COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY
2017 CEDS
177 Graham Avenue Bowling Green, KY 42101 December 2017
ALLEN – BARREN – BUTLER – EDMONSON – HART LOGAN – METCALFE – MONROE – SIMPSON - WARREN
TABLE OF CONTENTS
I. Executive Summary……………………………………………………………….……………………….…..….…..4 II. Summary Background.………………………………………………………………….……………….……...……7 III. SWOT Analaysis…………………………………………………………………………………………………….…….9 Economic Background of the Region………………………………..…………………………….…....…..11 . Population…………………………………………………………………………………….…..……….…..…..12 . Population Composition……………………………………………………………………..…….....…….16 . Economy & Workforce………………………………………………………………………………...….….19 . Tourism……………………………………………………………………………………………………………....26 . Education…………………………………………………………………….…………….……………….……...29 . Agriculture…………………………………………………………………….…………………………….………32 . Industrial Infrastructure……………………………………….…………………….……………………….33 . Broadband…………………………………………………………………………………….…….………………37 . Transportation……………………………………………………………………………………..……………..39 . Infrastructure……………………………………………………………………………….………….………….46 . Economic Resilience………………………………………………………………………………...... ………47 . Natural Disaster Resilience………………………………………………………………………………….49 . Identification of Other Plans and Strategies…………………………….………………………....53 . Integration of State’s Economic Priorities……………………………………………………………56 . Economic Cluster Analysis……………………………………………………………………………………57 IV. Goals/Action Plan………………………………………………………………………………………………………59 V. Evaluation/Performance Measures……………………………………………………………………………70 VI. Strategic Projects………………………………………………………………………………..…………………….71 . Community and Economic Development Projects……………………………………………….72 . Broadband…………………………………………………………………………………………………………..73 . Transportation………………………………………………………………………………………..…………..74 . Sewer…………………………………………………………………………………………………………………..76 . Water Projects……………………………………………………………………………..……………………..79 . Hazard Mitigation………………………………………………………………………………………………..82 VII. Appendices………………………………………………………………………………………………………………..95 . Appendix 1 BRADD Population Trends…………………………………………………………………96 . Appendix 2: Existing Industries in the BRADD Region…………………………………………..97 . Authorizing Resolution………………………………………………………………………………………104
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CHAPTER 1
EXECUTIVE SUMMARY
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EXECUTIVE SUMMARY
The Area Development District concept was originated in Kentucky in 1961 with the establishment throughout the state of what were called Area Development Councils. These became the basis for Kentucky recommendations to place the Area Development authorization in a number of Federal acts, including the Appalachian Regional Development Act and the Public Works and Economic Development Act, of District was 284,195, which represented a 1965. 14.6% growth over the 2000 population of 255,225. The 2016 Population Estimate for the The local-state-federal partnership was fully BRADD area is 299,024, which is a 5.22% realized in the federal acts, which then made increase in population from the 2010 Census. federal designation and funds available for the final establishment of the fifteen Area Females comprised 51.0% of the population in Development Districts, or ADDs, in 1968. By 2010, as compared to 51.2% in 2000. The executive order of the Governor, all state estimates for 2016 reveal that females agencies were directed to work consistently comprised 51.0% of the population. The with the fifteen areas in local area approaches proportion of the gender ratio of the BRADD to programs. region has remained constant throughout the past two decades. The Barren River Area Development District was incorporated in this final system of Districts African Americans comprise the largest racial in June, 1968, and funded as an Economic minority within the BRADD region. In 2010, Development District under 301B of Title III of African Americans comprised 7.7% of the the Public Works and Economic Development population, as compared to 6% in 2000. The Act of 1965. In 1972, the Kentucky General estimates for 2016 reveal that African Assembly provided state statutory Americans comprise 8.1% of the total authorization for the fifteen ADDs with population. Based on these figures it appears enactment of Kentucky Revised Statutes that the BRADD region is experiencing a steady 147A.050. growth of its minority population.
The Barren River Area Development District As with the rest of the nation and Kentucky the (BRADD) is a ten-county region located in south population is getting older. The median age for central Kentucky consisting of Allen, Barren, the region in 2010 was 39.5 years as compared Butler, Edmonson, Hart, Logan, Metcalfe, to 36.7 years in 2000. 2016 estimates indicate Monroe, Simpson, and Warren Counties and 25 that the median age has risen to 40.7. incorporated cities. The 2010 population of the
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The BRADD civilian labor force has increased in Western Green River plains to over 800 feet in size from its 2015 level of 132,409 to 134,889 in the eastern hills of Metcalfe and Monroe 2016, a 1.8% increase. Unemployment in the Counties. region has decreased slightly from an annual rate of 5% in 2015 to 4.1% in 2016. According to 2015 estimates the largest number of employees in the Barren River Area Located approximately 60 miles north of were employed in the following three sectors: Nashville, the area is situated with excellent manufacturing; education services and access to markets and suppliers, which is healthcare; and public administration. enhanced by a national transportation network consisting of Interstate 65, the Louie B. Nunn Currently, the major industrial employers in the and Natcher Parkways and CSX railroad running region are the automotive; plastics; metals; through the District. Bowling Green, the largest food; and logistics, warehousing and city in the region, is the location of the Western distribution sectors. Agriculture continues to be Kentucky University and the Kentucky a major component of the economy of the Advanced Technology Center, highly regarded region with many counties ranking at the top of training and education facilities. production in the state for beef cows, cattle and calves, burley tobacco, hay and alfalfa, milk The BRADD consists of approximately 4,000 production, soybeans, grains and hog and pigs. square miles of flat to hilly terrain in the Tourism, with the location of Mammoth Cave Pennyroyal region of the Mississippi Plateau in National Park, Barren River Reservoir State south central Kentucky. Forty percent of the Park, Nolin Reservoir State Park, and numerous area has a karst topography, which has other natural and man-made attractions, endowed the region with man spectacular continues to be a key and growing economic grottoes, sinkholes, and caverns, including sector. Since 2013, travel expenditures in the Mammoth Cave National Park in Barren, region have experienced an annual growth rate Edmonson, and Hart Counties, considered the of 6.6%. Travel expenditures increased from longest cave in the world. The other 60% varies $370 million in 2013 to $395 million in 2014 from gently rolling loess deposited soil and $423 million in 2015 to $451 million in material, to steep residuum material. The 2016. Barren River and Green River drain the area and there are two large flood control/recreation lakes in the region, Barren River Lake and Nolin River Reservoir. All but a small portion of the District is located in the Green River watershed. Elevations range from under 400 feet above sea level along the
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Chapter 2 SUMMARY BACKGROUND
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SUMMARY BACKGROUND
Organization and Management
The Barren River Area Development District In addition to the input of the community, staff (BRADD) is a ten-county region containing 25 utilized the work of the following councils of municipalities located in south central the BRADD Board of Directors to provide Kentucky. The 2010 population of the District is guidance in the development of the Plan: 283,925, which represented a 14.6% growth Area Agency on Aging Council over the 2000 population of 255,225. The 2016 Regional Transportation Council Population Estimate for the BRADD area is Water Management Council 299,024, which is a 5% increase in population Mammoth Cave Biosphere Reserve from the 2010 Census. Council The process began with the review of Based upon review of current the data and background information describing the region. information, the document was updated and The BRADD staff undertook the coordination, presented by staff to the BRADD Executive collection of information and writing of the Council with recommendation of approval to Update. Information consisting of maps, the BRADD Board to adopt the CEDS update. graphs, data and narrative was reviewed and The draft CEDS was made available for public updated where needed. Existing plans of other review by posting on the BRADD web site. The agencies and communities were reviewed for BRADD Board considered the update at its information, problem identification, and goal December 20, 2017 meeting. statements that could be used in the development of the Update.
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CH APTER 3 SWOT ANALYSIS
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STRENGTHS:
Tourism Manufacturing & Industry Strong transportation network I-65 corridor Education Community services Availability of land and industrial parks
Availability of healthcare Public parks
WEAKNESSES: Not enough skilled labor workforce Lack of jobs for advanced degree
holders Lack of rental housing Aging population Public transportation Affordable housing
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OPPRTUNITIES
Broadband availability Outdoor recreation
THREATS Poor health Lack of employment opportunities for college graduates
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ECONOMIC BACKGROUND OF THE REGION
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POPULATION
The economy of the Barren Area Development District (BRADD) has experienced tremendous growth over the past several decades. When compared to the State and other Area Development Districts (ADDs), the BRADD has excelled in the areas of employment, development, and agricultural production. Continued, sustainable economic development will rely on the region’s leaders capitalizing on the strengths of the BRADD’s economy. The following section presents a multi-faceted analysis of the strengths and weaknesses of the regional economy in order to better inform plans for future development.
Population The population of the BRADD has experienced significant growth over the past 50 years: from 1960 to 2010, the population increased by 66% (Figure 1.1 and 1.2). In the last 10 years alone, the population of the region has increased by 11%, thus surpassing the State rate of 7.4% and the National rate of 9.7%. Projections demonstrate continued population expansion in the region. Population projections from the Kentucky State Data Center estimate a 26.7% rate of growth by 2040, which indicates that BRADD will have the second highest growth rate of all 15 ADDs in Kentucky. This is promising for the economic outlook of the region because it signals a growing local workforce. Figure 1.1 BRADD Total Population 1960-2016 350,000 299,024 284,195 300,000 255,225 250,000 217,041 221,719 185,827 200,000 170,463 150,000
100,000
50,000
0 1960 1970 1980 1990 2000 2010 2016
Source: Kentucky State Data center, “Decennial Census Total Population, 2011.”
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Figure 1.2
BRADD County Population Trends: 1960-2010 120,000
100,000
80,000
60,000
40,000
20,000
0 Edmonson Metcalfe Simpson Allen Co. Barren Co. Hart Co. Logan Co. Monroe Co. Warren Co. Co. Co. Co. 1960 12,269 28,303 9,586 14,119 20,896 8,367 11,799 11,548 45,491 1970 12,598 28,677 9,723 13,980 21,793 8,177 11,642 13,054 57,432 1980 14,128 34,009 11,064 15,402 24,138 9,484 12,353 14,673 71,828 1990 14,628 34,001 11,245 14,890 24,416 8,963 11,401 15,145 77,720 2000 17,800 38,033 13,010 17,445 26,573 10,037 11,756 16,405 92,522 2010 19,956 42,173 12,690 18,199 26,835 10,099 10,963 17,327 113,792
1960 1970 1980 1990 2000 2010
Source: Kentucky State Data center, “Decennial Census Total Population, 2011”
The Barren River Area Development’s total Bowling Green estimated population for 2016 is 299,024 which Population: 65,234* is a 5.2% increase over the 2010 Census population. The ADDs three most populous Glasgow cities are expected to retain the largest growth Population: 14,594* rate for the region: Franklin
Population: 8,823*
*Figures are based on Kentucky State Data center, “Total Population (2010-2016), sorted by county then city,” Updated May 25, 2017.
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Population growth for the BRADD counties is illustrated in Figure 1.2. Warren County has undergone tremendous growth in the past 50 years. Between 1960 and 2010, Warren County experienced a growth rate of 150% which more than doubled the total population in the county (Figure 1.2). All counties within the region experienced some growth during the 50-year period except for Monroe County, which lost 7% of its population. However, the 50- year growth rates of Allen, Barren, Edmonson, Simpson, and Warren County are exceptionally higher than that of the state.
BRADD City and County Population Trends 2010-2016
Since the 2010 Census, many counties within the region lagged behind the state in terms of growth. Of the 10 BRADD counties, half (Allen, Barren, Hart, Simpson, and Warren County) experienced rates that exceeded the state rate of 2.2%. In fact, Edmonson, Logan, Metcalfe, and Monroe County experienced declining populations over the last six years. Of the 25 incorporated cities in the BRADD region, only have six have experienced diminishing populations near a rate of 3-5%. Fourteen cities within the BRADD (Adairville, Bonnieville, Bowling Green, Cave City, Franklin, Horse Cave, Morgantown, Munfordville, Oakland, Park City, Plum Springs, Scottsville, Smiths Grove, and Woodburn) exceeded the state rate of growth of 2.2%. Further, five cities (Bowling Green, Cave City, Plum Springs, Smiths Grove, and Woodburn, exceeded the BRADD region rate of growth of 5.2%. These figures represent a major improvement from the 2000-2010 figures published in the 2012 BRADD CEDS.
Figure 1.3 Percent Change in Population from 1960-2016 for BRADD counties, BRADD, KY, and the U.S. 200.0 176.0
150.0
100.0 87.5 80.1 68.2
Percent (%)Percent 55.4 56.6 46.0 50.0 34.0 37.6 31.9 27.3 19.7 -10.3 0.0
-50.0
Source: Kentucky State Data Center, “Decennial Census Total Population, 2011;”Kentucky State Data Center, “Total Population (2010-2016), sorted by county then city.”
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Population Projections 2016 – 2040 Population projections for the BRADD appear positive throughout the next 40 years. By 2040, the BRADD will have the second highest growth rate (37.4%) out of all the ADDs. Figure 1.4 displays the projected population outlooks for all 10 counties, the BRADD, and Kentucky. While the BRADD significantly exceeds the state growth rate of 23.3%, half of the counties within the district are projected to experience population declines. However, the BRADD’s growth can be attributed to sizable growth in Allen (35.3%), Barren (32.5%), and Warren County (79.7%).
Figure 1.4 BRADD Population Projections 400,000
350,000
300,000
250,000
200,000
150,000
100,000
50,000
0 2010 2016 2020 2025 2030 2035 2040 Population 284,195 299,024 308,284 321,091 334,069 347,077 359,989
Source: Kentucky State Data Center, “Projections of Population and Households, Vintage 2016;” ”Kentucky State Data Center, “Total Population (2010-2016), sorted by county then city.”
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POPULATION COMPOSITION
Age Figure 2 displays the median ages for the BRADD, Kentucky, and the United States. Throughout the entire country, population composition continues to increase in age, and the BRADD is of no exception to this trend. In fact, the BRADD median age has exceeded the state and national median for each census and it continues to do so for the 2016 estimates. In 2000 the median age for the BRADD region was 36.7 and over the last sixteen years that number has increased to 40.7. The county with the highest median age of 43.5 is Metcalfe and the county with the lowest median age of 32.9 is Warren. The median age for the BRADD is 40.7 as compared to the state at 38.6.
Figure 2
Median Age Trends of BRADD, Kentucky, U.S.: 2000 - 2016 42 41 40.7 40 39.54 39 38.6 38 38.1 37.7 37 37.2 36.7 36 36 35.5 35 34 33 32 2000 2010 2016
BRADD KY U.S.
Source: United States Census Bureau FactFinder, “Community Facts,” 2017. https://factfinder.census.gov/faces/nav/jsf/pages/community_facts.xhtml
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Racial Characteristics The racial composition of the BRADD mirrors Kentucky with a few exceptions; however, the region seems to be lacking racial diversity in comparison to a national standard, which is exhibited in Figure 3. The population is predominately white with 92.44% of the total. The largest non-white segment is African American with 4.31% of the total. While the U.S. has seen a significant increase in the Hispanic population within the last fifty years (16% increase), Kentucky and the BRADD region have yet to experience these substantial influxes. In fact, Hispanic is the fastest growing racial minority in the United States. Furthermore, a review of BRADD’s changing racial composition spanning over the last 50 years reveals little has changed regarding racial diversity.
The county with the most population diversity is Warren where only 82.10% of the population is identifies as white, while Allen County is the least racially diverse county in the region with 96.50% of the population considered white. Simpson County has the largest percentage of Black or African Americans at 10.20%, while Warren County has the largest Hispanic or Latino population at 5% and Asian at 3.20%. Figure 3
Racial Composition of the BRADD, KY, and U.S., 2016 100.00% 92.44% 90.00% 87.50%
80.00% 73.30% 70.00%
60.00%
50.00%
40.00%
Percent Population of Percent 30.00%
20.00% 17.30% 12.60% 7.90% 10.00% 4.31% 5.20% 3.30% 1.30%0.53% 2.54% 0.00% Black or African White Asian Hispanic or Latino American U.S. 73.30% 12.60% 5.20% 17.30% KY 87.50% 7.90% 1.30% 3.30% BRADD 92.44% 4.31% 0.53% 2.54%
Source: United States Census Bureau FactFinder, “Community Facts,” 2017. https://factfinder.census.gov/faces/nav/jsf/pages/community_facts.xhtml
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Gender Characteristics Females comprised 50.88% of the total BRADD population during 2016 as compared to 50.94 in 2010. The Kentucky rate mirrors that of the United States; however, the BRADD region has a smaller gender gap than KY and the U.S. The county with the biggest gender gap is Barren where males comprise 48.7% of the population and females comprise 51.3% of the total population. Butler County is the only county in the region where males comprise a greater percentage of the total population than females at 50.2% Figure 4
% Total Population in 2016 51.5 51 50.5 50 49.5 49 48.5 48 47.5 47
Male Female
Source: United States Census Bureau FactFinder, “Community Facts,” 2017. https://factfinder.census.gov/faces/nav/jsf/pages/community_facts.xhtml
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ECONOMYEconomy & and WORKFORCE Workforce
Employment
The unemployment rate in the BRADD has seen tremendous improvement over the last two years as the nation, and the region, recovers from the effects of the economic recession. The figure below displays the annual unemployment rate of the BRADD in comparison to the state and national rate from 2010 to 2017. The unemployment rate of the BRADD mirror the United States and it is far lower than that of the state of Kentucky. Figures for 2016 indicate that the BRADD had an unemployment rate of 4%, lower than KY at 5% and the United States at 4.7%. The steady rate of decline for the unemployment rate indicates a promising future for BRADD’s workforce Figure 5
Unemployment Rate, 2010-2017 12.00%
10.00%
8.00%
6.00%
4.00%
2.00%
0.00% 2010 2011 2012 2013 2014 2015 2016 2017 US 5.10% 5.60% 6.00% 6.20% 5.80% 5.20% 4.70% 4.10% KY 10.20% 9.40% 8.20% 8.10% 6.40% 5.30% 5.00% 5.00% BRADD 5.15% 5.64% 5.60% 5.77% 5% 4.59% 4% 4.12%
US KY BRADD
Source: United States Census Bureau FactFinder, “Community Facts,” 2017. https://factfinder.census.gov/faces/nav/jsf/pages/community_facts.xhtml
Income
Per Capita Income Per capita income is a useful tool to gauge economic strength and weakness. Per capita income is a measure of the amount of money earned per person in a certain area, such as a city, region, or country. Per capita income is used as a means of evaluating the living conditions and quality of life in a given area. It is calculated by counting each man, woman and child as a member of the population and BRADD 2017 Comprehensive Economic Development Strategy 19
then taking the overall income of a population divided by the number of people included in the population. Figure 6.1 displays the per capita income for the region, state, and nation for 2000 and 2016. During this period the BRADD region, the state of Kentucky and the nation saw an increase in per capita income. In this six year period, the BRADD region saw a 10.5% increase in per capita income, higher than the state (10.2%) and the U.S. (9.1%); however, the region still falls short of the state and national average. The county with the highest per capita income for 2016 is Warren at $24,060 and the county with the lowest per capita income is Metcalfe at $18,141. The county with the largest increase of per capita income is Monroe with a 28.6% increase and the county with the smallest increase of per capita income is Barren at 0.3%. Figure 6.1 Per Capita Income 35,000 29,829 30,000 27,334 24,802 25,000 22,515 20,477 20,000 18,533
15,000 Income ($) Income 10,000
5,000
0 2010 2016
United States Kentucky BRADD
Source: United States Census Bureau FactFinder, “Community Facts,” 2017. https://factfinder.census.gov/faces/nav/jsf/pages/community_facts.xhtml
Median Household Income Income is a tool to measure the overall strength of an economy. One income measure is the median household income. The median household income includes income of the householder and all other people 15 years and older in the household, whether or not they are related to the householder. Figure 6.2 displays the median household income for the BRADD region, Kentucky, and the U.S. for 2010 and 2016. The BRADD experienced a 9.8% rise in median household income from 2010 to 2016, while Kentucky only saw a 7.8% increase and the United States witnessed a 6.6% increase in median household income. Despite the higher rate of change, the BRADD still lags behind the state and nation in median household income. All of the counties in the BRADD region experienced an increase in median household income, except for Metcalfe, which saw a 2.7% decrease. The county with the highest median household income is Warren at $46,929 and the county with the lowest is Metcalfe at
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$33,788. The county with the largest percent change for 2016 is Monroe, which saw a 20% increase in median household income from $28,439 to $34,120. Figure 6.2 Median Household Income 60,000 51,914 55,322 50,000 44,811 41,576 39,221 40,000 35,720 30,000
Income ($) Income 20,000
10,000
0 2010 2016
United States Kentucky BRADD
Source: United States Census Bureau FactFinder, “Community Facts,” 2017. https://factfinder.census.gov/faces/nav/jsf/pages/community_facts.xhtml
Poverty The U.S. Census Bureau collects data and publishes estimates on income and poverty. These figures are useful for evaluating economic trends as well as to understand their impact on the wellbeing of households, families, and individuals. Figure 7 displays the percent of individuals in poverty in 2010 and 2016 in the BRADD region. The data indicates that while the overall percentage of individual in poverty in the BRADD region has decreased from 20.58% in 2010 to 19.93% in 2016, the region continues to fall behind the state and nation. Poverty rates for the BRADD region illustrate the income disparity of the region when compared to the state of Kentucky or the United States. The county with the lowest poverty rate is Simpson at 15.10% and the counties with the highest poverty rate is Monroe at 23.20% and Metcalfe at 22.70%.
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Figure 7 Percent of Individuals in Poverty, 2010 and 2016 25.00%
20.58% 19.93% 20.00% 18.90% 18.20% 15.30% 15.00% 14%
10.00%
5.00%
0.00% 2010 2016
U.S. KY BRADD
Source: United States Census Bureau, “Small Area Income and Poverty Estimates,” 2017.
Employment by Industry
In 2016, the BRADD region had 113,586 employed civilians age 16 and above. The largest portion of these employees were employed in the following top 3 industries: Services; Manufacturing; Utilities, Trade, and Transportation. These sectors employed more than 76% of the BRADD’s workforce. The next largest employer in the region employing 14.6% is state and local government. These numbers differ drastically from 2010 where the BRADD region had 124,614 employed civilians age 16 and above and the largest portions of these were employed in the Education Services and Health Care Sector along with Manufacturing. Figure 9 displays the 2016 employment by industry figures.
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Figure 8 BRADD Employment by Industry, 2016 45,000 40,717 40,000 35,000 30,000 24,784 25,000 21,542 20,000 16,598 15,000 10,000 4,315 3,869 5,000 97 1,004 548 0
Source: Kentucky Center for Education & Workforce Statistics, 2016.
Work Ready Communities
Communities in Kentucky are demonstrating the quality of their workforce through the state’s Work Ready Communities programs; arguably the most rigorous workforce certification program in the nation. According to Think Kentucky, nearly half of the state’s communities are already certified as either Work Ready or Work Ready in Progress. The Work Ready Communities program requires communities to meet criteria in six key areas that are critical to producing a productive workforce. The criteria includes high school graduation rates, National Carrier Readiness Certificate holders, community commitment, educational attainment, soft skills, and Internet availability. Currently, Warren County is the only Certified Work Ready Community in the BRADD region; however, Logan, Allen, Barren, Hart, and Monroe are Certified Work Ready in Progress, and Butler and Simpson have submitted a Letter of intent. Two counties, Edmonson and Metcalfe, are in the formative stages of the Certified Work Ready Communities program. Figure 9 is a map of the Certified Work Ready Counties in Kentucky.
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Figure 9
Source: Think Kentucky, Cabinet for Economic Development, “Work Ready Communities,” 2017, http://workready.ky.gov/Certified/CountyMap.aspx.
Workforce
The civilian labor force is the sum of both employed and unemployed persons sixteen years of age and older, excluding armed forces personnel and persons in penal and mental institutions, sanitariums, and home for the aged, infirmed, or needy. Persons classified as not in the labor force include persons retired, those engaged in their own housework, those not working while attending school, those unable to work because of long-term illness, those discouraged from seeking work because of personal or job market factors, and those who are voluntarily idle. Table 1 includes labor force, employment and unemployment data for the BRADD from 2010 to 2016. Even though the civilian labor force has decreased between 2010 and 2016, the percentage of unemployed individuals relative to the size of the labor force has shrunk, which is reflected in the unemployment rate.
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Table 1 BRADD Civilian Labor Force, 2010-2016 Civilian Labor Year Area Title Employment Unemployment Unemployment Rate Force 2016 BRADD 134,787 129,054 5,733 4.3% 2015 BRADD 131,247 124,873 6,374 4.9% 2014 BRADD 133,671 125,709 7,962 6.0% 2013 BRADD 137,661 127,412 10,249 7.4% 2012 BRADD 137,776 127,283 10,493 7.6% 2011 BRADD 137,237 124,507 12,730 9.3% 2010 BRADD 136,563 122,228 14,335 10.5% Source: Bureau of Economic Analysis, 2017.
Figure 10 BRADD Civilian Labor Force, 2010-2016 140,000
138,000
136,000
134,000
132,000
130,000 Civilian Force Labor Civilian
128,000
126,000 2010 2011 2012 2013 2014 2015 2016 Civilian Labor Force 136,563 137,237 137,776 137,661 133,671 131,247 134,787
Source: Bureau of Economic Analysis, 2017.
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TOURISM
Tourism remains a major contributor to the BRADD’s economy, with over $700 million in expenditures during 2016. The figure below represents the total travel expenditures in the region by county for the period of 2014 through 2016. During the last two-year period, direct and total expenditures have increased by 12.43 %. The annual growth rate has remained steady around 6.2%. Tourism employment totaled 10,824 in the region during 2016 which is 4.5% higher than 2015 employment of 10,340. Table 2 details the change in direct and total expenditures in each county and the region from 2014 to 2016. Growth in this sector indicates that tourism will continue to be a driving force of the regional economy into the future. Table 2
2014 Direct 2014 Total 2015 Direct 2015 Total 2016 Direct 2016 Total County Expenditures Expenditures Expenditures Expenditures Expenditures Expenditures Allen 8,420,367 13,326,817 8,863,574 13,933,538 9,343,093 14,687,342 Barren 75,223,215 118,250,894 85,018,240 133,648,673 91,742,632 144,219,418 Butler 3,434,489 5,399,017 3,489,440 5,485,400 3,684,849 5,792,583 Edmonson 3,650,556 5,738,674 3,738,170 5,876,403 3,988,291 6,269,593 Hart 14,167,703 22,271,629 15,074,436 23,697,013 17,237,580 27,097,476 Logan 15,472,853 24,323,325 15,859,674 24,931,408 17,784,928 27,957,907 Metcalfe 3,172,383 4,986,986 3,166,039 4,977,013 3,324,530 5,226,161 Monroe 3,695,796 5,809,791 3,762,321 5,914,369 4,451,904 6,998,393 Simpson 21,084,043 33,144,116 21,231,632 33,376,126 22,514,659 35,393,044 Warren 246,777,881 387,934,829 262,965,256 413,381,382 277,133,824 435,654,371 BRADD 395,099,286 621,096,078 423,168,782 665,221,325 451,206,290 709,296,288 Source: Kentucky Tourism, Arts, and Heritage Cabinet, “Economic Impact of Kentucky’s Travel and Tourism Industry – 2015 and 2016,” 2017.
The region offers a variety of attractions to both tourists and residents, including Mammoth Cave, the largest cave in the State and the National Corvette Museum. The region is capitalizing on the natural resources available in its area in order to boost its economy, but also to provide opportunities for a healthier lifestyle through the promotion of outdoor recreational activities. I-65 provides excellent access to the region’s attractions, which can be viewed at the following website: www.kentuckytourism.com. In an interview with the Lane Report, Hank Phillips, president and CEO of the Kentucky Travel Industry Association, described the tourism industry as an economic driver for Kentucky. Phillips pointed to other keystone industries for the State, including coal, agriculture, and automotive, and noted that tourism has one of the largest impacts on the economy. Tourism is a larger industry than both coal
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and agriculture and is competitive with the automotive industry in terms of total revenue it brings into the State—in 2015 the auto industry had a gross state product of $14.3 billion. Tourism should continue to drive the State’s economy by bringing in out-of-state and in-state revenue, generating tax revenue for local governments, and creating jobs. In 2013, the Outdoor Industry Association (OIA) completed an assessment of Kentucky’s outdoor recreation economy. The report found that, in Kentucky, outdoor recreation generates $8.4 billion in consumer spending, $105,000 in direct Kentucky jobs, $2.5 billion in wages and salaries, and $552 million in state and local tax revenue. The assessment revealed that, nationally, outdoor recreation is an “overlooked economic giant” as it was the third largest industry in annual consumer spending behind pharmaceuticals and motor vehicles and parts. The OIA concluded that “preserving access to outdoor recreation protects the economy, the businesses, the communities and the people who depend on the ability to play outside.”
International Significance of Mammoth Cave The cultural and natural resources protected within Mammoth Cave National Park are national treasures. In recognition of these world-class resources, the park has received two international designations— Mammoth Cave National Park is both a United Nations Educational, Scientific and Cultural Organization (UNESCO) World Heritage Site and the core of an International Biosphere Reserve, primarily due to its globally significant karst resources. In 1981, UNESCO designated Mammoth Cave as a World Heritage Site. In 1990, the Mammoth Cave Area International Biosphere Reserve was designated to include all park acreage along with portions of six counties that total 909,328 acres. The outer transition zone of the Mammoth Cave Area Biosphere Reserve includes the Green River in Hart, Edmonson, Butler, and Warren Counties.
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Attractions and Recreational Opportunities The Green River is located in an area that is blessed with many natural and man-made attractions. In addition to Mammoth Cave, within the Green River Basin are located four US Corps of Engineers lakes, which are popular with recreational boaters and also provide amenities for hiking, camping, fishing and other recreational opportunities. State Parks are located at all four lakes, two of which are resort parks, which provide lodging, campgrounds and restaurants, in addition to a greater variety of recreational amenities. However, the lakes are owned and administered by the USACE and are not state parks. The BRADD region is currently working on national water trail designation status for the Green River. The Green River is a tributary of the Ohio River and is the most biologically diverse branch of the Ohio River system. The largest river basin within Kentucky, the Green drains an area over 9,200 square miles in size as it meanders from east to west for over 300 miles through south central Kentucky. The area also has numerous bicycle routes that are near the proposed blueways water trail.
Trail Towns There has been active solicitation of the Trail Town designation by many of the communities along the Green River. The Kentucky Trail Town Program is an official tourism development designation obtained by application through the Office for Adventure Tourism. There is one Kentucky Certified Trail Towns designated city in the BRADD region which is Munfordville in Hart County. However, six additional communities are in the process of seeking designation. Recent applications have included Horse Cave/Cave City (Hart/Barren), Park City (Barren), Brownsville (Edmonson), Morgantown (Butler), and Rochester (Butler). According to the Kentucky Trail Town Guide for Communities “A Trail Town is a destination along a long-distance trail or adjacent to an extensive trail system. Whether the trail is a hiking trail, water trail, or rail trail, users can venture from the path to explore the unique scenery, commerce and heritage that each trail town has to offer. It is a safe place where both residents of the town and trail users can walk or drive to find the goods and services they need.” The summary criteria to receive designation from the state are: o Close proximity to a national or state park, forest or recreation area and near trail systems, including water trails; o Integration of cultural, historical ad agricultural elements into the overall experience; and o Intent to be part of the Cross Kentucky Trail system
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EDUCATION
Primary and Secondary Schools Enrollment data for public primary and secondary schools provides critical information for both public administrations and school personnel to understand trends in regional demographics and education. Table 3 demonstrates growth trends in BRADD area schools. From 2015 to 2016, total enrollment in the BRADD region decreased by 2.2% from 46,811 in 2015 to 45,788 in 2016. Although, the region has experienced a decrease, enrollment has remained steady over the last six years.
Table 3 BRADD Public School Enrollment Figures, 2010-2016 Location 2010 2011 2012 2013 2014 2015 2016 Est. Allen Co. 3,028 3,075 2,989 2,972 3,046 3,050 2,976 Barren Co. 4,694 4,837 4,884 4,980 4,890 4,989 4,607 Caverna Ind. 757 765 767 750 747 757 659 Glasgow Ind. 1,974 2,012 1,969 2,061 2,170 2,254 2,245 Butler Co. 2,097 2,152 2,157 2,225 2,202 2,178 2,189 Edmonson Co. 2,082 2,111 2,025 1,988 2,020 1,947 1,867 Hart Co. 2,322 2,330 2,375 2,375 2,308 2,299 2,319 Logan Co. 3,612 3,514 3,572 3,543 3,504 3,547 3,470 Metcalfe Co. 1,716 1,598 1,584 1,558 1,595 1,578 1,581 Monroe Co. 1,964 1,879 1,892 1,890 1,855 1,828 1,791 Simpson Co. 3,073 3,072 2,995 2,999 3,011 3,038 2,913 Warren Co. 13,568 14,052 14,347 14,497 14,858 15,116 15,040 Bowling Green Ind. 4,003 4,837 4,884 4,980 4,158 4,230 4,131 BRADD 44,890 46,234 46,440 46,818 46,364 46,811 45,788 Source: Kids Count Data Center, 2017.
Figure 11.1 displays the total percent of population high school graduate or higher. From 2010 to 2016, the percentage of high school graduates has increased by nearly 4%. However, when compared to the state and national rate, the BRADD percentage is 5.7% lower than that of the state at 84.6% and 8% lower than the national rate at 87%. The county with the highest percentage of high school graduates was Warren with 88.1%, higher than the national average, and the county with the lowest percentage of high school graduates was Hart at 74.6%.
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Figure 11.1
Percent of Population High School Graduate or Higher, 2010 and 2016 100.00% 90.00% 80.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00%
2010 2016
Source: U.S. Census Bureau, Community Fact Finder, 2017.
Figure 11.2 displays the total percent of population college graduate or higher. From 2010 to 2016, the percentage of college graduates has increased by nearly 3%. However, when compared to the state and national rate, the BRADD percentage is 8% lower than that of the state at 22.7% and 15% lower than the national rate at 30.3%. The county with the highest percentage of college graduates in 2016 was Warren at 31.60, higher than the national average, and the county with the lowest was Butler with only 10.4%. Figure 11.2
Percent of Population College Graduate or Higher 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00%
2010 2016
Source: U.S. Census Bureau, Community Fact Finder, 2017.
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Post-Secondary Education
The BRADD is home to several strong post-secondary institutions that provide numerous benefits and services to the region. This higher education network is a vital resource for this area by providing a talented local pool of workers from which regional employers can recruit. Western Kentucky University and South Central Kentucky Community and Technical College (SKCTC) campuses located in the BRADD can grow the regional economy by attracting and retaining highly skilled workers.
Western Kentucky University has two campuses located in the BRADD: the main campus and community college located in Bowling Green and the Glasgow Regional Center WKU Campus located in Glasgow. WKU offers certificate programs, associate degrees, four-year bachelor degree programs, and graduate studies. Total student enrollment at WKU for fall 2016 was 20,277 at all WKU campuses. Of that figure, 17,601 were undergraduate and 2,676 were graduate students. These figures represent a total enrollment increase by 4.0, however, WKU saw an 11.1% decrease in graduate student enrollment. From 1998 to 2012, WKU experienced 14 consecutive years of growth in enrollment with a decline beginning in 2013 and continuing into 2014. However, WKU is aggressively pursuing policies to reverse this trend by focusing on recruitment and retention efforts.
The BRADD is home to six campuses of the SKCTC network. Students of SKCTC are offered a variety of technical curriculums providing degrees in relevant fields of study to the residents of the region. SKCTC has demonstrated proven results by creating graduates who are well-versed in their technical fields and knowledgeable about the demands of area employers. SKCTC has also seen a slight decline in fall enrollment. From 2010 to 2014, enrollment at SKCTC has fallen from 5,186 to 4,115. Despite a decrease in enrollment, SKCTC has seen increases in the number of credentials awarded. From 2013- 2014 there was a 36.32% increase in credentials awarded with the largest increase in number of associates degrees awarded with a 63.3% increase.
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AGRICULTURE
The BRADD region maintains a strong agriculture economy. The region is diverse in its agricultural production, due to the varying terrains throughout the region. The lower elevations in the southwestern portion of the region tend to be high in crop production whereas the high elevation eastern portion have higher livestock production. According to the 2012 USDA Agriculture Census, the Barren River region has an average of 1,071 farms per county with an average size of 185 acres compared to the state average of 642 farms per county and 164 acres per farm. Over the last five years the average size of farms in the BRADD region has increased by 7.6%% while the average number of farms in the region decreased by 8.7%. In 2007, there were on average 1,173 farms with an average size of 172 acres compared to the state average of 721 farms per county and 160 acres per farm. (Please note that the Census of Agriculture is updated every five years.) The KADIS is a partnership between the Kentucky Department of Agriculture, the Governor’s Office of Agriculture Policy, the US Economic Development Administration and the Kentucky Area Development Districts in an effort to link together all organizations, institutions, agencies, and individuals seeking to promote and develop the agricultural sector of the Kentucky economy. The ADD’s work with each county in their respective region to gather data sets that will collectively produce an all-inclusive spatial/non-spatial Geographic Information System of all agricultural resources and assets throughout the Commonwealth of Kentucky. This web-based GIS driven system will create an emphasis on linkages and integration towards future planning and projects that affect the agriculture economy.
Some of the datasets included in KADIS include:
. Sites/buildings suitable for agricultural businesses and industry . Soils data . Existing Ag businesses and facilities . Disaster prone facilities, crop loss data, etc. . Agricultural friendly land use regulations . Kentucky Proud facilities, farmers markets, organic products, etc. . Bio-energy resources/produce and local food resources . Distribution/aggregation facilities . Livestock resources . Land uses including prime farmland, environmentally sensitive and protected areas, etc. . Workforce development/technical training resources and programs . Crop production information . Transportation resources (rail, ports, etc.) . Linkages to other resources such as water, sewer, etc.
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INDUSTRIAL INFRASTRUCTURE
Existing Industries The existing industries in the BRADD are listed in Appendix 2 by county and include the city, number of employees, and year established. There are currently 266 existing industries in the BRADD region which employ 33,091 individuals. For the most up to date information please visit the following web site by selecting the county and then major manufacturers: http://www.thinkkentucky.com/kyedc/kpdf/All_Facilities_by_Location.pdf.
Recent Developments
During the period of July 1, 2016 to June 30, 2017, the BRADD region experienced an increase in private investment of over $400 million and 1,161 new jobs that resulted in 25 industries expanding existing operations and six new manufacturing and service & technology locations in the region. The private investment figures are a significant decline from the previous fiscal year which saw $1.3 billion in private investment and 2,191 new jobs that resulted in 37 facility locations and expansions. For FY’12-17, the BRADD region saw 148 new facility locations and existing expansions which resulted in $2.9 billion of capital investment and 5,152 additional jobs. The figure below identifies the industries by county as listed by the Kentucky Economic Development Cabinet. For more information please visit http://www.thinkkentucky.com/KBIIS/KBIISLocXpnsnSrch.aspx. Table 4 BRADD Recent Developments FY'17
County Facility Investment Jobs Announcement Type Allen J M Smucker LLC $13,500,000 50 Manufacturing Expansion Total $13,500,000 50 Barren Bluegrass Dairy and Food Inc $2,000,000 N/A Manufacturing Expansion 3A Composites USA Inc $8,400,000 2 Manufacturing Expansion Total $10,400,000 2 Butler Delta Faucet - Morgantown $2,300,000 23 Manufacturing Expansion Plastics Total $2,300,000 23 Edmonson Bluegrass Supply Chain Services $1,781,000 27 Service & Technology Location Total $1,781,000 27 Hart Oscarware Inc $200,000 2 Manufacturing Expansion Total $200,000 2 Logan Utility Precast Products LLC $100,000 N/A Manufacturing Expansion Precision Strip Inc $15,000,000 20 Manufacturing Expansion Logan Aluminum Inc $125,000,000 60 Manufacturing Expansion
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Emerson Electric Co $16,151,000 55 Manufacturing Expansion Rane Precision Die Casting Inc $5,750,000 N/A Manufacturing Expansion Champion Petfoods USA Inc $55,263,508 53 Manufacturing Expansion Total $217,264,508 188 Simpson Stark Truss Company $1,655,000 22 Manufacturing Expansion Butts Foods Incorporated $3,555,000 30 Service & Technology Location Sumitomo Electric Wiring Systems $10,490,000 145 Manufacturing Location Inc Packaging Unlimited of Southern $700,000 N/A Manufacturing Expansion Kentucky Traughber Mechanical Services Inc $579,320 10 Manufacturing Expansion Meritor Industries $4,000,000 Manufacturing Expansion PuraCap Laboratories LLC $2,500,000 30 Service & Technology Expansion Total $23,479,320 237 Warren American Howa Kentucky Inc $7,586,727 44 Manufacturing Expansion Cannon Automotive Solutions $29,348,997 60 Manufacturing Expansion Bowling Green Inc Bilstein Cold Rolled Steel LP $2,500,000 N/A Manufacturing Expansion SCA Americas $23,924,000 20 Manufacturing Expansion Kobe Aluminum Automotive $51,327,000 129 Manufacturing Expansion Products LLC Mountain Stone $375,000 10 Manufacturing Expansion Performance Feeds LLC $2,292,000 30 Manufacturing Location Builders FirstSource $6,389,636 79 Manufacturing Location Builders FirstSource Inc $6,389,636 79 Manufacturing Location NP Bowling Green LLC $18,308,000 75 Service & Technology Location Studio Calico LLC $610,000 12 Service & Technology Expansion BlueCotton Inc $5,575,000 94 Manufacturing Expansion Total $154,625,996 632 BRADD Total $423,550,824 1,161 Source: Kentucky Cabinet for Economic Development, “Location/Expansion Announcements Search,” FY’17, http://www.thinkkentucky.com/KBIIS/KBIISLocXpnsnSrch.aspx.
Industrial Sites and Buildings
Table 5 provides the list of existing industrial sites in the BRADD region, while Table 6 provides the listing of available buildings in the region. In order for a site or building to be listed it must meet certain criteria established by the Kentucky Cabinet for Economic Development. There are currently 25 available industrial sites in the BRADD region and 14 industrial buildings. For the most up to date listing of existing industrial sites and available buildings in the BRADD region, please visit www.thinkkentucky.com
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Table 5 Available Industrial Sites Site ID Site Name City County Site Type Max Total Rail Hwy Dist Air Contiguous Acres Avail. (miles) Dist Acres (miles) 213-012 Henderson Interstate Industrial Franklin Simpson Shovel-ready 451 451 No 0.3 47
Park
227-010 Kentucky Transpark Bowling Warren Build-ready 397.4 397.4 Yes 0.9 69 Green
141-019 Camp Property Russellville Logan Shovel-ready 370 370 Yes 0 60
227-032 R. J. Corman Site Bowling Warren Secondary 329.4 417 Yes 0.2 67 Green
141-001 Adairville Adairville Logan Shovel-ready 148.6 148.6 No 23.4 47 003-015 Wix Property _Allen Springs -- Site Scottsville Allen Shovel-ready 136.2 136.2 No 0 66
003-015
141-003 West Industrial Park Russellville Logan Shovel-ready 115 115 Yes 27.1 61
227-008 Scotty's Industrial Park Bowling Warren Shovel-ready 104.4 104.4 Yes 3.8 68 Green
213-010 Sanders Interstate Industrial Park Franklin Simpson Shovel-ready 100 140.8 No 0.25 47
031-001 Industrial Park South Morgantown Butler Shovel-ready 81.7 86.7 No 0 60 227-001 South Central Kentucky Industrial Bowling Warren Shovel-ready 77.85 77.85 Yes 1.1 61
Park Green
141-010 Auburn Auburn Logan Shovel-ready 76.7 76.7 Yes 14.8 58
141-007 Shelton Lane Industrial Park Russellville Logan Build-ready 75.3 75.3 Yes 25.5 61
171-002 Capp Harlan Industrial Park Tompkinsville Monroe Shovel-ready 62.5 62.5 No 22 89 061-002 Edmonson County Industrial Park Brownsville Edmonson Secondary 50 50 No 2.8 88
II
009-028 Cave City -- Site 009-028 Cave City Barren Shovel-ready 40.56 40.56 No 0.8 9
099-002 Progress Park Horse Cave Hart Build-ready 40 40 No 3.5 75 169-003 Metcalfe South Ind Park Site 169- Edmonton Metcalfe Shovel-ready 31.66 31.66 No 2.5 107
003
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009-006 Cave City -- Site 009-006 Cave City Barren Secondary 30 30 Yes 1.9 80
009-005 Highland Glen Industrial Park Glasgow Barren Build-ready 23.5 49.7 Yes 3.3 90
009-003 Glasgow -- Site 009-003 Glasgow Barren Secondary 21.9 21.9 No 2.3 90
227-011 Murphy Industrial Property Bowling Warren Shovel-ready 19.9 36 Yes 1.5 62 Green
061-001 Edmonson County Industrial Park Brownsville Edmonson Shovel-ready 17.6 26.6 Yes 1.3 84
003-016 Scottsville -- Holt Drive Site Scottsville Allen Secondary 17.22 17.22 No 25 70
141-002 Lewisburg Lewisburg Logan Shovel-ready 15 15 No 23.6 84 Source: Think Kentucky, http://www.thinkkentucky.com/SelectKentucky/selectkentucky.aspx.
Table 6 Available Industrial Buildings Ceiling Hwy Com. Bldg Site Rail Year Bldg ID Bldg Data Sheet City County Max. Dist Airport Size (sf) Acres Avail Built (ft) (mi) Dist. (mi)
141-019 Auburn Hosiery Mills-Auburn Auburn Logan 138,544 10 30 Possible 1938 1 66
009-030 Build Ready Site_009-005 Glasgow Barren 120,000 18 99 Possible 0 3.3 90
141-024 Build Ready Site_141-007 Russellville Logan 120,000 16 99 Possible 0 25.5 61
099-014 Build Ready Site_099-002 Horse Cave Hart 120,000 10 99 No 0 0.5 100
141-025 General Products Bldg Russellville Logan 112,885 24 27 Possible 1990 1.1 60.3
227-054 Kentucky Transpark Speculative Building VI Bowling Green Warren 108,000 22 38 No 0 0.5 70
227-059 Build Ready Site 227-010, Tract 10 Bowling Green Warren 108,000 15 99 Possible 0 0.9 69
227-060 Build Ready Site 227-010, Tract 12 Bowling Green Warren 108,000 7 99 Possible 0 0.9 69
213-035 Kelley Spec Building Franklin Simpson 105,000 17 36 No 2017 1 45
009-027 Glasgow Spec Building Glasgow Barren 80,100 11 34.5 No 2015 3.3 90
227-055 Build Ready Site 227-010, Tract 4D Bowling Green Warren 60,350 12 99 Possible 0 0.9 69
141-022 Houchens Market Square Russellville Logan 30,000 3 0 No 1973 1 59
169-004 Edmonton-Metcalfe County Spec Building Edmonton Metcalfe 30,000 7 36 No 0 2.5 120
141-021 Houchens Sav-A-Lot Russellville Logan 14,000 20 0 No 1990 1 59 Source: Think Kentucky, http://www.thinkkentucky.com/SelectKentucky/selectkentucky.aspx.
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BROADBAND
Figure 12
Source: KY Wired
Kentucky ranks 35th in the country in broadband speeds and capacity. This puts Kentucky at a major disadvantage for attracting and growing new job and education opportunities for an improved way of life. In 2015, the KentuckyWired Project was introduced as the Commonwealth’s broadband enterprise aimed at enhancing public services increasing statewide internet access. The initiative to install fiber optic 'middle mile' lines throughout the state is just now beginning. This project will bring the lines to a certain point within each county, where the communities have the opportunity to extend these lines the last mile. The project is beginning in northern Kentucky, running through east Kentucky and then extended west.
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The following shows where fixed residential broadband services of at least 25 Mbps download and 3 Mbps upload is deployed and where it is not deployed in the BRADD area.
Table 7 County Total Percentage Percentage Population Without With Access Access Allen 20,148 25% 75% Barren 42,744 29% 71% Butler 12,649 67% 33% Edmonson 12,204 23% 77% Hart 18,383 16% 84% Logan 26,904 22% 78% Metcalfe 10,157 35% 65% Monroe 10,829 23% 77% Simpson 17,320 33% 67% Warren 116,228 8% 92% Source: https://www.fcc.gov/reports-research/maps/fixed- broadband-deployment-data/index.html
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TRANSPORTATION
The Barren River region continues to grow each year in both population and quality of life. For the region to continue to have quality growth, a well-planned and maintained transportation system is vital to the region’s needs. The current transportation system must be evaluated and monitored and decisions must be made to determine which needs and issues will be most important for the area. The planning process is initiated in the nine rural counties of the BRADD through the BRADD Regional Transportation Committee (RTC), which serves as a subcommittee of the BRADD Board of Directors. Transportation planning within Warren County and Bowling Green is initiated through a process within the Bowling Green/Warren County Metropolitan Planning Organization (MPO). The RTC identifies present and future needs of the region by use of the statewide transportation planning process, which includes the Unscheduled Projects List, Unscheduled Needs List, the Statewide Transportation Improvement Plan, the Kentucky Highway Plan, RTC project priorities and rankings, public input, and numerous other information sources. Various data (i.e. adequacy ratings, traffic counts, crash data, demographic, economic and social data, etc.) is also used to dictate future needs and priorities.
Statewide Transportation Planning Process
Statewide transportation planning is undertaken in the state of Kentucky by a group of planning partners including the Kentucky Transportation Cabinet, Highway District Offices, Area Development Districts (ADDs), and Metropolitan Planning Organizations (MPOs). The statewide program focuses on the coordination of the public review and input process, and is coordinated through the state’s ADDs and MPOs. The goal of the statewide planning process is to identify, evaluate, and prioritize regional transportation needs for funding consideration in future statewide transportation plans. The Bowling Green/Warren County MPO is the transportation planning organization that facilitates input from all communities on Warren County, including the municipalities of Bowling Green, Oakland, Plum Springs, Smiths Grove, and Woodburn. The MPO is only a planning agency. It does not implement projects but acts as a coordinator in planning and programming for funds and operations. The MPO is responsible for actively seeking the participation of all relevant agencies and stakeholders in the planning process. The MPO establishes project priorities, for consideration by the Kentucky Transportation Cabinet, when programming transportation funds. In addition, the MPO continually monitors and collects data on the current condition of Warren County’s transportation system including roadways, bicycle and pedestrian ways, airport, and public transit. The MPO consists of two committees, the Policy Committee (PC) and the Technical Advisory Committee (TAC). Each committee has specific goals and objectives with all issues and policies of the MPO being approved by the PC. The BRADD Regional Transportation Committee consists of representatives from each of the counties in the Barren River Area Development District. Although Warren County has been designated as a Metropolitan Planning Organization (MPO), it continues to have a major influence on the region, thus BRADD 2017 Comprehensive Economic Development Strategy 39
representatives from Warren County continue to serve on the Committee. In partnership with the residents of the communities in the region, the mission of the Committee is to influence the expenditure of funds providing a regional transportation system that ensures the safe and efficient mobility of people and goods and enhances the region’s environmental and economic well-being. In 2017 the Regional Transportation Committee, through the prioritization process, ranked the top projects from the region and were submitted to the Kentucky Transportation Cabinet for consideration in the State Highway Plan. The Kentucky General Assembly will approve the FY 2018 Highway Plan in June 2018, thus funding several priority operational, maintenance, safety, pavement restoration, and bridge repair projects in the BRADD region. The ten county area is programmed to receive nearly $568,932,387 in transportation infrastructure improvements in Kentucky’s FY 2016 - FY 2022 Highway Plan. As the BRADD region continues to experience rapid growth, the Committee can play an important role by enabling citizens to speak with one voice to their state and federal legislators about transportation needs, and insuring that tax money is applied according to the greatest needs and desires of the community. To accomplish this, the Committee places special emphasis on providing equal access to transportation planning choices through aggressive public involvement.
Highway Transportation The National Highway System
This system includes the interstate highway system and other principal arterial highways important to the nation’s economy, defense and mobility. Within the Barren River ADD there are five highways designated for inclusion in the national highway system. These roads are I-65, the William H. Natcher Parkway, the Louie B. Nunn Parkway, US 68 from Bowling Green to I-24 in Christian County, and US 231 from Bowling Green to US 31E at Scottsville and then including US 31E to the Tennessee State line.
Interstate and Parkway System Interstate highway I-65, the William H. Natcher Parkway, and the Louie B. Nunn Parkway form the backbone of the highway system in the Barren River Area Development District. Together these highways serve seven of the district’s ten counties and provide fast and efficient highway access to all parts of the nation. These highways, along with the central location of the district relative to population centers east of the Mississippi River, are significant to the continued prosperity and future economic development of the region. The average number of vehicles per day in 2016 on I-65 from Hart County in the north to the Kentucky – Tennessee line is 43,842. At its most heavily traveled portion, I-65 between Exit 26 and Exit 28 in Bowling Green had an average daily traffic (ADT) count of 61,027 as measured in 2016. I-65 continues to attract much of the attention for highway improvements in the region. A major widening effort of I-65 from four to six lanes is underway from Elizabethtown to the Tennessee State BRADD 2017 Comprehensive Economic Development Strategy 40
line. This project includes the replacement of all bridges, upgrading facilities to widths that could permit I-65 to become an eight lane facility in the future. Because of its scope and cost, the I-65 projects will be constructed in segments. The Barren River ADD has 74.622 miles of I-65, passing through five of the ADD’s counties. All 74.622 miles has been widened to six lanes. The current highway plan includes the widening of remaining portions of I-65 in Larue and Hardin Counties. Other Arterial Highways Complementing the interstate and parkway highway system are additional arterial highways designed to connect travel demands and many of the district’s county seat cities and the districts two principal urban areas, Bowling Green and Glasgow. The long-range highway plan envisions this system, but this later system is not yet complete. Three of our counties contain major gaps in this second tier road system. The Kentucky Statewide Transportation Improvement Plan envisions several projects that will address these gaps. Improvements to KY100 in Simpson County to improve safety and mobility are included in this plan. KY100 is a regional route of importance to Logan, Simpson, Allen, and Monroe Counties. Also included in the plan is the completion of the Glasgow Outer Loop in Barren County. This project provides a northern connector in Barren County, providing increased access to freight routes including the Louie B. Nunn Cumberland Parkway and US 68/80.. A major widening project was completed on US 31W in Bowling Green from north of Campbell Lane to the Natcher Parkway. The second portion of the widening project, which will extend the widening of US 31W from the Natcher Parkway to Dillard Road in Bowling Green, is expected to be complete by 2014. Multimodal Facilities
The transportation system of the BRADD extends beyond highways to include additional transportation facilities. The facilities include, but are not limited to: airports, railroads, ferry boats, intermodal facilities and public transportation. Airports Four regional general aviation airports serve the Barren River ADD. These airports are located in Barren, Logan, Monroe and Warren Counties. The Bowling Green-Warren County Airport is the district’s only Level III airport. A Level III airport serves as business airports with a regional impact capable of accommodating corporate jet activities. The other three airports are Level II general aviation facilities and are located at Glasgow, Russellville and Tompkinsville. Level II airports are described as those capable of accommodating a large percentage of the general aviation fleet, including business and industrial use. The Bowling Green-Warren County Airport (BWG) plans to initiate several new projects during the next years. These projects include the removal of structures located in the aircraft parking apron safety area, removal of a building in the runway safety area, overlaying the apron area and taxiway, and constructing a partial parallel taxiway for one of the runways. The primary objective of these
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improvements is to strengthen the runways, increase the aircraft movement area, and improve the overall safety of the airport. Rail Transportation Railroads have played an important part in the history of the Barren River Area Development District for the movement of passengers and freight. Presently, passenger rail does not exist in the BRADD area. Freight rail lines in the Barren River area are operated by both CSX and RJ Corman. The freight rail transportation system serving the Barren River ADD consists of one major (Class 1) railroad, CSX Transportation, Inc. and one local railroad, R. J. Corman, Memphis Line. CSX operates the Bowling Green-Memphis Junction yard in Warren County. This yard serves as the primary rail facility in the Barren River area. CSX holds contracts with several private yards within the area that are privately owned and serve individual industries. CSX also has connections with the major rail and truck lines in commercial centers around the nation. Some of the larger manufacturers in the area rely on the rail industry to provide transportation of both raw materials and finished products into and out of the region. Rail is very important transportation component of freight movement due to its ability to move large, often heavy, quantities of materials at lower prices than can be achieved through traditional truck transportation. Intermodal Facilities An intermodal connector is defined by the Federal Highway Administration (FHWA) as facilities which provide for the transfer of freight or passengers from one mode to another. Criteria for intermodal connectors are based on annual passenger volumes or freight volumes or daily vehicular traffic on one or more of the principal routes which serve the facility. A secondary set of requirements include factors which underscore the importance of an intermodal facility within a specific state. The secondary criteria are specifically related to intermodal terminals that handle more than 20 percent of freight or passengers by mode within that state and also have significant highway interface. The Barren River ADD currently has no NHS Intermodal Connectors identified within the region. Freight The Barren River ADD has an excellent truck transportation network. The National Truck Network, which consists of roads that would accommodate increased dimensions (102 inches wide and 13 feet 6 inches high) and have semi-trailers up to 53 feet long or two trailers 28 feet long. Only two of the ten counties of the Barren River ADD do not have extensive highways designated as being on the National Truck Network. These counties are Monroe and Edmonson Counties. Ferry Boats The Barren River area has more in-use ferry boats than any other area development district in Kentucky. There are four ferries in the BRADD providing access across both the Cumberland and Green Rivers. Two ferries are located in Butler County, one in Mammoth Cave National Park in Edmonson County, and one in Monroe County.
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Ferry Name Connecting Roadway River Owner Green River KY 255/KY 70 to KY 1352 Green Mammoth Cave National Park Reeds KY 269 Green Butler County Rochester KY 369 Green Butler County Turkey Neck Bend KY 369 Cumberland State of Kentucky
Public Transportation Public Transportation includes transportation by bus, rail, or other conveyance, either publicly or privately owned, which provides to the public general or special service on a regular and continuing basis. Public transportation is available in each county of the Barren River region, though available services vary. The Barren River ADD’s public transportation system t includes inter-city and interstate buses, which move passengers and freight. Rural public transportation vehicles for the elderly and disabled and bus/transit systems in cities provide scheduled passenger service. All other forms of public transit in the BRADD operate on a demand-response model. The service is provided by various semi-public and private providers. There are two public transit programs within the Barren River Area Development District. These systems serve the cities of Bowling Green and Glasgow. The cities of Bowling Green and Glasgow each operate fixed-route public transit systems. The Bowling Green-Warren County Metropolitan Planning Organization takes an active role in the planning of the public transportation system in Bowling Green. The City of Bowling Green’s transit system, GO bg, had an annual ridership of over 123,000 in Fiscal Year 2012 and 100,000 rides in Fiscal Year 2017. Community Action of Southern Kentucky operates GO bg transit as the public transit serving the city of Bowling Green KY under a contract agreement with the city of Bowling Green KY, within the corporate city limits of Bowling Green. The GO bg transit system includes five –point deviation fixed routes, various shuttle services (including a GO to work shuttle and two GO Shopping shuttles that operate once a month), and an ADA door-to-door Para-Transit Service for persons with disabilities. During the Fiscal Year 2012, ridership counts in all service categories totaled 123,764 trips. FY 2017 saw an overall ridership count of 113,442. The fixed route system consists of five routes, four of which operate on one-hour headways, and one which operates on 30-minute headway between 7:00 am and 6:00 pm Monday through Friday. The Glasgow Transportation System has also been in existence since 1995 and has operating authority within the Glasgow City limits. The fixed route currently used by the Glasgow Transit System includes 24 stops at various shopping centers, medical facilities, and housing developments spread over 20 miles. The Glasgow Transit System operates with two sixteen-passenger RV cutaway vehicles that are lift-equipped. Each vehicle is equipped to transport two wheelchair bound riders. The system operates one bus from 6:30 am to 6:30 pm from Monday to Friday. Transportation services are not offered on weekends or holidays.
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All other forms of public transit in the BRADD operate on a demand-response model. This service is provided by various semi-public and private providers. The Barren River Area Development District works with local transportation operators providing transit services to elderly and disabled clients. When eligible, these clients receive FTA 5310 funding to support the purchase of transportation equipment. Bicycle and Pedestrian Transportation The bicycle and pedestrian transportation systems of the Barren River ADD are intended to provide safe and convenient alternatives to motorized vehicles and to enhance the quality of life. Within the district, the bikeways are composed of three elements, shared roadways (bicycle and motorized vehicles share the roadways), bicycle lanes (a part of the roadway), and bicycle paths (separated trails from the roadway). Warren County has adopted a bicycle plan that is designed to provide guidance for the development of an interconnected countywide system of bicycle facilities. One of the first projects that came from this plan was built in conjunction with the Bowling Green Riverfront Redevelopment Project. The Kentucky Transportation Cabinet has constructed a bicycle path connecting two major Bowling Green parks as a part of the Cemetery Road and I-65 interchange project. One of the policies of the Barren River ADD is to expand sidewalks along major roads in order to promote more pedestrian activities and provide transportation choices beyond the automobile. Currently, the district’s pedestrian transportation system comprises of sidewalks, pedestrian overpasses, and tunnels. The Cave Country Trails Initiative (CCTI) was formed to enhance and develop a regional network of bicycling, hiking, and general non- motorized multi-use trails within Warren, Barren, Hart, and Edmonson Counties. This network will provide connections within our communities and the region that will improve the physical and mental health of our citizens, facilitate growth in regional tourism and economic activity, and provide a multi-faceted transportation network. Early in 2016, the CCTI received a planning assistance grant through the National Park Service Rivers, Trails, & Conservation Assistance Program to assist the planning effort for a regional trail network. A workshop was held in each of the four counties within the study area and, from that input, a draft network of existing and proposed trails, trailheads, and points of interests were identified.
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INFRASTRUCTURE
The BRADD Water Management Council, under the coordination of the Kentucky Infrastructure Authority (KIA), assists area officials in the BRADD region to provide adequate and safe water to as many citizens as possible, collecting and treating wastewater where feasible, supporting efficiently managed systems to provide these services at the lowest possible cost and preparing for emergencies.
Water Treatment and Distribution The BRADD Water Management Council Improvements project that aims to provide an maintains profiles of all water projects under adequate water supply to the currently KIA’s Water Resource Information System. The underserved and expanding county customer Council annually considers and prioritizes the base. This project was consistently ranked as projects within the ten county region. An the top project priority within the region for updated list of the top 10 projects is included in many years. The Monroe County Water District Chapter 6 – Strategic Projects. received funding from KIA to accomplish this project. Construction started in the summer of Over the past year steps have been taken to 2016 and the project is expected to be move forward with the Monroe County District completed in the spring of 2018. - New Water Treatment and Water System
Wastewater Treatment and Collection The BRADD Water Management Council experiencing severe infiltration and inflow maintains profiles of all wastewater projects problems. The City received funding from under KIA’s Water Resource Information CDBG and RD to rehabilitate their system. The System. The Council annually considers and Glasgow Water Company’s Southside prioritizes the projects within the ten county interceptor was an undersized and aging region. An updated list of the top 10 projects is interceptor, which caused historical SSO’s. The included in Chapter 6 – Strategic Projects. Glasgow Water Company received KIA funds to reduce ongoing maintenance on the During the past year, two sewer rehabilitation interceptor and provide additional capacity for projects were completed. The City of future growth. Adairville’s wastewater system was
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ECONOMIC RESILIENCE
The Comprehensive Economic Development Strategy is a critical mechanism that helps identify regional vulnerability and prevent or respond to economic disruptions, thus it is a critical component of economic resilience. The U.S. Economic Development Administration stresses the point that economic prosperity is linked to an area’s ability to prevent, withstand, and quickly recover from major disruptions or “shocks” to its economic base. Further, the EDA explains that three primary attributes must be present in order to measure a region’s economic resilience: the ability to recover quickly from shock, the ability to withstand a shock, and the ability to avoid the shock altogether. Several initiatives are taking place to diversify and revive the region’s economy to prevent potential economic disruptions. The following are ongoing initiatives in the BRADD region:
Kentucky Work Ready: Communities in Kentucky are demonstrating the quality of their workforce through the state’s Work Ready Communities programs; arguably the most rigorous workforce certification program in the nation. According to Think Kentucky, nearly half of the state’s communities are already certified as either Work Ready or Work Ready in Progress. The Work Ready Communities program requires communities to meet criteria in six key areas that are critical to producing a productive workforce. The criteria includes high school graduation rates, National Carrier Readiness Certificate holders, community commitment, educational attainment, soft skills, and Internet availability. Currently, Warren County is the only Certified Work Ready Community in the BRADD region; however, Logan, Allen, Barren, Hart, and Monroe are Certified Work Ready in Progress, and Butler and Simpson have submitted a Letter of intent. Two counties, Edmonson and Metcalfe, are in the formative stages of the Certified Work Ready Communities program.
Shaping Our Appalachian Region (SOAR): SOAR is a non-partisan economic development agency tasked with expanding job creation, enhancing regional opportunity, innovation, and identity, improving the quality of life, and supporting all those working to achieve these goals within its region. Four (Edmonson, Hart, Metcalfe, and Monroe) counties in the BRADD region are members of SOAR. Appalachian Regional Commission (ARC): ARC is a regional economic development agency that represents a partnership of federal, state, and local government. The commission focuses on five goals: economic opportunities, ready workforce, critical infrastructure, natural and cultural assets, and leadership and community capacity. Four (Edmonson, Hart, Metcalfe, and Monroe) counties in the BRADD region are members of ARC. Fortunately, the BRADD region has not undergone major economic shocks that have had negative impacts on its economy, such as many of our counterparts in the eastern part of the state. The BRADD economy is quite diverse and does not depend on one single economic sector to flourish. However, in order to adequately prepare should an economic shock arise, the following stead-state economic resilience initiatives have been implemented:
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Steady-State Initiatives - The BRADD will engage in comprehensive planning efforts that involve the community to define and implement a collective vision, such as hazard mitigation, transportation, infrastructure, and other planning efforts. - The BRADD will continue to encourage professional development within its organization so that staff will be adequately trained in procuring funding sources. - The BRADD will continue its current work ready community initiatives so that all ten counties in the region will become certified work ready communities. - The BRADD will continue to improve educational attainment efforts. - The BRADD will work towards building a resilient workforce and build its skilled labor workforce that can better shift between jobs and industries. - The BRADD will continue to monitor available industry sites and buildings for potential future capital investments. - The BRADD will assist firms with economic recovery post-disruption. - The BRADD will offer its geographic information systems (GIS) services when needed to help with post-incident impact assessments.
Responsive Initiatives: - Engage in continuous hazard mitigation planning - Establish coordination mechanisms and necessary leadership succession plans for short, intermediate, and long-term recovery needs. - Establish communication networks between the various key local, regional, state, and federal officials.
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NATURAL DISASTER RESILIENCE
Hazard Mitigation & Economic Development The 2016 iteration of the BRADD Hazard Mitigation Plan emphasizes the importance of hazard mitigation planning to community and economic development. Hazard mitigation has empirically been demonstrated to be of great economic and social value to communities. A 2005 study contracted by FEMA and performed by the Multihazard Mitigation Council of the National Institute of Building Sciences concluded that, on average, every dollar spent by FEMA on hazard mitigation saves $4 in future benefits and that projects implemented over the 10-year period between 1993 and 2003 would save approximately 220 lives and prevent 4,700 injuries in the next 50 years. Additional economic development benefits of pursuing hazard mitigation include the following:
Establishes new funding sources for projects that benefit the community. Reduces disruptions to critical infrastructure that power local economies. Can be used in marketing schemes to attract new businesses and industries to the region. Supports safe, reliable, and sustainable economic development. The US Economic Development Administration argues that economic resilience consists of three primary attributes: “the ability to recover quickly from a shock, the ability to withstand a shock, and the ability to avoid a shock altogether”. Hazard mitigation relates to the economic concept of resilience because the intent is to implement proactive measures to reduce the impact, or shock, of a disaster on a community. A disaster can have a tremendous impact on the economy: property is damaged, resources must be diverted to recovery, damage to transportation networks may limit travel, businesses may need to close for repair, etc. A community that makes an up-front investment in hazard mitigation projects will be able to better withstand the economic shock caused by a disaster by limiting the overall impact of said disaster on life and property.
Hazards in South Central Kentucky The hazard mitigation update planning process uses a rigorous mixed-methodology to evaluate all hazards that impact the region and determine their overall significance. The analysis of regional hazards relied upon a combination of quantitative data gathered from a variety of sources including the National Weather Service, Hazus, and the Midwestern Regional Climate Center, and BRADD hazard maps, and qualitative data gathered by collecting information from individuals who live and work in the region. This allowed the BRADD to determine community preparedness by assessing when these hazards occur, how they rate on a scientific scale, and their impact on the daily life of residents of each county. Quantitative data for each hazard was collected and assessed to determine historical extent and future probability of a hazard. When the data was available, the BRADD produced maps that show vulnerability or past experience of a hazard.
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Qualitative data was gathered at the first hazard mitigation subcommittee meeting for each county and the July meeting of the region 4 Healthcare Emergency Area 4 Response Team (HEART). As a committee, meeting attendees completed a hazards assessment worksheet. The assessment required each subcommittee to determine the geographic area or population affected, the magnitude, and probability for each identified hazard. The results from the data collection process has been synthesized down into a chart demonstrating the overall significance of hazards identified in the plan to each county, the HEART team, and the region. The results can be found within this appendix.
Mitigation Strategy Hazard Mitigation Goals In 2005, BRADD staff and the County Hazard Mitigation Subcommittees analyzed the loss estimates in the risk assessment to establish goals and objectives for loss reduction. Mitigation Goals were designed to be general guidelines of what is to be achieved. These goals are long-term and represent the overall vision of the mitigation plan. The objectives define the strategies and implementation steps to attain the identified goals. These objectives are specific, measurable, and have a defined completion. These goals were established by the County Hazard Mitigation Subcommittees, BRADD Regional Hazard Mitigation Council and, when appropriate, adopted by the governing bodies. These goals and objectives were the blueprint for development of specific actions that will reduce the jurisdiction’s potential losses identified in the risk assessment. During the 2011 update process, the BRADD Hazard Mitigation Regional Council determined that the goals developed in 2005 were still relevant and adopted the goal as they were. The 2016 Hazard Mitigation Plan also adopted these goals, however based on feedback from the risk assessment some objectives were revised and added to increase the scope of the plan.
Goal 1: Reduce vulnerability of critical facilities during hazard events. o Objective 1.1: Minimize the disruption to and enhance rapid restoration of transportation systems. o Objective 1.2: Minimize the disruption to and enhance rapid restoration of utility systems. o Objective 1.3: Minimize the disruption to and enhance rapid restoration of all identified critical infrastructure. o Objective 1.4: Reduce the number of critical facilities in hazard areas. o Objective 1.5 Minimize the damages to groundwater and the environment as a result of damages caused by hazards. Goal 2: Protect each jurisdictions most vulnerable buildings and critical facilities through implementation of cost-effective and technically feasible mitigation projects. o Object 2.1: Utilize available mitigation measures to reduce the number of vulnerable structures in the hazard areas. o Objective 2.2: Improve the resistance of structures in the community against natural hazards. Goal 3: Enhance existing, or design new, county policies that will reduce the potentially damaging effects of hazards without hindering other community goals.
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o Objective 3.1: Enforce and enhance existing policies and authorities. o Objective 3.2: Develop new policies such as ordinances and building codes that will require new structures meet standards for hazard areas. o Objective 3.3: Revise existing and develop new regulations that promote mitigation activities. o Objective 3.4: Develop plans at the local level to enhance hazard mitigation. Goal 4: Protect public health, safety, and welfare by increasing public awareness of existing hazards and by fostering both individual and public responsibility in mitigating risks due to those hazards. o Objective 4.1: Educate the public about hazards prevalent in their jurisdiction. o Objective 4.2: Increase public understanding, support, and awareness for hazard mitigation. o Objective 4.3: Develop, maintain, and publicize evacuation routes. o Objective 4.4: Educate the citizenry about the availability of insurance options. Goal 5: Increase the technical capability of local jurisdictions to reduce potential losses. o Objective 5.1: Improve each jurisdictions capability to identify and map vulnerable structures and critical facilities. o Objective 5.2: Reduce vulnerability of future development by creating databases that identity risk areas and loss potentials in order to mitigate during development. o Objective 5.3: Increase the jurisdiction’s ability to communicate and direct emergency services and resources to the appropriate hazard areas. Goal 6: Build local support and commitment to continuously become less vulnerable to hazards. o Objective 6.1: Train volunteers to support and implement mitigation activities that will enhance the response capabilities of the local jurisdictions. o Objective 6.2: Pursue inter-agency partnerships to increase communication and coordination for hazard mitigation and disaster response.
Mitigation Actions At the end of the planning process, the BRADD’s Regional Planner compiled a list of mitigation projects for each county. The projects listed for each jurisdiction were based on action items included in the 2011 plan, outcomes of tabletop exercises, and suggestions from county subcommittee participants and survey respondents. As a committee, each project was discussed and prioritized on three criteria: life safety, property protection, and technical implementation. A priority score of very high, high, medium, and low was assigned to each action item. For the purpose of the CEDS update, the action items given “very high” priority are listed below.
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Identification of Other Plans and Strategies
I. Transportation Kentucky 2016 Highway Plan, June 2016 Bowling Green – Warren County MPO FY 2016-2020 Transportation Improvement Program Bowling Green – Warren County MPO 2016-2040 Metropolitan Transportation Plan, Summer 2016, BRADD Regional Transportation Asset Inventory, Barren River Area Development District, 2016.
Transportation Public Involvement Plan
II. Economic Development
Kentucky’s Unbridled Future – Strategic Economic Development Plan, Kentucky Cabinet for Economic Development and Boyette Strategic Advisors, January 2012.
South Central Kentucky Target Market Analysis, Bowling Green Area Chamber of Commerce, September 2010.
Bowling Green and Warren County - A Shared Vision for the Future of our Economy, 2015.
III. Workforce
Barren River Workforce Investment Area Five-Year Plan, Barren River Area Development District. South Central Workforce Board, SKYCTS
IV. Infrastructure
BRADD Area Water Management Plan, 2012, Kentucky Infrastructure Authority.
BRADD Wastewater Facilities Plan, Kentucky Infrastructure Authority, 2012
V. Human Resources
Barren River Area Agency on Aging and Independent Living Regional Plan, Fiscal Years 2016-2018
Kentucky State Plan, Department for Aging and Independent Living, Fiscal Years 2016-2019, Cabinet for Health and Family Services
VI. Kentucky Agricultural Development Information System (KADIS)
The KADIS is a partnership between the Kentucky Department of Agriculture, the Governor’s Office of Agriculture Policy, the US Economic Development Administration and the Kentucky Area Development Districts in an effort to link together all organizations, institutions, agencies, and individuals seeking to
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promote and develop the agricultural sector of the Kentucky economy. The ADD’s work with each county in their respective region to gather data sets that will collectively produce an all-inclusive spatial/non-spatial Geographic Information System of all agricultural resources and assets throughout the Commonwealth of Kentucky. This web-based GIS driven system will create an emphasis on linkages and integration towards future planning and projects that affect the agriculture economy.
Some of the datasets included in KADIS include:
. Sites/buildings suitable for agricultural businesses and industry . Soils data . Existing Ag businesses and facilities . Disaster prone facilities, crop loss data, etc. . Agricultural friendly land use regulations . Kentucky Proud facilities, farmers markets, organic products, etc. . Bio-energy resources/produce and local food resources . Distribution/aggregation facilities . Livestock resources . Land uses including prime farmland, environmentally sensitive and protected areas, etc. . Workforce development/technical training resources and programs . Crop production information . Transportation resources (rail, ports, etc.) . Linkages to other resources such as water, sewer, etc.
VII. Land Use
Barren County 2014 Comprehensive Plan, Joint City-County Planning Commission of Barren County, Kentucky.
Brownsville-Edmonson County Comprehensive Plan - 1997, Barren River Area Development District, 1997.
Hart County Comprehensive Plan 2014 Update, Hart County Planning Commission.
Logan County Comprehensive Plan Update - 2004, Logan Joint Cities-County Planning Commission, July 15, 2004.
Edmonton Comprehensive Plan, City of Edmonton Planning Commission, 2010. Morgantown Comprehensive Plan, City of Morgantown Planning Commission, May 2013.
Tompkinsville – Monroe County Comprehensive Plan - 2002, Tompkinsville Planning Commission, December 18, 2002.
Simpson County Comprehensive Plan Update – 2006, Franklin-Simpson Joint Planning Commission, 2006.
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Focus 2030 (Bowling Green/Warren County Comprehensive Plan), http://www.warrenpc.org/comprehensive_plan/index.php
VIII. Hazard Mitigation and Disaster Preparation
The Barren River Area Development District (BRADD) Regional Hazard Mitigation Plan (HMP) is the result of a local planning process designed to guide the counties and cities of the Barren River Region in Hazard Mitigation. The process used to update the HMP included a year of coordination with representatives from all of jurisdictions in the region. The HMP will guide the region toward greater disaster resistance in harmony with the character and needs of the community.
Officially approved by FEMA in September 2006, the Barren River Regional Mitigation Plan is the product of a partnership created by the Kentucky Emergency Management Agency and the Barren River Area Development District (BRADD) through a Pre-Disaster Mitigation Grant with the Federal Emergency Management Agency (FEMA). The current regional multi-hazard mitigation plan expires November 28, 2016. To ensure the plan maintains relevance and compliance with the FEMA’s Stafford Disaster Relief and Emergency Assistance Act, it is required to be reviewed and updated within five- years. To update this multi-hazard mitigation plan, an application for funding from the DR-4196 declaration through FEMA was submitted.
BRADD Regional Hazard Mitigation Plan, 2016 http://www.bradd.org/index.php/bradd-hazard-mitigation-plan.html
In April of 2016, the BRADD began the update of the regional Hazard Mitigation Plan, which it does on a five-year cycle. The planning process includes regional and county planning meetings attended by relevant stakeholders to review the past plan, assess hazards, and develop mitigation strategies. The plan was submitted for KYEM on October 20, 2016. More details of this plan are included in the appendices.
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Integration of the State’s Economic Priorities
In addition to local and regional plans and Recognizing that the potential and obstacles of priorities, the BRADD reviewed the strategic the region vary from other parts of the plan for the Commonwealth titled Kentucky’s Commonwealth, the BRADD, to the extent Unbridled Future – Strategic Development Plan. possible, tried to incorporate those strategies The Plan provides direction to the Kentucky into the goals, objectives, and initiatives of the Cabinet for Economic Development for the next Barren River Comprehensive Economic five years in their economic development Development Strategy. The following are the efforts. priorities and strategies of the Kentucky’s Unbridled Future
Kentucky’s Unbridled Future Priorities and Strategies
1. Continue to Create a More Competitive Business Climate a. Strengthen Partnerships b. Assess/Improve Incentive Programs to Support Business/Industry Targets c. Evaluate Competitiveness of Existing Taxes/Regulations d. Embrace Regionalism 2. Attract, Develop and Retain Business a. Increase Global Direct Investment Efforts b. Increase Human Capital by Recruiting/Developing The Workforce of the Future c. Support Physical Capital by Determining Infrastructure/Site Needs d. Develop/Implement Statewide Protocols for Supporting Existing Business e. Support Corporate/Regional Headquarters Recruitment f. Support Tourism Development and the Arts g. Support the Military 3. Create and Market a Powerful Kentucky Brand a. Define the Kentucky Advantage b. Take the Lead in State Marketing Efforts c. Develop a More Aggressive Marketing Campaign 4. Work Toward Sustainability a. Develop a Sustainable Agenda for Kentucky b. Support Renewable Portfolio Standards or Guidelines c. Encourage Green Building Design/Construction 5. Foster Innovation and Technology Support a. Improve Partnerships Between Research Universities and Business/Industry b. Increase Access to Capital c. Support Research and Development Activities 6. Create an Entrepreneurial Culture a. Coordinate Entrepreneurial Resources b. Support Local Entrepreneurial Activities c. Increase Availability of Entrepreneurial Education
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Economic Cluster Analysis
Cluster Portfolio
Source:Clustermapping.us, 2017.
The BRADD is home to a variety of economic clusters, such as automotive, metalworking, paper and packaging, plastics, upstream metals, and wood products. An economic cluster is a regional concertation of related industries that arise out of the various types of linkages or externalities that span across industries in a particular location (clustermapping.us/cluster). There are two different types of clusters, traded and local. Traded clusters are the engines of regional economies and they serve markets in other regions or nations. These are typically concentrated in regions that afford specific competitive advantages. On the other hand, local clusters are the foundation of local economies and they sell products and services primarily for the local market. The region’s largest economic cluster by employment is the automotive industry at 8,515 employees in 2015. The second largest cluster is plastics at 3,450 employees. However, 63% of economic clusters are local clusters. The top 5 local clusters in the region are local health services, local hospitality establishments, local real estate, construction, and development, local commercial services, and local retailing of clothing and general merchandise. These top 5 local clusters employed 43,446 individuals in 2015.
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CHAPTER 4 GOALS/ACTION PLAN
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Action Plan
AREA ORGANIZATIONS AND GOVERNANCE
GOAL 1: Encourage and assist local governments and agencies, during a time of dwindling resources, to more efficiently operate and provide necessary services.
OBJECTIVE A: Provide opportunities for local officials and employees to improve their knowledge, skills and effectiveness. 1. Expand current training programs for the region’s governments and agencies and their employees. 2. Formalize the existing and expanded training sessions into a consistent and coordinated program with more input for needed topics from the attendees. 3. Coordinate with the Department of Local Government to structure training programs that can be approved for training credits where appropriate. 4. Discuss the possibility of establishing a tract where credits can be earned for those officials that do not have a program to participate in.
OBJECTIVE B: To recognize the importance of planning to guide decisions and development toward the most efficient and economic use of limited resources. 1. Provide staff assistance to local communities in the development of Comprehensive Plans required for planning commissions. 2. Encourage and assist in the development of Capital Improvement Plans to program identified facilities needs.
OBJECTIVE C: Strengthen collaborations and partnerships in order to address common problems and opportunities. 1. Encourage regionalization of services, projects and operations to achieve savings and continue the provision of quality products. 2. Examine opportunities that the BRADD Board through its Council system could pursue, through the use of interlocal agreements and other mechanisms, to meet the needs of the region more effectively. 3. Explore increased relationships and partnerships with regional and local agencies, other Area Development Districts, and State and Federal agencies.
ECONOMY
GOAL 1: Foster and maintain a partnership with federal, state and local government, economic development agencies, and other entities in order to encourage and facilitate economic growth in the region.
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OBJECTIVE A: Establish a regional council/forum to encourage cooperation and communication in the economic development efforts of the region. 1. Act as the advisory economic development planning council for the BRADD Board. 2. Identify and solicit a diverse membership that is broad in scope in order to discuss and guide the diversified economic efforts of the region. 3. Sponsor economic development training for the elected officials and community leadership in the region. 4. Serve as the council for development and oversight of the Comprehensive Economic Development Strategy.
OBJECTIVE B: Develop and maintain resources needed to strengthen economic development partnerships in the region. 1. Maintain a knowledgeable and trained economic development staff to undertake coordination, planning, assistance and training for the region’s leadership. 2. Seek funding to build upon the existing BRADD GIS database in order to strengthen regional economic planning efforts and serve as a reliable source of information for marketing and recruitment. 3. Develop the database to be inclusive of all economic sectors in the region including agriculture, tourism, education, health, manufacturing and other sectors to provide a planning and analytical tool to enhance and support regional economic development efforts
GOAL 2: Increase the availability of funding for regional economic development.
OBJECTIVE A: Expand the access to capital for regional business and industry. 1. Identify loan programs that could be beneficial for the region’s businesses but are underutilized and determine if they can be made more accessible. 2. Seek to expand loan programs that could supplement existing programs that are managed by the BRADD.
OBJECTIVE B: Develop and expand the economic infrastructure of the region. 1. Identify facility and program needs within the ten county area, including parks, spec buildings, incubators, and other infrastructure needed to attract and expand economic opportunities. 2. Meet with local officials, economic development personnel, and other community leaders in order to develop project scopes in order to seek funding to address identified needs.
WORKFORCE DEVELOPMENT
GOAL 1: Promote the economic development efforts of the area by increasing the availability of a skilled workforce among the target sectors.
OBJECTIVE A: Identify industries and occupations within our area that are high growth, high demand and vital to the area’s economy. 1. Utilize the most up to date appropriate labor market information. BRADD 2017 Comprehensive Economic Development Strategy 59
2. Review information to identify historical and projected trends in the increase or decline of employment in the region, determine what economic sectors are changing and how that change is impacting employment, identify occupations that have a deficit or surplus of available workforce, and then determine occupational skill needs for the region. 3. Identify the available supply of the skills needed and any gaps that exist to meet the sector growth requirements. 4. Strategies will be developed or modified to target skills and training needs to meet the requirements of our employers.
GOAL 2: Provide access to a seamless approach to a simplified service delivery system that will ensure high-quality services to job seekers and employers throughout our region.
OBJECTIVE A: Increase the employment, retention, and earnings of job seekers and increase occupational skill attainment by the job seeker. The quality of the workforce will be improved and employers will have access to a pool of skilled workers in the high growth targeted sectors. 1. Ensure that employers and job seekers are provided high quality services. 2. Ensure that employers and job seekers are provided user-friendly and customer-focused services. 3. Ensure that employers and job seekers have access to all workforce development resources. 4. Ensure that customers have access to labor market information and the high demand occupations in our region in order to make informed decisions about employment and access the skills needed through quality training/education.
GOAL 3: Create a long-standing relationship with employers by providing a system (Business Services Team) that is of high quality and value.
OBJECTIVE A: Improve communication and coordination between business and industries, economic development agencies, education and the workforce system in order to anticipate and address current and future workforce needs. 1. The Business Services Team should consist of core team members that have direct contact with employers, such as WIA staff, OET staff, Education and Economic Development/Chamber of Commerce. 2. The Business Services Team should provide market-driven services that help businesses compete and thrive in today’s complex, competitive, and ever-changing global economy. 3. The Business Services Team should offer workforce solutions for businesses and organizations. 4. Provide current and projected labor market and economic data.
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TRANSPORTATION
GOAL 1: Promote a transportation system that will provide the highest possible level of mobility to all potential users.
OBJECTIVE A: Preserve the mobility and capacity of the district’s existing transportation system. 1. Support initiatives to implement access management programs designed to preserve the capacity and mobility of the highway system within the BRADD area. 2. Continue to participate in planning educational programs pertaining to highway access management and the inter-relationships between land development and highway system. 3. Support development of projects designed to promote traffic management.
OBJECTIVE B: Improve and expand the capacity of the district’s highway system to accommodate the future increase of traffic. 1. Support highway projects designed to alleviate traffic congestion and improve mobility of traffic in cities of the district.
GOAL 2: Support a balanced transportation system that provides access to all areas the district and offers both residents and visitors convenient and reliable transportation.
OBJECTIVE A: Support maintenance and development of the highway system of the district. 1. Support ridesharing throughout the BRADD area. 2. Support the maintenance and development of the National Highway System. 3. Support initiatives to expand the National Highway System, such as I-66. 4. Support the maintenance and development of other arterial highway corridors within the district. 5. Support initiatives to develop or redevelop major collector highway corridors within the district. 6. Continue to participate in the prioritization of transportation needs for the Statewide Transportation Plan, Highway Plan, and the Unscheduled Highway Needs List, and off-system Bridge Replacement Program. 7. Continue to work closely with the Kentucky Transportation Cabinet’s District 3 and 4 concerning the maintenance and development of the district highway system, including bridges. 8. Continue to work with the Kentucky Transportation Cabinet’s central office in the development and implementation of corridor and other types of transportation planning studies. 9. Continue to work with the Regional Transportation Council, Metropolitan Planning Organization, and the ten county committees in the development of the district’s transportation system.
OBJECTIVE B: Support the development and maintenance of community (public and semi-public) transit systems throughout the BRADD area. 1. Continue to utilize Federal Transit Administration (FTA) funding to maintain and improve transportation for the elderly and handicapped at various facilities, which serve the district. BRADD 2017 Comprehensive Economic Development Strategy 61
2. Continue to utilize FTA funds to acquire, rehabilitate and operate community (public and semi- public) transportation systems within the BRADD area. 3. Provide information to interested cities/counties concerning development of community transportation endeavors. 4. Continue to offer training to staff of public and semi-public providers within the district. 5. Continue to provide coordinated management of FTA funding for community transportation programs in the BRADD area.
OBJECTIVE C: Support maintenance and development of the air transportation system of the district. 1. Support upgrades of all existing airports in the BRADD area in keeping with existing comprehensive airport master plans. 2. Support efforts to secure commercial air travel for the Bowling Green-Warren County Airport and support funding of necessary improvements for commercial air traffic use both passenger and freight.
OBJECTIVE D: Support maintenance and development of the pedestrian and bicycle systems throughout the district. 1. Provide assistance to cities and counties within the district in the development of pedestrian and bicycle paths.
GOAL 3: Work to enhance the integration and connectivity of the transportation system, across and between modes of travel for people and goods.
OBJECTIVE A: Support the interconnection of the various modes of travel available within the district. 1. Support the initiatives to expand the National Truck Network System. 2. Support maintenance and development of the railroad system of the district.
GOAL 4: Preserve the existing transportation system and improve its capacity and improve its overall safety and security.
OBJECTIVE A: Promote the safety of the transportation system within the district. 1. Support removal of obsolete rail crossings and upgrading of all other rail crossings to meet current safety requirement. 2. Support highway projects that would eliminate or minimize hazards on roadways within the district. (Examples would be improving drainage to remove flooding from roadway or improve intersection to eliminate a safety hazard). 3. Encourage implementation measures that improve operating efficiency, crash management, and motorist information systems. (An example would be the intelligent transportation system highway message boards in Warren County).
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OBJECTIVE B: Promote the security of the transportation system within the district. 1. Support initiatives to develop and maintain programs that will prepare local jurisdictions to address the operation of our transportation system during natural disasters, hazardous materials spills, or other emergencies of local, state, and national significance.
GOAL 5: Work to develop an Intermodal system that supports and strengthens the economic vitality and competitiveness of the district, and which supports economic development initiatives.
OBJECTIVE A: Support the maintenance and enhancement of the movement of freight to markets between and within the district, Commonwealth, country, and world. 1. Support initiatives to expand the National Truck Network System.
OBJECTIVE B: Support an intermodal system between and within the district that promotes the movement of people to jobs. 1. Support highway projects, which promote economic development.
OBJECTIVE C: Support the maintenance and development of a transportation system that promotes maximum tourism access and enjoyment. 1. Assist local governments to secure adequate signage on major routes or routes directing visitors to the tourist attractions of the area. 2. Support highway projects that improve access to recreational and tourism facilities within the district. 3. Support the full development and maintenance of scenic highways.
OBJECTIVE D: Support the maintenance and development of a transportation system that promotes maximum tourism access and enjoyment. 1. Support development of the Kentucky Transpark.
GOAL 6: Promote a transportation system that provides improvements in the quality of life within the district by being environmentally responsible by protecting or enhancing the natural and human environmental resources of the district.
OBJECTIVE A: Support the maintenance and enhancement of the movement of freight to markets between and within the district, Commonwealth, country, and world. 1. Continue to provide the public with appropriate tools and opportunities to review and comment on all transportation plans and activities.
OBJECTIVE B: Investigate the environmental and social impact of transportation system changes as to how they may affect the environment and determine how best to avoid, minimize, or mitigate that impact on the environment. (Examples of environmental issues that would be investigated would include the landscape/habitat, water, air, or historic/archeological resources within the scope of the transportation system proposed to be changed.)
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1. Continue to participate in the transportation planning studies conducted by the Kentucky Transportation Cabinet by conducting Environmental Justice reports and soliciting environmental studies. 2. Ensure that consideration is given to how the cultural resources or character of a community will be impacted by a proposed change in the transportation system and how the adverse impact of the system change can be avoided, minimized or mitigated.
WATER AND WASTEWATER INFRASTRUCTURE
GOAL 1: Provide adequate infrastructure to accommodate and facilitate development within the BRADD.
OBJECTIVE A: Maintain a planning council to guide the development of water, wastewater and stormwater within the region. 1. Coordinate the Barren River Water Management Council to guide the infrastructure planning and development efforts of the region. 2. Maintain the GIS water and wastewater database to assist in the identification of needs and prioritization of projects. 3. Encourage the regionalization of water and wastewater systems in order to minimize the cost of operation and provide the most affordable service to the citizens of the region
OBJECTIVE B: Seek grants and low interest loan funds to help finance the identified water and wastewater needs in the region and help keep the cost of expansion and maintenance of water systems affordable. 1. Provide assistance to local governments and utilities to design projects that are eligible for grant and loan funding and provide assistance in managing the projects to meet federal and state requirements. 2. Examine the possibility of capitalizing a regional low interest loan program for development of small infrastructure projects.
ENVIRONMENT - NATURAL, PHYSICAL & CULTURAL RESOURCES
GOAL 1: Preserve the environmental integrity of cultural and natural resources of the Barren River region, especially within the karst system
OBJECTIVE A: Strengthen the effectiveness of the Mammoth Cave Area Biosphere Reserve Program. 1. Provide coordination and staff assistance to the Biosphere Reserve Program to achieve their objectives and activities. 2. Provide website development assistance and space for a Biosphere presence.
OBJECTIVE B: Encourage development in a manner that is sensitive to environmental constraints, natural resources and conditions, cultural resources and the protection of agricultural resources within the District BRADD 2017 Comprehensive Economic Development Strategy 64
1. Encourage the incorporation of objectives and policies within Comprehensive Plans, land use plans, subdivision regulations, and other development control documents that help protect natural and cultural resources but not limit growth and development. 2. Continue BRADD’s partnership with the Mammoth Cave Resource Conservation and Development Council (RC&D) to achieve common goals regarding natural resources in the region.
COMMUNITY SERVICES AND FACILITIES
GOAL 1: Construct, expand and renovate governmental and public buildings to meet the service needs of the region.
OBJECTIVE A: Provide assistance to local governments and public agencies to undertake facility projects. 1. Assist in the development of the project scope and identification of possible funding sources. 2. Assist in the application for needed funding and provide assistance in the management of the project to meet all required federal and state requirements and regulations. 3. Provide assistance in identifying and meeting the needs of the disabled according to the American Disability Act
GOAL 2: Enhance the effectiveness of public safety agencies in the District, including law enforcement, fire protection, emergency medical, emergency management services, E911 and other functions.
OBJECTIVE A: Obtain funding for the purchase of public safety equipment and programs. 1. Provide staff assistance to apply for funds for the acquisition of vehicles, equipment, supplies and building construction. 2. Ensure that staff obtains training, when provided, regarding grant and loan programs for public safety projects.
GOAL 3: Promote a healthier lifestyle and improve the quality of life for the residents of the region.
OBJECTIVE A: Improve the recreation opportunities for the residents of the region. 1. Continue to promote the participation in the Land and Water Conservation Fund Program and Recreational Trails Program and provide assistance in developing projects and seeking funding. 2. Encourage the inclusion of recreational facilities and programs in the development of Comprehensive Plans.
OBJECTIVE B: Support the Barren River Regional Health Department and the Allen County and Monroe County Health Departments in their efforts to promote healthier living. 1. Take an active role in the quarterly meetings of the Barren River Community Health Planning Council.
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2. Integrate objectives of the Health Planning Council into the program requirements of the BRADD when possible. 3. Encourage the inclusion of healthier living facilities and programs into the development of Comprehensive Plans.
COMMUNICATIONS AND INFORMATION SYSTEMS
GOAL 1: Improve the telecommunications and digital information capabilities of the region.
OBJECTIVE A: Assist the Commonwealth Office of Broadband Outreach & Development (OBOD) with the development of their Broadband KY study. 1. Seek to improve the understanding of the availability and usage of high-speed internet services in the region and state. 2. Identify opportunities for growth in broadband availability and use. 3. Develop strategies for targeting growth in un/underserved areas and in areas where populations are not taking advantage of broadband tools to facilitate personal and economic growth.
OBJECTIVE B: Develop a better understanding of the broadband needs of the region, the issues involved with broadband development and the opportunities to address un/underserved areas and utilization issues.
1. Convene a regional forum to meet periodically to discuss and exchange information and ideas on broadband in the region and to develop possible partnerships. 2. Attempt to develop an asset map of the broadband services in the region.
GOAL 2: Improve and expand the Geographic Information System resources and utilization.
OBJECTIVE A: Expand the information database by mapping areas not currently collected. 1. Through a partnership with the Kentucky Department of Agriculture, undertake asset mapping of the agricultural resources, markets, programs, and infrastructure within the region and state. 2. Through a partnership with the Kentucky Cabinet for Economic Development, expand the asset mapping of the economic resources of the region and state. 3. Seek other asset mapping opportunities to expand the information resources of the region (eg: natural resources and tourism).
OBJECTIVE B: Encourage more efficient use of information and data within the region in order to achieve economies of operation and provide expanded information for decisionmaking. 1. Establish a regional partnership to oversee the development of a shared GIS database and staff resources. 2. Inventory existing systems and available information. 3. Determine those communities and agencies that are interested in participating.
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4. Examine existing partnerships to determine project needs, costs, organizational structure, operations, and revenue sources. 5. Land uses including prime farmland, environmentally sensitive and protected areas, etc. 6. Workforce development/technical training resources and programs 7. Crop production information 8. Transportation resources (rail, ports, etc.)
Linkages to other resources such as water, sewer, etc.
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CHAPTER 5 EVALUATION/ PERFORMANCE MEASURES
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Performance Measures/Evaluation
A. IMPROVEMENT OF INCOME LEVELS I. 2011 - 2012 Performance Measure Performance Measure - Increase per capita income in the BRADD to 70% of the national income by 2012. The benchmark at the time of the plan development based upon 2009 data, which was 67% of the national rate.
Evaluation- Based upon the available 2010 data provided by the U.S. Bureau of Economic Analysis, the BRADD has not yet achieved this performance measure. As of 2010, per capita income of the BRADD decreased to 66% of the national income. Average per capita income of the BRADD was $26,404 while the national per capita income was $39,937. It should be noted that due to constraints of data availability, a formal declaration of success or failure regarding this performing measure cannot be made until 2011 and/or 2012 data are published.
II. 2017-2018 Performance Measure
Performance Measure – Increase per capita income in the BRADD to 70% of the national income by 2018. The benchmark at the time of the plan development based upon 2012 data, which was 69% of the national rate.
B. IMPROVEMENT OF JOB CREATION AND RETENTION I. 2011 – 2012 Performance Measure Performance Measure – Create or retain 1,500 jobs by June 30, 2012. Evaluation – The BRADD successfully achieved the performance measure. Based upon the Kentucky Cabinet for Economic Development new and retained industry, during the period from July 1, 2011 to June 30, 2012, the region experienced approximately $415 million of private investment and an estimated 1,887 new jobs that resulted from 40 industries locating in the region or expanding existing operations. II. 2017 – 2018 Performance Measure Performance Measure – Create or retain 1,500 jobs by June 30, 2018.
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C. REDUCTION OF UNEMPLOYMENT I. 2011 – 2012 Performance Measure Performance Measure – Reduce unemployment in the region to a rate that is equal to the national rate by July 2012. Evaluation – The BRADD did not succeed in achieving the performance measure. Based upon July 2012 U.S. Department of Labor’s Bureau of Labor Statistics the BRADD unemployment rate was 114% of the national rate (US – 9.2 % and BRADD – 10.5 %) the U.S. average of 6.5%. II. 2017-2018 Performance Measure Performance Measure – Maintain or reduce the current unemployment rate by July 2018.
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CHAPTER 6
STRATEGIC PROJECTS
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Community and Economic Development Projects
County Project Cost Allen City of Scottsville – US 231 Sewer Extension – Stage 1 of Phase 1 $2,650,000 Allen City of Scottsville – Inflow and Infiltration Project, Phase 1 $1,750,000 Allen KY 231 Elevated Water Tank $1,750,000 Allen Old KY 231 Water Line Replacement $1,490,000 Allen City of Scottsville – WTP Emergency Generator Project $1,259,700 Allen Industrial Park Development Allen Scottsville-Main Street Beautification, Phases 6-8 $1,500,000 Barren Cave City-Water Tank and Water Line $2,148,000 Barren Glasgow Water Improvement – 24 Inch Transmission Line Pritchardsville Road to Grandview Avenue $4,500,000 Butler Rochester Dam Improvements $3,000,000 Butler Rochester-City Park Improvements $150,000 Butler Morgantown Fire Department $500,000 Butler Morgantown City Hall ADA Renovations $394,024 Edmonson Farmers Market $100,000 Hart Industrial Park Development Hart Horse Cave-Industrial Spec Building at Progress Park $500,000 Hart Horse Cave-31W Sidewalk Construction & Improvements $1,000,000 Hart Horse Cave-City Park Improvements $50,000 Hart Bonnieville-Sidewalks $50,000 Hart Energy Efficiency Upgrades $160,000 Hart Horse Cave Wastewater Treatment Plant Expansion $2,500,000 Hart Quarry Road Water Main Extension $472,586 Hart Southern Kentucky Film Studio $1,100,000 Hart Munfordville Sewer Extensions and Pump Station Rehabilitations $1,430,525 Logan Small Business Incubator $800,000 Logan City of Auburn – Upgrade of Existing Wastewater Treatment Plant $6,600,000 Logan Lewisburg Sewer System Upgrade $1,500,000
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Logan Lewisburg-Sidewalk Extensions $250,000 Logan Lewisburg-Parks & Recreation Improvements $150,000 Metcalfe Highway 68 North Sewer Service $740,000 Metcalfe Water Line Extension $100,000 Metcalfe Edmonton Water System Improvements – Contract A $2,816,950 Metcalfe Edmonton Water System Improvements – Contract B $3,246,025 Monroe Construction of Storm Shelters $85,000 Monroe Fountain Run-Purchase of Fire Pumper/Tanker $200,000 Monroe Gamaliel-City Park Improvements $25,000 Monroe Tompkinsville-Downtown Streetscape $1,440,000 Monroe Tompkinsville-City Hall Expansion/Renovation $350,000 Monroe Storm Water Drainage Improvements $300,000 Monroe Tompkinsville WWTP Expansion & Sanitary Sewer Collection Improvements $2,386,448 Simpson Senior Citizens Center $500,000 Simpson Storm Shelter Project $200,000 Warren Purchase of Fire Engine $250,000
Broadband - Fiber to the Home (FTTH) broadband community projects. Markets Date Project Network Deplorer Community(ies) Type Services Served by Started Fiber Business Services, Business Bowling Green Municipal Utilities Bowling Green and Warren County Municipal 2007 Data, Voice Only Business Franklin Municipal FiberNet Franklin Municipal 2013 Data Only Business Glasgow Electric Plant Board Glasgow Municipal - Data Only Data, Video, Voice, Russellville Electric Plant Board Russellville Municipal 2010 - Smart Grid *Source: Broadband Communities Aug/Sep 2015 Vol. 36 No 5
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BRADD Region Priorioty Transportation Projects
Quantitative Boost County Route Project Description BMP EMP Project Type Boost Score Score Agency 60.6 75.6 Barren KY 90 WIDEN KY 90 TO 2 + 1 ROADWAY FROM ESTES ROAD 1.4 8.754 MAJOR BRADD IN CAVE CITY TO THE GLASGOW OUTER LOOP (US68). WIDENING 53.5 83.5 Barren KY 90 PRIORITY SECTION 3: RECONSTRUCT KY-90 EAST OF 17.758 21.975 RECONSTRUCTION BRADD/D3 GLASGOW FROM BRIDGE OVER FALLEN TIMBER CREEK TO THE METCALFE COUNTY LINE. 50.2 65.2 Allen KY 100 Improve safety and reduce congestion along KY 100 13.475 14.1 Reconstruction BRADD (Old Gallatin Rd) from the intersection with Woodland Circle Drive to John Kelly Drive in Scottsville 49.8 79.8 Barren KY 1297 MAJOR WIDENING FROM DONNELLY DRIVE TO US- 11.085 12.806 MAJOR BRADD/D3 31E (ROGER WELLS) IN GLASGOW AND WIDEN WIDENING(O) DONNELLY DRIVE. 48.5 78.5 Allen KY 100 RECONSTRUCT KY-100 (OLD GALLATIN ROAD) FROM 14.1 14.441 RECONSTRUCTION BRADD/D3 0.2 MILES SOUTH OF KY-2160 (MP 14.1) TO KY-980 (MP 14.41). 47.5 77.5 Simpson US 31W MAJOR WIDENING TO 5-LANES WITH URBAN 8.477 10.779 MAJOR BRADD/D3 SECTION FROM KY-1008 TO KY-621. WIDENING 46.9 61.9 Edmonson KY 259 RECONSTRUCT KY-259 FROM 0.42 MILE NORTH OF 12.096 16.204 RECONSTRUCTION BRADD THE KY-70 INTERSECTION TO NORTH OF THE KYROCK ELEMENTARY SCHOOL (PRIORITY SECTION). 44.1 59.1 Butler US 231 Increase safety and mobility for motor vehicles and 10.683 10.95 Minor widening BRADD pedestrians on US 231 from the intersection with Bell Street to the intersection with KY 2161 in Morgantown 42.7 72.7 Simpson KY 1008 MAJOR WIDENING TO 3-LANES WITH URBAN 3.688 4.333 MAJOR BRADD/D3 SECTION FROM KY-73 TO NORTH FRANKLIN STREET. WIDENING(O)
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42.1 72.1 Simpson KY 1008 Reduce congestion and improve safety along KY 1008 0 2.276 Major widening BRADD/D3 from US 31W south of Franklin to KY 100 west of Franklin. 41.8 56.8 Logan KY 100 Improve the connection and reduce the travel time 0.932 9.948 Major widening BRADD on this section of KY100 between US68X and the Simpson County Line, improving the access between Russellville and I-65 in Franklin. 40.7 70.7 Simpson KY 100 IMPROVEMENTS TO KY 100: RECONSTRUCT KY 100 16.34 19.115 Reconstruction BRADD/D3 FROM KY 622 TO EAST OF SULPHUR FORK CREEK. 40.2 70.2 Monroe KY 100 Reduce congestion, address deficiencies with Town 14.402 14.902 Reconstruction BRADD/D3 Creek bridge and improve safety along KY100 from KY163 to KY3144 in Tompkinsville. Inlcudes Bridge ID 086B00005 38.9 68.9 Allen KY 100 IMPROVEMENTS TO KY 100: CURVE, BRIDGE, AND 3.1 4.2 Reconstruction BRADD/D3 INTERSECTION IMPROVEMENTS FROM NEAR THE STONY POINT ROAD INTERSECTION TO EAST OF THE ALONZO LONG HOLLOW ROAD INTERSECTION 32.8 62.8 Metcalfe KY 90 SUMMER SHADE BYPASS. 0 3.283 SPOT BRADD/D3 IMPROVEMENTS 32.7 62.7 Metcalfe US 68 SPOT IMPROVEMENTS ON US-68 FROM THE 17.835 20.016 SPOT BRADD/D3 CUMBERLAND PARKWAY TO THE GREEN/METCALFE IMPROVEMENTS COUNTY LINE. 32.3 62.3 Logan US 79 Address deficiencies and increase safety on 4.35 4.85 Spot Imprvmt BRADD/D3 Whipporwill Creek Bridge near KY 1151. Bridge ID 071B00025 22.4 52.4 Hart US 31W IMPROVE CONNECTIVITY AND SAFETY BY PROVIDING 1.1 2.667 Economic Dev BRADD/D4 A ROUTE FOR TRUCK TRAFFIC WEST OF HORSE CAVE FROM KY 218 TO US 31W TO AVOID THE RAILROAD CROSSING AND DOWNTOWN AREA.
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Sewer Projects
County PNUM Applicant Title Description Rank Total Cost Barren SX21009044 Caveland Caveland Environmental - Install force main and two lift stations. 1 $1,000,000 Environmental Hiseville School Sewer Authority Project
Butler SX21031009 City of Morgantown Morgantown – Sewer Main This project will replace/repair and increase 2 $500,000 Infrastructure sewer flow capacity on a deteriorating Replacement/Repair to undersized 12" clay sewer main and sewer Sewer Main manholes that is the major line that delivers wastewater from Morgantown to the Morgantown Wastewater Plant. There's 4,950 LF of 12" clay that needs to be replaced/repaired with 12" or more PVC gravity main. Simpson SX21213038 City of Franklin Methodist Home Pump Upgrade of Lift Station and Force Main on 31-W 3 $233,700 Station and Force Main North to accommodate future growth Monroe SX21171020 City of Tompkinsville Tompkinsville WWTP This project will include the conversion of the 4 $2,386,448 Expansion & Sanitary existing Tompkinsville Extended Aeration Plant Sewer Collection 670,000 GPD AVD to a 1.7 MGD Sequential Improvements Batch Reactor (SBR) WWTP. In addition to the plant's conversion, the project also includes the installation of a new Headworks facility, replacement of the existing chlorine disinfection system with a new Ultraviolet (UV) system, the rehabilitation of approximately 8,750 LF of dilapidated sanitary sewer collection mains, the construction of approximately 11,600 LF of new HDPE force main to Joe Harrison Carter (JHC) Elementary, installation of a new lift station at JHC to replace and decommission the existing JHC Package Treatment Facility, the installation of a
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new SCADA system which will be connected to the WWTP and all ten (10) lift stations within the City's sewer system, and the installation of VFDs on all lift stations to optimize use and reduce power consumption. Logan SX21141014 City of Lewisburg Lewisburg Sewer System The City of Lewisburg is seeking KIA Planning 5 $1,500,000 Upgrade and Design Loan of $250,000 to allow for the work to progress to the point of being ready to receive construction bids. At that point, the city will apply for long-term financing to repay the P&D Loan and finance construction of the needed improvements.
The first two phases of the work will involve planning and design of the improvements. In the planning step, a thorough sanitary sewer evaluation survey (SSES) will be undertaken to provide a good understanding of the existing assets and the deficiencies in the system. This work may include smoke testing, video inspection of sewer lines, flow monitoring, physical inspection of manholes and lift stations, and a thorough assessment of the wastewater treatment plant. The facilities plan for the system will be rewritten or updated as necessary. This effort will include an assessment of the system as it exists today, a determination of what may be needed to bring it up to a condition that will reliably serve the community for the foreseeable future, and a consideration of the various alternatives to achieve the desired results.
With the data generated by the SSES and planning work the city will be in a much better position to understand the scope of the work
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needed to correct the problems in the system. At that point, the engineer will proceed with detailed design of the improvements and be ready to move toward implementation. Metcalfe SX21169007 City of Edmonton Edmonton – Cumberland Provide approximately 4,500 LF of 4-inch PVC 6 $400,000 Parkway Area Extension sewer extension for future development on Cumberland Parkway. Project would eliminate the need for future septic tank installation. Warren SX21227082 Warren County WCWD – Plum Springs This Project is located in the Plum Springs area 7 $3,000,000 Water District Area Sewer Rehab and of Warren County, generally along U.S. HWY Replacement 31-W. This project consists of the rehabilitation or replacement of 6,500 ft of 8-inch diameter gravity sewer and 14,000 ft of larger diameter gravity sewer. The facilities will be owned and operated by Warren County Water District. Allen SX21003036 City of Scottsville City of Scottsville – Inflow Begin initial inflow and infiltration rehabilitation 8 $1,750,000 and Infiltration Project, project by providing for video inspection, slip Phase I lining and line replacement of aged sewer lines and line rehabilitation where current I/I issues are determined. Areas of concentration will be along major interceptors and suspected locations as analyzed by existing flow data, existing smoke testing, and engineering expertise. Approximately 7,000 LF of line will be rehabbed/replaced, exact locations and lengths of lines will be determined after initial testing and inspection. Hart SX21099021 City of Munfordville City of Munfordville – SSES Project involves the evaluation of infiltration 9 $1,450,000 and Stormwater Inflow and inflow into the city's sanitary sewers. The Removal Project study will also identify possible solutions to eliminate areas of flooding that also cause significant inflow into the sanitary sewers causing them to overflow. The SSES study will indicate which portions of the sanitary sewers will be improved and if any improvements at the WWTP are necessary.
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Edmonson SX21061009 Edmonson County Edmonson County Water A collection system near south central 10 $7,843,771 Water District District – Collection System Edmonson County for residential and business Phase III properties. Construct approximately 21.85 miles of collection system to serve approximately 600 households, 7 pump stations and other necessary items to make system fully operational.
Water Projects
County PNUM Applicant Title Description Rank Total Cost Warren WX21227087 Bowling Green BGMU – Water The City is seeking funding for engineering fees 1 $3,800,000 Municipal Utilities Treatment Plant specifically that are affiliated with the larger WTP Expansion expansion. The future plant design will maintain conventional treatment process philosophy, which will include the addition of a filter building with ten filters, two flash mix units, four flocculation and sedimentation basins, two raw water pump stations, and four sedimentation basins. Additionally, no clearwell capacity will be added at this time, no modifications to the pumping, and the application point and design dosages will not change. The flow from this expansion will tie into the common CFE point already in place in the plant. The BGMU water/sewer crew headquarters building is located in the vicinity of where the designed/proposed filter building currently resides. Hart WX21099038 Hardin County Water Quarry Road Water This project represents a single road that was 2 $492,586 District #2 Main Extension previously contained in the Hardin County Water District #2 project profile: WX21093018 HCWD No. 2 - 2020 Project Phase VI. Since the project area is located in Hart County the District has chosen to separate this road and present it as a stand alone project. This project will consist of the installation of approximately 10,000 LF of 6" water main from Peachtree St., South
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on Quarry Rd providing water service to 11 unserved households in the area and 2 commercial customers currently on well water.
Edmonson WX21061027 Edmonson County Edmonson County Construct approximately 2750 FT of 4 inch water main 3 $1,290,000 Water District Water District – to serve one customer and allow for an interconnect Edmonson and Hart with Green River Valley Water District. Construct Extensions #1 approximately 22,050 FT of 3 inch and 4 inch water main and one pressure booster station to serve 25 new and existing customers and eliminating long individual service lines. Connecting three lines to provide better water quality and providing an alternate route to supply existing customers. Install hydrants for flushing resulting in better quality water and maintain chlorine residuals and also supplying water to volunteer fire department to fill trucks. Install leak detection meters to aid in water loss control. Lines and hydrants will be installed in Edmonson and Hart counties. Barren WX21009033 Glasgow Water and Glasgow Water This project will construct approximately 20,900 feet 4 $4,500,000 Sewer Commission Improvement – 24 of 24 inch water transmission line from the proposed Inch Transmission 24 inch transmission line to be located at Line Pritchardsville Pritchardsville Rd to a proposed tank site at Grandview Rd to Grandview Ave Ave. Butler WX21031046 Butler County Water BCWS – Pump This project consists of the acquisition of a trailer 5 $90,000 System Station Standby mounted standby power generator and electrical Power System modifications at 9 pump stations. A manual transfer switch and quick connect receptacle will be permanently installed at each pumping station. This project will allow all of Butler County Water's customers to continue to receive water service in the event of a power outage. This equipment will be owned and operated by Butler County Water System.
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Metcalfe WX21169039 City of Edmonton Edmonton Water The project involves the installation of about 14,500 6 $2,816,950 Improvement linear feet of 8-inch water main along Highway 90; Project – Contract A construction of a new 225 GPM duplex Summer Shade water booster station to replace the existing; the modifications of the existing County Line water booster station to operate at 200 GPM; and the construction of a new 150,000 gallon Summer Shade elevated water storage tank to replace the existing tank. Also included is the Pekerwood Ridge Road water connection of 7,200 linear feet of 3" PVC water main to eliminate a dead end water line and the installation of 8,000 linear feet of new 4" PVC water main to replace old lines along Lonestar Ridge Road. The last part is the installation of 2,000 linear feet of 6" PVC water main along Highway 90 near the Beaumont Area to replace older water main in poor condition. New SCADA equipment will be installed for operation of the two water booster stations and new water storage tank. Simpson WX21213047 City of Franklin North Main Street Replacement and upsize of approximately 600 feet of 7 $75,000 Water Line 1 1/2" galvanized line along 31-W North. Replacement Logan WX21141057 East Logan Water SCADA System System Wide SCADA System Upgrade includes 8 $550,000 District Upgrade upgrading 2 Sixnet sites, 15 Radios, 6 RC Valve stations, 4 RC Master meter stations, 2 RC Combination stations, and relocation Master PLC from Tank to Office.
Allen WX21003020 City of Scottsville Water Line This project calls for the instillation of approximately 9 $654,300 Extension to 2,750 LF of 6 " PVC line between Sumitomo Water Sumitomo Plant Tank to existing pump station near Dollar General. This project will increase pressure to supplement demand for approximately 2000 currently underserved customers. Monroe WX21171049 Monroe County New Automatic To add approximately 3500 auto-read meters to our 10 $800,000 Water District Read Meters system.
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Hazard Mitigation Projects Allen County Scottsville Action Ob. Project Type Hazard Estimated Potential Potential 2016 Cost Funding Responsible Party Ranking Source Remove debris 1.1 Natural Flood $100,000- Local Funds, Solid Waste, Very High from streams Systems $200,000 Prevention Emergency that cause Protection annually Grants, Natural Management damage to Resource bridge and Grants transportation facilities. Create an 1.1 Local Plans & Flood Project Pre-Disaster Public Works Very High inventory of Regulations, Specific Mitigation, susceptible Structure & Hazard culverts, roads, Infrastructure Mitigation, and bridges Local Funds and implement corrective measures. Purchase 1.3 Structure & All Facility Pre-Disaster Utility Companies, Very High generators for Infrastructure Specific Mitigation Public Works critical Grants, Hazard facilities. Mitigation Grant Program, Public Health Preparedness Program, Local Funds Identify roads 2.2 Structure & Flood Project KYTC, County/City Very High that are Infrastructure Specific Municipal Road Government, vulnerable to Aid, CDBG Transportation flooding and Department, repair. BRADD Integrated Education & All $20,000 Local Funds Emergency Very High training for Awareness Management, Fire disaster Departments, response with EMS, Police emergency Department, responders Sheriff’s Department, Search & Rescue Upgrade 5.3 Structure & All $300,000 Kentucky County/City Very High Emergency Infrastructure Office of Government Services Homeland Communicatio Security n Equipment grants, Assistance to
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Firefighters Grants
Barren County Cave City Glasgow Park City Action Ob. Project Type Hazard Estimated Potential Potential 2016 Cost Funding Responsible Party Ranking Source Create an 1.1 Local Plans & Flood Project Pre-Disaster Public Works Very High inventory of Regulations, Specific Mitigation, susceptible Structure & Hazard culverts, roads, Infrastructure Mitigation, and bridges and Local Funds implement corrective measures. Purchase 1.3 Structure & All Facility Pre-Disaster Utility Companies, Very High generators for Infrastructure Specific Mitigation Public Works critical facilities. Grants, Hazard Mitigation Grant Program, Public Health Preparedness Program, Local Funds Create an 1.2 Local Plans & All Project Pre-Disaster Utility Companies, Very High inventory of Regulations; Specific Mitigation, Public Works susceptible utility Structure & Hazard systems and Infrastructure Mitigation implement Grant corrective Program, measures. Local Funds, Flood Control Grants Construct 2.3 Structure & Tornado, $20,000- Hazard Emergency Very High tornado-resistant Infrastructure Severe $100,000 Mitigation Management, storm shelters. Storm Grant County/City Program, Pre- Government Disaster Mitigation Retrofit buildings 2.3 Structure & Tornado Facility Hazard County/City Very High to include tornado Infrastructure Specific Mitigation Government, resistant shelters. Grant Emergency Program, Pre- Management, Disaster Property Owners Mitigation BRADD 2017 Comprehensive Economic Development Strategy 83
Purchase and 2.4 Structure & Tornado $30,000/C Hazard County/City Very High install community Infrastructure OWS Mitigation Government, outdoor warning Grant Emergency systems. Program, Pre- Management Disaster Mitigation, KOHS Purchase NOAA 2.4 Structure & All $500,000 Hazard Emergency Very High weather radios for Infrastructure Mitigation management, occupied Grant County/City structures. Program, Pre- Government Disaster Mitigation Identify and 2.2 Structure & All Project KYTC, County/City Very High retrofit bridges Infrastructure Specific Municipal Government, that are Road Aid, Transportation susceptible to CDBG Department, collapse. BRADD Identify roads 2.2 Structure & Flood Project KYTC, County/City Very High that are Infrastructure Specific Municipal Government, vulnerable to Road Aid, Transportation flooding and CDBG Department, repair. BRADD Purchase 2.2 Structure & All $50,000 Pre-Disaster County/City Very High Communication Infrastructure Mitigation, Government, Tower Hazard Emergency Mitigation Management Grant Program, Local Funds
Butler County Morgantown Rochester Woodbury Action Ob. Project Type Hazard Estimated Potential Potential 2016 Ranking Cost Funding Responsible Party Source Create an 1.1 Local Plans & Flood Project Pre-Disaster Public Works Very High inventory of Regulations, Specific Mitigation, susceptible Structure & Hazard culverts, roads, Infrastructure Mitigation, and bridges and Local Funds implement corrective measures.
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Work with utility 1.2 Structure & Severe $50,000 Local Utility Utility Companies Very High companies to trim Infrastructure Weather, Funds trees away from Winter overhead power Storms, lines. Tornados , Flood Purchase 1.3 Structure & All Facility Pre-Disaster Utility Very High generators for Infrastructure Specific Mitigation Companies, critical facilities. Grants, Public Works Hazard Mitigation Grant Program, Public Health Preparednes s Program, Local Funds Create an 1.2 Local Plans & All Project Pre-Disaster Utility Very High inventory of Regulations; Specific Mitigation, Companies, susceptible utility Structure & Hazard Public Works systems and Infrastructure Mitigation implement Grant corrective Program, measures. Local Funds, Flood Control Grants Purchase satellite 1.3 Structure & All $10,000 Hazard County/City Very High phones for critical Infrastructure Mitigation Government, facilities and Grant Emergency personnel. Program, Management Pre-Disaster Mitigation, Local Funds Construct 2.3 Structure & Tornado, $20,000- Hazard Emergency Very High tornado-resistant Infrastructure Severe $100,000 Mitigation Management, storm shelters. Storm Grant County/City Program, Government Pre-Disaster Mitigation Retrofit buildings 2.3 Structure & Tornado Facility Hazard County/City Very High to include tornado Infrastructure Specific Mitigation Government, resistant shelters. Grant Emergency Program, Management, Pre-Disaster Property Owners Mitigation
BRADD 2017 Comprehensive Economic Development Strategy 85
Purchase NOAA 2.4 Structure & All $500,000 Hazard Emergency Very High weather radios for Infrastructure Mitigation management, occupied Grant County/City structures. Program, Government Pre-Disaster Mitigation Purchase a mass 2.4 Structure & All $50,000 Hazard City/County Very High text notification Infrastructure Mitigation Government, system. Grant Emergency Program Management, 911 Dispatch Drinking Water 2.2 Structure & All/Dam $3,500,000 Local Funds, Water District, Very High Source Infrastructure Failure Watershed City/County Preservation at Rehabilitatio Government Rochester Dam n Upgrade 5.3 Structure & All $300,000 Kentucky County/City Very High Emergency Infrastructure Office of Government Services Homeland Communication Security Equipment grants, Assistance to Firefighters Grants
Edmonson County Brownsville Action Ob. Project Type Hazard Estimated Potential Potential 2016 Cost Funding Responsible Party Ranking Source Create an 1.1 Local Plans & Flood Project Pre-Disaster Public Works Very High inventory of Regulations, Specific Mitigation, susceptible Structure & Hazard culverts, roads, Infrastructure Mitigation, and bridges and Local Funds implement corrective measures. Work with utility 1.2 Structure & Severe $50,000 Local Utility Utility Companies Very High companies to trim Infrastructure Weather, Funds trees away from Winter overhead power Storms, lines. Tornados , Flood Purchase 1.3 Structure & All Facility Pre-Disaster Utility Very High generators for Infrastructure Specific Mitigation Companies, critical facilities. Grants, Public Works Hazard Mitigation Grant Program, BRADD 2017 Comprehensive Economic Development Strategy 86
Public Health Preparedness Program, Local Funds Pre-connectors for 1.3 Structure & All Project & Pre-Disaster Emergency Very High generators at Infrastructure Facility Mitigation, Management, critical facilities. Specific Hazard County/City Mitigation Government Grant Program Construct tornado- 2.3 Structure & Tornado, $20,000- Hazard Emergency Very High resistant storm Infrastructure Severe $100,000 Mitigation Management, shelters. Storm Grant County/City Program, Pre- Government Disaster Mitigation Purchase NOAA 2.4 Structure & All $500,000 Hazard County/City Very High weather radios for Infrastructure Mitigation Government, occupied Grant Emergency structures. Program Management
Hart County Bonnieville Horse Cave Munfordville Action Ob. Project Type Hazard Estimated Potential Potential 2016 Cost Funding Responsible Ranking Source Party Purchase 1.3 Structure & All Facility Pre-Disaster Utility Very High generators for Infrastructure Specific Mitigation Companies, critical facilities. Grants, Public Works Hazard Mitigation Grant Program, Public Health Preparednes s Program, Local Funds Retrofit the EOC. 1.3 Structure & All $150,000 KOHS, Local Emergency Very High Infrastructure Funds Management, County/City Government Construct 2.3 Structure & Tornado $20,000- Hazard Emergency Very High tornado-resistant Infrastructure , Severe $100,000 Mitigation Management, storm shelters. Storm Grant County/City Program, Government
BRADD 2017 Comprehensive Economic Development Strategy 87
Pre-Disaster Mitigation Retrofit buildings 2.3 Structure & Tornado Facility Hazard County/City Very High to include Infrastructure Specific Mitigation Government, tornado resistant Grant Emergency shelters. Program, Management, Pre-Disaster Property Owners Mitigation Purchase NOAA 2.4 Structure & All $500,000 Hazard Emergency Very High weather radios Infrastructure Mitigation management, for occupied Grant County/City structures. Program, Government Pre-Disaster Mitigation
Logan County Adairville Auburn Lewisburg Russellville Action Ob. Project Type Hazard Estimated Potential Potential 2016 Cost Funding Responsible Party Ranking Source Create an 1.1 Local Plans & Flood Project Pre-Disaster Public Works Very High inventory of Regulations, Specific Mitigation, susceptible Structure & Hazard culverts, roads, Infrastructure Mitigation, and bridges and Local Funds implement corrective measures. Purchase 1.3 Structure & All Facility Pre-Disaster Utility Very High generators for Infrastructure Specific Mitigation Companies, critical facilities. Grants, Public Works Hazard Mitigation Grant Program, Public Health Preparedness Program, Local Funds Pre-connectors 1.3 Structure & All Project & Pre-Disaster Emergency Very High for generators at Infrastructure Facility Mitigation, Management, critical facilities. Specific Hazard County/City Mitigation Government Grant Program
BRADD 2017 Comprehensive Economic Development Strategy 88
Construct 2.3 Structure & Tornado $20,000- Hazard Emergency Very High tornado-resistant Infrastructure , Severe $100,000 Mitigation Management, storm shelters. Storm Grant County/City Program, Pre- Government Disaster Mitigation Purchase water 2.5 Structure & All $5,000 Hazard Emergency Very High purification Infrastructure Mitigation Management, system. Grant County/City Program, Pre- Government Disaster Mitigation, Local Funds Retrofit buildings 2.3 Structure & Tornado Facility Hazard County/City Very High to include tornado Infrastructure Specific Mitigation Government, resistant shelters. Grant Emergency Program, Pre- Management, Disaster Property Owners Mitigation Purchase and 2.4 Structure & Tornado $30,000/CO Hazard County/City Very High install community Infrastructure WS Mitigation Government, outdoor warning Grant Emergency systems. Program, Pre- Management Disaster Mitigation, KOHS Purchase NOAA 2.4 Structure & All $500,000 Hazard Emergency Very High weather radios for Infrastructure Mitigation management, occupied Grant County/City structures. Program, Pre- Government Disaster Mitigation
Metcalfe County Edmonton Action Ob. Project Type Hazard Estimated Potential Potential 2016 Cost Funding Responsible Party Ranking Source Create an 1.1 Local Plans & Flood Project Pre-Disaster Public Works Very High inventory of Regulations, Specific Mitigation, susceptible Structure & Hazard culverts, roads, Infrastructure Mitigation, and bridges and Local Funds implement corrective measures. Purchase 1.3 Structure & All Facility Pre-Disaster Utility Companies, Very High generators for Infrastructure Specific Mitigation Public Works critical facilities. Grants, Hazard BRADD 2017 Comprehensive Economic Development Strategy 89
Mitigation Grant Program, Public Health Preparedness Program, Local Funds Capital 1.2 Structure & All Project Pre-Disaster Emergency Very High Improvement Infrastructure Specific Mitigation, Management, Programming Hazard County/City (Infrastructure Mitigation Government Improvement, Grant water, sewer). Program, Local Funds Pre-connectors 1.3 Structure & All Project & Pre-Disaster Emergency Very High for generators at Infrastructure Facility Mitigation, Management, critical facilities. Specific Hazard County/City Mitigation Government Grant Program Construct 2.3 Structure & Tornado $20,000- Hazard Emergency Very High tornado-resistant Infrastructure , Severe $100,000 Mitigation Management, storm shelters. Storm Grant County/City Program, Pre- Government Disaster Mitigation Retrofit buildings 2.3 Structure & Tornado Facility Hazard County/City Very High to include tornado Infrastructure Specific Mitigation Government, resistant shelters. Grant Emergency Program, Pre- Management, Disaster Property Owners Mitigation Identify and 2.2 Structure & All Project KYTC, County/City Very High retrofit bridges Infrastructure Specific Municipal Government, that are Road Aid, Transportation susceptible to CDBG Department, collapse. BRADD Identify roads 2.2 Structure & Flood Project KYTC, County/City Very High that are Infrastructure Specific Municipal Government, vulnerable to Road Aid, Transportation flooding and CDBG Department, repair. BRADD Metcalfe County 2.3 Structure & Tornado $350,000 Hazard Emergency Very High Schools Tornado Infrastructure , Severe Mitigation Management, Shelter/Bus Storms Grant Metcalfe County Garage Program, Pre- School District Disaster Mitigation, Local Funds
BRADD 2017 Comprehensive Economic Development Strategy 90
Monroe County Fountain Run Gamaliel Tompkinsville Action Ob. Project Type Hazard Estimated Potential Potential 2016 Cost Funding Responsible Ranking Source Party Create an 1.1 Local Plans & Flood Project Pre-Disaster Public Works Very High inventory of Regulations, Specific Mitigation, susceptible Structure & Hazard culverts, roads, Infrastructure Mitigation, and bridges and Local Funds implement corrective measures. Purchase 1.3 Structure & All Facility Pre-Disaster Utility Very High generators for Infrastructure Specific Mitigation Companies, critical facilities. Grants, Hazard Public Works Mitigation Grant Program, Public Health Preparedness Program, Local Funds Pre-connectors 1.3 Structure & All Project & Pre-Disaster Emergency Very High for generators at Infrastructure Facility Mitigation, Management, critical facilities. Specific Hazard County/City Mitigation Government Grant Program Construct 2.3 Structure & Tornado, $20,000- Hazard Emergency Very High tornado-resistant Infrastructure Severe $100,000 Mitigation Management, storm shelters. Storm Grant County/City Program, Pre- Government Disaster Mitigation Purchase and 2.4 Structure & Tornado $30,000/C Hazard County/City Very High install community Infrastructure OWS Mitigation Government, outdoor warning Grant Emergency systems. Program, Pre- Management Disaster Mitigation, KOHS Purchase NOAA 2.4 Structure & All $500,000 Hazard Emergency Very High weather radios for Infrastructure Mitigation management, occupied Grant County/City structures. Program, Pre- Government Disaster Mitigation
BRADD 2017 Comprehensive Economic Development Strategy 91
Simpson County Franklin Action Ob. Project Type Hazard Estimated Potential Potential 2016 Cost Funding Responsible Party Ranking Source Purchase 1.3 Structure & All Facility Pre-Disaster Utility Very High generators for Infrastructure Specific Mitigation Companies, critical facilities. Grants, Hazard Public Works Mitigation Grant Program, Public Health Preparedness Program, Local Funds Purchase 1.3 Structure & All $10,000 Pre-Disaster Utility Very High generator for Infrastructure Mitigation Companies, County Grants, Hazard Public Works Courthouse. Mitigation Grant Program, Public Health Preparedness Program, Local Funds Construct 2.3 Structure & Tornado, $20,000- Hazard Emergency Very High tornado- Infrastructure Severe $100,000 Mitigation Management, resistant storm Storm Grant County/City shelters. Program, Pre- Government Disaster Mitigation Upgrade 5.3 Structure & All $300,000 Kentucky County/City Very High Emergency Infrastructure Office of Government Services Homeland Communication Security Equipment grants, Assistance to Firefighters Grants
BRADD 2017 Comprehensive Economic Development Strategy 92
Warren County Bowling Green - Plum Springs - Smiths Grove - Woodburn Goal: Reduce vulnerability of critical facilities during hazard events. Action Ob. Project Type Hazard Estimated Potential Potential 2016 Cost Funding Responsible Ranking Source Party Purchase 1.3 Structure & All Facility Pre-Disaster Utility Very High generators for Infrastructure Specific Mitigation Companies, critical Grants, Public Works facilities. Hazard Mitigation Grant Program, Public Health Preparedness Program, Local Funds Construct 2.3 Structure & Tornado $20,000- Hazard Emergency Very High tornado- Infrastructure , Severe $100,000 Mitigation Management, resistant storm Storm Grant County/City shelters. Program, Pre- Government Disaster Mitigation Purchase 2.5 Structure & All $30,000 Hazard Emergency Very High water Infrastructure Mitigation Management, purification Grant County/City system. Program, Pre- Government Disaster Mitigation, Local Funds Purchase and 2.4 Structure & Tornado $30,000/CO Hazard County/City Very High install Infrastructure WS Mitigation Government, community Grant Emergency outdoor Program, Pre- Management warning Disaster systems. Mitigation, KOHS Purchase 2.4 Structure & All $500,000 Hazard Emergency Very High NOAA weather Infrastructure Mitigation management, radios for Grant County/City occupied Program, Pre- Government structures. Disaster Mitigation Purchase a 2.4 Structure & All $50,000 Hazard City/County Very High mass text Infrastructure Mitigation Government, notification Grant Emergency system. Program Management, 911 Dispatch
BRADD 2017 Comprehensive Economic Development Strategy 93
Collaborate 4.1 Education & All Minimal Local Funds Emergency Very High with local Awareness Management, schools to Local Schools integrate hazard mitigation and emergency preparedness into school campaigns and curriculum. Upgrade 5.3 Structure & All $300,000 Kentucky County/City Very High Emergency Infrastructure Office of Government Services Homeland Communicatio Security n Equipment grants, Assistance to Firefighters Grants
Regional Projects Action Project Type Hazard Estimated Cost Potential Potential 2016 Funding Responsible Party Ranking Source Hazard Map Education & All $100,000 KYEM Emergency Very Awareness Management High Upgrade Structure & All $1-5 KOHS, Local County/City Very communications Infrastructure million/county Funds, HMGP Government, High equipment for Emergency Services emergency services Increase training, Education & All $10,000/county KOHS, Citizen Public Health, Very recruitment, and Awareness Corps Grant Emergency High integration for Management Citizen Corps Programs Community Planning & Flood $150,000/year KYEM, HMGP, BRADD, Emergency Very Rating System Regulatory FMA Management, High Buy-In County/City Government Emergency Planning & All $150,000/year KYEM, HMGP, BRADD, Emergency Very Management Regulatory Local Funds Management, High technical County/City assistance and Government plan maintenance Generators for Structure & All $500,000 HMGP, Local County/City Very critical facilities & Infrastructure Funds Government, High pre-connection Emergency Management
BRADD 2017 Comprehensive Economic Development Strategy 94
CHAPTER 7 APPENDICES
BRADD 2017 Comprehensive Economic Development Strategy 95
Appendix 1
Population Trends by BRADD County & City, KY, and U.S. Percent Percent Change Change County / Place 1960 1970 1980 1990 2000 2010 2016 1960- 2010- 2016 2016 Allen County 12,269 12,598 14,128 14,628 17,800 19,956 20,631 68.2 3.4 Scottsville 3,324 3,584 4,278 4,235 4,327 4,226 4,416 32.9 4.5 Barren County 28,303 28,677 34,009 34,001 38,033 42,173 43,993 55.4 4.3 Cave City 1,418 1,818 2,098 1,940 1,880 2,240 2,422 70.8 8.1 Glasgow 10,069 11,301 12,958 12,918 13,019 14,028 14,594 44.9 4 Park City 497 567 614 577 517 537 562 13.1 4.7 Butler County 9,586 9,723 11,064 11,245 13,010 12,690 12,845 34.0 1.2 Morgantown 1,318 1,394 2,000 2,322 2,544 2,394 2,453 86.1 2.5 Rochester 314 252 289 172 186 152 154 -51.0 1.3 Woodbury 122 139 117 118 87 90 92 -24.6 2.2 Edmonson County 8,805 8,751 9,962 10,357 11,644 12,161 12,114 37.6 -0.4 Brownsville 473 542 674 904 921 836 832 75.9 -0.5 Hart County 14,119 13,980 15,402 14,890 17,445 18,199 18,627 31.9 2.4 Bonnieville 376 328 372 312 354 255 262 -30.3 2.7 Horse Cave 1,780 2,068 2,045 2,309 2,252 2,311 2,364 32.8 2.3 Munfordville 1,157 1,233 1,783 1,572 1,563 1,615 1,653 42.9 2.4 Logan County 20,896 21,793 24,138 24,416 26,573 26,835 26,593 27.3 -0.9 Adairville 848 973 1,105 955 920 852 876 3.3 2.8 Auburn 1,013 1,160 1,467 1,280 1,444 1,340 1,348 33.1 0.6 Lewisburg 512 651 972 769 903 810 795 55.3 -1.9 Russellville 5,861 6,456 7,520 7,540 7,149 6,960 7,001 19.5 0.6 Metcalfe County 8,367 8,177 9,484 8,963 10,037 10,099 10,018 19.7 -0.8 Edmonton 749 958 1,448 1,315 1,586 1,595 1,585 111.6 -0.6 Monroe County 11,799 11,642 12,353 11,401 11,756 10,963 10,588 -10.3 -3.4 Fountain Run 298 128 340 260 236 217 209 -29.9 -3.7 Gamaliel 868 431 456 448 439 376 363 -58.2 -3.5 Tompkinsville 2,091 2,207 3,077 2,908 2,660 2,402 2,273 8.7 -5.4 Simpson County 11,548 13,054 14,673 15,145 16,405 17,327 18,083 56.6 4.4 Franklin 5,319 6,553 7,738 7,677 7,996 8,408 8,823 65.9 4.9 Warren County 45,491 57,432 71,828 77,720 92,522 113,792 125,532 176.0 10.3 Bowling Green 28,338 36,253 40,450 42,278 49,296 58,067 65,234 130.2 12.3 Oakland 148 144 264 232 260 225 234 58.1 4 Plum Springs N/A 185 393 364 447 453 498 169.2 9.9 Smiths Grove 613 756 767 703 784 714 770 25.6 7.8 Woodburn 291 351 330 357 323 355 382 31.3 7.6 BRADD 159,463 185,827 217,041 222,766 255,225 284,195 299,024 87.5 5.2 Kentucky 3,038,156 3,220,711 3,660,324 3,685,296 4,041,769 4,339,367 4,436,974 46.0 2.2 United States 179,323,175 203,302,031 226,542,199 248,709,873 281,421,906 308,745,538 323,127,513 80.1 4.7
BRADD 2017 Comprehensive Economic Development Strategy 96
Appendix 2
Existing Industries in the BRADD Region
County Company City Year Est Employmt
IEH Laboratories & Consulting Group Scottsville 2013 10
Sumitomo Electric Wiring Systems Inc Scottsville 1987 400
Dollar General Corp Scottsville 1973 550
Clifty Farm Tennessee Valley Ham Co Scottsville 1987 8
Allen Woodstock Mills Inc Scottsville 1978 30
Halton Company Scottsville 1988 160
J M Smucker LLC Scottsville 2002 478
CPC Commodities Fountain Run 1961 80
Central States Manufacturing Co Scottsville 2015 12
TWB LLC Glasgow 2016 11
D & B Trucks and Equipment Glasgow 0 40
NCS Healthcare of KY Glasgow 1966 98
Brokering Solutions Glasgow 2008 50
Fortis Manufacturing LLC Glasgow 2012 35
Amneal Pharmaceuticals Glasgow 1999 112
Bluegrass Dairy and Food Inc Glasgow 1995 130
Dickerson Lumber Co Glasgow 1947 48
LSC Communications Glasgow 1970 700
Dana Corporation Glasgow 1971 169
Community Newspaper Holdings, Inc. Glasgow 1865 22
McMurtrey Ready-Mix Concrete Glasgow 1960 1
National Lumber Co Glasgow 1965 13 Barren
Southern States Cooperative Inc Park City 1976 20
Span Tech LLC Glasgow 1977 82
Suntec Industries Inc Glasgow 1987 15
Madison-Smith Machine & Tool Glasgow 1983 64
Midmark Corporation Glasgow 1987 37
A C K Controls Inc Glasgow 1989 340
B R Retreading Inc Glasgow 1988 89
Tekno Inc Cave City 1988 35
Lyons Co Inc Glasgow 1954 60
3A Composites USA Inc Glasgow 1993 59
Felker Brothers Corp Glasgow 1993 79
Nemak USA Glasgow 1994 200
Ply-Tech Corp Glasgow 1994 75
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Burkmann Feeds LLC Glasgow 1990 56
Federal-Mogul Motorparts Glasgow 1996 172
Akebono Brake - Glasgow Glasgow 1995 905
Nemak USA Glasgow 1994 200
Harvest Consumer Products LLC Cave City 1994 16
Express Logistics Inc Glasgow 1999 29
Chuo Precision Spring Glasgow Inc Glasgow 1999 37
TransAir Shipping Glasgow 2010 10
Innovative Manufacturing Services Inc Glasgow 2003 12
AtCorr Packaging Products Glasgow 2011 9
Sitel Operating Corporation Glasgow 2010 520
Walbert Trucking Inc Glasgow 0 35
Corvac Composites LLC Morgantown 2010 101
ARC Automotive Inc Morgantown 2014 392
Real Alloy Morgantown 1990 125
B & R Lumber Co Inc Morgantown 1959 23
Delta Faucet - Morgantown Plastics Morgantown 1985 160
Green River Feed Mill Inc Morgantown 1987 8 Butler
Casco Products Corp Morgantown 1998 75
Pride Plastics of Morgantown Inc Morgantown 2002 16
LifeSkills Industries Morgantown 1972 2
Corvac Composites LLC Morgantown 2005 104
Blackhawk Composites Inc Morgantown 2009 12
Certified Flux Solutions LLC Morgantown 0 12
Edmonson Yahagi America Molding Inc Park City 2003 60
Dart Container Corp of Kentucky Horse Cave 1980 1,636
Glass Aggregates LLC Horse Cave 1964 12
Interstate Hardwoods LLC Bonnieville 1968 75
Hollander Sleep Products Munfordville 1963 230
Oscarware Inc Bonnieville 1989 32 Hart
Geothermal Supply Company Inc Horse Cave 1996 17
Kentucky Chrome Works LLC Horse Cave 2010 80
T Marzetti Company Horse Cave 2006 505
Sister Schubert's Homemade Rolls Inc Horse Cave 2007 170
Action One Logistics Munfordville 2017 0
Stark Truss Company Auburn 0 25
N-K Sealing Technologies Grand Rapids 1863 68
Logan Colonial House Furniture Inc Auburn 1960 9
Nelson Co of Kentucky Lewisburg 1976 30
Logan Aluminum Inc Russellville 1985 1,206
BRADD 2017 Comprehensive Economic Development Strategy 98
Carpenter Co Russellville 1970 308
Emerson Electric Co Russellville 1961 230
Dar Pro Ingredients Russellville 1972 74
Hanson Aggregates Midwest LLC Russellville 1929 12
Rane Precision Die Casting Inc Russellville 1956 181
Irving Materials Inc Russellville 1937 9
Russellville Dental Lab Russellville 1956 10
News Democrat & Leader Russellville 1985 4
Pro-Fab Metals Inc Russellville 1985 15
H & H Sheet Metal Fabricators Russellville 1983 135
Cates Cabinets & Woodworking Co Inc Russellville 1992 17
Ventra Plastics Russellville 1992 290
Precision Strip Inc Woodburn 1994 126
Mcintosh Design Fabrication Systems LLC Russellville 1995 22
Southern Electric Motor Inc Russellville 1986 3
C & J Mulch Inc Russellville 1989 7
American Sustainable Pallets Inc Russellville 1978 10
R&K Pivots Russellville 1978 6
Amtech LC Russellville 1997 15
Cumberland Scrap Processors LLC Russellville 2008 13
Caldwell Gasket Auburn 2009 10
Bluegrass Recycling of Russellville Inc Russellville 1994 16
Utility Precast Products LLC Russellville 1999 12
Creative Wood Designs LLC Russellville 2003 18
Certified Pallet LLC Auburn 2005 9
Champion Petfoods USA Inc Auburn 2014 70
Topps Safety Apparel Inc Edmonton 1953 57
Sumitomo Electric Wiring Systems Inc Edmonton 1988 330
Metcalfe Carhartt Inc Edmonton 1989 125
Kingsford Manufacturing Co Summer Shade 1989 89
James Ritter Lumber Co Inc Summer Shade 1978 40
Gamaliel Shooting Supply Inc Gamaliel 1990 18
Stitches Inc Gamaliel 1977 49
Anderson Forest Products Inc Tompkinsville 1976 118
Roy Anderson Lumber Company Inc Tompkinsville 1956 150
Monroe Froedge Machine & Supply Co Inc Tompkinsville 1962 48
Graham Pallet-A Millwood Inc Co Tompkinsville 1960 130
Stephens Manufacturing Co Tompkinsville 1957 114
Southern Kentucky Hardwood Gamaliel 2001 49
APACE KY LLC Fountain Run 2005 130
BRADD 2017 Comprehensive Economic Development Strategy 99
Focus Printing Solutions Franklin 2013 7
Fritz Winter Franklin 2017 0
Sumitomo Electric Wiring Systems Inc Franklin 2017 12
Vermont Thread Gage LLC Franklin 2000 120
Franklin Pallet Inc Franklin 1996 28
Arney Industrial Services Franklin 1994 10
Chemway Holdings LLC Franklin 2005 21
Camping World East Coast Distribution Center Franklin 2005 70
Eagle Press America Inc Franklin 2016 4
MultiTech Industries Franklin 2013 3
Industrial Automation LLC Franklin 2014 11
Premium Services Franklin 2011 10
Hail & Cotton Franklin 2010 0
Franklin Precision Industry Inc Franklin 1989 662
Toyo Automotive Parts Franklin 2001 205
Luvata Franklin Inc Franklin 1966 126
Quad Graphics Inc Franklin 1979 190
Silgan Plastics Corp Franklin 1978 100
Franklin Favorite WFKN LLC Franklin 1857 8 Simpson
Berry Global Inc. Franklin 1957 460
Caraustar Industries Franklin 1982 33
Paradise Marine Inc Franklin 1981 7
Old Kentucky Leathers Inc Franklin 1989 23
Traughber Mechanical Services Inc Franklin 1992 23
M & M Manufacturing Inc Franklin 1998 10
Meritor Industries Franklin 1996 50
Packaging Unlimited of Southern Kentucky Franklin 1997 45
RKW-North America Franklin 2000 120
Harman International Industries Inc Franklin 2000 245
R 3 Industrial Franklin 2001 6
Philmo Industries Inc Franklin 1998 0
New Mather Metals Franklin 2001 470
Keystops LLC Franklin 1965 92
Charles DeWeese Construction Inc Franklin 1993 37
Franklin Properties Distribution Company Franklin 1988 30
Goodrum Pallet LLC Franklin 2004 15
Quick Draw Tarpaulin Systems Franklin 2006 15
Equity Group - Kentucky Division LLC Franklin 1998 149
Worldwide Technologies LLC Franklin 2006 43
BRADD 2017 Comprehensive Economic Development Strategy 100
Tractor Supply Company Franklin 2011 301
Global Specialty Cleaners Franklin 1986 15
Premier Transportation Franklin 2012 100
PuraCap Laboratories LLC Franklin 2006 30
TMS Automotive LLC Bowling Green 2016 19
TMS Automotive LLC Elizabethtown 2009 58
Berry Global Inc. Bowling Green 1995 154
Mountain Stone Bowling Green 1996 50
Precision Strip Inc Bowling Green 2017 6 Kobelco Aluminum Products and Extrusions Inc Bowling Green 2017 17
(KPEX)
BlueCotton Inc Bowling Green 1991 76
Corsair Artisan Distillery Bowling Green 2008 5
Inked LLC Bowling Green 2008 68
ABF Freight System Inc Bowling Green 0 6
Bluegrass Materials Company LLC Bowling Green 1950 8
Bilstein Cold Rolled Steel LP Bowling Green 2017 50
EVINE Bowling Green 2000 584
Stupp Bridge Company Bowling Green 1999 119
American Howa Kentucky Inc Bowling Green 2008 200
Bendix Spicer Foundation Brake LLC Bowling Green 2008 327
Warren AFNI Bowling Green 2000 369
Camping World Bowling Green 1989 200
Spirit Services Co Bowling Green 2000 10
Unicable Inc Bowling Green 1994 5
Hennessy Industries Inc Bowling Green 1972 107
Bowling Green Truss Supply Bowling Green 1976 7
Country Oven Bakery Bowling Green 1981 645
General Motors Corp Bowling Green 1981 887
Holley Performance Products Bowling Green 1951 310
Lord Corp Bowling Green 1974 199
Bluegrass Materials Company LLC Bowling Green 1984 15
News Publishing LLC Bowling Green 1854 82
Southland Manufacturing Inc Bowling Green 1967 43
International Paper Bowling Green 1975 165
Lee Brick & Block Bowling Green 1963 20
Gerald Printing Service Bowling Green 1971 77
Farmers Fertilizer Co Inc Smiths Grove 1955 7
Waky Sign Co Inc Bowling Green 1972 15
Fruit of the Loom Bowling Green 1988 1,050
BRADD 2017 Comprehensive Economic Development Strategy 101
Trailer World Inc Bowling Green 1977 10
Scotty's Contracting & Stone LLC Bowling Green 1991 210
Liberty Imaging Bowling Green 1985 15
Specialty Concrete Co Inc Bowling Green 1977 4
S & S Sign Inc Woodburn 1973 4
Bowling Green Machine & Welding Bowling Green 1972 36
NHK of America Suspension Components Inc Bowling Green 1986 298
Hill's Pet Nutrition Inc Bowling Green 1986 146
Bando USA Inc Bowling Green 1988 175
Trace Die Cast Inc Bowling Green 1988 540
LifeSkills Industries Bowling Green 1968 65
Building Systems & Acoustics Inc Bowling Green 1982 16
Topura America Fastener Inc Bowling Green 1988 162
Stoody Co Bowling Green 1991 80
AEP Industries Inc Bowling Green 1991 150
Southeastern Displays Inc Bowling Green 1958 12
Dixie Consumer Products LLC Bowling Green 1993 160
SCA Americas Bowling Green 1988 143
Airgas USA LLC Bowling Green 1988 38
Fort Dearborn Company Bowling Green 1993 70
Sun Products Corporation Bowling Green 1994 930
RC Components Inc Bowling Green 1993 60
Atwood Signs Inc Bowling Green 1978 1
P J Murphy Forest Products Bowling Green 1895 7
Woodcraft Industries Inc Bowling Green 1995 100
Valspar Corp. Bowling Green 1996 100
Valley Interior Products Bowling Green 1994 13
Irving Materials Inc Bowling Green 1999 18
QFT Holdings Inc Bowling Green 1998 43
Fruit of the Loom Bowling Green 1999 358
Kapstone Container Corp Bowling Green 2001 110
Royal Crown Bottling Co Bowling Green 1940 32
Reinhart Foodservice Bowling Green 2000 99
Clark Beverage Group Oakland 1905 290
Kiriu USA Corporation Bowling Green 2001 155
Sumitomo Electric Wiring Systems Inc Bowling Green 1993 95
Fiserv Solutions Inc Bowling Green 1988 34
Dell Services Bowling Green 2003 170
Best Business Systems Bowling Green 2002 10
BRADD 2017 Comprehensive Economic Development Strategy 102
Kobe Aluminum Automotive Products LLC Bowling Green 2004 500
Bowling Green Metalforming LLC Bowling Green 2004 1,618
C G S Machine & Tool Inc Bowling Green 2003 56
Pan-Oston Bowling Green 1988 148
Connected Nation Bowling Green 2004 30
Control Systems Design and Automation Inc Bowling Green 2003 20
Bluegrass Supply Chain Services LLC Bowling Green 2002 325
Vector Horizon Technologies LLC Bowling Green 2009 16
Lifeguard Press Bowling Green 2005 75
Solrac Corp Bowling Green 2005 50
Owl's Head Alloys Inc Bowling Green 2002 70
Hanson Aggregates Franklin Quarry Woodburn 1941 12
Citizens First Corp Bowling Green 1999 24
Cannon Automotive Solutions-Bowling Green Bowling Green 2007 78
Whayne Supply Bowling Green 1954 50
R J Corman Distribution Center Woodburn 1989 7
HeathCo LLC Bowling Green 2007 42
Hitcents.com Inc Bowling Green 2001 35
Metals N More Inc Bowling Green 2004 9
Alley-Cassetty Brick & Block Bowling Green 1995 7
Metalworks Recycle-Reload LLC Bowling Green 2010 11
UPS Bowling Green 0 102
UPS Bowling Green 0 22
Shiloh Industries Inc Bowling Green 2011 53
Scotty's Development Bowling Green 2010 6
Innovative Logistics Group Inc Bowling Green 0 30
Alpla Inc Bowling Green 2013 70
Constellium UACJ ABS LLC Bowling Green 2016 60
MacDonald and Owen Lumber Company Bowling Green 2014 17
C & C Press Repair LLC Bowling Green 2016 6
Davert USA Inc Bowling Green 2013 25
NP Bowling Green, LLC Bowling Green 0 0
Graham Packaging Company LP Bowling Green 2016 65
Southern Recycling, LLC Bowling Green 2000 60
BRADD 2017 Comprehensive Economic Development Strategy 103
AUTHORIZING RESOLUTION
BRADD 2017 Comprehensive Economic Development Strategy 104