jews d 2018 Audi Q5 2.0T Quattro Premium Lease in the $ 449 mo* 36 mo. lease $3,943 due at signing continued from page 10 Magna Society Audi Sylvania 5570 Monroe St. | Sylvania, OH www.sylvaniaaudi.com *Based on MSRP of $42,975 (incluiding destination charges). $3,943 due at signing, plus taxes, title, options & dealer charges. $0 security deposit. For qualified customers who lease through AFS. Lessee responsible for 25¢/mi. over 30,000 miles. Subject to credit approval. See Audi Sylvania for complete details. Offer expires 11/30/17. Glassman Genesis Valet Service Jeff Stewart Assistant New Car Sales Manager Serving the Community Since 1969 248-636-2736 Complimentary Maintenance Serving Our Community For Over 45 Years! 5FMFHSBQI3Et4PVUIýFMEt XXXHMBTTNBOHFOFTJTDPN 2168010 S a l e s M a n a g e m e n t P r o g r a m s t a r t i n g J a n u a r y , 2 0 1 8 Enrollment Starts November 1 st Sales U Sales Management U Training for Professionals 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 29200 Northwestern Hwy, Suite #115 Southfi eld, MI 248-726-1090 info@armstrongsalescoaching.com WWW.ARMSTRONGSALESCOACHING.COM 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. •