MAOZ’s Annual Evaluation:

Our Story of 2020 in Numbers

10 MAIN INSIGHTS:

What The Data Reveals

Strengths

1

Relevant organization during a changing & crisis-impacted reality

Network members participate and are involved in Network activities and report that MAOZ and the MAOZ Network identified solutions for them and with them throughout the COVID-19 crisis
2

Diverse, influential Network with a strong trust-based infrastructure

Hundreds of senior, influential Network members from all societal groups and professional sectors in Israel who have high levels of trust in each other and in the organization. The more Network members are involved in MAOZ activities, the more they report having high levels of trust in the Network, increased connections (social capital) and enhanced capacities
3

Growing Mamlachti (common-good) Leadership

Network members continue taking part in learning processes even after completing the program
4

Significant leap in the ultra-Orthodox and Arab operating spheres

Arab and ultra-Orthodox Network members report feeling more connected to the organization, have increased their social capital and strengthened their capacities
5

Expanded spheres of influence

Accompaniment and action not only within the Network, but with MAOZ team members and with their respective organizations and the systems they operate in
6

Area-focused action in the North shows evidence of increased engagement and trust

When Network members in the North place particularly high levels of trust in the wider Network, they increase their levels of involvement and collaborations, and strengthen our understanding of the power of having a Northern presence operating within a structure of area-based change
7

Advance the social change initiatives from design to implementation

Social change initiatives that have been accompanied this year by MAOZ have evolved from design to implementation, with a central sense of shared responsibility

Challenges

1

Independent activity in the Network is lacking

Many Network members report that in order to operate with additional Network members, they rely on MAOZ’s mediation. A high percentage of Network members receive assistance from the organization rather than from the Network itself
2

A 1:2 initiative yield rate

One out of every two Meitzim (Accelerators) portfolios met its goals this year, but one out of every two did not. Additionally, the deeper and more intense the accompaniment, the greater the return ends up being
3

Business sector involvement in the Network remains low

The involvement and contribution of the platform and the Network for Network members from the business sector is low compared to the rest of the Network despite efforts to solve this issue over the years

WHO WE ARE:

MAOZ Network In Numbers

MAOZ Network Members

Joint Venture

Professional Sector

Gender

Societal Group

Geographic Region

Influential Network Members Over the Years

INFRASTRUCTURE OF TRUST:

High Trust in MAOZ and the Network

84%

of Network members view the MAOZ Network as a trust-building platform between its members

72%

of Network members report having high trust in the Network

87%

of Network members share our perception and method of promoting trust in broad circles of influence

Despite COVID-19:

Peak Involvement in Network Activity

CHANGING REALITY TOGETHER:

Collaborations in the Network

82%

of Network members collaborated within the Network over the last year

8

is the average of connections per Network member

75%

of connections involved knowledge sharing, consultations or support

64%

of connections involved joint projects or initiatives

+10%

Arab Network members

The more Network members are involved in MAOZ activities, the more they report feeling trust in the Network, increase connections (social capital) and enhance capacities

MAOZ AND COVID-19:

MAOZ Has Been Especially Relevant During The Crisis

70%

of Network members report that their sense of belonging to the MAOZ Network helped them deal with COVID-19 challenges

65%

of Network members think MAOZ has been a relevant and effective organization during the COVID-19 crisis

EXPANDING OUR INFLUENCE BEYOND THE NETWORK

1,260 PEOPLE FROM NETWORK MEMBERS’ ORGANIZATIONS TOOK PART IN THE MAOZ SPHERE

How does this make an impact?

83%

of Network members report that their team members’ participation in MAOZ Echo contributed to advancing activities in reality or changed the way the workspace functioned

92%

report an increase in shared language with team members who participated in Echo

89%

report that their members acted in a more Mamlachti (Common-good) way

“I currently have nine members of my organization who have undergone Echo workshops. They speak the same language and are real partners in leading change and promoting processes”

“Echo provided a language, an infrastructure and a professional standard that was important to me that they learn”

SPOTLIGHT:

Broadening Circles of Influence in Healthcare

1,000 HEALTHCARE PROFESSIONALS PARTICIPATED IN AN INITIATIVE TO INCREASE HEALTHCARE TEAMS’ RESILIENCE

40

healthcare Network members participated in activities to increase hospital staffs’ resilience

15

 Hospitals participated

300

healthcare system executives joined a community that is learning and implementing resilience-enhancing actions

80%

of Network members who participated in the activity indicated that it impacted the way they promote activities or that the conduct of their work environment changed

80%

indicate progress in the action plan to increase resilience

SPOTLIGHT:

The Impact of Circles of Influence in the Local Sphere

111 EMPLOYEES FROM 22 LOCAL AUTHORITIES (14 ARAB; 8 JEWISH; 8 OF THEM IN THE NORTH) RECEIVED ACCOMPANIMENT IN DEALING WITH COVID-19 CRISIS CHALLENGES AND RAMIFICATIONS

Ramat HaNegev
Tiberias
Be’er Sheba
Nahariya
Shoham
Emek Hefer
Ganei Tikva
Efrat
Petah Tikva
Or Yehuda
Jaljulia
Kuseife
Daliyat al-Karmel
Arabake
Baqa al-Gharbiyye
Sakhnin
Umm el fahem
Eilabun
Yeruham
Lod
Gezer
Rishon Lezion

87%

of Network members report that the accompaniment helped the local authority deal with COVID-19-related challenges and promoted solutions for beneficiaries (reduced morbidity, assisted education and businesses, etc.)

87%

of Network members report that the process improved the work mechanisms in the local authority (creation of professional work processes, trust and joint work capacities, working with multi-sectoral partners)

82%

of Network members report that the process with the Network enhanced their leadership capacities

78%

of Network members report that as a result of the process, new collaborations were made

ACCELERATING CHANGES IN REALITY

82%

of Network members see the MAOZ Network and its members as a change-leading platform

55%

of the portfolios that have been accompanied this year have progressed in their goals this year and have noted that MAOZ’s accompaniment was a unique added value

98%

of the portfolios accompanied this year have focused on shared responsibility

SOME OF THE CHANGE PROCESSES WE ACCOMPANIED THIS YEAR

  • Collaboration between Clalit Health Services HMO and local authorities to provide solutions for the elderly located in the North
  • Telemedicine Community: platform for learning, sharing knowledge and connecting with healthcare officials in order to promote telemedicine
  • Telemedicine services to the ultra-Orthodox society in the Sheba Medical Center
  • Effort to recruit top-notch doctors to hospitals in Northern Israel
  • National program to promote excellence in science (STEM) in 26 peripheral local authorities
  • Continue teaching math online and in person after COVID-19
  • Building trust and strengthening partnerships between parents and the education system in Umm al-Fahm, Yeruham and Neve Midbar
  • Reducing language gaps among pre-three-year-olds in Hadera, Tel Aviv and Jerusalem
  • The Ministry of Education’s plan for the post-COVID-19 year

  • Work model for planning and building that is unique to the Arab society’s needs and realities in the North
  • Municipal plan in Jerusalem to support small businesses
  • Promoting teens’ social mobility in the Arab society
  • Intensive building of public transportation projects with a focus on Rishon LeZion’s citizens’ quality of life
  • National Public Transport Authority’s strategic focusing
  • Arranging standard electrical connections for recognized Bedouin communities
  • Strategic plan to promote a community lifestyle in Bat Yam
  • Collaboration between National Institute for Training in Technology and Science (MAHAT), businesses and academia in order to adapt the education program to the employment field’s needs
  • Connection and collaboration in the North between the Technion, factories and government in order to advance production capacities
  • Increasing flexibility in work hours
  • Establishment of an education screening center for appropriate employment
  • A complementary micro-industrial complex in the value chain of the Northern food tech
  • Accompaniment of daycare reforms
  • Building communities based on the Israel Association of Community Centers’ data
  • Changing the way Ethiopian-Israeli are depicted in the media


Spreading the Light


Click here to see the stories of the MAOZ Network members during the year