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INSIDEPOINTS OF INTEREST: IMMIGRATION PAGE 3 • BRIEFS PAGE 4 • WHO’S WHO IN LEXINGTON PAGE 6 • NEW UK PROVOST PAGE 8 EDUCATING HR PROFESSIONALS PAGE 15 • BIZLIST: LOCAL TOP LOCAL EMPLOYERS (NON-MANUFACTURING) PAGE 16 • MENTORING PAGE 17RJ CORMAN’S HEALTHY SPIRIT OF GIVING PAGE 18 • UK HONOR’S APPLICANT POOL PAGE 19 • PARTING THOUGHTS PAGES 20 • LEADS PAGE 22

Erik A. CarlsonBUSINESS LEXINGTON

When Alltech purchased theLexington Brewing Company in1999, the Kentucky Ale it

produced was used mostly as apromotional item to be handed out atcorporate events, according to Hal Gervis,global operations manager for Alltech’sLexington Brewing and Distilling Co.

That’s changed. Their beer is nowavailable in 13 states; Alberta, Canada;Ireland; and in Beijing and Shanghai, andthe company is in the process of shiftingmuch of its production from its crampedbrewery on Maxwell and Cross streets tothe former Kentucky Eagle distributionfacility on Angliana Avenue.

On May 11, they’ll release their newestbeer, an India Pale Ale (IP A), as a part ofthe inaugural Lexington Craft Beer W eek.The week culminates with Alltech’s seventhannual home brewers competition, withthe winner getting a commercial batch oftheir beer produced and distributed inLexington as well as being entered in thePro/Am category at the Great American

SEE SABBATICALS PAGE 13 4Rules oftermination:Contemplatebefore youterminatePAGE 14

Brewery build-up

SEE ALLTECH PAGE 7 4

By Dan DicksonCONTRIBUTING WRITER

The word “sabbatical,” with origins inLatin, Greek and Hebrew, derivedfrom the root word “sabbath,” means

a rest from work or a hiatus, often lasting amonth or two but sometimes up to a year .The concept has been seen in higher -education circles for decades, although inthe recent economy, sabbaticals have beenfewer and farther between.

They still appear in corporate Americaas a sign-on incentive or a reward in bothtrendy tech companies (Intel and Adobe,for example) and a few old standards (suchas General Mills and American Express).But sometimes sabbaticals are of fered ingrassroots organizations.

Beginning with this installment, the Wyatt, Tarrant & Combs, LLPimmigration team, the largest immigration practice in the r egion,

will offer readers of Business Lexington a thr ee-part series outliningand discussing the proposed bipartisan legislation surrounding

immigration reform that a group of eight senators, led by SenatorsJohn McCain and Charles Schumer, introduced into the Senate

April 16: the “Border Security, Economic Opportunity, andImmigration Modernization Act.”

In Part 1, Jessica B. Oswald, a paralegal in the fir m’s Louisvilleoffice, provides an analysis of the proposed steps to legalize the 11million undocumented immigrants currently in the United States.

Alltech’s Lexington Brewing Co.in process of major expansion

Job sabbaticals are coveted but rare,especially in central Kentucky

Focus: Human Resources

Addressingimmigration

reform

Proposed legislation would allow someundocumented immigrants to adjust their status

By Jessica B. OswaldGUEST WRITER

The immigration debate has taken a front seat in PresidentBarack Obama’s second term, with the big question of howto handle the nearly 11 million undocumented immigrants

currently in the country and fix an outdated immigration system.A bipartisan group of eight senators has teamed up to provide a

comprehensive immigration reform package that provides common-sense solutions to problems within the current system, while shoring-

up the nation’s borders from another wave of illegal immigrants.

Need for honey beesgrows more obvious

amid colony lossPAGE 9

SEE IMMIGRATION PAGE 114

H1-B visaquota gonein five daysPAGE 12

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Immigration: Looking at the second generationThe U.S.-born children of immigrants, referred to as “second-generation Americans,” aregrowing up to do much better than their foreign-born parents, based on socioeconomic factorsanalyzed by the Pew Research Center. According to the 2012 data, adult second-generationAmericans have higher incomes, are more likely to own homes and graduate from college, andare less likely to live in poverty than their immigrant parents. In terms of socioeconomic attain-ment, the statistics for U.S.-born children of immigrants closely resemble those of the generalU.S. adult population.

Typical AmericansSix out of ten Hispanic and Asian-American adults who are the U.S. born children of immi-grants consider themselves to be “typical Americans,” compared to three out of ten foreign-born American immigrants.

Speaking the Language

(1st generation refers to immigrants)

Median annual household income (in $)

1st Gen. 45,800

2nd Gen. 58,100

All U.S. 58,200

College graduates (% of ages 25+)

1st Gen. 29

2nd Gen. 36

All U.S. 31

Homeownership rate (% of households)

1st Gen. 51

2nd Gen. 64

All U.S. 65

In poverty (% of adults)

1st Gen. 18

2nd Gen. 11

All U.S. 13

Comparing Immigrants, the Second Generation and All U.S. Adults

Second Generation

Nine in ten second-generationAmericans of Hispanic andAsian descent are proficientEnglish speakers.

Eight in ten second-generationHispanics report that they canspeak Spanish at least prettywell.

Total Hispanic population in Kentucky(3 percent of overall state population)

14 Median age of Kentucky’snative-born Hispanics

31 Median age of Kentucky’sforeign-born Hispanics

63% Percentage of foreign-bornwithout health insurance

17% Percentage of native-bornwithout health insurance

20,474 Total Hispanic population in FayetteCounty, (7 percent of county population)

139% Percent change in Fayette County’sHispanic population from 2000 to 2010

56% Pct. of Hispanics in Kentuckywho are native-born

$18,000 Median annual personal earnings ofHispanics of age 16 or older

28% Percentage of Hispanics ages 18-64in Kentucky who are living in poverty

Four in ten second-generationAsian-Americans say they canspeak their parent’s nativetongue pretty well.

Hispanics in Kentucky, by the numbers

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Hospice of the Bluegrassannounces sequester-relatedlayoffsHospice of the Bluegrass announced Fridaymorning that it will reduce staff by 2.5 per-cent, a total of 16 positions.

A release from the organization that providesend-of-life care states hospice programs na-tionally have faced significant cuts in reim-bursements. The 2 percent rate cut fromsequestration, which began April 1, is thethird reduction for hospice programs enactedby the federal government since 2009.

The Centers for Medicare and Medicaid Serv-ices and the Affordable Care Act also haveimposed permanent reductions in hospice re-imbursement rates.

Also, in the past 15 months Hospice of theBluegrass has been admitting higher numbersof patients, but they are coming to Hospicelater in their disease progression. In fact, Hos-pice has seen a 30 percent decline in thelength of time a patient is in the program.

“The care to the nearly 900 patients andfamilies receiving services each day from Hos-pice of the Bluegrass will not be disrupted,”Gretchen Brown, Hospice of the Bluegrasspresident and CEO said in a release. Hospiceof the Bluegrass continues to be committedto compassionate quality care for the termi-nally ill, their families and the grieving in the32 central, southeastern and northern Ken-tucky county service area.

“This decision was not made lightly and weregret having to take this action,” shesaid. “We care about the employees whoare losing their positions and will do whatwe can to make a difficult situation morebearable.”

Hospice of the Bluegrass has offices in Lex-ington, Frankfort, Cynthiana, Florence, Haz-ard, Corbin, Harlan and Pikeville. The staffreduction only affects clinical and administra-tive staff in central Kentucky. Employees af-fected by the change have been offered aseverance package and given at least 30days’ notice.

Craft Beer Weekkicks off May 13A week honoring craft beer at locationsworldwide and here in Lexington will start onMonday, May 13. Put together by LexBeer-Scene.com with sponsors tadoo.com, WestSixth Brewing Company, Drake’s and Ken-tucky Ale, Lexington Craft Beer Week will beheld at numerous venues around town.

There will be at least one event each night“to maximize and flaunt the exploding beerscene in Lexington,” according to LexBeer-Scene’s Chris Vandergrift, who also startedthe successful Fest of Ale , which has beenheld on Labor Day weekend since 2009 atthe Fifth Third Pavilion at downtown’s Cheap-side Park.

Venues for the week include the Beer Trappe,Country Boy Brewing, multiple Liquor Barnlocations, the Village Idiot, Pazzo’s Pizza Pub,Drake’s, Arcadium, Lexington Beerworks,Whole Foods, the Alltech Kentucky Ale Brew-ery, West Sixth and more.

To celebrate the occasion, two of Lexington’snewer breweries, West Sixth and CountryBoy, have teamed up to produce a beer calledCountry Western.

The beer’s name, a hat-tip to the collabora-tion between the breweries, will be a hoppypale ale and will be released to start the weekof the event at participating bars and restau-rants. It will only be available during CraftBeer Week and can also be found at both theCountry Boy taproom on Chair Ave. and theWest Sixth taproom on the corner of 6th St.and Jefferson.

“Brewing a beer together is not only a greatway to show just how tight-knit the craft beercommunity is here in Lexington, but also tocelebrate a great event like craft beer week,”said West Sixth co-founder Brady Barlow.

Entry to most events will be free; the only ex-ceptions will be events where meals areserved. For more information on the event,visit http://www.lexbeerscene.com.

April announcements andribbon cutting brought jobsThe last few weeks of April proved strong foreconomic development initiatives in centralKentucky.

Well more than 1,000 new jobs were eitherannounced or begun in office openings.Two-hundred and fifty jobs are getting un-derway at Boston-based law firm BinghamMcCutchen’s Global Operations Center; another 750 announced at Toyota as itsGeorgetown facility adds an assembly line tobuild the Lexus ES 350; 75 announced atTiffany and Co.’s Lexington production facil-ity; 15 at the new downtown Lexington of-fice of Transposagen, a biotech companythat relocated from Philadelphia; and an-other 30 to 50 full-time jobs at Birtley, Ky.’sfirst Chinese-owned manufacturer, whichcelebrated a ribbon cutting at the end ofApril.

State CIO namedGovernor Steve Beshear named the deputycommissioner for information technology andtelecommunications for the City of New Yorkas Kentucky’s new chief information officer.

James M. Fowler will start his duties as CIOJune 1 when he’ll be taking over the rolefrom Finance and Administration CabinetSecretary Lori Flanery, who has served as in-terim CIO for most of the governor’s adminis-tration.

Fowler, who will oversee the CommonwealthOffice of Technology and its more than 650

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employees, will also be a member of the Gov-ernor’s Executive Cabinet.

Bike Lexington eventsbeginning in May This year’s Bike Lexington Commuter Chal-lenge is underway. The event is a competi-tion to see who can log the most bikecommutes and which businesses can encour-age the most bicycle commuting during themonth of May.

Any business, nonprofit, organization or indi-vidual in Fayette County can participate.Large companies and organizations are en-couraged to register by division or depart-ment to encourage friendly competitionwithin the organization. Businesses can com-pete in the following categories: small (1-10employees), medium (11–25 employees),large (26–100 employees) and extra-large(101+ employees).

The 10th anniversary of the premiere event ofBike Lexington, the Family Fun Ride, will takeplace on Saturday, May 18. Starting at theRobert F. Stephens Courthouse Plaza indowntown Lexington, the Family Fun Rideroute caters to all cycling levels and skills. Thisyear organizers are providing a safe shortcutfor children on tricycles and training wheelsto a special car-free kid zone. Registration forthe event begins at 8 a.m. and the ride leavespromptly at 10 a.m. All participants must reg-ister on-site.

Activities associated with the Family Fun Rideon May 18 include: Sprout Spring, Safe KidsBike Rodeo, helmet and bike giveaways andbike polo.

For dates, times, other details, and to registerfor the Commuter Challenge, visitwww.bikelexington.com.

BHG executive passes Restaurants of the Bluegrass HospitalityGroup stayed dark until 5 p.m. on May 2 inhonor of the company’s chief operating offi-cer, Ron Rager, who died April 28.

Rager had been with the company that ownsMalone’s, Sal’s Chophouse, Drake’s andHarry’s since 2007 after coming over fromrestaurant Thomas and King, according to anemail sent to patrons by BHG.

“Ron Rager brought out the best in everyonethat he knew,” BHG co-founder Bruce Drakesaid in the email.

Rager served as chairman of the KentuckyRestaurant Association in 2012. A native ofChicago, he also served in the Air Force andwas later employed as a civilian by the mili-tary before coming to Lexington.

Rager was 50 years old.

CORRECTIONDue to an error, the types of townhomesbeing built by the Andover ManagementGroup were misreported in the April 26 edi-tion of Business Lexington.

Prices for their townhomes start in the$250,000 range and go up to the low to mid$300,000 range before upgrades are added. The square footage of these townhomesrange from 1,964 square feet to 2,749square feet.

We regret the error.

THEGRAMMARGOURMETWhat’s thedifference?BY NEIL CHETHIK

What’s the difference between a bed-room suite and a bedroom suit? Theformer usually includes a bed, dressers,nightstands and perhaps a vanity witha mirror. The latter is your pjs.

The noun suite (pronounced sweet)means a set of items that forms a unit.So you can buy a suite of bedroom fur-niture, computer programs, or potsand pans. You can even buy a suite ofclothes that match, but it’s probablybetter to drop the e and use suit (pro-nounced sute)when garments are in-volved: a swimming suit, running suit,business suit.

What’s the difference between reinand reign? The former is a leatherstrap used to control a horse. The lat-ter refers to the period in which some-one is in power. You can merge thetwo for fun: "The reigning KentuckyDerby-winning jockey gathered up thereins of his mount."

What’s the difference between levyand levee? A levy is a tax when used asa noun. As a verb, levy means to im-pose or collect taxes. Levee, mean-while, is a noun referring to a wall orembankment designed to prevent abody of water from overflowing. Youcan play these two together: "Thegovernment levied a fee to pay for thelevee."

What’s the difference between quashand squash? Quash means to suppressforcibly and completely. Squash meansto beat, squeeze, press or crush some-thing into flatness. You quash a rumor;you squash a cockroach.

What’s the difference between usingthese words correctly or not? Credibility.

Neil Chethik, aka the GrammarGourmet, is executive director at the

Carnegie Center for Literacy andLearning (www.carnegieliteracy.org)

and author of FatherLoss and VoiceMale. The Carnegie Center of-fers writing classes and seminars for businesses and individuals. ContactNeil at neil@carnegiecenterlex.org

or (859) 254-4175.

HIGH HOPE DAY at the Kentucky Horse Park

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New Hires & PromotionsGreen Chesnut & Hughes PLLC(formerly Green & Chesnut PLLC)has announced that ElizabethSnow Hughes has joined the firm.Hughes’ practice focuses on criminaldefense, employment law andlitigation (including advisingemployers with respect to policies,drafting handbooks and handlingunemployment claims), and businesslitigation.

Jill Stowe has been named directorof University of Kentucky Ag EquinePrograms and Dickson Professor ofEquine Science and Managementbeginning May 1. Stowe is anassociate professor within theCollege of Agriculture’s Departmentof Agricultural Economics.

Wyatt has announced the additionof two attorneys to its Lexingtonoffice — Robert S. Ryan andSuzan J. Hixon.

Forcht Bank has named JonathanPayne as director of retail

sales and service. He will workprimarily in the Louisville andLexington markets.

Audio Authority, manufacturer ofAV switching, distribution,conversion and intercom products,announced Tony Ferrero is joiningthe company as sales manager.

PNC Wealth Management teamannounced that Marnie Danielshas been appointed as assistant vicepresident and relationship managerbased out of its Lexington location.

Board AnnouncementsThe Lexington-Fayette UrbanCounty Airport Boar has welcomednew members Rear AdmiralWilliam V. Alford, Jr. USN (retired)and James D. Coles. Alford andColes will serve four-year terms andwill replace outgoing Airport Boardmembers Les Kimbrough andPorter G. Peeples.

Council for Burley Tobacco has

elected new members to representthe growers-at-large for theorganization: David Chappell,Todd Clark, Greg Harris,Hampton Henton, Rod Kuegeland Al Pedigo.

Scott Travis and Shane Wisemanwere the growers elected torepresent the Kentucky FarmBureau on the board. Bob Jamesand Eddie Warren were thegrowers elected to represent TheBurley Growers CooperativeGrowers Association on the board.

Kenneth Reynolds was thegrower elected to represent TheBurley Stabilization Corporation onthe board.

The Board elected the followingofficers to serve a two-year term forthe organization: president, RodKuegel; vice president, ScottTravis; secretary, HamptonHenton; and treasurer, EddieWarren.

KudosScott Smith, dean of theUniversity of Kentucky College ofAgriculture, was honored with theWilliam E. Lyons Award forOutstanding Service from UK’sMartin School of Public Policy andAdministration and the Departmentof Political Science.

WHO’SWHOEMPLOYMENT AND AWARDS IN OUR COMMUNITY

BusinessLexington

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Beer Fest in Denver this October.The IPA will be Alltech’s first canned

beer, to be followed closely by a rebrandedKentucky Kölsch, currently called KentuckyLight. The IPA will be sold in four-packs of16-ounce cans, as well as limited bottles.The Kölsch will also be sold in the pint-sized aluminum cans.

The IPA will join the Light/Kölsch,Kentucky Bourbon Barrel Ale, KentuckyBourbon Barrel Stout and the original,Kentucky Ale, in the group’s full-timelineup of products.

Since starting of f with Kentucky Ale,Gervis and Nathan Canavera, beer andspirits brand manager, said the tastes of thepublic have evolved from “the yellow fizzywater.”

And, that is one of the reasons thecompany is rebranding the Kölsch, a crispGerman-style beer that is popular amongbeer enthusiasts. It is made by many craftbreweries that must follow stringentbrewing standards similar to the laws thatdeclare what can be called bourbon.

“The consumer is smart enough toknow what a Kölsch is, shame on us forcalling it a ‘Light’ so long,” Canavera said.

The IPA and Kölsch will be availablethanks to the addition of a canning line thathas recently been installed at the company’sfacility on Angliana, part of a $20 millioninvestment. In addition to cans, soon thebeer will be placed in kegs on Angliana asbeer is trucked from the Cross St. brewery,and in increasing amounts, brewed on site.By this time next year , Gervis said the

company will have a new bottling lineoperating on Angliana, too, as the vintagebottler on Cross Street will bedecommissioned. That brewery will bescaled back to small amounts todemonstrate the brewing process for thoseon tours of the adjacent T own BranchDistillery.

To get to this point, Gervis said it tooka lot of pounding the pavement.

“The way we got traction was makingsure we were intrinsically a part of all thelocal events and out there banging thedrum. Everything from the Humane Societyto when Thursday Night Live was threemen and a lawn chair , we were there andwe’re still there,” Gervis said of thecompany’s local approach.

And in doing that, they produced whathe called “gateway” beers that would bepalatable to most beer drinkers.

“You’re not going to get people to gofrom Bud Light to [Bell’s] Two Hearted IPA.So what’s happened is guys who aremaking beer have made gateway beers,beers that are accessible, and [it’s made] agreat amount of beer accessible,” Gervissaid.

Gervis said Alltech took a similarapproach with the IPA, which he said mightnot score high on beer critics’ reviews butwill with consumers who won’t find it tooharsh.

“The beer aficionados are going to say,‘You need to hop the hell out of me.’ Andwe’re not going to do it,” Gervis said. “TheIPAs I like are the ones I can have one, andI can have another . So if I don’t get 2,000points on a hops score, I don’t really mind.”

While the production continues toexpand, as do its distribution territories,Canavera said the Lexington Brewing andDistilling Co. is not a major player on the

national beer market.“The best-known craft breweries in

the country you can think of off the top ofyour head, New Belgium who makes FatTire or Sierra Nevada, those guys are overa million barrels [of beer produced peryear], and last year we did 30,000,” he said.“We feel big here in our hometown, butwhen I step foot in the Great AmericanBeer Fest, we’re a small fish.”

But Gervis said while the Anglianaexpansion phases in, the company is soonto lose one aspect of being a small fish asan improvement will be made to its existingbottling line on Cross Street in advance ofthe new one being in place on Angliana.New labelers will be added, which willkeep the paper labels from peeling of fbottles, or at least make them harder to peeloff on their own.

Business Lexington • May 10, 2013 7

AlltechCONTINUED FROM PAGE 1

LexingtonBreweryCompany’s latestoffering, IndiaPale Ale (IPA)

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By Erica Childress CONTRIBUTING WRITER - MADISON COUNTY

The Richmond Downtown Associationhas partnered with local businesses onand around Main Street to create a

weekly Thursday Night Live event.Aimed at promoting businesses and

drawing customers out for a night on thetown, Richmond’s first Thursday Night Livewas held April 25.

Local restaurants and retail stores wereincluded, such as DSP The Studio, CurrierMusic, Purdy’s Cof fee Co., Babylon Café,Mike’s Bike Shop, Madison Gardens, theCopper Still and the Paddy W agon. Thesebusinesses offered discounts, dinner anddrink specials, as well as live music.

The Downtown Richmond Associationsponsors Thursday Night Live created thisevent with the help of a committee to pro-mote economic growth in downtown Rich-mond.

Research was done on other weeklyevents, such as Lexington’s popular Thurs-day Night Live. The difference between Lex-ington and Richmond’s Thursday Night Liveevent is that Richmond emphasizes individ-ual business promotion.

“I don’t want this to tur n into a bar -hopping scene,” Rex said. To avoid this, sheencourages the businesses to offer discountsonly from 4-7 p.m.

The goal of Richmond’s ThursdayNight Live is to draw customers into busi-nesses. The Downtown Richmond Associ-ation hopes Thursday Night Live will helppromote all businesses downtown. “W e

want to expand the event,” Rex said. Therehave been suggestions submitted to theevents subcommittee to have a band onthe lawn of the courthouse. There havealso been suggestions to dedicate oneThursday each month as “kids night” to en-courage families to come out to ThursdayNight Live.

Other suggestions will be submittedto the subcommittee and then go beforethe Downtown Richmond Association forapproval.

The businesses that have gotten in-volved in Thursday Night Live so far aremostly the newer businesses in downtownRichmond. Rex said that not every down-town business is participating becausethey are waiting to get a feel of whatThursday Night Live will become. Shehopes that eventually all businesses willcome on board, and the more businessesthat get involved, the more successful itwill be.

Each business is featuring a dif ferentspecial each week. Those will be publicizedon the Downtown Richmond Association’sFacebook page.

Rex said she has a passion for down-town Richmond and wants to focus on thepositive and upbeat things that Richmondhas to offer. Thursday Night Live has a lotof potential. Rex believes that great successisn’t going to happen overnight but with thecontinued support from the businesses, theresidents of Richmond, and the partner -ships, Thursday Night Live will besuccessful.

Staff Report BUSINESS LEXINGTON

Christine Riordan, dean of the DanielsCollege of Business at the Universityof Denver, has ac-

cepted an offer to becomethe University of Kentucky’snext Provost.

According to a releasefrom the university, Rior -dan’s appointment as theschool’s chief academic of-ficer is contingent upon ap-proval by the Board ofTrustees at their May 15thmeeting.

“Dr. Riordan’s candidacy stood out forso many people I talked with for a numberof reasons,” UK President Eli Capilouto saidin the school’s announcement.

"Her compelling communications skills,her deep understanding of higher educa-tion’s future and how she has led a collegeto prominence, and the sense of excitementher candidacy generated as she discussedher commitment to working collaborativelyas we build upon our missions of education,research and service,” were all contributingfactors to her appointment.

Riordan replaces Kumble Subbaswamy,who left last year to assume the position ofchancellor at the University of Massachusetts,Amherst.

“The energy, strength and commitment

of the UK community are clear . It will be aprivilege to serve the distinguished UK fac-ulty, staff, students and alumni, and becomepart of this outstanding institution and com-munity,” Riordan stated in a release.

Riordan comes from the eighth oldestbusiness school in the country with a globalnetwork of over 33,000 faculty, alumni, stu-dents and staff, and is internationally rankedas one of the top business schools.

Riordan has her MBA and Ph.D. fromGeorgia State University and earned her de-gree in textile engineering from the GeorgiaInstitute of Technology.

According to her biography from theUniversity of Denver, Riordan serves on theexecutive committee of the board of trusteesfor the Mile High United Way and is also onthe board of directors for Junior Achieve-ment-Rocky Mountain, the Colorado Societyof CPAs and the international business honorsociety, Beta Gamma Sigma. She also chaireda major committee of the Colorado OlympicExploratory Committee.

She was also recently elected to theboard of AACSB, the international accreditingassociation for business schools.

For the job, Riordan beat two other fi-nalists: Nancy W . Brickhouse, interimprovost at the University of Delaware; andJose Luis Bermudez, dean of the College ofLiberal Arts at T exas A&M University. Allthree finalists visted UK during the week ofApril 22 for interviews.

Richmond Downtown Associationfollows Thursday Night Live trend

University of Denverdean named UK provost

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Business Lexington • May 10, 2013 9

By Tim ThornberryCONTRIBUTING WRITER: AGRICULTURE

Honey bees are one of nature’s mostimportant assets, as pollinators ofmany flowers, fruits and vegetables,

as well as honey producers. Keeping the in-sects around is a big deal to both those in thebee business and those who just like to eat.

But massive losses in honey bee popu-lations are making many in and out of theindustry nervous. A phenomenon known asColony Collapse Disorder (CCD) is grabbingmost of the bee headlines and has since2006, when the condition was given a nameand people outside of the beekeeping arenabecame aware of just what losing so manybees could mean.

Kentucky state apiarist Sean Bur gesssaid the state suffered high winter losses thisyear, something beekeepers did not need.

“A lot of beekeepers have lost up to 50percent of their colonies, with an average of35 to 40 percent losses this year,” he said.

While some winter losses are expected,those experienced this year were likely theresult of early spring temperature swingsfrom warm back to cold.

“The weather would war m up duringthe day, and bees would go out and forage,along with a lot of activity inside the hive.When the temperature dropped at night, thebees were forming loose clusters and freez-ing and dying,” Burgess said.

Normally, despite the winter tempera-tures outside, a tight cluster within the hivekeeps inside temperatures in the low 90s.

However, the swings in temperaturesthis spring, coupled with last year’s extremelyhot, dry weather, delivered a one-two punchto the bees and beekeepers. Burgess said un-less bees were being fed supplementally last

fall, the populations were already light goinginto the winter season.

All this will ultimately affect consumers.Burgess said, first, there will be less honeyon the market and there will be fewer polli-nators around for agricultural crops.

“Beekeepers right now are busy split-ting their hives, trying to get their numbersback up to where they were, but that’s goingto mean not as strong colonies to take ad-vantage of the nectar flow,” he said.

And that could mean big dollar losses,as the value of bee pollination in the UnitedStates is about $19 billion, said Burgess, whois also a beekeeper himself with a 600-hivecommercial operation in South Mississippi.

He said while he can’t speak as towhether other states are seeing the samelosses as Kentucky, he did incur similarlosses to his operation as temperature swingswere present in that area, too.

Burgess also said that beekeepers couldconceivably build back up their hive numbersthis year, but the newer colonies won’t havethe field force an unaffected hive would have.

While natural occurrences in theweather definitely have the ability to af fecthoney bee populations, many feel there areother factors contributing, like the use ofpesticides. Modern agriculture is dependenton the use of pesticides to produce lar gercrops for ever -increasing world demands,but just what effects those chemicals are hav-ing on honey bees is now being debated ona very public stage.

Studies across the country and in otherparts of the world have shown a class of in-secticides known as neonicotinoids may beharming many species, including the honeybee. The European Food Safety Authority(EFSA) issued a statement last month that

noted agency scientists have identified anumber of risks posed to bees by threeneonicotinoid insecticides.

“The [EFSA] was asked by the EuropeanCommission to assess the risks associatedwith the use of clothianidin, imidaclopridand thiamethoxam as seed treatment or asgranules, with particular regard to their acuteand chronic effects on bee-colony survivaland development; their effects on bee larvaeand bee behavior; and the risks posed bysub-lethal doses of the three substances,” thestatement read.

Of those three, imidacloprid is one ofthe most widely used insecticides in theworld. One of the conclusions of the studysuggested the use of these chemicals shouldonly be considered acceptable around cropsnot attractive to honey bees.

In the United States, a group of bee-keepers and five different environmental andconsumer groups have sued the Environ-mental Protection Agency (EPA) for “failingto protect pollinators from dangerous pesti-cides.” In a release from the Center for FoodSafety (CFS), one of those five groups, theagency pointed out that the EP A was for-mally petitioned a year ago and asked tosuspend the use of clothianidin, one of thetwo pesticides listed in the suit.

“Beekeepers and environmental andconsumer groups have demonstrated timeand time again over the last several yearsthat EPA needs to protect bees. The agencyhas refused, so we’ve been compelled tosue,” said CFS attor ney Peter T . Jenkins.“EPA’s unlawful actions should convince thecourt to suspend the approvals for clothian-idin and thiamethoxam products until thoseviolations are resolved.”

Bayer Crop Science, the maker of cloth-

ianidin, sees things differently and in a doc-ument posted on its website notes that therehas been no demonstrated ef fect on beehealth associated with use of clothianidin orother neonicotinoid-based insecticides.

Randy Ison, president of the Kentuck yState Beekeepers Association, said whileCCD has brought most of the attention to theloss of honey bees, he feels like it is a pestknown as the Varroa mite that is most dan-gerous to bees. The tick-like parasite firstshowed up in this country in the 1980s andwas responsible for destroying most feralbee colonies along with devastation to man-aged colonies.

Ison said the problem with finding achemical that can rid a colony of the Varroamite is the fact that the bees are making afood that humans consume, which is some-thing the EPA has to take into account whenissuing permission to use such chemicals.

“That really changed things in the 1980sand made the domestic honey bee more im-portant as pollinators,” he said. “In the last20 years, we’ve gotten a lot better at con-trolling the Varroa mite, but that was prob-ably the most devastating thing for hone ybees in the last 20 to 30 years. CCD is notas threatening to the bee population; how-ever, it has brought a lot of attention to theneeds of the bees.”

Regardless of what is killing hone ybees, most will argue it is something that willultimately affect all consumers. In addition,the matter will likely remain a “he said, shesaid” issue, with environmental and foodsafety groups arguing for discontinuing theuse of many chemicals while pesticide com-panies support studies showing no connec-tion between their products and the loss o fhoney bees.

Need for honey bees growsmore obvious amid colony losses

PHOTO FURNISHED

Business Lexington • May 10, 201310

By Heather Russell-SimmonsCONTRIBUTING WRITER

There is a void in downtown Lexing-ton, and on Saturday, June 1, the pub-lic will have an opportunity to witness

local designers competing in real time to fillthat void. The Design Slam, sponsored bythe American Institute of Architects East Ken-tucky Chapter (AIA EKC) and Fayette Al-liance, will feature teams from fivearchitecture firms navigating through theprocess of designing a downtown Lexingtonspace in one hour. The goal is to win themost audience votes.

The Design Slam will start on a levelplaying field, with the teams only knowingthat the location is 137 Main St., across fromthe proposed CentrePointe site. The building

program, including the type of building andthe purpose it will serve, will be announcedto the teams and the audience when the De-sign Slam begins.

Over the next hour, projection screensin the West 6th Brewing beer garden will dis-play each step of the creative process, allow-ing the audience to witness the formation ofdesign from start to finish. Audience mem-bers will see cutting-edge technology asteams use the latest in three-dimensionalmodeling and rendering software to developtheir ideas.

Each team will have six minutes topresent its work. The designs are hypothet-ical, with no plans to construct the winningdesign. West 6th beer will be on tap andfood trucks will be on location. Griffin Van-

Meter from Kentucky for Kentucky willserve as emcee.

The event begins at 5 p.m. and is free,although a $5 donation is suggested. Thefirst 200 guests will receive a Design Slampint glass. All guests will receive an AIA EKC50/50 sketchbook and a ticket to vote fortheir favorite design. Additional tickets canbe purchased for $1.

Proceeds benefit Lexington Habitat forHumanity — celebrating the 25th Anniver-sary of its first home dedication, AIA EKCand Fayette Alliance. According to MeganMeserve, Lexington Habitat for Humanity’sresource development coordinator , “TheDesign Slam will help draw attention to theneed for affordable housing in our commu-nity. Monetary donations from this event

will help us partner with 1 6 families in2013 so they may achieve affordable home-ownership.”

Daniel O. Ware, AIA EKC president, sawhis first Design Slam during the AIA RegionalConvention in Lexington last fall.

“It was incredible to witness the energyas teams from Kentucky and Indiana gener-ated designs,” he said. “The Design Slam isexciting because it’s such an acceleratedprocess. It can take months to design abuilding. We’re challenging teams to do thatin an hour. I realized this was an opportunityfor AIA EKC to show the public what archi-tecture is about in an entertaining and ener-getic competition.”

With approximately 255 members, theAIA EKC represents 60 easter n Kentuckycounties, serving as the voice of the architec-tural profession and a resource for members.

“Our chapter is focused on promotingthe profession of architecture, advancing thestandards of architectural education, advanc-ing the living standards of people throughtheir improved environment and increasingour service to society,” Ware said.

“For this event, AIA EKC expanded ourreach by partnering with Fayette Alliance, anorganization with an active membership alsointerested in the design of redevelopment,”said Ben Simmons, AIA EKC director of com-munity outreach.

Though not identical, the AIA EKC andFayette Alliance share common interests. Acoalition of citizens dedicated to achievingsustainable growth in Lexington-FayetteCounty through land-use advocacy, educa-tion and promotion, Fayette Alliance servesas a voice for sustainable growth.

There are more than 12,000 acres of un-derused and blighted land inside the city forpotential redevelopment.

“When we were approached by AI AEKC, we felt the Design Slam was a chanceto highlight sustainable growth,” said Knoxvan Nagell, Fayette Alliance executive direc-tor. “The focus of this particular event is re-development, which is part of Lexington’songoing renaissance.”

West 6th Brewing is a successful exam-ple of that renaissance. The for mer RainboBread bakery is now a thriving business de-voted to helping the community.

“West 6th emulates what the DesignSlam is all about,” said van Nagell. “It’s anincredible urban space brought to life withinvestment and design.”

“I’m looking forward to seeing how thepublic views architecture, the spectacle o fdesign,” said Ware. “What attracts people todesign and what do people find excitingabout design?”

People are inspired by design and cre-ativity in Lexington, said van Nagell.

At the Design Slam, Lexington’s designtalent and creativity will be represented b yMatthew Brooks from Alt 32 with MichaelNeureither and Greg Hosfield from RossTarrant Architects; Michael Gillette, BethHunter and Brandon Spencer from Ross Tar-rant Architects; Chiharu Kono and ShyloShepherd from Sherman Carter Barnhardt,PSC; Jon Cheatham and Maria Gillette fromMurphy + Graves Architects; and Josh Dud-dey, Ian McHone and Magda W ala fromEOP Architects.

“Everyone experiences architecture onsome level,” Simmons said. “We live and workin buildings, we walk through and aroundthem. But very few people understand theprocess of design. At this event, the audiencewill hear the back and forth of design negoti-ation. The Design Slam is about allowing thepublic to experience that conversation.”

Design Slaminvites publicto experiencecreative process

THE DESIGN SLAM IS EXCITING BECAUSE IT’S SUCH AN ACCELERATED PROCESS. IT CAN TAKE MONTHS TO DESIGN ABUILDING. WE’RE CHALLENGING TEAMS TO DO THAT IN AN HOUR. I REALIZED THIS WAS AN OPPORTUNITY FOR AIAEKC TO SHOW THE PUBLIC WHAT ARCHITECTURE IS ABOUT IN AN ENTERTAINING AND ENERGETIC COMPETITION.”

– DANIEL O. WARE, PRESIDENT, AMERICAN INSTITUTE OF ARCHITECTS EAST KENTUCKY CHAPTER AND FAYETTE ALLIANCE

The Design Slamparticipants will offer

their creative ideas fordevelopment of the

space at 137 Main St.,across from the proposed

CentrePointe site.

PHOTO FURNISHED

Undocumented individuals in theUnited States may have entered the UnitedStates illegally, without inspection at theborder, or may have overstayed a validvisa. Regardless, they find themselves inan unlawful status, without workauthorization or the ability to leave and re-enter the country. One component of theproposed legislation would give theseindividuals these freedoms, whileestablishing a record of who is here in theUnited States.

In the proposed legislation, individualsin an unlawful status may adjust to the legalstatus of Registered Provisional Immigrant,or RPI. There are eligibility requirements toobtain RPI status, and it does notimmediately lead to per manent residencyor citizenship.

The provisions for RPI status useexisting immigrant-processing proceduresto provide a thorough examination of theapplicant, like requiring biometricsprocessing, or criminal background checks,and possible interview before approval ofthe application. It also requires that thoseobtaining RPI status go to the back of theline and wait their tur n to obtain a greencard, just like other immigrants currently inanother legal status.

Eligibility for application to RPI statusrequires that the applicant be present in theUnited States at the time the application forRPI status is filed; that the person resided inthe United States on or before Dec. 31,2011; has maintained continuous physicalpresence since that date and until theapplication is granted; and has not beenconvicted of (i) an aggravated felony, (ii) afelony, (iii) three or more misdemeanors,(iv) an of fense under foreign law, (v)unlawfully voted, or (vi) is inadmissible forcriminal, national security, public health orother morality grounds.

Eligible applicants must complete andfile their applications within the filingperiod (an initial period of one year fromthe date of publication of the final rulewith extension of 18 months possible); payall assessed federal income taxes; pay thefirst of two $500 penalty fee installments;and pay an application processing fee.Deferred Action for Childhood Arrivals(DACA) eligible applicants are notassessed the penalty fee. Dependentspouses and children may apply for RPIstatus as a derivative of the principalapplicant, but they must be in the UnitedStates at the time.

While the application for RPI status ispending, the applicant may obtain anAdvance Parole document, which willallow the applicant to re-enter the UnitedStates if ur gent humanitarian conditionsrequire travel outside the United States.Also, the applicant is considered in legalstatus and cannot be detained or removedunless the individual has been deter minedineligible for RPI status.

Immigrants granted RPI status will beprovided documentary evidence toestablish their status. This will likely be acard similar to the current green card oremployment authorization card that theimmigrant will carry with them at all times.This document will allow the immigrant towork and travel — again, much like thecurrent green card.

The initial period of RPI status grantedwill last six years and can be extended anadditional six years, assuming the applicantcontinues to meet eligibility requirements,meets the employment requirements, andthe status was not otherwise revoked.

An employment or educationrequirement demands that individualsseeking extension of RPI status, unless in aderivative status, maintain regularemployment (allowing for lapses of nomore than 60 days) or be enrolled in aneducation program; not become a publiccharge; and maintain an average incomeor resources to meet the establishedfederal poverty level. They must alsodemonstrate that all taxes have been paid.RPI holders are not eligible for welfare orother federal benefits.

Deported individuals who were

previously in the United States before Dec.31, 2011, may apply to re-enter the UnitedStates in RPI status if they were deportedfor non-criminal reasons and are the spouseof a U.S. citizen or legal permanent resident(or the parent of a child who meets thoserequirements); or is a childhood arrivaleligible under DACA. Individuals withremoval orders or currently in removalproceedings will also be eligible to file forRPI status.

Immigrants in RPI status may adjust toa permanent resident status aftermaintaining RPI status and the requirements

thereof for 10 years. They are also requiredto demonstrate knowledge of U.S. civicsand English and pay another $1,000 penaltyfee. RPI holders will not be eligible to adjuststatus unless all others currently waiting fora family or employment-based green cardat the time the new rule is enacted havehad their priority date become current.

After holding a green card for threeyears, the immigrant may naturalize to fulllegal rights as a United States citizen.

Up next in the three-part immigrationseries will be a discussion of changes to thecurrent immigration system.

Business Lexington • May 10, 2013 11

ImmigrationCONTINUED FROM PAGE 1

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Cabinet for Economic Development

IN THE PROPOSED LEGISLATION, INDIVIDUALS IN AN UNLAWFUL STATUS MAYADJUST TO THE LEGAL STATUS OF REGISTERED PROVISIONAL IMMIGRANT,OR RPI. THERE ARE ELIGIBILITY REQUIREMENTS TO OBTAIN RPI STATUS, AND ITDOES NOT IMMEDIATELY LEAD TO PERMANENT RESIDENCY OR CITIZENSHIP.

“I’ll be taking a month for a sabbaticalleave,” said Mike Ward, pastor of Lexington’sWalnut Hill Church, which has an ecumenicalrelationship with the Episcopal and Presby-terian churches. “For me, personally, it’s theopportunity to take time away from ordinaryduties and responsibilities to pursue refresh-ment or renewal or development of my per-sonal, spiritual and professional self.”

The vestry of his church congregation,which is the elected gover ning board, toldWard he is free to use the paid time of f inwhatever way he sees fit. Ward will use it asmore than vacation time.

“I’m choosing to use the time to explorean area of the ministry I have never had ex-perience with,” he said. “I’ll present a reportto the vestry about my experience and whatI learned.”

In 2012, Fortune Magazine devoted anissue to the “Best 100 Companies to W orkFor” and also focused on some of the bestbenefits around. The article claimed thatnearly a quarter of the companies on the listoffered fully paid sabbaticals. The top five inthat category were: Boston ConsultingGroup, Recreational Equipment (REI), DPRConstruction, DreamWorks Animation andKimpton Hotels & Restaurants.

No Kentucky companies made the list.In fact, sabbaticals seem to be a rare em-ployee benefit throughout the business worldin central Kentucky.

The Bluegrass Chapter of the Society forHuman Resource Management (BGSHRM)comprises about 300 human resource profes-sionals in the Lexington-Bluegrass area.Amanda Huddleston, vice president at Peo-ple Plus in Lexington and president-elect forBGSHRM, said, “Unfortunately, none of ourBGSHRM board has any infor mation orknowledge of local companies that offer sab-baticals. One of our board members is in thetech industry, too, and he was not aware ofthat being offered here.”

Linda Haft, director of human capitalservices for Lexington-based Hanna Resourcegroup, which uses strategic business andhuman-resource solutions to help make com-panies profitable, also agrees sabbaticals arenot a common benefit here.

“I cannot personally tell you of any localcompany that offers it,” said Haft. “I wouldsay a few large companies might offer it, be-cause small companies cannot af ford to bewithout their employees for that period oftime. Historically, it was high-tech companiesthat might offer it as a benefit.”

Haft recalled dealing with a particularclient in her past professional life — Netscape— a major computer services company bestknown for Netscape Navigator , its webbrowser. A dozen years ago, Netscapeworked some of its employees so hard andfor so many hours they couldn’t squeeze intheir vacation time. So Netscape gave themextended paid time off to recuperate.

“It wasn’t forced vacation; they wereable to take sabbaticals at their discretion.They could take six weeks of paid time, inaddition to their normal vacation time,” saidHaft. “It was because people were workingaround the clock, and Netscape realizedthese people were getting burned out.”

In a 2010 study of sabbaticals, ForbesMagazine reported that in today’s fast-paced,always-plugged-in business world, taking justa week off throws some workers “into a task-delegating, calendar-clearing frenzy. Taking

a prolonged break, by quitting a job, or tak-ing a paid or unpaid leave, can seem down-right insane,” said the article.

One reason may be job insecurity in thisreduced economy.

But Elizabeth Pagano, cofounder ofYourSabbatical.com, disagrees.

“The concept of working for 40 yearsand then retiring is outdated,” Pagano said.“People should be able to inject bursts oftime off into their career paths.”

Joe Reynolds, who has an event-produc-tion business called Red Frog Events, giveshis employees, along with a guest of theirchoosing, a fully paid, one-month trip to thedestination of their choice — every fiveyears. He told Inc. Magazine, “Sabbaticalsmake sense. A month away allows enoughtime to come back hungry to tackle the nextbig project … people who love their job,perform better.”

Meanwhile, Pastor Ward, who counsels

many individuals and couples feeling thestrain of work on their personal lives, ur gesproportion: take your allotted vacation time. Ifyou earned it, he counsels, you should take it.

“My message to anyone would be thatit’s important to strike a balance betweenwork and rest. Rest might mean physical restor refreshment and renewal,” Ward said. “I’mcertainly aware not everyone’s vocational sit-uation allows for four weeks or two monthsoff, but I think people need a rhythm.”

By Doug Martin and Martha AlexanderCONTRIBUTING WRITERS

The arrival of April marks the start of anew fiscal year when U.S. Citizenshipand Immigration Services (USCIS) be-

gins accepting H-1B nonimmigrant visa ap-plications. Each year, USCIS approves 65,000“regular cap” H-1B applications and 20,000“advanced degree exception” H-1B applica-tions. USCIS also processes an unlimitednumber of applications that are classified as“cap-exempt.”

The H-1B visa program is important to

U.S. companies, research firms and univer-sities that employ foreign workers in spe-cialty occupations. These require theoreticalor technical expertise in specialized fields,and include scientists, engineers and com-puter programmers. Individuals in specialtyoccupations must have at least a bachelor’sdegree or equivalent or have duties that areso specialized and complex that the knowl-edge required for the job is comparable tohaving a bachelor’s degree or higher . Indi-viduals approved under the H-1B advanced-degree exception cap must have at least a

master’s degree from a U.S. institution ofhigher education.

The speed at which the USCIS’s annualH-1B quota is met is considered one indica-tor of whether U.S. companies are confidentabout hiring new employees for the comingyear. During a down economy, the cap sea-son can stay open as late as December orJanuary. In fiscal year 2011, USCIS did notreach its H-1B quota until November.

This year, USCIS received 124,000 H-1Bvisa applications by April 5, 2013, and someanalysts hope this is evidence of improved

employer confidence. Because only 85,000cap-subject applications could be approvedfor fiscal year 2014, more than 39,000 H-1Bapplications were rejected. USCIS used acomputer-generated lottery system to selectwhich petitions would be reviewed andwhich petitions would be rejected.

While this is good news for the U.S.economy, it is bad news for the many com-panies that were denied petitions for newH-1B workers. Fortunately, some types ofemployers and some existing H-1B workersare exempt from the H-1B cap, and USCISwill continue to accept and process peti-tions received from these employers and individuals.

Certain amended applications for cur -rent H-1B workers will not be counted to-ward the annual H-1B cap, includingapplications (1) to extend the amount oftime a current H-1B worker may remain inthe United States, (2) to change the terms ofemployment for a current H-1B worker, (3)to allow a current H-1B worker to changeemployers, and (4) to allow a current H-1Bworker to work concurrently in a second H-1B position.

The annual H-1B cap also does notapply to certain institutions of higher educa-tion, nonprofit research or ganizations andgovernment research organizations. These in-stitutions and organizations are exempt fromthe H-1B cap and can submit an H-1B visapetition any time during the year. To qualifyas an “institution of higher education,” an or-ganization must be a public or nonprofit in-stitution, award a bachelor’s degree oreducational credits that count towards abachelor’s degree, be accredited by a nation-ally recognized accrediting agency or associ-ation, and require that students be graduatesof a state authorized school that provides sec-ondary education or its equivalent.

USCIS will also recognize as cap-exemptany nonprofit entity that is connected or as-sociated with an institution of higher educa-tion. To qualify, the nonprofit must haveshared ownership or control with the sameboard or federation operated by the institu-tion of higher education, or be attached toan institution of higher education as a mem-ber, branch, cooperative or subsidiary.

Finally, some contractors and vendorscan file cap-exempt H-1B petitions on behalfof foreign workers who will work “at” aqualifying institution of higher education,nonprofit research organization, or govern-ment research or ganization. Thus, eventhough the worker is not directly employedby the qualifying institution, the worker canstill be treated as cap-exempt when the em-ployment “directly and predominately” fur -thers the essential purposes of the qualifyinginstitution.

While the fiscal year 2014 quota wasmet in a brisk five days, some employers andexisting H-1B workers can continue to filetheir H-1B cap-exempt applications withUSCIS. For these employers and individuals,the H-1B visa process is a continuous, year-round process. If you’re not one of theselucky ones, it’s never too early to start think-ing about next year’s fiscal year 2015 capseason. Preparing an H-1B applicationpacket can be a lengthy process, and justlike tax season, waiting until March to startis never a good idea. Early preparation andprompt filing will give your H-1B petitionthe best chance it has to be accepted in theUSCIS lottery.

Doug Martin and Martha Alexander areattorneys with the Lexington law firm ofSturgill, Turner, Barker & Moloney, PLLC

(www.SturgillTurner.com).

Focus: Human Resources Focus: Human Resources

12 13

SabbaticalsCONTINUED FROM PAGE 1H-1B visa quota

gone in five days

PHOTO FURNISHED

PHOTO FURNISHED

Business Lexington • May 10, 2013Business Lexington • May 10, 2013

IT WASN’T FORCED VACATION; THEY WERE ABLE TO TAKE SABBATICALS AT THEIR DISCRETION.THEY COULD TAKE SIX WEEKS OF PAID TIME, IN ADDITION TO THEIR NORMAL VACATIONTIME,” SAID HAFT. “IT WAS BECAUSE PEOPLE WERE WORKING AROUND THE CLOCK, ANDNETSCAPE REALIZED THESE PEOPLE WERE GETTING BURNED OUT.”

– LINDA HAFT, DIRECTOR OF HUMAN CAPITAL SERVICES FOR LEXINGTON-BASED HANNA RESOURCE GROUP

“I’ll be taking a month for a sabbaticalleave,” said Mike Ward, pastor of Lexington’sWalnut Hill Church, which has an ecumenicalrelationship with the Episcopal and Presby-terian churches. “For me, personally, it’s theopportunity to take time away from ordinaryduties and responsibilities to pursue refresh-ment or renewal or development of my per-sonal, spiritual and professional self.”

The vestry of his church congregation,which is the elected gover ning board, toldWard he is free to use the paid time of f inwhatever way he sees fit. Ward will use it asmore than vacation time.

“I’m choosing to use the time to explorean area of the ministry I have never had ex-perience with,” he said. “I’ll present a reportto the vestry about my experience and whatI learned.”

In 2012, Fortune Magazine devoted anissue to the “Best 100 Companies to W orkFor” and also focused on some of the bestbenefits around. The article claimed thatnearly a quarter of the companies on the listoffered fully paid sabbaticals. The top five inthat category were: Boston ConsultingGroup, Recreational Equipment (REI), DPRConstruction, DreamWorks Animation andKimpton Hotels & Restaurants.

No Kentucky companies made the list.In fact, sabbaticals seem to be a rare em-ployee benefit throughout the business worldin central Kentucky.

The Bluegrass Chapter of the Society forHuman Resource Management (BGSHRM)comprises about 300 human resource profes-sionals in the Lexington-Bluegrass area.Amanda Huddleston, vice president at Peo-ple Plus in Lexington and president-elect forBGSHRM, said, “Unfortunately, none of ourBGSHRM board has any infor mation orknowledge of local companies that offer sab-baticals. One of our board members is in thetech industry, too, and he was not aware ofthat being offered here.”

Linda Haft, director of human capitalservices for Lexington-based Hanna Resourcegroup, which uses strategic business andhuman-resource solutions to help make com-panies profitable, also agrees sabbaticals arenot a common benefit here.

“I cannot personally tell you of any localcompany that offers it,” said Haft. “I wouldsay a few large companies might offer it, be-cause small companies cannot af ford to bewithout their employees for that period oftime. Historically, it was high-tech companiesthat might offer it as a benefit.”

Haft recalled dealing with a particularclient in her past professional life — Netscape— a major computer services company bestknown for Netscape Navigator , its webbrowser. A dozen years ago, Netscapeworked some of its employees so hard andfor so many hours they couldn’t squeeze intheir vacation time. So Netscape gave themextended paid time off to recuperate.

“It wasn’t forced vacation; they wereable to take sabbaticals at their discretion.They could take six weeks of paid time, inaddition to their normal vacation time,” saidHaft. “It was because people were workingaround the clock, and Netscape realizedthese people were getting burned out.”

In a 2010 study of sabbaticals, ForbesMagazine reported that in today’s fast-paced,always-plugged-in business world, taking justa week off throws some workers “into a task-delegating, calendar-clearing frenzy. Taking

a prolonged break, by quitting a job, or tak-ing a paid or unpaid leave, can seem down-right insane,” said the article.

One reason may be job insecurity in thisreduced economy.

But Elizabeth Pagano, cofounder ofYourSabbatical.com, disagrees.

“The concept of working for 40 yearsand then retiring is outdated,” Pagano said.“People should be able to inject bursts oftime off into their career paths.”

Joe Reynolds, who has an event-produc-tion business called Red Frog Events, giveshis employees, along with a guest of theirchoosing, a fully paid, one-month trip to thedestination of their choice — every fiveyears. He told Inc. Magazine, “Sabbaticalsmake sense. A month away allows enoughtime to come back hungry to tackle the nextbig project … people who love their job,perform better.”

Meanwhile, Pastor Ward, who counsels

many individuals and couples feeling thestrain of work on their personal lives, ur gesproportion: take your allotted vacation time. Ifyou earned it, he counsels, you should take it.

“My message to anyone would be thatit’s important to strike a balance betweenwork and rest. Rest might mean physical restor refreshment and renewal,” Ward said. “I’mcertainly aware not everyone’s vocational sit-uation allows for four weeks or two monthsoff, but I think people need a rhythm.”

By Doug Martin and Martha AlexanderCONTRIBUTING WRITERS

The arrival of April marks the start of anew fiscal year when U.S. Citizenshipand Immigration Services (USCIS) be-

gins accepting H-1B nonimmigrant visa ap-plications. Each year, USCIS approves 65,000“regular cap” H-1B applications and 20,000“advanced degree exception” H-1B applica-tions. USCIS also processes an unlimitednumber of applications that are classified as“cap-exempt.”

The H-1B visa program is important to

U.S. companies, research firms and univer-sities that employ foreign workers in spe-cialty occupations. These require theoreticalor technical expertise in specialized fields,and include scientists, engineers and com-puter programmers. Individuals in specialtyoccupations must have at least a bachelor’sdegree or equivalent or have duties that areso specialized and complex that the knowl-edge required for the job is comparable tohaving a bachelor’s degree or higher . Indi-viduals approved under the H-1B advanced-degree exception cap must have at least a

master’s degree from a U.S. institution ofhigher education.

The speed at which the USCIS’s annualH-1B quota is met is considered one indica-tor of whether U.S. companies are confidentabout hiring new employees for the comingyear. During a down economy, the cap sea-son can stay open as late as December orJanuary. In fiscal year 2011, USCIS did notreach its H-1B quota until November.

This year, USCIS received 124,000 H-1Bvisa applications by April 5, 2013, and someanalysts hope this is evidence of improved

employer confidence. Because only 85,000cap-subject applications could be approvedfor fiscal year 2014, more than 39,000 H-1Bapplications were rejected. USCIS used acomputer-generated lottery system to selectwhich petitions would be reviewed andwhich petitions would be rejected.

While this is good news for the U.S.economy, it is bad news for the many com-panies that were denied petitions for newH-1B workers. Fortunately, some types ofemployers and some existing H-1B workersare exempt from the H-1B cap, and USCISwill continue to accept and process peti-tions received from these employers and individuals.

Certain amended applications for cur -rent H-1B workers will not be counted to-ward the annual H-1B cap, includingapplications (1) to extend the amount oftime a current H-1B worker may remain inthe United States, (2) to change the terms ofemployment for a current H-1B worker, (3)to allow a current H-1B worker to changeemployers, and (4) to allow a current H-1Bworker to work concurrently in a second H-1B position.

The annual H-1B cap also does notapply to certain institutions of higher educa-tion, nonprofit research or ganizations andgovernment research organizations. These in-stitutions and organizations are exempt fromthe H-1B cap and can submit an H-1B visapetition any time during the year. To qualifyas an “institution of higher education,” an or-ganization must be a public or nonprofit in-stitution, award a bachelor’s degree oreducational credits that count towards abachelor’s degree, be accredited by a nation-ally recognized accrediting agency or associ-ation, and require that students be graduatesof a state authorized school that provides sec-ondary education or its equivalent.

USCIS will also recognize as cap-exemptany nonprofit entity that is connected or as-sociated with an institution of higher educa-tion. To qualify, the nonprofit must haveshared ownership or control with the sameboard or federation operated by the institu-tion of higher education, or be attached toan institution of higher education as a mem-ber, branch, cooperative or subsidiary.

Finally, some contractors and vendorscan file cap-exempt H-1B petitions on behalfof foreign workers who will work “at” aqualifying institution of higher education,nonprofit research organization, or govern-ment research or ganization. Thus, eventhough the worker is not directly employedby the qualifying institution, the worker canstill be treated as cap-exempt when the em-ployment “directly and predominately” fur -thers the essential purposes of the qualifyinginstitution.

While the fiscal year 2014 quota wasmet in a brisk five days, some employers andexisting H-1B workers can continue to filetheir H-1B cap-exempt applications withUSCIS. For these employers and individuals,the H-1B visa process is a continuous, year-round process. If you’re not one of theselucky ones, it’s never too early to start think-ing about next year’s fiscal year 2015 capseason. Preparing an H-1B applicationpacket can be a lengthy process, and justlike tax season, waiting until March to startis never a good idea. Early preparation andprompt filing will give your H-1B petitionthe best chance it has to be accepted in theUSCIS lottery.

Doug Martin and Martha Alexander areattorneys with the Lexington law firm ofSturgill, Turner, Barker & Moloney, PLLC

(www.SturgillTurner.com).

Focus: Human Resources Focus: Human Resources

12 13

SabbaticalsCONTINUED FROM PAGE 1H-1B visa quota

gone in five days

PHOTO FURNISHED

PHOTO FURNISHED

Business Lexington • May 10, 2013Business Lexington • May 10, 2013

IT WASN’T FORCED VACATION; THEY WERE ABLE TO TAKE SABBATICALS AT THEIR DISCRETION.THEY COULD TAKE SIX WEEKS OF PAID TIME, IN ADDITION TO THEIR NORMAL VACATIONTIME,” SAID HAFT. “IT WAS BECAUSE PEOPLE WERE WORKING AROUND THE CLOCK, ANDNETSCAPE REALIZED THESE PEOPLE WERE GETTING BURNED OUT.”

– LINDA HAFT, DIRECTOR OF HUMAN CAPITAL SERVICES FOR LEXINGTON-BASED HANNA RESOURCE GROUP

Business Lexington • May 10, 201314

Focus: Human Resources

By Cynthia L. EffingerGUEST WRITER

With a simple statement (“Y ou’refired!”), the employee gets up andexits the boardroom. And like

that, the underachiever is nixed from theshow, ushered into a limo and never seenagain (at least, until the “All-Star” season).

If only the real world was that easy. Thedecision to terminate an employee can giveany employer anxiety, even if it is undoubt-edly for the betterment of the business. Thissense of dread is not without warrant; termi-nation can be a legal landmine. Even termi-nating “at-will” employees requires cautiousconsideration. You can cover your bases,though, by carefully drafting policies, adher-ing to procedures, and relying on some com-mon sense. Before any action is taken,review these simple rules that can protectyou from a lawsuit.

Determine the employee’s statusIf someone is an “at-will” employee, he

or she can be ter minated any time, for anyreason. Yes, you can fire someone simplybecause you do not like them. Review anyexisting employment agreements or con-tracts that could be deemed to negate the at-will status. If an employee is not at will, thenthey usually have a set period for employ-ment and a ter mination is governed by anemployment contract that likely includes aprovision requiring termination “for cause.”In such an instance, you must remember toreview the contract and follow its terms be-fore terminating that employee.

It should be noted that even if all ofyour employees are at-will, you are still notout of the proverbial woods. At-will employ-ees can file post-employment lawsuits for avariety of reasons. Any employee, no matterthe status, can claim that he was terminated,at least in part, because of a legally protectedcategory (such as gender, religion, disabilityor age). An employee can also always allegehe was ter minated for exercising a legalright, such as taking a leave as per mittedunder the Family and Medical Leave Act, orfor refusing to engage in illegal activity. Theterm “at-will” is not an insulator for liabilitybut there are steps an employer can take toprotect itself against claims of wrongful dis-charge.

DocumentationThe key to avoiding ter mination law-

suits is documentation. All instances of sub-standard performance or misconduct shouldbe documented (even for at-will employees).The recording of these things can providesupport for the ter mination. Check recordsto see if an employee has received a previ-ous warning or has been written up — evi-dence of past problems can go a long wayin justifying a ter mination decision thatnegates against wrongful termination.

On the other hand, if an employee re-cently received a raise or ear ned a stellarperformance review, then a sudden dis-charge may raise suspicion if other factorsare present. A positive paper trail can indi-cate termination was predicated upon illegit-imate (and perhaps unlawful) reasons.

Review company policiesand procedures

Take time to review the company poli-cies and procedures to make sure the pun-ishment fits the crime. For example, if you areconsidering firing an employee who violatedthe company dress code, but the employeemanual says that such an offense first requiresa warning, you may be left to explain whyyou did not abide by your own rules.

If the employee manual is silent, con-sider whether treatment of this employee isconsistent with the treatment of others simi-larly situated. Consistency is crucial. An ex-perienced HR employee can help youdetermine if uniformity in management de-cisions is present.

Calm down and investigateNever explode on an employee and

end the outburst by telling him he is fired.Acting out of anger or frustration can justcause more problems. An employee whosetermination is preceded with yelling or otheremotion-driven acts is much more likely tobecome disgruntled. There may be timeswhen a sudden discharge seems warranted,however, best practices dictate that youshould suspend an employee first and con-duct an investigation. This will give you time

to cool of f and collect evidence of thewrongful act.

More often, though, a decision to termi-nate may not be so clearly defensible. If aninvestigation is required, act promptly. Doc-ument your findings, and remain neutral inyour treatment of the suspect employee (andthe accuser employee, if there is one) untilthe facts are uncovered.

Cut the cord face to face When it is time to let the person go, do

not take the easy way out by writing anemail or letter. Not only is this impersonal,but things in writing can be misinterpreted.Likely, if you do put something in writing,the employee will read it, think it over, andthen confront you about the decision. It isbetter for all involved to handle the issuehead-on and with a witness present.

If you are nervous about how the em-ployee will handle the news, then take timeto “script” how you would like it to go. B yplanning the encounter , you will be lesslikely to deviate from the objective or makethe meeting more excruciating than it has tobe. Termination is like pulling off a Band-Aid— it hurts less if you do it in one sweepingmotion. Before the meeting, remember to:

• Arm yourself with any documentationyou may need to back up your reason fo rthe decision.

• Decide who else you would like tobe present in the room; it is always a goodidea to have an unbiased party privy to themeeting.

• Be stern in what company items or in-formation must be handed over before de-parture and review with the employee an ynon-compete or confidentiality clauses thathave been signed.

• State exactly how long the employeehas to remove his belongings and self fromthe premises. If you do not want it to disruptthe office environment, consider letting theemployee gather his things during off-hourswith the accompaniment of security or per-sonnel.

• If there is any chance of violent retal-iation, have a procedure in place beforehandfor removing the employee from the prem-ises and consider having company securit ypersonnel on-hand.

Before you sit down with the employee,you should contemplate the issue of sever -ance pay. Any time an employee is fired,there is possibility that legal action will fol-low. To avoid this, a severance agreementcan be negotiated with the employee. Theemployee will sign a release foregoing theirright to sue in exchange for something o fvalue. Keep in mind that the exchange doesnot have to be money, but can be somethingintangible, such as an agreement to providepositive job references or to not contest un-employment benefits.

To ensure that your agreement will holdup if challenged in court, make sure an yagreement is in writing, signed by the em-ployee, and states that the waiver of right tosue is knowing and voluntary. You will alsowant to allow the employee some time toconsider signing it, and in certain circum-stances, the law sometimes requires a 21-dayconsideration period. Also, always allow theemployee to review the document with anattorney if he so chooses.

The wrap-up Once the employee is out the door, you

can breathe a sigh of relief. But know thereis still work to be done. A ter minated em-ployee may be legally entitled to benefits,such as COBRA or vested 401(k) or pensionbenefits. You will want to check with you rHR staff or an attorney about the necessaryprocedures for compliance with these. Youwill also have to issue the employee’s finalpaycheck, which may have to include pay-ment for accrued or unused vacation days.

Letting go of an employee is rarely aseasy as Mr. Trump makes it look, but withsome planning and forethought, you can tra-verse the legal landmine safely.

Cynthia L. Effinger is an associate ofMcBrayer, McGinnis, Leslie & Kirkland,PLLC. Effinger is located in the firm’s

Louisville office and can be reached atceffinger@mmlk.com or at(502) 327-5400, ext. 316.

This article is intended as a summary ofnewly enacted federal law and does not

constitute legal advice.

RULES OFTERMINATION

CONTEMPLATE BEFOREYOU TERMINATE

By Kathie StampsCONTRIBUTING WRITER

What was once called the personneldepartment, dealing with peopleand paperwork, is now known as

human resources, a term coined by LeonardNadler in his 1970 book “Developing HumanResources.” The field of human resources, orHR, has evolved to include working in anoperational capacity and implementing acompany’s strategies. Aside from on-the-jobtraining and years of general workplace ex-perience, where do professionals lear n HRskills? Area universities are providing educa-tional opportunities.

Since the late 1990s, the Executive Edu-cation Center at the University of Kentucky’sGatton College of Business and Economicshas offered an HR management certification.The continuing education credit program hashelped more than 400 people at the Univer-sity of Kentucky prepare for the exam to be-come certified as a professional in humanresources (PHR) or a senior professional inhuman resources (SPHR). Those exams areadministered by the HR Certification Insti-tute, based outside of Washington, D.C.

Within the College of Business andTechnology at Eastern Kentucky University(EKU), the bachelor’s degree in business ad-ministration has an option in human re-source management. Created by MikeRoberson, Ph.D., the program began in 1994.In the early years, EKU had a hard time get-ting students placed in anything other thanentry-level positions, because HR positionswere traditionally staffed by senior membersof corporations.

“A lot of organizations didn’t think theyneeded to hire people with specialized train-ing in human resources,” Roberson said.“That has changed. W e see our alumniproudly serving in all kinds of organizationsthroughout the Bluegrass and beyond.”

In addition to an introductory HR man-agement course, students take four advancedcourses in labor relations, compensationmanagement, employee recruitment and se-lection, and human resource development.

“If you’re looking for three cheap hoursin advanced management, you’ve come tothe wrong class,” Allen Engle, Ph.D., tells hisstudents. “It is labor-intensive work.”

Roberson added, “They leave here andknow they’ve been through one of the mostrigorous programs they can imagine.”

Engle and Roberson, professors of man-agement, are the primary faculty members inthe HR program. Of the 111 graduates in theHR option’s history, 34 have graduated in thelast four years. Many of the 407 managementmajors in the same time period took ad-vanced HR courses.

“This is an indication of where we aretoday and what we expect the next fewyears to be like,” Roberson said.

The EKU professors combine theoryand application in each course. They updatecontent on a regular basis.

“We constantly ask ourselves, ‘What isrelevant for today’s students?’” Roberson said.

For many years, a human resourcesmanager was “a smart person who got alongwell with others,” according to Roberson. Asthe field grew in complexity, so did the needfor formal training.

“The international aspect is becomingbigger and bigger ,” Engle added. He andRoberson have made presentations at aca-

demic conferences in Europe, China andother countries, and each has written for nu-merous scholarly publications in recent years.

In Lexington, Louisville, and Fort Knoxin Kentucky, Sullivan University offers bach-elor’s, master’s and doctoral degrees inhuman resource leadership, through an e-learning program that began in 2008.

“The future is online; that’s where peo-ple are lear ning,” said T eresa A. Daniel,Ph.D., dean of the program. “We cater to aworking student.”

The HR leadership department has closeto 300 students, with the lar gest concentra-tion enrolled in the doctoral program.Daniel’s courses involve weekly reading as-signments, videos and discussions via WebExor Skype, plus occasional one-on-one phoneconversations.

“The technology is so good now youcan virtually be anywhere,” she said.

A lawyer by trade, Daniel worked forAshland Inc. for 15 years when the com-pany’s headquarters was still in Ashland, Ky.She was transferred as a divisional vice pres-ident to the HR department because thatfield was becoming so regulated. Then shewent back to school for a doctorate inhuman and organizational systems and hasled the Sullivan HR program since 2010.

She has seen a couple of changes in thefield of human resources, from the need topossess strong business skills to being ableto interpret data.

“Sullivan is one of the first programs inthe nation to have a course devoted entirelyto analytics,” she said. In the master’s anddoctoral programs, the course centers arounddata-driven, evidence-based management.

“In some organizations, it’s still very ad-ministrative and transactional,” Daniel said ofhuman resources — hiring people and pro-cessing benefit claims, for example. There areother companies that really understand andembrace what an HR professional can do:“Projecting needs, getting the right people in,doing things that keep the organization flour-ishing, continuing to update people skills andcreating a culture that makes people want tobe there and be more productive,” she said.

Sullivan’s courses under go constantreview, and each one is redesigned inten-tionally.

“We take it apart every three years, todeliver content that keeps students up todate,” Daniel said. “We’re delivering peoplewho can hit the ground running when theyget hired and know what they’re talkingabout.”

Focus: Human Resources

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A LOT OF ORGANIZATIONSDIDN’T THINK THEY NEEDEDTO HIRE PEOPLE WITHSPECIALIZED TRAININGIN HUMAN RESOURCES.THAT HAS CHANGED. WE SEEOUR ALUMNI PROUDLY SERVINGALL KINDS OF ORGANIZATIONSTHROUGHOUT THE BLUEGRASSAND BEYOND.”– MIKE ROBERSON, EKU COLLEGE OF BUSINESS

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Business Lexington • May 10, 2013 15

Business Lexington • May 10, 201316

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675

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The University of Kentucky, also known as UK, is a public co-educational university and is one of the state’s twoland-grant universities, located in Lexington, Kentucky. Founded in 1865 by John Bowman as the Agricultural andMechanical College of Kentucky, the university is the largest in the Commonwealth of Kentucky by enrollment, with28,094 students as of Fall 2011, and is also the highest ranked research university in the state.

Fayette County Public Schools serves about 40,000 students in pre-K through 12th grade. We have 34 elementary,12 middle and five high schools, two technical centers and five other academic programs. All of our schools arecommitted to providing the best possible education and well-rounded growth experience. ThroughComprehensive Improvement Planning, we determine how to ensure that students reach proficiency and beyond.

The Cabinet for Health and Family Services (CHFS) is home to most of the state’s human services and health careprograms, including Medicaid, the Department for Community Based Services and the Department for Public Health.

This is the state agency charged with overseeing the highway, rail, and aviation infrastructure. Includes informationon highway planning, traffic laws

Healthcare Services at Central Baptist Hospital Central Baptist Hospital in Lexington, KY is known throughout theBluegrass for advanced healthcare of heart disease, cancer and our specialized services for women and children, butwe offer even more.

Through ACS, A Xerox Company, which Xerox acquired in February 2010, Xerox also offers extensive businessprocess outsourcing and IT outsourcing services, including data processing, HR benefits management, financesupport, and customer relationship management services for commercial and government organizations worldwide.

State Government - State Agencies, Bureaus and Departments

Development, marketing and sales of printers and related supplies and software. Also, corporate headquarters.

City Government Services

Saint Joseph Hospital, Lexington’s first hospital, remains the first choice for health care today. Founded in 1877, ithas grown into a 433-bed medical center, with a full range of services, including the national award-winning HeartInstitute and leading edge da Vinci robotic surgery. Also known as Lexington’s “heart hospital,”Saint Joseph has pioneered many firsts in the health care community.

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Retail food chain corporate history, news, store locator, operations profile, employment details, and overview of food,pharmacy, gifts, and savings available.

Is a fully accredited, two-division, tertiary care medical center with an operating bed complement of 199 hospitalbeds. Acute medical, neurological, surgical and psychiatric inpatient services are provided at the Cooper Division,located adjacent to the University of Kentucky Medical Center. Other available services include: emergency care,medical-surgical units, acute psychiatry, ICU, progressive care unit, (includes Cardiac Cath Lab) ambulatory surgery,OR/PACU, hemodialysis, medicine specialty clinics, surgery specialty clinics, and outpatient primary and specialty care.

As Central Kentucky’s oldest and largest multi-specialty medical group, we have been here to serve you since 1920.From establishing the first radiology department in Lexington to implementing one of the first electronic medicalrecords systems, Lexington Clinic has a rich history of medical innovation and superior care for our patients.

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Total Numberof LocalEmployees

Top LocalOfficial/Year EstablishedLocally

Eli Capilouto (President)/1865

Tom Shelton (Superintendent)/1890

Audrey Tayse Haynes(Secretary)/NA

Mike Hancock (Secretary)/1912

William G. Sisson/1954

Chris Gillian (CorporateCommunications)/2010

Alison L. Grimes(Secretary of State)/NA

Paul Rooke (CEO)/1991

Jim Gray (Mayor)/1974

Ruth W. Brinkley(CEO of Kentucky One Health)/1877

Mike Duke (President & CEO)/1962

Penny Goddin; David Dillon(CEO & Chairman)/1883

Fernando O. Rivera(Director)/1931

Andrew H. Henderson, M.D.(CEO)/1920

Brian Owens(General Manager)/NA

Joseph U. Meyer (Secretary)/1982

Hank Meijer (CEO, Co-Chair),Doug Meijer (Co-Chair)/1934

Daryl K. Love (Manager ofCommunity Relations)/NA

NA/NA

Gary Payne (President & CEO)/1958

Services / Type of Business

University of Kentucky410 Administration Dr.Lexington, KY 40506859-257-9000www.uky.edu

Fayette County Public Schools701 E. Main St.Lexington, KY 40502859-381-4000www.fcps.net

Kentucky Cabinet for Health & Family Services275 E. Main St.Frankfort, KY 40621800-372-2973www.chfs.ky.gov

Kentucky Transportation Cabinet200 Mero StreetFrankfort, KY 40601502-564-4890www.transportation.ky.gov

Baptist Health Lexington*1740 Nicholasville Rd.Lexington, KY 40503(859) 260-6100www.centralbap.com

Xerox Company101 Yorkshire Blvd.Lexington, KY 40509859-389-4000www.xerox.com

Kentucky State Government - Franklin County229 W. Main St.Frankfort, KY 40601502-875-3733www.ky.gov

Lexmark International Inc.740 W. New Circle Rd.Lexington, KY 40550859-232-2000www.lexmark.com

Lexington-Fayette Urban County200 E. Main St.Lexington, KY 40507(859) 425-2255 or LexCall 311www.lexingtonky.gov

St. Joseph Health Systems, Inc - Kentucky One Health424 Lewis Hargett CircleLexington, KY 40503859-313-3465www.sjhlex.org

Walmart500 W. New Circle Rd.Lexington, KY 405011859-381-9370www.walmart.com

The Kroger Company - Lexington Area1600 Ormsby Station CourtLouisville, KY 40223-4039502-423-4900www.kroger.com

Lexington Veterans Affairs Medical Center1101 Veterans Dr.Lexington, KY 40502859-233-4511www.lexington.va.gov

Lexington Clinic, PSC1221 S. BroadwayLexington, KY 40504859-258-4000www.lexingtonclinic.com

Amazon.com1850 Mercer Rd.Lexington, KY 40511859-381-2100www.amazon.com

KY Department of Workforce Investment500 Mero St., 3rd FloorFrankfort, KY 40602800-648-6056www.workforce.ky.gov

Meijer351 W. Reynolds RoadLexington, KY 40503859-219-3701www.meijer.com

Ashland Consumer Markets3499 Blazer ParkwayLexington, KY 40515859-357-7777www.valvoline.com

Galls1300 Russell Cave RoadLexington, KY 40505859-266-7227www.galls.com

Cardinal Hill Rehabilitation Hospital2050 Versailles Rd.Lexington, KY 40504859-254-5701www.cardinalhill.org

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Business Lexington • May 10, 2013 17

Focus: Human Resources

Mentoring: Bridging generations in the workplaceBy Hannah LeGrisCONTRIBUTING WRITER

In our two previous articles on the multi-generational workforce, we examined thebackgrounds, values and work styles of

baby boomers, born between the years 1946and 1964; Generation Xers, bor n between1965 and 1976; and Millennials, bor n be-tween the years of 1977 and 1998. W e alsodiscussed ways to build upon generationaldifferences, because although there may bemarked distinctions among the generations,strong leaders can facilitate effective partner-ships across these generations.

In this final article on multigenera-tional workplaces, we will focus on men-toring and examine various ways thatleaders can facilitate productive mentoringrelationships among employees of differentgenerations.

There are various forms that mentorshipmay take. The traditional mentoring modelinvolves pairing younger workers with olderworkers so that the more experienced em-ployee may instill institutional knowledgeand skills to the less experienced employee,thereby helping that younger worker moveup the organizational ladder. However, an-other form that a mentorship can take mayinvolve a reciprocal arrangement, whereyounger workers also share their skills withtheir more established colleagues.

A “reverse mentorship” relationship,therefore, may give an unconventional twistto building connections between boomersand younger workers. A 2012 article inHuman Resource Management Jour nal ar-

gues that there can be a considerableamount of value in having a younger, junioremployee share his/her expertise, techno-logical and otherwise, with a more seniorcolleague. In this relationship, youngerworkers are able to reap the benefits of tra-ditional mentorship while simultaneouslypassing on technical savvy and multitaskingskills to older workers.

Developing dynamic mentorship pro-grams can encourage co-workers to connectboth personally and professionally. Thehealthiest workplaces are those that treattheir employees as multi-dimensional individ-uals who wish to be engaged on many lev-els, and reverse mentorship helps accomplishthis goal. For supervisors, the key to fosteringthese reverse mentorship relationships maylie in reinforcing the idea that all workershave valuable skills, and that sharing themwill only increase their worth and stability inthe workplace. Although some employeesare reluctant to teach their strengths to othersfor fear that they give up some expertise andthus their power in the or ganization, co-workers helping each other ultimatelystrengthens bonds, opens communicationand is good for not only the organization butalso for the employees themselves.

To encourage these relationships, lead-ers should consider tapping into employees’existing interests and affinities. For example,a 2009 Harvard Business Review article re-vealed a number of similarities betweenbaby boomers and Millennial workers.Many members of both groups were drawnto opportunities that allowed time to ex-

plore their passions, hobbies and volunteer-ing. Both groups felt that temporarily takingtime away from work was an opportunityfor fulfillment. According to Boston Col-lege’s Center for Work and Family, Millen-nial workers are likely to reject hierarchicalleadership, desiring to lead by team motiva-tion, collegiality and accountability. Eventhough younger workers may initially ques-tion the boomer top-down leadership style,their shared value systems may be a way toconnect the two generations. This is espe-cially important as older workers begin toretire and Millennials follow the path intotheir leadership roles. Innovative leaderswill facilitate such unions and encourageolder and younger workers to see the simi-larities they share and, conversely, the waysthat their differences are productive.

There are various forms that mentorshiprelationships can take, and each generationmay benefit from different forms of partner-ships. Though some studies argue that Mil-lennial generation workers tend to pursueboomers for professional advice, there arealso partnerships to be forged between Gen-eration Xers and baby boomers, as Gen Xerswill soon be filling the positions left open bythe boomers upon their retirements. Theywill need to work closely to make thosetransitions as seamless as possible.

Younger workers should also be en-couraged to form partnerships with eachother. Gen Xers and Millennials are likely toshare an interest in creating more flexiblework environments and using technology inorder to diversify communication. These

generations also have the tendency to rejectand rewrite the standard rules for doingbusiness and performing work tasks. Inspir-ing collaboration between several younger,innovative workers can help businesses re-think the way they structure projects, usecommunication and marketing skills, andgenerate new strategies for connecting witha younger client base. Established Genera-tion X workers are likely to hold the institu-tional knowledge that their younge rcolleagues lack and are able to communi-cate their own industry experiences, there-fore modeling potential career-advancementtrajectories.

Though some of the aforementionedcross-generational mentorship ideas may beperceived as unconventional, creating a col-laborative, innovative workplace often re-quires facilitation by those in leadershippositions. Creating a sense of meaning fo rall workers by emphasizing the importanceof various skill sets demonstrates that diver-sity is valued rather than problematic. En-gaged workers are more likely to buildupon their existing competencies, especiallywhen socialization with colleagues is part ofthis process. Producing situations whereworkers can help each other grow, succeedand navigate various changes is an impor -tant part in the process of building a healthyorganization.

Hannah LeGris is an intern at the Institutefor Workplace Innovation and is currentlypursuing a master’s degree in English at the

University of Kentucky.

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Business Lexington • May 10, 201318

A healthy spirit of givingBusinessman RJ Corman’s philanthropic gift funds new mammography suite in Jessamine County

By Kathie StampsCONTRIBUTING WRITER

As the largest philanthropic supporterin the history of St. Joseph Hospital,RJ Corman Railroad Group provided

funds to establish the St. Joseph JessamineRJ Corman Ambulatory Center , whichopened in January 2009 in RJ “Rick” Cor -man’s hometown of Nicholasville, Ky. Cor -man’s most recent contribution has fundedthe new Sandra J. Adams Digital Mammog-raphy Suite at the medical center . The firstscreening on the Hologic digital mammog-raphy unit was performed April 4.

“This gift will save lives,” said BarryStumbo, president of the St. Joseph Hospi-tal Foundation. “Our broad oncology program goal is very simple: to detect can-cer at an earlier stage and grow life ex-pectancy.”

“Our patients will also benefit by havingtheir images reviewed and dictated by oneof our highly qualified board-certified radi-ologists at the St. Joseph Breast Center, whohave many years of experience in breasthealth,” said Adam Gossom, director of am-bulatory imaging operations.

Corman named the mammographysuite after his sister, Sandra “Sandy” Adams.

“You look around at the competition,to try to come into a St. Joseph Jessamineplace versus all the other options that theyhave,” Corman said. “Anything we can do

to enhance our hospital, if I can, I’ll try tohelp them.”

Adams didn’t even know about the ges-ture until a friend texted her.

“My brother likes to have the shock ef-fect,” Adams said.

She added, “I am truly, truly, trulyhonored and very humbled by such a kindgesture.”

Adams has had friends and family whohave been affected by breast cancer. “Peoplewill be so blessed to have this in JessamineCounty,” she said, “not because it is namedin my honor, but because of the lives I seeit saving.”

Hospital administrators know that somewomen will put of f scheduling a mammo-gram if traveling to get one is not conven-ient. For Jessamine County residents, drivingto Lexington is no longer an excuse.

“In the interest of wellness and early de-tection, patients can get scheduled quicklyat our facility and can get in and out withlow wait times,” said Greg Giles, director ofambulatory operations and development forKentuckyOne Health.

The eight facilities of Saint JosephHealth System — in Bardstown, Berea, Lon-don, Martin, Mount Sterling and two hospi-tals in Lexington — merged with hospitalsin Louisville in January 2012 to becomeKentuckyOne Health. The Jessamine centerhas a 24-hour emergency room and of fers

CT scans and other diagnostic imaging services.

Prior to the merger, Gene Woods wasthe system’s CEO from 2005 to 2011. He iscurrently the executive vice president andCOO for Christus Health, based in Irving,Texas. Woods met Corman at a chamber din-ner and a few months later approached himabout donating to the ambulatory center ,which had already broken ground inNicholasville, Ky.

“Someone mentioned that he had mul-tiple myeloma, the same disease my fatherdied from, and we for med an instant con-nection,” Woods said. “He told me that if mydad had access to the latest technology andscience, he might have lived longer.”

It didn’t take much convincing fromWoods for Corman to contribute to the med-ical project for Jessamine County. Cor manonce counted 26 traf fic lights fromNicholasville to St. Joseph Hospital in Lex-ington.

“The guy who pushed me over theedge,” Corman said, “was Gene Woods.”

Woods recalled that when Cor manmade the donation, it was not just becausethe ambulatory center was needed, “but be-cause of the discussions we had about myfather,” Woods said. “It was one of the mostheartfelt and personally moving things any-one has ever said to me.”

Corman is one of W oods’ all-time fa-

vorite people, Woods said.“For one, he has an iron will the likes

of which I have never seen,” W oods said.“There are only one or two people in ahundred that could build such a tremen-dously successful company from scratch,and also fight his disease as valiantly as he has.”

Corman formed the RJ Corman RailroadGroup in 1973. His sister went to work forthe company after working in the bankingindustry and taking of f eight years to be astay-at-home mom.

“It was only for a couple of weeks,helping the CPA during tax season,” she said.“I left 18 years later.”

Today Adams owns the Zaxby’s restau-rants in Nicholasville, Danville, Frankfort andRichmond. She and her brother are veryclose, and the siblings have never forgottentheir humble beginnings.

“We have a very strong work ethic,” shesaid. “That’s the way our parents raised us.Work hard and you can accomplish anythingyou can set your mind to, with the Lord’shelp.”

“The Jessamine County community isvery blessed to have folks like RJ Corman,”St. Joseph’s Giles said. “He gives to localcauses that support health and well-being ofall residents, regardless of status or means.We’re grateful for his gift and our continuedpartnership in this community.”

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Business Lexington • May 10, 2013 19

By Jane S. ShropshireCOLUMNIST: HIGHER ED MATTERS

The Honors Program at the Universityof Kentucky has program staff feelingvery excited and, honestly, a little

overwhelmed: More than 2,400 students ap-plied for entry this year , as compared to1,200 last year. The program expects to en-roll an entering class of between 400 and450.

Although those not admitted may re-main active on a wait list, the yield on offersof admission already looks higher than inprevious years. As a result, students on thewait list may be sorely disappointed.

Meg Marquis, director of student serv-ices for UK’s Honors Program, attributes theapplicant pool’s growth to two factors: in-creased recruiting efforts to make sure in-state students and their school counselorsknow about opportunities, especially forhigh-ability students otherwise inclined to goout of state; and UK recruiting at more out-of-state schools generally.

A third factor, as well, may have im-pacted the applicant pool: The Honors appli-cation was appended to the generaladmissions application, rather than standingalone as in previous years, making it moreconvenient for students to apply.

Many denied in competitivereview process

Marquis and her colleagues in the Hon-ors Program have been hearing from un-happy students not admitted, as well as theirparents. Many express surprise because they

didn’t understand the quantity of applica-tions received, nor did they understand theimpact that quickly written essay responsesmight have had on the final decision.

Marquis urges parents to give as muchresponsibility as possible to studentsthroughout the process, even at the end ifquestioning an admission decision.

Admission to the Honors Program isbased on a holistic process in which stu-dents’ essay responses are weighted quiteheavily. The three essay questions allow stu-dents to demonstrate writing aptitude andwhere they are in terms of thinking deeplyabout things, being curious and having amind open to exploration.

There is no “auto-admit” based on gradepoint average and ACT, although 90 percentof those admitted have an unweighted GPAof at least 3.9. The average ACT compositefor those admitted was close to 32, and morethan a handful had a per fect 36. Marquisnoted that a per fect score would not guar-antee admission in and of itself.

All applications are read by faculty re-viewers. In addition to academic excellence,extracurricular accomplishments and volun-teer experience are considered. Faculty want“students who are interested in doing,” saidMarquis, “students who are curious aboutthe world.”

Although review of completed applica-tions begins early, no preference is given toearly applicants. However, Marquis observedthat students who wait until the deadline toapply often approach the application lessthoughtfully.

Program componentsUK’s Honors Program is more than 50

years old. The curriculum has been moldedto fit students’ needs and provide academicrigor, and to help students explore differentcourses and experiences rather than focussolely on graduate/professional school goals.

Honors seminars of fer small classes,capped at 20, with Honors peers and highlyexperienced professors. Connections withHonors are now spread throughout all fourundergraduate years. A flexible curriculumgives students credit for education abroadand undergraduate research; structure andguidance is available to make these oppor-tunities realities for each student.

This is “a notoriously friendly program,”said Marquis, with students very friendly to-ward one another rather than competingagainst each other. “They’re proud of eachothers’ successes.”

Incoming freshmen should apply forcompetitive scholarships while applying foradmission; there is no automatic award thataccompanies Honors entry. Instead, Honorsfunding supports enrolled students as theypursue education abroad and undergraduateresearch conferences, as well as other edu-cational experiences.

Honors Living LearningCommunity

As of fall 2013, a new residence hall willhave 450 of its 600 beds designated for anHonors LLC. This can accommodate the en-tire first-year cohort if they choose to livethere, but students are not obligated to

choose this housing option.Programming in the LLC is student-dri-

ven and includes networking with faculty,guest lectures and social/stress-release op-portunities. The new residence hall makesconnections between living and lear ningmore deliberate, as it includes Honors class-rooms and program offices. Perhaps this is afourth reason for the extraordinary increasein applications this year.

Explore before applyingStudents who seek the relative bar gain

of in-state tuition and who are up to the rig-ors of the Honors program overlay would dowell to explore UK’s program as they buildtheir college lists. Even students drawn tosmall liberal arts colleges may find that thehybrid approach of a smaller Honors pro-gram within a lar ge public university isworth careful consideration. It is not purelyfor those in arts and sciences; the programboasts student enrollment from every majoroffered at the university.

Students are advised to seek informationearly to develop an understanding of the pro-gram, Marquis emphasized. She hopes thatthey will apply not because they see the Hon-ors Program as a resume-builder, but insteadbecause they see the program as an excellentmatch for their intellectual interests.

Jane S. Shropshire guides students andfamilies through the college search process

and is Business Lexington’s Higher EdMatters columnist. Contact her at

Jshrop@att.net.

UK Honors applicant pool doubles in size

PARTINGTHOUGHTS

Business Lexington • May 10, 201320

Immigration reform is necessaryto advance our global competitiveness

A new era of decentralized leadership in LexingtonBy Todd WilleyGUEST COMMENTARY

The past couple of years might cometo be known as the Kickstarter era.Across the nation, ideas have been

converted from potential into real value. Thebreakthrough that powers this new era ofcommerce is the openness that connects in-novators directly to their market. This is ashift from having to be vetted by establishedplayers before gaining access to capital, peernetworks and other resources that first-timefounders often have trouble acquiring.

In the same way that crowdfunding istaking over financing, a merit-based style ofleadership is taking over our city. The nextgeneration of nonprofit and business lead-ers are developed by promoting their ideasand creating real-world progress instead ofnavigating institutional hierarchies and play-ing political games. Leadership is not be-stowed in Lexington by being hired orvoted into a position with some amount ofassumed authority — the potential for lead-ership exists in anyone willing to work hardto make change.

This new breed of leadership is alreadyhaving a huge impact on our city. While afew big developers are spending capital de-veloping Fayette Mall and Hamburg to makeway for more franchises, the growth of Lime-stone, Jefferson and National avenues is hap-pening in a way that reflects our culture.

Our local businesses are creating valueand experimenting with the local market in-

stead of following corporate guidelines builtelsewhere. Starting with a minimal budgetand finding a home in whatever repurposedbuilding is suitable, they tur n their dreamsinto success by connecting with their peersand winning them as customers. Instead ofestablishing themselves in a cluster arounda larger, established anchor, this new breedof leaders consists of cultural ambassadors.They are building neighborhoods where youcan expect authentic interactions, well-pro-duced goods and services and otherwise ex-perience the tone of what is quicklybecoming the heart of Lexington.

Entrepreneurs deserve a lot of the creditfor their visible impact in this cultural shift,but the change we’re seeing isn’t limited tofounders and executives. Less visibly, pro-fessionals working in lar ger businesses innon-managerial roles are finding ways to ex-press themselves and get their peers to en-gage in building a more open community.Blood drives, fundraisers and volunteer ef-forts are being led by employees when thereis a lack of direction from their managers, orwhen the goals of the boardroom don’tmatch the desires of the employees. Lexing-ton’s plethora of young professionals’ organ-izations deserve the credit for a lot of thisrabble-rousing and self-organizing.

It is a credit to many businesses that theiremployees are successful with their inter nalcampaigns for local involvement. Businessparticipation in the traditional ways, such asoffering paid leave for volunteering and shar-

ing underutilized resources such as of ficespace, has always been healthy in the region.Recently, there has been a transition to settingcompany-wide community objectives in away that includes employees in determiningthe areas of interest and investment. The busi-nesses that encourage employees to build di-rect connections to community organizations,instead of participating in the regiftingschemes of older workplace-giving programs,are promoting happy employees who builda vibrant Lexington and strengthen our cul-ture of openness and accessibility.

There are signs the city government un-derstands this shift toward openness andwants to empower each person to make achange in his or her own way. As this articlegets ready for press, we are in the final con-tention for a grant from the Knight News Chal-lenge. Our elected officials want to develop asystem for promoting change in which our cit-izens can become leaders and find pathwaysto push through or avoid interference by thegovernment and other regulators.

The city’s proposal generated somenegative feedback when it was proposed tothe Bloomberg Mayor’s Challenge. It wasconsidered generic and missing an opportu-nity to have our elected of ficials create andlead a strong identity and brand for our city.What Lexington needs is not to have an ad-ministration claim an identity and try to cap-ture it with their limited time in of fice, butto build an enduring legacy of empower -ment and openness. An open community

builds more leaders and creates more valuethan a community that rallies around a fewfavored industries.

Some challenges remain while thismodel of decentralized leadership continuesto become the dominant mode of growth forour city. We’ve always found it easier toboast about the successes of particular com-panies or industries than to promote thevalue of openness and community. Theidentity that Lexington projects to our visitorsis based on a few sectors of our economyand heritage that are, for the most part, nei-ther representative of the lives of our resi-dents nor opportunities for continuedgrowth that are available to the entire city.As the conversation changes about the valueof being in Lexington, the institutions that in-terface with visitors and newly relocated res-idents must tap into the resources that aredriving this cultural shift.

What hurdles remain, and any backlashfrom the entrenched or ganizations that arelosing relevance, will quickly be swept asideor overcome. The path forward for Lexingtonis knowing that the path forward is constantlyin flux, but anyone can have an ef fect on itstrajectory. In an egalitarian city, the future isbuilt by the best ideas with the best leaders,and we’re fortunate to have plenty of both.

Todd Willey is a serial startup founderand employee. He is CEO of CirrusMio,

where he oversees the CivChoiceworkplace-giving program.

By Eli CapiloutoGUEST OP-ED

Last year, I had the opportunity to travelto China with a delegation from theUniversity of Kentucky to advance sev-

eral partnerships growing between UK’s col-leges, departments, and universities andindustries in a country growing in economicimportance.

One such partnership is between UK’sCenter for Applied Energy Research and theworld’s largest power company. During ameeting with industry representatives, weshared our exciting work in the develop-ment of clean-coal technology and discussedpartnerships, the exchange of students andfaculty collaboration as part of the U.S.-China Clean Energy Research Center.

As we met, they described severalmulti-billion-dollar research-and-develop-ment investments in their country’s ener gysector. In comparison, the proposed Depart-ment of Energy’s FY2014 budget for fossilenergy R&D was just over $420 million, re-flecting an approximate reduction of $82million over last year.

That stark reality underscores the com-petitive environment our country’s studentsface today and in the coming years as oureconomy continues to be transfor med byglobal forces.

We can’t avoid it, nor should we try.

The changing landscape, in fact, de-mands more of the United States in educat-ing and preparing a well-educatedworkforce — one outfitted with the skillsnecessary to compete and succeed in aglobal, multinational, multifaceted economy.

We can no longer af ford to focus onlylocally; we must broaden our scope. But wecan make changes here at home that willhelp ensure our competitiveness, particularlyin science and technology where advancesare occurring rapidly in ways that are shap-ing our economy profoundly.

Last month, I joined the presidents ofCornell University, Arizona State University,and Miami-Dade College in a letter calling oncolleges and universities across the countryto voice support for a sensible solution forthe United States’ broken immigration policy.

On April 19, some 75 institutions nation-wide joined together on National Immigra-tion Reform Day — we are at the junctureof this important national dialogue. Univer-sities are responsible for educating the work-force that creates jobs and fills employmentranks; and our graduate students, faculty andstaff reach transfor mative breakthroughs,write patents and invent new technologiesthat fuel our economy.

In many ways, the existing, outmodedimmigration policies — written nearly a half-century ago — are hindering us in each of

these endeavors.Consider that a quarter of the Americans

who have won a Nobel Prize have been im-migrants, and — in 2011 — more than threequarters of the patents received by the topten U.S. patent-producing universities listedan immigrant inventor . Their innovationsyield impressive economic growth for theUnited States; between 1990 and 2000, thesediscoveries have contributed to growing U.S.GDP by 2.4 percent, as reported by the Bu-reau of Economic Research.

In an economic context, 40 percent ofall Fortune 500 companies were founded byan immigrant or the child of an immigrant.

While on our campus, international stu-dents bring a cultural richness to the univer-sity community, adding global perspectivesto classroom discussions and conversationsin our residence halls before they graduate.At the same time, international students andfamilies had a net impact on the UnitedStates and Kentucky economies of some $21billion and $137 million, respectively, in2011-’12, according to the National Associa-tion of Foreign Student Advisors.

The data tell a compelling story — onethat parallels with an American dream thatinspired generations of immigrant entrepre-neurs who traveled to the United States inpursuit of a better life.

Yet, in an increasingly interdependent

world — we are making it dif ficult for im-migrants to chart a promising path througheducation and, ultimately, employment inthe United States.

Our workforce needs, especially inSTEM education, are growing, and at thecurrent rate of production, we will fall shortof the necessary tar gets to accelerate andsustain economic growth. Roughly half ofpost-baccalaureate degrees awarded inSTEM disciplines are to foreign-bor n stu-dents, but we lack the common-sense immi-gration policies to keep these graduates inthe United States.

In short, we are preparing the brightestminds to lead the new global economy, andthen we watch as they retur n to anothercountry hungry for their entrepreneurialspirit — we’re competing against the stu-dents we educate.

As a nation of immigrants, we have anopportunity to seize our heritage and find analternative method for engaging a vibrantpart of our global community in our future.By choosing a path to sensible immigrationreform, not only can we help Kentucky be-come more competitive nationally, but wecan contribute to the overall global prosper-ity of the United States.

Eli Capilouto is the 12th president of theUniversity of Kentucky.

Chuck Creacy PublisherChris Eddie PublisherTom Martin Editor in ChiefSusan Baniak Features Editor

Business Lexington • May 10, 2013 21

By George KaufmanGUEST WRITER

I teach environmental science at Transyl-vania University. Each semester , I takemy students on a field trip to the LFUCG

Recycling Center on Thompson Road. Forthe past two semesters, I have added a com-ponent to the experience: Before we go onour trip, I have collected as much trash as Icould carry from the side of the road be-tween my house and Transylvania.

The stretch includes North Forbes andWest Main, and I fill my bags before I gethalfway to campus. Then my students and Iclassify and weigh what I have found. Al-though the amount of trash over the one- totwo-mile stretch doesn’t seem impressive,the numbers add up quickly when my stu-dents extrapolate how much trash is likelyto be on all the roadways in Fayette County.

Plastic dominates the landscape —wrappers and plastic ware, lids and strawsfrom 32-oz drink containers, plastic bottlesand jugs, and hosts of other things that fallout of people’s cars as they drive along.

Plenty of paper and Styrofoam are alsostrewn on the street. The paper itself willdegrade into fairly non-toxic stuf f, but thedyes and ink used on them will run off intoour streams and eventually into the watersupply. The Styrofoam, as with any plastic,photodegrades (gets broken down by light)into smaller bits and simple chemical com-pounds. These chemicals will run of f andpollute our streams, if they don’t find theirway into the bellies of the local wildlife first.Having large quantities of trash on the sideof the road is no good in anyone’s books.

Much of that roadside garbage couldbe turned into something far more useful:money. Every pound of material that ourrecycling center segregates stays out of alandfill and can actually earn some moneyfor the county and several local businesses.They send milk jugs to Somerset, Ky., andcolored plastics go to T roy, Ala., to makenew items like plastic chairs. Plastic sodabottles go to Florence, Ky., to make plasticstrappings, while cardboard and fiberboardare sent to Memphis, Tenn., where they are

reused. Steel goes to a steel mill in T ubeCity, Ill., aluminum cans go to Berea, Ky.— and the list goes on. Aluminum is thebest moneymaker for our recycling center,which would ear n about $700 for theamount of aluminum that is likely litteringthe streets of Fayette County on any givenday. Perhaps that amount of money soundslike a lot, or per haps it doesn’t, but itshould definitely make someone thinktwice before he or she throws a soda canout the car window.

Here’s where the economic opportunitylies. My students are amazed to learn that weactually could recycle Styrofoam if it weren’tcost-prohibitive to transport a material thatis mostly air. We need local businesses to userecycled materials, such as Styrofoam, plasticwrappers and the myriad plastics beyondthe bottles and jugs our recycling center al-ready takes.

These materials are unrecyclable be-cause of the economics of segregating andshipping, not because of science and tech-nology. Some cities do recycle these materi-

als, and Lexington could join them. Anyonewho has read “Cradle to Cradle” by MichaelBraungart and W illiam McDonough willlikely agree that we should mine those ma-terials instead of discarding them in a landfillor letting them degrade and contaminate thewater we drink. Doing so could help furtherthe image of our wonder ful city by protect-ing and beautifying the environment. It couldalso create meaningful jobs for people, boostlocal economic development and reduce ourreliance on foreign oil, because nearly all ofthese plastics are made from petrochemicals.

We recycle quite a lot in this city, andcreating these local businesses would helpus recycle even more. The amounts of Sty-rofoam and plastics that litter the roadsidepale in comparison to the amounts wethrow away in our Herbies each week. Iteach my students that our society can betruly sustainable when economic develop-ment, social justice and environmental stew-ardship act in concert. Developing such localbusinesses would take us a step further inthat direction.

Lexington could benefit fromexpanded recycling initiatives

Think outsidethe Herbie

If you have views and suggestions on the manyissues challenging our regional economy,we’re interested in what you have to say.

Email your thoughs to erik@bizlex.comor post comments to any story online at bizlex.com

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CONVENTIONS May 15 – 20National Association of Miniature En-thusiasts, 2013 A-3 Regional HouseParty at the Clarion Hotel. 500 peopleexpected.

COMMERCIALBUILDINGPERMITSMasters In Renovation Inc, addition togeneral business office, 207 WestNew Circle Road (Lucky’s Autosports),1,841 sq.ft., $200,000.SC Contracting Inc, remodel, 3735Palomar Centre Drive, Suite 170,(Family Eye Center), $125,000.Jarobe Construction Inc, remodel gen-eral business office, 101 Old LaFayetteAvenue (Ross Tarrant Architects),$30,000.Congelton-Hacker Company, remod-eling private hospital, 150 North EagleCreek Drive (St. Joseph East),$350,000.Management Resource Systems, retailsales remodeling, 161 LexingtonGreen Circle Suite A16 (Chico’s),$211,000.DMK Development Group LLC, nurs-ing home, 1376 Silver Springs Drive(Trilogy Health Campus), 58,000 sq.ft.,$5,200,000.Tomas Rogers, remodeling restaurant,128 North Broadway, $90,000.Lenco Excavation Inc., addition to awarehouse, 767 Winchester Road (JMSmucker Co), 69,762 sq.ft.,$10,000,000.

NEW BUSINESSLICENSESAudio/Video Installation | RodgersAudio/Video, owned by DonnieRodgers II, 859-494-3968.Beautician | Owned by Michelle SNewby, 153 Patchen Dr., Ste. 3, Lex-ington, Ky.Cattle Farm | Owned by Anthony GWitt, 5535 Athen Walnut Hill Pike.Child Care | Owned by Gulley, CindyL, 859-969-9917.Child Care | Owned by Amy Morris,308 Derby Drive.Clinical Psychology | Skaggs Consult-ing PLLC, owned by Emily E Skaggs,501 Darby Creek Road 16.Commercial Rental | Chick Fil A Inc,owned by Timothy Rj Howe Sr, 404-765-8000.Commercial Rental Real Estate |Owned by Edward G Reynolds, 1620Old Paris Rd., Lex ington, Ky., 859-363-1514.Concrete | Vitco Inc, owned by JackVittitow, 850 Landis Lane, 502-538-6820.Construction | Owned by George MBrock, 100 Clear Springs Drive.Construction | Hare & Associates Inc,owned by Franklin Hare Jr, 704-201-5737.Construction | Phoenix Of Tennessee,owned by Kyle Waites, 615-860-9712.Construction/Remodeling | CW Re-modeling LLC, owned by ChrisWatkins, 175 N Locust Hill Drive, 859-509-5845.Consultant | Owned by James AWhite, 147 Treetop Court.Consultant | Owned by Roy H Woods,2899 Uttinger Lane.Consulting | Bluegrass Hathaway LLC,748 Montclair Drive, 859-221-2955.Consulting Service | Oneiroi Consult-ing Service, 1101 Beaumont CentreLane.Counseling | Owned by Ladonna KTyler, 169 E Reynolds Rd., C-3, Lexing-ton, Ky.Design Business | Owned by Snyder,Deborah, 859-879-6106.Educational Services | Owned by Lau-ren A Villemuer-Drenth 321 S Cleve-land Road.

Elder Care | Owned by Laura Frazier,726 Franklin Avenue.Electrical Contractor | Excel ServicesInc, owned by Brian Waltrip, 502-413-5402.Employment Service | All Source PPSInc, owned by Janice B Howroyd, 800-872-2677.Environmental | Owned by George BClarke, 105 Teal Lane.Farm | Owned by Wyles, Jeremy, 859-421-8860.Farrier Products/Supplies | StockhoffsHorseshoes, owned by Dory Stock-hoff, 4981 Old Versailles Rd., Lexing-ton, Ky., 502-222-3960.Food Service | Campus Cooks LLC,500 Zenith Drive.Handy Man | Owned by JimmyCaudill, 1032 Darley Drive.Handyman | Owned by Britton Hol-man, 174 N Mount Tabor 150.Hauling | Hagewoods Hauling Inc,owned by Anna Hagewood, 931-216-4125.Home Inspections | All Homes Inspec-tion, owned by Jeffrey Gibson, 859-621-0504.Horses | Owned by Marvin Little Jr,3949 Lemonsmill Pike.HVAC | Moore Mechanical, owned byJoseph Moore, 128 Eisenhour CourtA, 859-887-0717.HVAC | Smitson Indoor Air LLC,owned by Charlie Smitson II, 208 Bur-bon Street, 859-489-4381.Insurance Premium Tax | GenerationLife Ins Co, 931-388-7872.Internet Sales | Metal & Wood LLC,owned by Douglas O'ryan Mccray,859-494-3773.Investment Broker | Owned byJohnathon T Davis, 941 Revere Run.Investments | 401 West Main LLC, 250W Main Street 3000, 859-253-0000.Landscape | Ideal Landscapes LLC,owned by Charles Magruder, 859-327-4441.Lawn Care | Owned by Jonathan La-timer, 883 Cheryl Lane, 859-270-7128.Management Consultant | AlphaManagement LLC, owned by DannyAnthony Everett, 2312 Golden OakDrive, 859-309-9849.Marketing | Owned by Patricia Hall,2653 Idlewood Drive.

Mary Kay | Owned by Jane E Miller,3029 Maddie Lane.Massage Therapist | Owned by KearyE Snapp, 1550 Trent Blvd 2408.Medical Consulting | Witt ConsultingPLLC, owned by Dr William O Witt,2050 Versailles Rd., Lexington, Ky.,859-629-6120.Medical Equipment Warehouse | Sur-gitech LLC, owned by Thomas HMullins, 1025 Dove Run Rd., Ste. 210,Lexington, Ky., 859-553-5460.Medical Doctor | Taylor PhysicalMedicene, 131 Lone Oak Drive.Minister | Owned by Martina Y. Ocker-man, 835 Glendover Road.Motor Vehicle Salvage | JLC Stuff KyLLC, owned by James L Combs, 2273Abbeywood Road.Prepaid Phone Cards | Tek DigicomLLC, owned by Pierre Ngog Jackson,1612 Konner Woods Drive, 859-285-7068.Professional Services | Owned by Tim-othy Padgett, 2541 Lake Hill Drive.Provisions | Market Plus Wine LLC,owned by Abdel Krim Boughalem, 75Hampton Court.Real Estate | Ava Properties LLC,owned by Andrew Areaux, 1040Monarch Street, 110, 859-492-0899.Real Estate | D A M Properties LLC,owned by, 1414 Versailles Road.Real Estate Appraiser | Owned byDebra J Fister, 221 Chenault Road.Remodeling | Gren Tek ContractingLLC, owned by Gregory R Schenuk,2517 Sir Barton Way, 210, 859-963-4104.Rental | Biederman Properties LLC,1076 Wellington Way.Rental | J&M Bass LLC, owned byMichael Bassetti, 614 Euclid Avenue.Rental Real Estate | Lexington Blue-grass Rental, owned by Waddah Yaa-coubagha, 859-913-9900.Rental Real Estate | Megna PropertiesLLC, owned by Nagris Hasheem, 3669Winding Wood Ln., Lexington, Ky.Rental Real Estate | Dragonfly Proper-ties LLC, owned by Sylvia Walling, 304Somersly Place, 859-523-8508.Rental Real Estate | Gravity Wins LLC,owned by William S Cloyd, 4388 Ft.Springs Road, 859-255-3652.Rentals | Owned by C G Patterson III,1313 Glenview Drive, 859-277-1956.Residential Painting | Owned by

Michael Cremeans, 3500 Laredo Drive33, 859-285-4730.Restaurant | Aabha Inc, owned byRamesh Rimal, 7220 NicholasvilleRoad, 859-277-0711.Restaurant | Owned by Leland HollidJr, 1419 Versailles Road, 859-368-2272.Restaurant | Jax LLC, owned by AimeeLovitz, 101 W. Short Street, 502-333-4804.Restaurant | Main Cross Cafe LLC,owned by Tavern Rest Group, 404 WMain St., Lexington, Ky., 513-605-4713.Retail | Ex Mr Guns LLC, owned byNicholas Simon Kelly, 2556 MorayPlace, 502-648-7890.Retail | Thirty One Consultant, 1881Lost Trail Lane.Retail Construction | Singleton Con-struction, owned by Chris Singleton,740-756-7331.Retail Sales | Owned by Aaron MSander, 221 Ransom Trace.Retail/Juicer | Owned by ElizabethBeal, 436 Old Vine Street.Sales | Owned by Carla G Graybeal,4197 Heartwood Road.Sales | Owned by James L Hildreth,5064 Ivybridge Drive, 859-523-6145.Sales/Financial | Mbr Holdings LLC,owned by, 859-421-8683.Sales/Medical | Clinical Dynamics LLC,3509 Westmont Circle.Salon | Hair And Beyod, 4246 SaronDrive.Security System Services | Owned byMichael J Rigney, 2737 StillesvilleRoad, 606-423-1950.Service Company | Robinson Pipe,owned by Bill Burchell, 2656 IdlewoodRoad, 412-921-2100.Signage | 4MC Corporation, ownedby Dick Wylie, 217-795-4416.Sports Reporter | Owned by Richard HGabriel, 377 Northwood Drive.Stone, Landscape | Stone & More LLC,owned by Abel F Bautista, 859-519-6586.Taxi Cab Service | Owned by DonaldCheek, 3200 Loch Ness Drive 21.Teacher | Owned by Starla L Welch,2209 Cascade Way.Tech Support | Owned by Nemecek,Andrew, 616-334-7379.Telecommunications | Star Construc-tion LLC, owned by Robert AllenStoutt Jr, 740 Phillips Lane.Theater | Luckey, Joshua A, 329 TaylorDrive.Therapy | Allstar Therapies Inc, ownedby Dan P Wukich, 1941 Bishop Lane,Ste. 100, Louisville, Ky., 724-327-3553.Trucking | Kingston Express Inc,owned by Demyck C Maye, 859-223-6361.Tutoring | Owned by Tamela B Craig,1847 Bellefonte Drive.Various | Owned by Davorka Klaric,859-967-4875.Video / Photography | Owned by SethEckert, 3617 Mossbridge Way.

Web Content Manager | Owned by

Morris K Duckworth Jr, 2780 Mable

Lane, 859-243-9903.

COMMERCIALLOANSGarry Milton Real Est Inc from First SecBank Of Owensboro Inc for $42,476.Gdp Homes LLC from Peoples Ex-change Bank for $42,500.Harpe Prop LLC from United Bank & TrCo for $51,200.Dynamo Prop LLC from Central Bank& Tr Co for $54,750.Yallarhammer LLC from Brown, JasonS for $58,000.Rad & Lime LLC from Traditional Bankfor $58,400.Eckman Prop LLC from Central Bank &Tr Co for $58,500.Jamcor Inv Inc from Traditional Bankfor $60,400.Anderson Homes for Rent LLC fromBanktrust Fin Corp for $63,743.

Triton Holdings LLC from Mischner, SJames for $75,000.1317 West Main LLC from Bank OfLex for $80,000.Bentley & England LLC from PeoplesExchange Bank for $97,030.Rtf Prop LLC from U S Bank Na for$99,500.Prather Inv LLC from Bank Of TheBluegrass for $100,000.Owen Matthews LLC from Bank OfLex for $101,560.Yallerhammer LLC from Mischner, SJames for $110,000.Lexingtons Real Est Co LLC from BankOf The Bluegrass for $118,000.Top Ten Realty Inc from Central Bank& Tr Co for $120,000.Jamcor Inv Inc from Traditional Bankfor $126,800.Briggs Co from First State Fin for$133,053.Briggs Co from First Sec Bank OfOwensboro Inc for $139,200.Eirecon LLC from Farmers Bank for$160,000.Eirecon LLC from Farmers Bank for$195,000.Emt LLC from Tr12 LLC for $200,000.North Mlk LLC from Sebree Dep Bankfor $200,000.Atkins Homes LLC from TraditionalBank for $206,000.Byer Homes Inc from Whitaker BankInc for $215,000.Keeling Classic Homes LLC from BankOf Lex for $225,600.Ck Ptnr LLC from Bank Of Lex for$235,000.Commonwealth Designs Inc from Tra-ditional Bank for $245,367.Briggs Co from First State Fin for$262,627.Robinwood Inv LLC from KentuckyBank for $318,619.Monon LLC from Traditional Bank for$326,012.Rasnick Family Ptnrship Lllp from Re-public Bank & Tr Co for $350,000.Trek Prop LLC from Bank Of Lex for$353,378.James T Nash Bldr Inc from TraditionalBank for $355,196.Dragonfly Prop 2 LLC from Bank OfLex for $372,500.Owen Matthews 2 LLC from Bank OfLex for $372,500.Synthesis Prop Group LLC from Tradi-tional Bank for $372,601.Rasnick Family Ptnrship Lllp from Re-public Bank & Tr Co for $375,000.Owen Matthews 2 LLC from Bank OfLex for $377,674.Howard & Nash Communities LLCfrom Traditional Bank for $390,000.Barton Creek Holdings Inc from Com-munity Tr Bank Inc for $420,000.Swk Prop LLC from Jpmorgan ChaseBank Na for $452,037.Mdr Ctr LLC from Bank Of The Blue-grass for $475,000.Howard Homes LLC from TraditionalBank for $597,977.James T Nash Bldr Inc from TraditionalBank for $600,000.Saunier Dev LLC from Traditional Bankfor $700,000.Community Action Council for LexFaye Bo from Central Bank & Tr Co for$750,000.Luckys Krazy Kustomz Inc from Ken-tucky Bank for $850,000.New Circle Rd Prop LLC from Ken-tucky Bank for $850,000.Carefree Holdings LLC from RepublicBank & Tr Co for $1,000,000.Rml Constr Llp from Branch Banking &Tr Co for $1,150,000.Eagle View Ventures LLC from BranchBanking & Tr Co for $1,800,000.Kwg Prop LLC from Kentucky Bank for$1,949,050.Thoroughbred Energy LLC from U SBank Na for $2,400,000.Security Tr Bldg LLC from Bank Of TheBluegrass for $2,512,418.Burlington Hgts Cond LLC from Tradi-tional Bank for $2,800,000.Horse Park Travel Ctr LLC from U SBank Na for $17,050,000.

Business Lexington • May 10, 201322

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