The Edmond de Rothschild Partnerships, established in 2016 by the Edmond de Rothschild Foundation as its non-profit operative branch, acts to reduce disparities in Israeli society and ensure equal opportunities for youngsters from Israel's socio-geographic periphery. It was established to create one home for EdR Partnerships young leadership programs.

We believe that investing in young leadership, with an emphasis on fair representation of youngsters from the socio-geographic periphery, will have a tremendous impact on changing Israel's social climate, and result in a equitable, balanced Israeli society, in which the common good is shared more fairly.

Our passionately supported values underpin all of our activities and include: equal opportunities, continual learning, innovation, responsibility, cooperation and partnership. We instil all of the participants in our programs with these values.

All of our efforts are directed toward the personal and professional development of our participants. The Partnerships' programs integrate knowledge, awareness and social activism with personal, academic and employment development. In order to utilize these tools and attributes to the fullest, and translate them to practical work in the field, EdR Partnerships' programs and activities operate throughout Israel. Each group is heterogeneous, with participants from the broad range of the diverse communities in Israeli society. Thus, our programs reflect our values: promoting equality in resource distribution and opportunities.


Edmond de Rothschild Foundation

The Edmond de Rothschild Foundation, Israel, works to create a more just society, and a unified and involved citizenry. The Foundation's efforts are directed toward initiating profound, long-lasting changes in Israeli society, with the aim of promoting an excellent and diversified leadership, via enabling them to acquire academic educations. Continuing the 130- year-plus of the Rothschild family's philanthropic heritage, the Foundation fulfills the family's long-standing commitment to the pioneering spirit of Israel, and invests in change agents and advancing Israel's new, contemporary pioneers.

The Israeli Foundation operates as part of the international network of Edmond de Rothschild Foundations, with projects all over the world. The Israeli Foundation initiates dozens of innovative projects throughout the country, the aims of which are to reduce the disparities in society and nurture young leaders.





From the Chairman

Dear Friends and Partners,

We have undertaken a task that is far from simple, but are sure that we can accomplish it together. The training process in our programs is weighty and intensive. The process begins by choosing young, ambitious leaders from the socio-geographic periphery of Israel, and continues by reinforcing their self-confidence, behaviours and actions in working to reduce societal disparities and advance the common good.

We've come a good part of the way, but we still have a lot of work to do. Within the race of daily life, in which many good people are preoccupied with "here and now" and "me and my family", you: the participants and graduates of our various programs, have chosen to go on a long, especially challenging journey, a stirring and steadfast journey. That journey entails creating partnerships as part of a platform for growth, leadership and values, with others who share a vision of Israeli society.

A society that will ensure prosperity, wellbeing, unity, fairness, education, equal opportunities and sustainable economic growth for its members.

A diverse, just and fair society in which each and every citizen can enjoy a good quality of life as their rightful share of that society.

I have the considerable honor of being part of this mission, alongside the many young people, the committed and excellent staff, friends and partners, who are all important on this journey.

I want to take this opportunity to thank our principal partner, the Edmond de Rothschild Foundation, for the tremendous trust that it places in our organization. Our organization proudly carries the name of the Rothschild Family, and continues its traditions of many years standing, of pioneering, acting and working for Israel and its people.

Barak Dror Wanderman
Chair of the Board of Directors
The Edmond de Rothschild Partnerships



Organization's Vision and Mission

Organization's Vision
An Israeli society in which each and every individual has an equal chance to impact society, fulfill their dreams, realize their potential, and succeed regardless of gender, geography, ethnicity, culture, or religion, thus constituting a sustainable model for a shared society.

Organization's Mission
Develop a young, diverse cadre of future leaders, primarily from Israel's socio-geographic periphery who will work to build socio-economic strength and reduce disparities in Israeli society. These leaders will undertake various positions of influence, from which they will promote partnerships between the diverse communities that form Israeli society.

Strategic Goals

  1. To be the leading expert organization in Israel in young, diversified leadership development in the periphery.
  2. For participants and graduates of the programs to achieve key positions in Israel's society and economy, and establish an active network of alumni who will impact and influence society in the organization's spirit, at the regional and national level.
  3. Develop stable, long-term strategic partnerships with the public, business and non-profit sectors who share the organization's vision.
  4. Reinforce Israel's local and regional areas by developing a cadre of leaders who will reduce disparities between Israel's periphery and its center.



Kav Hazinuk [Starting Line]

Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it’s the only thing that ever has.” – Margaret Mead

Kav Hazinuk is the oldest of the leadership programs operated by The Edmond de Rothschild Partnerships. Established in 2002, the program has been training promising youngsters, primarily from Israel's socio-geographic periphery, ever since. Kav Hazinuk is the only program in Israel that runs for ten years; the participants start at age 15 and continue until age 25. The aim of Kav Hazinuk is for these youngsters to develop leadership abilities, so that they become change agents, effecting improvements in Israeli society from a sense of their own capabilities and a deep and positive connection to their own identities. Thus, they will be in positions to lead change in Israeli society in general, and reduce disparities in the communities in which they grew up, in particular.

With 450 participants per year, Kav Hazinuk groups operate throughout Israel, in five regions: The Upper Galilee and Golan, the Western Galilee, the Tel Aviv Megalopolis [Gush Dan], Jerusalem and the Negev. By design, the participants are recruited from the various groups that compose Israel's mosaic of identities: Jews, Muslims, Christians and Druze; religious, traditional and secular; females and males; from development towns, moshavim, kibbutzim, and cities; from different ethnic backgrounds and countries of origin. The Kav Hazinuk population is in essence a microcosm of Israeli society. This inherent diversity derives from our view that a need exists for young leaders who reflect the tapestry of Israeli society to become a cadre imbued with the values of pluralism and solidarity. Learning and sharing experiences gives them the ability to communicate across ethnic, cultural and religious divisions, finding commonalities and creating partnerships with every group in Israel.

Utilizing a carefully developed structure, Kav Hazinuk works in three stages of training, each one building on the previous one: high school stage; service (national or army) and community involvement stage; academic and career stage. The program emphasizes experiential activities for its participants: group sessions, workshops, meetings with key figures in Israeli society, training courses, volunteering and developing social initiatives, personal mentoring and guidance, accelerators for scaling up social projects, and more.

The model on which Kav Hazinuk is based is a unique, innovative one for leadership development, custom-made for the program. Each year, the participants learn and put into practice various aspects of the program's five modules: proactivity, effective partnerships, authentic leadership, motivating inspiration, and adaptive leadership. Thus, Kav Hazinuk focuses on empowerment, leadership development, a personal sense of ability and capability, and social awareness.

Program Structure
Kav Hazinuk is carefully structured in three stages:
Stage 1: 10th grade to the end of high school.
Stage 2: Military/national service, community involvement.
Stage 3: Academia and career development.
Participants develop on three axis: personal identity; as members of a diverse and heterogeneous group; as change agents.

Stage 1
Year One: During the first stage, experiential learning and measurable objectives are emphasized. In the first year, among the subjects addressed are: Group and personal values, tools for effective communication, Me and the "other" – breaking the dichotomy, Identity – an asset, not a burden, and similar. The participants get involved in social activism early, participating in a project-based model on Civil Partnerships. They learn how to identify needs, build work plans, gather information, recruit partners, gain hands-on experience, identify success through consequential thinking, and define future objectives.

Year Two: They continue learning about the five modular elements in this year, acquiring skills like: how to make presentations, leveraging success, the dynamics of failing, leadership through identity, and more. One of the most important experiences for the participants during the second year is their participation in an innovation incubator for social initiatives. Working in small groups of two-three participants, they learn by doing: identifying needs, creating a solution, fund raising, recruiting partners, assessment and measurement. Each team is guided by a mentor experienced in social activism in that particular field. Many of their projects have resulted in real improvements for their communities, some for entire regions.

Year 3: Their hands-on education continues in this year, when they learn methods to change policies and acquire tools to do so. The skills learned include how to: write position papers and legislative proposals, create online campaigns to influence/change public opinion, organize public protests, etc.

Stage 2
During their military, national, or civic service, gap periods, participants are assisted and guided as they develop, at the personal level and in areas of social impact. They continue to receive training to deepen social awareness, activism and the ability to lead. Because they disperse to different types of service, in different places (some already in institutions of higher education), the program perforce becomes less structured, but no less significant. The participants are personally mentored by socially active professionals. At this stage, they integrate into Kav Hazinuk's national network, and meet with others in the program who are from different regions and backgrounds.

Stage 3
Academia and career development: Kav Hazinuk continues working with the participants, helping to guide them in planning their lives based on their personal goals. The highlight of Stage 3 is our entrepreneurial scholars' program, entailing individual mentoring and practical work in social organizations that partner with Kav Hazinuk. This is the participants’ chance to be change initiators in whichever frameworks they choose to continue their careers. The program devotes extensive efforts in providing Stage 3 participants with a support network and contacts with liaisons in various fields, to ensure their success.

Kav Hazinuk participants continue to find a home in the Rothschild Partnerships Alumni Network after their formal Kav Hazinuk participation is completed. Together, the alumni have an impact that is much greater than each of them could have individually, and they can fulfill their own goals to improve Israeli society for everyone.

For further information please contact: info@rothschildcp.com



مَسار Masar [Journey]

Gap Year Leadership Training Program for Arab Youngsters

Masar is a socio-educational leadership program, established by EdR Partnerships in 2018 together with the Ministry of Education, in order to establish a young cadre of future leaders of the Arab-Israeli community, committed to social change and bettering the lives of the people in their communities. Masar identifies youngsters with high motivation and leadership potential and addresses the obstacles they face in order to reach academia, successfully complete their studies and enter the workforce in meaningful positions. In a one-year 5-day week intensive program, Masar provides these youngsters with experiential learning, social development, tools and life skills. In Masar they learn by doing: gaining experience and acquiring skills by working for society's benefit; deepening their sense of belonging to Israeli society while cultivating their community identity. Masar graduates are becoming change agents, working throughout Israel to create a sustainable, equitable society.

The Need
The age of 18 constitutes a challenging crossroads in Arab society: high school graduates need to decide about and plan for their future. Too often, their options are limited from the outset, by a severe lack of parity in education compared to their Jewish contemporaries.

As an organization that strives to reduce inequalities in society, EdR Partnerships makes significant efforts to recruit promising Arab youngsters into our programs. In doing so, we found that many motivated youngsters with leadership potential, have great difficulties in keeping up, both with various aspects of our programs and with their academic studies. The problems arise due to a systemic failure of the educational system in Arab towns and villages, who suffer from underfunding. Significant disparities exist between what is necessary to successfully integrate into academia and society in general, and the skills and knowledge that Arab youngsters acquired during their educations.

Moreover, many Arab students have to overcome language difficulties; having grown up, for the most part, in exclusively Arabic speaking communities, their facility in Hebrew is often not commensurate with the demands of academia. Some have left villages to go to university in Israel's large cities. Adjusting to urban life, when this is often the first time that they are surrounded by a non-Arab population, while simultaneously adjusting to college, presents additional challenges to the Arab students. They are also younger than their college classmates, who have usually served in the military or done national service before beginning their academic studies. Many of the Arab youngsters are also the first in their families to go to college. Without a clear idea of what to expect, the reality can be overwhelming.

To overcome these disparities and difficulties, Masar is designed to address their collective and individual needs, and assist these promising students to overcome the obstacles they face at the beginning of their college careers, and achieve parity with their Jewish peers. The program fosters their sense that they are capable of getting academic educations and impacting society.

Project Goals and Objectives

  1. Establish a young cadre of future leaders of the Arab-Israeli community, with positive values, committed to social change and bettering the lives of the people in their communities.
  2. Deepen the participants' sense of belonging to Israeli society while cultivating their community identity, and their commitment to the future of Arab society in Israel.
  3. Instill in each participant, who is already motivated and has leadership and academic potential, the tools, life skills, and a sense that they are capable of leading and effecting change. More, that they can be personally and academically successful, seeing their futures as pro-active, ambitious, and impactful on society.
  4. Provide opportunities for the Masar students to participate in social change projects, so as to provide them with skills, including how to work cooperatively with others, tools in planning and implementing projects, encompassing the processes involved, and the experience of success.

The program currently operates in two centers: Wadi 'Ara ['Iron River Valley] and in Arraba in the Galilee, both serving the towns and villages in the areas.

Masar has proven its efficacy: the number of students in the first cohort who were accepted to colleges and universities is close to 100% of the students. Moreover, they have all continued into their second year, vs. the average drop-out rate for Arab college students which stands at 30% per annum.
We are very proud of the fact that several Masar participants have gone on to participate in other EdR Partnership leadership programs – Rothschild Ambassadors and the Cadets program.

Masar and Coronavirus
Since the outbreak of the pandemic, the program continued to operate and classroom sessions were done online, virtual "field trips" were conducted and group sessions provided support to the participants, many of whom were undergoing significant financial and emotional stress.

During the lockdowns, all of the Masar participants did volunteer work, to help their communities or others. They naturally led in finding solutions and initiating projects and services: e.g. teaching isolated people how to use the internet; gathering and distributing information to prevent and counteract rumors; delivering food, medicine and other necessities, particularly to the elderly; creating, collecting and distributing ideas for activities, particularly for children, but for the adults as well, etc.

In one of Israel's hardest hit, poorest communities, Jisr-A-Zaqr, the Masar volunteers were instrumental in establishing and maintain a 24-hour hotline, identifying people in need and distributing food, diapers, medicines and the like, communicating the facts and information to the community. Working with other volunteer organizations, the army, the local government, and other entities, the Masr volunteers had hands-on, practical experience in providing services to the community, and all that that entails: mapping needs, planning, working cooperatively with others and dividing the tasks, scheduling, finding the best solutions to the problems faced. They were essential to the solutions in Jisr, and had the gratification of seeing the outbreak brought under control. They were sincerely thanked by the residents, the mayor, the army liaisons with whom they worked, and others.

Program and Activities

  • Studies and experiential work five days a week, from 8:00 a.m. to 6:00 p.m.
  • A range of means are utilized, with an emphasis on experiential learning: field trips, participants present their worlds, site visits, research exercises, random testing, etc., including seminars and networking, as described in more detail below.
  • Seminars: Once every two months, i.e. four times during the program, a three- to four-day study trip takes place, focusing on four fields of study: Jerusalem, land and nature, the north, and the south. Spending intense time together on a trip; the introduction to new people and new places; and doing challenging tasks together; all elements of these seminars contribute to reinforcing the participants' personal and social leadership; strengthening their cohesion as a group; adding to their knowledge about the components of Israel and Israeli society; and augmenting their Arab heritage, traditions, and culture.
  • Links and partnerships with other networks: The participants meet and work with pre-army training programs, Jewish young leadership groups, other leadership institutions and programs for Arab youngsters.
  • Involvement and cooperation of the participants' parents: In keeping with the program's holistic, community approach, the participants' parents and families will be updated and involved at every stage of the program. Three joint sessions with the parents and the participants will be held during the year.

For further information please contact: info@rothschildcp.com









The Benjamin de Rothschild (BR) Ambassadors Program

The next generation of Israel’s leaders

The Rothschild Ambassadors program, established in 2010 by the Edmond de Rothschild Foundation as its flagship program, is for undergraduate students, primarily from Israel's socio-geographical periphery, studying in institutions of higher education. The program's mission is to develop personal and social excellence in students who are committed to social activism and change, working with them and preparing them to be the future leaders of Israel, imbued with the values of humanism, solidarity, and a broad, inclusive perception of society.

Higher education constitutes a springboard for social mobility and for youngsters from Israel's socio-geographic periphery, to better integrate into the work force. The Ambassador Program recruits promising students from diverse backgrounds and trains and mentors them in groups in nine colleges and universities throughout Israel. In addition to acquiring professional skills and academic knowledge, the Ambassadors, who are frequently insular, are introduced to people from other religions, cultures, traditions and ethnic backgrounds, that comprise the fabric of Israeli society. The three-year program guides this process rather than leaving it to chance, forming groups of students from disparate backgrounds, who learn to work together to realize their commitment to social change. As they interact, they get to know each other as individuals, and gradually learn about each other's cultures and backgrounds. After learning and working closely for three years, they come to rely on each other's abilities and talents.

Every year, approximately 300 students participate in the Ambassadors program, with 100 new Ambassadors joining the program each year.

Three-Year Model
Ambassadors commit to four – six hours per week of individual involvement in a project, plus four hours performing social tasks as part of the group. They participate in three national conferences, and various lectures and workshops given by visiting experts, enriching their Ambassador experience and reinforcing their connection to the program and to each other.

Throughout the three years, the participants study and process four foundational topics, in different ways and with different approaches:

  • Leadership stemming from one's identity.
  • Becoming part of a heterogeneous group.
  • Impact and leadership in local settings.
  • Social change in Israel's various population groups.

The Ambassadors program is structured over three years, each session building on the previous ones, and each year building on the previous year(s).

First year – Study year: leadership stemming from one's own identity; research on local issues; introduction to Israeli society and all of its population components.
Second year – In-depth study: Socio-economic issues; policy change; tools for social impact and diversifying society. What is my burning issue?!
Third year – Fulfillment year: Influence on one's locality; Ambassadors in the field; my story.

Methods of Impacting and Effecting Change
Many professional paths and ways of impacting society are open to the Ambassadors when they complete their degrees and the training program. For the most part, their work falls into one of four rubrics: Business, Public Service, Social Activism, and the Voluntary, Non-profit sector. Their activism generally manifests in three strategies: working via an organization, originating and operating social initiatives, and politics and/or government work. Each Ambassador has developed skills and tools with which to succeed in their professions. Of course, they utilize their skills in their efforts to improve society as well; some of these tools include motivating others; guiding and facilitating groups; community organizing; managing teams; managing initiatives; communications, media involvement and p.r.; expertise in specific, germane areas; logistics, and more.

We are proud of the facts that:

  • Of the program's graduates, 75% are employed in the fields in which they majored, and the type of job that they sought.
  • Only 3% of the Ambassadors drop out of college, compared to 20% of the general student population.
  • Almost half, 43%, of the Ambassador alumni are studying in graduate schools, for masters or doctorates.
  • The majority, 63%, of the program's graduates are involved in social activism.
  • At present, 800 Ambassadors have completed their undergraduate degrees and the training program, and are working their way into key positions in their chosen fields.
  • Twenty percent of the Ambassadors are Arabs and Arab speakers, reflecting the percentage of the Arab population in Israel.

For further information please contact: info@rothschildcp.com



Cadets for Local Government

Local Government | Urban & Strategic Planning | Informal Education

In order to become a more just society and reduce the existing inequality, Israel needs to improve and professionalize the quality and services provided by its local governments, particularly in the country's socio-geographic periphery and minority communities.

EdR Partnerships believes that the key to social change is investing in and training motivated young people in the skills necessary to effect change. The Cadets for Local Government program identifies and trains young people with leadership potential and the desire to become change agents. We believe that training the Cadets as a cadre of dynamic municipal leaders for the socio-geographic periphery, will bring renewed energy, professionalism and a higher quality of services. The Cadets Program aims to change the face of Israel's local governments, thereby strengthening the social fabric of Israeli society.

Cadets for Local Governments is part of the government-initiated strategic plan for augmenting the work force for public service, Atudot L'Yisrael [Future Cadres for Israel]. The program operates in partnership with the Ministries of Interior and Education; and the Federation of Local Authorities in Israel.

The Program recruits candidates, primarily from Israel's socio-geographic periphery, for its three tracks – graduate students in Urban Planning at the Technion, and in Public Administration at Haifa University; undergraduates students for Informal Education at Oranim College. After multi-tiered, customized screening, the most qualified are accepted. The students receive full scholarships and living stipends.

Along with their academic studies, in their respective fields, the Cadets are trained to become civil servants in local governments, via weekly training sessions, symposia and off-campus seminars. The program is designed to be holistic, with the weekly sessions linked to what the Cadets are studying academically. The Cadets also do internships in local governments in order to gain hands-on experience and knowledge about the work of local governments in Israel.

Upon completing their studies, the Cadets are placed in key positions in local governments, where they can utilize their studies and practical experience to professionalize the local civil service, listen to local residents and provide them – our ultimate target population – with improved municipal services and leadership for future development. The Cadets commit to working in their local governments for four years, with the expectation that they will advance to senior positions over time, in either that municipality or in other local governments.

An extremely important and efficacious feature of the Cadets program are the internships [practicums] in local governments, in which the Cadets participate during the program. The local governments are themselves carefully screened, and commit to providing the Cadets with meaningful work in their field, supervision and mentoring by senior staff in their departments, opportunities for the Cadets to get to know other staff members, etc. The object is two-fold: The Cadets get real, practical experience and hands-on knowledge on how the local government functions, the tasks of the various professionals and staff members, and an understanding of what their positions will be like after they complete their degrees and the Cadet training, and are placed in local governments. The local governments get educated, motivated, knowledgeable interns, who can provide real assistance to financially strapped local governments. They also get a taste of what the Cadets can provide, and invariably request that graduate Cadets be placed permanently in their governments. An important feature of the training and the internships is to ensure that the Cadets are professional but retain a sense of humility; they will be working with people who have held their positions for years, and would likely resent overbearing educated newcomers.

Program Components
Symposia subjects include: local public policy; management skills; managing projects; the interface between local governments and national government ministries; the municipal bidding process for contract work; digitizing the municipalities and creating "smart cities"; strategic planning; community development; and other important aspects of their future work in local government. A number of symposia will be devoted to aspects of economic development, providing the Cadets with tools to effect change: learning how to "think economics"; data-based strategical planning for economic development; project management of economic development projects, entailing bringing together stakeholders from government, business, the voluntary sector and residents in mapping needs and planning; conforming to regulations, raising resources, meeting deadlines and more. Similarly, a unit is devoted to affordable housing solutions, including meeting with experts who have successfully addressed the problems, both in Israel and abroad. Solutions like mixed housing, wherein a percentage of low-cost apartments are set aside in market-priced housing construction; emptying buildings, renovating, upgrading and adding stories with more apartments, and returning the residents to their homes; and other solutions are learned, analyzed, and adapted for the local governments in which the Cadet work.

In the seminars, the students travel to other parts of the country, to meet with and view various local and regional governments, and learn about their challenges and solutions. The seminars are conducted by the students themselves in groups of three, giving them the opportunity to learn teamwork, planning, coordinating, directing projects, implementation, and drawing conclusions. The subjects of the seminars include: leadership, economic development, the Arab community, Jewish pluralism, strong municipalities, mixed cities, and especially the role of local governments in its citizens' lives, particularly as it pertains to planning, infrastructure and housing.

Two major challenges facing Israel and its local governments, particularly in the socio-geographic periphery, are economic development, and the lack of affordable housing. As a result, the Cadets program has honed its training in these two areas, with a great deal of special training, seminars and events focused on these issues.

In addition, many local governments have suffered from systemic underfunding from the national government over the years. The latter has been recognized, and an attempt made to rectify it, through special funding for infrastructure projects, which must be initiated and supervised by local governments. Here, the Cadets have played and can play decisive roles, having been trained, both academically and practically, in working with government and local entities, and the residents, to plan, raise resources, and implement such projects.

A major feature of the Cadets' work is to develop networks with representatives of the three major sectors of society, both locally and nationally, i.e. government, the business sector, and the non-profit world. This citizen input is essential for success at the local level. No less critical to success is the support of the national government ministries, colleagues in local government, representatives of other governmental agencies, etc. The graduates rely on each other as well: attempts are made to place several graduates in each local government, and they have developed networks with other graduates. We encourage the graduate Cadets to join our Alumni Network.

For further information please contact: info@rothschildcp.com






Leadership in Academia

Thus, beginning in the 2018-2019 academic year, some 30 fellows were nominated, to be joined by a similar number annually, to form a learning community. Senior academicians, e.g. Rectors and Vice Rectors, Faculty and School Deans, and former department heads as well as senior administrators.

The program combines a problem-solving approach with skill development. The fellows learn to identify the various challenges, and search or develop solutions based on best practices, originating in Israel or abroad.

In order to assist the fellows in navigating the complex factors and myriad potential solutions, a core tenet of the program is to instill a “leadership state of mind”. Such a change in their self-perception and view of their roles is the foundation for any initiatives and changes that they will undertake.

The program is intensive. Entailed are nine seminars in Israel, each lasting two to three days each for a total of 20 days; and 10-14 days abroad, with two field trips, one to Europe and one to the US. Given their extensive experience, their diversified knowledge and learning capabilities, the fellows take an active role in structuring the various activities.

As respected, senior academicians and administrators in their respective institutions, the participating fellows are expected to maintain those positions or advance to even higher positions. In both situations, they are and will be in positions that enable them to train and activate others in their institutions, forming networks of academic leaders within and between institutions. Most importantly, the participants will see themselves, and will be perceived by others, as leaders in many aspects of societal change, particularly in creating a more equitable society in Israel. In sum, the initiative promises to create a nurturing eco-system for more and more talented faculty members and administrators to step up and skillfully assume leadership roles, focused on integrating academic and organizational excellence with social responsibility.

Leadership in Academia is a national initiative, co-founded by the Edmond de Rothschild Foundation and the Israeli Council for Higher Education. Its mission is to establish and nurture a strong network of senior members of universities, colleges and research centers, capable of leading the transformations that will ensure continuing academic excellence, innovation and social impact.

Institutions of higher education all over the world are facing huge challenges, including: disruptive new learning technologies; extensive competition for human and financial resources; generational as well as cultural changes that question the very concepts of knowledge and learning; and last but not in any way least, social, economic and demographic needs and constraints.

While these trends are global, they seem as to be even more prominent in Israel due to the tremendous growth of new institutions of higher education in the past 20 years, primarily of colleges, the growing dominance of Hi-tech in Israel's economy and culture, and the country's changing demographics.

Top academicians, researchers and teachers now find themselves, some reluctantly, in leadership positions. Leadership roles are not always part of their aspirations, nor of their training, and are not adequately recognized nor compensated. Nevertheless, in today's turbulent and fast-changing environment, academicians and academia are ready to become leaders, particularly in addressing societal challenges. Such leadership requires better training and techniques, integration of academic and administrative tools and capabilities, and collaboration between related academicians.

We believe that by initiating, developing and supporting a network of current and potential senior leaders, the program will create the momentum to gradually close the gap between necessity for leadership and interest in becoming leaders for societal change on the one hand, and the tools and skills necessary to do so, on the other.

For further information please contact: info@rothschildcp.com




Israeli Hope in Academia

Israeli Hope in Academia, an initiative established by President Reuven Rivlin in 2016, derives from his understanding of the social, economic and educational assets of the academic field, and the need for a strategy that completes and compliments the sectorial access programs already operating under the auspices of the Council for Higher Education.

President Rivlin's vision is to bring together the "tribes" that form Israeli society, in various activities under the broad rubric of Israeli Hope. The purpose of these activities is to develop and reinforce the partnership between the population sectors of Israeli society in various areas, principally: education, academia, employment, sports and local government.

Israeli Hope in Academia strives to encourage a more diverse and culturally competent higher education system, which works to prepare graduates for life in a society valuing partnerships, and is committed to their positive participation in the workforce.

Action is taken aimed to create meaningful and broad cooperative efforts between individuals and organizations from the public, the private and the voluntary sectors that help to promote new standards in that area.

The academic sphere is a central engine in which Israeli human capital is developed, and is often the first meeting place where young adults from all sectors of society come together under a single roof. Therefore, higher education plays a central role in shaping the character and leadership of the future of Israeli society.

Program Objectives:

  1. Diversity and Representation: Raising diversity and representation of all population groups within the institutions and throughout the academic faculties and administrative staffs, aimed at the goal of achieving the full potential of all groups in Israeli society.
  2. Cultural Competence: Improving the accessibility of the institutions of higher education to various communities, while reinforcing the shared Israeli character of the campus environment, and enabling the preservation of each unique identity.
  3. The Academic Graduate: Promoting the commitment of higher education to core knowledge, skills and experiences vital to graduates in a society which values partnerships and is dedicated to a diverse, attentive and aware leadership.
  4. Academia-Employment Connection: Strengthening the link between academia and employment, while raising the responsibility of academia to employment outcomes of graduates, with special focus on Arab and ultra-Orthodox graduates.

Israeli Hope in Academia operates in over 40 academic institutions throughout Israel, in which steering committees and Israeli Hope work plans have been established. Each institution has an Israeli Hope officer, who receives guidance in the development and implementation of the program.

Israeli Hope in Academia is operated by EdR Partnerships together with the Rothschild Foundation, The Equal Employment Opportunities Commission, The Council for Higher Education, The Jewish Federation of San Francisco and The Blaustein Foundation.

For further information please contact: info@rothschildcp.com



Edmond de Rothschild Partnerships Alumni Network

Leadership Before Everything

The Alumni Network of the Edmond de Rothschild Partnerships is composed of more than 1,200 alumni of its young leadership programs, including Kav Hazinuk, The Cadets Program, Masar, and Rothschild Ambassadors. Each year, 120 graduates of the programs join. The Network thus has a continually fresh and developing character, one that encourages constant innovation and exploration of new and better ways of doing things.

Participation in the programs instill in the alumni exceptional knowledge and awareness, sensitivity and understanding of the various identities that compose Israeli society. Our alumni are imbued with the organization's values and can-do attitude: that their individual knowledge and abilities can be utilized together to address the challenges of Israel's increasingly unequal and fragmented society; that everyone can, and is expected to be, pro-active in improving society. Pro-activism is the guiding principle of all of the Partnerships' programs, and of course becomes central to the alumni's lives after they complete the programs.

The Torch-Bearers
The Alumni come from different and varied backgrounds, reflecting the religions and religiosity, geographical range and types of communities, cultures and genders, represented in Israeli society. They are involved in different professional and vocational worlds. Each one has their various and varying individual abilities, different degrees of authority due to their work and activism and their "special sauce" – of ambitions, dreams and personalities, the identities with which they began the programs and their social aspirations.

We believe – we know – that the joint activities, based on the complex and unique montage of identities that form Israeli society, enables them to be our torch-bearers. The connections, the networking and the activism, their initiatives to change the present reality, will help ensure equal opportunities for each person in society, and a more equal society.

How the Network Functions
The Network's vision is a direct outgrowth of the Rothschild Partnerships' vision and guiding principles: leading a better, shared society; nurturing young leaders; developing strong individual identities, who are mutually supportive, and network naturally; and activism. Our mission is to help our graduates utilize the knowledge, skills, and tools that they acquired in our programs to significantly impact Israeli society. Because most of them are from the periphery, are building their careers and identities, and have dispersed throughout Israel, the challenges they face are numerous and serious. We therefore created a platform for networking and joint activism, while continuing to enable the alumni to develop their skills, knowledge and tools. By working together, they are able to leverage their abilities and have a greater influence on Israeli society.

The network functions on the Three Circles model:

  • The first circle: The Graduate's Path – we help our graduates, as individuals and as part of the network, fulfill their personal-professional potential, providing practical tools and knowledge, introductions and connections.
  • The second circle: The Graduate as Partner – Try to connect the graduate to programs and the Network, to achieve two goals: Link the graduate to the Network, so that they identify with it and feel comfortable as a member; and make the right connections and achieve continuity between the programs and the Network.
  • The third circle: The Graduate as Societal Leader – Propose a variety of programs to fulfill the graduates' societal leadership potential with the Network.

For further information please contact: info@rothschildcp.com

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