Community The Power to Change

Community The Power to Change ////// 2015-2019

Sense of Place

chapter 1 Introduction 04 14 28 chapter 7 Challenges chapter 4 Values

06 chapter 2 The Partnership for Regional Sustainability 22 chapter 5 A Retrospective of Community Activity

chapter 3 Community, Sustainability and the Power to Change 08 26 42 chapter 6 Formative Evaluation

34 chapter 8 Our Initiatives

chapter 9 Looking Ahead

Introduction 01 Ramat Hanadiv is situated at the tip of the Carmel Mountain in northern Israel, between Zikhron Ya’akov and Binyamina. As part of its role as a memorial site for Baron de Rothschild, Ramat Hanadiv is a meeting place for man, nature and the environment. At the core of its value system is a commitment to protect the sustainable relationships between man and nature, while at the same time adopting an approach of openness and innovation. This approach is integrated into all aspects of the activity, from the proper management of the Nature Park, based on ongoing research activity, to the development of educational programs, imparting knowledge related to the field of environment and to strengthening the relationship with the community. The Ramat Hanadiv community is comprised of residents of the localities that surround the site – both the localities that actually border the site, and others that are located in the area that surrounds Bikat Hanadiv (Hanadiv Valley). Here, as in most areas of the country, extensive development is taking place, which requires long term planning and proper management of the localities and their surroundings.

Recognition of the importance of the relationship with the neighbors led to the establishment of the Community Department at Ramat Hanadiv in the year 2012. Three years later, with the understanding that striving for a significant change requires both adoption of a long term regional philosophy and the establishment of collaboration between decision makers, Ramat Hanadiv initiated the establishment of The Partnership for Regional Sustainability. In 2015, five local and regional authorities joined Ramat Hanadiv in order to think together, plan and take action on behalf of a sustainable future for the residents of the authorities in ‘The Partnership,’ as well as for the entire region. In recent years, as part of the activity of The Partnership for Regional Sustainability, diverse methodologies have been developed to motivate the communities to act to promote sustainability in the region. The purpose of this booklet is to highlight the processes that have led to the creation of these methodologies, to overcome challenges and offer insights in the hopes of attracting others to act similarly.

In the spring of 2015, Ramat Hanadiv launched an initiative designed to create a conceptual and practical change in the region: The Partnership for Regional Sustainability. The ‘Partnership’, a connection between Ramat Hanadiv and its five neighboring local councils (Zikhron Ya’akov, Binyamina- Givat Ada, Jisr al- Zarqa, Alona and Hof Ha’carmel) operated until the end of 2019 when its vision of a sustainable region that benefits from ecological, economic and social resilience, was its main objective. Three subjects were selected to be the focus of the activity: the coexistence of nature, agriculture and mankind; sustainable transportation; and a sustainable local economy. With these in mind, goals were set and projects were promoted with the objective of a region that protects nature and its unique landscapes. This was achieved by balanced planning and development together with the promotion of local thrivingbusinesses, cohesivecommunities, up-to-date agriculture, and more. In a multi-year process that included many partners, extraordinary collaboration led the communities to study, take action, assume personal responsibility and create a shared language centered on environment and community. The premise of this was that in- depth processes are achieved through dialogue and partnership. Despite its complexity, we found this combination of approaches effective and essential for leading and implementing the necessary change. This came to fruition because of the ongoing work with the local authorities and the extensive activity with these communities. The aspects that we advanced include: (1) Raising awareness of sustainability and environmental issues that influence all of our lives; (2) Leading innovative work processes

to connect people from different sectors; (3) Building and gathering knowledge as a tool for decision making; (4) Encouraging initiatives that promote sustainability issues. In the five years of its operation, collaborations have been created between the local councils and stakeholders – including officials, residents, farmers, educators, and more. During these years, dozens of initiatives have flourished, regional forums on a variety of subjects were held, and joint projects were promoted. Extensive knowledge was amassed both in the field of content and regarding participatory processes and supportive methodologies. During these years, the lines that separate a locality from its neighbor and between one council and another have blurred somewhat. The understanding that this region is a shared space has increased and both personal and communal concern has grown. In 2018, as part of a national effort to create regional clusters led by the Ministry of the Interior, the Partnership Councils announced their intention to establish a new cluster of authorities that would serve as a continuation of the activity that was conducted by The Partnership for Regional Sustainability. The commitment to advance these subjects and the responsibility for the continued activity was transferred to the cluster. ‘The Partnership’ ended its activity in December 2019 however, the job was not completed. Sustainability is not a momentary or periodic process, but a way of life. While during the past five years, much has been achieved on the regional level, the challenges we currently face are larger than ever and require all of us to continue to promote activity that will ensure a better quality of life for individuals, community and the environment in the area.

The Partnership for Regional Sustainability 02

Naomi Apel, Ramat Hanadiv

Community, Sustainability and the Power to Change 03 Idit Alhasid

Community and Environmental Identity The process of changing habits, patterns of action and thought is not a matter to be taken for granted. This usually requires a complex process of adoption and internalization of new points of view and implementing them while simultaneously acquiring new habits. Research studies have indicated that even when people understand the magnitude of a climatic disaster facing humanity, they are not necessarily interested in or capable of adopting these new habits. Therefore, in order to create successful cooperation that focuses on an environmental agenda, an effective information system is insufficient. Encouraging long term processes is required, including adopting a focus on sustainability and making environmental practices (travelling by public transportation, wise consumerism, reusing waste, etc.) second nature for the person who adopts them. This approach requires viewing each individual as part of a community and a social system, which impacts all the habits, norms and thought patterns of its members. According to this philosophy, practices are a means by which a

person can indicate to his environment who he is and to which community he is affiliated (or: who he is not and to which community he is not affiliated). In one social space, a practice may be perceived as part of the definition of a worthy person and grant the person who practices it prestige and social standing. However, in a different space, the same practice may be given the opposite interpretation. For example, in one social space, separating trash before discarding it in the bin may be considered a commendable act; and in a different space, it may be perceived as a repulsive or embarrassing act of rummaging through the trash. In other words, the community and its accepted norms perform a significant role in encouraging effective civic cooperation with environmental initiatives. It is therefore important to adapt environmental activities to the unique characteristics of each and every community and to strengthen sustainable communities in which environmental practices are perceived as important values, like the practices that have been created at Ramat Hanadiv in recent years.

“Concern for sustainability is an important expression of the civic duty to care for the common good. Ensuring sustainability expands the concept of the common good and includes not only the people living with and around us, here and now, but also the future generations” (Sadan, 2009). Currently, no one denies that the ‘environmental problem’ and all of its aspects (air pollution, global warming, etc.) are largely the result of human action. Consequently, alongside the technological solutions and regulation, broad civic cooperation reflected in behavioral change is necessary. For example, to address air pollution, individuals would need to give up driving their private car. Similarly, one of the effective solutions to the waste problem is to avoid unnecessary consumption. A successful way to create widespread cooperation on the part of citizens is to promote sustainable communities, in which environmental practices become an integral part of its members’ daily routines.

The Connection between Community and a Sense of Place Social communities that connect people based on an emotional relationship and identification may be created according to shared world views and practices, similar social or ethnic background or a sense of connection to the place where people share a common socio-geographical space. This is an emotional and cognitive connection to a place where people feel ‘at home’ – they are familiar with the surroundings and know how to instinctively conduct themselves as it relates to accepted worldview, spoken language, moral values, etc. Generally, a sense of place is created when the person lives for many years in one location. At times, he may even have been born there and he considers himself a member of this place both in the past and in the future. There is a connection between a strong local affiliation and the adoption of a concept of sustainability. It is reasonable to assume that a person who feels a connection to the area in which he resides and wants to continue to live, will strive and take steps to preserve his natural environment. Thus, in places where people tend to feel ‘at home’, sustainable communities that promote an environmental agenda are likely to be formed. On the local level, community activity is a wonderful opportunity for people from a variety of populations to feel affiliation and to work toward social and environmental change. Concern for the environment combines social values, and both ethical and ecological issues which together strengthen the relationship to the place and improve the quality of life of the communities that share common environmental resources.

Sustainability is attained with love (for the place) or (apparently…) it is not achieved at all

Processes Involved in Driving Change: A Stage with Many Actors Connection to a place is also important in terms of the degree of civic cooperation when authorities attempt to promote the subject of sustainability. Studies indicate that people who feel disconnected are more likely to downplay the requirements and decisions dictated by the local authority or the state and may even ignore them. In contrast, in places where people are connected to the environment, the degree of civic cooperation increases. Within the community, private initiatives are created to promote and cultivate environmental activity. It was also found that at times, decisions reached by higher ranks (‘from above’) are not understood or do not suit the local population. On the other hand, initiatives implemented within the community (‘from below’) are likely to also impact the activities of the decision makers. Consequently, this will create a system based on a combination of processes: ‘Bottom- up’ and ‘Top-down’. At times, these processes arise spontaneously within the communities in which the residents demonstrate awareness of and an ability to work toward advancing an issue. In this case, the issue of sustainability. However, effective cooperation and the prevention of disagreements between the authority and the residents regarding courses of action requires involvement of intermediaries to mediate between the different parties. These ‘middlemen’ are parties with connections and understanding within the community and are capable of influencing the authorities. They mediate between the communities and the local authority and help improve communication, relay information, and promote action on behalf of groups of residents, organizations etc.

Environmental Activity In light of the serious climate crisis, one would expect a multitude of initiatives both by the authorities and private parties; however, it appears that many members of the public are apathetic toward the crisis. Among the researchers engaged in studying social activism, there is wide consensus that there is no direct connection between an injustice or problem and public action. At times, serious problems may be met by public indifference whereas at other times, marginal injustices will result in a sweeping protest. The circumstances for public participation in activism in general, and in environmental activism specifically, are complex and depend on the social mindset, on the ways the problem is presented to the public and on the abilities and talents of the members of a given social space. In order for people to choose to invest time on behalf of the community, they must be familiar with the problem, wish to solve it for themselves and for others, consider this activity to be valuable to them and possess the appropriate skills for the action (e.g., knowing how to start a venture, identifying the target audience, how to obtain funding if necessary, etc.). As such, environmental activism will develop in communities in which involvement with the environment is part of the local identity and the self-perception of its members. This activity also requires an understanding regarding the implication of the activity on the environment and the effective methods of coping with it.

Activism* A view that one should respond vigorously by taking real steps in cases of economic, social or political dispute. In short, Get up and Go!

Sustainable Communities in the Ramat Hanadiv Area Together with an affinity for a place, environmental identification must also be examined as an essential condition for activism and for the creation of community capital. In order to characterize and map identities that either encourage or inhibit the spread of the environmental dialogue in the space, the environmental behavior (or avoidance thereof) must be understood, by examining its role in the cultural tool box of the communities living there. The Partnership for Regional Sustainability is an interesting test case of forming a relationship between local forces, the local authorities, and civilian social organizations so as to lead processes for changing the social– environmental agenda in the area. ‘The Partnership’ was based on the values of sustainability and the need to raise awareness of the residents of the communities and authorities in the region regarding the importance of implementing these values. Simultaneously, sustainable practices were adopted and collaboration between the various parties was established. Where there was motivation, but a lack of information and resources, ‘The Partnership’ helped the local leadership create a framework for activity and provided measures for its advancement. In this way, it created a platform for the realization of private initiative and enabled the local authority to understand the wishes of the residents and assist them effectively. The common goal of all the parties was increased awareness regarding the field of sustainability and the promotion of active participation among the residents. A community that is active, collaborative and takes initiative has great significance for shaping a sustainable lifestyle both on the local and regional levels, primarily due to its ability to encourage the local authorities to adopt joint processes to create a sustainable society.

Want to collaborate with the residents? Let them be partners! B Z

Bibliography for the Chapter, “Community, Sustainability and Power to Change. Alhasid, I. (2014). Household Waste Disposal Habits and Identities in Local Communities; Two South Tel Aviv Neighborhoods as a Case Study, Tel aviv Benford, R. D., & Snow, D. A. (2000). Framing processes and social movements: An overview and assessment. Annual Review of Sociology, 26(1), 611-639. Bourdieu, P. (2013). Distinction: A social critique of the judgement of taste. Routledge. Colander, D., & Kupers, R. (2016). Complexity and the art of public policy: Solving society's problems from the bottom up. Princeton University Press. Goffman, E. (1973). The presentation of self in everyday life. Woodstock, New York: Woodstock, New York: Overlook Press. Haluza-DeLay, R. (2008). A theory of practice for social movements: Environmentalism and ecological habitus. Mobilization: An International Quarterly, 13(2), 205-218. Horton, D. (2003). Green distinctions: The performance of identity among environmental activists. The Sociological Review, 51(2_suppl), 63-77. Lamont, M. (1992). Money, morals, and manners: The culture of the french and the american upper-middle class. University of Chicago Press. Massey, D. (2010). A global sense of place. Aughty. org. Polletta, F., & Jasper, J. M. (2001). Collective identity and social movements. Annual Review of Sociology, 27(1), 283-305. Sabatier, P. A. (1986). Top-down and bottom-up approaches to implementation research: A critical analysis and suggested synthesis. Journal of Public Policy, 21-48. Sadan, E. (2009). Community Work: Methods for Social Change. Hakibbutz Hameuchad, Tel Aviv. Wenger, E. (1999). Communities of practice: Learning, meaning, and identity. Cambridge university press.

*Idit Alhasid, CEO of Community Environment & Society Consulting for community - environmental processes

Values 04 In the beginning, a few values were defined as the foundation for activity, and other values were adopted or clarified throughout Working together, with both the members and with the officials is essential for the success of community activity over time. An understanding of and sensitivity toward the needs, wishes and constraints of both sides must be demonstrated. Moreover, sensitivity must be shown to additional potential stakeholders, in order to include all the relevant partners and as to not leave out any person or institution. In this way, we can enlist activists, harness additional resources, and as such prevent future opposition to the activity. the process. Partnership Activity conducted by a partnership leads to a blurring of the hierarchy because ownership of the actual activity in the field is assumed by the social entrepreneurs and the activists. The advantage of this method of working is in the ability to encourage involvement and activity of all those interested in the subject, where everyone is recognized.

“I would not have succeeded in promoting the project – For years, I tried to promote this idea on my own and I didn’t succeed. I have a budget and institution behind me that have become a part of the framework and don’t let me feel alone” (Entrepreneur in the community) " "

" “The existence of the project depends solely upon partnership. This is the primary basis of a project. During the preparation processes, there is someone to talk to - both in victories and failures. The professional support, resources and developing relationships are all important. This is the place that maintains the continuum of the project’s development” (Entrepreneur)

Transparency When it comes to a joint project, it is important to ensure maximal transparency. The flow of information between the entrepreneurs and the officials is important to the joint activity, and concealing this information leads to a sense of exclusion and resentment among the partners and stakeholders. Enabling Many residents wish to take action and better their surroundings; however, they lack the knowledge or the connections to do so. Creating platforms that enable and support helps to develop a local leadership of entrepreneurs who wish to create change. On one hand, the frameworks must be sufficiently focused to encourage thinking and action; and on the other hand, they must be sufficiently open to enable a wide variety of ideas to be implemented. The most prevalent and significant contribution in the eyes of the social entrepreneurs was in the connection and mediation between them, the officials, and authorities. Also reported was the strengthening of the belief of the entrepreneurs in their ability to influence their surroundings through action, learning the various subjects related to environment and sustainability, learning organizational and management skills, and improving the project’s work processes, etc. (From the evaluation report).

The key Openness and Attention to the Emergent Reality

Soci0- Cultural Sustainability A broad outlook with regard to the variety of communities in the area and paying unique attention to the marginal communities will enablemulti-cultural activity and connections between the various sectors – residents, businesses, governing authorities and third sector organizations. All of these are the basis for community resilience and an open and inclusive culture.

Transition to ‘Bottom-Up’ Processes Traditional approaches used by the decision-makers vis-à-vis the public (from the ‘Top-down’) have many flaws, which are addressed by the opposite method, which operates from the public in an upward direction (from the ‘Bottom-up’). The combination of these approaches makes it possible to reduce the gap between the points of view of the head of the authority and decision makers and those of the residents. Other advantages include the use of the residents’ knowledge, human capital, and resources such as manpower and development budgets. When the residents are busy at work, there is room for creativity, re-use of materials and self-creation. All of these not only support sustainability, but also conserve resources. In this way, a new discourse is created that connects residents to the officials, encourages an ongoing dialogue and reduces the gap between them.

Connecting to the Passion Connecting to the passion may be the driving value, because without it, community action is not at all feasible. The secret is connecting with the residents’ personal dreams. When something is meaningful to individuals, they will do a great deal to promote it. The activity helps develop a sense of mission, which increases and maintains one’s motivation to act.

Local Identity and Belonging A sense of belonging and motivation to take action serve as an incentive for one another. When there is a sense of affiliation to a place, motivation to act develops; and as action increases, so does the sense of affiliation strengthen. This feeling is particularly intensified when action is taken within a group. When taking action is accompanied by a positive feeling, by recognition and by appreciation- by both the community and the authority, the sense of belonging is strengthened as the local identity intensifies.

Complementing one another A combination of the advantages of the ‘Bottom-up’ approach to working with a ‘Top- down’ approach, strengthens both

methods in an optimal way- similar to a

stalagmite and stalactite which as they approach each other create a complete pillar.

Partners are likely to come from unexpected places, based on a shared interest in content or on the basis of friendship. When the partnership is successful, it is capable of leading to additional action. It is greatly recommended to try to locate such partners and enlist them into becoming active.

Promoting Partners

At times, it seems that reality lacks direction and order but in processes that encourage creativity and personal initiative, the importance of chaos should be recognized and allowed to exist for some time. It will help new ideas emerge and optimal work modes to become clear. Chaos is Good

A Retrospective of Community Activity 05 After a period of ‘Top-down’ activity designed to raise awareness of sustainability, we understood that the real goal is for the community to participate, act, and initiate. We realized that we must find a way to enable the community to take action. We started with one work platform, and as time passed, we changed it based on the comments we received from the field. Platforms for Community Action Community Initiatives

The circulation of a ‘call for proposals’ for communal–environmental initiatives has proven to be a tool that enables many residents to make their dreams a reality, from community gardens to a second-hand shop. The call for proposals invited people with passion for long-term involvement to come and implement their passions. Dozens of referrals were received, indicating the readiness of the community to enter the process. Description of the process of establishing the community projects: 1. Circulation of a call for proposals 2. Establishment of a committee with representatives from all the surrounding localities. 3. Determination of selection criteria: • Support for the value of sustainability • Feasibility of the execution and ability to reach independence • Connecting the communities and cultures – networking • Addressing the various directions of the activity of The Partnership for Regional Sustainability • Innovation 4. Personal meetings with the entrepreneurs to develop ideas and assist in meeting the selected criteria 5. Admissions Committee 6. Signing a contractual agreement 7. Submission of an annual work plan that includes a budgetary breakdown 8. Beginning a process of personal support for the accepted entrepreneur participants The personal support is the starting point for the process of building community ties in the area and for the establishment of local leadership.

In a different conceptual field, this would be called an ‘adaptive management': managing reality at the same time as conducting a formative and continuous evaluation. This is not a ‘recipe’, but rather a presentation of some work platforms or tools that encourage and facilitate community action. It is important to understand that what is right for a given place at a given time, may be less suited to a different place at a different time. After over five years of community action, it can be said that at least in some of the localities, caring and committed local leadership was developed, which has encouraged continued activity.

כוחה של קבוצה פעילים קהילתיים־סביבתיים רבים מוּנעים מכוח הרצון להתחבר לעוד אנשים אשר חולקים איתם את אותו החלום. הקמת פורום ליזמים יוצרת קבוצת תמיכה ונותנת מענה לצורך זה.

Regional Events Traditional events such as a toast at holiday time or a community fair serve as a stage on which initiatives operating in the field can introduce themselves to many populations and even recruit additional volunteers to join their ranks. These events foster a holiday atmosphere and local pride, and are influential in building a local identity for the residents, even those who are less active. At each fair, a different community may host and present that community’s specific environmental work and also introduce the community itself and its unique characteristics. Time-focused Initiatives Short-term and focused initiatives are a means to raise awareness and to make connections within the community, both among those who work together on the event, as well as among the participants who meet their neighbors in a new context. The circulation of a call for proposals for time- focused initiatives is directed at those who dream of promoting an idea or field that is close to their hearts, through community gatherings. Not everyone is a long-distance runner; not everyone wants to run a long- term project. Jane’s Walks and Open Gardens are events that have become a tradition and are held annually. The advantage of these initiatives is that they require no infrastructure, nor must they be managed over time, which may serve as an obstacle when meeting with the local authority.

Events that Give Rise to Activity These events serve as a platform for offering a wide variety of options: activities for leading existing projects, such as regional events, as well as activities led by residents who are interested in taking part in some sort of activity, either promoting their business or sharing knowledge. Generally, the activities range from a lecture or guided tour, creative workshop or symposium or watching a film together. These events create a connection between the communal and physical space and also define the shared area. For example, at the “Mitchofefim” beach event, a connection to the beach was created, and the Taninim Festival established a connection to Nahal Taninim (Crocodile Stream). The format of the events vary, they move along a continuum of participation, collaboration and partnership. One offers inclusion and the other joint publicity, but the unique description is the responsibility of the entrepreneur. Art and Identity Art can serve as an engine and a tool for the creation and development of local identity. It has the power to create connections between people and a connection to the location (when the activity is location-focused). Approaching local artists helps to expand the circle of community involvement and to enlist residents who would otherwise not have participated in the initiative. This course of action may allow for a range of participation on the part of the artists who may promote their own projects or who may also be enlisted to participate in a joint exhibition.

The Power of the Group Many communal-environmental activists are motivated by their desire to connect to other people who share the same dream. Establishing a forum for entrepreneurs creates a support group and fulfills this need. ‬

Formative Evaluation 06 Working with a large group of people engaged in processes in which action sometimes proceeds planning involves operating in an environment where chaos is an integral part of the process. This type of work requires attention, openness, and flexibility. One of the ways to ensure these characteristics over time is through the existence of various formative evaluation methodologies. The goal of the formative evaluation is not to summarize processes and certainly not to give a score but rather to design the process as it unfolds and optimally adapt it to the changing reality. Conservative parties may insist that the evaluation be conducted by an external independent party to avoid unpleasant situations. However, in general, such an evaluation entails a significant expense, which is not generally available. Since these are soft social processes, various platforms may be created to facilitate reliable feedback using other methods, through direct conversations and anonymous online questionnaires. Formative evaluation examines the functioning of all the active parties, including mediators (the party that facilitates between the officials and residents), officials and entrepreneurs. When the evaluation is conducted with the proper sensitivity, it is capable of leveraging failures encountered in the process and promoting a welcome change. Experience indicates that writing a report contributes a great deal of validity and recruits supporters for change. At the same time, the written report reinforces the value of the actual activity, which at times may seem marginal or obvious.

The Best of Both Worlds When developing a community initiative, attention should be paid to a variety of opinions and desires, and as much as possible, an individualized and personal solution should be provided so all stakeholders will feel that they are realizing their dream.

07 Joint activity by those fundamentally different in terms of their characteristics and behavior may present many challenges: Different Tempos – The active residents are motivated by their desire for change. They bring passion and enormous motivation to the process. In contrast, the officials at the various authorities work within an institutional framework. Alongside its extensive capabilities, this framework is characterized by a slower pace and due to its complexity, ideas for development are often rejected. The success of the project depends on a shared understanding of this difference between the parties. Participation - Collaboration - Partnership Most of the authorities operate in a hierarchical structure; and as such, they expect this to be the case with regard to community activity as well. Participation of the residents is more easily acquired than their collaboration, and certainly more than their full partnership in the project. At times, the authority prefers to completely remove its responsibility from the project and let the residents do as they wish, instead of becoming challenges

a full partner in the project. It is important to coordinate expectations as much as possible from the beginning, in order to prevent misunderstandings or disappointment later on. Coordination – One of the indicators of a project’s success is the involvement of the relevant stakeholders. Before getting started, it is recommended to map both the strategic and the potential stakeholders and to ensure that none of them have been overlooked, in order to involve them from the very first stage. In this way, they will feel greater connection to the initiative. On one hand, the larger the number of partners, the more challenging it will be to come to agreement. On the other hand, if we overlook a potential stakeholder (especially a strategic one), we will ensure that we will have opponents throughout the process. According to an ancient African proverb: If you want to do something fast, do it alone – If you want to do it well, – do it together.

Budget – Not every community project receives budgetary support, but it turns out that even when such support is granted, there are still many challenges involved in the management of the project. Staff members must reach agreement regarding the allocations of the budget and the project must meet the requirements of the body that manages the budget (the local authority, community centre or association). At times, these parties must receive a number of price quotes and must adhere to procedures that create a burden for the residents involved in the project, all of whom work on a voluntary basis. Perspective – The residents view their project from a very local point of view (mainly on a neighborhood level) while the local authority views the project as part of the broader activity of the entire locality. The gaps are even more pronounced when this involves a regional council or an external body that works in several authorities in the area.

% Most social entrepreneurs reported encountering various difficulties; however, they were not large scale. The leading difficulty reported relates to the work style of the authorities (councils, kibbutz) and coordination with them. Another common problem reported, is related to the transfer of funds from ‘The Partnership’ to the entrepreneur and their suppliers. All the entrepreneurs who expanded their activity significantly, reported that they felt overburdened and there was difficulty dealing with the scale of the activity on a purely voluntary basis. Also reported was a difficulty in managing and maintaining a large system of volunteers (from the assessment report). Social Entrepreneur, Activist and Volunteer Everyone works with good will and voluntarily; and nevertheless, everyone has his or her own traits Entrepreneur: Passion, leadership Activist: Commitment, action Volunteer : Action passion, leadership, commitment, and action. If the initiative is driven by a just one individual, it would seem that this person demonstrates all of these qualities.

Peace Park, Jisr al Zarqa

A group of local women chose to lead a project, whose goal is to cultivate the site for the local community (Placemaking). The site selected is Gan Hashalom (Peace Park) located on the outskirts of the village, near the Nahal Taninim Nature Reserve.

Educate the child according to his nature Continuing to listen and think together as a community will enable new ways to work and will benefit the process substantially more than pretermined work methods.

This illustration was created during a ‘dream meeting’ with the participants of The Hanadiv Forest project in Binyamina to promote and develop the site.

01 Life for Nahal Taninim 02 The Hanadiv Forest Our Initiatives 08

A group of Binyamina residents is promoting the ecological restoration of Nahal Taninim (Crocodile Stream). The group operates on two levels. At the communal level – raising the residents’ awareness of the existence of the stream and the importance of preserving the site and its heritage. On the decisionmakers’ level –promotinga comprehensive eco-hydrologic plan for rehabilitating the entire basin, led by the Carmel Drainage Authority.

Residents are establishing a community edible forest near the train tracks. The forest will facilitate a connection between the community and nature, introducing people to working the land and providing access to healthy food. Activity at this site includes experiential learning and an introduction to sustainable ecological systems.

03 Wildflowers 04 The Vintners’ Garden - Hacormim 05 Women Create Environment

Residents of Binyamina and Givat Ada have adopted sections of the streets close to their homes and are planting wildflowers there. The project raises awareness regarding Mediterranean and sustainable gardening, which does not require much irrigation or maintenance. The great response to the project has led to the blossoming of flowers on the towns’ streets and a gradual change in the council’s perception of gardening.

The community garden in the Carmei Binyamina neighborhood. This site is an attraction for the residents of the neighborhood, a centre for sustainable activity and communal, cultural, and environmental experiences as well as a source for strengthening local affiliation and identity.

A community project led by eight caring women from the village of Jisr al-Zarqa. Each week, the project meets to learn and to plan cooperative steps and acquire tools for leadership, taking initiative and local sustainability. As part of the project, the women have chosen to focus on two initiatives: (1) Creating compost in their private homes; (2) Building an open green space to serve as a place for communal gathering (Placemaking).

06 The Lange Forest 07 Cycling in Renanim 08 To till and to tend

Senior citizens are active in the preservation of this natural heritage site located in the heart of Zikhron Ya’akov. The Lange Forest is valued due to the variety of species found there, and the old avenue of jacaranda trees. The project is supported and assisted by the Society for the Protection of Nature in Israel and in collaboration with the local council, the First Aliyah Museum, and the Council for the Preservation of Heritage Sites in Israel.

An initiative of a resident of Zikhron Ya’akov who established a group of cyclists from the Renanim Boarding School located in town. Once every two weeks, the children meet to cycle in nature on the paths that circle the area, together with the professional support of local volunteers.

A community garden in the heart of Zikhron Ya’akov’s ultra-orthodox neighborhood. Two women from the neighborhood enlisted residents to take action thus raising awareness regarding working the land in general and values of sustainability in particular. The garden changed the face of the site, both as it relates to its physical appearance and its value. The neglected site became a flourishing garden and the neighborhood’s childrenwere given an opportunity to appreciate nature and its wonder from up close.

09 For you 10 Burgani 11 Wadi Gibor

An initiative of two ultra-orthodox women, who created a barter system: receiving and distributing clothing and household equipment for children and babies. Additionally, the participants searched for companies who were prepared to donate products past their expiration date to prepare gift packages for new mothers and disadvantaged women. The project creates unconventional connections between secular and ultra-orthodox people, together with implementing shared values of sustainability.

A nursery and spice garden that operates at an ancient sandstone quarry at Kibbutz Ma'agan Michael. The project imparts values of sustainability and sustainable gardening to the kibbutz community and its institutions. In this framework, there is a carpentry workshop that uses reused materials and a community project to create compost.

Restoration of the wadi which is located in the Neve Sharett neighborhood of Zikhron Ya’akov. This site, which was abandoned and neglected, has changed its appearance: a path was cleared, benches were installed, and trees were planted. Ongoing maintenance and upkeep have created an important meeting place for residents of this renewed neighborhood.

12 Open Gardens 13 Jane’s Walks

Each year, over an entire weekend, residents of Binyamina and Givat Ada open their yards to visitors. Two entrepreneurs, who are local residents, choose gardens that implement sustainable gardening principles to participate in an event that combines two goals: raising awareness regarding the principles of Mediterranean gardening and connecting people.

Residents of the localities join an international tradition of walks led by residents, in order to get to know the area in-depth. The walks are held in memory of Jane Jacobs, a city planner who worked in the 20th century and developed an innovative concept that encourages looking at the city from the pedestrian’s point of view.

Recipe for a Winning Initiative

Ingredients: // Social entrepreneur(s) with Passion, Long-term commitment, Ability to enlist partners // A supportive local authority // A supportive community // An organic and dynamic activity model, which combines a ‘Bottom-up’ approach with ‘Top-down’ action.

instructions: Someone must take the first step. If the others act with the objective to support and enable – it will work. :)

12,300 of participants in the community activities. The number

539

20 The number of community projects that were established and operated during the years 2015 -2019.

The number of active participants in the projects.

The number of social entrepreneurs during this period.

Thanks To all the social entrepreneurs and activists who enabled us to take part in their dreams.

גינה קהילתית הכורמים

ערוץ

גי ר

שניה וחצי חנות יד שניה

עצי מורשת

ג׳יין הליכות בנימינה-גבעת עדה וזכרון יעקב

פרחי בר מיזם קהילתי להפרחת המושבות

חולמים, מחליטים ועושים | במאי 18-8

09 It appears that in recent years, we have succeeded in creating a language of community and sustainability, establishing community initiatives, and making changes in the Ramat Hanadiv area, on various levels. During this time, community and environmental leadership was developed, which has become increasingly more significant. It is more salient at the crossroads where decision making and regional planning processes meet. It has an impact not only on a neighborhood level but also on a municipal and regional level. The authorities have gained active partners from among the residents who help promote an agenda of quality of life and a connection to the place and its heritage. Ramat Hanadiv is gradually transferring its role as a mediator between the residents and the authorities to local leadership and designated officials who are responsible for community and sustainability issues at various authorities.

Looking Ahead

It would be a mistake, however, to think that it is possible to completely relinquish Ramat Hanadiv’s involvement. Active residents need support in order to maintain their passion to take action. They need professional, and even emotional support so they can continue to be active over time. Additionally, the circles of activity must be expanded so that more and more residents become involved. A variety of opinions and talents will enable mutual support and continued growth. There needs to be an awareness of changes at the local authorities, especially following elections, to ensure that the communal– environmental agenda is not eliminated and that officials receive the professional support they need, to promote the issues themselves. Activity is an outcome of the needs that arise in the field. Consequently, it is important to ensure that once in a reasonable period of time, mapping and assessment of needs are conducted with consideration to both the residents and officials.

An idea that we formulated was to establish municipal sustainability centres to serve as a “home” for entrepreneurs – a meeting place and centre for joint activity and for promoting sustainability. Will connections between the different centres be created on a regional level in the future? Or, will a different idea perhaps arise? Time will tell.

Written by (except for chapters noted otherwise): Tamar Arbel Elisha, Head of Community Department, Ramat Hanadiv Support in creating the outline: Idit Alhasid Photographs : Albatross – Pg. 5, 7 ; Tal Glick 5 – Pg. 25, 34, 43, 44; Yadid Levy – pg. 21; Yael Tamir Livne – pg. 1, 19, 27, 35; 36 Tamar Arbel Elisha – pg. 11, 13, 15, 17, 18, 19, 23, 24, 29, 31, 34, 35, 36, 37, 38 Linguistic Editing: Ronit Rosenthal | Graphic Design: Leeron Talmor English translation and Editing: Elana Maimon Thanks to Dawn Hanen from Community

www.ramathanadiv.org.il

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