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CALDWELL – CHRISTIAN – CRITTENDEN – HOPKINS – LIVINGSTON – LYON – MUHLENBERG – TODD – TRIGG

COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGIES (C.E.D.S)

DRAFT

August 2015

Prepared By: Pennyrile Area Development District

300 Hammond Drive Hopkinsville, KY 42240

(270) 886-9484 www.peadd.org

COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGIES

PENNYRILE AREA DEVELOPMENT DISTRICT i

TABLE OF CONTENTS

SECTION 1 ................................................................................................. 1

EXECUTIVE SUMMARY .................................................................................................... 2

SECTION 2 ................................................................................................. 5

BACKGROUND AND SUMMARY OF ECONOMIC CONDITIONS ................................................. 6 Population Size ............................................................................................................ 6 Population Composition and Age Distribution .............................................................. 8 Economic Analysis ..................................................................................................... 10 Criminial Offenses ..................................................................................................... 16 Inventory of Tax Rates ............................................................................................... 16 Education ................................................................................................................... 22 Economic Cluster Analysis ........................................................................................ 23 Environment .............................................................................................................. 37 Inland Waterway System ........................................................................................... 38

SECTION 3 ............................................................................................... 40

SWOT ANALYSIS ......................................................................................................... 41

SECTION 4 ............................................................................................... 43

ACTION PLAN ............................................................................................................... 43 Pennyrile ADD Vision Statement ............................................................................... 44 State of Kentucky’s Economic Priorities .................................................................... 44 Regional Goals, Objectives and Development Strategy ............................................ 45

SECTION 5 ............................................................................................... 66

ACTION PLAN IMPLEMENTATION ..................................................................................... 67 Tenets of Economic Development for the Pennyrile Region ...................................... 67 Workforce Development ............................................................................................ 68 KADIS ........................................................................................................................ 70 Technology ................................................................................................................ 70

SECTION 6 ............................................................................................... 72

STRATEGIC PROJECTS .......................................................................................... 73

SECTION 7 ............................................................................................... 82

ECONOMIC RESILIENCE ......................................................................................... 83 OVERVIEW ................................................................................................................... 83 POSSIBLE DISRUPTION ................................................................................................. 83

SECTION 8 ............................................................................................... 87

IMPLEMENTATION ......................................................................................................... 87

SECTION 9 ............................................................................................... 96

EVALUATION AND PERFORMANCE MEASURES ................................................................. 97


PENNYRILE AREA DEVELOPMENT DISTRICT ii

TABLES/CHARTS

TABLE 1: POPULATION OF THE COUNTIES IN THE PENNYRILE ADD 1950 TO 2010 .................. 6 TABLE 2: POPULATION CHANGES OF COUNTIES IN PENNYRILE ADD 2000 TO 2010 ................ 7 TABLE 3: PENNYRILE ADD AGE COMPOSITION CHANGES 2000 – 2010 ................................. 8 TABLE 4: POPULATION BY RACE FOR KENTUCKY AND KENTUCKY COUNTIES: 2010 ................ 9 TABLE 5: PENNYRILE ADD LABOR FORCE CHARACTERISTICS: MAY 2015 ............................ 10 TABLE 6: UNEMPLOYMENT RATES FOR PENNYRILE COUNTIES 2007 VS. 2015...................... 11 TABLE 7: CIVILIAN LABOR FORCE AND UNEMPLOYMENT ESTIMATES FOR PENNYRILE ADD

COUNTIES, ANNUAL AVERAGES 2007 AND MAY 2015 .......................................... 12 TABLE 8: PERSONS LIVING BELOW POVERTY IN THE PENNYRILE ADD: 2002 – 2013 ........... 13 TABLE 9: MEDIAN INCOME PERCENT CHANGE: 2002 - 2013 ................................................ 13 TABLE 10: PER CAPITA PERSONAL INCOME FOR PENNYRILE ADD COUNTIES: 2003 - 2013 . 14 TABLE 11: COMPONENTS OF PERSONAL INCOME FOR KENTUCKY COUNTIES: 2013 ($000) .. 15 TABLE 12: NUMBER OF OFFENSES, BY TYPE OF CRIME FOR PENNYRILE ADD COUNTIES (2013)

....................................................................................................................... 16 TABLE 13: COUNTY PROPERTY TAXES PER $100 VALUATION (2014) ................................... 16 TABLE 14: LOCAL PROPERTY TAXES PER $100 VALUATION (2014) ..................................... 17 TABLE 15: SCHOOL DISTRICT PROPERTY TAXES PER $100 VALUATION (2014) .................... 18 TABLE 16: TOTAL WAGES BY INDUSTRY DIVISION COVERED BY UNEMPLOYMENT INSURANCE -

2013 ............................................................................................................... 19 TABLE 17: EARNINGS BY INDUSTRY FOR KENTUCKY COUNTIES (2013) ................................ 20 TABLE 18: BUSINESS ESTABLISHMENTS BY EMPLOYMENT-SIZE CLASS (2013) ..................... 21 TABLE 19: PADD AGRICULTURAL EMPLOYMENT 2012 ....................................................... 21 TABLE 20: EDUCATIONAL ATTAINMENT FOR PADD COUNTIES ............................................. 22 TABLE 21:PENNYRILE ADD – VALUE OF SALES BY COMMODITY GROUP ($1,000) (2012) ..... 29 TABLE 22:PENNYRILE ADD – MARKET VALUE OF AGRICULTURAL PRODUCTS SOLD (2007 –

2012) .............................................................................................................. 30 TABLE 23: WOOD INDUSTRY IN THE PENNYRILE AREA 2013 ................................................ 31 TABLE 24: TRAVEL EXPENDITURES IN KENTUCKY 2013 & 2014 .......................................... 32

APPENDICES

APPENDIX A Map of Pennyrile Area Maps of Congressional, Senatorial, and House of Representative Districts

APPENDIX B CEDS Resolution


PENNYRILE AREA DEVELOPOMENT DISTRICT 1

SECTION 1

EXECUTIVE SUMMARY This chapter provides an outline of…

Area Organizations and Governance

CEDS Committee



EXECUTIVE SUMMARY

A Comprehensive Economic Development Strategy (CEDS) is the result of a local planning process designed to guide the economic growth of an area. A CEDS process will help create jobs, foster more stable and diversified economies, and improve living conditions. It provides a mechanism for coordinating the efforts of individuals, organizations, local governments, and private industries concerned with economic development. Furthermore, a CEDS is required to qualify for Economic Development Administration (EDA) assistance under its public works, economic adjustment, and other planning programs, and a CEDS is a prerequisite for designation by EDA as an Economic Development District (EDD). The Comprehensive Economic Development Strategy (CEDS) process began in 1992 when Kentucky’s Area Development Districts (ADDs) were challenged to create a comprehensive, community-based strategic planning process that would encompass the entire Commonwealth. Throughout the following year, the Pennyrile Area Development District (PADD) Board of Directors guided the development of the first study. The study was then updated in 1996 and again in 2000 and 2005. The update process built upon the guidelines set forth in the previous studies and presented the changes that had occurred between the update periods. The Pennyrile Area Development District (PADD) is organized as a non-profit corporation and is one (1) of fifteen (15) such Development Districts in Kentucky. Geographically, the Pennyrile ADD includes Caldwell, Christian, Crittenden, Hopkins, Livingston, Lyon, Muhlenberg, Todd, and Trigg counties. The PADD Board of Directors is composed of a minimum of 51 percent elected officials with the remainder of the Board representing agriculture, commerce, industry, civic organizations, education, labor and minorities. The 2015 CEDS has been rewritten and will be referred to as the Pennyrile Area Development District Comprehensive Economic Development Strategy 2015. As the Pennyrile Area Development District moves through the 21st Century, its mission will be a continuation of support to local governments for economic and community development. The ADD is committed to working with community leaders and their respective elected officials to provide a level of services and facilities beneficial to all residents of the Pennyrile. Local, state and federal funds are becoming increasingly difficult to obtain and citizens are demanding greater accountability for the funds being allocated at all levels of government. As a result, strategic planning becomes even more critical. Through strategic planning, development within the region will be more cost effective and result in the most efficient utilization of the available funding.



This 2015 CEDS reflects the specific challenges and opportunities of this area. The six (6) main areas are as follows:

1. Executive Summary

2. Background and Overview of Economic Conditions

3. SWOT Analysis

4. Strategic Direction and Action Plan

5. Strategic Projects

6. Evaluation Framework and Performance Measures

7. Economic Resilience.

The analysis addresses the local and state economy, the opportunities and threats posed by external trends and market forces, and the availability of partners and resources for economic development. The community’s vision and goals, together with the appraisal of the region’s competitive advantage, set the strategic direction for the action plan. The action plan establishes the program priorities for implementation, and the implementation section was developed to measure performance and track progress. Area Organizations and Governance The Pennyrile region encompasses over 3,790 square miles or 2,426,880 acres of low-rounded hills interspersed by broad alluvial valleys and is part of the Western Coal Field Region. Each area has historically provided the economic base for the Pennyrile with rich mineral resources and prime agricultural farmland.

Appendix A includes a map of the Pennyrile Area, as well as the Congressional and State Senate and House of Representative Districts in the Pennyrile region.



Pennyrile Area Development District 2015 Comprehensive Economic Development Strategies (CEDS) Committee

CALDWELL COUNTY CHRISTIAN COUNTY CRITTENDEN COUNTY

Ellen Dunning Judge/Executive

Steve Tribble Judge/Executive

Perry Newcom Judge/Executive

Danny Beavers Mayor, City of Princeton

Carter Hendricks Mayor, City of Hopkinsville

Mark Bryant Designee, City of Marion

Charles “Nicky” Baker Private Sector Representative

Lori Harper Private Sector Representative

Robert Frazer Private Sector Representative

George Barber Private Sector Representative

Bernard Standard Private Sector Representative

Gareth Hardin Private Sector Representative

Randy Major Lake Barkley Partnership

Rev. Buddy Slaughter Private Sector Representative

Jeremy Wheeler Crittenden County Economic Development Commission

Mitch Robinson

South Western Kentucky Economic Development Council

HOPKINS COUNTY LIVINGSTON COUNTY LYON COUNTY

Donald Carroll Judge/Executive

Chris Lasher Judge/Executive

Wade White Judge/Executive

David Jackson Mayor, City of Madisonville

William McGee, Jr. Private Sector Representative

Nancy Slaton Mayor, City of Eddyville

Frank Stafford Mayor, City of Mortons Gap

Rell Peck Designee, City of Salem

Denise Sutton Private Sector Representative

Jenny Sewell Mayor, City of Dawson Springs

Kim Kraemer Private Sector Representative

Lee McCollum Mayor, City of Kuttawa

Gerald Cook Madisonville-Hopkins County

Economic Development Commission

Crissy Carter Private Sector Representative

MUHLENBERG COUNTY TODD COUNTY TRIGG COUNTY

Rick Newman Judge/Executive

Daryl Greenfield Judge/Executive

Hollis Alexander Judge/Executive

Jan Yonts Mayor, City of Greenville

Jackie Boyd Weathers Mayor, City of Elkton

Todd King Mayor, City of Cadiz

Gary Jones Private Sector Representative

Scott Marshall Mayor, City of Guthrie

John Summer Private Sector Representative

Barry Shaver Mayor, Central City

John Walton Todd County Industrial Foundation

Kim Humphries Private Sector Representative

Ken Robinson Muhlenberg Alliance For Progress

Sharon Butts

Cadiz-Trigg County Economic Development Commission



SECTION 2

BACKGROUND AND SUMMARY OF ECONOMIC CONDITIONS This chapter provides an outline of…

Population Size

Population Composition and Age Distribution

Economy Analysis

Criminal Offenses

Inventory of Tax Rates

Education

Technology

Environment

Economic Cluster Analysis



BACKGROUND AND SUMMARY OF ECONOMIC CONDITIONS

Population Size The population growth patterns were analyzed from 1950 to 2010 as shown in Table 1, Population of the Counties in the Pennyrile ADD. The population of the Pennyrile region has increased over the past sixty (60) years. The counties with bigger cities have experienced larger population growth. There are four (4) counties that have experienced a slight population decrease within the last ten (10) years. They are Caldwell, Crittenden, Livingston and Muhlenberg counties. The decrease or slow growth in the Pennyrile rural populations tends to follow the national trend of people moving to more urban areas for employment. A sizable portion of Trigg and Lyon County's population increases are due to people who are retiring or are drawn to the quality of life of the community because of Lake Barkley and the Land Between the Lakes (LBL) Recreation Area.

Table 1 Population of the Counties in the Pennyrile ADD 1950 to 2010

Area 1950 1960 1970 1980 1990 2000 2010

Pennyrile ADD 174,302 178,061 176,201 204,937 205,800 215,519 219,305 Caldwell 13,199 13,073 13,179 13,473 13,232 13,060 12,984 Christian 42,359 56,904 56,224 66,878 68,941 72,265 73,955 Crittenden 10,818 8,648 8,493 9,207 9,196 9,384 9,315 Hopkins 38,815 38,458 38,167 46,174 46,126 46,519 46,920 Livingston 7,184 7,029 7,596 9,219 9,062 9,804 9,519 Lyon 6,853 5,924 5,562 6,490 6,624 8,080 8,314 Muhlenberg 32,501 27,791 27,537 32,238 31,318 31,839 31,499 Todd 12,890 11,364 10,823 11,874 10,940 11,971 12,460 Trigg 9,683 8,870 8,620 9,384 10,361 12,597 14,339

Source: U.S. Census Bureau, Census of Population, 1950-2010



Trigg County is the fastest growing county within the Pennyrile Area Development District with a growth rate of 13.8 percent over the last ten (10) years. Christian County is projected to be the third fastest growing county, which is currently the region’s largest manufacturing center. An understanding of the present population characteristics helps the community to determine the adequacy of existing land use patterns, economic arrangements, and community facilities in terms of meeting existing needs. Changes can also be made in projected population trends by significant changes in economic development strategies and proactive land use planning processes.

Table 2 Population Changes of Counties in Pennyrile ADD 2000 to 2010

Area 2000 2010 Percentage Change

Pennyrile ADD 215,519 219,305 1.8% Caldwell 13,060 12,984 (0.6)% Christian 72,265 73,955 2.3% Crittenden 9,384 9,315 (0.7)% Hopkins 46,519 46,920 0.9% Livingston 9,804 9,519 (2.9)% Lyon 8,080 8,314 2.9% Muhlenberg 31,839 31,499 (1.1)% Todd 11,971 12,460 4.1% Trigg 12,597 14,339 13.8%

Source: US Census Bureau

New Trigg County, KY Resident

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRxqFQoTCK7r_syXgccCFQ7vgAod4K0ANg&url=http://www.kentuckynewera.com/web/news/article_b0b98618-00b0-11e5-a16f-cf79eca85b86.html&ei=MDi5Va6TFY7egwTg24KwAw&bvm=bv.99028883,d.eXY&psig=AFQjCNG_qPOaqMX1_MJ4T3ERwg3P2zjkTQ&ust=1438288125572708



Population Composition and Age Distribution

The age composition of the Pennyrile ADD population underwent significant changes over the last decade as indicated in Table 3, Pennyrile ADD Age Composition Changes, 2000-2010. Following the trend throughout the United States, Pennyrile ADD residents are having fewer children, and therefore, the percentage of the population under 19 had a small increase over the last ten (10) years. On the other hand, the percentage of persons 65 years of age and over is increasing as the “baby boomer” generation reaches this age bracket. The percentage of persons over 65 years old also reflects the trend of people living longer and relocating to small rural towns upon retirement.

Table 3 Pennyrile ADD Age Composition Changes 2000 – 2010

Age Group

2000 Population

2010 Population

% Changes 2000-2010

All Ages 215,519 227,474 5.5% 0-19 59,687 61,283 2.7% 20-64 126,537 135,291 6.9% 65+ 29,295 30,900 5.5%

Source: Kentucky State Data Center

A.W. Watts Senior Center: Photo Provided by the KY New Era



Table 4 Population By Race For Kentucky And Pennyrile ADD Counties (2010)

Area Total

Population White Alone

Black or African

American Alone

American Indian & Alaska

Native Alone

Asian Alone

Native Hawaiian & other Pacific

Islander Alone

Two or More Races

Hispanic or Latino

(any race)

Total % Total % Total % Total % Total % Total % Total %

Kentucky 4,339,367 3,809,537 87.8 337,520 7.8 10,120 0.2 48,930 1.1 2,501 0.1 75,208 1.7 132,836 3.1

Pennyrile ADD 219,305 186,769 85.2 23,592 10.8 688 0.3 1,206 0.5 340 0.2 4,516 2.1 6,688 3.0

Caldwell 12,984 12,044 92.8 668 5.1 19 0.1 33 0.3 2 0 174 1.3 129 1.0

Christian 73,955 52,896 71.5 15,707 21.2 429 0.6 754 1.0 291 0.4 2,406 3.3 4,541 6.1

Crittenden 9,315 9,105 97.7 76 0.8 33 0.4 17 0.2 7 0.1 65 0.7 48 0.5

Hopkins 46,920 42,289 90.1 3,086 6.6 65 0.1 259 0.6 21 0 911 1.9 734 1.6

Livingston 9,519 9,318 97.9 21 0.2 27 0.3 20 0.2 6 0.1 105 1.1 123 1.3

Lyon 8,314 7,729 93.0 441 5.3 12 0.1 24 0.3 1 0 90 1.1 77 0.9

Muhlenberg 31,499 29,514 93.7 1,426 4.5 46 0.1 43 0.1 5 0 346 1.1 367 1.2

Todd 12,460 11,093 89.0 996 8.0 19 0.2 12 0.1 2 0 173 1.4 494 4.0

Trigg 14,339 12,781 89.1 1,171 8.2 38 0.3 44 0.3 5 0 246 1.7 175 1.2

Source: US Census Bureau and Kentucky State Data Center



Economic Analysis

The following tables provide a quantitative look at the Pennyrile ADD economy in four ways: as a whole, in comparison with the state, in comparison with the other counties in the region, and broken into component parts. The tables display data regarding the labor force and employment trends of county residents, including data regarding poverty and median income trends. As indicated in Table 5, Pennyrile ADD County Labor Force Characteristics, the average unemployment rate for the Pennyrile ADD was 6.10 percent in May 2015. The county that had the highest unemployment was Muhlenberg County with an unemployment rate of 6.80 percent. This is 1.5 percent higher than the State’s average during the same time period. All but one (1) of the nine (9) counties in the Pennyrile ADD had a higher unemployment rate than the State for the same time period. Todd County had a 4.70% unemployment rate.

Table 5 Pennyrile ADD Labor Force Characteristics: May 2015

Area Civilian Labor Force Employment Unemployment Unemployment Rate

Kentucky 1,993,291 1,887,811 105,480 5.30% Pennyrile ADD 85,950 80,744 5,206 6.10% Caldwell 5,410 5,108 302 5.60% Christian 25,982 24,287 1,695 6.50% Crittenden 3,889 3,678 211 5.40% Hopkins 20,562 19,386 1,176 5.70% Livingston 3,645 3,403 242 6.60% Lyon 2,880 2,716 164 5.70% Muhlenberg 12,288 11,455 833 6.80% Todd 5,435 5,178 257 4.70% Trigg 5,859 5,533 326 5.60%

Source: KY Labor Market Information


0.00% 1.00% 2.00% 3.00% 4.00% 5.00% 6.00% 7.00% 8.00%

Unemployment Rate: PeADD May 2015

PADD

Trigg

Todd

Muhlenberg

Lyon

Livingston

Hopkins

Crittenden

Christian

Caldwell

Kentucky



The unemployment rates in most of the Pennyrile ADD counties have historically been higher than the State and National averages. As shown in Table 6, Unemployment Rates: PADD Counties 2007-2015, the 2015 unemployment rates show that only one (1) of the nine (9) counties had a lower rate than the National rate of 5.5%, which is Todd County with a 4.7% unemployment rate. Christian County has yet to recover from the plant closures and the resulting job losses in 2008-9, resulting in a higher unemployment rate than the State and National average. The 6.8% unemployment rate of Muhlenberg County is being affected by the decrease in coal production causing employment in the coal mining industry to decrease. The remaining counties range from a fraction of a percentage point to Livingston County with unemployment 1.1% points higher than the Nation.

Table 6

Source: http://thinkkentucky.com, KY Labor Market Information,

and Bureau of Labor Statistics

The unemployment rate of the counties in the Pennyrile region was compared to the unemployment rates before the 2008 recession in Table 7, Civilian Labor Force and Unemployment Estimates for Pennyrile ADD Counties, Annual Averages 2007 and May 2015. All but two (2) counties in the Pennyrile ADD region had their unemployment rates drop to rates that are equal to or lower than their 2007 unemployment rates. The two (2) counties with unemployment rates still above their 2007 levels were Caldwell and Livingston Counties. Caldwell County is very close to its 2007 unemployment rate of 5.40% with a current rate of 5.60%, only 0.2% above the 2007 level. However, Livingston County was 0.90% above its 2007 unemployment levels as of May 2015. Although, the remaining seven (7) counties were at or below their pre-recession unemployment levels, five (5) of these counties have losses in their Civilian Labor Force from their 2007 levels. For example, Christian County’s May 2015 unemployment rate was 6.5% and their 2007 unemployment rate was also 6.5% but their labor force decreased over the same time period from 29,610 persons (2007) to 25,982 persons

0.00%1.00%2.00%3.00%

4.00%5.00%

6.00%7.00%8.00%9.00%

Unemployment Rates: PeADD 2007 vs. 2015

2007 2015

http://thinkkentucky.com/



(2015) a decrease of 3,628 jobs. There were two (2) counties in the Pennyrile ADD that had both a decrease in unemployment to levels lower than pre-2008 recession, as well as had their labor force increase. Crittenden County increased their labor force from 3,817 persons (2007) to 3,889 persons (2015) while reducing their unemployment rate over the same time period from 6.30% (2007) to 5.40% (2015). Todd County increased their labor force from 5,046 persons (2007) to 5,435 persons (2015) while reducing their unemployment rate over the same time period from 6.70% (2007) to 4.70% (2015).

Table 7 Civilian Labor Force and Unemployment Estimates for Pennyrile ADD Counties,

Annual Averages 2007 and May 2015

Area Year Civilian Labor

Force Employment Unemployment Unemployment Rate

Kentucky 2007 2,042,116 1,928,640 113,475 5.60%

2015 1,993,291 1,887,811 105,480 5.30%

Caldwell 2007 6,662 6,300 361 5.40%

2015 5,410 5,108 302 5.60%

Christian 2007 29,610 27,684 1,926 6.50%

2015 25,982 24,287 1,695 6.50%

Crittenden 2007 3,817 3,578 239 6.30%

2015 3,889 3,678 211 5.40%

Hopkins 2007 23,416 21,992 1,424 6.10%

2015 20,562 19,386 1,176 5.70%

Livingston 2007 4,868 4,598 270 5.50%

2015 3,645 3,403 242 6.60%

Lyon 2007 3,295 3,079 216 6.60%

2015 2,880 2,716 164 5.70%

Muhlenberg 2007 13,625 12,513 1,112 8.20%

2015 12,288 11,455 833 6.80%

Todd 2007 5,046 4,708 338 6.70%

2015 5,435 5,178 257 4.70%

Trigg 2007 6,297 5,919 378 6.00%

2015 5,859 5,533 326 5.60%




An analysis of the income and poverty level within the Pennyrile ADD was conducted to compare the regional income to the State averages as indicated in Table 8, Persons Living Below Poverty in the Pennyrile ADD: 2002 – 2013 (Estimated) and Table 9, Median Income in the Pennyrile ADD: 2002 – 2013 (Estimated). In the State of Kentucky, the poverty level had an increase of 34.7 percent in the eleven (11) years between 2002 and 2013, while the median income had an increase of 20.72 percent over the same time period. Trigg County had a 68.3 percent increase of persons living below poverty, the greatest increase within the Pennyrile region. During the same time period, the Trigg County median income had an increase of 22.25 percent, which was higher than the change the State witnessed over the same time. Other counties that had significant increases in their percentage of persons living below poverty during the same time period were Crittenden and Muhlenberg Counties with a 40 percent and 44 percent increase respectively.

Table 8 Persons Living Below Poverty in the Pennyrile ADD: 2002 – 2013 (Estimated)

Area 2002 2013 Percent Change

2002 -2013

Kentucky 596,255 803,044 34.68% Caldwell 1,818 2,401 32.07% Christian 10,393 12,412 19.43% Crittenden 1,432 2,006 40.08% Hopkins 6,898 7,925 14.89% Livingston 1,204 1,474 22.43% Lyon 959 1,254 30.76% Muhlenberg 5,096 7,387 44.96% Todd 2,030 2,519 24.09% Trigg 1,547 2,604 68.33%

Source: US Census Bureau and Small Area Income and Poverty Estimates

Table 9

Source: US Census Bureau and Small Area Income and Poverty Estimates

20.7224.12

28.80 28.9926.57 25.06

32.83

25.3029.45

22.25

Median Income % Change 2002 - 2013



Table 10

Source: Bureau of Economic Analysis, US Department of Commerce

The data shows that Median and Per Capita income has increase in all of the PADD counties. However, the 20 percent of the population that makes the least amount of income has a disproportional benefit from the Median income increases.



Table 11 Components of Personal Income For Pennyrile ADD Counties: 2013 ($000)

Area Personal Income

Per Capita Income

(4*)

Earnings by Place of Work

Contributions for

Government Social

Insurance (5*)

Adjustment for

Residence (6*)

Net Earnings by Place of Residence

Dividends, Interest, and

Rent (7*)

Personal Current Transfer

Payments

Non-Farm Personal Income

(1*)

Farm Income

(2*)

Wage & Salary

Disburse-ments

Proprietors’ Income

(8*)

Kentucky $159,171,693 $36,214 $111,989,882 $12,945,604 -$1,828,946 $97,215,332 $25,301,258 $36,655,103 $110,036,238 $1,953,644 $78,437,582 $12,708,442

Caldwell $432,902 $33,760 $227,396 $25,280 $45,070 $247,186 $62,215 $123,501 $199,468 $27,928 $134,546 $54,459

Christian $2,578,175 $34,762 $4,616,344 $505,977 -$2,676,355 $1,434,012 $632,905 $511,258 $4,513,282 $103,062 $3,178,595 $223,012

Crittenden $289,468 $31,277 $116,496 $12,392 $59,392 $163,496 $37,118 $88,854 $96,172 $20,324 $63,405 $33,449

Hopkins $1,616,804 $34,670 $1,054,702 $124,454 $36,869 $967,117 $230,250 $419,437 $1,017,593 $37,109 $745,640 $110,543

Livingston $327,186 $34,960 $181,704 $22,114 $31,006 $190,596 $43,431 $93,159 $168,608 $13,096 $124,632 $24,412

Lyon $261,938 $30,995 $107,827 $11,909 $39,883 $135,801 $45,329 $80,808 $98,453 $9,374 $64,849 $18,674

Muhlenberg $925,056 $29,669 $572,669 $69,774 -$4,813 $498,082 $132,531 $294,443 $549,055 $23,614 $398,194 $59,054

Todd $397,093 $31,760 $186,272 $15,041 $71,717 $242,948 $58,045 $96,100 $124,639 $61,633 $77,508 $84,393

Trigg $536,735 $37,552 $189,903 $21,604 $155,107 $323,406 $82,641 $130,688 $162,098 $27,805 $108,738 $48,075

Source: Bureau of Economic Analysis, US Department of Commerce

1- Non-farm personal income is total personal income less farm income. 2 - Farm income is farm earnings less farm employer contributions for social insurance. 4 - Per capita personal income is total personal income divided by total midyear population. 5 - Contributions for government social insurance are included in earnings by type and industry, but they are excluded from personal income. 6 - The adjustment for residence is the net inflow of the earnings of inter-area commuters. For the United States, it consists of adjustments for border workers and US residents employed by international organizations and foreign embassies. 7 - Rental income of persons includes the capital consumption adjustment. 8 - Proprietors' income includes the inventory valuation adjustment and the capital consumption adjustment.



Criminal Offenses

Table 12 Number of Offenses, by Type of Crime for Pennyrile ADD Counties (2013)

Violent Crime Property Crime

Total Murder Rape Robbery Assault Burglary Larceny Auto Theft Arson

Kentucky 194,053 244 4,488 1,944 28,133 19,422 60,442 4,299 136

Caldwell 650 1 12 4 136 53 152 10 4

Christian 4,887 9 92 43 692 559 1,380 81 6

Crittenden 336 1 12 1 53 24 56 4 0

Hopkins 2,642 4 45 16 459 208 591 43 11

Livingston 483 0 11 0 78 49 98 11 2

Lyon 454 2 2 0 56 36 105 1 1

Muhlenberg 1,084 3 17 2 69 62 153 9 5

Todd 603 0 2 2 71 59 79 5 2

Trigg 714 1 23 1 131 63 160 7 1

Source: Kentucky State Police, Annual Report - Crime in Kentucky, 2013

Inventory of Tax Rates A state sales tax at a rate of 6 percent is applied to the purchase or lease price of taxable goods and on utility services in the State of Kentucky. The local tax rates for the Pennyrile Area Development District are found in the tables below.

Table 13 County Property Taxes per $100 Valuation (2014)

Taxing Jurisdiction Real Estate Tangibles Motor Vehicles

Kentucky $0.1220 $0.4500 $0.4500 Caldwell $0.2990 $0.3435 $0.2900 Christian $0.2470 $0.2752 $0.1540 Crittenden $0.2360 $0.2478 $0.2290 Hopkins $0.2020 $0.2914 $0.1565 Livingston $0.2154 $0.2665 $0.1541 Lyon $0.3010 $0.4222 $0.2710 Muhlenberg $0.2402 $0.2848 $0.1612 Todd $0.2370 $0.2711 $0.1994 Trigg $0.1990 $0.2716 $0.2250

Source: http://thinkkentucky.com and Kentucky Revenue Cabinet

http://thinkkentucky.com/



Table 14 Local Property Taxes per $100 Valuation (2014)

Taxing Jurisdiction

Real Estate

Finished Goods & Tangibles

Motor Vehicles

Occupational License Tax

Caldwell

Princeton $0.1470 $0.1480 $0.1220 1.50% (Salaries/Wages and Net Profits/Receipts)

Christian

Crofton $0.2780 $0.2707 $0.2983 No Tax

Hopkinsville $0.2310 $0.2510 $0.2510 1.95% (Salaries/Wages) and 1.50% ($250 minimum on net profits)

Oak Grove $0.2550 $0.1860 $0.1860 1.50% (Salaries/Wages and Net Profits/Receipts)

Pembroke $0.2380 $0.1532 $0.4080 No Tax

Crittenden

Marion $0.2330 $0.1910 $0.2290 0.75% (Salaries/Wages and Net Profits/Receipts)

Hopkins

Dawson Springs $0.3110 $0.5197 $0.1900 1.50% (Gross Wages) and 1.50% (Net Profits/Receipts)

Madisonville $0.1220 $0.1944 $0.1500 1.50% (Salaries/Wages and Net Profits/Receipts)

Livingston Grand Rivers $0.2290 $0.6084 $0.2500 No Tax

Smithland $0.3020 $0.2500 $0.3000 No Tax

Lyon

Eddyville $0.3490 $0.4837 $0.1990 1.50% (Salaries/Wages and Net Profits/Receipts)

Kuttawa $0.1620 $0.2843 $0.2200 No Tax

Muhlenberg

Central City $0.2610 $0.3320 $0.2050 No Tax

Drakesboro $0.2700 $0.3070 $0.3070 No Tax

Greenville $0.2710 $0.2145 $0.1940 No Tax

Powderly $0.2120 $0.3210 $0.0840 No Tax

Todd

Elkton $0.2450 $0.2060 $0.3030 2.00% (Salaries/Wages) and .125% ($62.50 - $3,125 on gross receipts)

Guthrie $0.4110 $0.5114 $0.4500 1.00% (Salaries/Wages)

Trenton $0.3500 $0.2500 $0.3500 No Tax

Trigg

Cadiz $0.2650 $0.3360 $0.2620 1.50% (Salaries/Wages)

Source: www.thinkkentucky.com, Kentucky Revenue Cabinet, and Kentucky Society of Certified Public Accountants

http://www.thinkkentucky.com/



Table 15 School District Property Taxes per $100 Valuation (2014)

Taxing Jurisdiction Real

Estate Tangibles

Motor Vehicles

Occupational License Tax

Caldwell $0.3760 $0.3760 $0.5380 No Tax Christian $0.3960 $0.3980 $0.5660 No Tax Crittenden $0.4780 $0.4780 $0.5410 No Tax Hopkins $0.6210 $0.6210 $0.5470 No Tax Dawson Springs Independent Schools

$0.6790 $0.6790 $0.6870 No Tax

Livingston $0.4520 $0.4520 $0.4460 No Tax Lyon $0.4340 $0.4340 $0.4360 No Tax Muhlenberg $0.4970 $0.4970 $0.4970 No Tax Todd $0.3870 $0.3870 $0.5240 No Tax Trigg $0.5060 $0.5060 $0.4590 No Tax

Source: www.thinkkentucky.com, Kentucky Revenue Cabinet, and Kentucky Society of Certified Public Accountants

The New Felix E. Martin Jr. Hall, Muhlenberg County High School

http://www.thinkkentucky.com/

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Table 16 Total Wages by Industry Division Covered By Unemployment Insurance (2013)

Area All

Industries Mining Construction Manufacturing

Utilities, Trade, and

Transportation Information

Finance, Insurance,

Real Estate

Services State and

Local Government

Other

Kentucky 69,614,296 1,232,697 3,126,186 12,095,165 13,433,385 1,214,516 4,819,838 23,052,583 10,357,764 277,768

Caldwell 121,893 978 2,061 39,513 23,769 1,804 5,069 27,434 19,297 1,968

Christian 941,401 1,294 27,426 219,739 170,195 11,859 40,499 345,140 121,057 4,154

Crittenden 57,360 - 1,057 16,435 6,653 775 3,127 17,413 11,245 -

Hopkins 724,516 131,057 27,799 124,284 111,726 6,271 24,346 183,955 111,794 3,284

Livingston 100,596 23,013 22,165 5,117 16,576 - 1,656 19,341 12,438 -

Lyon 57,828 - 2,702 1,240 6,032 210 718 17,066 29,285 -

Muhlenberg 296,595 - 24,373 37,603 48,382 - 9,266 70,423 57,843 4,524

Todd 61,426 - 3,243 7,840 18,935 1,252 3,409 8,299 16,391 2,055

Trigg 90,438 - 3,989 15,983 10,941 - 4,896 30,117 19,420 3,498

Source: Kentucky Labor Market Information, Unemployment Insurance Covered Employment and Wages, Employer Contributions and Benefits Paid, by Industry, Kentucky Calendar Year 2013.

Dash - indicates nondisclosure data. Data is not disclosed for any industry if under three reporting units.



Table 17 Earnings by Industry for Kentucky Counties (2013)

Area name

Total Earnings

Farm Earnings

Nonfarm Earnings

Mining Construc-

tion Manu-

facturing Whole-sale

Trade Retail Trade

Trans-portation

Infor-mation

Finance and Insurance

Health Care

Govern-ment

Kentucky 111,989,882 1,953,644 110,036,238 1,852,656 5,937,682 15,937,003 5,228,333 7,099,242 5,696,323 1,857,162 5,722,343 13,587,291 23,179,811

Caldwell 227,396 27,928 199,468 1,273 10,110 48,833 (D) 24,004 10,298 2,516 7,039 (D) 34,251

Christian 4,616,344 103,062 4,513,282 1,745 71,756 297,300 (D) 99,524 78,732 17,355 40,905 169,780 3,308,550

Crittenden 116,496 20,324 96,172 (D) (D) 23,700 (D) 6,827 1,853 1,021 4,112 14,931 19,505

Hopkins 1,054,702 37,109 1,017,593 119,094 50,244 160,232 21,148 76,065 52,819 8,710 28,437 (D) 191,769

Livingston 181,704 13,096 168,608 (D) 45,972 6,905 3,648 6,919 13,323 (D) 1,317 12,301 28,050

Lyon 107,827 9,374 98,453 0 6,427 (D) 2,263 5,101 (D) 303 1,026 7,879 48,653

Muhlenberg 572,669 23,614 549,055 (D) 46,471 51,673 (D) 36,590 22,301 3,839 10,978 (D) 157,094

Todd 186,272 61,633 124,639 (L) 12,248 13,604 14,938 9,250 (D) 648 4,721 (D) 28,943

Trigg 189,903 27,805 162,098 (D) 12,443 25,607 1,358 14,073 (D) (D) 4,407 14,349 41,552

Source: US Department of Commerce, Bureau of Economic Analysis (D) = Not shown to avoid disclosure of confidential information, but the estimates for this item are included in the totals.



Table 18 Business Establishments by Employment-Size (2013)

Area Total <20 20 – 99 100 – 499 500+

Kentucky 89,795 76,258 11,167 2,130 240

Caldwell 286 252 28 5 1

Christian 1315 1100 173 39 3

Crittenden 165 150 12 3 0

Hopkins 970 844 105 18 3

Livingston 158 138 17 3 0

Lyon 140 126 14 0 0

Muhlenberg 560 496 56 8 0

Todd 198 181 16 1 0

Trigg 226 200 24 2 0

Source: US Census – County Business Patterns

Table 19

PADD Agricultural Employment (2012)

Source: United States Department of Agriculture, Economic Research Service

Area Total Employment

Kentucky 54,555

Caldwell 280

Christian 784

Crittenden 426

Hopkins 1,395

Livingston 218

Lyon 106

Muhlenberg 626

Todd 389

Trigg 331



Education Nearly 18 percent of Kentucky residents do not possess a high school diploma or Graduated Education Diploma (GED); that number is even higher for five (5) of the nine (9) counties in the Pennyrile Area Development District. Todd County has the highest percentage of residents without a high school diploma or GED at 22.9 percent, while Lyon County has the lowest percentage at 15.1 percent. Just 13.5 percent of Pennyrile ADD residents have a Bachelors degree or higher, compared to 28.8 percent of US residents. Trigg County has the highest percentage (16.8) of residents holding a Bachelors degree or higher. The percentage of Kentucky students underprepared in one or more subjects was 45.9 percent. The Pennyrile ADD’s average was 44.7 percent with four (4) of nine (9) counties students were better prepared than the state’s average. Trigg County has the lowest percentage of students underprepared, while Muhlenberg County has the highest percentage.

Table 20 Educational Attainment for PADD Counties

Area % Population with

less than High School or GED

% Population with Bachelors Degree or

Higher

% Students Underprepared in

one or more subjects

Average ACT Score (2013)

United States 14.3% 28.8%

Kentucky 17.6% 21.5% 45.9% 19.4%

Pennyrile ADD 18.1% 13.5% 44.7% 18.7%

Caldwell 16.0% 16.6% 37.2% 18.5%

Christian 15.6% 14.2% 46.1% 18.0%

Crittenden 22.2% 10.5% 50.7% 18.8%

Hopkins 18.1% 14.3% 38.6% 19.1%

Livingston 19.3% 11.2% 48.9% 18.7%

Lyon 15.1% 14.0% 43.5% 19.1%

Muhlenberg 22.1% 10.7% 57.6% 18.4%

Todd 22.9% 9.3% 42.9% 19.2%

Trigg 16.8% 16.8% 36.3% 19.4%

Source: Kentucky Center for Education & Workforce Statistics (kcews.ky.gov)



Economic Cluster Analysis Economic clusters are groups of businesses and institutions with some similarity in industry, operation, or technology. These businesses and institutions are generally located within a specific geographic area. Often these businesses may be part of the same supply chain or may even be direct competitors. The clustering of these organizations can be mutually beneficial in a number of ways, such as the development of a labor force with a common skill set, the creation of research institutions developed to serve these businesses or the location of support services specific to that cluster. In addition, a more competitive environment may be created. Increased competition may lead to firms collaborating in ways they may not have considered before, or may pressure firms to increase their productivity, efficiency or creativity. The following are traditional and emerging clusters of note in the Pennyrile ADD region. These clusters are not the only economic groupings in the region, but were selected due to their prominence, need of support, or opportunity for facilitation. The clusters identified were: Automotive Suppliers There is a large cluster of automotive suppliers in the Pennyrile region. These manufacturing plants provide Just-In-Time (JIT) inventory for the automotive industry in the State of Kentucky and surrounding states. Although there are no automotive production plants in the Pennyrile region, the area has 21 manufacturing and other companies that support the auto industry. Kentucky is the fourth largest producer of cars and light vehicles and the fifth largest producer of trucks in the country. The State accounts for 10.2 percent of all cars and trucks produced in the country. Ford was the first auto production plant to come to Kentucky in 1913 to the City of Louisville. Today, the Louisville’s Ford Truck Plant has approximately 6,600 workers. On June 1, 1981, General Motors (GM) moved production of the Corvette from St. Louis to Bowling Green, Kentucky, which still remains the exclusive home of the Corvette. There are 1,200 employees at the Bowling Green Plant, which has since started production of a Cadillac XRL line in 2002. Toyota started production in the Georgetown, Kentucky plant in 1988, which is Toyota’s largest North American production plant with approximately 7,400 employees. There are also nearby automotive production plants in Indiana and Tennessee that are supplied by the Pennyrile area automotive suppliers. There are 21 firms in the Pennyrile region that are connected in some way to the automotive supply industry or are related to this industry in some manner. These 21 companies employ approximately 5,576 employees in the Pennyrile region and is the largest economic cluster in the region.



Coal Mining and Energy Coal mining is another large economic cluster in the region. However, this sector has been decreasing employment over the last 20 years as advances in technology allows for the extraction of coal with larger and more sophisticated equipment that has reduced the manpower requirements in the coal fields. However, the coal mining industry is still a major economic cluster in this region that includes not only the mining operations but support and supply companies that have economic links to the mines. The Pennyrile region has three (3) coal producing counties in what is geologically referred to as the Western Kentucky Coal Field region of the State. These two (2) coal counties in the Pennyrile are Muhlenberg and Hopkins counties. Kentucky coal production decreased in 2013 by more than 11.8 percent from 2012, to 80.5 million tons, the lowest level since 1963. Eastern Kentucky coal production decreased in 2013 by 19 percent from 2012 to 39.8 million tons – the lowest level since 1962. Production slowed at both underground and surface mines, but the decline in surface mining were more severe. Eastern Kentucky production has declined by 63 percent since the year 2000, and 70 percent since peak production at 131 million tons in 1990. Western Kentucky coal production only decreased by 2.8 percent from 2012 to 40.9 million tons. Total annual production in 2013 in Western Kentucky , where thicker, more productive coal seams yield cheaper coal, was greater than in eastern Kentucky for the first time since 1911.

Coal Counties in Kentucky

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Coal mine layoffs have been concentrated in eastern Kentucky where on-site employment has fallen by approximately 7,000 jobs, or 38 percent, since mid-year 2011 to 7,436 jobs by the end of 2013. Employment in Western Kentucky has remained relatively stable during the same time period, with 4,449 coal jobs at the end of 2013.

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Agriculture The Pennyrile Region has enjoyed a rich heritage in agriculture and this tradition continues today. Corn, soybeans, wheat, tobacco, cattle and poultry are the main commodities produced in the region. Value added agricultural products are a continuation of this evolution. US Tobacco has long had a processing plant in the region that produces smokeless tobacco products. Commonwealth Agri-Energy, LLC developed, in partnership with a major grain elevator coop in Christian County, an Ethanol Plant that produces Ethanol as well as animal feed and other by-products from corn grown within the region. There are numerous other agricultural support businesses and services in the region.

However, the market value of agricultural products sold in the Pennyrile region has seen an increase over the last five years. The total market value of all agricultural



commodities in the Pennyrile region was $688,066,000 in 2012 according to the Kentucky Department of Agricultural data. As indicated in Table 22, Pennyrile ADD - Market Value of Agricultural Products Sold (2007 – 2012), this was an increase of 53 percent from the $448,701,000 total market value of all agricultural commodities sold in the Pennyrile in 2007. As shown in Table 21, Pennyrile ADD – Value of Sales by Commodity Group ($1,000) (2012), Christian County had the largest sales of agricultural products in the region in 2012 with $185,840,000 in total products. Of this total, grains accounted for the largest segment with $116,966,000, while the remaining $68,874,000 was accounted for through other crop and livestock sales. There is no industry more prone to natural disasters than agriculture. In Kentucky, agriculture is the number one economic generator statewide accounting for more than $5 Billion annually and almost 10% of the state’s economy. The ever increasing frequency of natural disasters has forced leaders to look at ways to bolster mitigation efforts and enhance the resiliency of this sector of the economy. Despite the setbacks of recent disasters, there is a renewed realization that Agriculture is a crucial and ever-growing sector of the state’s economy. In addition to the CEDS processes, most recent economic development studies have pointed to the impact of current and projected agriculture related activities. In addition, value-added agriculture, bio-energy projects, and local food initiatives are recommended as economic development strategies for implementation statewide. The Area Development Districts and the Kentucky Department of Agriculture share the vision that economic development and agriculture go hand in hand. The Kentucky Area Development Districts are partnering with the Kentucky Department of Agriculture, the Governor's Office of Ag Policy and the Economic Development Administration to undertake this unique statewide initiative that has resulted in the following activities aimed at reducing the impact of future disasters while providing a framework to further enhance the agricultural economy in Kentucky.

Development of a dynamic GIS Agriculture Database that includes disaster prone facilities, potential sites for Agricultural Development, aggregation/distribution facilities, and other assets to include the updating of the Kentucky Economic Development Information System (EDIS), which includes agricultural related industrial sites, potential sites, and other information.

Development of an all- inclusive database and GIS system of all organizations, individuals, infrastructure, and other assets involved in local food.

Collection of data and development of strategies to minimize future devastation by natural disasters by identifying crucial food production and supply facilities



Creation of a statewide strategy to provide a framework to plan, form relationships, strengthen alliances and better connect rural suppliers and urban consumers

Support and development of cohesive statewide strategies to better implement the federal and state initiatives such as “Know your farmer, know your food” and “Farm to Table”

Support and movement of the Agricultural sector into mainstream Economic Development Strategies.



Table 21 Pennyrile ADD - Value of Sales by Commodity Group ($1,000) (2012)

Commodity Caldwell Christian Crittenden Hopkins Livingston Lyon Muhlenberg Todd Trigg

Grains, oilseeds, dry beans, and dry peas $30,955 $116,966 $18,303 $32,450 $10,011 $4,041 $19,441 $70,294 $31,307 Tobacco $1,890 $25,432 - $972 - $621 (D) $12,056 $6,543 Cotton and cottonseed - - - - - - - - - Vegetables, melons, potatoes, and sweet potatoes $53 $2,354 (D) $76 $23 $77 $59 $1,759 $417 Fruits, tree nuts, and berries (D) $140 (D) $12 (D) (D) $5 $69 $26 Nursery, greenhouse, floriculture, and sod (D) $2,443 $333 $528 (D) (D) $117 $1,885 $172 Cut Christmas trees and short rotation woody crops - - (D) - (D) - - - - Other crops and hay $393 $1,726 $884 $1,106 $661 $496 (D) $858 $509 Poultry and eggs $9 $9,318 (D) $54,098 $3,993 $33 $33,261 $67,510 $23 Cattle and calves (D) $16,713 $5,194 (D) $6,070 $1,401 (D) $9,660 $6,567 Milk and other dairy products from cows (D) $9,612 (D) (D) - - (D) $11,313 $1,496 Hogs and pigs $18 (D) (D) (D) (D) (D) (D) $4,540 $31 Sheep, goats, and their products $20 (D) (D) $55 (D) $32 $48 $58 (D) Horses, ponies, mules, burros, and donkeys $87 $545 $339 $216 $478 (D) $167 $159 $44 Aquaculture - (D) - (D) - - (D) - - Other animals and other animal products (D) $21 $9 $1 (D) (D) (D) $83 (D) Total Products $38,500 $185,840 $31,560 $107,727 $21,318 $6,782 $68,905 $180,246 $47,188

Source: USDA - Census of Agriculture (2012 Census Publication/State and County Profiles) (www.agcensus.usda.gov) (D) = Cannot be disclosed

http://www.agcensus.usda.gov/



Table 22

Source: USDA - Census of Agriculture (2012 Census)



Forestry and Primary Wood Industries Kentucky has one of the most diverse hardwood species mix in the nation and ranks third nationally in hardwood production. The Kentucky Division of Forestry estimates that there are more than 3,500 forest industries in the state, and these industries employ more than 30,000 Kentuckians. There are over 45 major companies in the Wood Industry in the Pennyrile Region employing over 500 people.

Table 23

Wood Industry in the Pennyrile Area 2013 County Number of Industries Number of Employees

Caldwell 5 20 Christian 8 74 Crittenden 2 11 Hopkins 5 61 Livingston 1 1 Lyon 1 7 Muhlenberg 8 135 Todd 9 162 Trigg 8 40

Source: University of Kentucky - College of Agriculture (Kentucky Forest Product Industry Directory)



Tourism The Pennyrile region is fortunate to have several tourism attractions from local festivals to the Land Between the Lakes (L.B.L.) National Recreation Area. The Kentucky Tourism Cabinet estimates that the 2014 total travel expenditures was $367,395,720 in the Pennyrile counties.

Table 24 Travel Expenditures in Kentucky

2013 and 2014

Source: Kentucky Tourism – kentuckytourism.com/industry

Trigg County Country Ham Festival

Area 2013 Direct

Expenditures 2013 Total

Expenditures 2014 Direct

Expenditures 2014 Total

Expenditures

Kentucky $7,968,329,103 $12,526,213,350 $8,317,528,155 $13,075,154,260

Caldwell $4,608,213 $7,244,111 $4,663,512 $7,331,041

Christian $83,091,352 $130,619,605 $87,245,920 $137,150,586

Crittenden $3,642,018 $5,725,252 $3,645,660 $5,730,978

Hopkins $49,039,976 $77,090,842 $51,757,735 $81,363,159

Livingston $15,907,290 $25,006,260 $15,748,217 $24,756,197

Lyon $27,233,083 $42,810,406 $27,314,782 $42,938,837

Muhlenberg $22,500,499 $35,370,784 $24,438,436 $38,417,221

Todd $2,178,088 $3,423,954 $2,404,609 $3,780,045

Trigg $16,643,209 $26,163,125 $16,493,420 $25,927,656



The Land Between the Lakes (LBL) is a 170,000-acre National Recreation Area located on a peninsula between Kentucky Lake and Lake Barkley. LBL is a vast area full of adventure for those who are looking to explore several hundreds of miles of country roads, shorelines and trails. L.B.L. provides boating, fishing, hiking, camping, horseback riding, and ATV trails, as well as many other attractions. There are 1.4 million visitors that come to L.B.L. annually.

The scope of the size of L.B.L. is better understood with the facts listed below:

171,280 Acre peninsula that is 1-9 mile wide and 40 miles long

300 Miles natural shoreline

190 Acres wildlife refuges

200 Wildlife watering holes

261 Miles hiking trails

106 Miles horse trails

70 Miles mountain bike trails

100 Miles off-road vehicle trails

444 Miles scenic roads

15 Designated camping areas with lake access

1,427 Camp sites

26 Boat ramps

5 Environmental Education Facilities

4 Gateway State Park Resorts

2 States: Kentucky & Tennessee

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Ft Campbell Army Base Ft. Campbell is home to the 101st Airborne Division, 5th Special Forces Group, 160th Special Operations Aviation Regiment (SOAR) and several other units. The Fort is located in southwestern Kentucky and straddles the Kentucky/Tennessee line. A portion of the base is in Trigg and Christian Counties in the Pennyrile region, and two (2) counties in Tennessee. The Fort has 64,000 acres of maneuver lands, 15,000 acres of cantonment, and 26,000 acres of impact areas.



In 2014, Fort Campbell supported over 247,180 persons including 29,486 Soldiers, 53,116 family members, 3,746 civilian employees, 52 reservist, 65,757 military retirees, and 91,436 retiree family members. The total FY 2014 post payroll was $3.5 Billion. Fort Campbell serves as a projection platform and premier training and development center for Air Assault Operations in the United States Army. The post is the home of the army’s most deployed contingency forces.

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Environment Climate The climate of the Pennyrile Area Development District region consists of warm summers and relatively mild winters. The average temperature for the area is around 60 degrees Fahrenheit, with that temperature fluctuating according to the seasons. The normal amount of precipitation averages about 48 inches per year. The mean snowfall is 11 inches, although that number has been decreasing over the past few years. It precipitates an average of 55 days per year in the Pennyrile area. The prevailing winds for the region are Southern winds. The Pennyrile has an average relative humidity level of: 79 percent at 12 midnight; 84 percent at 6am; 57 percent at 12 noon; and 61 percent at 6pm.

Air Quality The Federal Clean Air Act of 1970, including amendments in 1990, has helped improve the quality of air in Kentucky. The Clean Air Act specifies controls for six pollutants: ozone, nitrogen oxide, carbon monoxide, sulfur dioxide, particulate, and lead. The Kentucky Division for Air Quality operates a network of 98 monitoring stations in 34 counties across Kentucky. The information gathered at these stations is used to track yearly average concentrations of air pollutants in Kentucky. From the data, trends can be recognized. There are numerous sources of air pollution in the Pennyrile Area Development District region. These sources include smokestacks, automobile exhaust, and area sources such as dust from roads. Pollution controls on industrial sources and automobiles have signaled a decline in the average air concentrations of pollutants. The quality of the air has improved since 1980; however, Christian County has obtained a non-attainment status for the 8-hour ozone levels required by the EPA. This non-attainment status could possibly affect future highway project and industrial growth in the county. Historic Resources The Pennyrile ADD region has many historic resources that are unique to the area. Six of the nine counties currently participate in Renaissance on Main, a state program that will allocate funds to restore historically meaningful parts of the counties. The Kentucky

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Dam Village State Resort Park is also located in this nine county region. Other historic resources in this area include the John James Audubon State Park in Henderson and the Jefferson Davis Monument State Historic Site in Fairview. One of the most memorable events in United States’ history took place in the PADD region, The Trail of Tears. The Trail of Tears Park, located in Hopkinsville, is another unique historic resource of the Pennyrile area.

Downtown Princeton, KY

Recreation and Greenspace The PADD region has many parks and other forms of recreation for the general public. In most of the nine counties, a City/County Park can be found for recreational purposes. Another well-known recreational area in the Pennyrile region is The Land Between the Lakes (LBL). This is a popular site for camping, fishing, or just spending time outdoors. Other areas of interest include the following: the Pennyrile Forest State Resort Park, Lake Barkley State Resort Park, and Kenlake State Resort Park.

Inland Waterway System

The Pennyrile region is centered in the middle of the eastern US Inland Waterway System. Waterways provide enormous advantages as a mode of transport compared to rail and highway modes of transports. Barge transportation primarily ships bulk material at a fraction of the price of other shipping options. The Mississippi River alone carries 60% of U.S grain shipments, 22% of oil and gas shipments, and 20% of all coal shipments.



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SECTION 3

S.W.O.T ANALYSIS This chapter provides an outline of…

Area Strengths

Area Weakness

Area Opportunities

Area Threats



SWOT ANALYSIS

SWOT stands for strengths, weaknesses, opportunities, and threats. A SWOT Analysis is a method of assessing the current state of the region and identifying the potential that exists to take advantage of strengths and opportunities as well as mitigate weaknesses and threats. The following is a brief overview of the Pennyrile region: Strengths

The region is centrally located to the Midwest, Southeast and Northeast portion of the United States, which provides an ability to quickly access most of the large US population centers east of the Rocky Mountains

Centrally located in the hub of four (4) large rivers used for Barges to carry bulk material via the Inland Waterway System

No shortage of water resources for manufacturing plants that need water as a major element of their production process

Affordable and reliable electric resources for manufacturing plants that need electric as a major element of their production process

Good access to major Interstates and rail systems

Affordable cost of living Weaknesses

Relatively small knowledge industrial base

Insufficient risk capital to fund new start-up businesses

Regional businesses not taking advantage of global markets

Need better Broadband internet access in rural areas

Opportunities

Growing local entrepreneurs by developing business start-up support networks and programs

Promote value-added business that uses local agricultural products to produce new products

Expanding regional business into the global markets



Threats

A full and extended deployment of Ft. Campbell soldiers during another war or conflict would have a major negative impact on several sectors of the regional economy from retail sales to housing

Military downsizing and Base closings could possibly affect Ft. Campbell

A national economic downturn would have ripple effects into this region as well as across the United States

Additional State or Federal regulations that restrict the operation and viability of coal fire power plants, which would further reduce the employment in the Western Kentucky coal fields

Climate change on local agricultural production over the next 50+ years



SECTION 4

ACTION PLAN This chapter provides an outline of…

Vision Statement

Economic Priorities

Regional Goals and Objectives



ACTION PLAN

Pennyrile ADD Vision Statement Plan for a diverse economy that provides family supporting jobs in a positive environment for business creation. State of Kentucky’s Economic Priorities The following outline is a list of the current priorities for the Commonwealth of Kentucky:

Goals for Kentucky

1. Building Careers and Opportunities 1.1. Increase Kentucky’s competitiveness 1.2. Enhance competitiveness of Kentucky’s businesses 1.3. Develop a 21st Century infrastructure 1.4. Transportation systems that create economic opportunity 1.5. Responsible management of Kentucky’s natural resources 1.6. Increase global presence 2. A Healthier Kentucky 2.1. Promote healthy lifestyles 2.2. Promote quality, affordable healthcare 2.3. Develop a 21st Century healthcare industry 3. Educational Excellence 3.1. Strengthen early foundation for success 3.2. Maximize student achievement and college readiness 3.3. Implement new strategies for high-quality teaching 3.4. Align the educational system to ensure lifelong success 3.5. Improve decision making through computer technology 3.6. Focus the mission of statewide universities 3.7. Provide stewardship from comprehensive universities 4. Safe & Secure Communities 4.1. Stem the proliferation of illegal drug use 4.2. Protect Kentucky’s most vulnerable citizens 4.3. Reform corrections 4.4. Ensure safe homes and communities 5. Responsible Governance 5.1. Establish a professional, efficient & effective management structure

5.2. Foster a performance-oriented culture 5.3. Enhance government through information efficiency 5.4. Improve use of current resources 5.5. Assessment of governance as a whole



Regional Goals, Objectives and Development Strategy TRANSPORTATION GOAL Promote the efficient and economical movement of people and goods into and through the Pennyrile Area Development District by linking population centers with accessible transportation facilities.

HIGHWAYS

Objective

Support projects listed for engineering and construction in the Transportation

Cabinet’s six-year plan.

Strategies

Construct Bypass around the northeastern part of Hopkinsville-East 68/80 to West 68/80.

Major widening of US 41A from I-24 North to the Pennyrile Parkway in Hopkinsville.

Reconstruct I-24/US 41A Interchange in Christian County.

Construct a bypass around Marion as a part of improvements to US 60.

Construct a 4-lane highway between the cities of Eddyville and Marion.

Relocate US 60 from KY 365 to .04 miles southwest of Blackford Road in Crittenden County.

Construct new 4-lane bridge over Tennessee River between Livingston County and McCracken County.

Major widening of US 62 from end of 4-lane at Eddyville to Western Kentucky Parkway.

Construct new connector road from KY 602 to KY 277 for new correctional facility in Central City.

Reconstruct from .05 miles east of Dyer Hill Mine Road to Livingston Central High School in Livingston County.

Construct new turn lanes from Caney Creek Bridge to Airport Road in Muhlenberg County.

Major widening of US 41A from US 41 to Calumet Drive in Madisonville.

Major widening of KY-70 from US 41 to KY-85 in Hopkins County.

Reconstruct KY 181 from Western Kentucky Parkway to KY 106 north to Greenville.

Construct new 4-lane route for US 68/KY 80 from Cadiz to Kentucky Lake in Trigg County.

Construct new US 68/80 bridges across Lake Barkley and Kentucky Lake.



Objective

Support highway and road improvements that impact the region but are not

presently identified in the Transportation Cabinet’s six-year plan.

Strategies

Construct a bypass around the city of Princeton from US 62 (west) to US 62 (east).

Major widening and reconstruction of KY 91 from Christian County to Fredonia in Caldwell County.

Total reconstruction of US 62 and KY 91 interchange in Princeton.

Major widening and straightening of KY 70 from Central City to KY 85 in Hopkins County.

Major widening of US 68 from North Drive to Northwest Bypass in Hopkinsville.

Major widening of North Drive from US 68 to Canton Pike in Hopkinsville.

Reconstruct and widen Canton Pike (KY 272) from new western bypass to North Drive in Hopkinsville.

Construct Northeast bypass around Hopkinsville.

Extend Country Club Lane across Ft. Campbell Blvd. To US 41.

Widening of Lafayette Road from southwest bypass to 22nd Street in Hopkinsville.

Widening of US 68 from East 9th Street to eastern Bypass in Hopkinsville.

Reconstruct I-24/US 41A interchange to full cloverleaf.

Construct new route from US 41A at Ft. Campbell Gate 4 to Tennessee State Line approximately 0.6 mi east of KY 115. Route extends to SR 236 (Tiny Town Rd.) in Tenn. (Est. length and cost represents KY share.)

Reconstruct/major widening of KY 115 from Anderson Rd. to I-24.

Construct grade separated interchange over 41A at the Hopkinsville southern bypass.

Major widening of KY 115 from I-24 to Tenn. State Line.

Extend KY 117 from US 41A to KY 115.

Reconstruct KY 911 from US 41A to KY 115.

Reconstruct KY 1453 from US 41A to KY 115.

Major reconstruction and straightening of KY 91 from Marion north to the Ohio River ferry.

Major widening and/or reconstruction of KY 109 from the Hopkins-Webster County line to Hopkinsville North Bypass (KY 1682).

Construct new bridge over Cumberland River in Smithland as proposed in KTC’s US 60 Project Planning Report.

Construct new bypass around Salem in Livingston County.

Rebuild and/or reconstruct US 60 through Crittenden and Livingston Counties as proposed in KTC’s US 60 Project Planning Report.

Major widening and reconstruction of US 641 from Eddyville to Marion.

Develop Lyon County Rest Area on I-24 as originally designed.

Major widening of US 62 from KY 189 to KY 604 in Central City.

Major widening of US 62 from KY 189 to KY 181 in Greenville.



Reconstruction of KY 176 from Greenville to Drakesboro.

Major widening and reconstruction of KY 181 from the Tennessee State line in Todd County to Greenville in Muhlenberg County.

Major widening of KY 181 from Elkton south to Tennessee state line.

Construct overpass on KY 181 for new US 68/KY 80 north of Elkton.

Reconstruct road at hill on Pond River Road in Todd County.

Construct new entrance from Main Street onto Marion Street in Elkton.

Construct new road at McUpton School between KY 139 and Will Jackson Road in Trigg County.

Construct turn lane on US 62 in front of Hospital in Marion

Widen US 641 and US 62 intersection in Marion

Objective

Achieve better access to the major interstate and parkway corridors in the Pennyrile through additional highway construction projects.

Strategies

Major widening and reconstruction of KY 139 from Cadiz to Princeton.

Major widening and reconstruction of US 641 from US 60 in Marion to the Western Kentucky Parkway at Eddyville.

Major widening and reconstruction of KY 109 from KY 814 in Hopkins County to the Western Kentucky Parkway.

Major widening and reconstruction of KY 109 from Hopkinsville to the Western Kentucky Parkway.

Construct new road of approximately 10.5 miles in length from I-24 near Lake City to Smithland.

Major widening and reconstruction of US 431 from the Tennessee State line to the Owensboro Beltline.

Objective

Promote the construction of North to South and East to West Trans-America

transportation corridors through the Pennyrile Area Development District.

Strategies

Continue efforts to support the development of Interstate 66 through the Pennyrile Area Development District.

Continue efforts to support the development of Interstate 69 through the Pennyrile Area Development District and the new I-69 bridge over the Ohio River at Henderson, KY.



AIRPORTS

Objective

Improve and construct airport facilities in the Pennyrile to achieve economic and

industrial growth.

Strategies

Continue improvements to the publicly owned airports in the region.

Extend runway and taxiway length 1,000’ at eastern end of runway at Hopkinsville/Christian County Airport.

Expand airport facility at Barkley in Trigg County to be useful for corporate air traffic.

Install runway lighting on Standard Field’s 3,000-foot runway in Todd County.

Objective

Improve airport facilities by developing and adopting Comprehensive Airport

Master Plans.

Strategies

Upgrade all existing Airport Master Plans for those airport authorities having such plans.

Develop and adopt Airport Master Plans for those airport authorities that do not presently have such plans.

RAILWAYS

Objective

Develop and maintain rail facilities in the Pennyrile to enhance economic and/or

industrial growth.

Strategies

Construct rail lines to industrial parks as needed.

Relocate rail lines or construct overpasses/underpasses when rail crossings prevent access for emergency vehicles to hospitals or other similar facilities.

Construct a spur railway to the Lyon County Port Authority.

Purchase or option rail right-of-way for industrial park in Muhlenberg County.

Oppose rail abandonment when considered essential for economic growth and development.



Encourage rail companies to donate or sell rail abandonment rights-of-way to City and/or County governments for industrial development (by keeping the rail lines open), for walking and bike trails, for open space and for new roads and/or streets.

Construct rail spur to Pennyrile WestPark Industrial Park in Lyon County.

Construct rail spur to I-24 Mega site in South Christian County.

Develop multi-model sites to help facilitate freight and bulk material shipments.

NATURAL RESOURCES & PHYSICAL ENVIRONMENT GOAL Promote the efficient use of the region’s natural resources in an environmentally responsible manner.

WATER

Objective

Develop programs and projects that utilize the region’s water resources while

protecting those resources from pollution and contamination.

Strategies

Encourage U.S. Forest Service Officials to expand facilities and promote the Land Between the Lakes.

Expand water related recreational facilities in the region through both public and private ventures in an environmentally sound manner.

MINERALS

Objective

Support programs and projects that enhance the marketability of the region’s

mineral resources while protecting the region’s water and land resources.

Strategies

Support research and incentive programs to make Western Kentucky coal a continuing viable fuel.

Support research and incentive programs to commercialize alternative uses for Western Kentucky coal.

Analyze the possibility of developing new limestone quarries in Crittenden and Livingston Counties with access to a new or existing port facility.

Support miner training programs designed to meet the workforce needs of the coal industry.



LAND & TIMBER

Objective

Support programs and projects that will conserve the area’s agricultural and

timber resources.

Strategies

Work with elected officials and regulatory bodies to develop agricultural, Biomass and timber programs that are environmentally sound and economically viable.

Support existing conservation and environmental programs that protect the land and related resources from deterioration.

Manage, protect and develop woodland resources for maximum economic, recreational, and aesthetic benefits.

Encourage forest management for Land Between the Lakes utilizing selective cutting of timber.

Promote the use of Ethanol and its by products HUMAN RESOURCES GOAL Promote the well-being of all citizens of the Pennyrile through equitable access to educational opportunities, supportive, and health-related services.

SUPPORTIVE SERVICES

Objective

Provide developmental day care for infants and adolescents.

Strategies

Encourage private sector development of quality day care facilities to expand offerings to the public.

Develop and promote after-school day care within the existing educational systems that emphasize a safe environment for adolescents and offer enrichment activities in arts and culture, or tutorial assistance.

Encourage larger companies and industries to provide on-site day care facilities.

Encourage existing facilities to expand hours to meet multi-shift or extended professional needs.

Encourage utilization of Salem Elementary building as a daycare facility.

Develop daycare facilities for Trigg County Industrial Park area.



Objective

Develop a continuum of services for the elderly to promote independence and

enhance the quality of life.

Strategies

Develop programs and services to meet the needs and interests of the younger retired population.

Expand supportive services, i.e. home delivered meals, homemaker, personal care, transportation, respite services, and other services.

Expand and/or develop adult day and Alzheimer’s respite services in all counties to include evening and weekend hours and extend services to the handicapped.

Expand hospice services throughout the District.

Train more caregivers and provide for supportive services to caregivers.

Provide services on a sliding-fee scale for the elderly who can afford to pay for all or a portion of services needed.

Encourage seniors to participate locally in the development of services.

Develop delivery systems for short-term supportive services that are easily accessed and needed after hospitalization, illness and/or injury.

Develop innovative methods to address the needs of the rural population.

Develop and expand transportation services for the elderly and special needs population.

Objective

Develop accessible basic skills training in order for an individual to acquire

competitive employment opportunities and prepare for technical skills training.

Strategies

Establish Literacy Councils and other educational volunteer groups in all counties.

Develop programs that promote the awareness and need for literacy and basic skills for a primarily labor-intensive workforce who draws little correlation between education and earnings.

Develop workplace literacy with local volunteers and educational agency support.

Seek additional funding sources for literacy, adult basic education and workplace literacy as a necessary basis for additional technical learning.

Combine adult education with life skills, or pre-employment skills or work-maturity skills.

Return the focus of education to basic skills attainment as a minimum education achievement; KERA emphasis should evaluate focus as well.

Develop a national education standard for high school graduates to keep the American educational system globally competitive.



Objective

Develop accessible technical skills training to enable an individual to acquire

competitive employment opportunities and self-sufficient wages.

Strategies

Promote articulation and coordination of off-site technical training offerings provided by the Community Colleges and other training agencies.

Develop high-tech, multi-use facilities with computer and inter-active video capabilities in each community for private sector or public use.

Increase school to work transition program opportunities within the private sector to maintain opportunities for local youth in their area.

Increase monetary assistance in training programs for the middle class and the average academic students.

Align all technical and post-secondary education training with private sector skill level requirements.

Offer additional opportunities for high school students in non-college counties to obtain introductory collegiate credits through the interactive classroom opportunities or extension classes.

Offer technical programs in concert with cultural programs to meet “life-long learning” expectations of all ages.

Encourage the return of a strong, statewide effort to provide training incentives to new and expanding business through increased emphasis on the Bluegrass State Skills Corporation.

Enhance methods of promoting available training programs and educating the public to their availability.

Objective

Seek and acquire all possible sources of training support, funding and

opportunities for the area citizens to enhance the workforce’s competitiveness in the economic development arena.

Strategies

Continue to implement the Career Center concept using technology to inter-connect agencies to deliver services to individuals and employers in the region.

Continue integration of agency lineages to promote the extension of funds and services while lessening duplication.

Provide local citizenry representation and leadership for local, regional and state administrative/regulatory councils and groups.

Increase training funds/resources for business and industry to train their general workforce for expansion or up-grade needs.



Objective

Promote the positive work ethic of the Pennyrile citizens to enhance the competitiveness of the area in the location of new/expanding industries that support positive economic growth.

Strategies

Develop an extensive database of labor force information for the regional workforce.

Conduct reviews and analyses of employment and training activities.

Develop a cooperative regional clearinghouse or roundtable that could identify additional training resources, reduce programmatic duplication, and designate local linkages.

Continue efforts to increase the skills of the Pennyrile workforce, particularly in the areas of entrepreneurship and technology.

HEALTH

Objective

Provide support for the delivery of efficient, affordable health care services in the

Pennyrile.

Strategies

Increase primary care services to the medically underserved or disadvantaged populations of the Pennyrile.

Provide ancillary services such as laboratory testing; radiology or pharmacy services; nutrition, general health education and social services counseling to all areas of the Pennyrile.

Utilize alternative care providers such as physician assistants and nurse practitioners as a means to reduce health care costs.

Explore construction of a new health center in Trigg County.

Encourage the return of Rural Health Care Planning as a part of Health Care Reform.

Explore construction of new hospitals in Muhlenberg, Caldwell and Trigg counties.



JUSTICE GOAL Provide an effective criminal justice system for the Pennyrile Area Development District, assuring a safe, orderly and more pleasant life for the citizens of the Region.

LAW ENFORCEMENT

Objective

Provide a systematic, cooperative effort against the distribution, sale, possession or use of illegal narcotics.

Strategies

Continue support for the Pennyrile Narcotics Task Force.

Promote drug education and awareness through new and/or existing Drug Abuse Resistance Education (D.A.R.E.) programs.

Increase citizen involvement in communities through crime prevention and neighborhood watch programs.

Encourage Community Oriented Policing in each community within the region.

Support for the Hopkinsville/Christian County juvenile Justice Council.

Objective

Reduce the incidence of domestic violence and the injury to law enforcement officers from domestic violence calls.

Strategies

Explore the delivery of crisis intervention alternatives through local law enforcement agencies.

Explore alternative programs to combat domestic violence.

Objective

Maintain safe communities free of concern over injury and/or loss of property

from crime.

Strategies

Ensure adequate resources are available for law enforcement agencies.

Promote intrastate cooperation among law enforcement agencies.



CORRECTIONS

Objective

Promote cooperation among county governments to address jail problems.

Strategies

Promote the use of holdover facilities.

Continue to promote the regional jail concept.

Explore the feasibility of a juvenile detention facility in the region. ECONOMY GOAL Promote the development of an economy that will allow the citizens of the Pennyrile to achieve and maintain a quality standard of living.

BUSINESS DEVELOPMENT

Objective

Attract and retain business and industry to achieve regional economic growth and stability.

Strategies

Continue to market existing industrial sites in the regions’ industrial parks:

a. Princeton/Caldwell County Industrial Park b. Christian County Industrial Parks c. Marion/Crittenden County Industrial Park d. Madisonville Industrial Park e. Lyon County Industrial Park f. Todd County Industrial Park (Elkton & Guthrie) g. Trigg County Industrial Park h. Muhlenberg Industrial Park i. Earlington (420 acre site) j. Livingston County Industrial sites

Develop new industrial parks and sites throughout the Pennyrile:

a. Oak Grove Industrial Park b. Muhlenberg (M2) Industrial area/Riverport c. Hopkinsville light industry in the I-24 area d. Todd County Industrial Park (40 additional acres) e. Hanson/North Hopkins Industrial Park



f. Dawson Springs Industrial Park g. Madisonville/Hopkins County h. Pennyrile WestPark i. Develop value added agriculture related industries around the Ethanol

Plant in Christian County. j. Hopkinsville Christian County Mega-Site. k. Paradise Park Regional Industrial Park in Muhlenberg County. l. Patriot Park in Guthrie, KY

Develop new speculative industrial buildings at the following locations:

a. Cadiz b. Muhlenberg County c. Oak Grove d. Eddyville e. Princeton

Continue to market existing speculative and vacant buildings in the area including but not limited to:

a. Dawson Springs Industrial Building b. Madisonville - speculative building c. Flynn Building – Greenville

Enhancing the region’s educational and workforce development resources, and to align training with target industry needs.

Creation of a region‐wide entrepreneurship initiative that puts into place networks and assets that will foster the creation of new homegrown companies.

Improving the region’s business climate for its target industries and for business in general.

Engage in marketing activities that promote the region as a destination for business.

Develop and promote initiatives supporting value-added agriculture related businesses.

Continue the development of projects designed to provide adequate water, sewer, natural gas, and telecommunications infrastructure for growth and development.

Support initiatives for existing industries and small businesses through the use of revolving loan funds; State incentive programs; and Federal loan and loan guarantee programs.

Explore natural gas options for Christian County.

Construct adequate broadband infrastructure for all nine (9) counties.

Provide a labor force with the necessary skills to meet the needs of existing and potential business and industry.

Encourage Kentucky Cabinet for Economic Development to target smaller companies toward rural areas of the state.



Ensure that necessary support services are available in the region to attract business.

Explore alternative methods of increasing business development and promotion.

Continue to assist businesses with federal and state procurement programs.

Develop alternatives for the counties surrounding Ft. Campbell (Christian, Todd, Trigg) to promote more business development with the Department of Defense.

Encourage the development of health-related businesses in Madisonville.

Encourage interaction among manufacturers in the Region by expanding the Pennyrile Manufacturers Association.

Target industries that would utilize the Lyon County Port Authority, Lake Barkley and Kentucky Lake.

Create programs to encourage development in downtown Business Districts throughout the Pennyrile.

Coordinate Economic Development efforts with Clarksville-Nashville, Tennessee in order to create “development corridor” through the Pennyrile.

Utilize existing telecommunications infrastructure in Madisonville to attract technology-based investment.

Explore methods of increasing business development opportunities using available telecommunications and other technology.

Construct a new and better access road into the Muhlenberg Industrial Park.

Target value added ag-related industries that would complement the Ethanol Plant in Christian County.

Construct a new rail spur, adequate water, sewer, natural gas, and access road into the I-24 Christian County Mega Industrial site.

Construct a new access road into the Marion-Crittenden County Industrial Park North.

Construct new manufacturing facility as part of the Muhlenberg County Opportunity Center.

Construct new sewer infrastructure to serve Oak Grove Village.

Construct training center in Todd County to support Hemlock and other local industries

Upgrade sewer plant and collection system in Greenville to support Paradise Park.

TOURISM

Objective Further develop and promote the tourism industry in the Pennyrile area.

Strategies

Develop additional tourist and recreational sites in the region:



a. Develop a lodge at Mineral Mound State Park in Lyon County b. Mineral Museum in Crittenden County. c. Crittenden County Museum d. Dam 50 in Crittenden County. e. Trail ride staging area in Caldwell/Lyon County area. f. Coal Museum in Muhlenberg or Hopkins counties. g. Jefferson Davis Museum in Fairview. h. Fort Smith in Livingston County. i. Everly Brothers Park in Muhlenberg County. j. Amoss House Museum in Caldwell County. k. Trail of Tears l. Native American cultural attractions m. Develop ATV recreational areas in Hopkins and Muhlenberg counties.

Improve existing tourist-related attractions to insure marketability;

a. Antique Malls in Cadiz b. Adsmore Museum in Princeton. c. Develop outdoor drama and interpretive center, museum and visitor

information center at Jefferson Davis historical site. d. Obtain national park recognition for Trail of Tears Park in Hopkinsville. e. Robert Penn Warren birthplace in Guthrie. f. Dawson Springs Museum & Art Center. g. Duncan Cultural Center & Museum in Muhlenberg County. h. Dogwood Lake & Campground at Dunmore. i. Amish Community in Crittenden County. j. Military Museum at Ft. Campbell – Pratt Museum. k. Trail of Tears Park – Hopkinsville and Princeton

Expand tourism related marketing activities of the entire region, including the Internet and the World Wide Web.

Expand facilities and services at existing Lake Barkley, Lake Malone, Kentucky Lake and Pennyrile Forest State Parks.

Encourage the development and cooperation with Tourism commissions in each county.

Explore changes in regulations regarding Interstate signage in the region.

Develop a revolving loan fund for use in Tourism related projects.

Increase State funding for tourism, including funds spent on promotion and marketing.

Increase coordination of tourism activities, businesses and marketing through cooperatives, matching funds programs, and regional councils.

Promote tourism related businesses/activities and retiree recruitment as economic development activities.

Continue programs specifically designed to attract retirees to the region.

Develop smaller industries, both service and manufacturing, that compliment tourism.

Promote the use of the Fine Arts Center in Madisonville and Grand Rivers.



Coordinate tourism commission activities, along with the private sector, for best potential in tourist attractions.

In Partnership with the State, sublease a portion of the Mineral Mound site for the development of a hotel with other recreational amenities.

Promote and support the use of the James E. Bruce Convention Center.

Objective

Preserve and enhance property values, public and private, in the lake areas.

Strategies

Maintain the regional Heritage Council to promote Historical Preservation.

AGRICULTURE

Objective

Continue the utilization of agricultural resources for economic growth in the region.

Strategies

Expand and/or develop local markets and processing facilities for agricultural goods produced within this region.

Develop underutilized agricultural facilities located within the region.

Encourage and promote community awareness on Urban and Rural issues.

Support projects that promote alternative uses of the regions’ agricultural products.

Focus on regulations of imports.

Promote value added industries that have economic links to the Ethanol Plant in Christian County.

INFRASTRUCTURE GOAL Promote the availability of adequate, efficient and affordable infrastructure for the present and projected residential and commercial growth in the Pennyrile region.

WATER

Objective

Construct, rehabilitate and consolidate water facility projects that will enhance the availability of clean, affordable treated water in the district.

Strategies

Provide unserved populations with water treatment services, including, but not limited to those projects found in Appendix D.



Target unserved rural populations for grant or low-interest loan projects to include, but not limited to:

a. Caldwell County Water District b. Crittenden-Livingston Water District c. Christian County Water District d. North Hopkins Water District e. South Hopkins Water District f. Muhlenberg County Water District g. Logan-Todd Regional Water Commission h. Nebo Water District i. Ledbetter Water District j. Muhlenberg County Water District #3

Expand and/or upgrade water treatment systems, including but not limited to:

a. Central City Water Department b. Barkley Lake Water District c. Cadiz Water Department d. Logan/Todd Regional Water Commission Water Treatment Plant

Develop and support programs and projects to assist in upgrading existing water treatment, storage and distribution facilities to include at least the following:

a. Greenville Water Department b. Elkton Water Department c. Hanson Water Department d. Fredonia Water Department e. Crittenden/Livingston Water Department f. White Plains Water Department g. Smithland Water Department h. Guthrie Water Department i. Cadiz Water Department j. Barkley Lake Water District k. Eddyville Water Department l. Trenton Water Department m. Oak Grove Water Department n. Princeton Water Department o. Hopkinsville Water Environment Authority p. Marion Water Department q. Dawson Springs Water Department r. Madisonville Water Department s. Morton’s Gap Water Department t. Kuttawa Water Department u. Central City Water Department



Consolidate small municipal and water district systems to allow a more economical operation, including, but not limited to, water utilities in Crittenden County, Livingston County, and Trigg County.

Support projects that will provide adequate water sources for systems at risk in time of drought, including, but not limited to:

a. Greenville Water Department b. Hopkinsville Water Department c. Marion Water Department

Develop programs to provide adequate treated water storage and alternative treated water supply in times of emergency.

Improve water infrastructure to Gourmet Foods and the Muhlenberg County Hospital in the City of Greenville.

WASTE WATER

Objective

Construct, rehabilitate and consolidate facilities to enhance the availability of

efficient, economical and environmentally sound wastewater treatment and disposal.

Strategies

Provide unserved populations with wastewater treatment services, including, but not limited to those projects found in See Appendix D

Expand and/or upgrade municipal waste water treatment systems and/or facilities, including, but not limited to:

a. Marion b. Oak Grove c. Hopkinsville d. Madisonville e. Central City f. Earlington g. Smithland h. White Plains i. Greenville j. Guthrie k. Eddyville l. Hanson m. Cadiz n. Elkton o. Dawson Springs p. Mortons Gap q. Nortonville r. St. Charles



s. Bremen t. Beechmont u. Drakesboro v. South Carrollton

Consolidate small municipal wastewater treatment systems to enable a more economical operation.

Consolidate sewer to serve Oak Grove Village

Upgrade Greenville sewer plant and collection system to support Paradise Park

SOLID WASTE

Objective

Support programs and projects that will enhance the efficient and economical

collection and disposal of solid waste in the region.

Strategies

Develop programs to reduce the cost of transporting solid waste to regional disposal sites.

Monitor emerging technologies that may offer both economic and environmental advantages to conventional landfill disposal.

Objective

Support programs and projects that will efficiently and economically reduce the

solid waste stream through reuse and recycling.

Strategies

Expand the Regional Recycling Programs within the Pennyrile area.

Provide continuing support to local recycling projects.

Provide support and develop materials for a continuing public education program on resource conservation, recycling and general environmental awareness.

Develop additional composting programs to augment the pilot projects in Caldwell, Crittenden, Hopkins and Trigg Counties.

Objective

Support programs and projects that will effectively deal with the special waste

needs of the area.

Strategies

Develop an incentive program to encourage the private sector to provide facilities for the collection, processing and disposal of tires, batteries, motor oil and household, agricultural and commercial chemicals.



Objective

Support Programs and projects that will deal effectively with open dumps and other illegal waste disposal activities.

Strategies

Provide support and materials for continuing public education concerning litter awareness.

Encourage the continued monitoring of illegal dumps and make appropriate recommendations to Fiscal Courts for remedial action.

HOUSING

Objective

Provide citizens of the Pennyrile a safe, healthy environment in which to live

through the development of affordable single and multi-family housing units.

Strategies

Assist local community efforts in organizing and securing financing for development.

Make promotional efforts to increase awareness of down payment, low mortgage rate programs offered by Kentucky Housing Corporation, Rural Development and Veterans Administration.

Encourage cooperation of federal and state funding agencies with local housing service providers to promote housing development.

Encourage local governments to provide necessary infrastructure to enable housing development.

Support development of affordable housing for middle-income families.

Objective

Facilitate federal and state funding programs for housing rehabilitation and demolition of dilapidated housing structures.

Strategies

Encourage local governments to seek funding from available sources to assist in upgrading and maintaining current housing units.

Encourage local governments and/or private owners to demolish and clear vacant, dilapidated structures.

Objective

Develop housing units designed and marketed exclusively for the elderly

population in the Pennyrile counties.

Strategies

Develop safe, affordable single family and multi-family housing for the elderly within walking distance of needed services.



Develop congregate housing facilities for the elderly and handicapped, which have a broad range of available supportive services to enable them to retain their independence.

Develop partnerships with developers to create alternative living arrangements for the elderly and handicapped.

Promote the development of ground floor housing for the elderly and handicapped.

Encourage private development of housing units with little or no maintenance responsibility to meet the needs of the elderly population in Hopkins and Muhlenberg Counties.

FIRE PROTECTION

Objective

Provide and maintain adequate fire protection to the citizens of the Pennyrile

region.

Strategies

Expand fire protection to include unserved areas of the region through the use of volunteer fire departments or expansion of existing departments.

Require proper training of all firefighters by utilizing all federal, state and local training programs.

Acquire and maintain adequate facilities and equipment.

Encourage communications between water districts and fire departments to ensure adequate waterline size, particularly in rural areas.

Support dry hydrant system through Resource Conservation and Development agency.

Encourage more flexibility in training of volunteer firemen.

Assist Fire Departments in locating grant funds for equipment, vehicles, etc.

NATURAL GAS

Objective

Support projects that will efficiently provide natural gas to areas throughout the

Pennyrile.

Strategies

Expand natural gas system for City of Guthrie.

Explore natural gas system for City of St. Charles.

Target other large unserved areas like Oak Grove, south Christian County and Dawson Springs



TELECOMMUNICATION

Objective

To ensure that the proper infrastructure exists in each community to allow for

telecommunications applications in the future.

Strategies

Work with counties, cities and public agencies on identifying applications for Local and Wide Area Computer Networks.

Develop a comprehensive set of digital coverage for the communities of the Pennyrile using Geographic Information System technology, to be shared for planning and service delivery

Explore and promote, where appropriate, the use of higher technologies, such as Global Positioning Surveys and Geographic Information Systems in each county.

Support Broadband internet upgrades.



SECTION 5

ACTION PLAN IMPLEMENTATION This chapter provides an outline of…

Tenets of Economic Development

Workforce Development

KADIS

Technology



ACTION PLAN IMPLEMENTATION

Tenets of Economic Development for the Pennyrile Region

The recent recession and continued job losses means that the U.S. economy is in a state of flux. When the economy emerges on its new trajectory, economic development will forever be changed. Traditional staples will shift, and new paradigms will rule the game:

• Traditional manufacturing will no longer sustain economies in the U.S. Manufacturing is not keeping pace and cannot be relied upon to serve as a region’s largest job engine. Competition for new manufacturing jobs will be fierce and expensive (in terms of incentives). Economic developers must think differently about how they target this sector and must focus attention on retaining and helping their current manufacturing employers.

• Smaller scale, highly targeted projects are the name of the game. Economic developers should focus attention on smaller, independently owned companies. As individual businesses, they may not be large job creators, but they are nimble and will attract additional investment into their communities.

• Assist existing businesses with growth. Business retention activities should encompass much more than the traditional annual visit and a

survey about their needs. Companies today need hands‐on assistance. Economic developers should help connect local enterprises to suppliers and customers. Match them with affordable space to expand into rather than expecting them to build from scratch (communities are at high risk of losing companies if their only option is greenfield construction). Ensure that they have access to the same level of incentives as recruitment prospects do.

• Build structural support for entrepreneurship. Business recruitment and local company expansion are two of three legs of a balanced economic development program. Entrepreneurship should be given equal attention. Communities that invest in support for local startups will be markedly more successful than communities that do not.

• Keep wealth at home by providing primary employers a full spectrum of local professional services. Communities with an incomplete portfolio of professional service firms (e.g., accounting, marketing, legal, architecture, and engineering) lose millions of dollars each year that could be captured and circulating in the local economy. For these communities, growing professional service firms should be a focus of entrepreneurship initiatives.

• Stay true to your roots. Consider the traditional roots of a community’s economy and identify innovative ways to help those businesses transition into the next generation. Innate strengths can serve as a



theme behind a region’s brand identity and platform for future target industries.

• Aim high and think differently. Rocky economic conditions give communities an opportunity to reevaluate their economic development

approaches and set new long‐term goals. The sense of uncertainty often brings together entities that may not otherwise work together into a

collaborative problem‐solving mindset. It is an ideal time for “community ventures,” a concept that this Strategy encourages for the Pennyrile region. For example, what will be the next great community venture to

follow the successful Commonwealth Agri‐Energy Ethanol Plant? The region should feel confident that it can do it again. Go for it!

Workforce Development The West Kentucky Workforce Investment Board (WKWIB) serves the seventeen (17) western most counties of Kentucky through the implementation of the Workforce Investment Act (WIA) under the U.S. Department of Labor. The Board is composed of a majority of private sector/business representatives. Activities are performed in coordination with the chief elected officials – County Judge Executives and the Mayors of larger cities within the Purchase/Pennyrile Workforce Investment Area. The remaining membership is composed of service agencies and training institutions, and the Kentucky Department of Workforce Investment agencies, which are recognized as “Partners” under the One-Stop Career Center concept. These agencies work together under the WKWIB’s guidance to serve the needs of customers in meeting the needs of the workforce – both for the individual and the business community. Services are provided to adults, dislocated workers and youth in attaining skills to be competitive in the workforce. Over $3 million is invested each year in supporting business expansion and retention of a well-trained workforce in the Pennyrile region. Through On-the-Job Training (OJT) opportunities, businesses may be reimbursed up to 50% of the employee’s salary, with Workforce funding offsetting the extraordinary costs associated with production time and quality during the training period. This program provides a significant incentive for employers to hire individuals who are unemployed, who are working in low-paying jobs, or who are working in low-skilled jobs. Currently, there are twenty-one (21) businesses in the Pennyrile region participating in OJT programs with a total of 238 employees currently in training full-time. Additionally, the WKWIB supports business services through its One-Stop Career Center system. Service centers located in Hopkinsville, Madisonville and Central City provide customized services to meet specific needs of area businesses. These services may include pre-screening services, assessments, retention services, soft skills training, on-the-job training and/or customized training. Special events are sponsored throughout the year to disseminate information to local employers about services available within the community.



The establishment of the Murray State University Regional Business and Innovation Center in Christian County received a portion of matching funds from the WKWIB in order to provide the region with a resource for small business development. The resources available to small business through this initiative includes funding assistance, financial analysis and review, business plan coaching and many other business-related offerings. Other regional initiatives combining workforce and economic development strategies include:

a partnership with Madisonville Community College through a U.S. Department of Labor grant totaling $1.2 million to assist in training workers to develop skills required to succeed in high growth/high demand industries;

the administration of a $3 million U.S. Department of Labor High Growth Grant focused on assisting the State’s coal industry in training new and experienced coal miners to address a critical shortage of workers in the coal industry; and

facilitation of continuing funding opportunities for regional economic growth and strategy planning as it relates to workforce development issues throughout the region

The WKWIB, headquartered in Hopkinsville, is assisted through the staffs of the Pennyrile Area Development District, Hopkinsville and the Purchase Area Development District, Mayfield. The Kentucky Department of Workforce Investment administers the Workforce Investment Act and assists with employment and training opportunities within the Commonwealth of Kentucky.

Metalsa recently added 174 Lincoln Electric / FANUC® Robotic Welders as part of their latest expansion. According to Metalsa Engineering and Maintenance Manager James Upchurch, the company collaborated with HCC regarding the specifications for the trainer purchase, assisted with the quoting process and worked with the College to set up the robot. "Through Metalsa's purchasing agreement with Lincoln Electric, Lincoln provided the welding package for HCC's robot," explained Upchurch. "HCC will receive certified FANUC training and will provide Metalsa with training directly related to Metalsa's manufacturing process."

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRxqFQoTCN_oqfnhgMcCFYSXgAodb-0JnQ&url=http://surfky.com/index.php/news/local/christian/52326-hcc-and-metalsa-announce-partnership-and-unveiled-robotic-welder&ei=7f-4VZ--MYSvggTv2qfoCQ&bvm=bv.99028883,d.eXY&psig=AFQjCNE7qiuI-qcPceFhB72hSt-MFZNE-w&ust=1438273880263686



West Kentucky Workforce Investment Board Director Sheila Clark and South Western Kentucky Economic Development Council Executive Director Mitch Robinson also spoke to the positive economic impact of a well-trained workforce. HCC purchased the Lincoln Electric / FANUC® Robotic Welder for $70,633 with funds from their Regional Technology Center Equipment Endowment, which was set up in 1996 to assist with equipment purchases to be used in the College's Technology center.

Kentucky Agricultural Development Information Systems (KADIS) The KADIS is a partnership between the Kentucky Department of Agriculture, the Governor’s Office of Agriculture Policy, the US Economic Development Administration and the Kentucky Area Development Districts in an effort to link together all organizations, institutions, agencies, and individuals seeking to promote and develop the agricultural sector of the Kentucky economy. The ADD’s work with each county in their respective region to gather data sets that will collectively produce an all-inclusive spatial/non-spatial Geographic Information System of all agricultural resources and assets throughout the Commonwealth of Kentucky. This web-based GIS driven system will create an emphasis on linkages and integration towards future planning and projects that affect the agriculture economy. Some of the datasets included in KADIS include:

Sites/buildings suitable for agricultural businesses and industry

Soils data

Existing ag businesses and facilities

Disaster prone facilities, crop loss data, etc.

Agricultural friendly land use regulations

Kentucky Proud facilities, farmers markets, organic products, etc.

Bio-energy resources/produce and local food resources

Distribution/aggregation facilities

Livestock resources

Land uses including prime farmland, environmentally sensitive and protected areas, etc.

Workforce development/technical training resources and programs

Crop production information

Transportation resources (rail, ports, etc.)

Linkages to other resources such as water, sewer, etc.

Technology The Regional Business & Innovation Center (RBIC) is providing leadership for the region in the area of knowledge-based economic development. The office has received several grant contracts from the Kentucky Cabinet for Economic Development under the Department of Commercialization and Innovation. Additionally, the office has received considerable support from regional economic development groups, city and county organizations, as well as federal programs. The RBIC is the home for several knowledge-based economic development programs. They include the Western Region



Center for Emerging Technology (WRCET), a non-profit organization, The Technology Business Incubator (TBI) and the Innovation and Commercialization Center (ICC). The Technology Business Incubator (TBI) is a program designed to deliver services which accelerate the growth and development of technology business tenants in the RBIC building. The first resident client was placed in the RBIC building on May 1st, 2006. The tenant is a web-based software company in the streaming video management market. Some of the advantages provided by TBI to business tenants are: Services

1. Access to University faculty / student expertise 2. Assistance with identifying student employment opportunities 3. Complete methodology (rigorous protocol) for commercialization 4. Business plan guidance 5. Financial Plan Consulting 6. Access to Marketing Specialists 7. Business Valuation (for angel and venture capital finance rounds) 8. Introduction to private equity network (statewide) 9. Access to other venture and startup consultants statewide 10. Access to independent business technology consultants (on-site)

Facilities 1. Office space with employee and visitor parking and campus security 2. Premium commercial-grade High speed Internet access 3. Video cable access 4. Digital (VOIP) telephone system 5. A staffed receptionist for phone and visitors management 6. Conference room with networking and video equipment 7. Mail room for incoming and outgoing (USPS, UPS, FedEx, DHL) 8. Access to copy machine and fax machine

The Innovation & Commercialization Center (ICC) is part of a statewide network of offices dedicated to the development of startup Kentucky technology and high growth companies. The ICC utilizes a strict commercialization model to prepare startup companies for successful private equity and venture funding to ensure the development of a technology cluster in the region. The ICC is fully operational and serves thirty-four clients across the region who seek aggressive growth and the addition of dozens of technology jobs in the Western Kentucky region. A successful addition to the RBIC office is the creation of a field office in Hopkinsville, Kentucky in the Commerce Center on Fort Campbell Blvd. Regional Results:

34 clients in the 20 county western region.

$13,344,898 private equity invested in these clients.

162 people employed by these clients.



SECTION 6

STRATEGIC PROJECTS This chapter provides an outline of…

Project List



STRATEGIC PROJECTS

Transportation

US 68/80 LBL Bridges The following map shows the new US 68/80 bridge projects in the Pennyrile Region. These two (2) new bridges are needed to replace older obsolete bridges, and to create the additional highway lanes necessary to 4-lane US 68 from the City of Cadiz to Murray, Kentucky. This will help the region get one step closer to completing the 4-laning of US 68/80, which is a major east/west corridor in southern Kentucky.

Location of New US 68/80 bridges

New Bridge Design



The new Kentucky Lake Bridge is under construction and its completion date is the end of FY 2016. The construction of the Lake Barkley Bridge has been approve to start in August, 2015 and should be completed by FY 2017.

These bridge projects are vital to Trigg County and important to the entire western portion of the State of Kentucky. Currently, the there is only one other route that has bridges over the Cumberland and Tennessee Rivers that can legally handle modern semi-trucks size and interstate weight requirements, these are the bridges of I-24. Without the two (2) new L.B.L. Lake bridges and the 4-laning of US 68/80 in Trigg County, there would be no good alternate truck route capable of re-routing trucks off I-24 should major shut-down of the I-24 route. This has happen twice in the last 10 years and was caused by ice and snow closing I-24.



Complete the New US 641 route to Crittenden County The proposed new/relocated US 641 highway, when completed, will provide Crittenden County with a direct link to I-69. The road will attract new investment into the City of Marion, as well as provide access to the Pennyrile WestPark - a 500 acre mega industrial site located between I-69 and the City of Fredonia. This route is being developed in two (2) sections. The northern section of the new US 641 route has the “grade and drain construction” phase completed but the asphalt paving of the route has stalled. This northern section ties into old US 641 approximately 2 miles south of the City of Marion and goes south to a point near the City of Fredonia. The southern section of US 641 starts on US 62 just off the US 62/I-69 intersection and ties into the northern section just east of The City of Fredonia. The total project, including both sections, is estimated to cost $109 million.



The Unpaved Northern Phase of US 641

I-69 in Kentucky The recently released draft of the 2014 Kentucky State Highway Plan has several projects funded that will move the completion of two (2) large sections of I-69 forward inside the State of Kentucky. These new I-69 corridor highway projects are part of an agreement between Commonwealth of Kentucky and the Federal Highway Administration (FHWA) concerning what improvements need to be made to key sections of the State Parkway system before these two (2) sections of the existing State Parkways can be upgraded and “shielded” as I-69. One of these key sections is an approximately 42 mile portion of the Pennyrile Parkway from just south of the City of Henderson, Kentucky, to the existing I-69/Western Kentucky Parkway interchange just south of Mortons Gap, Kentucky. Several spot improvements along this section of the Parkway are needed to bring the route up to interstate standards. If these spot improvements are completed on schedule, FHWA will approve the conversion to I-69 on this section by the end of 2015. The portion of the Julian Carroll Parkway (formally called the Purchase Parkway) from I-24 south to the south side of the City of Mayfield, Kentucky has spot improvements planned that, if completed by 2016, will allow the conversion of I-69 on this section. When these two sections are completed, it will mean that approximately 78 percent of



the proposed I-69 corridor, approximately 127 miles, will be shielded and converted to I-69 by the end of 2016 inside Kentucky.

There are two (2) remaining sections of the proposed I-69 corridor that still need funding. The section of the Julian Carroll Parkway that needs upgrading with spot improvements from just south of Mayfield, Kentucky to the Tennessee State line, and the Henderson Kentucky Bypass that includes a new bridge over the Ohio River. The proposed new I-69 Ohio River Bridge is not funded and with a cost of slightly over $1 billion is the most challenging element to construct from a funding perspective. The Upgrading of the Edward T. Breathitt Parkway to an Interstate from I-24 to I-69 The Kentucky Transportation Cabinet (KYTC) initiated an interstate deficiencies study to identify and evaluate potential improvement options to upgrade the Edward T. Breathitt (formally the Pennyrile) Parkway to interstate standards for inclusion into the interstate system. This section of the Breathitt Parkway goes from I-24 in Christian County approximately 34 miles north to the intersection of I-69/Western Kentucky Parkway in Hopkins County. The Edward T. Breathitt Parkway (hereafter referred to as ETB Parkway), a fully controlled access facility, would provide interstate connectivity to I-69 in the north and I-24 in the south. A key part of the process to upgrade this route to interstate standards is an agreement must be reached between Commonwealth of Kentucky and the Federal Highway Administration (FHWA) concerning what



improvements must be completed, if any, to key sections of the Parkway system that do not meet interstate standards before Parkways can be upgraded and “shielded” as an interstate.

Twenty-seven miles of the ETB Parkway was constructed as a 70-miles-per-hour (MPH) rural, rolling terrain facility in the 1960s. The remaining southern seven (7) miles of the ETB Parkway from I-24 north into Hopkinsville was constructed in 2011 as a rural arterial. The ETB Parkway needs additional safety improvement. These safety issues involve vertical and lateral bridge clearances, shoulder widths, interchange spacings, and other improvements. Currently, there are no commitments from KYTC to fund the needed safety improvements. Also, the Federal Highway Administration (FHWA) has not made any commitments to KYTC as to exactly which safety improvements must be fixed and which could obtain a waiver. Construct Natural Gas Infrastructure into Southern Christian County Currently a large portion of Southern Christian County, including the City of Oak Grove and the proposed I-24 Mega Industrial Site, does not have access to natural gas lines. The first phase of construction is already underway that will construct natural gas lines from the Ft Campbell Army Base (Gate 5) northward along US 41A to Crenshaw Boulevard. The First Phase is necessary to serve the customers in the South Park Industrial Park. The lack of natural gas lines in this area hampers commercial and industrial development in one of the fastest growing areas of the State. This project is proposed by the Hopkinsville Water and Environmental Authority (HWEA), which will become the owner operator. This pipeline will have the design capacity to deliver



400,000 mcf of natural gas supply at an operating pressure between 20-40 psi. It should be operational by October 2015. Phase II of the South Christian Natural Gas Pipeline project consist of constructing a pipeline approximately 7.9 miles of 8” steel gas pipe in order to serve Ft. Campbell with additional natural gas supply. It will run near the Eagle Way Bypass’ intersection with Pembroke Road, and run south along the Bypass to US 41A and then south Crenshaw BLVD where it will connect to the Phase I portion of the pipeline. This second phase will increase the entire operating capacity of the pipeline pressure to beween 40-100 psi at Ft. Campbell’s Gate 5. HEWA has funds to complete the Phase II and it should be operational by December, 2016.



Other Strategic Projects in the Pennyrile Area Development District Caldwell Princeton/Caldwell County water and sewer improvements Christian I-24 Mega Site Utilities Upgrade KY 1453 for access to the I-24 mega site Utility Improvements to existing industrial parks Road Infrastructure improvements to and in existing industrial parks Hopkinsville Water Treatment Plant upgrade Enhance broadband availability in Christian County through construction of fiber optic infrastructure Sewer for Oak Grove Village Crittenden Infrastructure improvements to Industrial Park North Hopkins Infrastructure Improvements to new Hopkins County North Industrial Park Property along Pennyrile Parkway Infrastructure development to serve as north/south connector road between Center St. and Island Ford Road on the west side of Pennyrile Parkway in Madisonville Flood mitigation at Commercial Development (Martin Mall) in Madisonville Rail Spur development for Madisonville Industrial Park Livingston Infrastructure improvements to Industrial property along I-24 Development of River industry Lyon Pennyrile WestPark Infrastructure Improvements Eddyville Riverport Rail Spur Eddyville/Kuttawa/Lyon County Water and Sewer Improvements Infrastructure Improvements to support Fishing/Tourism related Industry Muhlenberg Infrastructure improvements for Industrial Parks Greenville/Central City/Drakesboro Sewer Improvements Water infrastructure improvement to serve Gourmet Foods and the Muhlenberg County hospital Develop riverport along the Green River Construct Rail Spur for Associated Pallet and Northern Central City Industrial Park



Todd Guthrie Gas System Elkton Infrastructure Development along US 68-80 Develop a Workforce Training Center to support local industries Construct access road and utilities for Patriot Park in Guthrie Infrastructure/utility improvements to industrial site along US 79 Trigg Water/Sewer improvements including I-24 area Infrastructure improvements to Industrial Park #3 Water/Sewer improvements on east side of I-24 Pennyrile Region Enhancing the region’s educational and workforce development resources, and to align training with target industry needs

Creation of a region‐wide entrepreneurship initiative that puts into place networks and assets that will foster the creation of new homegrown companies Improving the region’s business climate for its target industries and for business in general Develop and promote initiatives supporting value-added agriculture related businesses Construct adequate broadband infrastructure for all nine (9) counties



SECTION 7

ECONOMIC RESILIENCE This chapter provides an outline of…

Overview

Possible Disruptions



ECONOMIC RESILIENCE

Overview of Economic Resilience It is becoming increasingly apparent that regional economic prosperity is linked to an area’s ability to prevent, withstand, and quickly recover from major disruptions to its economic base. In the context of economic development, economic resilience becomes inclusive of three (3) primary attributes: the ability to recover quickly from a shock, the ability to withstand a shock, and the ability to avoid a shock altogether. Establishing economic resilience in a local or regional economy requires the ability to anticipate risk, evaluate how that risk can impact key economic assets, and build a responsive capacity. Often, the shocks/disruptions to the economic base of an area or region are manifested in three (3) ways:

Downturns or other significant events in the national or international economy which impact demand for locally produced goods and consumer spending:

Downturns in particular industries and constitute a critical component of the region’s economic activity; and/or

Other external shocks (a natural or man-made disaster, closure of a military base, exist of a major employer, the impacts of climate change, etc.)

Possible Disruptions in the Pennyrile Region There are several possible major disruptions to the economic base of the Pennyrile region that should be planned for and mitigated to the extent possible. The Pennyrile region is fortunate that it does not have hurricane or forest fire problems, but like most regions we do have some possible shocks that could hit our region. Ft Campbell base closure or extended deployment: The Base Realignment and Closure (BRAC) program is a process to increase the Department of Defense efficiency by planning, military base realignments and closure of military installations. More than 350 installations have been closed in five BRAC rounds: 1988, 1991, 1993, 1995, and 2005. One of the largest economic threats to our region is the closing of Ft. Campbell or a major reduction of troops via realignment. Although this does not seam likely due to the fact that the Base houses the 101st Airborne Division (Air Assault) that provides our Nation an unmatched expeditionary Air Assault capability for land operations around the world, as well as other quick reaction units on Base. However, the same qualities that make Ft Campbell critical to the military, also makes it likely to deploy during a major operation of land forces. This has happen two (2) times in the last 15 years with the Gulf War (1990), and the Afghanistan and Iraq War (2001 to present). The first Gulf War was a major blow the economy of the region. The majority of Ft. Campbell Forces were deployed for an extended period. Retail stores, restaurants, housing and a host of other businesses were significantly hurt and some when out of business. By the time the Afghanistan and Iraq War began in 2001, the region was more prepared for large scale deployments, and Ft. Campbell began

https://en.wikipedia.org/wiki/United_States_Department_of_Defense

https://en.wikipedia.org/wiki/List_of_United_States_military_bases



deploying smaller units like brigades to rotate troop into the conflict which meant that some troops remained at Ft. Campbell and were rotated in and out of the conflict which helped reduced the impact on local businesses. The region can mitigate Ft. Campbell troop deployments by diversifying the base economy to areas that do not rely on the military base, the local business owners that do rely on the base need make investing decisions based on the fact that deployments can occur and when the President of the United States needs to call 911, someone at Ft. Campbell is likely to answer the phone. New Madrid Earthquakes: The 1811–1812 earthquakes were a series of intense earthquake beginning with an initial pair of very large earthquakes on December 16, 1811. They remain the most powerful earthquakes to hit the contiguous United States east of the Rocky Mountains in recorded history. They, as well as the seismic zone of their occurrence, were named for the Mississippi River town of New Madrid, then part of the Louisiana Territory, now within Missouri.

There are estimates that the earthquakes were felt strongly over roughly 50,000 square miles, and moderately across nearly 1 million square miles. The 1906 San Francisco earthquake, by comparison, was felt moderately over roughly 6,200 square miles.

https://en.wikipedia.org/wiki/Intraplate_earthquake

https://en.wikipedia.org/wiki/Intraplate_earthquake

https://en.wikipedia.org/wiki/Recorded_history

https://en.wikipedia.org/wiki/Mississippi_River

https://en.wikipedia.org/wiki/New_Madrid,_Missouri

https://en.wikipedia.org/wiki/Louisiana_Territory

https://en.wikipedia.org/wiki/Missouri

https://en.wikipedia.org/wiki/1906_San_Francisco_earthquake

https://en.wikipedia.org/wiki/1906_San_Francisco_earthquake



The New Madrid seismic zone still remains active. There have been over 4,000 earthquakes along the zone since 1974.

4000 earthquakes have been reported since 1974

The region can mitigate earthquake impacts on the economy by developing and enforcing local building codes that have earthquake standards. KYTC and other state agencies already require bridge and other transportation infrastructure to be capable of handling a major earthquake. Our local and regional emergency response agencies need back-up generators and other equipment to allow them to operate without electrical power, as well as planning for earthquake events. Floods: Flooding is always a major concern in the Pennyrile Region. Floods can knock out bridges, and inundate commercial building and homes. The Ohio River flood of 1937 took place in late January and February 1937. With damage stretching from Pittsburgh to Cairo, Illinois, one million people were left homeless, with 385 dead and property losses reaching $500 million ($8 billion in 2012 dollars). At Paducah, the Ohio River rose above its 50-foot (15 m) flood stage on January 21, cresting at 60.8 feet (18.5 m) on February 2 and receding again to 50 feet (15 m) on February 15. For nearly three weeks, 27,000 residents were forced to flee to stay with friends and relatives in higher ground in McCracken County or in other counties. Some shelters were provided by the American Red Cross and local churches. Buildings in downtown Paducah bear historic plaques that note the high-water marks. With 18 inches (460 mm) of rainfall in 16 days, along with sheets of swiftly moving ice, the '37 flood was the worst natural

https://en.wikipedia.org/wiki/Pittsburgh

https://en.wikipedia.org/wiki/Cairo,_Illinois

https://en.wikipedia.org/wiki/Paducah,_Kentucky

https://en.wikipedia.org/wiki/American_Red_Cross



disaster in Paducah's history. Because Paducah's earthen levee was ineffective against this flood, the United States Army Corps of Engineers was commissioned to build the flood wall that now protects the city. Flash flooding can also occur on all of the Pennyrile smaller rivers and major streams. The region can mitigate flood impacts on the economy by developing and enforcing local zoning and building codes can prevent commercial and residential construction in Flood Plains. Preventing urban development is Flood zones is the easiest solution, but “Buy-Out” programs that offer to purchase homes in flood zones, and then teardown the homes is another program.

https://en.wikipedia.org/wiki/United_States_Army_Corps_of_Engineers



SECTION 8

IMPLEMENTATION This chapter provides an outline of…

Transportation

Natural Resources & Physical Environment

Human Resources

Justice

Economy

Infrastructure

Pennyrile Future



IMPLEMENTATION

Within the context of this report, a tremendous number of problems and needs have been identified both at the local and regional level. It is believed that with the proper course of action, certain strategies can be employed that will alleviate some of the identified needs and, at the same time, fulfill some of the District’s stated economic and social goals. Not all of the District’s goals, objectives, needs or problems can be solved or even addressed in a short span of time; however, a strategy for implementing the major areas of concern continue as outlined in the initial 2001 plan:

Transportation

Continue to maintain a regional transportation committee composed of knowledgeable representatives from each of the PADD counties. Assign one (1) staff planner to work with the committee. Committee and staff will continue to analyze the present transportation network and identify deficiencies. Committee and staff will continue to prepare written reports to Mayors and County Judge/Executives on the Kentucky Transportation Cabinet’s Six-Year Plan projects to determine if transportation needs are being met. Unscheduled transportation project needs will be identified on an annual basis and submitted to the Transportation Cabinet for inclusion into the State’s Six-Year Plan.

Natural Resources & Physical Environment

Work through the RC & D committee composed of knowledgeable representatives from the Region and from the area counties. Assign a part-time staff planner to work with the committee. Monitor legislative and regulatory issues that impact the PADD area and identify areas of concern. Committee and staff will establish and maintain contact with Federal and State elected officials and regulatory agencies to assure that the interest of the area are properly and accurately presented.



Human Resources

Area Agency on Aging staff will continue to work with the Regional Advisory Council on Aging to assess the diverse needs of the expanding elderly population. Area Agency staff will work to promote the growth and availability of services. Particular emphasis will be placed on service needs for the frail, homebound elderly.

Justice

Pennyrile Area Development District staff will continue to maintain the Pennyrile Narcotics Task Force. Efforts will be made to involve a variety of local officials, law enforcement professionals, members of the Judiciary and other interested persons in the development of policy for the multi-jurisdictional group. PADD staff will continue to be involved in coordinating resources to address other criminal justice problems such as drug awareness and education, crisis intervention, juvenile justice programs, and jails. Staff will also work with the Kentucky Justice Cabinet to assist in the implementation of their programs throughout the Pennyrile.

Economy

Two or more staff planners will work with the PADD Economic Development Committee to develop projects designed to meet local economic development needs such as financing, packaging, recruiting, and infrastructure improvements. The PADD Revolving Loan Fund Committee will work to review and assist in the funding of projects where a financing gap is present. The Pennyrile Area Development District will continue to sponsor meetings and seminars designed to better equip local communities and groups for economic development activities. PADD staff will continue to work closely with state and federal officials to utilize programs designed for rural economic development. PADD staff will continue to update the KY 2001 Plan with needed projects for each city and county.

Infrastructure

Maintain the Water Management Council made up of knowledgeable representatives from the PADD area. Committee and staff will analyze the existing water, wastewater and other infrastructure and identify deficiencies.



Committee and staff will prepare written reports to the Mayors, County Judge/Executives and appropriate local committees and boards outlining the needs as defined by the committee and by the water supply planning processes. Committee and staff will prepare annual reports for the PADD Board and the Mayors and County Judge/Executives describing progress toward stated goals and identifying new problem areas. Staff, at committee direction, will work with other PADD staff to assist in project initiation and funding.

Two or more staff planners will continue to work with the Pennyrile Housing Corporation to facilitate programs initiated by the Rural Economic and Community Development and the Kentucky Housing Corporation. Staff will seek other sources of funding for low to moderate income level housing. A continuous effort will be made to determine housing needs throughout the Pennyrile. One or more staff planners will continue to work with local and regional telecommunications committees to expand capabilities and keep information about communications in the foreground. Pennyrile Future: Strategy for Workforce & Economic Development In 2010, the Pennyrile ADD assembled a group of economic development professionals and community leaders to developed and evaluate future employment strategies that could lead to targeting future expansions and entrepreneurship opportunities in the region. PADD has hired the consulting firm of Avalanche Consulting, Inc., to assist the working group with data analysis, research and ideas that could help the community archive its economic development goals. Avalanche Consulting, together with their local partners, developed economic development strategies that address the new economic conditions and the regions advantages. The full report can be viewed at www.PennyrileFuture.com . The following is an excerpt from the study’s Executive Summary:

From prior research reports, we can describe the region’s current position in the following terms:

• The Pennyrile, KY economy is shifting away from manufacturing. This sector has lost 37% of its job base in the past five years. Strong growth in the military, coal mining, and health care have offset these losses.

• The self‐employment economy is booming in the region. Nearly

20,000 workers are self‐employed, about 10% of the total labor

force. The self‐employment economy is growing three times faster than the overall private sector economy.

• High growth is occurring in sectors that still have small footprints

in the economy but are important foundations for long‐term

http://www.pennyrilefuture.com/



success: professional services, software, engineering, finance, and research.

• The outlook remains bright for the region's large traditional sectors in agriculture, food manufacturing, and warehousing.

• A community questionnaire conducted earlier in this process revealed that improving the region’s talent pipeline is top of mind for residents. “Education” received the highest number of responses to the question “What, if anything, is holding back the region?” Statistics show that the region's educational attainment is still below the U.S. average, and that many young workers leave the region to find learning and employment opportunities.

What Will the Pennyrile Region Look Like in 10 Years? What do thriving communities do right? How can the Pennyrile region model itself after the most successful places? Truthfully, most communities are struggling right now. The smartest regions are engaging in, as is the WKWIB and PADD, a serious evaluation of their position and a contrast against economic realities. The ones that are not planning ahead will undoubtedly fall behind. This Strategy contains a realistic vision for the Pennyrile region. But it cannot be achieved without hard work. The region must shift its thinking and embrace the tenets described above. It must work together to implement this Strategy. If it does, the following will describe the region ten years from today:

The Pennyrile region will have a latticework of career pathways that bridge the chasm between low‐skilled laborers and high paying, skilled jobs. Gaps in the talent pipeline will be completely

filled at every level with top‐notch educational programs.

Entrepreneurship will flourish, and all residents interested in starting a business will have a clear pathway from idea to inception and operation. There will be support infrastructure and a strong network in place that sparks local business growth.

Business will thrive in the Pennyrile region, and it will be known as a national destination for its target industries. A foundation of professional services will emerge that provide the business brains that complement the production brawn

Community ventures will become part of the Pennyrile culture. Opportunities will be quickly identified and strong partnerships among local organizations will vet and invest in ideas.

Regionalism will result in a clear marketing voice and sophisticated, unified presence. The region will be top of mind among target industry executives and prospect activity will soar. Local companies will feel confident that all community players are working together in their best interest and will choose to continue to invest in the region.



Musts for Economic Development Success For the above vision to become a reality, this Strategy calls on the Pennyrile region to shift its approach to economic development. To do so, the region must:

Think and act as a region. Think beyond town and county boundaries.

Adopt a single set of economic development targets and align workforce development activities around the needs of those businesses.

Anticipate and adapt to global trends.

Bridge the talent pipeline with new and enhanced educational assets.

Build entrepreneurship infrastructure.

Increase participation of the business community in economic development.

Improve marketing tools. Strategic Goals The objectives, strategies and tactics of this plan fall within five core regional Goals. Goals were developed as a response to the region’s current position, the tenets of successful economic development, and “musts” for the Pennyrile region as summarized in the previous pages. They support the region’s vision for economic development that will transpire and transform the region over the next five to ten years. They are: GOAL 1: Advance the Pennyrile region’s talent pipeline. Goal 1 of this Strategy focuses on enhancing the region’s educational and workforce development resources, and to align training with target industry needs. It complements the findings of the Educational Infrastructure Supply Analysis report and reflects the contents of the Workforce Development Strategy report. GOAL 2: Build the Pennyrile region’s entrepreneurship infrastructure.

Goal 2 explores the creation of a region‐wide entrepreneurship initiative that puts into place networks and assets that will foster the creation of new homegrown companies. Entrepreneurship is a critical contributor to economic development, and as the Economic Brief and Sector Analysis reports show, is currently lacking in the Pennyrile region.



GOAL 3: Promote growth of the Pennyrile region’s target industries. Goal 3 provides recommendations aimed at improving the region’s business climate for its target industries and for business in general. The section begins with suggestions for an organizational format that will encourage the participation of private industry in economic development. It is followed with an explanation of catalyst projects for

each target industry. An in‐depth review of each Pennyrile target industry is provided in the Target Selection and Target Profiles reports. GOAL 4: Engage in marketing activities that promote the region as a destination for business. The Strategy concludes with a series of recommendations related to economic development marketing. Awareness building is an important objective for the region, counties and cities. Marketing the Pennyrile region begins with strengthening internal collaboration. Goal 4 describes which marketing tools will most effectively communicate that the Pennyrile region is open for business. Priority Projects Although all of the recommendations provided in this plan will benefit the

region’s long‐term economic development, a few key strategies rise to the surface as priorities:

Expand 4‐year degree options. The region is home to the main campus of Austin Peay State University and satellite campuses of Murray State University (MSU). Austin Peay, however, is outside of the region’s main population center and Murray State’s offerings delivered within the region are far more limited than those delivered outside of the region at the main campus in Murray. In addition, of the majors regularly offered at the satellite campuses only Business Administration is aligned with the target sectors. While education, social work and nursing remain critical disciplines, the recommended economic development sectors must also be represented at the baccalaureate level of the continuum within the region’s population center both to address higher level skills needs and to validate the importance of those sectors among current and prospective students.

Build the region’s entrepreneurship infrastructure. This recommendation is a cornerstone of this Strategy. Most regions have several organizations, informal groups, or incubators to help entrepreneurs connect with one another, conduct market research, identify partners and service providers, and connect with potential funders. The Pennyrile region has no organization and efforts to connect entrepreneurs at events are infrequent.



A lead entrepreneurial organization for the region should provide a variety of services or catalysts in areas important to today’s entrepreneurs:

Networking services/activities Professional education Technical assistance / acceleration services Mentoring Funding assistance

We are not recommending investment in a physical incubator but virtual networks of support. The entrepreneurship initiative can be led entirely by private sector volunteers and entrepreneurs (who cover costs by charging for events and services) or sponsored by a lead agency such as PADD. Avalanche recommends that a PEN (Pennyrile Entrepreneur Network) be established and led by PADD for its first year of duration, but that the entrepreneur community devises a sustainable model for the organization in subsequent years.

• Organize a private sector Task Force to support and advise each target industry initiative. The region is ripe for a

business‐lead economic development initiative. We strongly recommend that industry task forces be created for each target sector. Ideally, the organizational structure will be the same for each target industry, consisting of a Target Sector Task Force.

Later, consider hiring a full‐time PADD Target Sector Manager.

Task Forces should be charged with two objectives. First, at the start of each year, Task Forces should identify one major issue affecting their industry at the regional level and agree to work together to address that issue. Members develop an action plan and determine their own meeting schedules (suggest a minimum of one meeting per quarter). The PADD should provide each Task Force with a meeting space, project management tool (such as Basecamp or Zoho), and administrative resources.

• Invest in a highly professional online presence for the

region. A strong website is an absolute must for economic development. An economic developer’s website is its single most important marketing tool. It is the first place that business executives, location consultants, and local constituents go to find information about the community. These busy individuals expect websites to be informative and easy to navigate.

PADD’s current website is in need of improvement and it must invest in a complete overhaul. But the region’s web presence does not stop with the marketing website. Throughout this Strategy, we recommend the development of online tools that



support other key initiatives, such as a career portal, an entrepreneurship network website, an online inventory of commercial properties, and a Pennyrile agritourism website. Combined, these websites will generate a strong impression among national and international audiences that the Pennyrile region and its local communities are sophisticated and serious about economic development.



SECTION 9

EVALUATION AND PERFORMANCE MEASURES This chapter provides an outline of…

Evaluation Procedures



EVALUATION AND PERFORMANCE MEASURES

EVALUATION PROCEDURES

The Pennyrile Area Development District will annually review and update the area’s Plan. To accomplish this task, the PADD will establish standards for plan review that will identify annual changes in the socio-economic climate of the District. Secondly, the PADD will determine weaknesses or obstacles that are hindering economic growth and stability. An Advisory Committee will be formed to conduct a series of meetings with committees assigned to deal with the economy; human resources; infrastructure; transportation; natural resources; and justice. The Committee, with PADD assistance, will evaluate information received in the categorical program committee meetings to establish an agenda for public meetings. Residents from across the Pennyrile will be invited to participate in public forum meetings to set goals and objectives for future plans and programs. These meetings will be conducted on an annual basis and the information obtained will become a part of the 2015 CEDS.



APPENDIX A

Map of Pennyrile Area Maps of Congressional, Senatorial, and House of

Representative Districts

Grand Rivers

L Y O N

Kuttawa

EddyvilleI-24

Smithland

Marion

Salem

C A L D W E L L

C R I T T E N D E N

L I V I N G S T O N

Carrsville

I-24

WK Pkwy

Hwy 68

Princeton

Cadiz

T R I G G

Dawson Springs

Crofton

Hwy 68

C H R I S T I A N

St Charles

H O P K I N S

Nebo

Earlington

Hanson

I-24 Hw

y 41A

Lafayette Oak Grove

Hopkinsville

Pennyrile Pkwy

Madisonville

Pennyrile Pkwy

Mortons Gap

Nortonville

White Plains

Elkton

Hwy 68

Pembroke

Guthrie

Trenton

T O D D

Bremen

WK PkwyCentral City

GreenvilleDrakesboro

Powderly

South Carrollton

M U H L E N B E R G

0 10

miles

j20

Pennyrile Area Development District

Prepared by: Pennyrile Area Development District, GIS Department, February 1998RE0047

Todd

Muhlenberg

Hopkins

Congressional DistrictsPEADD

DISTRICT 1

Christian

Caldwell

Lyon

Trigg20

Crittenden

Livingston

0

DISCLAIMER: This map by PennyrileArea Development District has beencreated for planning and illustrationpurposes only.

j10

miles

5

4

1

6

93

16

27

30

2

7

31

25

821

29

14

15

20

22

18

34

17

10

24

28

32

38

11

26

23

PikeOhio

ClayHart

BellTrigg

Hardin

Pulaski

Logan

Lewis

Christian

Adair

Todd

Graves

KnoxWarren Barren

Butler

Floyd

Laurel

Harlan

AllenWayne

Casey

Leslie

HopkinsKnott

Carter

Perry

Union

Bath

Nelson

Whitley

Owen

Grayson

Daviess

BreathittLee

ShelbyScott

Bullitt

Estill

Lyon

Madison

Marion

MorganClark

Henry

Lincoln

Meade

Breckinridge

Grant

Green

Taylor

Larue

Letcher

CallowayMcCreary

Fleming

Monroe

JeffersonLawrence

Elliott

Henderson

Jackson

Caldwell

Rowan

Greenup

Muhlenberg

Webster

Marshall

Boone

Ballard

Wolfe

Russell

Fayette

Martin

Mason

Harrison

MercerMagoffin

Crittenden

Bourbon

Metcalfe

Livingston

Fulton

BoyleMcLean

Boyd

Johnson

Garrard

ClintonHickman

Rockcastle

Edmonson

Pendleton

Powell

Simpson

Owsley

Carlisle

Franklin

Menifee

Washington

Cumberland

Bracken

Oldham

McCracken

Spencer

Nicholas

Anderson

Trimble Carroll

Gallatin

Kenton

Hancock

Woodford

Campbell

Jessamine

Montgomery

Robertson

Boone KentonCampbell

PendletonGallatin

Grant

11

2417

7

23

Bullitt

Oldham

Spencer

Shelby

Hardin

38

26

14

20

36

37

33

35

19

10

Bourbon

Scott

Clark

Jessamine

Woodford

Madison

28

7 22

34

27

17

12

13

Jefferson Co. Detail Fayette Co. Detail Northern KY Detail

Produced by the Legislative Research Commission Geographic Information Systems Office, Room 26 Capitol Annex, Frankfort, KY, 40601, 502-564-8100, [email protected]

K e n t u c k y S e n a t e D i s t r i c t sK e n t u c k y S e n a t e D i s t r i c t sSenate Plan (SH001A02) became law (KRS 5.101 - 5.138) August 23, 2013, with enactment of House Bill 1.

4

1

5

7

9

2

6

91

21

99

16

12

90

5283

70

24

97

10

9672

9214 71

93

47

51

18

2287

54

15

78

19

5574

85

89

17 84

62

2382

94

86

95

61

80

50

8

5358

98

732711

3

2656

25

57

59

4939

100

81

20

13

PikeOhio

Clay

Hart

BellTrigg

Hardin

Pulaski

Logan

Lewis

Christian

Adair

ToddGraves

Knox

WarrenBarren

Butler

Floyd

Laurel

Harlan

AllenWayne

Casey

Leslie

HopkinsKnott

Carter

Perry

Union

Bath

Nelson

Whitley

Owen

Grayson

Daviess

BreathittLee

ShelbyScott

Bullitt

Estill

Lyon

Madison

Marion

MorganClark

Henry

Lincoln

Meade

Breckinridge

Grant

Green

Taylor

Larue

Letcher

CallowayMcCreary

Fleming

Monroe

JeffersonLawrence

Elliott

Henderson

Jackson

Caldwell

Rowan

Greenup

Muhlenberg

Webster

Marshall

Boone

Ballard

Wolfe

Russell

Fayette

Martin

Mason

Harrison

MercerMagoffin

Crittenden

Bourbon

Metcalfe

Livingston

Fulton

BoyleMcLean

Boyd

Johnson

Garrard

ClintonHickman

Rockcastle

Edmonson

Pendleton

Powell

Simpson

Owsley

Carlisle

Franklin

Menifee

Washington

Cumberland

Bracken

Oldham

McCracken

Spencer

Nicholas

Anderson

Trimble Carroll

Gallatin

Kenton

Hancock

Woodford

Campbell

Jessamine

Montgomery

Robertson

Boone KentonCampbell

PendletonGallatin

Grant

60 68

61

66

78

64

47

6367

69

65

70Bullitt

Oldham

Spencer

Shelby

Hardin

26

36

53

59

49

29

48

37

33

58

44

3828

43

35

46

3242

3040 31

3441

Bourbon

Scott

Clark

Jessamine

Woodford

Madison

72

56

62

73

39

88

76

55

71

45

77

7975

Jefferson Co. Detail Fayette Co. Detail Northern KY Detail

Produced by the Legislative Research Commission Geographic Information Systems Office, Room 26 Capitol Annex, Frankfort, KY, 40601, 502-564-8100, [email protected]

K e n t u c k y H o u s e D i s t r i c t sK e n t u c k y H o u s e D i s t r i c t sHouse Plan (HH001M01) became law (KRS 5.201 - 5.300) August 23, 2013, with enactment of House Bill 1.



APPENDIX B

CEDS Resolution



2015 Comprehensive Economic Development Strategy Update

Resolution 2015- 1

WHEREAS, the Pennyrile Area Development District is one of fifteen Area Development Districts within the Commonwealth of Kentucky; and WHEREAS, the Kentucky Area Development Districts, in coordination with the Kentucky Department for Local Government and the Economic Development Administration, previously engaged in a Commonwealth-wide community-based, strategic planning process known as Comprehensive Economic Development Strategy (C.E.D.S.); and WHEREAS, the CEDS is a continuous process enabling Kentuckians to strategically plan for themselves through consensus management of all resources; and WHEREAS, the CEDS has been updated in accordance with standards set by the Economic Development Administration; and WHEREAS, the Board of Directors recognizes this plan as the Pennyrile Area Development District’s consensus for future growth and revitalization in the region. NOW, THEREFORE, BE IT RESOLVED, that the Pennyrile Area Development District Board of Directors approve and adopt the Pennyrile Area Development District 2014 Update of the Comprehensive Economic Development Strategy document and will provide copies to the Economic Development Administration. Adopted this 14th day of September 2015 Chairman ___________________________ ATTEST

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