Core Areas

אייקון מרכאות

"Only by investing in the Bedouin community's human capital will we be able to contribute significantly to its members' wellbeing and economic growth"

נשים עובדות בפס ייצור בחברת סודה סטרים

To make our vision a reality, we chose to take action in five core areas, mapping milestones towards achieving a better life for the Negev Bedouins

 

Economic Development
and Employment

Transforming the Negev Bedouin community from a burden into a growth engine.

Lab test using a microscope

Why? The Bedouin demographic has the lowest average salary and one of the highest unemployment rates in Israel, and these are only two of many metrics indicating this population's grave financial situation. When it comes to Bedouin women, the trends are even worse. In  2018, only 25% of Bedouin women were employed.
However, we have seen that when provided with the right conditions and accommodations that work with their lifestyles, Bedouin women are capable, dedicated, and professional workers

How? We started employment initiatives for women. Currently, our organization runs these initiatives in collaboration with third-party professional organizations. In the future, we will outsource these initiatives and assist the third parties as needed.

What? We run several initiatives that create jobs where Bedouin women are respected. The initiatives cater to diverse abilities and education levels.
 

These are our primary initiatives: a program for employing women in agriculture, joint initiatives in manufacturing (a pilot with SodaStream in Kuseife), an initiative supporting young entrepreneurs (backed by local authorities), an online marketing employment program for academic graduates (Rotem as an evolving model), and a program for developing the tourism hospitality sector in the Negev Bedouin community. 

 

Education

Designing an education system that helps Bedouin youths reach their full potential.

Girls in the school in Kuseife receive certificates

: Why? ? The current Bedouin education system relies on tribal ties and makes it difficult for students to succeed academically. Only 14% of Bedouin high school graduates are accepted into higher education, compared to 25% in the Arab sector and 50% in the Jewish sector. The dropout rate is also staggering.

How? We created an innovative education model that changes the current paradigm, takes a holistic view of education and includes an engaging learning environment, quality content, and talented management selected based on their professionalism rather than tribal affiliation.

The model consists of 6 main principles: education from birth to employment; 21st-century skills; learning languages from native speakers; socio-emotional education provided alongside academic education; encouraging students to be involved in their communities; and encouraging parents to be involved in school life.

What? We run several initiatives that create jobs where Bedouin women are respected. The initiatives cater to diverse abilities and education levels.

 

Life Expectancy

Closing the 7-year gap between the Bedouin community and the rest of Israel's socio-geographical periphery.

Bedouin woman working in a greenhouse and looking after the produce

Why? On average, the Bedouin demographics' life expectancy is 7 years shorter than in the rest of Israel's geographic periphery and 10 years shorter than life expectancy in central Israel. These tragic figures are comprised of several factors, including: infant mortality at 3 times the national average and only 2.7% of Bedouins over 60 and 25% of all Bedouins have supplementary health insurance (compared to 80% in the Jewish sector). These data show just how dire the life expectancy situation is in the Bedouin community.

How? To solve these issues, we need to take action on several fronts. On one front, we encourage and help young people enter existing leadership programs, thus leveraging their strength and helping the community. On another, we develop new programs to meet the needs of young Bedouin university and college students and the demand for talented employees.

 

What? Our efforts are divided into three main channels:

1. Establishing a healthcare center  to provide excellent ambulatory healthcare services

2. Pushing for local government public health departments to take responsibility for people's health in their jurisdictions.

3. . Encouraging more Bedouins  to become qualified in medical and paramedical professions.

 

Human Capital Development

Helping the Bedouin community find a cohesive voice that rises above the inter-tribal differences and represents the community as a whole and gains legitimacy in the eyes of the authorities.

Children running on the background of the sky

Why? Young Bedouin men and women face many challenges when trying to hold key positions in various sectors: from the lack of information and publications in Arabic to difficulties in funding their education to discrimination and exclusion.

How? To solve these issues, we need to take action on several fronts. On one front, we encourage and help young people enter existing leadership programs, thus leveraging their strength and helping the community. On another, we develop new programs to meet the needs of young Bedouin university and college students and the demand for talented employees.

What? Yanabia works on two main fronts: We run several initiatives that create jobs where Bedouin women are respected. The initiatives cater to diverse abilities and education levels.

1. Mapping the existing leadership programs, making them accessible to Bedouin youth, supporting the young men and women through the application and screening process,  and eventually establishing a network of leadership program graduates with the goal of unifying the discourse in the Bedouin community, thus gaining recognition from its members and amplifying its voice to affect relevant government decisions.

 

2. . Promoting advanced employment programs for Bedouin youths in tech jobs  where high training costs and low prestige create a shortage of workers. This includes funding the training process and guaranteeing employment.

 

Innovative Housing

Transforming the Negev Bedouin community from a burden into a growth engine

The village of Umm Batin from afar

Why? All unrecognized Bedouin towns and villages are inhabited by distinct tribal populations. This severely limits the possibility of providing services in public spaces, thus preserving the low level of service available to Negev Bedouins.

How? Working with our partners in the local authorities, in the government and in civil society, we have created a model for a non-tribal village/neighborhood inhabited by those who seek a higher standard of living, independent of the traditional tribal structure. Once we have a case study for this model's success, we expect the inhabitants of existing villages to push for a higher standard of living as well. This will help create public service mechanisms that focus on the people.

 

What? We are working to promote our model in hopes of bringing about a government decision on the matter. This new village will serve as a model not only for the Bedouin community but for all of Israel.

So far, local leaders and mayors have signed a petition supporting the new model. We have also received support from steering committees, including high-ranking government administrators and elected officials.

 

Local Focus

A thriving Bedouin community that fulfills its potential and achieves full integration into wider Israeli society.

קבוצת בנות יושבות סביב שולחנות ומאזינות

Why? ? One of the most important aspects of the Bedouin community that needs to change is local government. According to data from 2018, there are 11 local authorities in Israel ranked 1 out of 10 on the socioeconomic scale. All 9 Bedouin towns and villages in the Negev are among them (7 local governments and 2 regional councils).

How? As part of our focus on improving Bedouin local authorities, we created a comprehensive model for building sustainable human infrastructures in local government. This program aims to establish socioeconomic infrastructures by building trust, overcoming tribal barriers and creating powerful change engines. We want the local professional staff and leadership to keep maintaining these engines long after Yanabia and other supporting organizations leave the stage

What? Working with the mayor and supported by professionals, we have launched a first-of-its-kind pilot in Kuseife. For two years now, we have been supporting the local government (the mayor, the department heads and workers, and auxiliary units such as community centers). This includes helping the team design a multi-year strategic plan and reach the milestones outlined in it. 

Our local focus process is cross-disciplinary. This is why Kuseife Local Council is supported in all five of Yanabia's core areas of activity.