on our proven ability to rapidly drive transformative change and our commitment to fully design and implement an impactful Operation where needed. We successfully mobilized businesses to contribute to the Operation through various resources - financial support, in-kind donations, technology, and employee volunteers who conducted resilience- building activities and brought joy to evacuated children at the Shachar centers in Eilat, the Dead Sea, and Tiberias.” Einat Abraham-Rotlevy, Development Manager, Zionism 2000 and Director of Business Sector Partnerships, Yeladenu Operation
34
35
D. Operation Activities In-Depth The Yeladenu Operation’s activities were shaped by needs identified through our initial rapid assessment. From the last week of October 2023 until the end of March 2024, we operated from the evacuation centers in Eilat and the Dead Sea. This constituted Stage One of the Operation. Residents from Sderot and the Eshkol Regional Council began returning to their homes in February 2024, continuing throughout March 2024. Concurrently, we concluded our activity at the evacuation centers and transitioned to resilience-strengthening activity for children and youth in the city of Sderot itself and throughout the Eshkol Regional Council. In addition, we helped strengthen the resilience of children and youth in one neighborhood in Ofakim and we cooperated with the Municipality of Kiryat Shmona at the evacuation center in Tiberias. This activity between April and August 2024 constituted Stage Two of the Operation. Operation Stages
Stage One
Stage Two
Building resilience-supporting infrastructure upon return to permanent homes
Emergency assistance at evacuation centers
April – August 2024
October 2023 – March 2024
Focused activity with local authorities, expanding activity, and building a center in the North
Building resilience complexes at the Dead Sea and Eilat
Resilience- supporting activities for children and teaching staff
Activity complexes and infrastructure in schools
Resilience- supporting social activities
Emotional therapy
Sderot Eshkol
In Eilat
Sderot
At the Dead Sea
Sderot Eshkol
Eshkol
Establishment of temporary resilience center in Tiberias for children from KIryat Shmona
Ofakim - Mishor Hagefen neighborhood
36
37
The need: professional, dedicated therapists for extended treatment
1. Stage One – Activity in Response to Needs at Evacuation Centers in Eilat and the Dead Sea
The response: guaranteeing treatment continuity through designated therapists In order to support a continuous treatment process (at least six months) through the municipal resilience center, we helped increase the number of therapists and developed a supportive framework including suitable hourly compensation, professional supervision hours, travel costs to Eilat and the Dead Sea, as well as arranging accommodations where needed. 4 In addition to the above, therapists made a commitment to treatment continuity for children and youth, and there was uninterrupted support for expanding infrastructure – therapists, rooms, operations – for an ever-growing scope of patients. Throughout the entire Stage One period, there was ongoing cooperation with the directors of the Sderot and Eshkol Regional Council resilience centers in Eilat and the Dead Sea, for the purpose of data-based needs identification and joint formulation of tailored responses.
The need: suitable gathering and meeting places
The response: establishing resilience complexes A physical infrastructure of two resilience complexes was established in the evacuation centers in Eilat and the Dead Sea area, for children and youth from Sderot and the Eshkol Regional Council. The complexes (“Eilat Shachar Center” and “Dead Sea Shachar Center”) were designed to provide an infrastructure for emotional therapy and educational services for a total of approximately 5,400 children and youth aged 6 to 18. 3
The need: suitable space for emotional therapy
The response: establishing accessible infrastructure for emotional therapy We established 22 tents at the Eilat complex and 18 tents at the Dead Sea complex for one-on-one, group, and family therapy as well as parent training. The complexes were active continuously from Sunday through Friday throughout daytime and evening hours. The emotional therapy domain was managed by the municipal resilience centers’ teams, who also held professional responsibility for this field. Later on, they will continue to manage these activities in the medium and long terms and upon the return to permanent homes. Until the complexes were established, therapy was administered in hotel lobbies, on lawns, in hotel auditoriums, and more. The absence of privacy, comfortable conditions, and quiet made it difficult to generate a safe space for treatment and to build a stable interpersonal connection between therapist and patient.
The Dead Sea
Eilat
4 It should be noted that our commitment was met and a designated budget within the Operation was allocated to this supportive framework. Eventually, therapists received payment from the Ministry of Health, according to a model similar to the one we recommended to the local authorities.
3 Maximum capacity for group activity in Eilat was 1,000 children per day, and at the Dead Sea – 800 children per day.
38
39
The need: resilience-strengthening activity as part of a comprehensive support
continuous contact with the children to reinforce their sense of belonging and meaning. The cadets encouraged the children to participate in a variety of resilience-strengthening activities. Mentors from the Aharai organization offered children aged 15-18 physical fitness groups and activities.
The response: developing an array of resilience-building group activities This response included a variety of resilience-strengthening activities for children and youth in formal and informal education, all days of the week, at resilience complexes, in hotels and in schools – in coordination with the local authority representatives. Diverse resilience activity channels were selected: physiological, social, emotional, cognitive, leadership and value oriented, according to the “Gesher” model’s professional approach. 5 Activities were conducted by professional organizations, and supported by pre-military preparatory program cadets and staff from “Aharai!” organization. The response: integration of resilience-strengthening activities in formal and informal education Cooperation with school principals and local authority representatives at the evacuation centers led to the integration of resilience-strengthening activities in the school day and/or in after-school activities at the resilience complex or in the hotels. The response: strengthening communal resilience The complexes served as an inviting and enabling meeting place for the various localities staying at the evacuation centers. The complex team helped organize and conduct activities at the complex, including meetings for parents, meetings for officials from the localities (such as roundtable meetings), and events for specific localities such as Hannukah events, or a local authority fair, according to each particular community’s traditions. These meetings contributed to a sense of “home away from home” and to strengthening communal resilience.
The need: suitable infrastructures to operate schools at the evacuation centers
The response: building physical infrastructures to operate schools At the Ministry of Education’s request, the Yeladenu Operation built a school for evacuee children with special needs in grades one through twelve. The school was part of the Eilat Shachar Center and was active between November 2023 and February 2024. From March to April 2024, a high school from the Eshkol Regional Council used the same facility. At the Dead Sea evacuation center, during daytime hours we provided a space to house two classrooms for a high school for youth from Sderot, between November 2023 and February 2024.
The need: infrastructure for data collection, control and consolidation tools for the local authorities
The response: building the organizational infrastructure The Yeladenu Operation headquarters in Beit Yehoshua and teams at the evacuation centers in Eilat and the Dead Sea operated flexibly and in coordination to execute the Operation’s objectives. The response: designing and developing a monitoring system A dedicated system was set up to measure and analyze the Operation’s activities, based on the Monday platform. The team ensured that data entry, reporting and data-based decision-making tasks were performed on a regular basis. The response: evaluation and assessment processes Data and know-how for the various activities were collected continuously, and quantitative and qualitative evaluation and assessment processes were performed, such as designated periodical after-action reviews, drawing conclusions and feedback to examine effectiveness and impact. The Operation’s activities were improved accordingly.
The need: getting children and youth out of their hotel rooms
The response: training over a hundred mentors according to the “big brother” model Cadets from the pre-military preparatory programs “Five Fingers” (in Eilat) and “Ein Prat” (at the Dead Sea) accompanied the children and youth at activities at the complex and the hotels. They gave them personal attention, helped build interpersonal relationships, and remained in constant,
5 The model’s full name is ”Gesher Meachad”. It was developed by Prof. Mooli Lahad and Dr. Ofra Ayalon (1992), and includes six possible coping components during crisis situations. For further information see the section “Professional Approach” in this document below.
40
41
“I would like to thank the Yeladenu Operation Team for their work during the Swords of Iron period. Through joint planning and execution, while conducting continuous needs assessment, the operation provided a swift and effective response and strengthened the resilience of Sderot’s schoolchildren in hotels and evacuation centers, so that they could cope with the multiple challenges posed by the war. Together with Yeladenu, we created a comprehensive framework for the emotional, mental, and educational needs of our children and youth. In an extremely short time and with significant resources, together we established two resilience centers in the hotel areas in Eilat and the Dead Sea. The complexes served as a temporary home for thousands of children and youth who were evacuated from the city. At these complexes, therapeutic services were administered, and resilience activities were provided, up until the children’s return home, to our city.”
“The complex is fabulous. The therapists really enjoy being there. The patients say it’s like coming to a retreat, like an island of sanity. At first we had concerns about intimacy, but the tents are excellent. The team that manages the complex is superb. Anything I ask for – happens the next day. It is like a giant, warm hug and it is the best thing we could get.”
Statements made by resilience center managers at the evacuation centers
“In the beginning, you helped us recover from the shock and start thinking how and what we could do and what was possible. In the longer term, you came to us with precise work plans for our two evacuation areas in Eilat and the Dead Sea. Your approach, which allowed us to say what we wanted, led to collaboration between us. I have no doubt whatsoever that your activity contributed greatly to strengthening the resilience of children and youth from the Eshkol Regional Council.”
Alon Davidi, Mayor of Sderot
Gadi Yarkoni, Head of the Eshkol Regional Council
“Throughout the first months of the war, and after Sderot’s residents evacuated to dozens of localities from Eilat to the Golan Heights, the partnership with Yeladenu was a significant anchor, bringing stability to the city’s children. In Eilat and the Dead Sea, beyond establishing the well-equipped therapy spaces, a partnership developed which translated into informal joint activity in Yeladenu’s spaces, building a school for high school students at the Dead Sea, and learning together with all professionals engaged in welfare, health, and education. All this was done with openheartedness and generosity which extended far beyond material giving, with the best people one could ask for.”
“Yeladenu taught us about caring, shortening working processes, and quick and professional work, without ego or logo. At Yeladenu, ‘the citizen is the focus’ is not the slogan – it’s how things are done!” Amos Ishay, Senior Deputy Director General, Ministry of Welfare and Social Affairs, Head of Shalem Administration (Rehabilitation, Support and Prevention)
Gil Chadash, Director of the Education Department, Sderot
42
43
“Yeladenu provided a safe space to strengthen individual and group resilience for both students and the educational team. The activities were challenging and enjoyable and reinforced the sense of competence we all lost during this time. As a principal, I had amazing cooperation with the Yeladenu team, which came with a strong will to give all they could – according to and even surpassing the school’s needs. They were always willing to listen, to direct, and most importantly – there was so much love. Thank you!” Ilana Peled, Principal of the Sehmesh Eshkol School in Eilat during the Operation
“We created a warm home and safe space for the evacuee children in Eilat, and a refuge from the pressure-cooker in the hotels and the painful reality. We worked hard to build
connections between local authority institutions (resilience centers, schools, informal education, and social organizations), government ministries, Eilat
institutions, and the Operation’s suppliers and partners – all in order to join forces and to best utilize the special value each entity offers to child and youth resilience.”
Sarit Weisengreen, Director of Eilat Shachar Center, Yeladenu
“The employees at the resilience center don’t just come to work, they have a sense of mission. We connected instantly, and we started to work together. The center’s team are partners – at all times we think together about where we can be useful and how to improve.” Arik Azoulay, Principal of Amit Haroeh Elementary School from Sderot, at the Eilat evacuation center
“I welcome your vital, inspiring activity: building a huge complex within just a few days, that provided services to thousands of children. It was very touching and demonstrates the Israeli spirit in full force: unity, togetherness, fraternity, friendship, solidarity. I am grateful for the privilege to help strengthen our young people’s resilience. Without a doubt, today strengthening their resilience is the most important component in fortifying the home front and guaranteeing the State’s resilience, because this amazing generation, the generation of the future, is what will determine the State of Israel’s image and strength tomorrow.”
“What amazed me was the proactiveness and caring demonstrated by the organizations and the Operation Team. I have great admiration for the Operation for the initiation and set-up stage, which I think is the most complicated part: from the initiative and proposal stage, through all the difficulties and obstacles, the bureaucratic barriers, especially in the public sector. As they say, ‘Only dreamers make things happen.’”
Eli Lankri, Mayor of Eilat (a major host authority for numerous evacuees)
Nadav Lurie, Ministry of Health Project Coordinator
44
45
2. Stage Two - Activity in Sderot, Eshkol Regional Council, Ofakim, and with Kiryat Shmona (at the Tiberias Evacuation Hub) Stage Two began upon the residents’ return to Sderot and the Eshkol Regional Council. The main challenges identified upon commencement of this stage at Sderot and the Eshkol Regional Council are:
Spotlight on Partnership with the Host Local Authorities at the Evacuation Hubs
Evacuation of residents from their homes led to the absorption of over 35,000 residents in Eilat, over 12,000 at the Dead Sea area (Tamar Regional Council), and over 10,000 residents from the North in Tiberias. Each host authority took in residents from different types of communities (kibbutz, moshav, cities), which had different experiences and needs. Work by the evacuees’ home local authorities was decentralized, spreading also over a large area. These authorities made great efforts to provide services and support to their residents. Within the Yeladenu Operation, we built trust and created partnerships with the host authorities in Eilat, Hevel Eilot Regional Council, the Tamar Regional Council and Tiberias, all in order to strengthen the resilience of children and youth. The partnership was reflected starting with the host authority’s consent to build the facilities, to operational support during construction, all the way up to sharing information and collaborative work on existing and new resilience- strengthening programs. All this was accomplished during a state of war and under conditions of prolonged uncertainty. There was full coordination and synchrony with the host authorities during all months of the Operation, reflecting a common mission to support the evacuees.
Managing local authority procedures in a reality of decentralization, loss of faith and a severe blow to community and infrastructures
Differences between authorities in terms of numbers of residents returning to the area and local authority services
Returning to the area meant different resilience-related needs among children and youth
Parents, teaching and treatment staff had numerous resilience-related needs
At Ofakim and Kiryat Shmona:
Ofakim Numerous resilience-related needs in the Mishor Hagefen neighborhood
“You came to us, and to the evacuee children and youth, like angels. I would like to thank you for the children’s activities and for providing therapy for emotional resilience. It was all wonderful and we must thank you for that. The truth is, I would be happy for you to start working regularly with our youth and children here in Tiberias – as a host city and a city in the periphery, we need it too. Thank you!”
Kiryat Shmona Resilience-related needs among children and youth at evacuation hub in Tiberias
Yossi Nava, Mayor of Tiberias
46
47
Page 1 Page 2-3 Page 4-5 Page 6-7 Page 8-9 Page 10-11 Page 12-13 Page 14-15 Page 16-17 Page 18-19 Page 20-21 Page 22-23 Page 24-25 Page 26-27 Page 28-29 Page 30-31 Page 32-33 Page 34-35 Page 36-37 Page 38-39 Page 40-41 Page 42-43 Page 44-45 Page 46-47 Page 48-49 Page 50-51 Page 52-53 Page 54-55 Page 56-57 Page 58-59 Page 60-61 Page 62-63 Page 64-65 Page 66Made with FlippingBook flipbook maker