Re “Clinton basks in L.A. beam” (May 31): Less than two years in office and already Antonio Villaraigosa is someone Hillary has “admired for a long time.” My guess is that Hillary never even heard of Antonio before his election as mayor. Still, if Hillary’s idea of a long time is 18 months, can she possibly be capable of making decisions that deal with the needs of our nation decades in the future? This is nothing more than Hillary’s grasp for the Mexican-American vote. The question is whether the Mexican-American voter can be won simply by cozying up to a mayor of Mexican descent. I sincerely hope, for the future of America, that it takes more than that to win the vote of any American. – Patrick Weir Chatsworth We have lost control Re “May rally ‘got out of control’ ” (May 30): I guess I didn’t expect anything new from an article condemning the LAPD’s actions during the May 1 demonstration where about 500 LAPD officers attacked a “handful of offenders.” Of course our part-time (seems he spends half his time in New York) chief of police was doing nothing but the mayor’s wishes (which he needed for another term) while he was in Washington, D.C., hob-nobbing with the Clintons. Is it any wonder the LAPD is having trouble recruiting people to join when they don’t have anyone to stand up for them? Why should they fight the gangs when no matter what they do they won’t have the backing of the mayor or the police chief. Have we lost control of our city? – Joe McMillin West Hills NE Valley plan Re “Hope for NE Valley” (May 24): My hope for the northeast San Fernando Valley is that the “coherent and community-driven plan for its future” will include a partnership between the city, the LAUSD and the developers building new homes to provide property for new schools so no more established homes need to be taken for schools by eminent domain. – Barbara Bond Sylmar Keeping it simple Re “Bush attacks conservatives on immigration issue” (May 30): Mr. President – let’s keep the border issue simple. Rather than excoriate your conservative base, how about if we in the United States just deal with those crossing our borders illegally like Mexico deals with those crossing her southern border illegally? You’d have to ignore the ACLU’s claims of torture, but the problem would be solved. – Carol Milton Woodland Hills Bullet train? Re “Half-speed ahead for bullet train” (May 24): Can’t believe it will take 10 years to build a bullet train. I think they ought to consult Japan, which has had one since the ’70s and it took far less time to complete than a decade. In World War II, the Burma Road was completed in a season as were many airfields for our fliers. And consider, as we all know, when contractors and builders render a date for completion of a pool, a patio, it most always takes far, far longer, and costs always escalate rather than decrease. Oh I’d like to ride a bullet train, but in my lifetime – not, in my 60s when most would rather instead be homebound. This is the 21st century. Their estimate for completion exceeds common sense. I do think they ought to rethink the length of time given and re-examine the possibilities. – Leo Bertucelli Sherman Oaks Transfer of funds Re “Half-speed ahead for bullet train” (May 24): High-speed rail will only work in California if the train carries the vehicles with the passengers. San Francisco is the only city in this state that has anything close to a mass transit system only because it is condensed on a small rock. One can still walk to the wharf from downtown in the same amount of time it takes to wait for the silly trolleys and the buses either do not show up or are overcrowded. What is one supposed to do if they get off the train in Fresno – walk to Kettleman City? If passenger vehicles are included in the train plan (see Mexico), it may actually be beneficial. Otherwise, it will be another transfer of taxpayer cash into the pockets of friends of the Legislature. – Philip Brooks Thousand Oaks Swallowing everything Re “Tipoff” (May 29): Admiral Brewer couldn’t command a rubber duck. If he were serious, he could cut 20 percent of the district’s nonteaching administrators just by putting an end to the myriad paper-pushing, inept programs that constantly take teachers and school administrators away from the classroom. The district is like “The Blob,” swallowing everything in its path. The computerized report-card system has failed. The computerized payroll system has failed. The newly built schools are riddled with defects. And for those of you who still think the admiral is the new broom who will sweep clean, as a concerned parent, I have contacted his office three times with regard to teaching and safety issues, and he has failed to respond. – Michael Guetzow Woodland Hills Trade him Re “Trade me! (Or maybe not)” (May 31): I do not believe that Kobe wanting or not wanting to be traded needs to be on the front page of the Daily News. The front page should be used for more important issues, not sports. I think he should be traded and then maybe he would grow up. He is a self-centered, spoiled brat. But that is just my opinion. – Becky Butler Sunland Just average Re “Alba likes to defy authority, get away from typecasting” (News Lite, May 25): If Jessica Alba believes that loving to “challenge authority” is unique or special for anyone her age, she is misinformed. There is no more common trait. She is as distinguishable as confetti on a pizza. The reason she is perceived as a ‘tart’ is because of the choices she has made; it’s no one else’s doing. She now denounces what she eagerly embraces at the start of her career. Denial of responsibility is equally widespread among the people of this earth, exercising such further demonstrates the average nature of her being. A measure of character is found in quality choices we make, Jessica, not in denial of past opportunistic behavior. – Michael E. White Burbank Honest people Our neighborhood “Adams Hill” had our third annual yard sale. A mother and daughter came to my home and bought three of my mother’s purses. The mom found a cute frog key chain. I asked her if she knew what FROG stood for – “Fully Rely On GOD.” We discovered we are both Christians. They left and were back in a minute with $150 that the mom had found in one of the purses. Yes, there are still a few honest people out there. – Ruth Fairrington Los Angeles Getting to the truth Alberto Gonzales has the answer when it comes to getting to the truth. He advocates torture as a viable method of getting information in the “War on Terror.” I am interested to know if he feels that the answers to the current U.S. attorney firings may be more forthcoming if we employ the methods that he himself argued for a few months prior. – Brian Paul West Los Angeles Give Bush a hammer Who’s the worst president ever? President Carter always has the deepest respect for the United States Constitution, and helping the average man and needy man. Maybe we should give President Bush a hammer and send him to New Orleans. – Jerry Piro Sun Valley 160Want local news?Sign up for the Localist and stay informed Something went wrong. Please try again.subscribeCongratulations! You’re all set!
NEW YORK – Larry Brown knows what the Pistons have, and he knows what the Knicks were missing. So he wasn’t surprised by what he saw Thursday night. Richard Hamilton scored 26 points, Rasheed Wallace added 23, and Detroit beat undermanned and overmatched New York 105-79 for its sixth consecutive victory. With Antonio Davis suspended for going into the stands the night before in Chicago and leading scorer Stephon Marbury still injured, the Knicks trailed by as many as 30 points and matched their worst loss of the season. They have dropped four in a row in a span of five nights. “It was like the JV against the varsity,” said Brown, who coached the Pistons the last two seasons. “I think they could’ve beaten us by 50.” AD Quality Auto 360p 720p 1080p Top articles1/5READ MORESanta Anita opens winter meet Saturday with loaded cardMarbury sprained his left shoulder in Monday’s loss to Minnesota, and Davis was ejected from Wednesday’s overtime loss in Chicago for entering the stands to confront a fan he thought was harassing his wife. Davis was suspended five games by the NBA on Thursday. The Knicks were forced to start three rookies for the first time in 20 years against what many consider the NBA’s best starting five. “They just did anything they wanted,” Brown said. “Rip could have had 100, actually. It hurts us not having Steph and Tony, but then again they’re at a whole different level than we are right now.” Tayshaun Prince scored 18 points for the Pistons, who have won both meetings this season against Brown. Eddy Curry scored 26 points for New York and Channing Frye had 15. “When a team is short-handed, you can’t allow them to hang around and feed off their emotions,” Pistons center Ben Wallace said. “Knowing that they got guys out, guys want to come out and play a little extra hard, try to pick it up. You can’t afford to let those type teams hang around too long.” Hamilton had 16 points at halftime, shooting 7 of 9. 160Want local news?Sign up for the Localist and stay informed Something went wrong. Please try again.subscribeCongratulations! You’re all set!
In the Masters of Human Resources program at Rollins College, students are challenged to define and implement leadership in their personal and professional lives. In pursuit of that goal, the current MHR cohort created this video; a compilation of answers to two questions from Rollins College students and faculty, as well as business leaders from large, well known organizations. Two questions were asked of these individuals: What is Human Resources Leadership? In a business world that increasingly values Human Resources and seeks HR’s input in business strategy, what does HR leadership look like? What is required of us as HR leaders? The answers are wide-ranging, but a common thread that runs through this video: strong and authentic character is far more important than any set of skills we are able to learn. We must inspire and invest in the individuals who do our work, so that they are prepared to excel in their positions.How can future HR leaders create a better tomorrow? The world is changing more quickly today than it ever has before. Communication happens more rapidly in more ways than used before, necessitating heightened transparency and use of technology to communicate effectively and clearly with employees. Clear and effective communication also gives people the tools they need to excel as a team. Leaders must accept communication well also—receiving feedback as readily as they give it. And all of this must be done in a way that allows for data to be collected, for as Jackie Brito, SPHR shared, “you can’t manage what you can’t measure.”As Human Resources leaders, we are tasked with leading well, but it can be challenging to understand what that means and implement it in our daily lives. In the end, however, it comes down to acting with integrity, empowering others, measuring and maintaining data, and communicating effectively. Produced by: Mutaib Alotaibi, Milca Bowie, Catelin Brown, Winston Davis, Charmaine Deglas, Michael Dill, Amelia Fantini, Dilsia Fernandez, Danielle Gal, Laura Headley, Amanda Hendrickson, Liyang Liu, Maria Marquez, Stuart McGilvray, Molly Pruitt, Sarah Stuart, Patrice Tait, Pieter Van Zyl, Joey Vecchione, Chris Whitlock and Garrett Yount.
At some point in your retail loss prevention career, if you haven’t done so already, you will be called upon to help make procurement decisions on new technology, such as electronic article surveillance (EAS) or video surveillance. While you may be most interested in the features, functions, and benefits of the technologies, your CFO will be more interested in the oft-used cliché, “bang for the buck.” So, how do you calculate ROI in retail?This post explains the financial concepts required to conduct a cost vs. benefit analysis, as well as a full-fledged return-on-investment (ROI) analysis. It will also provide insight into the process by which your CFO decides the following key questions:What type of analysis (simple or complex) should be used?What are the costs and benefits associated with this project?How long will it take before the costs are recovered?Will the project turn a profit? If so, how much?How does the profitability of this project rank against all others?What Is ROI Analysis?Simply stated, an ROI analysis determines the amount and rate (percentage) of anticipated or earned profit, if any, from an investment. A pro forma analysis is conducted in the planning stages of a project using cost and benefits estimates. The idea is to calculate an expected or anticipated return based on well-reasoned assumptions. ROI analysis is also used after a project’s implementation in order to calculate the actual return and to see whether or not the investment met financial expectations.- Sponsor – There are basic and comprehensive analytical methods. The basic methods simply calculate a time horizon for cost recovery (payback) in months or years, or a simple return on investment percentage (what percentage of the cost will be, or has been, recovered). Payback ignores the concept of the time value of money, meaning a dollar that you have in your hands today is worth more than the promise or expectation that you will receive a dollar in the future. Payback also ignores any costs or benefits beyond the first year. Because of these limitations, we will not employ a payback calculation in this analysis.The more sophisticated and accurate calculations, often called discounted cash flow methods, try to encompass the following items and concepts:All fixed and variable costs and benefits, no matter when they occur,ROI measured against a prescribed time horizon, such as a five-year depreciation schedule,Taxes, opportunity costs, and the time value of money, andROI results compared to a benchmark or “hurdle” rate (a rate of return below which the project will be rejected).Net Present Value. Discounted cash flow analysis is a method of valuing a project using the concepts of the time value of money. All future cash flows (incoming [benefit] and outgoing [cost]) are estimated and discounted at a required rate of return to give their present value. The sum of all discounted cash flows covering the time horizon is the net present value (NPV). A zero NPV means the project repays the original investment and covers the required rate of return—essentially a breakeven. A positive NPV indicates a profit (over the required return), and a negative NPV indicates a loss. In capital budgeting, the discount rate used is called the “hurdle rate” and is usually equal to the incremental cost of capital. The ROI on a project must exceed the hurdle in order to be judged worthy of an investment. When choosing among a number of investments, the CFO looks for the highest NPV.Internal Rate of Return (IRR) is the rate promised by the project over its useful life. It is sometimes referred to as “yield on project.” The IRR is the discount rate that will cause the NPV of a project to be zero. Once the IRR has been calculated, it is compared to the company’s required (minimum acceptable) rate of return. If the IRR is equal to or greater than the required rate of return, then the project is acceptable. If not, it is rejected. Often, a retailer’s cost of capital is used as the required rate of return. The logic is that if a project cannot provide a return at least as large as the cost of the investment, then it is unprofitable.Both NPV and IRR are readily available formulas in spreadsheet programs. There is no need to calculate them by hand.Why Is ROI Analysis Important?First, an accurate return-on-investment analysis prohibits unprofitable decisions. A well-reasoned, thoroughly researched financial justification tends to inhibit emotional decisions, and promotes “buy-in” for the project, and helps the loss prevention department make a professional case to senior management for accepting and implementing new technology for retail stores.Quantifying Costs and BenefitsProper ROI analyses start with a thorough compilation of all costs and benefits that could possibly be associated with the proposed project. While each project may be different, the costs can be divided into three categories—investment, one-time preparation, and other.The main investment is the cost of any hardware or software licensing fees. These costs will most likely be depreciated (hardware) or amortized (software) over a fixed time horizon established in our generally accepted accounting principles (GAAP).One-time preparation costs include sales taxes, freight charges, and the cost of site preparation and installation. These costs are added to the total investment for depreciation/amortization purposes.Other costs include such things as the labor required to operate or manage the project, maintenance, IT expenses, or any other incidental expenses. These costs may be one-time or annual, fixed or variable. Generally, they are not included in the investment, but are “expensed,” meaning they are accounted for in full when they are incurred.A “hard” cost, such as the cost of the EAS tags or other retail theft prevention system, is objective and easily acknowledged and quantified. All hard costs and benefits should be included in the ROI analysis. “Soft” costs/benefits are those that are more subjective estimates rather than precise calculations. For example, an anticipated improvement in labor productivity may not be as easily acknowledged and quantified. The most accurate ROI analyses rely upon “hard” costs as exclusively as possible and only include “soft” costs where the circumstances can be clearly understood and agreed upon by the project participants.Measuring the Major BenefitsThe “R” in ROI means return. A return is a tangible benefit, most often measured over time, which offsets some or all of the project’s costs. Each project has its own list of potential benefits. The most common benefit types in projects that implement new technology for retail stores are:Reduction in inventory shortage,Labor savings,Additional sales, andProductivity improvementA reduction in inventory shortage is usually the largest and most important potential benefit from loss prevention investments. If you think about it, we are making investments in security programs with the intention that shortage will be reduced from current levels, or that the countermeasures will keep shortage from rising to unprofitable levels. Shortage reduction and control is loss prevention’s raison d’être. We must be able to accurately estimate the impact that the project will have, or has had on shortage.The shortage performance graph below plots the inventory shortage results in a retail apparel store that had experienced a significant increase in shoplifting. After installing EAS, the results were measured after the first year, and future results were estimated over the balance of a five-year time horizon (years +2 through +5). In this example, EAS is the only countermeasure that was used, so any change in shortage can be directly attributed to its deterrent qualities. The horizontal (X) axis measures time, in years, and the vertical (Y) axis measures shortage as a percentage of sales. Under this scenario, shortage had been rising and the crisis point (year 0) was reached when shortage reached 5 percent of sales. EAS was installed at the end that fiscal year (year 0) directly after the annual inventory was taken. At the end of the first fiscal year of EAS usage (year +1), shortage dropped by 50 percent to 2.5 percent of sales. Management assumed that shortage would remain at the lower level over the rest of the time horizon.The dollar value of the reduction in shortage over the five-year time horizon is the financial benefit that will be entered into ROI calculation for the project. Assume that the store’s annual sales are $1 million. Assume further that shortage would have stayed at its crisis point of 5 percent (dotted red line) had EAS not been installed. Without EAS, annual shortage would be $50,000. Since the EAS installation, annual shortage dropped to 2.5 percent ($25,000), and with proper management, would remain at that lower level over the subsequent four years. So, the financial benefit gained by the use of EAS is the difference (at cost) between the shortage at the crisis point before the installation (5 percent) and the average rate of shortage after the installation (2.5 percent)—a savings of $25,000 at retail per year.To arrive at the cost of shortage, we must multiply by the cost of goods sold (COGS), in this case 55 percent. By “costing out” the change in shortage, we are treating it (accounting-wise) the same as we treat the cost of the EAS equipment, making the results “apples to apples.” This calculation will be shown later in the real-world example.Additional sales may be generated in other ways. If an EAS investment reduces shortage by 50 percent, there will be more merchandise available for sale than there was before EAS was installed. Will some of these items be sold? Without a doubt. The questions are:Can the amount of incremental sales be accurately estimated?How are incremental sales valued in the ROI analysis?Thanks to the work of retailers and academic researchers, studies have shown that there is an inverse relationship between item-level shortage and sales. In other words, statistics show that when shortage in certain items decreases, sales in those items increase. The range of the sales increase is wide, and at this point this type of benefit has to be considered “semi-soft,” meaning that while there is empirical proof that incremental sales occur, the estimate is still subjective, unless the retailer has conducted its own study. For this reason, an estimate of the impact of incremental sales will not be used in the real-world example analysis below.Calculating the financial benefit of an incremental sale, however, is straightforward. Doing so requires an additional piece of information—the “gross margin” percentage of the items in question. Suppose the EAS project results in provable incremental sales of $50,000 per year at retail, and the gross margin percentage of those items is 19 percent. To calculate the gross margin impact of the incremental sales, multiply them by the gross margin percentage ($50,000 x 19% = $9,500). This gross margin impact is the financial benefit that would be included in the ROI analysis.Labor savings can be included when an investment in technology results in a reduction in labor hours. Labor savings is a “hard” benefit that is calculated by multiplying a wage rate by the number of hours saved in the project. Typically, if labor hours are reduced, then employee benefits are reduced, as well. Often called a “benefits component,” it is usually expressed as a percentage of the base wage rate. Ask your human resources department for the rate.If the benefit component rate is 18 percent, and the hourly base wage rate is $10.00, then the benefit component is $1.80 per hour, and the “fully burdened” wage rate is $10.00 + $1.80 = $11.80. If the investment saves 120 hours of labor per year, then the labor savings benefitin the ROI analysis is $11.80 x 120 or $1,416 per year.Productivity improvement comes in many forms, but is not easily quantified. Suppose that an investment in video surveillance equipment allowed loss prevention agents to apprehend 15 percent more shoplifters per year than previously. Suppose further that the average value of each bust was $75.00, at retail, in recovered merchandise, and the number of annual cases had been 80 per year. A 15 percent increase in productivity allows the agent to work about twelve more cases, and results in an additional recovery of $900 at retail per year. Multiplying the amount of the recovery by the COGS of the items (55 percent) provides a benefit of $495 to the ROI analysis.How Do You Calculate ROI in Retail? A Real-World ExampleThe following simple real-world example will supply the data necessary to explain the analytical concepts discussed above.Suppose the management of the apparel chain mentioned above is trying to decide between installing EAS or video surveillance in a high-shortage store. The choice is between a simple EAS pedestal system with plastic tags and detachers versus an array of video domes interconnected to a monitor/switcher/recorder…nothing fancy. Suppose that the chain already used both countermeasures, and EAS has been proven to reduce inventory shortage by 50 percent and video by 35 percent. Assume, as we did above, that the store’s shortage is 5 percent of sales, and annual sales will be $1 million per year for each of the five years. The COGS for the protected items is 55 percent. The various costs have been identified and quantified in the chart:Shortage Reduction Benefit Calculation. In the EAS example, management expects shortage to decrease by 50 percent from 5.0 to 2.5 percent of sales and remain at the reduced level for the five-year time horizon of the project. The annual sales for the store is $1 million and the COGS for the protected items is 55 percent, so the annual ROI benefit from the estimated reduction in shortage is $13,750 per year.In the video surveillance example, management expects shortage to decrease by 35 percent from 5.0 to 3.25 percent of sales and remain at the reduced level for the five-year time horizon of the project. The annual sales and COGS are the same, so the annual ROI benefit from the estimated reduction in shortage is $9,625 per year.Choosing the Most Profitable Investment. Let’s calculate NPV and IRR for the competing technologies in our real-world example to answer the CFO’s questions from the opening paragraph:Will either countermeasure be profitable?Which one is more profitable?How long will it take to recover the investment?EAS—The annual benefit (at cost) from shortage reduction using the EAS technology is $13,750. From that we must account for all of the costs, beginning with the initial investment in EAS system, tags, and detachers, a total of $9,200. One-time preparation costs are $1,250. Both of these items must be depreciated. Annual costs include tagging and tag removal labor ($4,800) and tag replacement ($100). In years two through five there is an additional expense of $200 for maintenance. In addition, the impact of taxes (39%) and the cost of capital (8%) must be included. The results of these calculations are:Video Surveillance—The annual benefit (at cost) from shortage reduction using video technology is $9,625. From that we must account for all of the costs, beginning with the initial investment of $3,000 in the video domes, monitors, switchers, and recording device. One-time preparation costs are $1,010. Both of these items must be depreciated. Annual costs include system management labor ($6,000). In years two through five there is an additional expense of $100 for maintenance. In addition, the impact of taxes (39%) and the cost of capital (8%) must be included. The results of these calculations are:The Verdict Is EAS. Both countermeasures are profitable because the NPV calculations are greater than zero. The IRR calculations suggest that both generate a significant return over and above the 8 percent cost of capital used as the discount rate. Note, however, that the NPV for EAS ($15,400) is almost triple that of video ($5,900), and the IRR for EAS (65.08%) is almost 10 percentage points higher than that of video (55.12%).Based on these metrics, EAS is the countermeasure of choice. There are a couple of reasons. First, the assumed shortage reduction for EAS (50%) exceeded that of video (35%). Second, the annual costs for video in years two through five are higher.This article was originally published in 2010 and was updated February 19, 2018. Stay UpdatedGet critical information for loss prevention professionals, security and retail management delivered right to your inbox. Sign up now
Guide to Performing Bulk Email Verification The Dos and Don’ts of Brand Awareness Videos A Comprehensive Guide to a Content Audit dave copeland Tags:#Facebook#web Related Posts Facebook is Becoming Less Personal and More Pro… The biggest takeaway from Facebook’s updated filing with the Securities and Exchange Commission is that the company will not be able to rely on adding new users at breakneck speed as a way of boosting revenue.It’s a fact that Facebook readily concedes.“Historically, our user growth has been a primary driver of growth in our revenue,” the company said in its fourth update to the S-1 notice it originally filed in February. “We expect that our user growth and revenue growth rates will decline as the size of our active user base increases and as we achieve higher market penetration rates.”There were relatively few surprises in the document: Facebook released more details of its Instagram purchase, saying it had paid $300 million in cash and 23 million shares. It also said U.S. and Canadian users made up 50% of its revenue on the first quarter ending March 31, down from 54% a year ago.Facebook broke the 900 million user mark during the quarter, about five months after it reached the 800 million user mark. That pace had slowed slightly, as it took Facebook just three months to grow from 700 million to 800 million users. In the filing, Facebook said each of its 901 million users was worth $1.21, up 6% from a year ago.Otherwise, it was business as usual for the company that may be valued at more than $100 billion after its shares start trading publicly next month (according to Facebook, it’s current share price on private markets puts the company’s value at $77 billion). Revenue in the three months ending March 31 was up from the period a year ago, but net income fell to $205 million in the first quarter, down from $233 million a year ago. Facebook attributed the dip to higher operating costs.And if the pace of user growth and net income had dropped, the penetration of Facebook did not. The company said it had 532 million daily active users in the first quarter, up from 372 million a year ago. The company did confirm that it would trade on NASDAQ under the ticker symbol FB, which had already been widely reported. Facebook did not, however, give a date for the IPO, which is widely believed to be set for May 16, 17 or 24.
The Bob Hope Legacy has extended its commitment to EasterSeals Southern California with a three-year, $750,000 grant to further support the development and expansion of the Bob Hope Veterans Support Program.“Since its founding in 2014, the Bob Hope Veterans Support Program has grown quickly to become an effective and celebrated provider of employment transition services for local veterans,” said Miranda Hope, Legacy member and Vice President of the Bob and Dolores Hope Foundation. “This program is a great tribute to the legacy of my grandfather, Bob Hope, who cared deeply about veterans and their families for six decades.”Launched with a three-year $1.1 million dollar grant from The Bob Hope Legacy to begin serving veterans in San Diego County, the program has since expanded to serve veterans in Orange County as well. The additional funds will allow the program to increase coverage in those counties and extend services throughout Southern California.“To date more than 700 veterans have gone through the program. We are thrilled to support an organization that empowers veterans with access to the tools, support and resources they need to gain meaningful employment and thrive,” Hope added. “I know my grandfather would be proud to have his name and foundation’s funds tied to such an effective and meaningful program.”The program will receive $250,000 per year for the next three years from the Legacy, facilitating the hiring of more Employment Specialists, providing veterans with unique one-on-one coaching and employment support and referrals to other resources such as ongoing education, VA benefits, physical and mental health support, housing and financial assistance to smooth the transition to civilian life.“The Legacy’s continued commitment to the Southern California veteran community has had a direct and positive impact on the lives, well-being and employment success of hundreds of veterans and their families,” said John Funk, director of the Bob Hope Veterans Support Program at Easterseals Southern California. “It is our incredible honor and privilege to serve this community and honor the Bob Hope Legacy.”Updates on the program’s expansion and stories of success will be posted on easterseals.com/ESSCBobHopeVeterans. Veterans or potential employers interested in learning more about the Easterseals Bob Hope Veterans Support Program can also call (760) 737-3990.