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UJC's $41.7 million budget tries
to balance many needs.

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JULIE WIENER
Jewish Telegraphic Agency

New York
is hard to develop a budget
when you don't know exactly
what you'll be doing with the
money. But without a budget,
it's impossible to do anything.
That's the Catch-22 the new
national umbrella organization for
Jewish federations — the 1999 prod-
uct of the merger between the United
Jewish Appeal and the Council of
Jewish Federations — faces as it strug-
gles to get off the ground.
Now, many in the system are view-
ing the UJC's newly unveiled $41.7
million budget proposal for operating
expenses as a first indicator of just how
successful the new entity will be at bal-
ancing the larger federations' desires for
reduced costs with the smaller federa-
tions' anxiety about losing services.
The proposed budget, which will
be voted on by the UJC's trustees and
delegates on June 15 for the fiscal year
beginning July 1, represents a $4.4
million cut from what the UJC's pre-
decessor organizations were spending
before the merger.
It trims slightly under $1 million
from what the UJC itself spent in the
1999-2000 fiscal year, cutting some
departments heavily while substantial-
ly increasing resources for others.

1

The Proposal

Among the largest proposed changes:
• Regional offices would be allocat-
ed $5.4 million, a 19 percent cut from
this year's $6.7 million. These offices
assist federations with fund-raising
and personnel issues. The savings
would result primarily from cutting a
variety of programs and eliminating
15 — or nearly one-quarter — of
regional staff positions, but details as
to which regions and positions will be
affected will not be disclosed until
after the budget is approved.
At the same time, what is being
termed "management services" to the
federations — not part of the regional
budget, but part of a new plan to
revamp services — would increase by
$300,000.

• Campaign /Financial Resource
Development, the major fund- raising
part of the UJC, would be cut by $1.6
million, or approximately 14 percent.
The largest cuts would be to eliminate
a $500,000 direct marketing center —
which assists with telemarketing and
direct mail solicitations — and to cut
subsidies for missions, a way of entic-
ing donors on fund-raising trips, by
10 percent.
In total, however, mission subsidies
would be cut by only 6 percent,
because subsidies falling under the
Israel/Overseas Department would
actually increase somewhat.
• The Community Planning
Department budget would more than
double in size, from $415,902 to $1.1
million. The department involves,
among other things, strategic planning
and research, including oversight of
the upcoming National Jewish
Population Survey.
• The Israel/Overseas Department
would be cut from $8.35 million to
just under $8 million. Certain pro-
grams within the department would
get additional funds, but the United
Israel Appeal would be cut by
$495,000, or 28 percent; and
$117,000, or 25 percent, would be
cut from the Partnership 2000 pro-
gram, which links American Jewish
communities to Israeli communities.

Work In Progress

The budget covers ball operating
expenses and services provided to its
member federations, but does not
include the funds distributed overseas
to the Jewish Agency for Israel and the
American Jewish Joint Distribution.
Committee. That total was almost
$300 million in 1999 — and is
expected to be roughly the same this
year.
The UJC's revenues come from a
combination of membership dues
from the federations and 11 percent
taken off the top from federations'
overseas allocations, a holdover from
the revenue system of the UJA. In the
next two years, the UJC will be replac-
ing this with a streamlined dues sys-
tem.
Federation leaders say they expect
the budget proposal will be approved

