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From YouTube: Executive Branch Efficiency Task Force (7-18-22)
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A
In
2019,
we
had
new
a
thousand
new
pilots
that
came
through
ups
and
something
tells
me
they
are
looking
for
other
new
pilots
right
now,
as
we
speak
because
there's
a
shortage
of
them,
but
nonetheless
we
track
what
the
average
hourly
incentive
wage
is,
and
we
also
not
only
track
it.
But
we
make
sure,
in
my
humble
opinion,
it's
compliant
and
audit
ready
in
terms
of
how
we
go
about
tracking
that
and
I'll
address
those
things
in
a
moment
as
well.
A
These,
how
we
look
at
our
industries,
food
and
beverage,
is
a
very
important
part
of
our
industry
grouping
automotive,
obviously,
and
so
we
track
both
by
investment
as
well
as
the
jobs
year
by
year,
and
we
can
always
provide
that
information
to
you,
as
is
necessary.
What's
also
important,
though,
is
by
tracking
those.
A
This
year,
to
date,
we've
been
able
to
announce
almost
8
500
jobs.
There's
been
some
50
plus
private
sector
announcements
about
a
4.1
billion
dollar
investment
and
envision,
which
was
tied
to
the
ford
sk
blue
oval
project
in
some
ways,
was
the
second
largest
economic
development
project,
with
ford
sk
blue
oval
being
the
largest
in
kentucky's
history.
A
This
one's
a
real
important,
I'm
just
going
to
point
out.
Here's
how
we
have
automotive
core
drivers
in
the
state
of
kentucky-
and
this
also
goes
to
why
we're
in
a
revolution
with
electronic
vehicles,
and
we
wanted
to
be
out
front
of
that.
But,
more
importantly,
why-
and
I
think
the
next
slide
does
a
much
better
job
of
sharing
the
visual.
Why
and
and
basically
one
out
of
every
11
that
comes
through
the
state
of
kentucky
is
tied
to
the
automotive
industry.
A
A
In
just
a
moment,
some
of
the
trends
and
I've
mentioned
the
ev
battery
and
what's
happening
the
speed
to
market's
critical
for
companies
today,
and
I
think
that's
one
of
the
reasons
why
you
all
and
the
governor
have
built
bridges
improved
roads,
because
that
kind
of
an
infrastructure
base
is
what
our
companies
depend
upon,
and
cyber
security.
Cyber
elements
are
also
a
big
element
of
what's
changing
out
there,
and
we
think
that
again
we
have
to
develop
the
kind
of
relationships
that
also
help
our
people
find
the
workforce.
A
A
The
quickest
will
be
the
ones
that
find
the
opportunities
necessary
to
help
all
of
our
companies
grow
and
two
last
things.
I'll
just
tell
you
that
renewables
and
supply
of
energy
are
going
to
be
critical
factors
and
if
you've
heard
about
esg
reporting,
that's
what
publicly
traded
companies
are
now
doing
required
to
do
and
they're
going
to
be
pushing
down
those
same
requirements
for
the
environment,
for
the
social
well-being
and
for
governance
on
to
their
suppliers,
and
that
will
include
taking
care
of
the
environment.
A
And
we
have
to
as
a
cabinet,
understand
that
and
make
sure
that
our
existing
programs
of
at
least
sharing
information
about,
what's
changing
in
that
space
and
how
to
go
about
doing
it,
that
our
suppliers
are
ready
when
the
tier
ones
and
the
and
the
oems
really
start
driving
down
their
own
requirements
under
esg.
Those
are
just
trends
that
we
see
out
there.
A
You
know
you
can't
sell
anything
unless
you
got
a
product-
and
it's
worth
coming
here
today,
just
to
say
thanks
to
the
legislature,
for
the
funding
and
support
you've
provided
building
off
of
basically
some
pilot
projects
that
were
done
and
providing
funding
to
allow
all
of
our
communities
to
look
at
ways
of
creating
product
which
is
where
can
companies
go?
Where
can
they
grow
and
also
what's
unique
to
their
own
strengths
as
a
community?
A
You
know
how
do
we
help
we've
got
incentives.
We've
got
to
have
sites
ready,
we've
got
to
have
knowledge
about
workforce,
there's
a
whole
set
of
things
that
we
have
to
do
anytime.
We
work
with
an
existing
company,
a
new
company
or
even
a
startup
company,
and
I
want
to
point
out
that
one
of
the
real
strengths
that
I
think
we
have
that,
don't
we
don't
talk
about
all
that
often,
but
the
truth
is:
we've
got
regional
hubs
for
innovation.
A
Those
grants
helps
work
with
all
the
various
partners
to
then
go
in
and
submit
the
funding
request
that,
right
now
we
have
several
in
with
the
federal
government
to
access
those
funds
and
the
kentucky
enterprise
fund
and
the
commonwealth
seed
capital
fund
are
tools
that
we
have
most
clearly
are
our
dollars
that
are
available
for
these
specific
areas
of
growth.
A
A
Many
many
companies
and
I
used
to
be
with
a
company
for
about
18
years,
doing
the
very
same
thing
when
we
would
look
where
to
make
an
investment.
Sometimes
we
never
contacted
the
state.
We
did
our
own
due
diligence
to
find
out
what
tools
they
had
and
if
they
didn't
have
capacity
or
they
didn't
have
a
fast-track
methodology
providing
incentives.
A
A
I
won't
go
through
all
the
various
tools
that
we
have
available.
I
will
tell
you
that
most
of
them
are
performance
based,
in
other
words,
if
you're
entering
into
an
agreement,
and
we
make
sure
everybody
enters
into
an
agreement
shared
responsibility,
and
you
want
those
shared
opportunities
of
an
incentive.
You
basically
earn
your
way.
So
if
you
make
the
investments
and
you
create
the
corporate
tax
liability
state,
that's
where
you
get
an
incentive.
A
A
A
Right
now,
which
is
that's
how
I
finish
this
up
according
to
katie
again,
we
also
have
those
those
tools
and
innovation
for
entrepreneurs
and
startups
and
investors
next
tool.
Please,
and
we
also
have
a
workforce
skill
development
program
that
you
all
help
provide
the
funding
and
that
funding
helps
us
work
with
companies
to
design
or
custom
design,
an
element
of
a
training
system
that
may
not
be
readily
provided
by
the
community
college
of
the
technical
school.
A
This
almost
in
some
respects,
fills
in
the
gap
or
in
some
instances
allows
the
company
to
design
some
things
around
training
that
just
do
not
exist,
or
perhaps
even
do
some
training
of
their
trainers.
The
company
may
be
in
japan.
The
company
may
be
in
belgium.
How
do
we
take
some
of
their
own
people,
get
them
trained
and
then
train
the
kentuckians
who
are
going
to
work
for
them?
That's
the
beauty
of
this
particular
program
and
again
it
is
performance
based
and
monitored
very
very
closely,
and
our
process
is
pretty
straightforward.
A
A
Now
the
work
really
does
begin,
because
you've
got
to
make
sure
that
you
do
all
the
things
that
we
said
get
the
project
scoped
out,
built
out,
get
people
hired
and
then
make
sure
that
the
things
that
that
company
said
they
were
going
to
do.
They
do
do,
and
it
can
be
for
20
years
that
we're
monitoring
some
of
those
agreements
and
I
like
to
say
that
compliance
really
matters
at
the
cabinet
about
15
to
18
percent
of
our
team
is
actually
built
around
compliance
and
I'm
proud
of
it.
A
And
these
are
just
the
number
of
projects
that
we
do
from
a
compliance
perspective.
To
make
sure,
did
you
create
the
wages
you
said?
Did
you
make
the
investment
that
you
said
you
were
going
to
do?
Do
we
do
the
tracking
and
look
at
the
invoices
and
the
is
to
make
sure
they
all
tick
and
tie
back
like
they
should?
And
ultimately
we
do
this,
and
then
we
get
audited
by
an
outside
auditing
firm
and
we
always
get
exceptional
reports
and
that
the
team
we
have
at
the
cabinet
really
does
do
an
outstanding
job
compliance.
A
And
so
I
just
want
you
to
know.
Sometimes
some
of
those
guidelines
come
from
the
legislature,
sometimes
they're,
the
ones
that
we
create
either
way.
I
welcome
compliance.
I
welcome
the
kind
of
things
that
we
do
to
make
sure
when
somebody
says
they're
going
to
do
something
they
really
share
it
in
that
responsibility
to
have
earned
that
shared
opportunity.
A
It's
an
eye,
candy
chart.
I
can
barely
see
it,
but
basically
what
this
will
tell
you
is
just
as
a
particular
example:
we
monitor
the
average
weight.
So
if
an
announcement
comes
out
and
the
wage
before
benefits
is
pledged,
we
try
to
make
sure
they've
done
it,
I'm
very
proud
to
say
that
they
are
exceeding
what
they
said
even
going
back
to
2010,
and
then
we
actually
have
what's
basically
an
approved
maximum
of
credits
that
they
can
get
for
the
project.
A
We
then
monitor
in
terms
of
what
they
actually
receive
and
in
some
cases
we
knock
them
down
a
little
bit
because
they
haven't
delivered
on
some
of
those
performance
criteria,
and
so
this
is
another
element
of
how
we
track
on
an
ongoing,
regular
basis,
every
project,
every
initiative,
that's
out
there
on
the
horizon.
We
are
also
looking
at
some
pretty
significant
ssbic
funds
and
some
other
state
programs
on
the
federal
level
to
help
small
businesses.
A
We
thank
the
legislature
and,
I
think
again,
providing
some
support
to
our
neighbors
in
western
kentucky
hit
by
the
tornado
is
a
really
important
product
that
we're
going
to
be
rolling
out,
and
also
I
mentioned,
100
million
dollar
for
the
product
development
initiative.
Those
are
the
kind
of
things
that
are
on
the
horizon
that
we're
taking
this
year
and
making
sure
get
implemented
properly,
source
of
funding,
and
I'm
almost
done
so.
Hopefully,
I've
gone
through
it
quickly
enough.
A
It
would
be
difficult
to
look
at
our
budget
year
in
and
year
out
and
look
at
a
trend
line,
but
what
you
can
do
is
look
at
our
budget
and
realize.
I
think
we
have
a
great
working
relationship
with
the
legislature.
You
know
as
an
example
in
2023
our
general
fund's
about
285
million
dollars.
We've
got
restricted
funds
that
include
dollars
that
come
through
other
programs
or
dollars
that
come
through
relative
to
some
of
the
programs
that
we
operate
and
the
total
budget
is
about
313
million.
A
When
I
was
here
in
the
cabinet
210
years
ago,
whatever
it
was,
we
had
about
135
people.
I
liked
the
size
of
the
cabinet,
and
let
me
tell
you
with
65
folks
we
actually
are
budgeted
for
up
to
85.,
I
think,
having
a
small
team
and
having
a
real
values-driven
approach
to
our
management
and
guidelines.
It
actually
allows
us
all
to
not
be
in
silos.
A
I
mean
there
is
not
a
single
thing
in
our
cabinet
that
these
two,
ladies,
don't
work
on
the
same
thing
for
all
of
our
people,
and
I
actually
think
it's
that
level
of
commitment
that
that
our
team
has
to
getting
the
job
done
right.
It's
actually
an
efficiency
as
much
as
anything.
So
I'm
I'm
saying
that
we
aren't
as
big
as
we
used
to
be,
but
I
think
we
are
leaner
and
mightier
than
we
ever
ever
could
have
been.
A
So
that's
the
size
of
our
organization,
except
for
one
person
at
the
top
left-hand
corner.
It
is
a
fine-looking
staff
that
we,
I
will
just
tell
you,
enjoy
working
with.
I'm
also
very
proud
of
our
diversity
and-
and
I
think
that's
an
important
element
of
who
we
are
and
if
I
were
to
count
up
all
the
years
of
experience.
A
They
are
dedicated
to
the
state
of
kentucky.
They
have
great
respect
for
all
facets
of
government
but,
most
importantly,
they
have
a
real
desire
to
help
create
jobs
for
their
neighbors
because
they
know
creating
those
jobs
and
helping
neighbors
get.
Those
jobs
is
really
how
neighbors
help
one
another
and
help
create
communities,
and
that's
really
who
we
are
in
kentucky-
is
one
big
community
of
people
helping
each
other.
B
Mr
secretary,
you
are
right
on
time
perfect.
I
could
tell
you
spent
a
lot
of
years
in
in
government
relations
and
communications.
No.
B
B
No
that's
good,
and
if
I'm,
in
addition
to
being
formerly
with
a
cabinet,
you
you
graduated
from
uk
ag
school,
am
I
correct.
A
There,
yes,
sir,
I
grew
up
on
a
farm
here
in
frankfort
I
like
to
tell
people
there
was
a
distillery
just
across
the
fence
and
my
dad
sent
me
the
tobacco
patch
when
I
was
nine,
and
I
did
have
some
family
that
didn't
have
racehorses,
but
they
had
horses
and
I
did
marry
a
beautiful
girl
from
bowling
green.
So
I.
B
A
I
worked
for
u.s
senator
wendell
ford
for
about
six
or
seven
years
worked
for
the
burley
co-op
when
I
first
got
out
of
college
as
a
bookkeeper
and
then
started
doing
export
sales
went
to
work
for
the
senator
then
went
to
work
for
brian
williams,
who
I
did
international
trade
work
primarily
as
well
as
government
relations,
and
then
I
came
to
work
for
the
cabinet
under
the
wilkinson
and
a
year
under
the
jones
administration,
then
I
went
to
michigan
did
economic
development
in
a
privately
funded
economic
development
organization
and
then
for
the
last
18
years,
I've
been
on
the
executive
committee
at
whirlpool
corporation
reporting
to
the
chairman,
with
a
fairly
broad
portfolio
of
of
responsibilities.
B
Great,
very,
very
good
other
than
not
updating
your
linkedin
account.
Recently.
You've
done
a
great
job,
so.
A
B
Well,
very
good,
and
I'm
going
to
throw
it
open
to
questions
and
members
just
signal,
mr
carter.
Here,
if
you
have
a
question,
but
mr
secretary,
I
will
say
that
it's
valuable
for
this,
particularly
for
you,
because,
as
you
see,
changes
that
you
want
to
make
it's
good
to
have
this
information
out
among
the
legislature,
because
you
ultimately
it'll
be
in
the
form
of
a
reorg
bill
and
you'll
have
a
leg
up
in
terms
of
your
case
for
a
reorg.
If
you
so
choose
well,.
A
C
A
But
I'll
give
you
some
observations
and
give
you
observations
that
I
think
are
impediments
for
any
successful
economic
development
transaction
first
is
you:
do
have
to
have
a
team
and
a
team
that
understands
what
it
is
that
they're
doing,
but
you
also
have
to
have
a
team,
that's
not
afraid
to
fail,
and
so
an
impediment
would
be
if
we
didn't
have
and
we
weren't
in
a
position
where
we
could
attract
the
kind
of
talent
that
we
have
attracted
to
really
be
energetic,
be
inquisitive
and
also
not
be
afraid
to
go
out
and
take
a
wee
bit
of
risk.
A
I'll
be
an
intelligent
risk
because
you
don't
win
and
you
don't
engage
in
economic
development
without
being
able
to
do
that.
The
second
area
and
I
actually
believe
we're
in
a
really
good
spot
whenever
we
have
new
programs
whenever
we
have
the
tools
that
are
there,
I
believe,
if
you
can,
keep
them
simple
and
be
crystal
clear
as
to
what's
the
expectation
and
how
do
they
operate.
A
That
makes
us
more
efficient
and
more
effective
working
with
the
private
sector
company,
the
largest
and
most
important
impediment
that
we
have
in
our
task,
and
I
don't
and
I
haven't
found
that
to
be
an
issue
at
all
in
kentucky.
I
found
it
in
in
michigan
from
time
to
time,
and
I
was
vice
chairman
of
the
michigan
economic
development
corporation
for
the
last
14
years.
I
believe,
or
12
years
certainty,
companies
and
businesses,
whatever
size
needs
certainty
and
they
need
to
understand
even
they
don't
agree
with
certain
things.
What's
the
rules?
A
What's
the
nature
of
what
we
have
to
do
be
crystal
clear
with
us,
and
I
think
the
cabinet's
really
done
a
nice
job
of
trying
to
anticipate
all
the
issues.
Businesses
need,
but
I
think
going
forward
we're
all
going
to
have
to
roll
up
our
sleeves,
we're
all
going
to
have
to
figure
out
this
workforce
issue
and
there's
no
easy
magical
solution.
A
It's
going
to
take
multiple
magical
solutions,
integrating
it
and
everybody
working
together,
and
I
believe
some
of
the
learnings
we're
going
to
get
from
some
of
the
projects
we
announced
will
help
us
find
ways
of
reinventing
the
workforce
and
it's
not
a
matter
of,
and
we
did
this
at
whirlpool.
It's
not
a
matter
of
going
out
and
saying.
Well,
let's
just
provide
this
training
so
that
somebody
can
work
on
the
third.
A
C
C
Those
or
our
guests
time,
but
here
are
the
other
two.
What
does
your
it
infrastructure
look
like
and
are
there
any
issues
or
problems
that
you
have
with
that
within
the
cabinet?
I.
A
Know,
we've
done
a
good
job
integrating
those
systems,
but
I'm
going
to
point
to
katie
to
give
you
a
better
answer,
because
she
is
our
deputy
secretary
and
she's
on
top
of
all
the
different
systems
that
we
have.
D
We've
integrated
no
okay,
he's
referring
back
to
yes.
At
one
point:
we
had
three
different
systems:
one
was
for
new
business,
one
was
for
existing
businesses
and
one
was
our
financial
incentives
database
and
about
four
or
five
years
ago.
We
consolidated
all
of
those
into
one
system,
and
so
we
are
currently
using
a
platform
through
salesforce
and.
B
D
D
We
have
licenses
with
salesforce
and
then
there
are
times
where
we
might
be
able
to
bring
in.
We
have
a
couple
of
two
developers
on
staff
and
then,
if
we
need
more,
we
can
reach
out
to
cot
and
ask
them
for
assistance.
C
D
No
and
the
other
thing
that
I
will
point
out,
that's
for
our
kind
of
internal
tracking
and
we
do
have
a
select
kentucky
website
and
we
use.
We
license
that
out
through
gis
planning.
I
believe
it's
the
entity,
it's
called
zoom
prospector
and
that's
where
we
list
all
of
our
available
sites
and
buildings.
C
The
last
question
I
have
that
that
is
on
my
mind
in
terms
of
the
efficiency
of
the
cabinet
on
slide
22,
you
mentioned
the
enterprise
fund
and
the
commonwealth
seed
capital
fund
and
then
23
and
then
subsequent
slides
are
not
23,
but
in
subsequent
slides
you
make
reference
to
a
big
long
list
of
cash
programs.
C
I'm
gonna
be
honest
with
you.
I've
been
here
nine
years.
I
can't
remember
all
the
acronyms
for
all
the
funds
and
pools
that
you
draw
from,
and
I
don't
know
the
difference
between
them
commonwealth
seed
capital,
I'm
familiar
with
because
of
the
the
snafu's
in
the
last
two
or
three
four
or
five
years.
That's
about
it!
A
I
can
give
you
most
of
them
and
let
me
just
kind
of
regardless
of
the
enacronym,
what's
good
about
the
kentucky
incentives
and
the
simplicity
in
which
they
operate
and
almost
think
of
it
in
this
bucket.
A
A
Maybe
even
the
technology
you've
got
to
bring
in
to
make
that
business
decision
operational
and
we'll
look
at
how
do
we
help
provide
some
of
that
corporate
tax
liability
you're,
creating
because
it's
not
currently
on
the
books,
because
they're
not
here
doing
that
type
of
business
and
so
we'll
use
that
as
a
tool?
There
is
another
tool
that
can
be
used.
A
Basically,
if
your
investment
in
the
in
the
process
and
getting
everything
started
and
even
doing
some
of
the
startup
training
is
so
large
that
we
know
that,
even
with
your
corporate
tax
liability
being
rebated
for
a
defined
period
of
time
for
very
specific
purposes,
that's
not
enough!
And
so
then
we
can
say:
okay,
you're,
going
to
create
jobs
of
those
new
jobs
that
wage
credit
that
kentucky
income
tax.
A
That's
paid
to
the
employee,
that's
tied
back
again
to
the
decision
criteria,
the
investment
criteria
it
takes
to
come
in
and
operate
in
the
state
of
kentucky
or
you're
an
existing
business,
creating
new
jobs,
making
that
investment.
We
can
abate
either
a
portion
of
the
incremental
state
income
tax
or
the
incremental
wage
credit
that's
being
created
for
the
individual
employees.
A
You
have
working
for
you
and
in
some
variation,
even
some
of
the
various
vernaculars
that
are
there
and
there's
a
lot
of
them,
tie
back
to
that
same
overarching
premise,
and
so,
even
when
we
make
the
offer
of
using
those
two
tools
that
have
sometimes
a
little
different
variation
in
name
depending
upon
the
kind
of
industry,
the
kind
of
company
everything
is
tied
back
to
a
pretty
detailed
analysis.
What's
the
company
investing
in
what
are
the
options?
What
are
the
costs?
A
A
I
can
share
with
you
how
this
is
done,
that
that
basic
fundamental
element
is
there
now
there's
some
another
pool
of
interesting
and
acronyms,
where
there's
some
revolving
funds,
funds
that
get
repurposed
and
reused
that
that
have
a
differing
name
in
which
they
become
working
for
companies,
but
they
all
have
in
some
respects
that
same
principle
of
whatever
is
provided.
We
need
to
see
the
payback.
We
need
to
see
the
rationale
behind
it
and
we
need
to
understand
you
probably
wouldn't,
as
a
business
owner
existing
company
entrepreneur
or
a
company
coming
here.
A
B
We
started
last
meeting,
which
was
only
three
weeks
ago
on
on
economic
or
on
local
government,
and
we
have
a
lot
of
follow-ups
with
them
and
they
just
didn't
have
time
to
come
back
to
us
today,
which
was
the
original
plan.
There
will
be
coming
back
so
there'll
be
plenty
of
opportunity
for
you
to
provide
us
additional
information.
We
look
forward
to
it.
C
B
That
would
that
would
be
very
helpful.
Thank
you,
chairman.
The
we
have
another
question
from
representative
mentor,
but
I
want
to
ask
one
quick
question
and
that
is
on
about
one
of
the
programs.
You
said
admit:
there
is
a
minimum
amount
of
salary
1251
to
qualify
for
an
incentive,
and
it
just
occurred
to
me
that
that
is
seems
awfully
low
in
these
days
and
times
of
8
and
10
inflation
and
was
wondering.
B
D
If
it's,
we
have
two
kind
of
community
areas
of
kentucky
one.
We
call
enhanced
those
are
the
more
economically
distressed
areas
and
then
we
kind
of
refer
to
the
other
ones
as
other.
If
you're
enhanced
the
minimum
wage
is
around
nine
something
it's
125
percent
of
the
federal
minimum
wage,
that's
statutorily
defined
and
then
the
total
hourly
compensation
is
a
150
or
I'm
sorry,
115
percent
of
that
wage.
So
it's
like
nine
dollars
and
something
and
and
then
ten
dollars
and
something
is
the
and
then
for
the
other.
B
Thank
you
for
explaining
that
representative
minter.
D
Thank
you,
mr
chair,
and
thank
you
all
for
being
here
today.
First
I'd
like
to
commend
you
as
the
representative
from
bowling
green
on,
find,
you
know
finding
a
a
spouse
who's
from
the
best
city
in
the
state.
So
congratulations
on
that
and
I'd
like
to
thank
you
all
for
the
amazing
work
that
the
cabinet
has
done
to
bring
in
some
amazing
industries
and
well-paying
jobs.
To
my
district,
I
mean
just
the
other
day.
D
I
ran
into
some
people
who
had
just
moved
to
kentucky
from
out
of
state,
and
they
were
going
to
crown
cork
and
seal.
That's
the
first
place,
that's
the
first
groundbreaking
I
ever
did
as
a
representative,
and
you
know
we
we
just
can't.
Thank
you
all
enough
for
all
that
work.
You've
done.
I
have
two
questions.
Mr
chair
that'll,
be
brief,
since
part
of
the
purpose
of
this
committee
is
to
talk
about
possible
reorg
bills
and
what
those
would
look
like.
D
A
Thank
you
katie,
I
feel
like
I
don't
have
enough
of
the
grinding
out
and
talking
and
working
with
some
companies
here
to
be
able
to
come
back
and
say
here's
some
areas
and
some
things
that
I'd
like
to
see
changed
what
I
know
about
how
these
provisions
work
represent,
mentor
and
knowing
how
they
also
can
be
applied.
I
really
like
the
simplicity
of
them,
they're,
effective
and
they're
efficient
and
in
many
ways
it
doesn't
get
so
complicated
that
we
have
to
have.
A
You
know
all
of
angelica's
time
to
write
the
first
page
of
the
agreement
and
I'm
not
trying
to
avoid
your
question
at
all.
I
actually
think
that
this
is
one
of
the
real
strengths
that
we
have
here
in
kentucky
is
really
good,
well-defined
tools
that
are
pretty
straightforward,
that
that
do
what
they
need
to
do
now.
The
area
that,
if
you
had
asked
me
a
year
ago,
that
I
think
needed
to
be
done,
I
got
to
give
the
legislature
a
lot
of
credit.
A
There
is
a
pool
of
money
that
can
now
be
used
and
entailed
and
reserved
for
mega
projects
and
those
mega
projects.
You
just
never
know,
and
in
some
cases
may
not
use
them,
but
you
need
to
have
those
dollars
and
resources,
and
I
think
that
plus
the
pdi
program,
thanks
to
you,
the
legislature
and
the
governor,
those
are
two
really
important
changes
that
make
all
these
other
tools
even
much
more
effective,
and
I
do
want
to
address
senator
miller's
representative
miller's
point
about.
D
Great,
so
the
one
thing
I
do
want
to
add
about
that
wage.
Yes,
there's
a
minimum,
but
we
also
can
negotiate
that's
why
you
see
those
job
targets,
so
we
negotiate
higher
wage
targets
that
they
have
to
achieve.
There's
a
minimum
job
target
as
well
as
10
statutorily,
but
we
also
negotiate
the
the
a
higher
job
target
as
well.
E
Yeah
thanks
for
highlighting
that
katie,
because
I
think
that
is
important.
You
know
that
slide
about
compliance
and
all
the
work
that
financial
services
does
for
our
cabinet.
E
It
truly
makes
on
the
legal
side,
the
negotiation
process
and
and
the
comfort
of
making
sure
that
we
are
really
being
good
stewards
of
the
public
funds
that
you've
entrusted
us
with
that,
wouldn't
be
able
to
happen
as
easily
if
it
wasn't,
because
we
have
the
type
of
data
that
we
have
so
just
a
recognition
right
that
really,
you
are
working
with
a
a
team
at
a
cabinet
that
goes
in
day
in
and
day
out
to
make
sure
that
we
spend
the
funds
wisely
and
then
that
we
can
use
the
results
from
those
prior
negotiations
to
negotiate
future
deals
that
are
good
for
the
state.
E
A
We
might
come
back
and
again
we'll
we'll
bring
back
some
ideas,
but
one
of
the
areas
off
the
top
of
my
head
would
be.
There
might
be
some
of
these
programs,
and
even
some
of
these
and
acronyms
that
have
been
around
quite
some
time
that
if
we've
had
so
many
good
years
with
a
company
that
they've
complied,
is
there
a
point
in
time?
A
Maybe
you
start
to
close
out
the
compliance
as
opposed
to
those
added
I'm
going
to
use
the
word
years
of
almost
the
perfunctionary,
because
everything
that
we
can
do
to
allow
the
team
to
be
more
efficient,
I
think,
might
be
worth
it,
but
I
would
not
propose
that
unless
we
had
a
very
well-defined
milestone
by
which
you
could
prove
that
company
has
done
and
will
do
what
they
say.
So
that
may
be
one
of
the
areas
we
come
back
and
talk
to
you
about
representatives.
D
D
Let's
flip
it
around
and
look
at
it
from
the
workforce
piece
I
teach
at
wku,
so
I
watch
people
I
mean
we've
been
talking
about
brain
drain
as
long
as
I
have
taught
there,
and
this
is
something
that
the
state
still
struggles
with
in
many
ways,
although
again
these
wonderful
employers,
we
have
are
keeping
some
people
who
have
the
correct
skill
sets
in
our
city
in
our
county,
which
is
fantastic.
D
It's
because
it's
the
coolest
place
in
the
world
to
live
right
now,
and
it
is
it
is,
you
know
it's
all
the
things
people
like
about
la
and
atlanta
and
it's
an
hour
an
hour
and
15
minutes
down
the
road,
and
you
still,
you
know,
go
back
to
your
moms
if
you
need
to
on
the
weekend.
D
So
it's
a
it's
a
real
challenge
and
how
do
we
keep
people
in
the
state
from
the
workforce
development
standpoint?
How
do
we
create
jobs
that
they
want
to
be
in
when
we
have
all
of
these
really
cool
jobs?
That
you
know
you
can
do
all
your
work
from
a
coffee
shop.
You
know
how
do
how
do
we
compete
with
with
those
things
and
how
do
we?
How
do
we
compete
on
wages
on
benefits
and
what
people
talk
about?
You
know
lifestyle,
because
that
really
is
important
to
our
educated
workforce.
A
It's
a
great
question
and
there's
probably
no
real
easy
way
to
solve
it,
but
actually
I
also
I'll
go
back
to.
I
think
kentucky
is
doing
a
lot
of
great
things
to
be
competitive,
nashville's
nashville
and
it's
grown.
I've
got
some
friends
that
move
down
there,
who
candidly
are
thinking
about
moving
back
after
all
these
years,
because
cost
of
living
has
gone
up
quite
a
bit.
A
I
think
one
of
the
areas
that
we
have
to
do
and
we
actually
do
it
at
the
cabinet.
You
know
our
working
in
high-tech
companies
in
the
startup
companies.
I
mean
I
get
so
geeked
up
just
in
my
short
time
here
and
talking
to
companies
that
are
in
their
funded
stages
of
of
commercialization
of
cancer
drugs.
I
get
really
excited
when
I
meet
a
company,
that's
in
the
glass
coating
business
and
how
they
you
know,
electrified
and
work
with
automobile
makers.
A
I
I
actually
believe
one
of
our
programs
going
forward
in
the
cabinet
is
going
to
be.
How
do
we
better
promote
the
stories
of
the
new
jobs
being
announced?
How
do
we
better
create
examples
and
real
life,
understanding
of
the
really
great
jobs
that
we
have
here?
These
cutting
edge
jobs
and
how
do
we
strengthen
our
relationship
with
the
universities
and
the
university
placement
offices
to
understand
those
jobs
and
understand
how
exciting
they
can
be,
including,
and
I'm
just
giving
a
generalization
not
picking
on
any
one
school
the
other,
but
is?
A
Are
the
placement
officers
actually
working
with
those
company,
those
university
officials
working
with
existing
companies
to
make
sure
those
job
opportunities
are
there
and,
for
you
know,
somebody
my
age
to
get
all
excited
about
some
of
the
companies
I've
met
that
are
doing
business
in
kentucky?
I
believe
we
can
get
a
22
year
old
or
25
year
old,
excited
about
it,
and
I'm
very
pleased
that
I
happen
to
have
a
living
breathing
son.
A
Who
said
he
never
wanted
to
leave
kentucky
because
of
the
things
that
he's
doing
and
what
he
is
seeing
and
we
have
to
do
a
better
job.
I
think
marketing
it
explaining
it
and
working
with
great
universities
like
western
and
others
to
better
connect
where
those
jobs
are
and
then
I'm
going
to
also
fast
forward
for
those
that
don't
go
on
to
college.
A
When
you
see
the
manufacturing
of
the
future
and
it's
going
to
be
there
with
ford
sk,
it's
there
with
some
other
companies
we've
already
brought
in
you
want
to
actually
no
matter
what
your
education
you
want
to
be
part
of
making
something
in
that
kind
of
a
cool
environment.
We
have
to
do
a
much
better
job
articulating
that,
and
I
think
our
cabinet
has
to
partner
up
with
the
other
cabinets
and
the
executive
branch
to
do
a
lot
more
of
that
and
better
job
of
articulating
those
opportunities.
B
F
Thank
you,
mr
chairman
secretary,
you
know
I
I'm
impressed
by
your
resume
and
the
experience
that
you
have
and
that
you're
bringing
to
kentucky.
I
guess
a
quick
question
initially
is,
as
you
take
over
the
cabinet,
have
you
been
given
the
authority
to
make
any
needed
changes
that
you
see
in
the
cabinet
that
need
to
be
made
to
make
us
more
efficient
to
implement
programs
that
you've
seen
like
represent
mentor
was
suggesting
throughout
your
career.
A
You
know
I've
worked
for
some
great
chairman
and
some
great
elected
officials,
I'm
very
pleased
with
my
relationship
with
the
governor
and
everything
he
has
said
and
shared
and
I've
had
some
interaction
with
the
partnership
board
leaders.
I
think,
to
the
t,
they've
been
very
clear.
What
I
need
to
do
they've
also
been
very
clear.
You
do
what
you
feel
like
you
need
to
do,
and
we
will
fully
support
you.
A
So
I
feel
empowered
that
if
I
see
changes
in
areas
I
need
to
make
changes
I'm
going
to
do
it
also
back
to
being
a
super
collaborator.
There
are
actually
guidelines
by
which,
in
my
capacity
in
our
cabinet,
we
have
to
follow
those
guidelines
which
includes
the
legislature.
It
includes.
Obviously,
the
partnership
board
includes
informing
the
governor,
that's
statutory
right,
but
also
I'm
wired
in
such
a
way
that
collaboration
means
I
don't
care
if
it's
statutory
or
not.
A
I
believe
in
really
good
communications
and
sharing
and
explaining
to
people
where
we
are
and
if
I
earn
the
trust
of
all
of
you
and
of
all
those
that
I'm
working
with.
I
believe
you'll
trust
me
when
I
come
forward
with.
I
think
here's
some
areas,
albeit
it
may
seem,
like
a
big
change,
but
here's
the
rationale
behind
it.
There
will
be
that
trust
to
get
it
done
and
I'll
follow
the
guidelines,
but
I'm
following
those
guidelines
primarily
because
super
collaborator
and
shared
responsibility
mean
everything
to
me
and
I
don't
care
where
it's
written.
A
F
Very
good,
maybe
a
couple
others:
okay,
yeah,
please!
Let
me
ask
two
more
and
I'll
go
back
in
the
queue
we
talked.
We
heard
just
a
little
bit
about
the
incentive
programs
that
are
offered
how
often
and
you
mon
and
you
talked
about
the
monitoring,
the
compliance
and
everything,
and
I'm
I'm
impressed
that
you
track
those
out,
and
I
saw
it
in
in
the
slide
deck.
How
often
do
you
actually
you're
comple
you're
monitoring
compliance
to
the
t
kind
of
a
you
know
on
paper?
F
Are
they
complying
with
this,
but
as
far
as
an
effectiveness
measuring
the
effectiveness
of
your
programs?
Do
y'all
review
that
annually,
every
two
or
three
years
or
how?
How
how
much
review
goes
into
your
incentives
and
programs
that
you
have
currently
offered?
Are
they
constantly
being
reviewed
or
I'll.
A
Let
katie
answer
it,
but
I
can
tell
you
in
my
five
to
six
six
weeks.
We
talked
about
them
every
day.
We
talk
about
how
well
they
stack
up.
We
talk
about
what
did
we
learn
from
some
of
the
ones
we
didn't
get
based
upon
other
state
programs
and
more
and
more
national
programs,
so
there
there
is-
or
at
least
there
will
be
under
my
tenure,
constant
review,
constant
understanding
and
more
than
likely,
at
least
in
every
other
year,
formal
review
of
how
our
tools
look
and
how
they
are
compared
to
others.
D
No,
we
actually
are
continuously
reviewing
them
and
identifying
throughout
the
year
any
kind
of
improvements,
any
ways
that,
if,
if
we're
having
issues
with
companies
there
are
companies
are
having
issues
complying
and
we
bring
those
changes
back
any
every
year.
So,
for
example,
in
2021
session
we
updated
all
of
our
major
programs
to
align
all
of
the
eligible
industries.
We
had
some
programs
that
have
different
eligibility
industries
and
we
said
we
wanted
to
align
all
of
the
same
for
our
kbi,
our
kia,
our
kra
and
our
bssc.
D
We
aligned
all
the
eligible
industries
and
then
also
we
included
the
big
thing
that
year
was
remote
employees,
so
that
was
we
wanted
to
go
ahead
and
get
ahead.
So
we
try
to
also
observe
what's
going
on
competitively
with
our
competitors
across
the
united
states
and
other
states
with
incentives,
and
we
also
try
to
stay
ahead
of
that
as
well
and
try
to
come
and
recommend
changes.
We
also
have
recommended
when
programs
are
not
really
working
and
we've
asked
to
sunset,
those
or
and
sometimes
for
example,
there
was
the
incentives
for
energy
independence
act.
B
Do
you
have
another
one?
Okay,
one
thing
I
wanted
to
ask
is
on
well
in
relation
to
slides,
15
and
others
about
you.
You
did
a
deal
with
with
a
russian
company
wanted
to
find
out.
Are
they
complying
with
your
requirements
in
terms
of
compliance
how's?
The
relationship
changed
in
the
last
three
months.
Four
months.
E
So
this
is
cse
right.
Commonwealth
seed
capital
is
the
entity
that
made
the
investment
into
this
company.
We
are
constitutionally
prohibited
from
holding
interest
in
a
company
right.
The
state
is.
D
E
That's
why
we
have
this
other
vehicles
right
for
that
type
of
investment.
Cse
is
an
independent
nonprofit
and
they
are,
of
course,
the
ones
that
made
this
direct
investment.
E
I
can
tell
you
and
and
right
now,
the
only
thing
I
can
tell
you
is
that
there
are
confidential
negotiations
taking
place,
or
at
least
that
is
our
understanding
between
csc
and
this
particular
company
that
you
mentioned,
but
again
it.
There
is
a
little
bit
of
a
separation
there
not
a
little
bit.
There
is
a
separation
right
between
commonwealth
seed
capital
and
us.
B
Okay,
representative
mccool
could
not
be
here,
and
I
did
want
to
ask
a
question
for
him
about
page
seven
and
that
is
about
the
source
of
people.
B
18
138,
new
jobs
announced
I
just
spent
a
little
time
in
floyd
county
and
which
he
doesn't
represent
floyd
county,
but
he's
in
that
neck
of
the
woods
a
lot
of
challenges
in
eastern
kentucky.
What
are
you
able
to
do
because
you
just
can't
announce
a
job
available
unless
there's
a
workforce
there
to
fill
it?
That's
can
show
up
for
work
and
etc,
etc.
A
I'm
trying
to
basically
understand
the
the
the
exact
element
of
what
he's
looking
for,
but
I'll
try
to
address
it.
This
way,
first
of
all,
I'm
in
the
process
of
working
with
all
the
ad
districts
to
get
out
into
the
state
one
day
a
week
through
the
ads,
so
I
can
do
it
regionally
get
out
into
all
the
areas
I've
been
in
every
county
in
kentucky
multiple
times,
but
it's
been
a
while.
I
go
into
the
assumption.
There
is
a
good
workforce
in
floyd
county.
A
I'm
also
going
to
go
in
with
the
assumption
that
if
there
are
areas
where
we
have
to
work
harder,
let's
go
find
out
what's
being
done
and
where
are
some
of
the
the
gaps
and
things
that
we
need
to
work
on,
to
be
able
to
do
that,
and
also
one
of
the
reasons
I
want
to
go
through
the
area
development
districts
is,
you
know
I
grew
up
technically
in
peaks
mill
and
I
still
view
peaks.
As
is
my
home.
A
I
truly
believe
the
future
is.
We
have
to
get
a
lot
of
our
counties
and
communities
to
coordinate,
cooperate
and
almost
think
of
an
ecosystem
that
works
for
them,
both
in
terms
of
attracting
and
growing
employment
and
helping
their
people
get
employed
and
that
ecosystem
has
to
have
a
little
bit
broader
element.
You
know
in
terms
of
where
the
employees
are
going
to
commute
and
how
they
want
to
commute.
So
it's
that
type
of
understanding.
A
That's
why
I'm
going
out
in
the
state
in
an
organized
way,
through
a
regional
way,
to
understand
where
we
can
either
espouse
more
opportunities,
tweak
our
tools,
help
create
new
collaborations,
so
that
every
kentuckian
gets
an
opportunity
for
employment,
they're,
just
some
things
that
companies
will
define
that
they
need,
whether
it's
certain
types
of
land,
certain
types
of
access
to
an
airport,
certain
types
of
access,
you
name
it
our
job-
is
to
make
sure
that
we
ask
them
to
at
least
consider
all
of
our
communities
in
kentucky
and
to
help
us,
or
should
I
say,
allow
us
to
let
them
understand.
A
Why-
and
I
mean
this
from
my
own
heart-
I
can't
think
of
a
single
community
in
kentucky
that
wouldn't
be
a
great
place
for
a
company
to
locate,
and
I
want
to
help
share
why
I
believe
that
to
be
the
case,
then
the
company
makes
their
decision.
We
try
very
hard
to
help
make
sure
the
entire
state
is
benefiting.
B
Well
again,
he
had
a
family
emergency
wanted
to
to
give
him
a
shout
out
and
and
ask
a
question.
I
think
he
might
have
asked.
B
That's
that's
fine
and
we'll
have
another
opportunity,
I'm
sure
the
one
another
question
I
had
is,
and
it
relates
to
it's
mentioned.
The
types
of
programs
are
mentioned
not
only
on
slide
24,
but
also
on
slide
30,
and
that
is
are
all
of
these
cash
programs
grants
or
are
they
forgivable
loans?
Or
could
you
describe
just
in
general,
a
lot
of
the
programs?
Are
there
any
in
there?
Are
there
any
loan
forgiveness
type
programs?
What's
the
share
of
that
are
just
flat
grants
and
et.
A
Cetera,
I
certainly
don't
know
the
the
percentages,
but
there's
a
little
bit
of
all
those
elements,
but
even
a
forgivable
loan
or
a
cash
grant,
if
that's
how
it's
defined,
has
performance
criteria
and
thresholds
and
milestones
that
have
to
be
met
for
therefore,
then,
for
any
type
of
benefit
to
be
received
in
in
most
of
those.
A
It
also
includes
the
company
hitting
a
threshold
of
how
much
they've
already
spent
the
investments
that
they've
made
and
the
folks
that
they
are
either
currently
hiring
or
what
they're
doing
in
order
to
get
them
hired,
but
I
don't
have
the
percentages
of
which
is
which,
but
we
can
certainly
come
back
to
you
on
that.
Okay,.
D
And
I
do
the
slide.
24
and
25
are
all
tax
incentive
programs.
So
those
are
tax
credits,
not
cash
26.
You
have
the
cash
programs,
the
the
first
one
cad
for
loans,
they're,
typically
loans.
Those
are
truly
really
regularly.
Just
a
loan
that's
repaid.
Now
there
is
the
university
of
louisville
medical
center.
D
If
you
all
remember
that
loan,
that's
in
that
loan
as
well,
so
there
is
some
forgiveness
involved
with
that
loan
and
that's
the
kedfa
loan
program
is
what
is
the
unique
tool
that
will
potentially
be
used
for
the
two
billion
dollar
projects?
Should
they
seek
application
for
the
forgiveness
of
those
loans?
And
then
economic
development
fund
is
a
grant,
and
then
you
all
passed
the
rural
hospital
loan
program.
That
is
a
loan
program
that
is
repaid
and
it's
re
revolving
loan
funds.
A
I'm
a
son
of
a
banker
which
makes
me
genetically
wired
on
an
sob
by
birth.
I
don't
know
where
I
have
in
it
and
back
when
I
used
to
run
kid
fun
and
the
programs
before
my
bent
was
always
loans
or
if
a
loan
was
forgiven,
it
was
only
after
every
milestone
and
every
criteria
was
met
and
I'm
also
pretty
set
in
my
ways
that
I
think
real
companies
have
to
have
real
cash
and
real
people
and
real
leadership
before
the
state.
A
Does
anything
and
that's
that's
a
real
mantra
and
I
believe
the
cabinet
does
an
excellent
job
of
identifying
companies
that
have
what
they
need
to
do
to
be
successful
and
we
make
sure
that
our
dollars
are
placed
strategically
and
also
protect
them.
The
best
way
we
can.
B
B
bssc,
stic
of
which
there
are
40
programs
on
a
tax
incentive
and
kaitc
are
not
listed
separately.
Is
how
do
you
make
would
would
you
describe
they're
all
retrospective
you've
got
to
earn
an
income
before
you
get
that
tax
credit,
and
then
you
have
to
monitor
that
through
the
revenue
cabinet.
Can
you
talk
about
that?
Osa
itc.
B
D
And
so
under
the
angel
program,
that
is,
for
an
individual,
that's
planning
to
invest
in
a
qualified
small
business
and
they
have
to
make
that
equity
investment
within
80
days
of
approval
and
then
once
they
do
that
then
they're
eligible
for
tax
credit
on
their
individual
tax
return
and
then
the
htsc.
That's
the
skills.
If
you
look
on
the
workforce,
the
bluegrass
state
skills,
there's
a
column,
that's
the
skills,
training,
investment,
credit
and
a
column.
D
That's
a
grant
and
aid
program,
the
skills,
training,
investment
credits,
a
tax
credit
program,
the
grant,
aids
cash
reimbursement,
but
the
programs
are
very,
very
similar
in
structure
with,
with
regards
to
the
training
and
the
eligible
reimbursement.
Okay,.
B
B
G
Thank
you,
mr
chairman.
I
have
a
couple
questions:
if
that's
okay,
I'll
try
to
try
to
make
it
brief
secretary
knowl.
Thank
you
very
much.
I,
the
attrition
rate
through
the
cabinet
is
proof
that
quantity
or
quality
over
quantity
is
is
beneficial,
so
you
got.
I
commend
you,
though,
on
the
work
that
the
cabinet
does
it
does
a
tremendous
job
for
the
commonwealth.
G
You
mentioned
esg
earlier.
Could
you
elaborate
a
little
bit
on
that?
What
where
that's
going
with
the
the
cabinet
and
anything
related.
A
It's
an
air
that
I've
got
to
bring
some
some
structure
around
and
I've
been
talking
to
a
lot
of
business
leaders,
utility
leaders,
university
leaders
and
others,
and
just
been
asking
the
question.
You
know
a
couple
years
ago,
even
at
whirlpool,
corporation
esg.
While
we
started
doing
a
sustainability
report,
we
did
practice
esg.
A
I'm
a
big
believer,
especially
in
the
environment,
as
companies
have
made
publicly
traded
companies
have
made
their
net
zero
commitments
in
terms
of
how
they
propose
to
reduce
the
burden
on
the
environment
and
how
they
intend,
over
a
certain
period
of
time.
To
basically
have
you
know:
net
zero
landfills
net
offsets
for
anything
that
might
go
off
into
the
ozone
et
cetera,
et
cetera,
et
cetera,
they're,
making
these
pledges.
A
But
I
believe-
and
I
believe
we're
already
seeing
it
in
order
for
them
to
meet
those
pledges.
They
have
to
push
down
that
same
kind
of
compliance
onto
their
suppliers,
and
those
suppliers
then
have
to
push
it
down
on
their
suppliers
in
order
to
get
what
they
have
to
do
to
get
the
kind
of
you
know
tier
one
or
whoever
they're
selling.
To-
and
I
worry
so,
I
don't
have
a
program
representative
baker.
I
just
worry-
and
I
want
to
put
it
top
of
mind
in
our
own
state.
A
If
that
starts
to
happen
in
our
state,
and
we
have
to
help
some
of
our
long-standing
core
manufacturers
or
whomever
they
come
in
today.
One
day
and
say
you
know
we
actually
have
to
find
a
way
of
getting
renewable
credits.
As
an
example,
we
have
to
find
ways
in
which
our
air
emissions
have
been
reduced
or
as
we're
using
transportation
systems
how
we've
reduced
you
know
the
net
emissions
in
order
for
us
to
continue
to
do
business
with
some
of
these
larger
companies.
I
want
us
to
be
thinking.
A
How
do
we
start
preparing
for
that
and
how
to
at
least
have
information,
or
it
may
require
us
to
pull
some
of
these
suppliers
together
and
find
out
how
they
can
either
invest
in
or
participate
in
just
complying
with
their
customers?
And
that's
what
I
meant
by,
I
believe
esg
and
the
focus
on
esg
and
the
way
companies
are
handling
it.
Ultimately,
it's
going
to
be
pushed
down
on
all
companies
and
I
don't
have
a
magical
answer.
A
We
are
thinking
about
that
as
well
in
terms
of
our
services
and
our
renewables,
and
I've
been
pleased
that
a
couple
of
universities
have
said
we
are
thinking
about
that
and
again
they
don't
have
the
answers,
but
we
know
that
that's
where
that
collaboration
is
going
to
come
in,
and
I
don't
know
if
that
was
exactly
what
you
were
looking
for.
But
that's.
G
G
Drag
us
down
in
that
regard,
if
we're
not
cautious
and
then
thinking
along
the
lines
of
what
you're
saying
with
some
of
those
companies
and
second
third
tier
suppliers,
if
they,
if
they
are
required
to
comply
with
some
of
those
esg
standards,
the
cost
of
their
them
doing
business
and
what
they
well,
that
may
come
back
some
on
the
state
I
mean:
is
there
some
challenges
that
lie
ahead
for
us?
Perhaps
if
that
continues
to
grow
the
way
I
see
it
is,
am
I
looking
at
that
correctly?
I.
A
Think
you
are,
and
none
of
us
have
a
crystal
ball,
but
I
think
in
the
role
that
you
all
have
as
elected
officials,
the
role
we
have
is
trying
to
work
with
our
economy
and
all
of
our
state's
employers.
Our
job
is
to
try
and
project,
try
and
think
and
try
to
be
smart
about
it
and
try
to
get
the
best
information
we
can
and
for
every
good
intended
program.
Sometimes
there's
unintended
consequences
and
we
have
to
be
aware
of
that
as
well,
and
I
just
will
go
back
to.
A
B
Incidentally,
on
that
same
subject,
just
I've
been
doing
some
or
had
done
some
trip
planning
for
a
trip
to
europe,
and
I
was
amazed
at
the
number
of
websites
travel
websites
that
esg
popped
up
on
in
terms
of
here's.
Here's,
the
energy
impact
of
this
mode
of
travel
versus
that
mode
of
travel
versus
something
else,
and
it's
it's
coming,
whether
we're
ready
for
it
or
not.
It's
coming.
A
We
also
have
to
help
people
understand
those
are
projects
that
are
pioneers
and
where
they're
going
and
we
learn
from
them,
we
learn
even
how
they
will
change
and
do
things
with
their
workforce.
You
know
with
the
big
three
that
we
have
as
a
state
in
terms
of
distribution
and
our
freight
hauling
companies
that
are
here
they're
on
the
cutting
edge.
They
are
out
there
aware
of
what's
happening,
and
those
are
some
of
the
first
calls
that
I
have
made
is
to
get
into
to
visit
with
those
folks.
A
So
we
can
learn
from
it
and
understand
it
and
you're
right.
It
is
going
to
happen.
I
think
we
are
well
positioned
with
what
I
call
the
innovative
business
and
innovative
thought
leaders
in
the
universities.
Our
job
is
to
be
out
front
of
it
and
to
be
aware
of-
and
that's
that's
all
we're
trying
to
do
with
with
our
cabinet's
mission.
B
Thank
you,
co-chairman
mills.
F
Thank
you,
mr
chairman.
I
got
a
couple
of
real
quick,
hitting
questions
for
you
that
I
jotted
some
notes
down
from
your
presentation.
You
said
you
were
budgeted
for
85
people
in
the
cabinet,
but
you
only
have
65
are
those
some
of
those
positions
hard
to
fill
positions
or
you're,
just
not
feeling
them
out
of
choice.
A
One,
I
think
my
predecessor
may
have
had
a
few
open
roles
that
he
was
waiting
just
to
give
me
some
flexibility
with
some
hiring.
I
think
we're
like
everyone
else,
we're
having.
I
don't
use
the
word
challenges,
but
we
want
to
be
very
careful
that
whomever
we
offer
an
open
role
to
we
feel
very
strongly.
They
have
the
right
values,
because
I
really
truly
believe
in
our
type
of
work.
An
individual's
gotta
have
the
right
values.
D
D
We
get
one
step
forward
and
we
have
some
internal
some
some
existing
employees,
that,
because
of
who
their
work
and
our
work
with
these
companies
and
who
we
work
with,
they
get
taken
from
us
because
they
get
these
offers
because
they
see
that
we
have
good
employees.
And
so
we
do
sometimes
get
one
step
forward
and
then
take
two
steps
back,
because
we
lose
staff
which,
in
our
eyes
is
we've,
helped
them
move
on
to
better
their
career
and
better
opportunities.
But
we
do
hate
to
see
them
go.
A
And
I
love
to
see
team
and
I
will
I'm
one
of
them
if
you
lose
somebody,
you
need
to
step
in
and
do
that
job
and
it
actually
makes
us
stronger
when
all
of
us
know
how
to
do
each
other's
job
and
how
to
do
the
jobs
for
those
that
report
up
into
us.
And
that's
what
I
mean
by
saying
sometimes
being
lean,
is
a
good
thing
and
we
are
lean,
but
we
have
been
successful.
We
have
two
individuals
who
started
with
us
today
and
we've
had
a
couple
of
project
managers.
A
Who've
joined
us
in
the
last
several
months
and
I'm
really
ecstatic
about.
They
all
bring
something
uniquely
different,
and
this
cabinet's
not
gone
out
and
just
homogenized
and
hired
all
the
same
kind
of
people,
and
I
think
that's
really
one
of
the
hallmarks
of
our
success
is
it's
a
it's
a
diverse,
it's
inclusive
and
I
really
believe
strongly
that
people
should
have
their
own
unique
set
of
skills
and
they
add
then,
to
the
team
component.
F
I've
asked
this
question
last
or
our
last
meeting
about
working
from
home,
whatever
you
want
to
call
it.
Where
are
y'all
at
in
your
cabinet
on
splitting
up
work
from
home
work
at
office?
Are
you
back
to
pre-pandemic
process,
and
I
know
that
you're
kind
of
a
sales
force
and
you're
on
the
road
a
lot
and
things
of
that
nature?
But
you
know
government
is
a
service
and
I
I
like
for
folks
to
when
they
call
a
cabinet
to
get
a
phone
call
answered
an
email
answered.
Where
are
you
at
on
that.
A
The
other
thing
is-
and
you
mentioned
it-
we
have
quite
a
few
people
who
are
on
the
road
a
lot
and
they're
out
taking
care
of
clients
and
working
and
that's
not
working
from
home.
That's
just
simply
doing
their
job
being
out
in
the
state
and
candidly
and
every
role
is
a
little
different,
but
I
believe,
being
out
in
the
state
and
being
with
the
constituencies
and
being
with
those
that
we're
collaborating
with
is
is
most
important.
A
But
we
manage
it
and
do
it
in
a
very
smart
way,
and
we
do
have
again
up
to
two
days.
If
people
really
do
choose
to
do
it
and
we
approve
it
because
some
jobs
don't
allow
for
it
and
also
we
really
expect
everyone
to
be
in
the
office
on
the
same
days
at
least
one
day
a
week,
so
that
we
can
have
our
meetings
and
make
sure
the
culture
is
where
it
needs
to
be,
and
I'd
say
right
now,
a
large
number
of
people
aren't
even
asking
to
work
remotely.
F
All
right
and
just
one
other
one
other
question
from
your
comments
you
mentioned
in
your
opening
comments
about
what
businesses
need
is
certainty,
and
you
know
we're
in
some
very
uncertain
times
right
now
and
it
kind
of
leads
back
to
the
esg
question
that
representative
baker
asked.
F
As
far
as
you
know,
kentucky
goes
and
we've
been
known
to
be
energy
producers,
specifically
in
fossil
fuels,
but
we've
had
a
lot
of
solar
developments
come
into
the
state
in
even
in
my
area
of
the
state,
we've
got
somebody
looking
at
wind.
I
didn't
know
the
wind
blew
that
much
in
my
area,
but
that's.
F
But
my
I
guess
my
question
is:
is
that
with
the
whole
esg
conversation,
you
know
I'm
a
believer
that
we've
got
to
have
a
baseload
of
fossil
fuels,
natural
gas
and
coal
to
remain
so
any.
There
are
not
any
impediments
at
the
cabinet
related
to
esg.
That
would
keep
somebody
that
wants
to
do
a
a
new
plant
or
something
that
deals
with
fossil
fuels.
F
A
F
A
No
sir
and
I'd
say
back
to
our
culture.
I
think
our
role
as
the
cabinet
is
to
help
be
innovators
and
problem
solvers,
and
so,
if
there
ever
was
a
restriction
or
something
like
that,
not
by
us
by
by
another.
How
do
we
help
figure
it
out
to
balance
out
the
right
thing
for
the
company
for
the
community,
their
people
and
the
planet
as
well?
And
we
we
welcome,
and
we
want
to
work
with
companies
of
all
sizes
and
varieties.
F
And
and
one
file
one
final
question:
senator
westfield
has
a
question
as
well,
but
as
far
as
brown
brown
fields
and
former
industrial
sites
and
things
of
that
nature,
they're
all
over
the
state
of
kentucky,
do
we
have
any
incentive
programs
to
help
with
the
redevelopment
of
those
sites
and
or
do
we
target
those
specific
sites?
How
are
we
working?
How
are
you
all
working
with
those
sites.
A
First
of
all,
we
work
very
closely
with
all
the
cabinets,
including
those
that
have
oversight
for
the
number
of
brownfield
sites
in
the
state,
as
well
as
they
have
some
tools
and
some
incentives
that
can
be
applied
and
I'm
very
familiar
with
brownfield.
Having
done
a
lot
of
brownfield
development,
both
at
whirlpool
and
even
on
my
own,
they,
they
can
be
great
tools
and
great
redevelopment
opportunities.
A
Not
they
are
not
to
be
seen
as
a
real
problem,
and
so
our
job
is-
and
we
just
met
with
secretary
goodwin's
team
and
we're
going
to
be
following
up
a
learning
session
with
our
team
and
their
team
to
know
more
how
we
can
engage
in
brownfield
redevelopment
and
take
advantage
of
some
of
the
federal
and
state
tax
credit
programs
that
do
exist.
As
I
understand
it
very
good.
Thank
you.
C
Thank
you,
mr
chairman,
does
the
what
what
percentage
of
the
product
projects
that
come
through
the
cabinet
originate
from
the
cabinet
reaching
out
and
what
percentage
of
them
originate
from
some
other
outside
group
reaching
out
to
the
cabin
or
the
administration
or
the
government?
At
some
point.
A
75
of
all
project
leads
according
to
local
economic
developers,
come
from
local
economic
developers,
senator
travis
and
the
leads
state
folks
and
others
feel
like
75
percent
elites
come
from
them.
The
reality
is
somewhere
in
between,
and
I
don't
know
what
it
is
in
kentucky,
but
it
is
something
that
we
track
and
are
tracking
as
a
matter
of
fact,
in
terms
of
trying
to
be
a
little
bit
more
granular
on.
Where
did
the
lead
come
from
and
we
do
track
that
I
just
don't
have
the
numbers
off
the
top
of
my
head.
D
I
don't
have
the
number
we'll
have
to
get
that
information
for
you,
but
we
do.
We
did
start
tracking
that
actually,
when
we
created
our
salesforce
system,
so
we
do
track
where
the
leads
are
coming
from.
We
I
mean
it's,
not
just
companies.
Now
we've
got
consultants,
there
there's
all
kinds
of
different
sources
of
where
the
leads
can
come
from.
A
C
I'd
also
appreciate
thank
you
for
for
providing
that
whenever
you
provide
follow-up
information
to
the
committee,
but
I'd
also
like
to
know
I'd
like
to
see,
I
guess
just
a
sort
of
a
linear
description
of
the
process
of
lead
to
groundbreaking
to
compliance.
I
I'm
curious
look.
C
Other
than
other
than
the
forward
announcement,
which
required
legislative
input,
I
won't
speak
for
any
of
my
colleagues.
I'm
not
include
included,
not
involved,
and
I'm
not
saying
that
I
need
to
be
in
the
room
for
all
those
meetings.
I'm
normally
not
involved
outside
of
a
broader
policy
vote.
Obviously,
unless
there's
a
groundbreaking
announcement
or
something
so
I
don't
know
what
it
looks
like.
C
I
don't
know
what
it
happens
from
lead
to
end
from
birth,
to
death,
for
the
cabinet
and
for
the
projects
that
you
are
watching
shepherding
funding
following
whatever
I'd
I'd,
be
curious
to
know
what
that
looks
like,
regardless
of
where
the
lead
comes
from
I'd.
I
guess
I
just
want
to
know
what
that
process
looks
like
for
you
all
right.
A
C
And
I'm
not
looking
for
specific
project
information
at
all,
and
it's
not
what
I'm
looking
for.
I
just
I
don't
know
how
that
goes
from
start
to
finish,
and
I've
never
been
involved
in
that
in
my
professional
I'm
an
attorney,
and
I
was
a
prosecutor
before
I
did
this,
and
they
don't
have
anything
to
do
with
economic
development
in
that
same
process.
If,
in
terms
of
follow-up
it'd
be
helpful,
maybe
this
there's
a
map
or
a
graphic
like
this.
That
already
exists.
D
So
we
have
an
online
searchable
database
on
our
website.
That
shows
all
of
the
incentive
projects
that
have
been
approved
and
I
think
we
we
kind
of
had
to
have
a
starting
point.
I
think
all
projects
that
were
active
as
a
2008,
and
so
you
can
go
out
there.
You
can
search
by
the
entire
state.
You
can
search
by
program.
D
County-
and
so
we
I
we
can
share
that
with
you,
so
if
you're
interested.
C
E
So
it's
a
lot
of
information.
That's
the
only
thing
you
can
look
at
120
counties.
So,
for
example,
you
can
peak
in
this
database
a
specific
incentive
and
say
all
the
projects
right
that
have
been
incentivized
through
this
particular
vehicle
right
through
this
particular
incentive
program
and.
C
Christian
county
doesn't
have
a
forward
announcement,
neither
does
todd,
logan,
caldwell
or
muhlenberg
county
and
not
every
county
can,
and
I
get
that.
I
understand
that.
But
my
assumption
is
the
closer
to
jefferson
and
fayette
and
kenton.
You
might
be
the
more
likely
you
are
to
get
some
attention
and
and
to
get
some
of
these
things.
C
I
just
wanted
to
see
out
of
my
curiosity
as
a
rural
legislator
from
a
part
of
the
state
that
hasn't
been
ignored,
I'm
not
going
to
say
that,
but
isn't
getting
that
sort
of
attention.
I'm
curious
to
know
what
that
looks
like
over
time,
a
heat
map
sort
of
geographical
breakdown,
of
where
we're
putting
our
economic
development
dollars
over
time.
C
Are
we
spending
it
where
I
assume
we're
spending
it
and
at
the
rate
at
which
I
assume
we're
spending?
It
are
the
heat
blooms
hotter
in
urban
areas
and
in
bowling
green,
or
is
there
a
good
distribution
or
during
this
gubernatorial
administration
right
or
left?
Is
it
favoring
this
area
versus
that
area?
Or
is
there
a
focus,
I
say
favor?
There
could
be
a
valid
reason
because
there
needs
to
be
attention
here
in
in
in
coal
country
in
the
east
or
the
west.
That's
what
I'm
looking
for-
and
I
don't
want
to.
C
C
A
The
vast
vast
majority
of
all
projects
are
companies,
including
even
existing
companies
that
are
looking
at
multiple
states,
in
some
cases,
multiple
nationalities
about
where
to
put
the
project,
and
so
you
know
our
job
is
to
make
sure
we
get
it
in
kentucky.
Our
job
is
also
to
make
sure
in
the
process
that
we
try
and
get
them
to
evaluate
multiple
other
sites.
Even
if
they've
come
in
and
said
point
blank,
this
is
where
we
must
be.
A
What
was
driving
it
and
also
what
was
the
workforce
issues,
because
I
think
that
helps
us
work
collaboratively
and
work
with
all
120
counties
as
we
do,
because
since
I've
been
here
and
for
the
several
years,
I
was
in
economic
development
before
it
was
always
to
make
sure
that
every
county
got
a
fair
shake
and
a
fair
shot
and
that
we
ultimately
won
the
projects.
And
I
believe
that
to
be
the
case
today
for
sure.
G
Thank
you,
mr
chairman.
Mr
secretary
century
aluminum,
their
haulsville
smelter
they've
announced
that
they
that
they
will
be
suspending
operations
for
about
9
to
12
months.
It's
going
to
lay
off,
I
think,
628
people
because
of
the
rising
energy
cost.
What
are
we
doing
to
help
them?
There's.
A
Been
outreach,
there's
been
conversations
with
the
company
about.
How
can
we
help,
and
I
don't
want
to
get
into
some
confidential
information,
but
there
was
even
some
things.
I
think
the
company
has
done
that
might
have
made
their
situation
a
little
bit
more
challenging
the
outreach.
Is
there
the
willingness
and
it's
been
offered
to
them
to
have
us
come
in
roll
up
our
sleeves
and
try
to
figure
out.
Is
there
a
way
that
we
can
be
helpful
to
them?
And
is
there
a
way
the
company
can
be
sharing
with
us?
G
Well,
thank
you
because
to
send
her
westfield's
point,
you
know
that's
a
small
area
that
is
largely
dependent
upon
jobs
like
that
and
thinking
of
you
know.
In
recent
years
we've
had
aluminum
companies,
we've
had
new
core
and
different
people
who
have
who
are
very
inter
dependent
upon
energy,
and
the
rising
cost
of
energy
could
be
very
detrimental
to
those
businesses,
as
well
as
the
communities
that
depend
upon
them.
A
A
F
Thank
you.
Mr
chairman
representative
baker
asked
my
question
because
I'm
right
in
around
century
I
actually
have
a
century
aluminum
smelter
in
my
district,
the
one
that
remains
open,
but
it
just
just
kind
of
a
follow-up
on
that.
That's
the
certainty,
part
that
we
talked
about.
I
mean
I
was
there
literally
a
year
ago
at
that
meal.
That's
closing
down
with
secretary
ross,
and
you
know
they
make
military-grade
aluminum.
F
You
know
a
big
pride
point
of
western
kentucky
is
that
mill
and
we've
got
to
do
everything
we
can
to
get
them
back
going,
but
right
now,
they're
losing
you
know
hundreds
of
thousands
of
dollars
a
day
by
because
of
strictly
energy
costs.
So
I
appreciate
the
effort
that
you
are
making
and
before
I
give
up
the
microphone,
I
need
to
brag
one
more
time
about
your
staff
and
I
can't
remember
her
name
that
helped
with
the
pratt
paper
industry
announcement
throughout
brittany
yeah
throughout
the
throughout
our
area.
F
A
Brittany
does
a
great
job,
as
do
all
of
the
the
project
leads,
as
does
everybody
in
the
cabinet,
and
I've
said
I'm
giddy
about
the
quality
of
the
team.
It's
a
great
team.
B
Mr
secretary,
we're
we
don't
really
have
a
time
schedule,
but
I
don't.
I
want
to
honor
your
commitment,
but
I
do
have
a
few
more
questions.
One
is
on
page
on
slide,
29
about
the
process,
the
standard
process,
and
you
talked
earlier
about
the
leads-
and
I
presume
they
either
come
from
a
company's
group,
business
development
group,
or
they
come
from
a
consultant
that
does
that
sort
of
thing.
A
D
A
That's
actually
a
huge
program
where
companies,
especially
international,
comes
looking
to
make
investments
show
up
and
if
your
state's
there
they
will
sit
down
and
talk
with
you
specifically
about
what
they're
thinking
and
what
they're
doing
so,
there's
all
kinds
of
ways
and
anybody
that's
been
in
business
and
sales.
You
can
have
all
the
sales
strategies
you
want,
but
you
get
woken
up
one
day
and
you
get
a
surprise.
How
did
that
even
come
to
me,
but
no
matter
how
it
comes
to
us.
We.
F
A
B
A
Sometimes
a
good
place
to
start
is
looking
at
other
states,
and
other
states
have
much
larger
staffs
in
all
of
those
parts
of
the
world.
Some
states
have,
even
by
five
factor
of
4
and
5x
the
number
of
offices
so
in
different
parts
of
the
world.
So
I'd
go
back
to
the
very
easy
metric
for
me
and
it
was
a
slide.
A
We
showed
that
had
the
number
of
companies
that
that
are
here,
I
mean
we're
the
fifth
or
sixth
state
per
capita
in
terms
of
foreign
international
invested
companies
and
there's
515
internationally
owned
facilities.
A
I
believe
very
strongly
that,
having
basically
very
small
staffs
of
about
one
to
one
and
a
half
people
in
each
one
of
those
parts
of
the
world,
it's
a
great
way
of
saying
to
those
515
foreign
owned
companies
on
a
fairly
regular
basis
that
we
appreciate
them.
If
they
need
anything,
we
appre,
we
think
enough
of
them
to
have
someone
closer
by
to
be
able
to
work
with
if
necessary
and
if
needed,
and
a
lot
of
their
work
is
reaching
out
to
those
existing
companies
and
so
at
a
very
high
level.
A
A
Do
we
have
the
right
processes?
Do
we
have
the
right
cadence
and
going
in
and
out
of
there
and
do
we
have
the
right
people
that
are
operating
them,
but
I
just
look
at
that:
chart
right
there
and
say
for
three
people
in
effect
to
be
on
the
payroll
closer
to
our
market.
That's
515,
customers
that
are
employing
100.
B
B
The
final
question
I
had,
and
I
know
that
larry
hayes
was
acting
for
a
long
time.
He
was
the
interim
for
a
long
time.
As
I
recall,
your
position
is
still
not
hired
by
the
governor.
It's
hired
by
a
board
correct.
A
D
The
board
is
required
by
statute
to
hire
a
consulting
firm
to
do
a
nationwide
search,
and
so
that
that
did
happen,
and
then
they
would,
they
included
the
board
in
the
interview
process.
Then
they
narrowed
it
down
to
three
and
they
approved.
They
approved
a
resolution
providing
three
names
to
the
governor,
and
then
the
governor
was
able
to
select
a
candidate
from
one
of
those
three.
E
D
A
B
Yeah,
the
ladies
are
they've,
got
a
much
better
perspective
on
that.
So
I'd
welcome
any
comments,
but
if
there's
any
changes
in
that
statute
as
well,
because
it's
that's
a
very
critical
role,
we
shouldn't
leave
it
open
for
an
interim
for
a
long
long
time.
I
think
that,
in
terms
of
an
organizational
issue
has
tripped
up
some
governors
in
the
past,
in
terms
of
they
thought
they
could
just
appoint
a
ced
secretary
day,
one
and
they
couldn't,
and
so,
if
there
are
any
changes
in
that
statutes.
D
E
B
I
know
larry,
I
can
see
that
but
anyway,
thank
you
very
much
members.
If
there
are
any
other
questions
that
we
have
any
other
follow-ups
and
we
would
like
to
have
your
follow-ups-
and
we
may
send
you
something
in
writing
to
ask
and
if,
if
it's
helpful,
we
may
have
you
back
for
15-20
minutes
just
to
answer
follow-up
questions.