RINKE CADILLAC

Years
84
And Still Delivering

2001
CATERA

Stk. #071089

GM Employee 2-Year Lease

Non-GM Employee 3-Year Lease

$349*

$299*

Per Month/36 Months. $3,229 due at signing.

Per Month/24 Months. $3,032 due at signing.

2001
EVILLE

Stk. #256810

2001
CADILLAC STS

Stk. #251810

„

GM Employee SmartLease

$399*

Per Month/24 Months.
$2,903 due at signing.

$ 449 *

6yee martLease

Per Month/36 Months.
$3,197 due at signing.

GM Employee SmartLease

Non-GM Employee SmartLease

$429* $479*

Per Month/36 Months.
$3,228 due at signing.

Per Month136 Months.
$2,690 due at signing.

*GMAC SmartLease 24 or 36 months, no security deposit required. Plate or transfer fee due on delivery. State and lux. tax additional, mile limitation of 12.000 per year.
20c/mile excess. Lease has option to purchase at lease and for pre-determined amount To get total payments, multiply by the number of months.

1-696 AT VAN DYKE, • (810) 758-1800

If traveling west on 1-696, exit Hoover, follow Service Drive to RINKE. If traveling east on 1-696,
exit Van Dyke; take the second bridge past Van Dyke over expressway to RINKE.

Open Monday 8-9 p.m., Tuesday 8-6 p.m., Wednesday 8-6 p.m., Thursday 8-9 p.m., Friday 8-6 p.m.

The Brandeis
Hebrew Language
Summer Institute

July 9 - August 3

Brandeis University presents its 5th annual Hebrew
Language Summer Institute. This four-week
program is an unsurpassed opportunity to
benefit from the expertise of a well-established
modern Hebrew program without the anxiety
and added expense of international travel.

4127
2001

22

For more information call 781-736-3424 or fax
781-736-8124. E-mail us at summerschool
@brandeis.edu or check out the web at:
brandeis. ed u/su m me r.

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248-541-1988

Council of Jewish Federations, the
United Jewish Appeal and the United
Israel Appeal.
While Israel dominated the discussions,
leaders also discussed plans to identify
three or four major issues that the UJC
will focus on in the coming years.
Among the issues raised were adult
Jewish education, outreach to Jews in
their 20s and 30s, recruiting and train-
ing Jewish leaders, and advocacy for
elderly Jews.
Under the new system, the UJC's
189 member federations are "owners"
and their buy-in is sought for all major
decisions. But the newness of this
structure is still apparent in the way
leaders repeatedly remind the federa-
tions that they have the responsibility
to participate and work together, rather
than just grumble about decisions
handed down from on high.
At the gathering's open plenary,
Carole Solomon, chair of the
Campaign and Financial Resource
Development pillar, told federation
leaders, "The pillars are
us. The pillars are the
UJC. The pillars are
indeed the federations."
And at a plenary the
next day, Joel Tauber of
Detroit, the chair of the
UJC's executive com-
mittee, said, "We are
Joel Tauber
you. It's us, all of us."
Despite the overall
focus on Israel and setting program pri-
orities, the meeting also launched dis-
cussions of a long-unresolved issue in
the merger: • how to determine "fair
share," or an appropriate dues system
for the federations.

Paying For UJC

Currently, the UJC is funded through
a combination of the methods
employed by its predecessors: a small
percentage of the revenues comes from
dues, determined by the size of the
federation, and a larger portion comes
off the top from overseas allocations
the federations make.
That system is viewed as unfair
because federations that give more
money overseas contribute far more for
the national system's operating costs than
do federations that keep more money for
local needs. While nothing was decided,
preliminary discussions indicated that
most of the federations would like to
move to a dues system based on a fixed
percentage of the dollars each member
federation raises each year.
The federations collectively raised
S880 million in 2000, and the UJC's