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Glassman Genesis
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One reason more staff support is
required is the aging of JARC residents,
some of whom are now in their eight-
ies. As individuals reach 60 and beyond,
they have more medical needs, doctors’
appointments and may require end-of-
life care. This requires more staff and
constant training, Friedberg says.
“We are providing more than four
walls and meals,” she says.
Progressive Lifestyles was chosen
for a potential merger because of its
similar range of services in Oakland
County and its strong reputation.
Merger discussions had been held
with both Kadima and JVS, but did not
work out.
“John Williams is an expert opera-
tor,” Carroll says. “Our families and
staff know them. Williams has consult-
ed closely with JARC. We got to know
him well and he got to know us well.
They have the same
regulations and same
public funding.”
Joyce Keller, JARC’s
CEO from 1978 to
2008, says Progressive
Lifestyles “has high-
quality service. It’s an
excellent provider.
John Williams
Williams is a terrific
guy, a key opinion
leader in the field.”
According to Williams, “A merger
would provide greater depth of
personnel and the combined opera-
tions would yield back-room savings.
Medicaid might be reduced or change
to state block grants. There is a lot of
discussion about consolidation and
cooperation.”
He, too, is holding meetings to
explain to families what Progressive is
considering. Progressive’s services are
not identical to those offered by JARC
and the organization does not own any
of its homes as JARC does. All of its
funding is from the government.
Carroll says, “We’ve been pretty
open, giving people time to deliber-
ate and visit the other organization’s
homes.”
If approved by both organizations,
Progressive Lifestyles would merge
into JARC under JARC’s name and cur-
rent board, although with the possible
addition of a few Progressive board
members. JARC’s staffing, Jewish pro-
gramming and kosher food would con-
tinue unchanged.
PARENTS’ REACTIONS
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248-726-1090
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12
November 9 • 2017
jn
Allan Gelfond
Allan and Harriet
Gelfond of Farm-
ington were among
the initial parents’
group seeking options
for their special needs
children during the
1960s; their daughter
is a JARC resident.
More About JARC
Mission: To enrich the lives of people
with developmental disabilities through
gentle and loving support, valued
relationships and engagement with the
community, in accordance with Jewish
values.
History: JARC was founded in 1969
by a small group of parents concerned
about their children’s future. From 1970
to 1975, it operated as the Association for
the Jewish Retarded, when it opened its
first group home in Detroit. From 1976 to
1990, the organization operated as the
Jewish Association for Retarded Citizens
(JARC) and then became simply JARC.
Services: 180 people with disabilities
receive residential and support services
in 80 residential locations in Oakland
County.
• Residential housing: 118 adults live in
30 fully staffed homes and condomini-
ums (19 are JARC-owned; the others are
privately owned).
• Independent living: 43 individuals live
with varying degrees of JARC support in
34 locations.
• 19 families receive respite care for
family members living at home.
Finances: Annual budget is $10.2
million, 70 percent from government
funding (mainly Medicaid), and 30
percent from individual, corporate and
foundation donations. JARC receives
no funds from the Jewish Federation of
Metropolitan Detroit.
Employment: JARC has 252 staff mem-
bers, 229 of whom work in residential
and other programs.
Source: JARC and Detroit Jewish News Foundation Digital Archive
“There is a lot of logic, not only
financial, to this merger. Progressive’s
director runs a similar program and
has been very active at JARC. JARC
will be Jewish and kashrut will be fol-
lowed,” Allan Gelfond says.
Ronelle Grier of West Bloomfield has
a daughter who has lived in a JARC-
staffed home for a year; the home is
owned by the parents of one resident.
She is also positive about the prospect
of a merger.
“Parents were assured there won’t
be a big change and people won’t be
moved around. I feel fine about it
because it’s someone with expertise
in areas they don’t have. I trust the
administration to do what’s in the best
interest of JARC and those they serve.”
Carroll expects the JARC board to
vote on the merger in a few weeks.
If approved, a due diligence process
would be completed before a final
agreement. •