text:
SECTION 1. PRINCIPAL OFFICE. The corporation shall continuously maintain in Cook County in the State of Illinois a registered office and a registered agent whose business office is identical with such registered office.
SECTION 2. CHANGE OF ADDRESS. The Board of Directors may change the principal office from one location to another within Cook County without amending these Bylaws.
SECTION 3. OTHER OFFICES. The Board of Directors may, from time to time, designate other offices as required for the corporation’s business and activities at such places, within or without the State of Illinois, where the corporation is qualified to do business.
SECTION 1. ELIGIBILITY. Any natural person who shares the objectives of this corporation may become a member by payment of annual dues in accordance with Section 4 of this Article.
To serve as Directors or officers of the corporation.
To attend the annual conference of the corporation, without payment of any additional fee, and to attend such other meetings of members as the Board of Directors may schedule from time to time.
To attend, speak at, and make nominations for the position of Director or officer at meetings of the Board of Directors.
To vote on any matter submitted to a vote of the membership in accordance with Section 3 of this Article.
SECTION 3. SUBMISSION OF MATTERS TO THE MEMBERSHIP. The Board of Directors may, at its discretion, submit any question within its authority to a written vote of the members, either by mail ballot or at a business meeting held at the annual conference. The Board may adopt such rules as it deems necessary for the conduct of balloting and meetings.
SECTION 4. DUES. Annual dues shall be payable, in the amount set by the Board of Directors, on or before the last day of each year’s annual conference. The schedule of dues may include discounts for early payment, and the Board may delegate authority to set dues to the Conference Chairman.
SECTION 5. TERMINATION OF MEMBERSHIP. All rights of membership terminate (i) at the end of the annual conference, if the member has not paid his dues by the last day of the conference or (ii) upon the member’s expulsion by vote of two-thirds (2/3) of the Board of Directors. A member may be expelled only for conduct seriously detrimental to the purposes of the corporation and after a hearing in accordance with the procedures specified in the corporation’s parliamentary authority.
SECTION 1. NUMBER. The number of Directors shall be nine (9). The number of Directors may be decreased to not fewer than three (3) or increased to any number from time to time by amendment of this section, except that the reduction of the number of the members of the Board of Directors shall not serve to terminate the term of any duly elected Director prior to the expiration of his term pursuant to these Bylaws.
SECTION 2. QUALIFICATIONS. Any member of this corporation over the age of 21 may be a Director of the corporation.
SECTION 3. GENERAL POWERS. Subject to the provisions of the laws of the State of Illinois and any limitations in the Articles of Incorporation and these Bylaws relating to action required or permitted to be taken or approved by the members of this corporation, activities and affairs of the Corporation shall be exercised by or under the direction of the Board of Directors.
Register their addresses with the Secretary of the corporation, along with such alternate contact addresses (including telephone numbers, facsimile telephone numbers, and e-mail addresses) as they may choose to provide. Notices of meetings transmitted to any of a Director’s registered addresses shall be valid notices thereof.
SECTION 5. TENURE. Each Director shall hold office until the annual meeting of Directors held during the third year following said Director’s election and until his successor shall have been elected and qualified.
SECTION 6. COMPENSATION. Directors shall not receive any stated salaries for their service, but by resolution of the Board of Directors a fixed sum and expenses of attendance, if any, shall be allocated for each regular or special meeting of the Board, provided that nothing herein contained shall be construed to preclude any Director from serving the corporation in any other capacity and receiving reasonable compensation therefor.
SECTION 7. REGULAR MEETINGS. A regular meeting of the Board of Directors shall be held without other notice than these Bylaws during or immediately after and at the same place as the annual conference. The Board of Directors may schedule a time and place for the holding of additional regular meetings of the Board without other notice than such resolution.
SECTION 8. SPECIAL MEETINGS. Special meetings of the Board of Directors may be called by or at the request of the President or any Director. The person calling for the special meeting may fix any reasonable time and place for the holding of the meeting.
SECTION 9. NOTICE. Notice of any special meeting of the Board of Directors shall be given at least five (5) business days previously thereto by providing notice to each director at one or more of his contact addresses as shown by the records of the corporation. Such notice shall be transmitted at the expense of the sender and shall be deemed as delivered upon successful transmission. Notice of any special meeting of the Board of Directors may be waived in writing signed by the person or persons entitled to the notice either before or after the time of the meeting. The attendance of a Director at any meeting shall constitute a waiver of notice of such meeting, except where a Director attends a meeting for the express purpose of objecting to the transaction of any business because the meeting is not lawfully called or convened. Neither the business to be transacted at, nor the purpose of, any regular or special meeting of the Board need be specified in the notice or waiver of notice of such meeting, unless specifically required by law or these Bylaws.
SECTION 10. QUORUM. A majority of the Board of Directors shall constitute a quorum for the transaction of business at any meeting of the Board, provided that if less than a majority of the Directors are present at said meeting, a majority of the Directors present may adjourn to another time without further notice.
SECTION 11. INFORMAL ACTION BY DIRECTORS. The Board of Directors may take action outside of a regular or special meeting by polling the Directors. Such poll shall be conducted by the President or such other Director(s) as he may specify and notice of the result of the poll shall be communicated to the Secretary and the Directors via one or more of the contact addresses specified in Section 4 above. No action may be taken as a result of such a poll unless the action is approved by a majority, or super-majority if required by the Bylaws or Articles of Incorporation, of the whole number of Directors currently serving in office; nor may action be taken if it would be otherwise prohibited by the Articles of Incorporation, these Bylaws, or provisions of law.
SECTION 12. MAJORITY ACTION AS BOARD ACTION. Every act or decision done or made by the Directors present at a meeting duly held at which a quorum is present or by polling the Board of Directors as specified in Section 11 is the act of the Board of Directors, unless the Articles of Incorporation, these Bylaws, or provisions of law require a greater percentage or different voting rules for the approval of the matter by the Board.
SECTION 13. CONDUCT OF MEETINGS. Meetings of the Board of Directors shall be presided over by the President or, in his absence, by the Treasurer of the corporation or, in the absence of both the President and Treasurer, by a Chairman chosen by a majority of the Directors present at the meeting. The Secretary of the corporation shall act as Secretary of all meetings of the Board provided that, in his absence, the presiding officer shall appoint another person to act as Secretary for the meeting.
Meetings shall be governed by Robert’s Rules of Order, Newly Revised Edition insofar as such rules are not inconsistent with or conflict with the Articles of Incorporation, these Bylaws, or with provisions of law.
SECTION 14. VACANCIES. Vacancies on the Board of Directors shall exist (1) on the death, resignation, or removal of any Director, and (2) whenever the number of authorized Directors is increased.
Any Director may resign effective upon giving written notice to the President, the Secretary, or the Board of Directors, unless the notice specifies a later time for the effectiveness of such resignation. No Director may resign if the corporation would then be left without a duly elected Director or Directors in charge of its affairs, except upon notice to the Office of the Secretary of State of Illinois. No Director may resign if his resignation would result in the number of remaining Directors being less than three (3), except directly to the Board of Directors at a special meeting called for the purposes of the tendering of the Director’s resignation and the immediate election of a successor Director.
Directors may be removed from office, with or without cause, as permitted by and in accordance with the laws of Illinois.
Unless otherwise provided by the Articles of Incorporation, these Bylaws, or provisions of law, vacancies on the Board of Directors shall be filled by approval of a majority of the Directors then in office. A Director elected to fill a vacancy shall be elected for the unexpired term of his predecessor in office or until his death, resignation, or removal.
SECTION 15. ELECTION. Directors shall be elected in staggered terms, with one-third of the three-year Directorships coming up for election each year. The election shall be held at the annual meeting of the Board of Directors, or at any special meeting called for that purpose. Any person qualified to be a Director under these Bylaws may be nominated to fill any position on the Board of Directors. Nominations for Directorships may be made by any person present at the time and place established for nominations; provided, however, that if a person is nominated by any person who is not a Director of the corporation, said nomination shall be effective only if seconded by a Director.
Voting for the election of Directors shall be by secret written ballot. Each Director shall cast one vote per candidate and shall vote for as many candidates as the number of candidates to be elected to the Board. If possible, votes shall be tabulated by at least two Directors who are not candidates. The tabulators may, if necessary, conduct multiple rounds of balloting, eliminating candidates who do not obtain sufficient support to remain on the ballot and electing candidates who have a clear majority in a given round of balloting.
SECTION 16. NON-LIABILITY OF DIRECTORS. The Directors of the corporation shall not be personally liable for the debts, liabilities, or other obligations of the corporation.
SECTION 17. INDEMNIFICATION BY CORPORATION OF DIRECTORS AND OFFICERS. The Directors and officers of the corporation shall be indemnified by the corporation to the fullest extent permissible under the laws of the State of Illinois.
SECTION 18. INSURANCE FOR CORPORATE AGENTS. Except as provided under the provisions of law, the Board of Directors may adopt a resolution authorizing the purchase and maintenance of insurance on behalf of any agent of the corporation (including a Director, officer, employee, or other agent of the corporation) against liabilities asserted against or incurred by the agent in such capacity or arising out of the agent’s status as such, whether or not the corporation would have the power to indemnify the agent against such liability under the Articles of Incorporation, the Bylaws, or provisions of law.
SECTION 1. OFFICERS. The officers of the corporation shall be President, Treasurer, Secretary, and Conference Chairman. No person may simultaneously hold more than one (1) of these offices.
The Board of Directors may, at its discretion, elect other officers who shall have the authority and perform the duties prescribed by the Board of Directors. If required by law, the Articles of Incorporation, or these Bylaws, these officers shall give bonds for the faithful discharge of their duties in such sum and with such sureties as the Board of Directors shall determine.
SECTION 2. QUALIFICATIONS. Any person who is qualified to be a Director of this corporation, except that the President and the Conference Chairman must reside within 100 miles of the City of Chicago.
SECTION 3. ELECTION AND TERM OF OFFICE. The officers of the corporation shall be elected annually by the Board of Directors at the regular meeting of the Board of Directors. If the election of officers shall not be held at such meeting, such election shall be held as soon thereafter as conveniently may be. Vacancies may be filled or new offices created and filled at any meeting of the Board of Directors. Each officer shall hold office until the regular meeting of the Board of Directors; or until his successor shall have been duly elected and shall have qualified; or until his death; or until he shall resign; or until he shall have been removed in the manner hereinafter provided. Election of an officer shall not of itself create contract rights.
SECTION 4. REMOVAL AND RESIGNATION. Any officer elected or appointed by the Board of Directors may be removed by a two-thirds majority vote of the Board of Directors whenever, in its judgment, the best interest of the corporation would be served thereby, but such removal shall be without prejudice to the contract rights, if any, of the person so removed.
Any officer may resign at any time by giving written notice to the Board of Directors or to the President or Secretary or the corporation. Any such notification shall take effect at the date of receipt or any later date specified therein, and, unless otherwise specified therein, the acceptance of the resignation shall not be necessary to make it effective.
SECTION 5. VACANCIES. Any vacancy caused by the death, resignation, removal, disqualification, or otherwise of any officer shall be filled by the Board of Directors. In the event of a vacancy in any office other than that of President or Conference Chairman, such vacancy may be filled temporarily by appointment by the President until such time as the Board of Directors shall fill the vacancy. Vacancies occurring in offices of officers appointed at the discretion of the Board may or may not be filled as the Board shall determine.
SECTION 6. DUTIES OF PRESIDENT. The President shall be the chief executive officer of the corporation and shall, subject to the control of the Board of Directors, supervise and control the business and affairs of the corporation and the activities of the officers. He shall perform all the duties incident to his office and such other duties as may be required by law, by the Articles of Incorporation, or by these Bylaws, or which may be prescribed from time to time by the Board of Directors. Unless another person is specifically appointed as Chairman of the Board of Directors, the President shall preside at all meetings of the Board of Directors, and, if this corporation has members, at all meetings of the members. Except as otherwise expressly provided by law, the Articles of Incorporation, or these Bylaws, he shall, in the name of the corporation, execute such deeds, mortgages, bonds, contracts, checks, or other instruments which may from time to time be authorized by the Board of Directors. The President may vote all securities which the corporation is entitled to vote except as and to the extent such authority shall be vested in a different officer or agent of the corporation by the Board of Directors.
Certify and keep at the principal office of the corporation, or at such other place as the Board may determine, the original, or a copy, of these Bylaws as amended or otherwise altered to date.
Keep at the principal office of the corporation, or at such other place as the Board may determine, a book of minutes of all the meetings of the Directors, and, if applicable, meetings of committees of Directors and of members, recording therein the time and place of holding, whether regular or special, how called, how notice thereof was given, the names of those present or represented at the meeting, and the proceedings thereof.
Be custodian of the records and of the seal of the corporation and affix the seal, as authorized by law or the provisions of these Bylaws, to duly execute documents of the corporation.
Keep at the principal office of the corporation, or at such other place as the Board may determine, a membership record containing the name and address of each and any members, and, in the case where any membership has been terminated, he shall record such fact on the membership record together with the date on which such membership ceased.
Exhibit at all reasonable times to any Director of the corporation, or to his agent or attorney, on request therefor, the Bylaws, the membership record, and the minutes of the proceedings of the Board of Directors of the corporation.
In general, perform all duties incident to the office of Secretary and such other duties as may be required by law, the Articles of Incorporation, or these Bylaws, or which may be assigned to him from time to time by the Board of Directors.
Have charge and custody of, and be responsible for, all funds and securities of the corporation, and deposit all such funds in the name of the corporation in such banks or other depositories as shall be selected by the Board of Directors.
Exhibit at all reasonable times the books of account and financial records to any Director of the corporation, or to his agent or attorney, on request therefor.
Render to the President and Directors, annually at the regular meeting of the Board of Directors and whenever otherwise requested, an account of any and all of his transactions as Treasurer and of the financial condition of the corporation.
Prepare, or cause to be prepared, or certify, or cause to be certified, the financial statements to be included in any required reports or tax returns.
In general, perform all duties incident to the office of the Treasurer and such other duties as may be required by law, by the Articles of Incorporation, or the Bylaws, or which may be assigned to him from time to time by the Board of Directors.
If required by law, the Articles of Incorporation, or these Bylaws, the Treasurer shall give bonds for the faithful discharge of their duties in such sum and with such sureties as the Board of Directors shall determine.
Preside over and be responsible for the control and operation of the annual conference of the corporation, subject to the direction and control of the Board of Directors.
Preside at the meetings of the Conference Planning Committee. The Conference Chairman shall designate one or more persons to preside over such meetings of the Conference Planning Committee as he shall be unable to attend.
Disburse, or cause to be disbursed, the funds of the corporation for payment of the expenses of the annual conference, taking proper vouchers for such disbursements, except as otherwise expressly provided by law, the Articles of Incorporation, or the Bylaws, or as may be directed by the Board of Directors.
Render, in writing, to the President and Directors, within 120 days after the completion of the annual conference over which he presided, or at the next meeting of the Board of Directors, whichever comes first, a report of the activities conducted at the annual conference, as well as a financial report of the expenses and financial status of the annual conference.
Prepare, or cause to be prepared, the financial statements to be included in any required reports.
Perform all the duties incident to his office and such other duties as may be required by law, by the Articles of Incorporation, or by these Bylaws, or as may be prescribed from time to time by the Board of Directors.
The Conference Chairman may not, except upon the approval of the Board of Directors, make any commitments which bind any successor Conference Chairman.
SECTION 10. COMPENSATION. No Officer shall receive any stated salaries for their service, but by resolution of the Board of Directors a fixed sum and expenses of attendance, if any, shall be allowed for each regular or special meeting of the Board which an Officer may be required to attend, either by law, the Articles of Incorporation, these Bylaws, or the Board of Directors.
SECTION 1. COMMITTEES OF DIRECTORS. The Board of Directors, by resolution adopted by a majority of the Directors in office, may designate one or more committees, each of which shall consist of two or more Directors, which committees, to the extent provided by in said resolution and not restricted by law, shall have and exercise the authority of the Board of Directors in the management of the corporation; but the designation of such committees and the delegation thereto of authority shall not operate to relieve the Board of Directors or any individual Director of any responsibility imposed upon it or him by law.
SECTION 2. OTHER COMMITTEES. The corporation shall have such other committees as may from time to time be designated by resolution of the Board of Directors. These committees may consist of persons who are not also Directors and shall act in an advisory capacity to the Board.
SECTION 3. TERM OF OFFICE. Each member of a committee shall continue as such until the next annual meeting of the members of the corporation and until his successor is appointed, unless the committee shall be sooner terminated, or unless such member is removed from such committee, or unless such member shall cease to qualify as a member thereof.
SECTION 4. CHAIRMAN. One member of each committee shall be designated chairman by the Board of Directors, the President, or, in the absence of a designation by the Board of Directors or the President, by the members of the committee.
SECTION 5. VACANCIES. Vacancies in the membership of any committee shall be filled by appointments made in the same manner as provided in the case of the original appointments.
SECTION 6. QUORUM. Unless otherwise provided in the resolution of the Board of Directors designating the committee, a majority of the members of the committee shall constitute a quorum and the act of a majority of the members present at a meeting at which a quorum is present shall be the act of the committee.
SECTION 7. MEETINGS AND ACTION OF COMMITTEES. Meetings and actions of committees shall be governed by, noticed, held, and taken in accordance with the provisions of these Bylaws concerning meetings of the Board of Directors, with such changes in the context of such Bylaw provisions as are necessary to substitute the committee and its members for the Board of Directors ad its members, except that the time for regular and special meetings of committees may be fixed by the committee. The Board of Directors may also adopt rules and regulations pertaining to the conduct of meetings of committees to the extent that such rules and regulations are not inconsistent with the provisions of these Bylaws.
SECTION 1. CONTRACTS. The Board of Directors may authorize any officer or officers, agent or agents of the corporation, in addition to the officers so authorized by these Bylaws, to enter into any contract or execute and deliver any instrument in the name of and on behalf of the corporation and such authority may be general or confined to specific instances.
SECTION 2. CHECKS, DRAFTS, ETC. All checks, drafts, or other orders for the payment of money, notes, or other evidences of indebtedness issued in the name of the corporation shall be signed by such officer or officers, agent or agents of the corporation and in such manner as shall from time to time be determined by resolution of the Board of Directors. In the absence of such determination by the Board of Directors, such instruments shall be signed by the Treasurer.
SECTION 3. DEPOSITS. All funds of the corporation shall be deposited from time to time to the credit of the corporation in such banks or other depositories as the Board of Directors may select.
SECTION 4. GIFTS. The Board of Directors may accept on behalf of the corporation any contribution, gift, bequest, or devise for the general purposes of for any special purpose of the corporation.
Minutes of all meetings of Directors, committees of the Board indicating the time and place of holding such meetings, whether regular or special, how called, the notice, given, and the names of those present and the proceedings thereof.
SECTION 2. CORPORATE SEAL. The Board of Directors may adopt, use, and at will alter a corporate seal. Such seal shall be kept at the principal office of the corporation. Failure to affix the seal to corporate instruments, however, shall not affect the validity of any such instrument.
SECTION 3. DIRECTORS’ INSPECTION RIGHTS. Every Director shall have the absolute right at any reasonable time to inspect and copy all books, records, and documents of every kind and to inspect the physical properties of the corporation and shall have such other rights to inspect the books, records, and properties as may be required under provisions of law, the Articles of Incorporation, or other provisions of the Bylaws.
SECTION 4. RIGHT TO COPY AND MAKE EXTRACTS. Any inspection under the provisions of this Article may be made in person or by agent or attorney and the right to inspection shall include the right to coy and make extracts.
SECTION 5. PERIODIC REPORT. The Board of Directors shall cause any annual or periodic report required under law to be prepared and delivered to the Office of the Secretary of State of Illinois, within the time limits set by law.
Whenever any notice is required to be given under the provisions of the General Not for Profit Corporation Act of Illinois, or under provisions of the Articles of Incorporation, or these Bylaws of the corporation, a waiver thereof in writing signed by the person or persons entitled to such notice, whether before or after the time stated therein, shall be deemed equivalent to the giving of such notice.
The power to alter, amend, or repeal the Bylaws, or adopt new Bylaws shall be vested in the Board of Directors unless otherwise provided in the Articles of Incorporation or the Bylaws. Such action may be taken at a regular or special meeting for which notice of the purpose shall be given as specified in Article III, Section 9, that notice to include a copy of each proposed amended or additional bylaw. The amendment of existing Bylaws may contain any provision for the regulation and management of the affairs of the corporation not inconsistent with law or the Articles of Incorporation.
SECTION 1. SPECIFIC OBJECTIVES AND PURPOSES. The purpose of the corporation shall be to promote Science Fiction and Fantasy literature and art and to promote the education of such literature and to promote a better awareness and the education of science through such art forms. The activities of the corporation in furtherance of these objectives and purposes may include conferences, symposia, writers’ and artists’ forums, educations programs, and the making of distributions to other organizations with similar objectives and purposes.
SECTION 2. IRC SECTION 501(c)(3) PURPOSES. This corporation is organized exclusively for one or more of the purposes as specified in Section 501(c)(3) of the Internal Revenue Code, including, for such purposes, the making of distributions to organizations that qualify as exempt organizations under Section 501(c)(3) of the Internal Revenue Code.
SECTION 1. LIMITATION ON ACTIVITIES. No substantial part of the activities of the corporation shall be the carrying on of propaganda, or otherwise attempting to influence the legislature (except as otherwise provided by Section 501(h) of the Internal Revenue Code), and the corporation shall not participate in or intervene in (including the publishing or distribution of statements) any political campaign on behalf of or in opposition to any candidate for public office.
Notwithstanding any other provisions of the Bylaws, the corporation shall not carry on any activities not permitted to be carried on (a) by a corporation exempt from Federal income tax under Section 501(c)(3) of the Internal Revenue Code, or (b) by a corporation, contributions to which are deductible under Section 170(c)(2) of the Internal Revenue Code.
SECTION 2. PROHIBITION AGAINST PRIVATE INUREMENT. No part of the net earnings of the corporation shall inure to the benefit of, or be distributable to its members, Directors, trustees, officers, or other private persons, except that the corporation shall be authorized and empowered to pay reasonable compensation for services rendered and to make payments and distributions in furtherance of the purpose of the corporation.
SECTION 3. DISTRIBUTION UPON DISSOLUTION. Upon the dissolution of the corporation, the Board of Directors shall, after paying or making provision for the payment of all of the liabilities of the corporation, dispose of all of the assets of the corporation in such manner, or to such organization or organizations organized and operated exclusively for charitable, educational, religious, or scientific purposes as shall at the time qualify as an exempt organization or organizations under Section 501(c)(3) of the Internal Revenue Code, as the Board of Directors shall determine. Any such assets not so disposed of shall be disposed of by the Circuit Court of the county in which the principal office of the corporation is then located, exclusively for such purposes or to such organization or organizations, as said court shall determine, which are organized and operated exclusively for such purposes.
All references in these Bylaws to the Articles of Incorporation shall be to the Articles of Incorporation, Articles of Organization, Certificate of Incorporation, Organizational Charter, Corporate Charter, or other founding document of this corporation filed with the Office of the Secretary of Sate of Illinois and used to establish the legal existence of this corporation.
All references in these Bylaws to a Section or Sections of the Internal Revenue Code shall be to the Internal Revenue Code of 1986 as amended from time to time or to corresponding provisions of any future Federal tax code.


text:
There are numerous ways to increase your website traffic and attract new visitors to your website. It is important that you understand that this is not an overnight success story and will require you spend numerous hours of work and dedication to push your business forward and reach that first page of search results in order to achieve the goal you are looking to achieve.
So where do you start? The first place to start is to carry out a speed test of your website. The speed of your site and the time it takes pages to load is essential to ensure your potential clients have the best user experience and also to help you improve your ranking. Many people don’t realize how much search engine optimization has changed over the years and the speed at which your site pages take to pen play an important role in your SEO success.
The top SEO companies will also tell you never ignore pay per click (PPC) advertising. You may think it’s a money making racket and why should you pay for advertising when you can go onto social media and type your status and share with clients for free. PPC advertising is an affordable marketing method for online, you only pay when a client clicks on the link provided to find out more, this means that they are real customers wanting to find out more so that they can buy or order your services.
Ensure any SEO carried out by top SEO companies on your behalf only offer white hat and ethical search engine optimization techniques. You want to be seen in a positive light and therefore you can’t afford negativity. They should use techniques which are above board and effective to push you forward and help you achieve your goals.
Links have become one of the best ways to attract visitors to your website and any of the top SEO companies will agree. It is essential that you only take advantage of manual link building services and never automatic links. While automatic links appear the easiest solution, they can result in you being penalized by the top search engines. Rather ensure the top SEO company you choose to employ does all the link biding themselves in-house to achieve the best end result.
Everyone these days has a social media account. Social media has become the most visited sites on the internet from Facebook to Twitter and LinkedIn to Instagram, Pinterest and so many more. You have thousands of potential clients just visiting these social media sites daily which is why it’s essential that all companies embrace this and open an account with each site, to ensure that they reach their entire audience in the long run.
“Content is king,” a phrase used by all in the SEO industry. You want to always ensure that all the content that you publish online is of the finest quality. It should be relevant to your industry, it should be written to the highest of quality providing interesting and valuable information that potential clients want to know about and that will make them want to know more about your company. This should be whether they revisiting your website, reading your blog or reading an article you published online.
Finally, you can consider email marketing to ensure your company name is seen and remembered in a positive light. Email marketing can ensure that clients are aware of your website and have the address on hand to visit as and when they want to.
Idealysis is a leading internet marketing services provider based in India. This well-established company has built up a solid reputation on a global scale for their high levels of service and proven results. The company focuses on helping their customers drive more traffic to their website with a host of top quality services their customers can rely on and trust.

industry_corpus2: Computing & Telecommunications


text:
Can lean principles change the working culture and work processes in an Office of Financial Aid. In the spring of 2014 a local community college engaged Praxis to conduct a lean kaizen event. A four day event that turned their core process (award application process) into visual value stream map. At this time it was taking 10 weeks to process an application and they phones were not being answered. Today the phones are being answered and it takes 2-3 weeks to process an application during the high volume season of June – July.
These offices are important functions of any college or university. They are often the first point of contact with a prospective student. This means the perception of the school can be set into stone before the student ever walks on campus. Students will often enroll into the school that first offers them financial aid. Thus the experience with office staff and the speed of award can be vital.
A lean engagement is a staff friendly function that creates a shared vision of the Office and how to maximize value to the student.
I recently taught a series of three lean courses for a national food manufacturing and distribution company. The difference between applying lean in a government service vs applying lean in a manufacturing setting could not have been more obvious. Seeing opportunities to apply lean thinking in the manufacturing of food products was easy. A walk out to the manufacturing floor and you could see tools in the wrong place and no visual management of where they go, documents not organized for easy access, food that has to be trucked from one plant to another plant and then back to the first plant, and the plant itself not being laid out according to the flow of work process.
However, in government services, most work processes are hidden. You cannot physically see a product move along an assembly line. Instead information tends to move from one desk or one computer to another. Processes can breakdown but without a detailed analysis the problem could have happened several steps backs.
This is the value of lean kaizen events. Laying out the process along a wall on butcher paper turns the invisible process into a tangible reality. The process can be seen. Places where processes breakdown can be seen where people must handle the same piece of paper multiple times, or large batches of documents are pulled from files and lost, or where quality control check could have gone to prevent the most common errors early. Just making the process visual has a way of making the obvious known.
As another way of doing this. Besides building the traditional value stream map on a wall via butcher paper, we are thinking that another way of doing this is to lay out the process in a flat world of work stations. Turn the invisible government process into a one room assembly line. Make the process visual, then redesign the process from there. I think this could really work.
Does the types of waste or muda identified in lean training such as inventory, over production, and over processing translate into government “speak”? Of course they do but some translation work must be done.
When James Womack and Daniel Jones published their landmark book, Lean Thinking, they introduced a Japanese word into the manufacturing lexicon. The word is muda or what we would call waste in modern English. There are seven types of muda enumerated by the authors and the founders of lean principles. Each type of muda makes perfectly good sense in a manufacturing environment but may require some translation for a government application.
What we observe in much of lean training in government is that the language is so different that government leaders just tune out. This is not a negative hit on government leaders and workers. It is just the reality that all organizations have a unique language. So let’s look at those types of muda and see if we can make the translation. The specific example we will use in a government environment is payment of invoices and the awarding of financial aid in a college or university. Government does a lot of this. Let’s also remember the definition of muda = any activity that consumes resources but creates no value.
Producing too many parts for an assembly line is clear waste. But it also applies in a payment to grantees. Think of regulations as parts of an assembly line. If a process is designed that goes beyond what is required by a regulatory body, it has the same effect as producing too many engines for the assembly line. A State transportation agency providing federal funding to local municipalities for public transit must meet certain regulatory requirements. If errors are made penalties are the usual result. But in one agency the tendency was to error on the side of over regulation. There were so good at it, that when the feds were not sure of their own regulations, they just asked the State transportation group.
A part sitting in inventory, waiting for installation creates no value for the customer. But does the same concept apply to paying invoices for grantees. Think of a single invoice, sitting on not one desk for a review but five desks. One school district found that it was taking up to 6 months to pay staff for the extra work they did like driving students to the debate tournament. Once they figured out all the points of waiting they figured out how to get it done in 10 days.
Transporting a single part to multiple warehouses clearly creates no value. But moving paper documents around an office has the same impact. In one of our lean engagements it was discovered that every invoice passed the desk of the same person 6-7 times. And this was just one person, this happened with multiple people. So do the math. Assume every invoice must pass 3 people 6 times. That is 18 touch points at a minimum! That is also 18 points where invoices get lost. Clearly, this is muda.
Manufacturing parts for an airplane that goes beyond the design specifications is clear waste. In the same way, many government processes are designed for the once in a million event. A workers compensation insurance trust sets up the same invoice payment review process for a $25 invoice as it does for a $2,500 invoice. The smallest invoices must go through three levels of review just like the largest invoices. While there is clear value in a comprehensive review of large invoices applying the same review requirements to very small invoices means the cost of paying the invoice is more than the invoice itself. One government workers compensation trust dramatically improved their speed of payment by setting up simple business rules. Smaller invoices went through one review process, larger ones went through a different one. The result was faster payment, stronger negotiating power with medical providers and better business intelligence to serve their ultimate customer.
A warehouse full of parts clearly creates no value for the customer. In the same way, money sitting in a bank can be inventory. If it is not put to immediate use building roads, paying medical claims, or getting a student off to university it is creating no value for the ultimate customer. When an Office of Financial Aid cuts in half the time it takes to process an application, money is going to work for the benefit of the intended student – faster.
The constant movement of parts is something that manufacturing organizations are just now understanding as muda. Parts get lost, parts don’t arrive on time, and parts get broken. In the same way, invoices and paper documentation that moves around has the same problems. They get lost, issues are not resolved on time, and there are multiple points in the process that will cause late payment. One office of financial aid stopped the movement merry go round but only giving 10 application packets for financial aid to each processor at a time. They could not get more until the 10 were completed. The results were fewer errors, no lost files, and staff were happier – they could see progress on a daily basis.
We understand that buying anything that has to be returned because some small part is defective is irritating and expensive. The same applies for an invoice payment operations. Errors in coding and data are just as expensive. A simple error in data entry is a small thing to fix early in the process. But towards the end it can be catastrophic. On Office of Financial Aid designed two simple check lists. Much like airline pilots go through a check list for every takeoff and landing, this Office designed two check lists to catch errors before they had catastrophic impact. Besides fewer errors, they also realized that the check lists resulted in more standardized work because every knew the process.
We have been working with an Office of Financial Aid for a local college. Annually they process nearly 20,000 financial aid applications. It is a highly regulated organization that is high stress. Turnover has been high. Students want their applications awarded – fast. Administrators want maximum award because this impacts enrollment. They are often the first touch point with the college for students so the experience reflects on the entire college.
As part of a lean, kaizen event we determined that a way of reducing errors in the award process was to develop a check list. The aviation industry has been using them for years and surgeons are just starting to use them and lives are being saved. So we spent a few hours identifying what data points should be on the list. Then we organized the list according to order in the process.
Then the lights went on. Staff realized almost instantly that there was more value that just removing errors (as if this is not value enough). With high staff turnover consistency in processing has been difficult. The check list solves this dilemma because the check list organizes the process for them. Also, training has been a consistent issue. Never enough training and never enough time to do it. Again, the lights went on as we realized the check list just became the outline for training.
So we found two additional value added benefits for a simple check list: process control and training.

industry_corpus2: Subject Education


text:
No band this week. A few observations instead.
I knew that scanning flyers and digitizing tapes would take a while. What I wasn’t prepared for was the emotional toll involved in embarking on a nostalgic venture as colossal as this. I have a pretty good memory, but like anyone else I don’t tend to know where its flaws lie. When, facing the task of telling a logical and chronological story, I find myself staring at indisputable evidence like names and dates on flyers, release dates on CDs, postings at other websites, and handwriting on cassette labels, I realize that the stories I’ve carried around for years about my own life are, to a shocking extent, wrong. Nothing earth-shattering—I don’t have a first wife I’ve forgotten about—but the cumulative weight of all these small corrections is daunting.
Folks, this is where I will no doubt lose a few readers. The last post saw me playing catchy odd pop on national TV. Now we’ve got my first band as a bassist, formed when I was 14 and was just learning to play.
Some folks out there may have been cool when they were 14. They may have been talented instrumentalists and singers. They may have had good taste. Not me.
From left: John Wilson, Ron Benbassat, Mark Lerner, Stephen Lewis, Dana Hinton.

industry_corpus2: Film & Entertainment


text:
SAN DIEGO, CA – (July 16, 2018) – Telemundo 20 San Diego / KUAN today announced the launch of a new consumer investigative unit – Telemundo 20 Responde – that will answer inquiries from local consumers who fear they may have been wronged in any way. Telemundo 20 San Diego joins other Telemundo-owned stations that already feature local Telemundo Responde consumer investigative units. Collectively, Telemundo Responde teams located across the U.S. and in Puerto Rico have put more than $6 million back in consumers’ pockets.
As Consumer Investigative Reporter, Sergio Flores will lead Telemundo 20’s Telemundo 20 Responde unit. Flores’ first Telemundo 20 Responde report will air during the station’s local weekday evening newscast, Noticiero Telemundo 20 at 11 PM (PT). His reports will continue to air daily during the station’s late local newscast.
Launched in 2014, the Telemundo Responde units have recovered more than $6 million for consumers in 14 markets, including Los Angeles (KVEA), New York (WNJU), Miami-Fort Lauderdale (WSCV), Houston (KTMD), Dallas-Fort Worth (KXTX), Chicago (WSNS), Harlingen (KTLM), San Antonio (KVDA), the San Francisco Bay Area (KSTS), Phoenix (KTAZ), Tucson (KHRR), Las Vegas (KBLR), Denver (KDEN) and Puerto Rico (WKAQ).
Owned by NBCUniversal, Telemundo 20 San Diego is Telemundo’s local television station serving nearly 1 million Hispanic viewers in the San Diego market. Telemundo 20 San Diego delivers its viewers 10 hours of live, locally produced news every week across all platforms. The station’s newscasts feature local breaking news, exclusive “First Alert” live, local weather forecasts, sports reports, international news as well as reports from Telemundo 20 Responde, a consumer investigative unit. Telemundo 20 provides coverage viewers can count on across all platforms, including online at www.Telemundo20.com, via its dedicated station app and through its social media channels. Telemundo 20 also delivers Spanish-speaking viewers world-class programming produced by Telemundo network.

industry_corpus2: Media & Journalism


text:
Searching IndustryNet for Printing, servicing Ontario (ON).
Your search for Printing, servicing Ontario (ON) returned no matching companies. Please refine your criteria or start a new search.Or, view all Printing suppliers nationally.

industry_corpus2: Manufacturing


text:
Is beginning to end digital mortgage lending possible?
I recently spoke at a credit law conference about digital mortgage lending.
Your customers expect you to engage with them in ways that are convenient to them, including online and by mobile apps.
Using technology can improve the speed of transactions and lead to better customer experiences.
As long as automation focuses on customer benefits and addresses risks such as privacy and fraud, automated systems can improve the lending process.
Lending is supposed to be technology neutral: the law should not prescribe particular technological solutions or discriminate between different forms of technology and as far as possible, paper-based commerce and electronic commerce should be treated equally by the law.
The Electronic Transactions Act broadly works by not making electronic transactions invalid for the purposes of Commonwealth laws, simply because they are electronic.
But there are a number of regulatory barriers to mortgage lending being conducted on a wholly electronic basis from beginning to end.
For example, the econveyancing rules require face to face verification of a mortgagor’s identity so that at best a mortgage transaction can be mainly, but not wholly, digital.
In addition, currently in most States although a mortgage can be registered electronically it must still be on paper with a wet signature by the mortgagor and a witness who is present when the mortgagor signs.
There are also obligations imposed on lenders’ websites which are additional to normal face to face or paper lending.
Algorithms and business rules need to be regularly reviewed to ensure they are legally compliant.
Credit approval and responsible lending obligations remain an area where automated decision-making systems still require manual assistance.
In the area of loan administration, there are examples of breaches occurring as a result of processing errors: statements not sent, statements sent to the wrong people, fees wrongly charged to accounts, and account balances not updated online.
The latest report from the Office of the Australian Information Commissioner on the Notifiable Data Breaches scheme shows that 6 percent of reported data breaches arise from system faults.
A “system fault” is described as the disclosure of personal information on a website due to a bug in the web code, or a machine fault that results in a document containing personal information being sent to the wrong person or a coding error which allows an individual to access another individual’s online account.
While automated processes can lead to efficiencies, it is essential that they are designed to prevent breaches of financial services and credit laws and other regulatory obligations.
This requires co-operation between the business, IT, and risk and compliance.

industry_corpus2: Finance & Economics


text:
IRONMAN has announced the acquisition of Optimum Sports Events, organizers of the Challenge Vichy triathlon and the Vichy Half Triathlon in France. The acquisition means both events will now become part of the IRONMAN European Tour. The Vichy Half Triathlon will become IRONMAN 70.3 Vichywith a race date of Saturday, August 29, 2015. The Challenge Vichy triathlon will be converted over to IRONMAN Vichy and will take place the next day on Sunday, August 30, 2015.
Vichy is located in central France, in the Auvergne region. It’s known throughout the world for its mineral waters, thermal baths and spas. It has grown into a triathlon hotspot hosting multiple triathlon events organized by Optimum Sports Events.
France will now be host four IRONMAN branded races. IRONMAN 70.3 Vichy will become the second IRONMAN 70.3 branded race in France, joining IRONMAN 70.3 Pays d’Aix in Aix en Provence on May 3, 2015. IRONMAN Vichy joins IRONMAN Nice on June 28, 2015, as the second full-distance race in France.
“The acquisition by IRONMAN opens a new chapter in the history of our events and we are very excited about what the world’s best-known endurance brand can offer to us. We are confident that our new colleagues and resources will enable us to lift triathlon events in Vichy to a new level,” added Race Director Gael Mainard.
IRONMAN 70.3 Vichy will have 30 qualifying slots for the 2016 IRONMAN 70.3 World Championship in Sunshine Coast, Australia. All athletes that had registered for the Vichy Half Triathlon are now registered for IRONMAN 70.3 Vichy. More information about IRONMAN 70.3 Vichy can be found at www.ironman.com/vichy70.3.
The 2015 IRONMAN Vichy will have 50 qualifying slots to the 2016 IRONMAN World Championship in Kailua-Kona, Hawai`i. Professional athletes will compete for 2,000 Kona Pro Ranking points as well as a total prize purse of $25,000 USD.
Registration for IRONMAN Vichy will open on January 21, 2015 at 2 p.m. CET. More information about IRONMAN Vichy can be found at www.ironman.com/vichy.

industry_corpus2: Sports


text: You will receive 24 workouts in total to be done at your convenience. The digital download contains instructional videos and illustrative diagram charts that you can take with you anywhere. All for £50.


text:
There are 45 achievements worth 400 (1445) points.
Clear Mission 'Rob Goods' in Train Of N.A.
Please use the Megaman Zero 2 (USA) rom!

industry_corpus2: Gaming


text: German title equivalent to count or earl, originally (from the time of Charlemagne) "military governor of a border province," but the office soon became hereditary in the Holy Roman Empire, 1550s, from Middle Dutch marcgrave (Dutch markgraaf), literally "count of the border," from Old High German marcgravo; second element from graf "count, earl" (Old High German gravo, gravjo), according to Boutkan a designation of rank that developed in Franconian, probably based on Medieval Latin -gravius, from Greek grapheus "scribe." For first element see mark (n.1). Equivalent of marquis. His wife was a margravine.

industry_corpus2: Others


text: The review process therefore supported relatively incremental changes to the policy. Given no great changes have been suggested to promote increased uptake of renewable energy, or conversely to provide additional support for electricity consumers suffering under the burden of the RET, the review process is likely to have caused more harm than good purely by introducing a perception of policy uncertainty….The case of the 2012 Climate Change Authority Review of the RET, and the Australian Government’s response, could therefore be considered ‘choreographed consultation’. Cheeseman and Smith  found that a consultative policy-development process resulted in little actual influence on policy direction, but that the consultation process garnered support for policies already in train.

industry_corpus2: Power & Energy


text: There are hillside, beachfront, and treetop casitas for you to choose from. There are also private villas for those who still want more privacy. Accommodations are huge — the smallest casita is about 65 square meters in size, larger than some of the condominium units in Manila! Price per room/casita/villa ranges from USD 650 to USD 3,000 a night.

industry_corpus2: Hospitality & Catering


text:
It was the first time I was leaving the country on my own, I was going to live away from my parents and from home for what seemed at the moment such a long time (6 months) and the first time I was getting in a plane on a one-way trip by myself with only one (terribly) heavy luggage I couldn’t carry. I didn’t speak the language that well (or at least I lacked the confidence to try it), I didn’t know my flatmate whom I was going to meet at the train station upon my arrival, but I was not scared at all, to the contrary, my heart was bursting with excitement.
The country was Italy, the place Trieste. And after a few months there, I knew my heart will join James Joyce’s and will live forever in this magical gem city: “…la mia anima è a Trieste!” (my soul is in Trieste). I fell in love hopelessly, right from the moment I dragged my heavy luggage up the hill on a rainy cold January evening, carefully observing the narrow street and counting the stairs I would have to take everyday, just to realize the apartment I was going to live in was romantically set next to a castle, overseeing the sea, almost torn from a story.
The city has an all Italian flavor to it, from the big central square where people meet up before aperitivo, to the Illy coffee shop and the oh so crowded gelaterias, straight to the narrow colorful streets going up to San Giusto Castle. Even so, Trieste is at a crossroad of cultures, having a lot of influences besides the obvious Italian ones: Germanic (having been the fourth largest city in the Austro-Hungarian Empire) and Slavic (being a stone’s throw away from the Slovenian border).
That summer was carefree, it is only a pity one realizes it once the moment is gone. Long lazy days passed by and I’ve spent them fighting for my life during the Bora winds, enjoying traditional wine and dine at the osmizas during spring, getting wonderfully tanned during the summer days and getting hopelessly lost in the book antique stores whenever hunger for books struck. I’ve learned that food is love, best shared with friends; that one does not have to spend a lot of money to gain the greatest memories in life; I’ve learned that the small things make us the happiest.
People tell you all the time stories about life-changing experiences, but you refuse to believe something similar will happen to you, even if deep down inside your heart you cling on to hope. It might not have been Thailand or the Philippines, but this was my half of year spent in a Paradise filled with old buildings and intensely flavored coffee.
Isn’t it a wonderful feeling when a city/place speaks to your soul? I feel like that when I am in France. It feels like I am home and I live in the opposite hemisphere.
Indeed Mel, certain places don’t need to be home in order to feel like home, and at the end of the day, home is where your heart is.

industry_corpus2: Travel & Geography


text:
Apogee Enterprises, Inc. (APOG - Free Report)	has reported adjusted earnings per share of 85 cents in fourth-quarter fiscal 2019 (ended Mar 2, 2019), which declined 11.5% year over year. The reported figure also missed the Zacks Consensus Estimate of 91 cents.
Apogee generated revenues of $346 million, down 2% year over year. Also, the revenue figure missed the Zacks Consensus Estimate of $357 million.
Cost of sales in the reported quarter was up 13% year over year to $302 million. Gross profit slumped 48% year over year to $44 million. Gross margin came in at around 13% compared to 24% recorded in the year-ago quarter.
Selling, general and administrative (SG&A) expenses flared up 2% year over year to $59 million. Adjusted operating income declined 8.4% year over year to $31 million. Operating margin in the quarter was 9.0% compared with 9.6% in the prior year quarter.
In the fiscal fourth quarter, the Architectural Framing Systems segment’s revenues went down 7% year over year to $170.6 million. The segment’s adjusted operating income plummeted 37% year over year to $9 million.
The Architectural Glass Systems segment’s revenues were up 13% year over year to $103.7 million. The segment’s adjusted operating income was up 3.3% year over year to $7.3 million.
Revenues in the Architectural Services segment was down 2% year over year to $66.3 million. The segment reported an operating profit of $9 million, reflecting a 44% year-over-year jump backed by the completion of large number of projects and lower costs.
The Large-Scale Optical Technologies segment’s revenues climbed 2% year over year to $24 million. Operating income in the reported quarter was up 3% year over year to $7.2 million.
The Architectural Framing Systems segment’s backlog increased slightly to $408.5 million in the reported quarter compared with $407.9 million a year ago. The Architectural Services’ segment backlog came in at $444 million — an improvement from $426.3 million in the prior-year quarter.
Apogee had cash and cash equivalents of $29.2 million at the end of the fiscal fourth quarter compared with $19.3 million as of the end of the prior-year quarter. The company generated cash flow from operations of $96.4 million in fiscal 2019 compared with $127 million reported in fiscal 2018. Long-term debt was $245 million as of Mar 2, 2019, compared with $216 million as of Mar 3, 2018.
During the quarter under review, the company repurchased 657,983 shares for $20 million. In fiscal 2019, Apogee returned $61.2 million of cash to shareholders through share repurchases and dividend payments — a 22% increase from fiscal 2018.
Apogee’s adjusted earnings came in at $2.96 per share in fiscal 2019, which missed the Zacks Consensus Estimate of $3.07. Earnings declined 8% year-over-year. Including special items, earnings came in at $1.63 per share for the fiscal, down from the prior fiscal’s $2.76.
Revenues for the fiscal increased 5.8% year over year to $1.40 billion from $1.33 billion in fiscal 2018. The topline figure, however, lagged the Zacks Consensus Estimate of $1.41 billion.
For fiscal 2020, Apogee expects revenue growth to be between 1% and 3%, with growth in three of the company’s segments, partly offset by a decline in Architectural Services due to execution schedules for backlog projects.
Apogee anticipates operating margin of 8.2-8.6%, with margin improvement in Architectural Glass and Architectural Framing Systems. However, margins are expected to negatively impacted by start-up costs related to the strategic growth investment in Architectural Glass as well as increased corporate costs from higher legal expenses.
The company projects adjusted earnings per share of $3.00-$3.20 and capital expenditures in the band of $60-$65 million.
Shares of Apogee have lost around 8.9% over the past year compared the with the industry’s decline of 10.0%.
Apogee currently carries a Zacks Rank #3 (Hold).
DXP Enterprises has an expected earnings growth rate of 21.6% for 2019. The company’s shares have gained 20.4%, over the past year.
Lawson Products has an outstanding projected earnings growth rate of 102.5% for the current year. The stock has appreciated 23.4% in a year’s time.

industry_corpus2: Real Estate & Construction


text:
If you want to create great looking screen-printed designs on hooded sweatshirts, you should know that paying attention to a few variables which are specific to hoodies will be the best way to get great results.
In this article, we'd like to share some tips which make it easier for you to please your screen printing shop clients, whether they are ordering just a few hoodies or larger runs.
If you want good results, you should alter your off-contact to twice what you'd typically do. These settings usually work very well for sweatshirts. As well, we recommend utilizing an effective pallet adhesive, as fleece is prone to moving around and this will ensure that the image doesn't shift or throw off your registration which will result in blurry prints. Also, you should think about the different features of hooded sweatshirts when you are designing the art for hoodies. For example, make sure that the design doesn't lie too far down on the sweatshirt. If it does, the pocket might be in the way.


text:
Proposed new H-2C program extends guestworker program for dairy and food processors, but doesn't address wages or pathway to citizenship.
House Judiciary Committee chairman Bob Goodlatte (R., Va.) unveiled the first of his immigration bills April 26, which included a new ag guestworker program starkly different than what has been negotiated between Senate members and agricultural workers and employers.
Goodlatte said although the House "Gang of 8" continues to work on bipartisan comprehensive reform, his committee hopes to propose legislation on individual components of the immigration debate to "fine tooth through each issue."
“One component that needs fixing is our temporary agricultural guestworker program, which American farmers avoid using altogether since it exposes them to frivolous litigation and burdens them with excessive regulations," Goodlatte said in a statement. "The new guestworker program created under the AG Act remedies this problem by removing red tape, streamlining access to a reliable workforce, and protecting farmers from abusive lawsuits.
Goodlatte proposes replacing the existing H-2A agricultural temporary worker program with a new H-2C program. His approach has an "at-will" component which will allow producers to employ H-2C workers without first having to petition for them if they're designated as a registered agricultural employee.
One major shortfall with the current H-2A program is the 10-month stay limit and limitations on year-round labor needs such as dairy and livestock producers. The maximum stay for H-2C workers in temporary or seasonal jobs is 18 months, after which an H-2C worker must remain outside the U.S. for a period equal to at least 1/6 of the duration of their stay on an H-2C visa.
For H-2C workers in jobs that are themselves permanent, the requirement to remain outside the U.S. after the first 18 month period is waived. These workers can initially work for up to 36 months before having to leave the U.S. for a maximum period of 3 months.
Goodlatte's bill also extends the ability for food processors to use the H-2C program, something the Senate and current program do not allow.
Unlike the current H-2A program, the current House version removes the requirement to provide transportation and housing to H-2C workers.
The total number of aliens who may newly receive H-2C status is limited to 500,000 a year, compared to the 112,333 in the Senate version. The Secretary of Agriculture has the authority to raise or lower this cap based on a number of considerations in Goodlatte's proposal.
The one major similarity with the Senate version is the U.S. Department of Agriculture's new role as administrator and regulates compliance of the program.
The United Farm Workers, the major farmworker union involved in the Senate negotiations, criticized the proposal, saying it "would eliminate many long-standing worker protections and slash wages for foreign and domestic workers," said United Farm Workers spokeswoman Maria Machuca. Goodlatte's proposal would not provide a roadmap to citizenship for the current farm worker labor force, something crucial to garner support from UFW.

industry_corpus2: Agriculture & Fisheries


text:
If you're wondering why I am so interested in making lingerie paintings (and pins, and collages), let me know and I'll make a post all about my fascination, because I have many reasons. But one thing I love about keeping lingerie paintings around is that they are great body positivity reminders. And they're just pretty. In my opinion, a lingerie painting would make a great Valentine's Day gift, (for a loved one or for yourself). There's plenty of time to get one by V-day if you order from my shop.
Today is officially the last day of the 100 Day Project, so I thought I would do a final check in. My project, 100 Days of Watercolor Without Reference started with a challenge from Elle Luna, a newly purchased set of 60 watercolor tubes, and me frantically searching for an idea. During the 100 days, I quit my job, visited my home state, packed up my apartment, road tripped across the country, and landed on the opposite coast.
1. Stop being lazy about watercolor. I think I managed this. I learned that I can arrive at a hotel room in Tulsa, Oklahoma at midnight after many hours of driving and manage to put a paintbrush to paper, so getting out my watercolors at home doesn't seem like such a big deal anymore. I definitely can get a little bit lazy about cleaning my palette, so I tend to use the same colors again and again for several days, but I think that helps me to expand on my original idea and come up with new combinations. At least, that's what I'm telling myself.
2. Explore painting without references. I think that this was kind of a fail. Or at least, not what I got out of this project. I guess I just like references? When I look back at all of the paintings, I can see that I majorly focused on abstract paintings, collages, and plants. Instead of pushing myself to paint new subjects without references, I managed to make this project fit with where my interests have been taking me - towards collage and patterns. I'm not sure if the answer is to push myself harder to try new things in the future. I definitely don't want to become complacent or only stick to making things that feel safe, but I think that the best way for me to grow right now is to chase what I'm interested in down the rabbit hole, rather than mapping out a direction for myself.
3. Experiment with sharing work on the internet. I'm still pretty conflicted on this one. As I said in my first post on the 100 Day Project, I want my internet presence to be like the inside of my brain - I want it to make me feel happy, inspired, and proud. And some days I don't really achieve photos that incite those feelings (hello, badly lit photos of quick, exhausted road trip paintings on notebook paper). So I'm not really a fan of daily posts with a challenge like this. I also just don't think I need the accountability. I already make stuff every day. On the other hand, I do want to be authentic and I do want to share what I'm working on as I'm working on it. It adds to the process and is a way that I connect with other creative people online. This project also helped me to think more critically and creatively about sharing my work. I started to think "am about to paint this because I'm excited to paint it, or because it is the first random subject I thought of that would be quick and easy to paint so I can get a post up?" or "is this the best way to share this piece, or is there another way to photograph it that more closely matches my vision?" I'm hoping to keep up with that kind of thought process even after this project.
I've enjoyed working on 100 Days of Watercolor Without Reference, but I'm even more excited to be able to move on to other projects that I'm interested in right now. I'm fascinated by the way that working with watercolor influenced what I created - the medium just felt so perfectly suited to flowing, liquid abstracts and I couldn't stop myself from painting them. Right now gouache is calling to me and I'm excited to expand on the collages that I've been working on. Even drawing seems appealing these days - focusing on watercolor seems to have healed my sketching burnout. Onto the next.
Last year everyone on Instagram was all excited about the 100 Day Project (#the100dayproject), created by Elle Luna. It actually started right around the time that I was hitting the 100 day mark on my 365 day drawing project, so I didn't participate, but I loved following other people's projects - I found so many cool artists (notably Elena of Elena's Treehouse - her papercuts are incredible). My favorite part was that people's projects were specific, I was intrigued by having a bit more of a direction than making any drawing (although it might be harder to keep something like that up for a project more than 3.5 times the length of the 100 day project). When Elle announced that this year's 100 Day Project would be starting I decided to participate right away.
I'm calling my project 100 Day of Watercolor Without Reference (you can check it out at #100daysofwatercolorwithoutreference). I have no idea where the idea came from, I was on a plane home from LA on the day before the challenge started and the phrase just popped into my head. I think I chose it because I liked the sound of the alliteration. I knew that I wanted my project to involve watercolor, which is my favorite medium lately, but I didn't want to be limited to just abstract or just representative painting. I am drawn to abstracts lately, but I also want to practice representative watercolor painting, so I created a project that would let me do both. (I've also done collage with watercolored paper, because it is my project and I do what I want.) But I still wanted something to make the project a little bit more interesting and challenging than just painting in watercolor every day, so I decided to paint without a reference (a photo or real-life reference for representative work and a color reference for abstracts).
With this project I'm not really looking to build a creative habit. After my 2015 drawing project I feel like I have done that already. But there definitely are some things that I am looking to get out of the 100 Day Project this time.
1. To stop being so lazy about watercolor. As I mentioned, watercolor is my favorite medium of the moment, but it feels like a lot more effort than drawing does. I have to take out a bunch of supplies and then clean up more supplies when I'm done. I have to wash brushes and palettes. I can't do it with my sketchbook in my lap on the couch. You get the idea. It is much easier to just grab a few pens and draw, but watercolor really doesn't take THAT much effort. And the results are so magical - infinite colors, swooshy, unpredictable, watery goodness. Hopefully, having to bust out the watercolors every day will get me out of the mindset that they are too much effort to set up. Thus far I have been dealing with that by leaving my watercolor stuff out on the kitchen table, which I'm sure my roommate loves (Hi Hannah, if you're reading this, I'm sorry for leaving my art crap everywhere!). I also never watercolor while traveling, so I'm excited to be pushed do that, too.
2. To explore painting without references. If I am painting or drawing something that is supposed to look like something (as opposed to an abstract) then I typically always Google the thing to look at photos as I'm working, or I'm working from something I can see in front of me in real life. I'm starting to get to a place where I care more about what my work is trying to convey than how much it actually matches the thing I'm trying to represent. Wow, that sounds super pretentious. I just mean that if I want to include a house in a painting it maybe the shadowing and the scale and the detail of each windowpane doesn't have to be exactly like that of a real house for me to be happy with the overall piece. Also, drawing or painting objects around me, or photos from Instagram of Tumblr is my go-to way of practicing. I'm excited to see what subjects and ideas come out of my brain when I deny the impulse to look around my immediate (real-life and virtual) surroundings for something.
3. To experiment with sharing work on the internet. By the end of my 365 day project I was so ready to have my Instagram feed "back." I was so tired of being forced (by me) to share photos of work that I didn't love or that didn't do the work justice. Maybe the idea is to make work until I have something that I'm actually proud to share, but that just isn't going to happen for me. I have a job and a life (kind of) and some days it isn't in the cards to keep making until I get it right. In the months since the end of December 2015 I've been happy to make my Instagram feed look like the inside of my brain - carefully selecting the photos and work that make me happy and hopefully convey where I'm at. But I'm still really interested in the idea of posting art every day, sharing what I'm making in the moment, and maybe being less critical of what I post. So I'm taking this project as a way to dip my toe back into sharing daily art to see what I think of it this time around. I was talking to someone recently who said that I seem like I think a lot about my work (I think the length of this blog post alone shows that I do), so I'm also using the daily Instagram posts as kind of creative check ins that allow me to share some thoughts on my process and the challenge every day. Maybe that will be interesting to someone!
I might do some more posts reflecting on the 100 Day Project if I feel like I have things to say, but you can keep up with it on the daily on Instagram @haleyca. If you're participating let me know what your project is so I can check it out!
P.S. I haven't mentioned this here on the blog, but I recently did an interview with the wonderful Denise on her site, My Internet Girl Crush. If you're interested in thoughts on my process and the internet and how those two things relate (and what one of my college theses was on) check it out! While you're there definitely have a look at Deinse's other interviews because they feature awesome creative women from all over the world. So honored to be an Internet Girl Crush!
I'm not entirely sure how the idea for this little book came about. I was having a pretty bad day with lots of negative self-talk and somehow journaling about it became writing each negative thought with a watercolor pattern. I let myself play with paint and colors and I'm really happy with how some of the patterns came out. It was also a pretty nice feeling to not be able to think of a negative thought for the next page.
Have a look at the pages below. It might be too much information to be sharing all of my insecurities on the internet, but I think most people have had similar feelings at one point or another.


text:
Check out the whole series of the California State Library’s ELF 2.0 webinars. I’ll be doing one on May 8th (details soon)!
Posted on February 6, 2014, in Literacy. Bookmark the permalink.	Leave a comment.


text:
We offer dependable, effective and environmentally friendly sewer rehabilitation service at Bristol. Bristol Drainage has acquired this reputation because of decades of delivering high - quality sewer rehabilitation services to the people of Bristol. We make sure we get it right the first time so as to save you unnecessary waste of time and resources and our customers trust us for that.
Existing as pace setters over the years, we are the first to explore and master the use of CCTV and remotely - controlled cameras in pipe - work survey. With these tools, we thoroughly inspect your sewer lines and generate a video analysis of its conditions. Before settling on a method of fixing the problem, we find the best and safest way of fixing it.
As soon as you give us a call, we will be rushing to get your job done as we understand the trouble and hazards caused by a faulty sewer. That's why we respond to callouts within an hour.
We have a customer - centric approach. We treat every situation as an emergency Our sewer renovation experts are always prepared for any emergency.
Speed is important in any sewer repair process. In Bristol We Offer Trenchless Sewer Rehabilitation Service Problem with your pipe - work is not necessarily your fault.
The structural stability of your pipe is constantly being attacked. Some of the factors that affect your pipe and can make it crack include corrosion, root invasion, erosion, faulty installations, and subsidence.
Some sewer renovation companies use deep excavations that may increase time and cost, Leading to extra discomfort for everyone who uses the sewer system.
We use methods that reduces the need to dig during your sewer rejuvenation process that are equally durable and effective. Besides using modern technologies, the company uses flexible solutions that readily correct the existing problems.
In avoiding lengthy and costly excavations, our specialists use a relining solution using an innovative relining technique. The diameter of your pipe is not a hindrance; our specialists, with their immense experience and equipment, can reline any sewer pipe.
We Help You Solve Every Problem We see that all your present and anticipated sewer rehabilitation needs are identified and taken care of. We can handle every single sewer rehabilitation issue you may have.
From the assessment stage of the sewer rehabilitation needs to the design and standard approval and certification by Pipeline Development Limited (PDL), Bristol Drainage manages it all. We will deliver with speed and efficiency.
We handle your business professionally. We recognise and appreciate the trust placed in us when you choose us to handle your sewer rehabilitation. That is why we invested in the best possible insurance package to assure you that your sewer is in safe hands.
That's why we are regarded as the headache - free sewer rehabilitation solution in Bristol. With peace of mind guaranteed. Is Your Sewer Problem An Emergency? Contact Us Now To Leverage Our Emergency Sewer Restoration Service In Bristol Our sewer restoration process involving the relining of pipes in Bristol doesn't expend more than two days We have always been and will always be dependable reliable in our delivery.
We relish any challenge, If your need is unusual, our creative minds are always hungry for a challenge. Bristol Drainage has pioneered some very innovative projects. We have experienced challenges in this aspect, unfriendly terrains and environmental challenges but we were able to overcome and carry out outstanding work.
We always put your needs first at Bristol Drainage. We provide first - class results every time, Our people share the same passion for customer satisfaction. We make sure we surpass your expectations.
We leverage the advantages of advanced equipment and the skills of our experienced professionals to deliver quality with precision. With a combination of the best technologies and skilled sewer renovation specialists, we deliver an effective, eco - friendly solution. Bristol Drainage draws from a wealth of experience to ensure we serve you the best way possible.
Bristol Drainage is not just another sewer renovation service. The blend of quality and competitive rates in our sewer rehabilitation service was achieved through many years of involvement in the trade.
We keep on coming up with innovative solutions for sewer rehabilitation. The only people left unhappy with our commitment to excellence are our competitors, who are left behind as we constantly strive to raise the bar in our industry!
Contact us today and find out why Bristol Drainage is a favourite in Bristol.
I can not thank Bristol Drainage enough for their friendly, helpful service. They fixed my bloked shower in Bristol quickly and cheaply.
Bristol Drainage are a fantastic Bristol based drainage company that fixed my blocked shower and sink with in the day. Thankyou so much.
Email or phone today to contact Bristol Drainage for drainage experts in Bristol.
At Bristol Drainage we are drainage specialists covering Bristol.
We at Bristol Drainage have Bristol based drainage experts that you can contact on 0117 287 2452.
Call Bristol Drainage for a free quote on any Bristol drainage problem.

industry_corpus2: Water Resources & Marine


text:
The May 2018 levy renewal will allow schools to preserve three hundred teaching positions, maintain class sizes, and help ensure students are prepared for post-high school success, all without raising tax rates.
The Beaverton School District has a strong record of saving taxpayers’ money, spending less on administrative costs than any district in the state. 100% of levy renewal funds will be spent in Beaverton classrooms.
Without the levy renewal, the Beaverton School District will be forced to cut its budget by thirty million dollars and will risk eliminating three hundred teaching positions, which will lead to increased class sizes.
Renewing the levy allows the Beaverton School District to preserve three hundred teaching positions and maintain class sizes without raising taxes. The renewal provides reliable, stable funding for school operations through 2023, and an average Beaverton homeowner would continue to pay less than $25 a month.
We’re Voting Yes for Beaverton Schools.
This May, voters will have an opportunity to renew the Beaverton School District Local Option Levy, providing essential funding to preserve teaching positions, maintain class sizes, and help ensure students are prepared for post-high school success, all without raising tax rates.


text:
Highlight of the day was heading into class (yep, on a Saturday!) to finish off some assignments and find about 18 people there too! It’s all good though, it’s handy to be able to help each other.
The funny thing about the rock climbing wall is the stunned Indian faces passing by when someone is climbing. There is an instructor there at all times when the wall is open for climbing. The grounded belay device that is used automatically grips the rope if the climber is pulled by gravity, but at the same time frees the climber when going up. The wall was designed by a top climbing advisor from Mumbai.
In the evening some of us watched the third ‘Pirates of the Caribbean’ film. It had some good action and special effects but overall wasn’t really that impressive.
Photo: HP climbing on the outdoor wall.
Today was good: training was a good refresher in C, went to a club quiz at one of the massive conference rooms (we did pretty badly though!), went climbing on the outdoor wall with HP, watched the campus basketball competition final and also won 200 rupees on a bet that the new Subway isn’t open on campus! It still isn’t. There is at least another week to go before it opens.
Photo: The winning team from tonight’s basketball competition final. There was some live music at the courts and a fair turnout. There were quite a few Americans on the winning side. Actually, as expected, there were a lot of Americans playing in the tournament in general.
Classes are getting into more or less of a routine now. Tomorrow we start a new course so should it be interesting. A few of from the American batch have informed us that there is a lot of breadth and depth in the training.
Photo: Morning view of the mass commute to classes.
The first day of software engineering training started today. I liked it: there were thoughts on what make a good software engineer and approaches to problem solving. Our lecturer used to work for the Indian space agency (ISRO) and gave us a real life example of how a software bug can be critical to a space rocket’s success or failure.
The rooms are really nice here. There are many TV channels but not the BBC unfortunately, however CNN will do. I’ve been getting good sleep thanks to the AC. The rooms are cleaned and tidied up for us during the day. Even my toiletries are order by height in the bathroom!
Photo: A view of my room.


text:
The Daily Dimwit: FIVE CARD FRIDAY and GROUP BREAK REMINDER!!!
I'll take em, and finish out your 2010 Topps Update. Also...AL Central?
Thanks Matt, and you are correct! All players from the AL Central. Thanks for claiming the stack!
I was going to say that the theme was Players Wearing Hats, but good job Matt.


text:
Commons Members and Repeat Assessment Purchasers! Please log in via the LOGIN button. Members will receive discount pricing and non-members will be able to manage their purchased assessments. If you have not received your password, please contact connectedcommons@gmail.com.
CARD SORT ACTIVITIES. Card decks designed for workshops or coaching.
Note: For orders of more than 300 card decks or outside the USA, please contact connectedcommons@gmail.com.
Discover proactive network strategies to help you innovate, execute and thrive.
Identify practices to more efficiently manage collaborative work and buy back 18-24% of your time.
Help others thrive by cultivating trust, purpose and energy.
Effectively manage transitions by initiating, engaging and refining networks for success in new roles.
ONLINE ASSESSMENTS. Targeted results and recommendations provided online. Optional 360 and team component.
Note: Volume discounts are available on the checkout page: 5% for 250, 10% for 500; 15% for 1,000 or more.
Please choose a quantity for one of the products.
For orders of more than 300 card decks, please contact ConnectedCommons@gmail.com.
2019 © Connected Commons Network Toolkit All Rights Reserved.


text:
Our work always aims for educational excellence. The team we have here is broad in skills but rich in educational expertise. We start with the question “How can we make the best educational impact?” We work out how to make it relevant for the curriculum, what is the expertise that the client can add through real-life experience, and we take an approach that is always collaborative internally and externally.
EdComs began in 1995 and we have since worked with some 280 businesses on educational programmes. Most of this work is UK-focused, but some programmes run internationally, for example Google and Standard Chartered. Clients stay with us because what we do works. We have worked with BP and RBS for more than 10 years, helping them to devise and run programmes that have had enormous impact in schools.
We are believers in education. That belief comes from the people who are part of EdComs and from the experience and excitement we constantly derive from education. Education can be a great leveller, enabling people and communities to achieve more of their potential. Programmes such as that delivered for KPMG specifically target schools in areas of deprivation and aim to raise aspirations.


text:
Audley primary school in Birmingham have been working with Enabling Enterprise since 2013, and are keen to ensure children across the school have opportunities to work creatively and collaboratively whilst using their essential skills. Today's enterprising challenge was a great chance for everyone to be focusing on developing their 'skills'.
Aston is a leading UK university specialising in Business, Engineering and the Sciences with an international reputation – it has students from over 120 countries currently studying there. Situated on a 60-acre campus in the heart of the city centre of Birmingham, it offers accommodation to over 3,000 of its 10,000+ undergraduate students, along with excellent amenities to support studies, work and leisure for students and staff alike - making it a popular choice for further study.
The day started off with the learners using their Listening Carefully skills by interviewing the student ambassadors to find out about their different experiences of university and the Essential Skills required to do their courses, which could range from broadcasting and journalism to law and business studies. The learners then explored what makes a university by carrying out their own research into the different faculties and the associated facilities to support these. They were then taken on a tour of their hosts facilities. Inspired by what they had seen around them, teams then began designing their own dream university as a way of channeling their Using Imagination skills. Teams designs were incredibly creative and innovative, taking into account what students would need to help them study, practise, relax and even eat and drink. The day culminated in group presentations to the student ambassadors, designed to persuade prospective future students to study there.
I thoroughly enjoyed the day - being motivated to be creative and work in a team.
I was amazed by the facilities at Aston University through my tour with the students.
Thank you to EE and the student volunteers who have been very friendly and knowledgeable. They really inspired our youngsters in their skill development and future educational choices.


text:
Lend a helping hand. Help the Filipino children affected by Super Typhoon Haiyan.
Millions of Filipinos have lost their homes and family members from Super Typhoon Haiyan. Not the least affected are over 4 million children who need immediate help amid hunger and health risks.
UNICEF has intensified its efforts in helping the Filipino children.
We’ve helped out in our own little way through UNICEF.
You can do the same. Join others across the globe in lending a helping hand by donating here. Every donation UNICEF receives can go a long way.
Previous article: Skyfire named best cloud platform at BBTMNext article: Opera 18, our latest browser for desktop, comes out today!


text:
‘Lord willing, and the creek don’t rise, I’ll be waking in the morning’ to start me a new chapter to my life.
A southern expression I had never heard before I married my husband, and then seemingly heard it common all over the southeastern states of Georgia, North Carolina, and Alabama. It makes me smile every time I hear it. I think of wisteria, women’s sun hats and drinking lemonade and sweet tea on the porch swings with southern ladies…when things were simpler and social media and smart phones weren’t the primary source for our interactions with one another.
I’ve been studying my Vision Board this weekend. Trying to reign in my tendencies of making grandeur plans that just are not smart to get to my Vision’s results. Go big or go home. Not a good mantra for someone with bipolar. Pace, balance, one step at a time… those are important (and more appropriate) mantras for someone like me. Biting off more than I can chew is dangerous. I seem to be a little out of control as the gates have opened into 2018. I haven’t even started and am already close to shut-down mode. No bueno.
My husband played me a snippet from a radio talk show, it was a letter read from a dying 27 year old, who wrote about her advice on what’s important in life. It really hit me in the heart and inspired me in several areas of my life. I’m going to take her advice on a few items, the first about exercise. I have a healthy, capable body, so Lord willing, and the creek don’t rise, Im going to move it for my health.
I’ll be waking in the morning to start me a new chapter in my life.
And share as I go.
Previous Post: Vision Board – Viola!
I wish you success in your endeavors. Happy New Year.

industry_corpus2: Health & Medicine


text:
An employer that acquires a unionized company and discriminatorily avoids hiring some but not “all” or “substantially all” of the former company’s employees in order to avoid a bargaining obligation with a union can set its own initial terms and conditions of employment without first consulting or bargaining with the union, according to the National Labor Relations Board (NLRB) in its Ridgewood Health Care Center, 367 NLRB No. 110 decision. The decision, issued April 2, 2019, overruled precedent that’s been in place since 1996. The employer has an obligation to recognize and bargain with the union moving forward, though.
In determining a company’s obligations when acquiring a unionized facility, the NLRB will find that an employer is a “successor” employer with an obligation to recognize and bargain with the union if there is a substantial continuity of business operations and a continuity in the workforce, according to NLRB v. Burns Security Services, 406 U.S. 272 (1972).
There is a substantial continuity of business operations when the new employer conducts essentially the same business as the former company. If a majority of the employees hired are former employees of the predecessor company, the NLRB will find that there is a continuity in the workforce. Despite having an obligation to bargain with the union, generally the new owners are free to set initial terms and conditions of employment for the newly acquired facility without first having to bargain with the union.
The exception to this rule is when the new owners plan to hire or retain all of the employees from the former company, which is known as the “perfectly clear successor” exception because it is perfectly clear that the new employer plans to retain all of the employees. In this case, the new owners have an obligation to bargain with the union before fixing the terms and conditions of employment. Where things get complicated is when the NLRB finds that the new employer discriminated in its hiring practices against the former employer’s employees to avoid having to deal with the union.
In Love’s Barbeque, 245 NLRB 78 (1979), the NLRB addressed the situation where the new owners’ hiring practices created ambiguity as to whether they would have hired all or substantially all of the former employees had it not discriminated in hiring in order to avoid being a successor. The NLRB held that if the new employer created this ambiguity it would apply the perfectly clear successor exception and impose a duty to bargain with the union prior to setting initial terms and conditions of employment.
Before Ridgewood, if an employer discriminatorily failed to hire some but not “all” or “substantially all” of the former employees in order to avoid a bargaining obligation, the NLRB would also order the company to bargain with the union prior to setting its initial terms and conditions of employment, according to Galloway School Lines, 321 NLRB 1422 (1996).
In the Ridgewood case, a new owner of a nursing facility informed employees that it planned to hire “99.9%” of employees and adhere to the previous owner’s collective bargaining agreement. The new owner then changed course, refusing to bargain with the union, or to adhere to the collective bargaining agreement and hired only 49 former employees out of a total of 101 employees. The new owner asked several former employees during interviews if they were union members and denied employment to four former union members.
Having found that the company was a successor, pursuant to Burns, with an obligation to recognize the union, the NLRB next considered whether the company had an obligation to bargain prior to setting different initial terms and conditions of employment for employees of the new operations. Overruling Galloway, the NLRB held that the company was not obligated to bargain with the union prior to setting initial terms and conditions of employment.
In doing so, the NLRB found that Galloway erroneously extended the limits of the narrow “perfectly clear successor” exception by requiring new employers to bargain with a union prior to setting its initial terms and conditions of employment when the new employer discriminatorily failed to hire some, but not “all” of the former employees in order to avoid a bargaining obligation.
Here, the NLRB reasoned that there was no ambiguity about whether the new employer planned to retain all or substantially all of the former employees, and as an ordinary Burns successor it was free to set initial employment terms for its employees.
Employers will benefit from the Ridgewood decision’s limitations on the “perfectly clear successor” exception and a successor employer’s ability to set initial terms and conditions of employment when acquiring unionized facilities. However, this case illustrates the importance for new employers acquiring businesses with a unionized workforce to be clear in their communications with employees about their intent in hiring the former employees of the business and any relevant changes to operations.

industry_corpus2: Law & Justice