OCT. 8, 2014
www.UrbanViewsWeekly.com October 8, 2014 Urban Views Weekly
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THE DEAL
LETTER TO THE EDITOR
Flexible Spending Accounts, Commuter Benefits Cut Your Taxes By Jason Alderman
Network with other African American business owners, managers, and professionals. This is an opportunity for you to introduce yourself and your business to “family” members who did not know that you existed. Make connections that can grow your business. Make connections so you can refer others to someone that you just met.
Thursday, October 9, 2014 7:30 a.m.–9:30 a.m.
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If you would like to respond to Viewpoints, your submission should contain your name, a full valid address and a daytime phone number. We cannot acknowledge submitted letters. We reserve the right to edit for accuracy, clarity, legality and taste. E-mail (without attachments) to Editor@urbanviewsweekly. com. Mail letters to Editor Urban Views Weekly.
or millions of Americans, 2015 open enrollment for employer-provided benefits is right around the corner. While it may be tempting to simply opt for the same coverage you have this year, doing so could cost you hundreds – or thousands – of dollars in tax savings. VOL.7, ISSUE 41 Urban Views Weekly, llc 6802 Paragon Place, Suite 410 Have I captured your attention? Richmond, va 23230 Office: 804.441.6255 Find out if your employer offers flexible spending acFax: 888.439.2534
counts (FSAs). They let you pay for eligible out-of-pocket healthcare and/or dependent care expenses on a pre-tax Ervin B. Clarke basis – that is, before federal, state, local and Social Secu- Publisher publisher@urbanviewsweekly.com rity taxes have been deducted from your paycheck. Also look for a commuter benefit plan, where you can pay for certain workplace mass transit and parking expenses with pretax dollars. By contributing to an FSA or commuter plan to cover expenses you would have paid for anyway, you reduce your taxable income by that amount, continued on page 11
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CIVIC BEAT
FUNdraising Good Times Five alternative ways to give back U.S. Route 460 Corridor Improvements Project Location Public Hearings Monday, October 27, 2014, 5-8 p.m.
Windsor High School 24 Church Street Windsor, VA 23487 Inclement weather date: November 3, 2014
Wednesday, October 29, 2014 5-8 p.m. The Wakefield Foundation 100 Wilson Avenue Wakefield, VA 23888 Inclement weather date: November 5, 2014
Thursday, October 30, 2014 Ă S P
J.E.J. Moore Middle School 11455 Prince George Drive Disputanta, VA 23842 Inclement weather date: November 10, 2014
In accordance with 42 U.S.C. 4332(2) (c) and 49 U.S.C. 303 a Draft Supplemental Environmental Impact Statement (SEIS) is being made available to the public for review and comment. Find out about the results of the environmental study prepared for the U.S. Route 460 Corridor between Petersburg and Suffolk, Virginia (approximately 55 miles). The Draft SEIS presents a comprehensive analysis of the potential environmental impacts associated with the proposed transportation improvements. VDOT, in cooperation with the U.S. Army Corps of Engineers and the Federal Highway Administration, is studying alternatives to improve transportation conditions along the U.S. Route 460 corridor. Review the five build alternatives under study. The Draft SEIS, which describes the environmental impacts associated with each alternative, will be available for review at the public hearing and on the project website. Visit the project website for a list of locations where you can view a printed copy of the Draft SEIS. http://www.route460project.org/SEIS Pursuant to Section 6009 of the Safe, Accountable, Flexible, Efficient Transportation Equity Act – A Legacy for Users and 23 CFR 774, the Federal Highway Administration (FHWA) intends to make a Section 4(f) de minimis finding related to impacted resources along the corridor as describe in the SEIS. In compliance with the National Historic Preservation Act, Section 106 and 36 CFR Part 800, potential effects of the alternatives on historic properties are included in the Draft SEIS and available for review. Give your written or oral comments at the hearing, on the online comment form, or submit them by November 17, 2014 to Ms. Angel Deem, Environmental Division, 1401 E. Broad Street, Richmond, VA 23219. You may also e-mail your comments to Route460SEIS@VDOT.Virginia.gov. If you are unable to attend the meeting you can view or download all materials from the project website. VDOT ensures nondiscrimination and equal employment in all programs and activities in accordance with Title VI and Title VII of the Civil Rights Act of 1964. If you need more information or special assistance for persons with disabilities or limited English proficiency, contact VDOT’s Civil Rights Division at 800-367-7623 or TTY/TDD 711. State Project: 0460-969-101, P101 UPC: 100432
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T
he giving season is upon us. For many nonprofits, hospitals, schools, and colleges the next three months are all about fundraising. You will no doubt see an increase in direct mail and e-mail solicitations, Facebook campaigns, billboards, print and TV commercials, and personal asks made to you by friends, family members, and associates. Some of us have the ability to be most generous. For most, giving is more constrained, focused on a few organizations we believe in. Here’s something to think about: extend your gift by giving more than money. Consider these five ideas:
1. Serve as an advocate. Volunteer to write an editorial or a letter to your elected representative. Speak at a public event. Advocate through social media. Talk to people you know.
2. Become a fundraising solicitor. For those organizations you donate to, consider volunteering to host a fundraising event; solicit friends, family and associates; or accompany a staff person or board member when he or she visits with donors and funders.
3. Recruit and/or train volunteers. Learn what types of volunteers are needed and then work with staff – or on your own – to recruit and train people who can make a difference.
4. Donate products, services and property. So many organizations depend on product donations. These include food banks, medical clinics, and schools to name a few. Find out what types of products are needed and offer to donate and encourage others to join you in doing so. This is an ideal way for businesses to give back. You can donate your airline miles, or your professional expertise. Consider writing a grant, reviewing an organization’s finances, human resource policies, or legal documents. You can donate property or lease an office for no charge or below market rent. You can design a social media campaign or redesign a website. You can donate event planning services, printing, or postage. Consider serving on a committee, or being a mentor. If you want to give back to your alma mater consider identifying students who could benefit from attending and help them through the application and financial aid processes. 5. Provide loaned personnel. If you run a company, you can loan your personnel to an organization you believe in. Learn what their needs are, and consider loaning an employee who can provide the expertise in need.
There’s no limit to the ways you can give. Be sure to first talk with someone at the nonprofit to learn what their needs are. You don’t want to donate time, property, or services in a way that makes work for the organization, or doesn’t meet their needs. Ask how you can be of service. Don’t be offended if your services or products are not a fit: keep looking to find that organization that needs you. Copyright 2014 – Mel and Pearl Shaw
Mel and Pearl Shaw position nonprofits, colleges and universities for fundraising success. For help with your campaign, visit www.saadandshaw.com or call (901) 522-8727.
VIEWPOINTS
How Much Evidence Do “They” Need? By Dr. T
W
ithin the African American cultural continuum there is an oft spoken saying that, “You have to be twice as “good” to be even.” The twice as “good” to which the saying refers is as compared to whites. This is the basic knowledge within the black community, knowledge that is passed on as a means for both survival and success. Whether it is spoken precisely in those specific words or not, it is “understood” that the standards by which assessments are made are not the same in the land of the free and home of the brave for people of color, specifically for black people, as those standards that are applied to people of the dominant culture.
This past week, after two trials, one with a hung jury on the most serious count of murder and more than two years gone by, Michael Dunn was finally convicted of the shooting death of Jordan Davis, a black teenager who was shot in the back seat of a vehicle that was parked at a gas station in Jacksonville, Florida on November 23rd, 2012. Michael Dunn, a white man, approached the vehicle in which seventeen year- old Jordan Davis and three of his friends were riding demanding that they turn down the volume of their music; music that Dunn referred to as “thug music.” When the young men refused, “words” were exchanged and Dunn went back to his vehicle retrieved a gun and fired multiple times into the vehicle killing Jordan Davis who was seated in the back seat. Dunn then left the scene, returned to his hotel room and ordered a pizza, never calling the police. One day shy of what would have been the 19th birthday of Jordan Davis, a Florida jury was dead-locked on the charge of murder, and only found Dunn guilty of 2nd degree “attempted” murder charges in the case of the three other teens who were present in the vehicle at the time of Jordan’s death. Finally there was some justice doled out in the murder of Jordan Davis, yes. But the truth is it took far too long and too many trials in order for that justice to be served.
The shenanigans going on in Ferguson, Missouri right now as the City Prosecutor, the State Attorney General, and the Governor along with countless government officials shirk their duty and pass off to a grand jury (that convenes once a week) the responsibility to bring charges against or to refuse to indict Darren Wilson, the officer who gunned down unarmed teenager Michael Brown this past August, are appalling. In 1999, an unarmed black man, Amadou Diallo, was gunned down by four NYC police officers. Diallo was massacred just outside his apartment when the officers fired over 44 shots into his body. Unbelievably, the officers were acquitted on all charges. The history of “lawful” violence against black and brown bodies in America is well documented. The inability to bring anyone to justice or to assign any responsibility to anyone for those murders or assaults is also well documented. For the African American community the conviction of Michael Dunn, however justified, is surprisingly uplifting. It reinvigorates our hope in the midst of hopelessness; not hopelessness in our fortitude, resiliency or resolve, but rather hope in the “system of justice” and equality for all people. If our hope has any veracity at all, why does there still have to be twice as much evidence in order to convict a white person, especially a law enforcement officer for the murder of a black male?
Tawnya Pettiford-Wates, Ph.D. DrT@margins2thecenter.com
Artistic Director and Founder of The Conciliation Project www.theconciliationproject.org and a Professor of Theatre at VCU Up Next Week: Redeem the TIME….’cuz you never know.
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VSU President Keith T. Miller Address In a document released from the Office of the President, Dr. Miller addressed the recent fiscal position that Virginia State University is facing. Urban Views Weekly is printing the communique in its entirety. We want the University President to have an opportunity to deliver his complete and unvarnished message to the community. Dear VSU Family:
The loss or reduction of several important federal financial aid programs has impacted Virginia State University and many other institutions. In particular, students at Historically Black Colleges and Universities (HBCUs) have felt the brunt of these actions. These cuts caused a significant decline in VSU’s enrollment, a loss that was exacerbated by further budget reductions mandated by the Commonwealth of Virginia to all state agencies.
VSU is positioned to meet this challenge, while, at the same time, ensuring the University’s mission is not compromised. Our administrative team has steadily guided VSU through times of economic uncertainty, while advancing the University’s academic status and maintaining our financial well-being. In meetings and conversations with students, faculty, staff and alumni, I am impressed with the love and passion that abounds for our great university. I relish the opportunity to continuously communicate with these groups, to listen to concerns and to work in partnership to review the entire operations of the University. Together, we will determine the best and most proper courses of action to take.
Let it be clear that we are not merely putting a band-aid on today’s wound. We are charting the future of Virginia State University. Our strategic vision is bold, but it is attainable. Today’s financial environment should serve as a catalyst to analyze not only where we are today, but what we aspire to become. We have an opportunity to shake off inertia; to boldly take advantage of advances in technology; to continue to mold our students into success stories; to aggressively pursue innovation and investment. The process began with our report last week to the University’s Board of Visitors. The next step is to reach out to our campus community. We have heard concerns and hope the accompanying Frequently Asked Questions will help address most of these. We are also planning Town Hall meetings to communicate, in the spirit of collegiality and respect, with faculty and staff Thursday, Oct. 9 in Anderson-Turner Auditorium and with students that evening, also in Anderson-Turner. I am confident that, together, we will navigate Virginia State University through today’s challenges to emerge a stronger, more focused, institution. Sincerely,
Keith T. Miller, Ph.D. President
6 Urban Views Weekly October 8, 2014 www.UrbanViewsWeekly.com
FAQ Concerning the Budget D
The following are responses to many of the questions and have arisen over the past weeks. Should you have addition please e-mail them to university_relations@vsu.edu. What are the drivers of the budget deficit? • Financial Aid
Changes to Federal law for Pell grants, SAP, Parent PLUS loa federal financial aid reduced the amount of funding availab dents by $3.4 million. Over 70% of VSU students receive When these funds were no longer available, VSU experien cant enrollment decline. This enrollment decline led to funds from tuition, room & board and auxiliary fees of $17 • State Budget Reductions
What are the federal financial aid reductions that co VSU’s deficit? Program Name Award Amounts: Out-Side Altern (Reduction)$750,000; DC Leap Grant (Eliminat Federal ACG Grant (Eliminated)$146,625; Federal (Eliminated)$53,950; Federal Smart Grant (Eliminated)$75 Smart (Eliminated)$55,000; Federal (SSS) Grant (Elimina Federal (AMP) Scholarship (Eliminated)$50,000; Fed Scholarship (Eliminated)$150,000; Federal Parent (Reduction)$2,000,000. Total: $3,424,149.
How does VSU get out of the deficit? • Budget Reductions • Process Improvements • Strategic Enrollment Management • Re-engineer business processes to use Banner more ef • Increased Fundraising
How much is VSU’s annual operating budget and by ho the budget reduced? VSU’s fiscal year 2014-2015 operating budget was approx million. The reduction of $17.6 million equates to a 9.6% r
How will you determine which student activities and vices will be cut? What specific student activities will b Broad areas have been reviewed by the Student Affairs div
ses Financial Questions and Concerns
Deficit
concerns that nal questions,
ans and other ble to our stue federal aid. nced a signifia shortfall in 7.6 million.
ontributed to
native Loans ted)$110,000; ACG Grant 5,000; Federal ated)$33,574; deral (HBCU) PLUS Loans
fficiently
ow much was
ximately $183 reduction.
student serbe cut? vision; the de-
tails will be flushed out within the next month. A representative from the SGA will be involved when examining specific programs under review. Based on the enrollment validation, some immediate cuts were made to ensure the continuation of the University’s core services and operations. These and future cuts were prioritized and strategically done by VP divisions. What is the anticipated Fall 2015 enrollment? Early estimates point to a Fall 2015 enrollment of approximately 5000
What are our future initiatives to ensure that enrollment for next fall will meet projections? • Raise $2 million in financial aid (See fundraising action plan) • Establish a new position to stabilize enrollment - Executive Director for Enrollment Management who will be hired by October 25th • Prioritize recruiting students who were unable to enroll in the fall due to financial aid • VSU will have a regular presence on most community colleges to grow enrollment for the Spring: Goal 200 students • Generate 25,000 applications with an expected 5% yield through our contract with Royall & Company enrollment marketing firm. As part of the contract, we are expanding our geographic and demographic base, in addition to our core market. • Improve enrollment management processes, and technologies • Ellucian Recruiter using Customer Relationship Management (CRM) Techniques • Revamp follow-up processes to ensure consistent communication with potential students and families. • Increase to one contact biweekly as opposed to approximately monthly. • VSU Today Program • Airing in 10 cities statewide – 20 weeks free in collaboration with Cox Media • Add 2-4 admissions open houses each semester. What is VSU’s Fundraising action plan? • Institutional Advancement (IA) will increase the number of fundraising drives, expand our prospective donor pool among alumni and corporations and increase the number of “touches” to prospective donors with a goal of raising $2 million annually toward financial aid. • IA will increase the number of special events and improve the operating margins associated with these events • IA is instituting improved technology and data for fundraising and
•
alumni outreach IA is continuing its long-term fundraising campaigns, including: Planned Giving, Endowment Fundraising and Class Gifts
How long will it take Institutional Advancement (IA) to ramp up to achieve fundraising goals? • 12 months • IA office will work with the Board/Foundations to raise $2 million annually in financial aid funds
Has VSU reviewed its internal processes and what are we doing to change them? • We are re-engineering business processes to use Banner more efficiently • We are using decision support tools to track financial aid and enrollment numbers sooner • Enforce financial aid and student account deadlines • Use predictive analytics to make data driven decisions • Data mining to predict housing, enrollment and other business drivers • Lack of Business Intelligence • Predictive analytics, dashboard data, CRM, data warehousing • Outdated tuition, financial aid and fee payment processes Does this plan balance the budget? Based on the best available current information and conservative enrollment projections, the budget will be balanced for the year. We will continue to monitor key budget indicators and adjust accordingly.
Is the University paying for the convocation center and road work? No student funds or fees are being used for the construction of the multipurpose center or any roadwork. Will Virginia State University close soon? No, we have 5000 students and we are reallocating our budget to reflect the number of students we have today. Is money being taken from academics and being placed elsewhere? No, in fact the administration has sought to lessen the financial impact to the academic affairs division.
Will colleges/departments lose accreditation? No, accreditation is a priority. We have recently received three re-affirmations of accreditation. continued on page 8
www.UrbanViewsWeekly.com October 8, 2014 Urban Views Weekly
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From VSU President page 7
Why are there limited dining operations in Gateway? The significant reduction in on-campus housing has necessitated a slight reduction in food offerings and selection. The university continues to provide a variety of dining choices: •
Jones Dining Hall offers a full service breakfast, lunch and dinner menu
•
The Austin Grille food truck also provides a variety of menu options
•
Gateway offers a reduced menu of wraps, salads, sandwiches, pasta, burgers, pizza and other food choices
Are housekeeping services and trash pickup being reduced? There have been no changes in custodial services for our students in residence halls Has the University increased ticketing on vehicles to bring in revenue? There have been no changes in the established ticketing process. Procedures are being enforced as stated in the parking guidelines. Why are professors not being paid and not teaching courses? With regard to adjuncts, no one should be teaching a course without a contract. Persons who had contracts are being paid in accordance with the contract. Why were some adjuncts delayed in being paid at the beginning of the school year? We replaced the adjunct funding with some grant funds that needed prior approval from the federal government. The approval took longer than anticipated. We are currently re-evaluating the entire adjunct payment process.
Has the budget reduction caused a decrease in the bandwidth? No, in fact an additional $120,000 has been spent to increase bandwidth seven-fold. The administration (President and VP’s) are not aware of what is going on, therefore they are unwilling to address the student body? • •
The President and/or Vice-Presidents have participated at every SGAsponsored Town Hall meeting. The President has monthly meetings with the SGA President and the SGA Cabinet.
Going forward, how will the administration communicate updates to faculty and staff ? •
The Provost will continue meeting bi-weekly with the Faculty Senate leadership
•
We will increase the frequency of “Coffee with the President”
• •
The President will distribute a monthly communication to faculty and staff We will hold general monthly faculty meetings
How will the administration communicate differently with the student body? •
At the SGA’s suggestion, Administration will institute a once-per-month “Lobbying Day” with the President, Vice Presidents and other administrators holding open door meetings to hear and address questions and concerns
8 Urban Views Weekly October 8, 2014 www.UrbanViewsWeekly.com
•
Monthly Communication to the SGA from the Administration
Will there be layoffs, buy-out plans and/or furloughs? For the remainder of this academic year, if a service or program is reduced or eliminated due to the reduced enrollment, we may have minimal staff reductions. We will first consider all other alternatives, including not filling vacancies, reducing service contracts and re-evaluating operating budgets.
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2nd Street Festival
Great Food, Music, Family and Friends Thousands gathered in Richmond’s Historic Jackson Ward for two days of live music, delicious food, and opportunities to purchase Afrocentric goods and fashion.
The weather was perfect as festival goers took to the streets.
The smooth sounds of QuintEssential Jazz filled Clay Street as they performed on the Joe Kennedy Jr. Jazz Stage
Brian Taylor with the Central Virginia African American Chamber of Commerce worked the crowd, introducing as many people as possible to the new chamber.
The U. S. Army TRADOC Brass band rocked the standing room only crowd, Saturday afternoon. Photos by Ervin B. Clarke
10 Urban Views Weekly October 8, 2014 www.UrbanViewsWeekly.com
From Flexible Spending Accounts page 2
Here’s how it can add up: Say you’re married, jointly earn $90,000 a year and contribPets & Animals DOGS ute 5 percent to a 401(k). If you contribute $2,000 to a healthcare FSA and $4,000 for Employment Pets & Animals dependent care, your resulting net income, after taxes, would be roughly $1,700 more Employment Pets & Animals MANUFACTURING & OPERATIONS DOGS than if you had paid for those expenses on an after-tax basis. Use the FSA calculator at MANUFACTURING & OPERATIONS DOGS Employment Pets & Animals SHIPPING TEAM MEMBER MANUFACTURING & OPERATIONS www.dinkytown.net to evaluate your own situation. SHIPPING TEAM MEMBER DOGS (LOADER)
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NESTLÉ PURINA PetCare Company seeks a highly motivated Shipping Team Member (Loader) NESTLÉ PURINA PetCare Company seeks a highfor our Warehouse Department at the manufacly motivated Shipping Team Member (Loader) turing facility located 25 miles northeast of Richfor our Warehouse Department at the manufacmond in King William County. turing facility located 25 miles northeast of Richmond in King William County. POSITION SUMMARY: Responsible for the shipment of all finished POSITION SUMMARY: products by truck as well as supporting producResponsible for the shipment of all finished tion and the placement of finished product in products by truck as well as supporting producthe Warehouse. tion and the placement of finished product in the Warehouse. Responsibilities include but are not limited to the following: Responsibilities include but are not limited to ∂ Pre-plans each shipment to ensure weight disthe following: tribution and load integrity, as well as follows ∂ Pre-plans each shipment to ensure weight disall shipping instructions. tribution and load integrity, as well as follows ∂ Utilizes the RF scanner and SAP system, load all shipping instructions. trailer by weight, size, UPC, location, and trailer ∂ Utilizes the RF scanner and SAP system, load type, completing necessary paperwork and foltrailer by weight, size, UPC, location, and trailer lowing the warehouse sanitation policy. type, completing necessary paperwork and fol∂ Understands utilization of dock plates and lowing the warehouse sanitation policy. levelers. Lock trailer or place chocks under trail∂ Understands utilization of dock plates and er before loading. Lift dock plate, close dock levelers. Lock trailer or place chocks under traildoor, handle paperwork as directed, and call er before loading. Lift dock plate, close dock trailer out to guard when finished with trailer. door, handle paperwork as directed, and call ∂ Loads direct shipments and/or performs case trailer out to guard when finished with trailer. pick and the staging of pallets of products as di∂ Loads direct shipments and/or performs case rected by Team Leader. pick and the staging of pallets of products as di∂ Assists Chute Haulers and/or operates power rected by Team Leader. sweeper and power scrubber when required. ∂ Assists Chute Haulers and/or operates power ∂ As determined by position or task, adheres to sweeper and power scrubber when required. & cooperates with factory & divisional quality ∂ As determined by position or task, adheres to standards/requirements and department(s). Un& cooperates with factory & divisional quality derstands & performs all quality checks as restandards/requirements and department(s). Unquired by the Nestlé Quality Management Sysderstands & performs all quality checks as retem to build consumer trust & preference by quired by the Nestlé Quality Management Sysproviding quality brands, products & services; tem to build consumer trust & preference by maintains & ensures 0 defect & 0 waste attiproviding quality brands, products & services; tude without compromising safety or regulatomaintains & ensures 0 defect & 0 waste attiry compliance. tude without compromising safety or regulato∂ Other duties as assigned. ry compliance. ∂ Other duties as assigned. EDUCATION: High school diploma or G.E.D required EDUCATION: High school diploma or G.E.D required EXPERIENCE: Minimum One (1) year experience loading EXPERIENCE: trucks and forklift certification required. Minimum One (1) year experience loading trucks and forklift certification required. Interested parties must apply on
And, with a commuter plan, you can use pretax up to $130 a month in transit expenses (bus, train, vanpool, etc.) and $250 a month in qualified parking expenses and reap the same kind of tax benefit. NESTLÉ PURINA PetCare Company seeks a highly motivated Shipping Team Member (Loader) for our Warehouse Department at the manufacturing facility located 25 miles northeast of Richmond in King William County.
POSITION SUMMARY: Responsible for the shipment of all finished products by truck as well as supporting production and the placement of finished product in the Warehouse.
You can use a healthcare FSA to pay for any IRS-allowed medical expenses not covered by your medical, dental or vision plans. This includes deductibles, copayments, orthodontia, glasses, prescription drugs, chiropractic, smoking cessation programs and many more. Note: Over-the-counter medications, except for insulin, require a doctor’s prescription to be eligible. (See IRS Publication 502.) Responsibilities include but are not limited to the following: ∂ Pre-plans each shipment to ensure weight distribution and load integrity, as well as follows all shipping instructions. ∂ Utilizes the RF scanner and SAP system, load trailer by weight, size, UPC, location, and trailer type, completing necessary paperwork and following the warehouse sanitation policy. ∂ Understands utilization of dock plates and levelers. Lock trailer or place chocks under trailer before loading. Lift dock plate, close dock door, handle paperwork as directed, and call trailer out to guard when finished with trailer. ∂ Loads direct shipments and/or performs case pick and the staging of pallets of products as directed by Team Leader. ∂ Assists Chute Haulers and/or operates power sweeper and power scrubber when required. ∂ As determined by position or task, adheres to & cooperates with factory & divisional quality standards/requirements and department(s). Understands & performs all quality checks as required by the Nestlé Quality Management System to build consumer trust & preference by providing quality brands, products & services; maintains & ensures 0 defect & 0 waste attitude without compromising safety or regulatory compliance. ∂ Other duties as assigned.
Dependent care FSAs let you use pre-tax dollars to pay for eligible expenses related to care for your child, spouse, parent or other dependent incapable of self-care. Eligible expenses include: • • • •
Fees for licensed daycare and adult care facilities.
Amounts paid for services provided in or outside your home so that you and your spouse can work, look for work, or attend school full-time. EDUCATION: High school diploma or G.E.D required
Before- and after-school programs for dependents under age 13. EXPERIENCE: Minimum One (1) year experience loading trucks and forklift certification required.
Interested parties must apply on
www.nestlepurinacareers.com Babysitting by relatives over age 19 who aren’t your dependent. Interested parties must apply on
www.nestlepurinacareers.com
EOE/MFDV. Nestlé is an Equal Opportunity Employer and is looking for diversity in candidates for employment.
EOE/MFDV. Nestlé is an Equal Opportunity Employer and is looking for diversity in candidates for employment.
www.nestlepurinacareers.com
EOE/MFDV. Nestlé is an Equal Opportunity Employer and is looking for diversity in candidates for employment.
For some lower-income families, the federal income tax dependent care tax credit is more advantageous than an FSA so crunch the numbers or ask a tax expert which alternative is best. Note: You cannot claim the same expenses under both tax breaks. Keep in mind these FSA restrictions: •
The IRS limits employee contributions to healthcare FSAs to $2,500 a year.
•
Healthcare and dependent care account contributions are not interchangeable.
•
• •
The dependent care FSA contribution limit is $5,000 if you’re single or married filing jointly. Outside of open enrollment, you can only make mid-year FSA changes after a major life or family status change. You must re-enroll in FSAs each year.
You’ll also need to estimate planned healthcare FSA expenses carefully or risk having to forfeit your unused account balance. Employers may choose to either: offer a grace period of up to 2 ½ months after the plan year’s end to incur expenses; or allow you to carry over up to $500 to use in the following year. With commuter plans you can change contribution amounts throughout the year whenever your needs change; you can also carry over unused funds from month to month. Jason Alderman directs Visa’s financial education programs. To Follow Jason Alderman on Twitter: www.twitter.com/PracticalMoney.
Employment MANUFACTURING & OPERATIONS
SHIPPING TEAM MEMBER (LOADER) NESTLÉ PURINA PetCare Company seeks a highly motivated Shipping Team Member (Loader) for our Warehouse Department at the manufacturing facility located 25 miles northeast of Richmond in King William County. POSITION SUMMARY: Responsible for the shipment of all finished products by truck as well as supporting production and the placement of finished product in the Warehouse. Responsibilities include but are not limited to the following: ∂ Pre-plans each shipment to ensure weight distribution and load integrity, as well as follows all shipping instructions. ∂ Utilizes the RF scanner and SAP system, load trailer by weight, size, UPC, location, and trailer type, completing necessary paperwork and following the warehouse sanitation policy. ∂ Understands utilization of dock plates and levelers. Lock trailer or place chocks under trailer before loading. Lift dock plate, close dock door, handle paperwork as directed, and call trailer out to guard when finished with trailer. ∂ Loads direct shipments and/or performs case pick and the staging of pallets of products as directed by Team Leader. ∂ Assists Chute Haulers and/or operates power sweeper and power scrubber when required. ∂ As determined by position or task, adheres to & cooperates with factory & divisional quality standards/requirements and department(s). Understands & performs all quality checks as required by the Nestlé Quality Management System to build consumer trust & preference by providing quality brands, products & services; maintains & ensures 0 defect & 0 waste attitude without compromising safety or regulatory compliance. ∂ Other duties as assigned. EDUCATION: High school diploma or G.E.D required EXPERIENCE: Minimum One (1) year experience loading trucks and forklift certification required. Interested parties must apply on
www.nestlepurinacareers.com EOE/MFDV. Nestlé is an Equal Opportunity Employer and is looking for diversity in candidates for employment.
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