Our History

Initially, as a Committee of UJFT, TJF was established in 1984 to hold endowment assets, assets from which earnings would be distributed annually in support of the Annual Campaign and the Federation's Agencies.  Set up under a "community foundation" format, donors were encouraged to set up Donor-Advised Philanthropic Funds.  This DAF fund format permitted donors to advise the distribution from these funds to charities of the donor's choosing, to include: Federation, Agencies, Temples/Synagogues and other Jewish and secular causes both locally and to charities both Jewish and secular located outside the Hampton Roads area including international opportunities, specifically those in Israel.

The Foundation's leadership determined that more funds could be raised were it to open possibilities for its Affiliated Agencies and local Temple/Synagogues to set up their own segregated endowment funds under the TJF umbrella.

TJF developed an Investment Policy that permitted all Affiliates to pool their respective portfolios.  It was believed that this Policy would result in the following: 1) More comprehensive and better-managed Investment Policy; 2) Greater diversification with the goal of capturing greater overall returns at a lower overall cost and risk. 

TJF would serve as the development arm of the community, and would provide efficient Fund administration to include fund distributions and Board and Donor Education and compliance with policies and regulatory provisions of State and Federal Laws.

As important as any other organizational agenda, this common development format was intended to enable a technically qualified "honest broker" to coordinate the varied interests of donors and prospects. 

This belief has been repeatedly confirmed by donors who seem to prefer one combined development organization rather than experience the probability of multiple solicitations.  This has resulted in larger total gifts/expectancies and clearly is a more efficient and proper means of dealing with the donors themselves and their advising professionals.

The organizational expansion also afforded the United Jewish Community of the Virginia Peninsula (UJC) and its Temples/Synagogues similar opportunities that they were unable to deliver in the same magnitude and with the same level of professionalism and administrative control. 

Some Affiliates began to question the level of control that could potentially be exercised by Federation (UJFT).  This issue was specifically addressed by allowing any Affiliate to set up its own separately incorporated Supporting Organization (Supporting Foundation). The pooled investment concept remained as did the common development, educational and administrative services provided by TJF.

 However, IRS regulations required that there be a suitable Supported Organization.  Some Affiliates wished to assure a somewhat greater legal separation from UJFT.  This was particularly true of local Synagogues/Temples.  Given that the Federation (UJFT) had not desired to compromise the endowment-raising efforts of the Affiliates, it was agreed that TJF would itself become a separately incorporated entity and that each Affiliate would then be in support of TJF.

Smaller organizations and those with less concern about the control issue, continue to affiliate with TJF under a Memo of Understanding, a less formal joint venture-type document. TJF offers the same level of service to each of its Affiliates regardless of the legal form under which each affiliates.

The Supporting Organization concept also permits donors the same opportunity to incorporate their own family funds.  Some believe that this promotes intergenerational family-value opportunities that may not exist with the desired level of formality were the family to simply set up a DAF.  While TJF maintains Board control through non-family Board member majority, the family is able to recommend selection of Board members who are in synchronization with the family's values and sense of direction.

In addition to its other key functions, TJF also manages a grants process through its Grants Committee.  Each year the Investment Committee sets a Spending Policy.  This Spending Policy is applied to TJF's Unrestricted Funds but is advisory to Affiliates.  The calculated sum becomes the initial Grants Pool for the ensuing fiscal year.  The Grants Pool is supplemented by a voluntary "Sweep" of TJF's DAFs, whereby donors agree and advise to distribute a portion of their named-fund's annual distribution amount.  This Sweep has increased the Grants Pool by as much as 50% in recent years.

TJF is challenged to focus its development efforts in accord with the needs of the Hampton Roads Jewish community.  It takes into consideration the impact, both positive and negative, on the Annual Campaign for both UJFT and UJC.  This Case Statement supports that a strong and properly coordinated endowment program has an overall favorable impact on the Annual Campaign and any potential Capital Campaign.  The argument for a strong endowment is one based on the need to assure the long-term financial viability for every Hampton Roads Jewish institution.  Long-term staying power is central to the theme of supporting annual and capital needs based on the knowledge that a significant portion of annual and capital funding will be supported from dependable distributions from the endowment on a permanent, perpetual and annual basis.

TJF sees itself as a true partner with UJFT, UJC and all of its Affiliates.  Hence, and in accord with TJF's Bylaws, TJF is pledged to support and augment the community's strategic plans without setting its own strategic agenda except as in support of its operating Affiliates. 

TJF current and past chairmen have all played a role in its success. (Left to right) Arnold Leon, Morty Goldmeier, Dr. Arthur Kaplan (of blessed memory), Annabel Sacks and Marvin Simon (of blessed memory). Not pictured are Dr. Ed Karotkin (current Chairman), Robert “Bobby” Copeland, Steve Sandler, Mickey Kramer (of blessed memory) and Sonny Lefcoe (of blessed memory).