Monitor compliance with College and Veterans policies andprocedures.Conduct workshops and presentations, as required.Attend veterans/military outreach/recruitment events to promoteCCBC.Serve as a point of contact for internal and externalorganizations regarding recruitment of veterans, active military,and their families.Prepare and analyze reports, as requested.Support student military related populations in achievingindividual academic goalsMaintain records and files as required.Serve on appropriate departmental, division and college-widecommittees.Essential Job Duties are intended to be examples of duties and arenot intended to be all inclusive. There will be other duties asassigned.Position Specific Essential Duties Class DescriptionThe position will support the Director of Veteran and Militaryservices to cultivate veterans, active and military affiliatedrecruitment and enrollment, both local and overseas. Responsiblefor veterans, active and military affiliated recruitment andenrollment. Will also help support advising of the Veteranpopulation.Compensation within the posted range is determined by acandidate’s education level and/or years of experience in thefield. Generally, employees are hired in the lower third of thescale .Minimum RequirementsAssociates Degree in marketing, communications or related field,Bachelor’s degree preferred. Prior military service requiredincluding an honorable military discharge with two (2) years ofmilitary, college or university recruiting experience preferred.Experience with Social Media Marketing required and relationshipbuilding experience preferred. Must have a valid driver’s licensein good standing with violation points less than five (5).For best consideration please apply by January 15,2021.Class Specific Essential Duties Design and implement outreach activities for veterans/activemilitary.Assist with the development and implementation of the campusand college-wide recruitment plan.Establish and maintain working relationships withveterans/military organizations and community agencies.Through outreach & community engagement, the position willdevelop partnerships with community organizations.Visit military sites and disseminate CCBC recruitment and/oroutreach materials and admissions packets.Develop and coordinate information sessions, on-campusrecruitment programs and special events.Meet with students to discuss pre-admissions processes andprocedures.Correspond and follow-up with prospective student inquiries viatelephone, email, Instant Messaging and other Social Media.Participate in college, education and career fairs.Represent and promote the college at affinity groups,professional and business associations and community and networkingevents.Identify, target, and develop and maintainpartnerships/contacts with all relevant stakeholders.Essential Job Duties are intended to be examples of duties and arenot intended to be all inclusive. There will be other duties asassigned.#monCCBC Full Time Benefits At A GlanceBENEFIT SUMMARYMedical Plan yearEmployees may select CIGNA, or Kaiser Permanente Select HMO. Nopreexisting condition exclusions. All plans have prescription drugcoverage and mental health and substance abuse benefits. All plansrequire the selection of a primary care physician, but allow theoption to change. Annual Open Enrollment is inOctober/November.Dental Plan yearEmployees may select Cigna DHMO, CareFirst Traditional Dental orCareFirst Preferred Dental. Annual Open Enrollment is inOctober/November.Vision Plan yearEmployees may select Carefirst Preferred or Traditional Plans.Coverage includes one eye exam and benefits for glasses, contacts,or bi/trifocals every 24 months. Administered by Davis Vision.Kaiser medical plans allow members to have one eye exam yearly(covers exam only). Annual Open Enrollment is inOctober/November.Employee Assistance Program (EAP)Employees have access to the EAP, which provides CCBC employees andtheir family member’s confidential 24-hour online and telephoneaccess for legal, financial, and personal issues. Provided for CCBCemployees at no cost. Administered by CIGNA behavioral.Flexible Spending Accounts(section 125)Employees may select the FSA, which allows employees to pay forout-of-pocket medical and dependent care expenses. Employees mayallocate a maximum of $5,000 per household, per plan year fordaycare related expenses, on a pre-tax basis. Employees mayallocate a maximum of $2,550 for medical related expenses. A debitcard is provided to simplify claims processing for health careexpenses. Annual Open Enrollment is in October and November.Administered by Benefit Strategies.Life InsuranceEligible employees receive one times their annual salary rounded upto the nearest $1,000. The minimum benefit amount is $50,000 andthe maximum benefit amount is $200,000. CCBC pays 90% of thepremium. Evidence of insurability is required if enrollment occurs31 days after hire date. Administered by The Standard InsuranceCompany.Long Term Disability (LTD)Employees may enroll in the LTD Plan. Benefits are effective after90 days of continuous total disability and pays 60% of the grossmonthly salary. Evidence of insurability is required if enrollmentoccurs 31 days after the employee’s hire date. Administered by TheStandard Insurance Company.Legal ServicesEmployees may enroll in the Legal Services benefit, which provideslegal advice, consultation, and courtroom representation forcommonly used legal services; plus will preparation, trafficviolations, credit issues, warranty disputes, medical durable powerof attorney and uncontested divorce. Annual Open Enrollment is inOctober/November. This plan is administered by LegalResources.Retirement PlansEmployees are eligible, based on position classification, to enrollin one of three retirement plans: (1) MD State Teachers PensionSystem, (2) MD State Optional Retirement Plan (ORP), or (3)Baltimore County Employees Retirement System. All plans requireemployee contributions except MD State ORP.403(b) Supplemental Retirement PlansFor the 2016 calendar year, if you are under age 50, you couldcontribute up to $18,000, and if you are age 50 or older, you couldcontribute up to $24,000 because of a $6,000 ‘catch upcontribution’.Vendors: AIG-VALIC, TIAA-CREF, T. Rowe Price, Fidelity, Lincoln andING.457(b) Deferred Compensation PlanFor 2016, if you are under the age of 50, you could contribute themaximum of $18,000 to your 457(b) plan. If you are age 50 or older,that maximum increases to $24,000 because of a $6,000 ‘catch upcontribution.’ Vendor: Voya Financial Advisors, Inc.Tuition Waiver/ReimbursementCCBC tuition is waived for benefit-eligible employees after aprobationary period, if applicable. Tuition reimbursement forcourses taken at other colleges and universities are availableafter one year of CCBC employment. Employees are reimbursed:$200/credit undergraduate; $260/credit graduate courses, up to amaximum of 18 credits per fiscal year.Financial ServicesEmployees have access to a free checking account, direct deposit,loans and other services at First Financial Federal Credit Unionand M&T Bank.Time Off (fiscal year)12-month employees accrue up to 12 days for sick and safeleave the first year of employment and 18 days per yearthereafter. 10-month employees accrue up to 10 sick days the firstyear and 15 days thereafter. All employees are granted 3personal business days per fiscal year. Employees areeligible based on position classification and years of service toaccrue a minimum of 10 days and a maximum of 20 days ofvacation per fiscal year.ParkingFree. Must obtain a parking permit from the Department of PublicSafety to use on all campuses.
Daniel Webb, President of Target Schools, is also encouraged by the rise in state school applications.He said, “We believe that the main problem facing Access is misinformation about Oxford; the more we demonstrate to school pupils that Oxford is an egalitarian institution, the more we expect the number of state-school applications and places to rise.”The number of state pupils at Oxford had risen through the 1970s, but had then declined through the 1980s, until beginning to increase again in the late-1990s. The new figure is the highest number of offers for state school students since 2002, but whether this projected increase will match 2002 levels depends on how many of these offers are confirmed.Oxford still admits few pupils from underprivileged backgrounds despite attempts to boost participation.HESA defines ‘low-participation neighbourhoods’ as postcodes in which the participation rate is less than two-thirds of the UK average rate. Just 2.7% of full-time undergraduates at Oxford in 2008/09 – around 75 students out of a total intake that year of around 2,875 – were from these disadvantaged areas. Oxford has recently introduced a system of “contextual data” for widening the range of pupils who are invited to interview, which looks at factors such as the academic level of applicants’ schools and pupils’ postcodes, but stresses that there is no dilution of the standards of the University’s intake. Medland commented, “”In Oxford, places are awarded on the basis of the student’s intellectual ability and academic potential, not to reach targets.“However, it’s right that the University continues to develop how to use contextual data in admitting students so the circumstances of individual students are recognised in the admissions process.” Figures published by the Higher Education Statistics Agency have shown a 2% increase in the number of state school pupils gaining places at Oxford and Cambridge this year. All universities have a benchmark for their intake of state school pupils set by HESA. Despite the increase this year, Oxford and Cambridge are both failing to meet their target for just under 70%. 62% of undergraduate applications to Oxford were from state school pupils this year. In October 2010, a projected 54.7% of new first-year students at Oxford will be state educated, compared to 53.4% of last year’s intake. Approximately 17% of sixth formers in England are privately educated, but they still make up around 46.7% of Oxford’s undergraduate intake. Data shows that the majority of Russell Group universities did not meet targets for admitting state-educated pupils. Bristol only admitted 60% against a target of 74.9%, while Durham accepted 59.2% against a target of 74.6%. The increase in state pupils for the next academic year sees a reversal on last year’s trend, when the proportion of privately-educated pupils at Oxford increased.Oxford runs 1,500 events aimed at widening participation annually,with £2.8 million spent on such outreach projects. A spokeswoman for the University told the BBC, “There are many economic and social factors which can prevent students reaching their full academic potential by 18.“For our part, we are doing our utmost to encourage academic ambition from a young age by working with students from 11 up, and by working closely with parents and teachers.” OUSU VP for Academic Affairs and Access, Jonny Medland, commented, “It’s encouraging to see more students applying to Oxford from the maintained sector. Oxford’s increased emphasis on working with teachers and building relationships with schools is crucial for continuing to widen access and ensuring that the most talented students are applying to Oxford.”
Scottish bakery firm Black’s of Dunoon (Argyll) has recently launched a range of breads made from O’mega Bread, a 50% mix from specialist ingredients company Zeelandia (Billericay, Essex). The mix is enriched with omega 3 fatty acids, which have been shown to aid the efficient circulation of blood and functioning of the heart. Omega 3 has also been shown in studies to have positive effects on brain function, with primary school children who took omega 3 showing vastly improved reading and spelling results over a three-month period.“The customer is now more health conscious and O’mega Bread obviously appeals,” says Black’s owner Charles Black. “Our customer feedback is very encouraging. One customer has placed a standing order of eight loaves per week, saying it recovers well from freezing.“Return business is also due to the distinct flavour achieved by using the blend of oats, spelt, linseed, rye, sourdough and malt,” he adds.Zeelandia reports that sales of O’mega Bread have far exceeded expectations.
Hovis has not been over-promoting its product, insisted Hovis’ marketing boss, as the brand closes in on rivals Warburtons.Premier Foods’ heavy price promotion of Hovis, alongside Allied Bakeries’ Kingsmill, has seen the number two and three brands respectively steal a march on market leader Warburtons.According to recent data (TNS 4 w/e 3 October), volumes of pre-packed bread were down by 2.5% in total, with Hovis bucking the trend, up 19.9%. Kingsmill rose 7.6%, while Warburtons fell by 7.9%. Own-label suffered a big drop, down 24%.”I genuinely don’t think we are over-promoting and by that I mean offering such value that it is somehow harming the brand,” Hovis marketing director Jon Goldstone told British Baker. “We are offering good value to consumers in a way that is consistent with the overall brand values.”Hovis has now closed the gap on market share with Warburtons to 4.5%, having seen it grow to 10% a year ago. “We don’t have any posters on the wall saying we want to overtake them,” said Goldstone. “We want to grow steadily, responsibly and sustainably. We’re close to being back to the high point of 2006, around the 28% [market share] mark, and that will be a huge achievement that we will celebrate and move on from.”As the economy recovers, Goldstone expects the level of promotions to recede. He said: “In the current economic environment, the value we’re offering is appreciated. As we enter the next economic cycle there is an opportunity for the category as a whole to deal less.”He said the brand’s success was down to “confidence in market-leading quality”, a strong marketing drive on brand perception and developing more reasons to trial, such as the Wholemeal Challenge.The next challenge, he said, would be to return the wrapped bread category to the volume growth it briefly enjoyed in 2008. “We want a healthy market with steady long-term growth,” he said.l See full interview in the next issue of British Baker
NEW YORK (AP) — CBS has placed two of its executives on administrative leave as it investigates charges of a hostile work environment for women and minorities at news operations in some of its larger stations. Peter Dunn, president of CBS Television Station, and David Friend, chief of news operations at the station, are on leave pending the results of an outside probe. The Los Angeles Times and the National Association of Black Journalists have reported on incidents involving minority journalists and said the stations have done a poor job hiring diverse staffs. The National Association of Black Journalists praised CBS’ move as an important first step.
Saint Mary’s College alumna Vanessa Cooreman Smith shared her entrepreneurial experience as the owner of Flourish Boutique, a woman’s clothing store located in Granger, Ind., with students Wednesday during a lecture co-sponsored by the business and economics department as well as the Career Crossings office. “The mission of the store is to help women flourish — hence the name — in fashion, so looking good providing women with clothes that have a special flourish or flair, but also on a deeper level, ” Smith said. “It’s part of my goal to help women beyond their appearance.”Smith said her story is one of determination and persistence in a time of economic turmoil. The 2004 graduate majored in art and minored in education during her time at Saint Mary’s. “I had a love for everything artistic and creative, but I also had an entrepreneurial background,” Smith said. Smith said nearly every one of her family members owns their own business. “I knew what it required to be a small business owner,” Smith said. “I knew it was a large part of my life, and yet I had this passion for fine art.”Smith said she struggled to satisfy her interest in varied career paths that seemed to occupy opposite ends of the working spectrum. Finding a way to combine these two parts of her life posed an interesting challenge, Smith said.“I felt like I didn’t fit wholly into either world at times,” she said.It was not until her junior year, when Smith began working at Inspire, another boutique in the South Bend area, that she realized she wanted to pursue a career in the fashion industry, she said.“I enjoyed the marketing aspect of the boutique, organizing the merchandise and coordinating outfits,” Smith said. “I could see the potential. “You’re dealing with profit margins and all those things and it was a nice combination. I had an awakening where I realized that fashion was a way for me to satisfy my love for art and still be in the business world too.”Smith, who now receives a consistent profit margin of 10 percent, said she had an awakening that paid off.“Ten years later I am a wife and a mom and also the proud owner of Flourish Boutique,” she said.The journey to success was hardly fluid, Smith said. She said experiencing the difficulties of starting her own business posed challenges on multiple levels.“As with any new business, I was headed for some trials,” Smith said. “The success rate of start-ups is very, very bleak. Most go out within five years, regardless of the industry. Retail is notoriously worse.” Prior to launching her own business, Smith needed money, she said, so she worked for her father’s real estate company and saved the necessary funds.“In some ways it felt stagnant,” Smith said. “I was working in real-estate and regularly thought to myself, ‘Okay, this is not fashion.’ “Even though I felt frustrated, I was planning and I was researching and I was learning. It wasn’t the same industry it’s all the same kinds of things I deal with now.”After three years of saving, “It was just a burning fire inside of me and I really had to get going,” Smith said. “My dad, who was my mentor, was telling me ‘Do what you love and the money will follow.’ If you pursue your passion it will give you the energy to do what it takes to be successful.”After writing a business plan and researching small business loans, Smith opened the store in 2008, just two months before the recession hit the stock market. She said she received a small business loan, which she augmented with consignment.When the impact took its toll on her personal business and her family’s realty business, Smith and her husband had to sell their home, she said. Flourish really took off when Smith launched their online store in 2011, three years after the store’s grand opening, she said. “Last year at this time we had five thousand Facebook fans, now we have 60 thousand Facebook fans,” Smith said. “We’re up year over year [in sales] 60 percent in store and 200 percent online.”Smith said Flourish has been featured on CNN and appears regularly on noteworthy Pinterest contributors and other fashion bloggers’ websites. Flourish also received the South Bend Tribune’s readers’ choice award for clothing boutique, she said.“We hope one day to turn Flourish into a mega-boutique,” Smith said.Tags: business, economics, Flourish, start-up
The Starbucks in LaFortune Hall has competition — it is no longer the only one in the immediate area for Notre Dame students after a new Starbucks officially opened on Eddy Street on Thursday morning.Store manager Lindsay Egilmez said it is a place for students to gather and enjoy each other’s company.“[The store] is for football games, a great place for student to come enjoy and study and for off-campus students and local guests,” Egilmez said. “Eddy Street Commons is a great halfway point intersection for all the above.”The new Starbucks replaced a Romy’s Cafe in the Eddy Street branch of Hammes Notre Dame Bookstore, Jim O’Connor, vice president of sales and operations for Follett Higher Education Group said.“When the cafe originally opened as Romy’s Cafe, the Eddy Street Commons was establishing itself as an off-campus shopping, restaurant and residential supporting the South Bend community and Notre Dame,” O’Connor said. “As the development matured and grew, the cafe needed to evolve to meet the consumer expectations of a high quality brand. This would be accomplished with a partnership with Starbucks.”Egilmez said his mission is to give each costumer a personal one-on-one experience.“We will serve through great service and quality Starbucks drinks,” Egilmez said. “I want to know each guest and engage with them in a way that makes them feel this is ‘their own’ café.”Egilmez said he wants to the new Starbucks to cater to Notre Dame students — in fact, Notre Dame faculty, staff and students with a valid ID card will receive a 10 percent discount on all purchases at the new location.“This is a beautiful, brand new Starbucks with a Notre Dame inspired atmosphere and a very large seating area both indoor and outdoor, which is conducive to everyone, whether they are studying, having a good conversation over a latte or meeting with a professor,” Egilmez said.Caitlin Kinser, marketing manager of Notre Dame Retail Operations, said the cafe does not offer student discounts, but will find other ways to draw in students.“We would love to partner with student musicians to provide them with a place to perform,” Kinser said. “We are also looking into partnering with academic departments and professors to bring public academic readings to the cafe.”Kinser said the cafe will be a full-service Starbucks.“The full line of drinks, seasonal beverages and foods will be available at the cafe,” she said. “All of your Starbucks favorites and future new offerings will be in-store.”Kinser said the cafe is open to hiring student workers.“Starbucks at Eddy Street has and will continue to accept applications from all interested individuals,” she said. “We highly encourage any students who are interested in working at this beautiful new cafe to apply.”Tags: Eddy Street Commons, Notre Dame Bookstore, Starbucks
15SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr Cut a pie into 100 slices and what do you have? Barely a nibble. Seemingly an inconsequential share of anything, 1% can actually make a tremendous difference to your financial security. Even fractions of a percent added to investment returns over time can redefine your life in retirement or your net worth.For instance, if you can increase your average annual investment return from 5% to 6%, that bump represents a fifth better return – and a substantial increase in your options for living.Let’s assume that you saved well over your career. You’re 65 now and, in addition to your Social Security benefits, you have $500,000 that may need to last 30 years. A 5% average annual return – reduced 2.5 percentage points for projected inflation – allows you to withdraw $1,750 pre-tax each month and enjoy, considering average longevity, an excellent probability of not running out of money for the rest of your life.Increase your average annual return to 6% (make it 3.5% after inflation) and you can increase monthly withdrawals to $2,000 while maintaining significant probability of stretching your nest egg to age 95. continue reading »
98SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Nate Wentzlaff Nate Wentzlaff joined OnApproach in 2013 as a Business Analyst and is now currently a Data Analytics Specialist. He builds data visualization apps that help to improve business processes throughout … Web: www.onapproach.com Details “…Chartering a credit union nowadays is a difficult (almost impossible) task. When a credit union merges today, its charter ceases to exist. If… five months later, someone realizes they should have given that credit union one more shot at life, it’s too late.” –Mansel Guerry, CEO of CU24As of Q2 2015, the credit union movement in the United States was made up of 6,284 credit unions and 102 million members. However, smaller credit unions (those with under $1 billion in assets) are closing their doors at a rapid pace. Unfortunately, they are the institutions that serve the majority of credit union members. Utilizing big data will give small credit unions the tools they need to overcome economies of scale, new regulations and inadequate data volumes that currently give big credit unions and large banks a competitive advantage.Economies of ScaleLarge credit unions and banks have an advantage over small credit unions because they are able to hire more employees who specialize in different areas of big data and analytics. Having a larger team allows them to take full advantage of their data. For example, assigning experts to each business database gives big credit unions and banks the ability to develop and execute strategies around an enterprise vision of their data. As a result, large credit unions and banks have a more complete vision and the ability to execute it.<$1B Asset Credit Unions6,044 Credit Unions53 Million MembersRegulatory PressureRegulators are continuously requiring more robust data from credit unions. In order to meet the data demands of regulators, credit unions must begin to strategically store their historical data. Small credit unions will be hit the hardest by new regulations since they already have low staffing levels and smaller data sets. All the work required to prepare for new regulations will drain the staffing capacity for productive work.Current Expected Credit Loss (CECL) ModelThe FASB is finishing a new model for forecasting loan losses. The CECL model will require an extensive data warehouse system to store data strategically. An analytic data model (ADM) will give credit unions the ability to prepare for the upcoming changes in regulations being developed rapidly in a world of increasing volatility. Small credit unions store less data than the big credit unions and banks which puts them at a disadvantage when building predictive modelsData VolumeThe amount of data that big credit unions are able to collect can be intimidating. Storing terabytes of data allows larger competitors to make better predictions. A larger sample size gives these competitors the luxury of making decisions based on an abundance of data. With smaller data sets, small credit unions will not be able to build predictive analytics accurately. CECL will require a plethora of data for predicting future activity on the loan portfolio.Big Data to the Rescue!Through strategic use of three 3rd party data sources, small credit unions can leverage data to bridge the gap with the larger competitors.Industry Data – Credit union industry associations, such as Callahan & Associates, offer data from credit unions’ Call Reports and various other sources. Tapping into their data gives credit unions the chance to utilize big data (currently not stored within their organization) from associations that truly understand the credit union movement. For example, understanding the loan portfolio of credit unions located throughout a community will give credit union leaders a better vision for growth and expansion in the future.Public Data – Freely available public data has never been more abundant. Finding data on demographics about a community can be integrated with credit unions internal data. Identifying economic trends, government spending decisions and recent home sales are a few examples of how big data can give small credit unions fresh insight. Companies like Idea5 have a vision to integrate publically available data into credit unions’ strategies.Strategic Data pooling – Utilizing an industry standard data pool will allow credit unions to share data from the sources they currently store only internally. Through data encryption, the credit union industry is beginning to find ways to securely pool their data with like-minded credit unions. In order to construct better forecasting models, credit unions need more data. Sharing transactional data directly from its source system will give small credit unions a level playing field with big credit unions in forecasting the future. With the CECL model, credit unions should look for ways to improve their forecasting capabilities. Also, the cost of data experts is beyond most small credit union budgets. By pooling data and cooperating to develop predictive analytics, credit unions can have access to an abundance of data and the experts to build predictive analytics.The credit union movement needs big and small credit unions alike. In order to unite all credit unions, the playing field should be leveled through technology that is made affordable by CUSOs. By utilizing big data, small credit unions can thrive. The cooperative spirit that began the credit union movement, coupled with a deep understanding of members and the local community, will enable small and large credit unions to work together in their common vision of serving local communities with ethical financial products.
We all want the best for our vehicles. When you go to gas up, you expect to fill your car with lifeblood that’ll get you from point A to point B. Do you know which gas to use? Often folks look at the gas pump and see three choices: Regular, Mid-grade, and Premium. No doubt, if you’re just an average consumer, you imagine only the well-to-do’s with large pocketbooks pay for Premium luxury.It’s not that simple. Most cars nowadays are designed to run optimally on Regular gas. In fact, giving your car higher-octane gasoline is generally useless. Unless otherwise indicated, Regular fuel is what should go into your tank.Why?Higher octane fuel may be called for when your engine is knocking. Knocking is caused by uneven fuel burning in the engine as opposed to even bursts. High octane gasoline has a higher ignition temperature, making it harder to ignite. The gas will burn more evenly, eliminating the knocking.What does this have to do with your wallet?Premium gas is obviously more expensive than Regular. The Automobile Association of America (AAA) collects national averages on the price of gasoline. At the time this article was written, the average for Regular gas was $2.58, Midgrade was $2.91, and Premium was $3.17.Let’s assume your car has a 12-gallon tank. You’ll pay $30.96 by using Regular gas. Compare that to paying $38.04 for Premium. Let’s also assume you’re a frequent commuter. You’ll refill ever two weeks and there are 52 weeks in a year. Let’s do a little equation.52 weeks ÷2 weeks = 26 weeks26 weeks x $30.96 = $804.96 (The annual cost of Regular gas)Let’s do a second equation taking the same 26 weeks and applying it to Premium gasoline.26 weeks x $38.04 = $989.04 (The annual cost of Premium gas)That’s almost a 21% difference in cost. The Federal Trade Commission (FTC) has this to say; “Studies indicate that altogether, drivers may be spending hundreds of millions of dollars each year for higher octane gas than they need.”Buying Premium gas might seem like you’re doing your car a favor, but unless your owner manual explicitly states you should, don’t do it. There will be no added benefit and it will potentially cost you $200 or more every year. 52SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Derek San Filippo Derek is a freelance writer who spends his off time either working with his rescue animals or writing children’s books. He lives in San Diego with his beautiful wife … Web: www.financialfeed.com Details