What will become of the specialized expertise cultivated within Holocaust survivor organizations once this generation is no longer with us? We must consider a paradigm shift: rather than allowing the important "know-how" of these non-profit organizations to dissipate, we should institutionalize it as a foundational element of Israel's broader social service delivery. This transition of models developed within these frameworks should naturally diffuse into local governments, community initiatives, and programs addressing trauma and social isolation.
Professionals in the field recognize a recurring pattern: practices initially tailored for Holocaust survivors, such as structured home visits, long-term relational volunteering, and early identification of functional decline, are increasingly adopted across diverse settings. Whether through direct borrowing or independent reconstruction to meet similar needs, this knowledge begins to immigrate, based on its own utility rather than formal policy. Concurrently, dozens of organizations continue to implement these models daily for approximately 111,000 survivors and victims of antisemitism, utilizing a system refined through years of real-world application and iterative adjustment.
A closing window of opportunity
This critical infrastructure is inextricably linked to a rapidly diminishing population. In 2025 alone, over 12,000 survivors died, averaging roughly 1,000 per month. With an average age of 88 and nearly one-third of the population over 90, the demographic reality that necessitated these organizations is shifting profoundly. Consequently, the unique expertise embedded in this work faces an imminent risk of obsolescence.
For decades, these non-profit organizations have navigated the complexities of chronic loneliness, profound trauma, and the erosion of support systems. Much of this wisdom remains uncodified, born from daily interactions and practical constraints. These organizations have mastered the art of fostering trust, ensuring continuity of care, and preemptively identifying signs of decline before they escalate into systemic emergencies.
In the wake of recent conflict, these challenges have transcended the survivor community, affecting a broader segment of the Israeli populace now grappling with displacement, anxiety, and instability. While public systems are responding, their pace often falls short of the urgency of the need. Non-profit organizations are already pivoting, adapting their proven tools to support these new populations. This is no longer a pilot phase; it is an active operational reality.
This brings us to a pivotal strategic question: how do we capitalize on this existing intellectual capital? We can either confine this knowledge to the nonprofit sector or integrate it directly into the state’s architecture such as municipalities, healthcare services, and the very design of social support.
This transition requires a shift in perspective: focusing on optimizing existing models rather than inventing new ones. Methodologies refined for one demographic can be adapted for others, and services can be distilled to their most impactful components to prevent bureaucratic bloat. Often, the most effective service is the one that is streamlined and consistently deliverable.
This evolution typically begins when field teams make real-time adjustments, replacing formal intake processes with home visits, or substituting multiple handoffs with a single point of contact. While not always framed as "innovation," these adaptations are what ultimately make the work sustainable.
Codifying the essential
The primary challenge is not a lack of knowledge, but the absence of a deliberate mechanism for its transfer. We must identify which practices are essential, which are adaptable, and which have outlived their utility. By employing a "transfer and simplify" approach, we can strip these practices down to their core essence, ensuring they can be taught, replicated, and expanded without compromising their integrity.
The data reinforces this necessity. Proactively addressing loneliness can reduce mortality risks among older adults by 25% to 30%, translating into fewer emergency room visits and shorter hospitalizations. In a system where a single day of hospital care incurs high costs, even marginal reductions can yield tens of millions in annual savings. Furthermore, the hundreds of thousands of volunteer hours currently sustaining the system, valued at 40-60 Israeli shekels per hour, represent an existing infrastructure that must be formally recognized and integrated.
Time is of the essence. By 2030, the number of Holocaust survivors in Israel is projected to decrease to approximately 63,000. Without immediate documentation, training, and systemic integration, this invaluable body of knowledge will fade.
The tools and experience are already at our disposal; the question is whether the state system possesses the will to utilize them. This is no longer a localized concern for nonprofits; it is a systemic imperative to build the future of Israeli social services on the foundations of what has already been proven to work, before that knowledge is lost forever.
- Dr. Shoshi Bar-Eli and Masha Dashkov are the founders of "Yesh Im Ma" ,a non-profit organization specializing in developing innovative methodologies and strengthening Israel’s social sector.