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The Dominican Republic was a haven for Jews fleeing the Nazis. A museum project could tell that story.
SOSUA, Dominican Republic (JTA) — Sitting inside a small wood-frame shul just around the corner from Playa Alicia, where tourists sip rum punch while watching catamarans glide by, Joe Benjamin recounted one of the most uplifting but often forgotten stories of Jewish survival during the Holocaust.
“I was bar mitzvahed right here,” he said, pointing to a podium at the front of the sanctuary in La Sinagoga de Sosua. It was built in the early 1940s to meet the spiritual needs of about 750 German and Austrian Jews.
At the time, the Dominican Republic was the only country in the world that offered asylum to large numbers of Jewish refugees, earning the moniker “tropical Zion.”
Benjamin, 82, is president of the Jewish community of Sosua and one of only four surviving second-generation Jews remaining in this touristy beach town on the northern coast of the Dominican Republic. His parents were part of the unconventional colony of Jewish immigrants who established an agricultural settlement between 1940-47 on an abandoned banana plantation overlooking the Atlantic Ocean.
“When I talk about that, I get goosebumps,” Benjamin said. “This is a distinction that the Dominican Republic has. It was the only country that opened its doors to Jews.”
Joe Benjamin, president of the Jewish Community of Sosua, inside the sanctuary of La Sinagoga. (Dan Fellner)
At the 1938 Evian Conference in France, attended by representatives of 32 countries to address the problem of German and Austrian Jewish refugees wanting to flee Nazi persecution, the Dominican Republic announced it would accept up to 100,000 Jewish refugees. About 5,000 visas were issued but fewer than 1,000 Jews ultimately were able to reach the country, which is located on the same island as Haiti, about 800 miles southeast of Miami.
Benjamin was born in 1941 in Shanghai, the only other place besides the Dominican Republic that accepted large numbers of Jewish refugees during the Holocaust. Shanghai, then a divided city not under the control of a single government, did not require a visa to enter. About 20,000 Jewish refugees immigrated there, including Benjamin’s parents, who fled Nazi Germany in 1939.
In 1947, with a civil war raging in China, Benjamin’s father realized the country “was getting a little difficult” and looked for another place to raise his two children.
“I think my father read it in a newspaper – there was a Jewish refugee colony in the Dominican Republic,” he says. “My father had no idea where that was, but he said, ‘I’m going there.’”
Benjamin’s family took a ship from China to San Francisco, a train to Miami, and then flew into Santo Domingo, the Dominican Republic’s capital city. At that time, the city was officially called Ciudad Trujillo after the country’s dictator, Generalissimo Rafael Trujillo, who ruled the Dominican Republic from 1930 until his assassination in 1961.
Photos of some of the 750 Jewish refugees who settled in Sosua in the 1940s on display at the Gregorio Luperon International Airport in Puerto Plata, Dominican Republic. (Dan Fellner)
Historians suggest the Dominican dictator’s motives in accepting large numbers of Jewish refugees at a time when so many other countries — including the United States, Canada and the United Kingdom — turned their backs were fueled more by opportunism than altruism. It’s believed that Trujillo wanted to improve his reputation on the world stage following the 1937 massacre of an estimated 20,000 Black Haitians by Dominican troops. Furthermore, Trujillo liked the idea of allowing a crop of mostly educated immigrants who would “whiten” the country’s population.
“He was a cruel dictator,” Benjamin said of Trujillo. “But it’s not for me to judge. Because for us, he saved our lives. If you’re drowning and someone throws you a rope, you hold on to it. You don’t start asking his motive. You just hold on.”
In 1947, Benjamin was among the last group of Jewish refugees to arrive in Sosua, one of about 10 families known by the other colonists as the “Shanghai group.” The Sosua settlement was run by an organization called the Dominican Republic Settlement Association (DORSA) that was funded by the American Jewish Joint Distribution Committee in New York.
“DORSA would give you 10 cows, a mule, a horse and a cart,” said Benjamin. “My father by profession was a cabinet-maker. He thought he was going to do that here. But there was no market for that. So he dedicated himself to farming.”
Benjamin said conditions in Sosua were “primitive” and a difficult transition for many settlers who had been city-dwellers in Europe. Still, he spoke fondly of a childhood in which he was relatively insulated from the horrors that befell so many other Jewish children his age.
“We had enough to eat,” he says. “We enjoyed the beach. And I went to a Jewish school.”
La Sinagoga de Sosua in the Dominican Republic served the spiritual needs of the Jewish refugees who found a safe haven in Sosua during the Holocaust. It’s now open only for the high holidays. (Dan Fellner)
The school, originally called Escuela Cristobal Colon, opened in 1940 in a barracks and was attended by Jewish children as well as the children of Dominican farm workers. The school still exists and is now called the Colegio Luis Hess, named after Luis Hess, one of the Jewish settlers. Hess taught at the school for 33 years and lived in Sosua until his death in 2010 at the age of 101.
While the children attended school, men worked on farms and women cooked dinner for their families, who ate communal style. Beds were lined with mosquito netting to prevent malaria. As men greatly outnumbered women — Trujillo did not allow single Jewish women to enter the country — intermarriage was common.
Over time, the agriculture venture failed and DORSA instead decided to promote a beef and dairy cooperative, Productos Sosua, which ultimately proved successful.
After finishing high school, Benjamin moved to Pittsburgh to attend college (he’s an engineer who once built and flew his own airplane), got married and started a family. After 17 years in the United States, he decided in 1976 to return to the Dominican Republic, where he became an executive with Productos Sosua. He worked there until he retired in 2004, when the firm was sold to a Mexican company.
“All my life I talked about Sosua as my home,” he said. “I like it here. Everybody knows me.”
A street mural recognizes Sosua’s Jewish history on the main road connecting Sosua with Puerto Plata on the north coast of the Dominican Republic. (Dan Fellner)
Today, Sosua is vastly changed from the sleepy town in which Benjamin was raised. In 1979, an international airport opened in Puerto Plata, just a 15-minute drive to the west. Sosua morphed into a congested tourist destination known for its golden-sand beaches and water sports. It also became a hub of the Dominican sex tourism industry.
Most of Sosua’s Jewish population immigrated to the United States by the early 1980s. Benjamin estimates that only 30-40 Jews remain in Sosua, most of whom are not religiously observant. As a result, the synagogue hasn’t been able to financially sustain a permanent rabbi for more than 20 years. Services are held only on the high holidays, when a rabbi is flown in from Miami.
Benjamin says a group of seven Jews chips in about $2,500 a month to pay for security and other operating expenses.
“It’s very hard to get the Jews here to pay,” he said. “When we bring in the rabbi, we try to charge something. But we don’t get any people if we charge.”
Next to the synagogue is a small museum called the Museo Judio de Sosua, which offers a window into the town’s Jewish roots. Five years ago, the U.S. Embassy in Santo Domingo donated $80,000 to the museum to preserve and digitize its archives. However, the museum, which is badly in need of repairs, has been closed for the past year.
The Museo Judio de Sosua, which tells the story of the Jewish refugees who found a safe haven in the Dominican Republic during the Holocaust. The museum is closed while the community waits for funding to reopen it. (Dan Fellner)
Benjamin has been in discussions with the Dominican government in hopes it will soon finance a major renovation of the museum that would include an exhibition hall big enough to accommodate 100 people for events. Benjamin says he is optimistic the project, which has a price-tag approaching $1 million, will be green-lighted by the government.
“They are very positive about it because it could become a tourist attraction,” he says, noting that Puerto Plata and nearby Amber Cove have become popular port-stops on Caribbean cruises originating in Florida. “If it comes to fruition, it will be in the next year. Because if they don’t do it by then, the government changes. And the next government never continues what the previous government started.”
Otherwise, there are only a few remnants of Jewish life in Sosua for visitors to see. In Parque Mirador overlooking the Atlantic, there is a white cement-block star of David, built to honor the Jewish refugees. About 70 Jews, including Benjamin’s parents, are buried in a Jewish cemetery about a five-minute drive south of the synagogue.
The main street connecting Sosua with Puerto Plata has a street mural depicting the town’s history that features a large star of David right above a scuba-diver. And two of the most prominent streets in Sosua — Dr. Rosen and David Stern — still bear the names of two of the colony’s Jewish founders.
Dr. Rosen Street in downtown Sosua is named after Joseph Rosen, one of the founders of the Dominican Republic Settlement Association. (Dan Fellner)
There had been an exhibition about Sosua’s Jewish colony at the Museum of Jewish Heritage in New York but it closed several years ago. All the more reason, Benjamin says, that the Sosua museum reopens as soon as possible so that the story of the Jews who found a Caribbean cocoon to ride out the Holocaust isn’t forgotten.
“Look at what’s happening in the world — there is a rise in antisemitism,” he said. “It’s very important that our history is documented. It will also be a place where Dominican schoolchildren can come and learn about Judaism.”
With the museum closed, the only place in the area to see photos of the Jewish settlers on public display is the departure lounge in Puerto Plata’s airport. Next to a Dominican band serenading travelers with meringue music, there is a display of pictures showing the colonists riding horses, tilling the fields, attending school and praying in La Sinagoga.
“When they came here, the Jews found no antisemitism at all in this country,” said Benjamin. “They were as free as anybody. They had a wonderful life.”
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Investing in Early Career Nonprofit Professionals Strengthens the Entire Jewish Community
Demonstrators at pro-Israel rally in Hamburg, Germany. Photo: Screenshot
The Jewish community and the nonprofit organizations that sustain it are facing major challenges today, including rising antisemitism and deep polarization around Israel. These are exacerbating already high rates of burnout and turnover among those who work at Jewish nonprofits, especially early-career professionals.
According to a 2025 Leading Edge report on the “state of Jewish nonprofit talent,” only half of employees under age 30 expect to remain at their organization two years from now. This poses a serious threat to the sector’s talent pipeline and raises an urgent question: How can Jewish organizations, foundational for communities and Jewish life, keep early-career professionals passionate and engaged for the long-run?
Research from M²: The Institute for Experiential Jewish Education’s recent Hope Study highlights two factors linked to sustained engagement among Jewish communal professionals: work energy, defined as feeling energized by one’s work, and Jewish belonging, a meaningful connection to the Jewish people and community. Professionals who experience both are more likely to remain in the field over time. For organizations focused on retention, cultivating these conditions early in a professional’s career should be a strategic priority.
Professional development (PD) has long been one of the primary tools that organizations use to build a sense of belonging and purpose among staff. However, traditional models often reserve this type of investment for mid-career or senior staff who have already demonstrated staying power. If a substantial portion of young professionals leave Jewish nonprofits within their first two years, waiting until mid-career to invest does not make sense.
Instead, we advocate for Jewish nonprofits to invest in early-career PD, starting from the onboarding process. Alongside tangible skill-building, PD should also draw on Jewish values and learning to help professionals think through the real responsibilities and tensions of communal work. When colleagues explore these questions together, they deepen their connection to the mission and build peer relationships that support them in their roles.
Over time, we believe that PD rooted in both tangible skill-building and Jewish purpose will create internal leadership pipelines for people who are actually invested in the community’s future. It strengthens organizational continuity, reduces turnover costs, and ultimately benefits the Jewish communities these institutions exist to serve. To realize these gains, however, organizations must approach early-career development intentionally.
Professional Development Begins With Onboarding
Professional development should begin on day one. Organizations have an opportunity to equip new employees during their first year with foundational skills in navigating the workplace, teamwork, and sector knowledge. This includes engagement with Jewish texts and ideas that offer language for working through tensions that arise in daily workplace dynamics as well as in broader communal conversations, including Israel and antisemitism. Understanding the language, history, and structure of the field strengthens an employee’s connection to mission and purpose, and helps them succeed, all fostering retention.
This is particularly important in a workforce where 38 percent of employees are not Jewish. Thoughtful onboarding helps ensure that talented professionals are not left to navigate cultural norms or communal rhythms on their own and increase belonging. New early career PD programs, including M²’s Aleh Summit and Leading Edge’s Onboarding Intensive, are responding to these needs by integrating Jewish learning into PD and making what is often implicit, explicit.
Articulate a Clear Growth Trajectory
Early-career professionals benefit from clear direction from upper management. Organizations should encourage supervisors to outline a six-to-twelve-month growth arc and identify the skills, responsibilities, and capacities the employee is expected to develop and ultimately own in that time. This may include naming particular leadership competencies or framing stretch assignments as deliberate developmental steps. Professional growth in Jewish nonprofits should also focus on ways to explore and deepen employees’ understanding of the Jewish values and organizational norms that drive the organization. This strengthens long-term commitment to service and can contribute to motivation at work.
Setting measurable goals also helps with retention. Research shows that employees who feel they are making progress, engaging in challenging work, and understand how their role contributes to organizational goals are significantly more likely to intend to stay.
Build an Implementation Plan
Professional development programs often focus on introducing new ideas and skills. However, without structured follow-through, what participants learn rarely makes it into their day-to-day work. Organizations can change that by encouraging supervisors to work with returning program participants to identify two or three concrete practices to integrate into their daily routine. A well-executed plan should anticipate obstacles and clarify what support will be needed to sustain and deepen the new practices.
This kind of intentional follow-through can be a game changer in the “engagement crater,” a period, often two to five years into a role, when initial enthusiasm can decline before stabilizing. Without continued growth and reinforcement, early-career professionals may experience that dip more acutely. But attention to growth and progress by both the employees and their managers can help avoid this decline.
For the employee, this practice strengthens competence and confidence. For the organization, it reduces the likelihood that initial enthusiasm dissipates.
Show Genuine Interest in Employee Growth
Managing early-career professionals requires ongoing communication. When organizations encourage supervisors to invest in these conversations, they can learn what motivates an employee and how to help them individually succeed. At the same time, a strong supervisor will affirm specific strengths they have observed, both before and after a professional development experience, and help the employee see their growth as part of a cohesive trajectory.
Opening a conversation about what early career professionals need, how they work best, and what support would enable them to thrive responds to patterns increasingly seen among Gen Z employees. They want clarity, feedback, and meaningful partnership at work. When managers co-create the work environment in this way, employees are more likely to feel heard and valued. These are the conditions that build and strengthen long-term retention.
A Long-Term Investment in Jewish Communal Leadership
In a sector where people are the primary asset, cultivating emerging professionals must become a strategic priority. Many early-career employees initially demonstrate strong alignment with mission and purpose. The question is whether organizations will maintain that alignment over time.
Sustaining professional commitment requires consistent attention. Early-career development should include an arc with multiple touchpoints, beginning with structured onboarding and continuing through the next several years as responsibilities deepen. The foundation built in the first months supports later growth.
In summary, when Jewish nonprofits invest early and consistently in their staff, professionals are equipped to develop confidence and deepen their understanding of the community they serve. Over time, this will foster pride in working on behalf of the Jewish community and encourage long term commitment to the field.
Kiva Rabinsky is the Deputy CEO and Chief Program Officer at M²: The Institute for Experiential Jewish Education. He holds an MPA in Nonprofit Management and an undergraduate degree in Education and Archeology.
Dana Childress is a Vice President, Program at Leading Edge. She focuses on programming designed to strengthen workplaces so all employees can thrive. She is based in Washington, DC.
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JD Vance praises Tucker Carlson-Mike Huckabee interview as ‘a really good conversation’
(JTA) — Vice President JD Vance has weighed in on the Tucker Carlson-Mike Huckabee interview that has ignited widespread antisemitism allegations as well as a diplomatic row with Arab states, calling it “a really good conversation that’s going to be necessary for the right.”
Vance made the comments to the Washington Post, which published them Friday morning. He said he had not seen the entire interview, which was more than two hours long, but had viewed “clips here and there.”
Vance is a longtime ally of Carlson, a leading far-right figure who has stirred a rift among conservatives by platforming antisemites, at times promoting antisemitic conspiracy theories himself and increasingly campaigning against Israel. (Carlson says he is not antisemitic.)
Vance’s refusal to criticize Carlson or seek to end the rift has increasingly alarmed Jewish conservatives. To the Washington Post, he reiterated what he said before when asked about Carlson and the antisemitism rift — that he believes the Republican Party should be an open marketplace of ideas.
He said he was pleased that the right has stoked “a real exchange of ideas,” even when it includes “the people that I find annoying on our side,” whom he did not specify. That exchange, he said, was also essential for electoral success.
“If you think of the Trump coalition in 2024 — and the way that I put it is, you had Joe Rogan, Mark Levin, Sean Hannity, Tucker Carlson and JD Vance and a coalition of people — but to do that, you have to be willing to tolerate debate and disagreement,” Vance said. “And I just think that it’s a good thing.”
Vance is seen as likely to run for president in 2028.
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Amid Iran tensions, Huckabee tells US embassy staff in Israel they should leave ‘TODAY’ if they wish
(JTA) — Ambassador to Israel Mike Huckabee has told U.S. government employees and their families that they may leave the country and should do so expediently, amid mounting signs of a possible U.S. attack on Iran.
Huckabee emailed embassy staff on Friday morning saying that if they want to leave, they should do so “TODAY,” according to a letter first reported by The New York Times. He noted that commercial flights could become scarce and urged them to accept passage to any country before returning to Washington, D.C.
“There is no need to panic, but for those desiring to leave, it’s important to make plans to depart sooner rather than later,” he wrote.
The letter comes a day after U.S.-Iran talks in Geneva ended without public breakthroughs. Iranian officials, as well as the Omani mediators, said additional conversations were planned for next week; the United States did not comment. Steve Witkoff and Jared Kusher, two Jewish advisors to President Donald Trump who successfully brokered a ceasefire in the Israel-Hamas war last year, are leading the U.S. delegation.
Trump has been threatening to attack Iran for weeks over its nuclear program and has built up U.S. military forces in the Middle East to levels not seen in decades. In recent days, Secretary of State Marco Rubio and Vice President JD Vance have both said military intervention could be needed while saying the president continued to prefer diplomacy.
Vance’s comments were particularly notable because he typically opposes U.S. intervention overseas. He told the Washington Post in comments published Friday morning that there was “no chance” that the United States would get involved in an extended Middle East campaign.
Iran has said it would consider Israel a valid target in the event of a U.S. attack. Last year, Iranian missiles killed more than two dozen people in Israel during a 12-day war initiated by Israeli strikes on Iran’s military program. Now, Israelis have been living in limbo for weeks while waiting to learn whether a new war, expected to be more destructive, will begin.
In the past, when expecting Iranian retaliation, the embassy has warned staff against leaving population centers in Israel. Now, the Department of State has updated its Jerusalem embassy website to reflect “the authorized departure of non-emergency U.S. government personnel and family members of U.S. government personnel to leave Israel,” setting a status that means flights will be paid for by the U.S. government.
While El Al, Israel’s national carrier, does not fly during Shabbat, other airlines typically do run some flights to and from Ben Gurion Airport on Friday nights and Saturdays. Many of those are budget European airlines that have only recently resumed flying to Israel after last year’s Iran war; some airlines, including KLM, have already suspended Israel flights in anticipation of another conflict.
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