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.
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