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Jul 1, 2012 - process will help create jobs, foster more stable and diversified economies, and .... Mayor, City of Princeton ...... 101 Hospital Dr., Princeton, KY.


COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGIES Potential EDA Funded Projects and Economic Goals Pennyrile Area Development District July 2012

Prepared By: Pennyrile Area Development District 300 Hammond Drive Hopkinsville, Kentucky 42240 (270) 886-9484

TABLE OF CONTENTS EXECUTIVE SUMMARY ................................................................................................ 3 PUBLIC AND PRIVATE PARTNERSHIPS..................................................................... 5 ECONOMY ANALYSIS................................................................................................... 8 ECONOMY ..................................................................................................................... 8 WORKFORCE DEVELOPMENT ........................................................................................ 22 TRANSPORTATION ........................................................................................................ 24 INFRASTRUCTURE ........................................................................................................ 35 INDUSTRIAL PARKS ....................................................................................................... 37 EDUCATION ................................................................................................................. 38 TECHNOLOGY .............................................................................................................. 41 ENVIRONMENT ............................................................................................................. 43 HOUSING ..................................................................................................................... 47 AGING ......................................................................................................................... 50 ECONOMIC CLUSTER ANALYSIS ............................................................................. 53 ACTION PLAN .............................................................................................................. 59 GOALS, OBJECTIVE AND DEVELOPMENT STRATEGY ........................................................ 59 STRATEGIC PROJECTS ............................................................................................. 90 EVALUATION AND PERFORMANCE MEASURES .................................................... 92



TABLE 13: COUNTY PROPERTY TAXES PER $100 VALUATION 2010 ..................................... 17 TABLE 14: CITY PROPERTY TAXES PER $100 VALUATION 2010 .......................................... 18 TABLE 15: SCHOOL DISTRICT PROPERTY TAXES PER $100 VALUATION 2010....................... 18 TABLE 16: TOTAL W AGES BY INDUSTRY DIVISION COVERED BY UNEMPLOYMENT INSURANCE 2010 ............................................................................................................... 19 TABLE 17: EARNINGS BY INDUSTRY FOR KENTUCKY COUNTIES – APRIL 2010....................... 20 TABLE 18: 2010 NUMBER OF BUSINESS ESTABLISHMENTS BY EMPLOYMENT-SIZE CLASS ..... 21 TABLE 19: PADD AGRICULTURAL EMPLOYMENT 2009 ....................................................... 21 TABLE 20: EDUCATIONAL ATTAINMENT FOR KENTUCKY COUNTIES 2010 .............................. 38 TABLE 21: ENDANGERED PLANT SPECIES IN KENTUCKY ..................................................... 44 TABLE 22: ENDANGERED MUSSELS SPECIES IN KENTUCKY ................................................. 44 TABLE 23: ENDANGERED CRUSTACEAN SPECIES IN KENTUCKY ........................................... 44 TABLE 24: ENDANGERED INSECT SPECIES IN KENTUCKY..................................................... 44 TABLE 25: ENDANGERED FISH SPECIES IN KENTUCKY ........................................................ 45 TABLE 26: ENDANGERED REPTILE SPECIES IN KENTUCKY ................................................... 45 TABLE 27: ENDANGERED BIRD SPECIES IN KENTUCKY ........................................................ 45 TABLE 28: ENDANGERED MAMMAL SPECIES IN KENTUCKY .................................................. 45 TABLE 29: 2007 VALUE OF AGRICULTURAL SALES BY COMMODITY GROUP BY COUNTIES IN THE PENNYRILE REGION .......................................................................................... 56 TABLE 30: CHANGE OF THE TOTAL MARKET VALUE OF AGRICULTURAL PRODUCTS SOLD BY COUNTIES IN THE PENNYRILE REGION: 2002-2007 ............................................. 57 TABLE 31: W OOD INDUSTRY IN THE PENNYRILE AREA 2008 ................................................ 58

APPENDICES APPENDIX A Map of Pennyrile Area Maps of Congressional, Senatorial, and House of Representative Districts APPENDIX B Highway Projects in Six-Year Plan County Highway Project Maps APPENDIX C Industrial Parks and Spec Building in the Pennyrile APPENDIX D Water and Sewer APPENDIX E CEDS Resolution




Pennyrile Area Development District Comprehensive Economic Development Strategy 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 2012 CEDS has been rewritten and will be referred to as the Pennyrile Area Development District Comprehensive Economic Development Strategy 2012. 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 2012 CEDS reflects the specific challenges and opportunities of this area. The six (6) main areas are as follows: 1. Public/Private Partnerships 2. Economy Analysis 3. Economic Cluster Analysis 4. Action Plan 5. Strategic Projects 6. Evaluation/Performance Measures. 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 Comprehensive Economic Development Strategy Public and Private Partnerships

A critical element of this effort is the importance of working together as a region. The culmination of the entire CEDS process, like all strategic planning efforts, is to focus federal, state, local and private programs and funding toward common goals. This will ultimately create partnerships among these programs to stimulate local economic growth. The CEDS program encourages a coordinated planning process that allows individual towns as well as other local and regional entities to work together to guide the economic future of a region in a manner that is appropriate to the character and resources of the region. The Pennyrile ADD Comprehensive Economic Development Strategy (CEDS) Committee was formed to accomplish this task. Organization and Management The PADD Board of Directors was chosen to be a part of the CEDS Committee to oversee the process and formulation of the 2012 CEDS together with additional members from the various local economic development and private sector entities. The members that comprise the Pennyrile ADD CEDS Committee are a mix of community leaders, business people, elected officials, economic development professionals and citizens. In addition to the CEDS Committee, PADD will use its various other committees to review and develop input for the new CEDS. These other ADD Committees include the Regional Transportation Committee, the Pennyrile Area Agency on Aging, the PADD Economic Development Committee, the Pennyrile Housing Corporation, the Pennyrile/Purchase Workforce Investment Board (WIB), and the Pennyrile Water Management Council. The goal of this Comprehensive Economic Development Strategy (CEDS) is to develop a basic grass roots participatory effort for the preparation of this document. Continued use of this strategy will promote new ideas and innovations, create a vital link among all sectors of the community and regional economies, and ultimately help provide solutions to mutual problems locally, regionally and statewide.


Pennyrile Area Development District 2012 Comprehensive Economic Development Strategies (CEDS) Committee CALDWELL COUNTY



Brock Thomas Judge/Executive

Steve Tribble Judge/Executive

Perry Newcom Judge/Executive

Gale Cherry Mayor, City of Princeton

Dan Kemp Mayor, City of Hopkinsville

Mark Bryant Designee, City of Marion

Glenda Harper Private Sector Representative

Lori Harper Private Sector Representative

Robert Frazer Private Sector Representative

John Evans Private Sector Representative

Bernard Standard Private Sector Representative

Gareth Hardin Private Sector Representative

Austin Moss Private Sector Representative

Stan Hoover Crittenden County Economic Development Commission

Mitch Robison Hopkinsville-Christian County Economic Development Council HOPKINS 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 Mayor, City of Salem

Jaison Riley Private Sector Representative

Jenny Sewell Private Sector Representative

Kim Kraemer Private Sector Representative

Lee McCollum Mayor, City of Kuttawa

Frank Stafford Mayor of Mortons Gap (Citizen Representative)

Charles Cooper Private Sector Representative




Rick Newman Judge/Executive

Daryl Greenfield Judge/Executive

Stan Humphries Judge/Executive

Ed DeArmond Mayor, City of Greenville

Nancy Camp Mayor, City of Elkton

Lyn Bailey Mayor, City of Cadiz

Gary Jones Private Sector Representative

Scott Marshall Mayor, Guthrie City

Steve Allen Private Sector Representative

Barry Shaver Mayor, Central City

Mike Baker Todd County Industrial Foundation

Sharon Butts Cadiz-Trigg County Economic Development Commission

Barbara Williams Muhlenberg Alliance For Progress

Octavia Vinson Private Sector Representative


State of Kentucky’s Economic Priorities The CEDS process requires the Committee to review the State’s economic priorities as part of the process of developing the regional priorities. A letter from the Governor’s office indicating concurrence with State’s priorities is included in Attachment E. 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 st 1.3. Develop a 21 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 st 2.3. Develop a 21 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. Enhanced government through information efficiency 5.4. Improve use of current resources 5.5. Assessment of governance as a whole




Pennyrile Area Development District Comprehensive Economic Development Strategy Economy Analysis

Economy 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 growths. There were four (4) counties that experienced a slight population decrease since the last ten (10) year US Census. These were Caldwell, Crittenden, Livingston and Muhlenberg counties. The decrease or slow growth in the Pennyrile rural populations tends to follow the national trend of the 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 (L.B.L.) Recreation Area. Table 1 Population of the Counties in the Pennyrile ADD 1950 to 2010 County 1950 1960 1970 1980 1990 2000 2010 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 Pennyrile ADD 174,302 178,061 176,201 204,937 205,800 215,519 219,305 Source: U.S. Census Bureau, Census of Population, 1950-2010; Population Estimates by County


Trigg County has the fastest growing population in the nine county ADD region with an estimated growth rate of 13.8 percent over the last 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 help 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 County Caldwell Christian Crittenden Hopkins Livingston Lyon Muhlenberg Todd Trigg Pennyrile ADD

2000 13,060 72,265 9,384 46,519 9,804 8,080 31,839 11,971 12,597 215,519

Source: US Census


2010 12,984 73,955 9,315 46,920 9,519 8,314 31,499 12,460 14,339 219,305

Percentage Change (0.6)% 2.3% (0.7)% 0.9% (2.9)% 2.9% (1.1)% 4.1% 13.8% 1.8%

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 increase 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 2000 2010 Group Population Population Total 215,519 227,474 00-19 59,687 61,283 20-64 126,537 135,291 65+ 29,295 30,900 Source: Kentucky State Data Center,


% Changes 2000-2010 5.5% 2.7% 6.9% 5.5%

Table 4 Population By Race For Kentucky And Kentucky Counties: 2010




White alone Total %

Black or African American alone Total %

American Indian & Alaska Native alone Total %

Asian alone Total %

Native Hawaiian & other Pacific Islander alone Total %

Two or more races Total %

Hispanic or Latino (any race) Total %































Caldwell County
















Christian County














































Livingston County
















Lyon County Muhlenberg County































Todd County
















Trigg County

















Crittenden County Hopkins County

Source: KY 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 8.0 percent in April 2012. The county that had the highest unemployment was Christian County with an unemployment rate of 11 percent. This was 2 percent higher than the State’s average during the same time period. Only two (2) of the nine (9) counties in the Pennyrile region had higher unemployment than the State average as of April 2012. The unemployment rate for Caldwell and Todd counties were considerably less than the State’s with 6.9 percent and 7.1 percent respectively. Table 5 Pennyrile ADD County Labor Force Characteristics: May, 2012, 1st Quarter Area Civilian Labor Force Employment Unemployment Unemployment Rate State of Kentucky 2,056,175 1,871,518 184,657 9.0% Caldwell 6,667 6,206 461 6.9% Christian 26,770 23,833 2,937 11.0% Crittenden 4,235 3,920 315 7.4% Hopkins 23,018 21,324 1,694 7.4% Livingston 4,706 4,365 341 7.2% Lyon 3,430 3,160 270 7.9% Muhlenberg 13,869 12,759 1,110 8.0% Todd 5,454 5,065 389 7.1% Trigg 6,556 5,962 594 9.1% PADD 74,005 86,594 7,868 8.0% Source: Kentucky Workforce Investment Board, Labor Force Statistics (


The unemployment rate in most of the Pennyrile ADD counties has historically been higher than the State and national averages. As shown in Table 6, Unemployment Rates for Kentucky Counties 2002-2012, the 2011 unemployment rates show that four (4) of the nine (9) counties have a lower rate than the State. Christian County has a significantly higher unemployment rate than the State and national averages due to plant closures and the resulting job losses in 2009 that have dramatically impacted this county. In 2011, most of the other counties in the Pennyrile ADD hover within a half percentage point higher than the state’s average. The 2012 unemployment data only reflects the first quarter of 2012, but shows that the unemployment rates are decreasing in the PADD region. Table 6 Unemployment Rates for Pennyrile Counties 2002 – 2012 County












U.S. KENTUCKY Caldwell Christian Crittenden Hopkins Livingston Lyon Muhlenberg Todd Trigg

5.8 5.7 5.1 6.0 5.7 5.7 6.6 6.7 8.0 5.1 6.6

6.0 6.3 6.1 6.8 7.0 6.7 7.0 8.6 8.2 4.5 6.0

5.5 5.6 5.2 6.1 6.1 5.5 6.3 7.2 7.7 4.7 5.1

5.1 6.0 6.0 7.1 6.1 6.0 5.9 7.5 8.8 6.7 6.7

4.6 5.9 5.4 6.8 6.3 6.0 6.3 6.9 9.4 9.9 6.0

4.6 5.6 5.5 6.6 6.4 6.2 5.6 6.7 8.3 6.8 6.1

5.8 6.6 6.7 8.5 6.7 7.5 6.3 7.9 8.8 7.3 7.9

9.3 10.3 9.9 12.3 10.5 9.2 9.8 12.3 10.7 11.9 15.4

9.6 10.2 9.1 12.0 10.0 9.1 10.5 11.1 10.6 10.6 11.7

8.9 9.5 8.2 11.7 8.6 8.0 9.2 9.8 9.8 9.2 10.1

8.4 9.0 6.9 11.0 7.4 7.4 7.2 7.9 8.0 7.1 9.1

The current unemployment rate of the counties in the Pennyrile region was compared to their unemployment rates from ten (10) years ago in Table 7, Civilian Labor Force and Unemployment Estimates for Kentucky Counties, Annual Averages 2002 and 2012. Eight (8) counties in the Pennyrile Region had major increases in unemployment from 2002 to 2012. Christian County saw an unemployment increase of 83 percent, and Trigg County saw an unemployment increase of 37 percent. The increase in unemployment in Christian and Trigg Counties can be attributed in part to plant closures within the counties and the surrounding area. Muhlenberg County was the only county without an unemployment rate increase over this ten (10) year period. It had an 8.0 percent unemployment rate in 2002 and it was still 8.0 percent in 2012. This is mainly due to the coal mining industry that was in decline in 2002 and it rebounded in the years 2006 through 2012, which has offset some of the national economic employment trends.


Table 7 Civilian Labor Force and Unemployment Estimates for Kentucky Counties, Annual Averages 2002 and May 2012

Area Name Kentucky Kentucky Caldwell Caldwell Christian Christian Crittenden Crittenden Hopkins Hopkins Livingston Livingston Lyon Lyon Muhlenberg Muhlenberg Todd Todd Trigg Trigg

Year 2002 2012 2002 2012 2002 2012 2002 2012 2002 2012 2002 2012 2002 2012 2002 2012 2002 2012 2002 2012

Civilian Labor Force 1,950,470 2,056,175 6,333 6,667 26,153 26,770 4,229 4,235 24,439 23,018 4,896 4,706 3,401 3,430 13,232 13,869 5,810 5,454 6,025 6,556

Unemployment Rate Unemployment Change Employment Unemployment Rate 2002-2012 1,838,495 111,975 5.7% 1,871,518 184,657 9.0% +3.3% 6,007 326 5.1% 6,206 461 6.9% +1.8% 24,590 1,563 6.0% 23,833 2,937 11.0% +5.0% 3,987 242 5.7% 3,920 315 7.4% +1.7% 20,226 1,213 5.7% 21,324 1,694 7.4% +1.7% 4,573 232 6.6% 4,365 341 7.2% +0.6% 3,172 229 6.7% 3,160 270 7.9% +1.2% 12,170 1,062 8.0% 12,759 1,110 8.0% 0% 5,514 296 5.1% 5,065 389 7.1% +2.0% 5,630 395 6.6% 5,962 594 9.1% +2.5%

Source: Kentucky Workforce Investment, Employers, Kentucky Labor Force Estimates.

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 in Poverty in the Pennyrile ADD and Table 9, Median Income in the Pennyrile ADD. Please note that the data in these tables are estimates based on percentages provided by the US Census Bureau and was extrapolated using the total population of each county. In the State of Kentucky, the poverty level increased by 44 percent and the median income increased 14 percent between 2002 and 2010. Todd County showed the most increase in the poverty level (61%) in the Pennyrile region and, during the same time period, had its median income increase of only 17 percent. Other counties that had significant increases in their percentage of persons in poverty during the same time period was Christian County with a 38 percent increase, Muhlenberg County with a 34 percent increase, and Trigg County with a 46 percent increase.


Table 8 Persons in Poverty in the Pennyrile ADD: 2000-2010 Area State of Kentucky Caldwell Christian Crittenden Hopkins Livingston Lyon Muhlenberg Todd Trigg

2000 550,332 1,850 9,786 1,473 6,712 1,183 915 4,663 1,784 1,473

Percent Change 2000-2010 +44% +30% +38% +23% +31% +16% +17% +34% +61% +46%

2010 796,208 2,402 13,565 1,817 8,821 1,380 1,069 6,262 2,877 2,143

Source: US Census Bureau,

Table 9 Median Income in the Pennyrile ADD: 2000-2010 Area State of Kentucky Caldwell Christian Crittenden Hopkins Livingston Lyon Muhlenberg Todd Trigg

2000 $35,150 $30,351 $31,789 $29,905 $32,033 $33,313 $32,241 $29,787 $30,903 $34,220

2010 $40,089 $36,255 $36,542 $33,966 $39,738 $38,608 $39,588 $37,614 $36,173 $42,387

Percent Change 2000-2010 14% 19% 15% 13% 24% 16% 22% 26% 17% 24%

Source: US Census Bureau,

Table 10 Per Capita Personal Income for Kentucky Counties: 2000-2010 Area Name United States Kentucky Caldwell Christian Crittenden Hopkins Livingston Lyon Muhlenberg Todd Trigg

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 $30,319 $31,157 $31,481 $32,295 $33,909 $35,452 $37,725 $39,506 $40,947 $38,846 $39,937 $24,785 $22,127 $21,219 $19,383 $22,205 $21,609 $19,041 $20,183 $21,238 $23,791

$25,363 $22,411 $21,827 $19,845 $22,641 $22,052 $20,381 $19,810 $20,865 $24,882

$25,856 $22,495 $23,326 $19,558 $22,497 $22,874 $20,375 $19,843 $20,039 $25,522

$26,347 $22,998 $25,298 $19,748 $22,976 $23,767 $20,543 $20,098 $21,009 $27,245

$27,492 $24,427 $26,227 $20,560 $24,302 $24,780 $21,547 $21,197 $22,629 $28,763

Source: Bureau of Economic Analysis,


$28,486 $25,900 $28,354 $22,933 $25,764 $26,245 $22,924 $21,506 $24,277 $30,746

$30,034 $26,713 $30,932 $23,165 $27,012 $26,886 $23,926 $22,793 $23,916 $32,769

$31,175 $27,681 $30,436 $23,878 $28,616 $28,729 $25,416 $24,755 $24,766 $32,686

$32,516 $29,561 $32,037 $24,888 $30,220 $30,298 $26,825 $25,850 $28,154 $35,900

$31,910 $29,099 $30,657 $25,995 $30,332 $31,091 $26,853 $26,120 $27,890 $34,759

$32,316 $29,458 $29,042 $26,528 $30,729 $31,392 $27,435 $26,437 $29,956 $34,061

Table 11 Components of Personal Income for Kentucky Counties: 2010


Total Personal income

Net Per Earnings Contrib. Earnings, Dividends, Capita by Place of For Social Adj. For Place of Interest, Transfer Income Work Insurance Residence Residence Rent Payments
































Todd Trigg

Crittenden Hopkins

NonFarm Income

99,877,105 11,643,219 -2,614,513 85,619,373 19,976,451 34,886,955 99,285,768 33,002


Wage & Salary Farm Disburse- Proprietors Income ments Income 591,337 72,310,956 7,606,370


















































































-3,236,350 1,382,085

Source: US Bureau of Economic Analysis, Regional Accounts Data, Local Area Personal Income

L = Less than $50,000. Estimates are included in total


Table 12 Number of Offenses, by Type of Crime for Kentucky Counties: 2010

Kentucky Caldwell Christian Crittenden Hopkins Livingston Lyon Muhlenberg Todd Trigg

Total Murder 121,289 180 332 0 2,169 6 90 0 503 0 138 1 119 0 190 2 184 0 208 0

Violent Crime Property Crime Rape Robbery Assault Burglary Larceny Auto Theft Arson 1,545 3,732 5,691 29,170 74,185 6,075 711 3 12 21 99 174 13 10 37 68 99 644 1,196 101 18 1 0 5 30 49 4 1 29 3 32 149 249 39 2 3 1 4 59 59 11 0 0 0 3 35 73 8 0 9 2 16 45 101 11 4 2 3 5 63 87 21 3 2 7 10 65 114 9 1

Source: Kentucky State Police, Annual Report - Crime in Kentucky, 2010

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 2010 Taxing Jurisdiction Caldwell County Christian County Crittenden County Hopkins County Livingston County Lyon County Muhlenberg Co. Todd County Trigg County

Real Estate $0.2620 $0.2190 $0.2340 $0.1870 $0.2104 $0.3000 $0.2332 $0.2133 $0.1920

Finished Goods & Tangibles $0.2993 $0.3208 $0.2509 $0.2889 $0.2509 $0.7398 $0.2567 $0.2701 $0.2938

Motor Vehicles $0.2700 $0.1460 $0.2190 $0.1435 $0.1441 $0.2690 $0.1682 $0.1894 $0.2250

Occupational License Tax 1.00% (net profits included) No tax No tax No tax 1.00% (net profits included) No tax No tax 1.00% (net profits included) No tax

Source: Kentucky Cabinet for Economic Development, Community Data Quick Search


Table 14 City Property Taxes per $100 Valuation 2010 Taxing Jurisdiction

Real Estate

Finished Goods & Tangibles

Motor Vehicles

Occupational License Tax

Princeton Crofton Hopkinsville Oak Grove Pembroke Marion Earlington Hanson Madisonville Nortonville Dawson Springs Grand Rivers Smithland Eddyville Kuttawa Central City Drakesboro Greenville Powderly Elkton Guthrie Trenton Cadiz

$0.1310 $0.3180 $0.2360 $0.2550 $0.2400 $0.2370 $0.2030 $0.1420 $0.1220 $0.2370 $0.2900 $0.2110 $0.3440 $0.3410 $0.1400 $0.2210 $0.2700 $0.2540 $0.2120 $0.2480 $0.4350 $0.3490 $0.2650

$0.1280 $0.3600 $0.2510 $0.1860 $0.2060 $0.2410 $0.2660 $0.0400 $0.1910 $0.3930 $0.5790 $0.6580 $0.2780 $0.5790 $0.3860 $0.3170 $0.3070 $0.1730 $0.3210 $0.3090 $0.4500 $0.3780 $0.3310

$0.1220 $0.3000 $0.2510 $0.1860 $0.4080 $0.2290 $0.2420 $0.1590 $0.1500 $0.2290 $0.1900 $0.2500 $0.2600 $0.1990 $0.2200 $0.2050 $0.3070 $0.1940 $0.0840 $0.3030 $0.4500 $0.3500 $0.2620

1.50% (net profits included) No tax 0.02% (1.50% - $250 min on net profits) 1.50% (net profits included) No tax 0.75% (net profits included) No tax No tax 1.50% (net profits included) No tax 1.50% (net profits included) No Tax No Tax 1.50% (net profits excluded) No tax No tax No tax No tax No tax 2.00% (& 0.125% on gross receipts) 1.00% (net profits excluded) No tax 1.50% (net profits excluded)

Source: Kentucky Cabinet for Economic Development, Community Data Quick Search

Table 15 School District Property Taxes per $100 Valuation 2010 Taxing Jurisdiction

Caldwell Co. Christian Co. Crittenden Co. Dawson Springs Hopkins Co. Livingston Co. Lyon Co. Muhlenberg Co. Todd Co. Trigg Co.

Real Estate $0.3380 $0.3790 $0.4560 $0.6630 $0.5920 $0.3840 $0.4010 $0.4970 $0.3610 $0.4590

Finished Goods & Tangibles $0.3500 $0.3790 $0.4560 $0.6630 $0.5920 $0.3840 $0.4010 $0.4970 $0.3610 $0.4590

Source: Kentucky Cabinet for Economic Development


Motor Vehicles

Occupational License Tax

$0.5380 $0.5660 $0.5410 $0.6870 $0.5470 $0.3760 $0.3960 $0.4970 $0.5240 $0.4590

No tax No tax No tax No tax No tax No tax No tax No tax No tax No tax

Table 16 Total Wages by Industry Division Covered By Unemployment Insurance - 2010 (In Thousands of Dollars)

Area Kentucky Caldwell Christian Crittenden Hopkins Livingston Lyon Muhlenberg Todd Trigg

All Industries 67,846,690 125,973 964,276 45,547 655,986 87,168 37,344 303,384 51,899 101,052

Mining 1,798,656 3,696 87,676 24,512 74,555 -

Construction 4,064,698 2,754 36,819 31,910 11,283 4,015 28,028 2,331 10,469

Mfg. 13,502,772 46,268 238,175 8,002 149,251 3,195 1,128 33,322 8,680 22,750

Utilities, Trade, & Transportation 15,699,811 27,074 155,568 6,199 121,835 21,860 5,659 49,994 16,568 10,493

Info. 1,447,152 2,319 13,661 870 7,578 3,499 688 1,384

Finance, Insurance, Real Estate 5,097,334 5,393 40,503 3,289 24,715 854 758 7,967 3,177 3,796

Services 10,627,835 127,854 141,980 11,265 6,301 -

State & Local Gov't 13,283,036 36,366 160,579 15,424 149,707 18,641 31,216 76,365 23,604 26,906

State and local government included in "Total" but not distributed by division. Dash - indicates nondisclosure data. Data is not disclosed for any industry if under three reporting units. Statewide - indicates locations in more than one county, or no primary county. Unclassified - unknown locations. Sum of division totals may not agree with county total due to rounding. Source: Kentucky Workforce Development Cabinet, Dept. for Employment Services, Total Wages Covered by Kentucky Unemployment Insurance Law, 2005 Calendar year.


Other 2,564,886 6,394 46,175 2,707 36,367 3,709 2,713 15,068 4,166 7,227

Table 17 Earnings by Industry for Kentucky Counties – 2010

Area name Kentucky Caldwell Christian Crittenden Hopkins Livingston Lyon Muhlenberg Todd Trigg

Total Earnings

99,311,685 200,393 4,981,196 82,941 910,712 134,270 87,965 494,792 146,650 166,633

Farm Earnings

1,063,159 10,115 45,026 7,488 27,900 7,205 5,563 18,140 53,116 11,922

Nonfarm Earnings

98,248,526 190,278 4,936,170 75,453 882,812 127,065 82,402 476,652 93,534 154,711

Forestry & Fishing Related

317,042 2,129 (D) (D) 2,654 986 (D) 2,035 1,790 (D)




Transportation & Warehousing

2,350,692 3,915 (D) (D) 90,436 24,723 (D) 77,098 219 (D)

5,085,261 6,113 52,484 (D) 37,290 13,202 7,672 30,691 4,915 14,731

13,829,747 46,345 238,642 8,164 149,288 3,205 1,133 33,986 9,902 22,970

5,282,022 7,831 73,150 (D) 24,670 12,025 (D) 20,789 (D) 1,593

Source: U.S. Bureau of Economic Analysis, Regional Economic Information System, 2011 April. L = Less than $50,000, but the estimates for this item are included in the totals. D = Not shown to avoid disclosure of confidential information, but the estimates for this item are included in the totals.


Wholesale Trade

4,900,725 (D) (D) 1,498 29,078 5,402 1,435 (D) 11,888 (D)

Retail Trade


6,336,828 23,526 93,102 6,062 73,300 7,614 5,227 35,864 6,029 11,559

1,567,951 2,355 14,526 914 8,031 (D) (D) 3,659 743 1,459

Finance & Insurance

Healthcare & Social Service

5,014,747 11,919,999 7,928 (D) 35,155 137,819 3,470 (D) 25,141 146,074 967 11,381 1,296 6,917 10,383 (D) 3,462 (D) 4,424 (D)


21,842,356 41,201 3,891,550 18,527 170,584 28,497 35,088 141,896 27,795 37,014

Table 18 2010 Number of Business Establishments by Employment-Size Class: Kentucky Employment-Size Class

Total 1 to 4 Emp. 5 to 9 Emp. Kentucky

10 to 19 Emp.



20 to 49 Emp.

50 to 99 Emp.


100 to 249 250 to 499 500 to 999 1000 or Emp. Emp. Emp. more Emp.
































































































Trigg 244 134 56 30 15 Source: US Census Bureau, 2010 County Business Patterns - Kentucky







Total Employment 34,474 237 693 207 299 177 67 195 600 228

Source: Kentucky Cabinet for Economic Development, Kentucky Deskbook of Economic Statistics, Annual Average 2009


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 fulltime. 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-thejob 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 demands 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 22

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.


Transportation The following maps show the new highway projects in various counties in the Pennyrile. There is also a complete list of all highway projects on the Six Year Highway Plan and the Unscheduled Needs List in Appendix B of this document.












Infrastructure Natural Gas Atmos Energy (formally Western Kentucky Gas Company) provides the following counties with natural gas: Caldwell, Christian, Crittenden, Hopkins, Lyon, Muhlenberg, Todd, and Trigg. There is a need to expand natural gas lines into southern Christian County to meet the growing demand for an unserved portion of the county and the City of Oak Grove, Kentucky. Electricity The following electric utilities provide services to the Pennyrile communities:

Pennyrile Rural Electric Cooperative:

Caldwell, Christian, Crittenden, Hopkins, Lyon, Muhlenberg Caldwell, Christian, Muhlenberg, Todd, Trigg

Princeton Electric Plant Board: Hopkinsville Electric System: Kenergy:

Caldwell Christian Crittenden, Hopkins, Lyon

Green River Electric:


Jackson Purchase Energy:


Kentucky Utilities Company:

Cable and Satellite Television Providers The following Cable and Satellite Television utilities provide services in the Pennyrile ADD: New Wave Communications Mediacom DirecTV Dish Network Cable Alternative Future Vision Wireless Cable

Peoples CATV Prime Home Entertainment Comcast Calvert City Cable TV Galaxy Cablevision Insight Communication

Telecommunication The following Telecommunication utilities provide internet and other services in the Pennyrile ADD: Apex Internet Services Bellsouth/AT&T Internet Services KY Online Madisonville Online

Midwest Internet SPIS Net VCI Internet Services Charter Communications


Health Services Location of Hospitals/Nursing Homes Hospitals Caldwell County Hospital Crittenden Hospital FHC Cumberland Hall Jennie Stuart Medical Center Livingston Hospital & Healthcare Service Muhlenberg Community Hospital Regional Medical Center Western State Hospital Trigg County Hospital Grand Lakes Physicians Clinic

101 Hospital Dr., Princeton, KY Hwy 60 W., Marion, KY th 210 W. 7 St., Hopkinsville, KY th 320 W. 18 St., Hopkinsville, KY 131 Hospital Dr., Salem, KY 440 Hopkinsville St., Greenville, KY Hospital Dr., Madisonville, KY Russellville Rd., Hopkinsville, KY Hwy 68, Cadiz, KY Grand Rivers, KY

Nursing Homes Highland Homes Princeton Health Care Manor Brookfield Manor Christian Health Center Covingtons Convalescent Center Gainsville Manor Pembroke Nursing & Rehab Center Pennyrile Homes Pinecrest Manor Western State Hospital Crittenden County Convalescent Center The Homestead Personal Care Home Brighton Cornerstone Nursing Facility Tradewater Pointe Nursing Facility The Oaks Personal Care Facility Dawson Pointe Nursing Facility Outwood ICF/MR Senior Citizens Nursing Home Ridgewood Terrace Nursing Home West Kentucky Veterans Center Arbor of Livingston Springlake Nursing Home Hilltop Nursing Home Rivers Bend Retirement Center Belle Meade Home Maple Manor Health Care Center Muhlenberg Community Hospital Poplar Grove Rest Home Sparks Nursing Home Hearthstone Place Shady Lawn Nursing Home Trigg County Manor Personal Care Home Trigg County Hospital

Princeton Princeton Hopkinsville Hopkinsville Hopkinsville Hopkinsville Pembroke Hopkinsville Hopkinsville Hopkinsville Marion Madisonville Madisonville Dawson Springs Madisonville Dawson Springs Dawson Springs Madisonville Madisonville Hanson Smithland Salem Kuttawa Kuttawa Greenville Greenville Greenville Greenville Central City Elkton Cadiz Cadiz Cadiz


Industrial Parks All nine (9) counties in the Pennyrile ADD region have industrial property for sale. Two (2) counties have mega-sites that are large industrial parks being marketed to one large plant rather than marketing the site in smaller parcels. The Pennyrile WestPark is located in Lyon County and is an 800+ acre mega site. Christian County has the second regional mega site at the intersection of I-24 and US 41A. The strategy of these mega sites is to attract firms like automotive production plants that require large tracts of land. In Appendix C, maps indicate the size and approximate location of all industrial Parks in the Pennyrile region.


Education Over one in four Kentucky residents lacks a high school diploma or GED; that number is even higher for seven (7) of the nine (9) counties in the Pennyrile Area Development District. Todd County has the highest percentage of people over 25 years of age without a high school diploma at 36.5 percent, while Christian County has the lowest percentage. Only 10.4 percent of PADD residents have a bachelor’s degree or higher, compared to 24.4 percent of US residents. Christian County has the highest percentage of people holding a bachelor’s degree or higher. Of the nine counties in the ADD District, only Hopkins County had ACT scores higher than the state average. The average percentage of Kentucky students underprepared in one or more subjects is 45.9 percent. The PADD’s average is 50.6 percent with four (4) out of nine (9) counties that have better prepared students than the state’s average. Trigg County has the lowest number of underprepared students and Christian County has the highest number. Table 20 Educational Attainment for Kentucky Counties 2010 % Population % Students with less than % Population Underprepared in High School or with Bachelors 1 or more Area GED Degree or higher subjects US 19.6 24.4 KY 25.9 17.1 45.9 PADD 28.3 10.4 50.6 Caldwell 26.9 10 45.2 Christian 22.8 12.5 57.6 Crittenden 33.0 7.3 43.6 Hopkins 28.7 10.6 44.5 Livingston 25.7 8.4 50.0 Lyon 32.0 10.1 42.1 Muhlenberg 34.2 8.1 56.1 Todd 36.5 9.2 50.0 Trigg 27.9 12.0 36.5 * Source – KY Council on Postsecondary Education, 2008-10 County Profiles


Average ACT Score 20.6 20.4 20.2 20.0 20.4 20.9 20.4 19.8 20.6 20.4 20.2

Kindergarten through 12th Grade Schools by County Caldwell County Caldwell Co. Elementary School Caldwell Co. High School

Caldwell Co. Middle School Caldwell Primary School

Christian County Belmont Elementary School Christian Co. Alternative School Christian Co. Day Treatment Center Christian Co. High School Christian Co. Middle School Crofton Elementary School Cumberland Hall School Highland Elementary School Holiday Elementary School Hopkinsville High School Hopkinsville Middle School

Indian Hills Elementary School Lacy Elementary School Millbrooke Elementary School Morningside Elementary School North Drive Middle School Pembroke Elementary School Sinking Fork Elementary School South Christian Elem. School Heritage Christian Academy Saints Peter & Paul Elementary School University Heights Academy

Crittenden County Crittenden Co. Alternative Pgm School Crittenden County Elementary School

Crittenden County High School Crittenden County Middle School

Hopkins County Adolescent Day Treatment Center Browning Springs Middle School Earlington Elementary School Grapevine Elementary School Hanson Elementary School Hopkins County Central High School James Madison Middle School Jesse Stuart Elementary School

Madisonville North Hopkins High School Pride Avenue Elementary School South Hopkins Middle School Southside Elementary School West Broadway Elementary School West Hopkins Accelerated School Christ the King Elementary School

Livingston County Livingston Central High School Livingston County Middle School

No. Livingston County Elem. School So. Livingston County Elem. School

Lyon County Lyon County Elementary School Lyon County Junior/Senior High School Muhlenberg County Alternative Center Bremen Elementary School Central City Elementary School Drakesboro Consolidated Elem. School

Graham Elementary School Greenville Elementary School Hughes Kirk Elementary School Lake Malone Elementary School


Longest Elementary School Muhlenberg North High School Muhlenberg North Middle School

Muhlenberg South High School Muhlenberg South Middle School

Todd County North Todd Elementary School South Todd Elementary School

Todd County Central High School Todd County Middle School

Trigg County Trigg County Primary School Trigg County Intermediate School

Trigg County High School Trigg County Middle School

Colleges and Universities Madisonville Community College Hopkinsville Community College Murray State University Technical Schools Caldwell County ATC Madisonville Technical College Christian County ATC Muhlenberg County ATC Murray/Calloway ATC


Technology REGIONAL BUSINESS AND INNOVATION CENTER 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.


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 E.P.A. This nonattainment status could possibly affect future highway project and industrial growth in the county. Wildlife and Vegetation Congress passed the Endangered Species Act in 1973 and amended it in 1988. The purpose of the Act is to protect and conserve animals, plants, and their habitats that are threatened or in danger of extinction. The following table contains the endangered and threatened species list for Kentucky, many of which can be found in the Pennyrile Area Development District region.


Table 21 Endangered Plant Species in Kentucky Species Price’s potato-bean Braun’s rock cress Cumberland rosemary Eggert’s sunflower Cumberland sandwort White-haired goldenrod Short’s goldenrod Virginia spiraea Running buffalo clover

Status Threatened Endangered Threatened Threatened Endangered Threatened Endangered Threatened Endangered

Table 22 Endangered Mussels Species in Kentucky Species Cumberland elktoe Fanshell Cumberlandian combshell Oyster mussel Catspaw Northern riffleshell Pink mucket Ring pink Little-wing pearlymussel Orange-foot pimpleback Clubshell Rough pigtoe Fat pocketbook Cumberland bean

Status Endangered Endangered Endangered Endangered Endangered Endangered Endangered Endangered Endangered Endangered Endangered Endangered Endangered Endangered

Table 23 Endangered Crustacean Species in Kentucky Species Mammoth cave shrimp

Status Endangered


Table 24 Endangered Insect Species in Kentucky Species American burying beetle

Status Endangered



Table 25 Endangered Fish Species in Kentucky Species Relict darter Duskytail darter Palezone shiner Blackside dace Pallid sturgeon

Status Endangered Endangered Endangered Threatened Endangered

Table 26 Endangered Reptile Species in Kentucky Species Copperbelly water snake

Status Proposed Threatened


Table 27 Endangered Bird Species in Kentucky Species Bald eagle Red-cockaded woodpecker Interior least tern

Status Threatened Endangered Endangered


Table 28 Endangered Mammal Species in Kentucky Species Virginia big-eared bat Gray bat Indiana bat

Status Endangered Endangered Endangered


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 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. 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 45

Lakes (L.B.L). 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. There is also a proposal for developing a lodge with convention facilities and an auditorium on a portion of Mineral Mound State Park Property in Lyon County.


Housing The Pennyrile Housing Corporation (PHC) was created in 1984 to provide safe, decent, and affordable housing opportunities for low-to-moderate income residents of the nine-county Pennyrile region. Program funding is received from the Department of Housing and Urban Development, Federal Home Loan Bank, and Kentucky Housing Corporation and the Department for Local Government. Sources of match and leverage include local cities and counties and USDA Rural Development. Funds are used to develop programs in Homeownership, Housing Rehabilitation, and Housing and Rental Production. Housing Rehabilitation / Housing Homebuyer The National Affordable Housing Act of 1990 created the HOME Investment Partnership. The major objective of the program is to aid in the preservation of existing housing units owned and occupied by households whose income fall below 80% of the area median income. Over forty homes have been addressed under this program.

Affordable Housing Trust Fund The Affordable Housing Trust Fund (AHTF) is established by the Kentucky State Legislature to provide housing for very low-income Kentuckians. The fund was created in response to economic condition, federal housing policies and declining resources which adversely affected the ability of very low-income persons to obtain affordable housing. State leaders decided it was in the public’s interest to establish the AHTF to assist very low-income persons in meeting their basic housing needs. Fifteen Families have been assisted with down payment, closing costs, principal reduction and Housing Rehabilitation.

Certified Homeownership Counseling Program The PHC offers one-on-one counseling to assist buyers through the home purchasing process. The PHC can help develop a budget and savings plan, identify and clean up credit problems, and assist with a home loan.

Homeownership As an Outreach Lender, the PHC originates below market interest rate loans and offers down payment and closing cost assistance with low down payment requirements. Loan originations include: Rural Housing (RHS), Veterans Administration (VA), Federal Housing Administration (FHA), and conventional products.


Small Multi-family Affordable Loan Program The Small Multi-family Affordable Loan Program (SMAL) is designed to increase the supply of affordable rental housing for lower income individuals. The SMAL Program is used for permanent financing and may also be used during construction. In 2005, the PHC used these funds for acquisition and finalizing construction for a five duplex apartment complex in Grand Rivers, Livingston County. The PHC is providing and managing rental housing for ten families that are below 80% of the area median income in Livingston County. Non-Profit Loan Production Small Revolving Rehabilitation Loan Fund The Nonprofit Housing Production and Repair (NHPR) Program funds are allocated as grants and low interest loans to nonprofit housing agencies that provide assistance to low– and moderate—income persons for financing, acquiring, constructing, rehabilitating and/or repairing housing units. The PHC uses these funds for our Small Revolving Rehabilitation Loan Fund. Loans are made to qualified homeowners for rehabilitation repairs up to $15,000 at 6% over a ten year period. The home improvements must contribute to the health, safety, and well-being of the occupant and contribute to the structural integrity or long-term preservation of the house. All persons served through the NHPR Program must be considered low income. All persons served must be at or below 100 percent of the area median income, with emphasis on 60% or below. The PHC has assisted thirty families with a small revolving rehabilitation loan.

Community Development Block Grants for Housing The Cities of Dawson Springs and Mortons Gap have each been awarded $1 million for their Scattered Site Housing Rehabilitation Projects under the Community Development Block Grant (CDBG) program. The CDBG funds will be used to rehabilitate dilapidated housing units within the city limits of each community. These funds will be used in conjunction with Kentucky Housing Corporation HOME funds and USDA Rural Development Housing Preservation Grant funds obtained through the Pennyrile Housing Corporation to provide home reconstruction or rehabilitation for approximately 10 low income, elderly, and disabled individuals and families in both cities. The CDBG program uses federal funds to provide cities and counties with an opportunity to obtain grant funds for projects in their communities. The program is administered by the Kentucky Department for Local Government. Under the 2009


funding cycle, $25.9 million is available for projects under the categories of Economic Development, Public Facilities, Housing, Community/Renaissance, and Community Emergency Relief Fund. The pre-application deadline closed on January 4, 2010.

Neighborhood Stabilization Program The Pennyrile Housing Corporation has submitted an application in conjunction with the Department for Local Government for NSP2 funding. The requested funds are part of a nationally competitive allocation of Neighborhood Stabilization Program funds under the American Recovery and Reinvestment Act. The Pennyrile Housing Corporation has proposed to purchase, rehabilitate and resell approximately 40 homes in Caldwell, Christian, Hopkins and Trigg Counties. These counties were identified by HUD to have a high number and risk of foreclosures. This project is a continuation of the Neighborhood Stabilization Program currently operated by the Pennyrile Housing Corporation. In April 2009, the Pennyrile Housing Corporation was awarded $1,371,000 in Neighborhood Stabilization Program funds to address foreclosed and abandoned homes in Christian County. Under the project, approximately 11 abandoned and foreclosed homes will be purchased, rehabilitated, and re-sold to clients that are 120% and below the area median income for Christian County.


Aging and Independent Living FY 2012 Area Plan Summary The Pennyrile Area Development District is the designated Area Agency on Aging and Independent Living for the Pennyrile District. The Area Agency on Aging and Independent Living is responsible for planning and developing the Area Plan and implementing services through contractual arrangements with service providers. The Area Agency implements the Older Americans Act of 1965 as amended, the state funded Home Care Program, Adult Day/Alzheimer’s Respite Program and the Personal Care Attendant Program. The agency also implements the Consumer Directed Options Program, Aging and Disability Resource Center and Veterans Directed Services. Title III of the Older Americans Act provides for congregate meals, home delivered meals and supportive services which include transportation, outreach, information and assistance, escort, recreation, nutrition education, legal assistance and the long-term care ombudsman program. Services are available to persons aged 60 years and older. The following groups of elderly persons are given priority in receiving services: minorities, low-income, homebound, 75 years and older, geographically isolated, with special emphasis placed on low-income minorities. Title III does not use any means test, but contributions are requested and encouraged for services provided. The National Family Caregiver Program was initially funded in 2001 under the Older Americans Act. Services are provided to family members caring for seniors (60+) and to grandparents or other relatives (who are 55+) caring for grandchildren under the age of 19. Services also include supports groups for caregivers and grandparents who are raising grandchildren. Title V of the Older Americans Act provides for 22 training/employment slots in the Pennyrile. These slots are filled by low-income seniors aged 55+. Training provided in this work program is designed to assist seniors in entering the private sector job market. Home Care services are provided to persons 60 years of age and older who have physical impairments which interfere with their normal activities of daily living and those normal activities of maintaining a home. This program provides home delivered meals, chore, home repair, escort, respite, homemaker, and personal care. Each client is assessed and provided case management. A sliding fee scale is used to determine the cost of services for a client whose income is above the guidelines ($14,410 for one individual). Less than one percent of Home Care Clients are required to pay a fee.


Adult Day/Alzheimer’s Respite services are provided in Caldwell County for Caldwell, Lyon, and Crittenden Counties when transportation can be arranged. Adult Day/Alzheimer's Respite services are also provided in Christian and Trigg Counties. These services provide care for the elderly during the day while family members work or are provided respite services. Adult Day clients must be 60, but Alzheimer’s clients of any age may be eligible. The Kentucky Family Caregiver Program started late in fiscal year ’07. State funds provide up to $500 per grandchild and $1500 per household for essential expenses such as clothing, school supplies, medical expenses (not covered by insurance), respite, legal fees (related to custody), and other items, if approved. Although there is no age eligibility for grandparents, they cannot be receiving Kinship Care funds from the state and the total household income must be 150% or below the national poverty level. Consumer Directed Options is a program started in October of 2006. For the various Medicaid Waiver programs (Home and Community Based Waiver, Supports for Community Living, and Acquired Brain Injury), consumers may choose to self-direct their in home services. That means clients can hire who they want to provide their waiver services. The PADD provides a Support Broker who provides assessment and case management services and negotiates a service budget from the Department for Medicaid Services. The support broker also conducts monthly home visits with the client to insure proper service delivery and program compliance. The PADD also serves as the fiduciary agency for the CDO program. Kentucky Legal Aid provides legal aid services for the nine counties of the district. Attorneys are available at the senior centers on a monthly basis. The Personal Care Attendant Program, administered through the AAA, provides up to 40 hours per week of personal attendant care for adults aged 18 and above. In order to be eligible, the individual must have lost functional use of two or more limbs. There are approximately 15 individuals on the waiting list in the Pennyrile. The Aging and Disability Resource Center provides citizens of the Pennyrile with a trusted place for accessing information and assistance to related services and support to individuals of all ages. The goal of the resource center is to empower individuals to make informed choices and to streamline access to long term supports. Individuals may receive information and assistance on how to access Medicaid, Medicare and other long term care insurance options. Staff members are also available to assist individuals in applying for low income subsidy to cover the cost of Medicare Part D premiums. ADRC staff also provides services to residents of Long Term Care through the MDS Section Q referral process. The Aging and Independent Living Program is currently in discussion with the Veterans Administration regarding Veterans Directed In Home Services. This is a program which allows veterans to self direct their in home services such as personal care, home maker and respite. The program is expected to begin in the Pennyrile July 1, 2012.


PADD Senior Citizens Centers Caldwell County ................................................................... 200 Eagle St., Princeton, KY Christian County ............................................................. 1402 W. 7th St., Hopkinsville, KY Crittenden County ................................................................... 201 N. Walker, Marion, KY Hopkins County ............................................................ 200 N. Main St., Madisonville, KY Livingston County ................................................................. 508 Rudd St., Smithland, KY Lyon County ................................................................... 631 W. Dale Ave., Eddyville, KY Muhlenberg County ................................................... 550 Career Way Rd., Powderly, KY Todd County................................................................... 104 Morris Weathers Rd., Elkton, KY Trigg County ............................................................................... 127 Joy Lane, Cadiz, KY PADD Adult Day Care/Alzheimer’s Respite Facilities Caldwell County ................................................................... 200 Eagle St., Princeton, KY Christian County ............................................................. 1402 W. 7th St., Hopkinsville, KY Trigg County ............................................................................... 127 Joy Lane, Cadiz, KY

PADD Aging and Disability Service Transportation/Escort Outreach Information/Assistance Homemaker Respite-in-home Home Delivered Meals Congregate Meals Personal Care Chore Home Repair Legal Aide Health Promotion Services Adult Day/Alzheimer’s Respite CDO/ Waiver Services Resource Center Family Caregiver Programs Support Groups Veterans Directed Programs (July 1, 2012)




Pennyrile Area Development District Comprehensive Economic Development Strategy 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 53

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 three (3) coal counties in the Pennyrile are Muhlenberg, Hopkins and Crittenden counties. The majority of the coal produced from the region goes to fire electric power plants in eastern US. The regional coal resources have made a competitive advantage for coal fired power plants to be developed in the Pennyrile region. There is one major coal-fired power plant already in Muhlenberg County and a second is currently being constructed. The Tennessee Valley Authority (TVA) also has two hydro-power plants that produce electricity for the water hydro-power of Kentucky Lake and Lake Barkley dams in the region. 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. The market value of agricultural products sold in the Pennyrile region has been increasing over the last few years. The total market value of all agricultural commodities in the Pennyrile region was $448,701,000 in 2007 according to the Kentucky Department of Agricultural data. As indicated in Table 30, Change of the Total Market Value of Agricultural Products Sold by Counties in the Pennyrile Region 2002-2007, this was a 57 percent increase from the $285,701,000 total market value of all agricultural commodities sold in the Pennyrile in 2002.


As shown in Table 29 Christian County had the largest sales of agricultural products in the region in 2007 with $102,931,000 in total products. Of this total, crops were the largest segment with $45,818,000 and livestock accounted for $38,369,000. In four (4) of the nine (9) Pennyrile counties, livestock sales had a greater market value than crops, with poultry being a significant part of the livestock market in three (3) of these counties.


Table 29 2007 Value of Agricultural Sales by Commodity Group by Counties in the Pennyrile Region (in 000’s) Commodity Grains, oilseeds, dry beans, and peas Tobacco Cotton and cottonseed Vegetables, melons, potatoes, and sweet potatoes Fruits, tree nuts, and berries Nursery, greenhouse, floriculture, and sod Cut Christmas trees and short rotation woody crops Other crops and hay Poultry and eggs Cattle and calves Milk and other dairy products from cows Hogs and pigs Sheep, goats, and their products Horses, ponies, mules, burros, and donkeys Aquaculture Other animals and other animal products

Caldwell $13,109 $1,446

Christian $45,818 $15,215

Crittenden $6,747

Hopkins $24,184 $912

Livingston $4,642

Lyon $3,775 $1,199

Muhlenberg $11,392 (D)

Todd $28,096 (D)

Trigg $12,128 $4,763

$185 (D)

$1,085 (D)

$426 $92

(D) (D)

(D) $85



$683 (D)

$266 $21










(D) $998 $4 $4,253 $2,216 $670 $39

(D) $1,465 $9,662 $12,355 $12,547 $2,262 $78

$1,001 (D) $5,470 $375 (D) (D)

$588 $47,306 $2,686 $60 $505 (D)

(D) $659 $2,929 $4,210 $30 $5 $17

$222 $7 $1,363 (D) $4 $17

(D) $25,740 (D) (D) (D) $62

$836 $67,701 (D) $9,418 $6,022 $19

$337 $34 $7,873 $690 $161 $12



$87 (D) $8

$249 (D) $1



$51 (D)




$217 (D) (D)


(D) – Cannot be disclosed * Source –



Table 30 Change of the Total Market Value of Agricultural Products Sold by Counties in the Pennyrile Region: 2002-2007 Caldwell Total Market Value 2007 $23,271,000 2002 $17,945,000 % Change 30.0%










$103,001,000 $77,031,000 34.0%

$19,162,000 $12,268,000 56.0%

$77,199,000 $38,387,000 101.0%

$12,849,000 $11,310,000 14.0%

$6,668,000 $4,704,000 42.0%

$49,182,000 $41,806,000 18.0%

$130,409,000 $62,472,000 109.0%

$26,960,000 $19,995,000 35.0%

$448,701,000 $285,701,000 57.0%

Source – US Department of Agriculture, 2007 Census of Agriculture


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 almost 70 major companies in the Wood Industry in the Pennyrile Region employing nearly 1,000 people.

Table 31 Wood Industry in the Pennyrile Area 2008 County Number of Industries Number of Employees Caldwell 6 30 Christian 6 60 Crittenden 2 10 Hopkins 10 277 Livingston 3 5 Lyon 2 29 Muhlenberg 7 107 Todd 8 145 Trigg 8 155 Source – UK College of Agriculture – KY Forest Products Industry Div.




Pennyrile Area Development District Comprehensive Economic Development Strategy Action Plan

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 22 nd 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 workmaturity 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. 66

Strategies Continue to implement the Career Center concept using technology to interconnect 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. b. c. d. e. f. g. h. i.

Princeton/Caldwell County Industrial Park Christian County Industrial Parks Marion/Crittenden County Industrial Park Madisonville Industrial Park Lyon County Industrial Park Todd County Industrial Park (Elkton & Guthrie) Trigg County Industrial Park Muhlenberg Industrial Park Earlington (420 acre site)



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. b. c. d. e.

Cadiz Muhlenberg County Oak Grove Eddyville 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, and 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. b. c. d. e. f. g. h. i. j. k. l. m.

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

Caldwell County Water District Crittenden-Livingston Water District Christian County Water District North Hopkins Water District South Hopkins Water District Muhlenberg County Water District Logan-Todd Regional Water Commission Nebo Water District


i. j. k. l.

Ledbetter Water District Muhlenberg County Water District #3 Todd County Water District Barkley Lake Water District

Expand and/or upgrade water treatment systems, including but not limited to: a. Central City Water Department b. Crittenden/Livingston Water District c. 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. b. c. d. e. f. g. h. i. j. k. l. m. n. o. p. q. r. s. t. u.

Greenville Water Department Elkton Water Department Hanson Water Department Fredonia Water Department Crittenden/Livingston Water Department White Plains Water Department Smithland Water Department Guthrie Water Department Cadiz Water Department Barkley Lake Water District Eddyville Water Department Trenton Water Department Oak Grove Water Department Princeton Water Department Hopkinsville Water Environment Authority Marion Water Department Dawson Springs Water Department Madisonville Water Department Morton’s Gap Water Department Kuttawa Water Department 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, Hopkins 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. 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. Upgrade the water infrastructure supplying the Paradise Industrial Park

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 collection systems and/or treatment facilities, including, but not limited to: a. b. c. d. e. f. g. h. i. j. k. l. m. n. o. p. q. r. s. t. u. v.

Marion Oak Grove Hopkinsville Madisonville Central City Earlington Smithland White Plains Greenville Guthrie Eddyville Hanson Cadiz Elkton Dawson Springs Mortons Gap Nortonville St. Charles Bremen Beechmont Drakesboro 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 Create an interconnection between Smithland wastewater plant and the Ledbetter plant. 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 Corporation recycling program in Lyon County. 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 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.


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 . 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 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.

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!

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 devise 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.




Pennyrile Area Development District Comprehensive Economic Development Strategy Strategic Projects

Project List Potential EDA Funded Projects 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 Natural Gas upgrades for Southern Christian County Utility Improvements to existing industrial parks Enhance broadband availability in Christian County through construction of fiber optic infrastructure Sewer for Oak Grove Village Crittenden Infrastructure improvements to Industrial Park North Natural Resource exploration and development 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 Sewer infrastructure improvements to increase on the north side of Madisonville


Livingston Infrastructure improvements to Industrial property along I-24 Development of River industry Sewer infrastructure improvements to increase capacity on the north side on Madisonville. 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 Construct new manufacturing plant as part of the Muhlenberg County Opportunity Center Water infrastructure improvement to serve Gourmet Foods and the Muhlenberg County hospital Develop riverport along the Green River 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 Provide support for the development of the Hemlock Semiconductor Plant in Montgomery County, Tennessee, and related business development 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




Pennyrile Area Development District Comprehensive Economic Development Strategy 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 2012 CEDS.


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