►
From YouTube: Budget Review Subcommittee On Economic Development, Tourism, And Environmental Protection (8-2-23)
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
A
And
it's
a
call,
the
meeting,
the
third
meeting
of
the
budget
subcommittee,
some
review
subcommittee
on
economic
development,
tourism
and
Environmental
Protection
to
order
and
Madam
Secretary
would
call
the
Roper.
B
C
A
A
Today
we
have
secretary
secretary
Noel
and
we're
coming
right,
familiar
with
each
other
on
this
committee
from
the
cabinet
for
economic
development,
presenting
on
an
update
of
the
Kentucky
problem,
product
development
initiative,
and
so
this
time
I'd
ask
all
of
you
to
raise
your
right
hand
to
be
sworn
and
do
you
swear
affirm
to
tell
the
truth?
The
whole
truth
is
nothing
but
truth.
So
if
you
God
all
right,
introduce
yourself
for
the
record
and
you
may
begin.
F
And
my
name
is
Jeff
Nolan
I'm,
the
secretary
and
it's
a
pleasure
to
be
here:
I
think
it
was
just
a
couple
weeks
ago
we
were
in
this
room
which
we
were
had
cut
short
our
presentation.
So
if
it's
okay,
representative
I'm,
going
to
just
triple
our
presentation
and
added
a
bunch
of
slides
to
to
make
up
for
what
we
didn't
talk
about
last
time,
no.
F
No,
it's
always
a
pleasure
to
be
here
and-
and
we
do
want
to
make
sure
we
cover
things
that
were
asked
of
us,
including
what
we
have
accomplished,
not
just
in
the
kpdi
but
overall,
what's
been
the
return
on
investment
that
comes
from
the
wonderful
funds
and
the
support
we
get
from
the
legislature.
I
talk
a
little
bit
about
where
we're
going
relative
to
our
mission,
we're
going
to
do
a
little
deeper
dive
into
our
strategic
planning
process.
F
We
will
give
a
full
review
of
the
kpdi
program
and
talk
a
little
bit
about
the
numbers
in
terms
of
who
we
are
and
what
we
have
and,
of
course,
we'll
always
turn
to
Katie
to
make
sure
we
get
that
right.
There
was
also
a
question
asked
about
airports
and
how
they
fit
in
with
the
economic
development
strategy
and
I've
got
a
slide
on
that
that
we
can
talk
about
as
well.
So
so
obviously
we
always
start
this
out,
but
I
do
always
want
to
remind
us
and
it's
important
to
do
it.
F
It's
not
about
creating
jobs.
It's
not
about
the
things
we
do
to
help
communities.
I
really
think
it
comes
together
in
terms
of
helping
our
neighbors
throughout
Kentucky
have
a
better
way
of
life,
and
when
we
focus
on
that
and
realize
that's
the
purpose
of
what
we
do.
I
think
it
allows
us
to
dig
a
Little
Deeper
work,
a
little
harder
and,
as
always,
work
collaboratively
for
the
betterment
of
those
folks
that
we
call
our
neighbors
we're
here
to
help
I
really
do
believe.
It's
important
to
understand.
Economic
developers
have
no
elected
role.
F
We
have
no
policy
making
power.
Our
job
is
to
collaborate,
work
together
and
find
people
that
that
have
a
desire
to
make
things
better
and
we
pull
everyone
together
to
work
collaboratively
to
do
that,
and
so
that's
really
the
focus
of
our
cabinet
and
and
we
have
to
work
through
systems
and
I.
Think
we
have
to
understand
that
collaboration
is
really
what
it's
all
about,
but
I
also
like
to
add
something
that
I
feel
really
good
about,
and
that
is
I
think
economic
developers
working
with
the
legislature
working
with
the
governor's
office.
F
We
need
to
have
that
Spirit
of
winning
with
integrity
and
I.
Think
there's
a
bit
of
an
attitude
in
which
you
know.
There
is
no
reason
that
we
have
anything
to
apologize
for
apologize
for
in
the
state
of
Kentucky.
We've
got
great
people,
great
communities,
great
leaders,
and
when
you
take
that
attitude,
you
really
want
to
go
into
any
kind
of
transaction
or
any
kind
of
project
and
say
we
want
to
win
and
we
want
to
set
the
bar
very
high
and
I.
F
Believe
we've
been
doing
that
collaboratively
as
a
cabinet
and
working
together
with
this
body.
Over
the
last
two
years
we
have
had
the
best
two
years
in
Economic
Development
history
for
the
state
of
Kentucky.
That
includes
investment,
jobs
and
very
proud
of
the
fact
that
last
year
our
average
annual
wage
before
benefits
was
26.78
cents
per
hour.
So
we
track
all
that.
We
measure
that
we
think
that
is
extremely
important
to
do.
If
you
look
at
some
of
the
top
announcements,
I'm
not
going
to
go
through
them,
but
you
can
see
them.
F
But
when
you,
when
you
look
at
them,
it's
interesting
to
know,
there's
an
equal
proportion
of
new
projects
and
existing
projects.
Typically,
you
see
more
preponderance
tour.
Existing
I
think
it's
good
that
you
have
that
equal
balance,
but
it
is
interesting
to
see
that
over
the
last
this
past
year,
we
had
really
an
equal
balance
between
the
two
and,
if
you
go
to
the
next
slide,
you
see
what
the
other
projects
are.
F
If
you
look
at
our
wage
growth
again,
I
just
go
back
to
this
number,
because
26.78
cents
per
hour
is
a
great
number
and
it's
the
best
ever
in
Kentucky's
history,
except
for
the
year
in
which
UPS
we
worked
with
them.
For
some
1
000
pilots
and
having
run
our
business
Aviation
and
our
local
airport
for
Whirlpool
Pilots
are
in
demand.
They
make
pretty
good
money
and
I
think
it's
great
to
have
had
that
kind
of
year
in
2019..
F
Another
important
number
and
I
believe
very
strongly
that
our
strategic
Direction
going
forward
is
we're
going
to
do
more
in
this
space.
How
do
we
really
track
and
show
the
things
we're
doing
for
small
businesses,
startup
companies,
high-tech
companies
and,
over
the
last
two
years,
I'm
very
pleased
that
we've
been
able
to
directly
support
with
our
programs,
companies
that
have
added
and
created
90
new
jobs
over
some
100
70
different
projects
representing
an
investment
of
our
190
million
dollars?
Now
you
get
a
blue
oval
project,
you
might
think
those
numbers
pale
by
comparison.
F
In
my
humble
opinion,
these
are
really
the
kinds
of
projects
that
you
go
after
them,
they're
going
to
be
around
for
a
long
long
time,
as
will
blew
oval,
but
I
just
think
that
this
is
an
area
where
we
can
continue
to
more
and
represent
a
Fugate.
This
is
an
area
too
that
I
think
with
some
strategic
Direction.
Maybe
even
some
flexibility
in
our
programs,
we
need
to
use
these
kinds
of
tools
and
these
kinds
of
focuses
all
throughout
the
state
and
on
different
areas.
F
Maybe
that
perhaps
haven't
had
those
big
projects
that
have
come
in.
We
want
to
focus
on
that.
We
have
and
we'll
continue
to
do
so.
Everybody
gets
tired
of
seeing
it
so
I'm.
Just
gonna
briefly
highlight
it.
I
think
it's
real
important
that
we
always
focus
on
what
is
the
cabinet
doing?
What
are
what
is
our
vision?
What's
our
mission,
what
are
our
goals,
and
you
see
the
goals
over
there
on
the
far
right
and
then
also
I?
Look
at
things
in
our
strategic
comparatives.
F
Make
sure
that
we
take
care
of
the
projects
that
we
need
to
take
care
of,
make
sure
that
we're
really
building
a
strategic
roadmap
to
build
better
and
build
off
our
successes,
I
think
from
an
operational
perspective,
Flawless
execution
and
all
the
projects
that
we
have
announced
is
critically
important.
Most
people
don't
realize,
and
I
can
tell
you
from
personal
experience.
F
We
spend
the
vast
majority
of
our
time,
not
in
working
with
the
company
leading
up
to
a
ribbon
cutting
or
an
announcement.
We
spend
almost
all
of
our
time
working
with
companies
once
the
announcement
is
made
making
sure
permits
are
granted
on
time
make
sure
that
all
the
things
done
for
Workforce
get
taken
care
of
getting
all
the
right
kinds
of
utility
lines
put
in
place,
whether
it's,
including
working
with
the
electrical
companies.
F
F
How
do
we
help
all
kinds
of
things,
whether
it's
site,
evaluation,
Services
listing
all
the
various
sites
we
have
across
the
state,
making
sure
we
can
bring
people
together
connecting
folks
into
the
workforce
programs
or
actually
one
of
my
favorite
programs,
is
every
Monday?
We
invite
communities
to
come
up.
We
have
lunch
together,
we
invite
our
entire
staff
and
we
work
through
their
issues.
We
talk
about
their
Visions,
we
help
them
think
about
where
they're
going
and
if
there's
specific
problems
we
need
to
address.
We
do
that
and
I
think.
F
Over
the
last
two
years
we
now
had
69
of
those
Community
visits
and
we
will
continue
to
do
that
in
addition
to
making
sure
we
go
out
into
the
state
and
go
out
into
the
community
and
that's
the
other
thing
that
I
enjoy
doing.
The
only
thing
I
don't
enjoy
is
the
weight
I
keep
gaining
because
man,
when
you
get
to
Rockcastle
and
some
of
the
other
areas
of
the
state,
there's
nothing
but
great
food
and
I
can't
say
no,
but
it
is
really
truly
that
combination
I.
F
Think
of
what
we
have
to
do,
working
and
being
with
the
economic
development
organization.
We
have
incentives,
I've
said
in
this
body,
I
think
many
times,
I
do
not
like
incentives,
I,
just
don't,
but
yet
I'm.
Also
a
pragmatic
person.
It's
a
fact
of
life
and
you
got
to
deal
with
them.
My
Philosophy
is
I,
will
give
maybe
10
to
15
cents
more
than
we
have
to,
but
let's
not
give
a
dollar
more
than
we
have
to
and
I
think
that's
also
a
culture,
and
it
goes
back
to
that
Spirit
of
winning.
F
F
If
we
draw
a
line
in
the
sand
and
we
lose
we're
going
to
be
proud
of
it
and
I
think
if
you
build
that
reputation,
it
also
has
companies
and
site
Consultants
have
greater
respect
for
you
when
you
say
hey,
this
is
our
best
and
final
and
there's
a
reason
behind
it
and
also
I'm
pretty
familiar
with
the
balance
sheet
and
I
can
tell
a
company
or
an
existing
company.
You
know
if
you
really
want
to
go
move
somewhere
else.
This
is
what
it's
going
to
do
you
your
balance
sheet.
F
That's
part
of
our
culture
that
we
are
creating
and
I
think
it's
paying
dividends
for
us,
but,
most
importantly,
we
need
to
wake
up
every
day,
knowing
that
our
neighbors
who
pay
taxes,
it's
their
money,
that
we're
using
and
I
think
that
philosophy
serves
us
very
well
lots
of
programs,
some
that
will
be
phasing
out
some
that
are
still
there.
These
tools
are
important,
but
I
think
you
have
to
use
them
in
a
in
an
intelligent
way,
and
also
thanks
to
the
legislature
and
to
the
executive
branch.
F
I
mean
these
tools
are
not
only
effective,
but
they
made
a
difference.
We
also
don't
have
to
be
realistic.
Sometimes
things
are
changing
relative
to
what
is
the
current
tax
rate
for
individuals?
That's
part
of
our
program
because,
philosophically
everything
we
do
for
our
companies
is
based
on
pay
for
performance.
So
if
they're
going
to
generate
income
to
individuals
or
to
the
companies,
and
that's
really
how
we
build
our
incentives,
some
of
those
may
be
less
valuable,
as
the
tax
rates
are
going
down.
That's
okay!
F
We're
looking
at
holistic
ways
to
address
that
to
make
sure
we
stay
and
remain
competitive
are,
and
thanks
to
the
legislature,
we
have
funding
and
our
approach
is.
We
work
through
various
organizations
that
we
help
support
around
the
state
that
are
involved
in
the
Innovation
and
working
with
small
businesses
again
I
think
it's
a
very
important
part
of
what
we
do
and
I
look
forward
to,
hopefully
expanding
upon
that
into
the
future
love
the
university
Partnerships.
F
Think
a
perfect
example
is
mi2,
something
that
this
group
and
our
cabinet
created,
which
is
all
the
metal
manufacturers
coming
together
and
coming
together
with
their
own
strategy,
their
own
needs
and
the
areas
in
which
we
can
support
them.
Not
as
a
company
but
as
an
industry
in
our
University
Systems
have
been
very
involved
in
doing
that.
I'd
be
remiss
if
we
didn't
talk
about
some
of
our
cash
programs.
F
That
I
think
have
been
very,
very
effective,
and
we
need
to
thank
you
all
as
a
body
for
providing
those
tools
for
us
under
the
kpdi
program
or
I
would
even
say
the
support
that
we
can
provide
for
our
export
assistance
program
for
small
companies
across
the
state
of
Kentucky.
We've
got
a
good
array
of
programs
thanks
to
euros,
leadership,
URL
support
and
working
with
the
governor's
office.
F
F
I
just
believe
strongly
that
compliance
is
the
heart
and
soul
of
everything
you
do,
because
we
need
to
be
able
to
look
you
in
the
eyes
and
come
here
and
have
data
that
proves
that
we're
expending
These
funds,
the
way
that
you
intended
them
and
that
we're
monitoring
that
that
this
is
done
in
a
way
where
companies,
if
they
say
they're,
going
to
do
something
they
better
deliver
and
back
to
a
shared
responsibility.
F
You
can't
shy
away
from
a
conversation
with
the
company
you're
working
with
and
saying,
if
we're
going
to
do
this,
we
expect
you
to
do
that
and
we're
going
to
come
in
and
monitor
it,
and
we
do
a
very,
very
good
job
of
that
in
our
cabinet
for
economic
development
fact,
I
think
it's
about.
18
percent
of
our
team
are
dedicated
to
that
compliance
element
as
as
a
comp
as
an
organization.
F
I
am
pleased
that
we're
on
the
Forefront
of
the
EV
industry.
Setting
aside
how
the
policies
might
affect
that
here's,
my
fundamental
belief,
there's
going
to
be
this
much
money
expended
in
an
area,
that's
changing
the
automotive
sector.
We
need
to
lead
that,
because
you
know
two
out
of
every
three
counties
in
Kentucky:
have
an
automotive
operation,
A
supplier,
an
assembler.
F
We
need
to
make
sure
those
existing
Industries
remain
strong
and
if
there's
going
to
be
a
shift
in
terms
of
what's
happening,
the
automotive
sector,
because
last
time
I,
checked
I,
don't
think
there's
going
to
be
a
huge
big
net
increase
in
number
of
automobiles.
It's
just
going
to
be
the
mix,
that's
going
to
be
changing.
Let's
make
sure
that
mix
and
those
components
to
fill
that
mix,
regardless
of
which
end
of
the
SKU
it
happens
to
be.
B
F
Thank
you,
somebody's
got
a
button
and
wants
me
to
stop
talking
I.
Think
Mr,
chairman
I,
think
it's
good
now!
Okay,
thank
you.
So
black
can
tell
you
something:
Governor
initiated
very
important
program
that
if
we
incentivize
a
company,
we
want
them
to
supply
and
to
look
to
the
Kentucky
Supply
base.
First,
so
we've
partnered
with
the
Kentucky
Association
of
Manufacturers,
with
the
webinar
and
perfected,
with
the
National
Association
of
Manufacturers,
and
this
is
a
free
tool
for
Kentucky.
G
F
You
know
I
do
get
going
and
I
sometimes
get
really
excited
about
the
material
I'm.
Presenting
and
I
really
do
apologize
to
this
group,
but
I
have
a
tremendous
passion
and
I
really
do
believe
the
team
and
your
leadership
and
the
governors.
All
of
us
continue
to
work
together
for
that
real
purpose,
and
so
yeah
I
get
I,
get
all
excited
about.
A
F
Continue
on
Supply
Kentucky
also
is
about
helping
companies
in
Kentucky,
be
able
to
register
on
the
site
and
use
it
for
free,
which
is
something
that
is
available.
We're
also
going
to
be
using
this
site
and
doing
more
marketing
and
promotion
of
all
the
projects
and
all
the
locations
where
kpdi
money
has
gone
so
that
we
can
tell
the
world
here.
Are
these
projects
and
here's
these
products
that
we
can
offer,
but
we're
also
promoting
it
through
connects
Kentucky,
so
that
existing
companies,
if
they've,
got
a
supplier.
A
We're
good,
as
far
as
we
can,
we
can
hear
you
but
I
if
it's
on
foreign.
A
Let's
wait
just
just
a
few
and
let
it
come
in
here
and
look
at
it
and
and
they're
on
their
way
right.
B
G
F
F
It's
been
going
on
for
a
long
time
and
obviously
I
think
the
the
foundation
of
that
would
go
back
to
Toyota,
but
again,
I
think
it's
important
to
track
it
understand
it
realize
how
important
it
is
to
us,
and
if
you
look
at
just
in
2022,
we
provide
to
you
the
projects
that
came
from
various
parts
of
the
the
world
to
here
in
Kentucky
and
11
projects
from
Japan
representing
almost
2.7
billion
dollars,
six
projects
from
Germany
43
6,
43.6
million,
but
over
a
thousand
jobs
again,
it's
just
data
points,
I
think
to
come
back
and
realize.
F
Where
are
these
projects
coming
from?
Where
are
we
spending
our
time?
What's
the
payback
that
comes
with
them
and
I
think
the
other
values
element
of
tracking
it?
This
way
you
can
stand
up
in
any
group
like
I
did
in
Washington
DC
with
a
group
from
Taiwan
and
Japan
and
Korea
I
was
asked
to
make
a
presentation
when
you
show
this
slide
and
you
show
all
the
number
of
foreign
direct
Investments.
You
make
one
statement.
F
F
A
lot
of
time
on
this,
but
we
were
testifying
a
few
weeks
ago
about
multimodal
transportation.
We
know
it's
important.
It's
also
important
to
have
the
kind
of
tools
that
it
takes
to
continue
to
grow
the
state
and
those
tools
can
be
ones
that
will
never
go
out
of
fashion.
In
my
humble
opinion,
River
usage,
rail
Trucking,
all
those
things
are
interdependent
on
one
another
and
having
the
data
understanding
where
we
are
and
working
together
to
say:
where
are
some
of
those.
F
F
F
What's
the
next
evolution
of
making
sure
our
communities
have
the
product
that
can
be
sold
to
existing
companies,
new
companies
and
just,
as
importantly,
what's
the
product
we
need
to
bring
folks
to
live
in
those
areas
as
well
and
I
would
say
that
the
product
development
initiative,
its
focus,
can
and
should
be
on
things
Beyond
just
industrial
sites.
But
what
can
we
do
to
build
ecotourism?
What
can
we
do
to
build
physical
development
in
in
tourism
areas?
Maybe
there's
quality
of
life,
things
that
can
be
invested
in
all
that's
part
of
a
formula
that
helps.
F
F
We
do
a
tremendous
amount
of
due
diligence
to
make
sure
that,
before
it's
confirmed,
everything
that
needs
to
be
done
to
make
that
project
occur,
gets
done
and
that's
for
the
betterment
of
the
community.
I've
been
around
the
fence.
A
bit
and
I
have
worked
on
projects
where
people
jump
in
and
think
everything's
done.
They
haven't
done
the
due
diligence
on
the
site
characteristics.
They
haven't
really
understood
what
it
takes.
F
F
Standpoint
and
I'm
going
to
go.
Do
this
an
old-fashioned
way?
No
I
can
do
it.
I
might
take
up
a
collection
play.
This
is
feels
next
slide,
foreign.
If
you
look
at
the
the
pilot
projects,
great
success
and
I'm,
going
to
turn
your
ass
to
the
bottom
number.
We
had
20
projects,
four
billion
dollar
investment,
3
500
jobs.
F
Our
job
is
to
make
sure
that
the
kpdis
it's
rolling
at
now
has
a
payback
and
has
the
kind
of
return
that
it
needs
to
have,
and
that
comes
I
think
sometimes
from
realizing
it
just
can't
be
dirt.
It's
got
to
be
a
holistic
approach
to
that
product.
Next
slide
round.
Two
we
have
approximately
65
million
dollars
available.
We
had
70
applications
come
in,
11
of
them
are
Regional,
where
we've
got
more
than
two
communities
working
together.
F
In
several
cases
we
have
four
or
as
many
as
eight
communities
coming
together
on
a
joint
application,
which
I
think
is
fantastic.
I'm
also
going
to
tell
you
that,
where
we
are
today
with
the
applications
that
we
have
received
from
where
we
were
before
the
quality
and
the
depth
and
the
thought
in
those
projects
are
outstanding
and
they're
just
much
different
than
they
were
even
before
and
I've
had
one
County
Judge
tell
me
and
he
actually
participated
in
one
of
our
workshops
up
in
Johnson
County.
F
He
said
the
best
thing
that
ever
happened
to
us
was
being
turned
down
not
once
but
twice
we
actually
got
a
free
consultancy
out
of
it,
and
now
they've
got
a
tremendously
strong
application.
That's
been
the
benefit
of
how
this
program
was
designed
round
two
letters
of
intent.
Again,
we
just
wanted
to
show
this
in
terms
of
the
dispersion
across
the
state,
and
we
also
had
a
few
letters
of
intent
that
we
thought
we
were
going
to
get
we're
still
working
with
those
communities.
In
fact,
we
have
visited
them
here
recently.
F
They've
got
some
good
strong
projects,
they
just
weren't,
quite
ready
to
submit
them
and
I
think
that's
also
a
good
sign
that
there's
things
that
might
be
out
there
in
the
pipeline
going
forward.
We've
talked
about
this.
It's
real
important,
if
you
think
about
the
success
we've
had
as
a
state
in
Economic
Development.
How
do
we
really
have
that
strategy
going
forward?
What's
the
changes
in
the
world
mean
in
terms
of
an
economic
development
strategy,
and
so
we
have
retained
McKenzie
they've
done
a
lot
of
great
stat
economic
development
organizations.
F
Their
intent
is
not
to
come
in
and
develop
a
plan
that
gets
into
the
knickers
of
other
organizations,
but
rather
says
here's
how
we
should
work
with
those
organizations.
Here's
here's
who
should
be
in
the
lead
and
we're
doing
this
project
in
partnership
with
the
Kentucky
Association
of
economic
developers,
the
trade
Association
for
professionals
and
economic
development.
Doing
this
project
together
means
the
outcome
will
be.
F
That
said,
we
also
are
going
to
have
a
very,
very
strong
focus
on
the
unique
elements
of
what
makes
every
community
in
Kentucky
special
and
unique,
but
also
what
are
those
interdependencies
if
you
go
to
the
next
slide,
we
know
that
we've
got
to
have
pillars
that
come
out
of
this
strategy,
and
that
includes
Innovation
entrepreneurialism
working
with
small
to
mid-sized
companies
working
with
existing
companies,
ecotourism,
Workforce
Development.
All
those
are
going
to
be
pillars
that
will
come
out
of
our
strategic
planning
process.
D
Am
no
but
I'll
try.
What
we
wanted
to
present
today
was
our
actual
spin
for
fiscal
2023.
For
our
recurring
costs
for
personnel
costs,
we
spent
around
12.5
million
dollars.
Operating
costs
was
1.9
million,
and
for
our
regularly
recurring
grants
we
spent
13.7
million
dollars.
D
There
were
also
some
non-recurring
grants
and
line
items
in
the
budget,
so
we
did
spend
89.4
million
on
seven
line
item
projects
from
the
budget
as
well
as
330
million
dollars
for
a
couple
of
our
forgivable
loans,
and
then
we
did
start
with
the
first
round
of
disbursements
for
the
kpdi
program.
We've
only
spent
750
000,
but
I
can
tell
you
since
July.
First,
we
have
spent
more
so
those
projects
have
been
approved
and
we're
starting
to
disperse
the
round.
One
kpdi
this
during
this
fiscal
year.
D
D
We
also
have
in
our
capital
budget
15
million
dollars
to
go
to
go
towards
our
cash
programs,
which
are
our
kefa
loans
and
grants,
and
our
Economic
Development
Fund
programs
as
well,
and
then
we
would
also
like
to
show
our
slide
and
I'm
going
to
steal
part
of
the
secretary's
story
when
he
was
here
previously
and
worked
at
the
cabinet.
We
had
over
140
employees
now
we're
down
to
68..
We
are
a
small
and
mighty
team.
We
do
have
a
budget
cap
of
85..
D
We
are
trying
to
fill
our
team,
but
we
have
a
lot
of
great
staff,
a
lot
of
professionals
and
we
work
with
companies
and
businesses,
and
so
the
hard
part
is
businesses
come
in
and
they
work
with
our
staff
and
they
then
realize
how
wonderful
our
staff
is
and
then
they
get
to
move
on
to
Greater,
better
opportunities
which
is
great
for
us,
because
we've
been
able
to
work
with
them
and
help
them
accelerate
in
their
career.
So
we
like
to
accelerate
celebrate
when
they
get
to
move
on
in
their
careers.
D
We
do
miss
them,
but
we
also
are
appreciative
of
what
they
were
able
to
bring
to
our
organization,
and
so
we
also
like
to
share
our
staff
because
we're
very
proud
of
our
staff,
they're
collaborative
we're,
proud
of
the
customer
service
that
they
provide.
That
is
one
thing
we
do
pride
ourselves.
The
cabinet
is
on
our
customer
service
and
our
team
is
a
wonderful
team
and
we
brag
on
them
quite
a
bit
so
I'll
pass
it
back
to
you.
F
No
I
just
think
it's.
It
is
a
great
team
and
and
yes,
we're
much
smaller
than
what
I
was
somewhat
in
this
role
a
long
time
ago.
But
that's
good
because
I
think,
if
you're
dinner
team,
you
focus
even
better
and
you
make
sure
you
identify
what
are
the
priorities
and
we
do
that.
A
couple
things
that
we
have
done
and
it's
just
a
reality.
F
As
Katie
said,
we
have
a
lot
of
folks
who
come
to
work
for
us
and
when
they
work
for
us
a
couple
years,
there's
a
lot
of
entities
and
organizations
that
want
that
talent
and
and
that's
okay,
I,
think
you
lean
into
that.
That's
part
of
our
culture
and
I
actually
think
it's
one
of
our
selling
points.
We
can
sit
down
with
a
young
Talent
or
someone
who's
looking
to
make
a
career
change,
and
we
can
say
if
this
is
where
you
want
to
be.
F
F
We're
we're
very
proud
of
that,
and
we
don't
shy
away
from
it
and
I
think
it's
more
important
that
we
have
and
we
have
built
a
way
in
which
our
legal
team,
our
compliance
team,
our
project
manager,
we
have
integrated
everyone
so
that
we
have
no
boundaries
and
there's
some
basketball
coach
in
Kentucky
that
talks
about
positionless
basketball,
I,
really
believe
that
Economic
Development
needs
to
be
positionless.
I
think
everybody
needs
to
be
included
and
everybody
needs
to
be
a
part
of
the
process
and
work
on
the
projects.
F
F
We
need
to
have
goals,
we
need
to
have
numbers
and
we
need
to
talk
about
how
we're
doing
and
how
we're
delivering
on
that
goal
of
500
and
something
contracts
that
we're
going
to
to
bring
forth
and
as
I
was
asked
by
a
couple
of
team
members.
Well,
how
did
you
set
those
numbers
I
believe
strongly
that
if
you
had
the
best
year
ever
you
don't
back
away
from
it.
You
still
have
stretch
goals
and
things
can
change
and
you
deal
with
them,
and
we
can
be
very
candid
about
that.
F
But
I
just
don't
believe
that
you
take
one
year
and
then
back
away
from
it,
because
you
had
a
good
year.
I
think
any
year
has
got
to
be
such
that
the
next
year
is
stretch
Beyond.
Even
what
you've
done
in
the
past
and
I
want
to
compliment
the
team.
They
haven't
shied
away
from
it.
They've
I
think
relished.
It
and,
and
most
importantly,
I
believe
that
the
folks
who
have
left
us
not
only
told
us
it
was
the
hardest
decision
they
made.
F
They
have
become
some
of
our
best
allies
and
best
resources
and
best
what
I
call
non-paid
advocates
that
we
can
reach
out
to
to
help
them
be
a
part
of
whatever
it
is
we're
working
on.
So
a
lot
of
things
that
we
talked
about,
but
it
comes
right
back
down
to
leadership,
strategy,
structure
and
process,
so
we've
got
to
have
great
leaders
and
I
have
developed
the
leadership
model
for
every
individual,
even
if
they
don't
have
people
that
report
to
them.
F
Everybody's
got
to
be
leader
on
the
economic
development,
team
and
I
think
our
strategy
has
been
good,
but
it's
going
to
be
even
better.
Having
someone
come
in
from
a
third
party
work
with
all
the
established
organizations
and
understand
what
is
it
that
we
really
ought
to
be
doing
in
that
road
map
and
from
a
structural
perspective,
our
body,
our
work
and
our
very
open?
F
Hopefully-
and
you
feel
that
transparent
way
that
we
work
with
this
body
with
the
entire
legislature,
how
we
try
to
work
with
all
the
local
community
organizations
and
all
other
process,
Partners
I,
believe
that
structure
is
all
about
collaboration
and
process.
We
we
have
lots
of
processes
in
our
cabinet.
In
terms
of
we
have
milestones.
We
have
dates
that
we
meet.
F
We
have
people
that
have
to
deliver
on
certain
things
and
again,
I
think
that's
part
of
the
culture
of
having
a
team
that
is
all
about
a
spirit
of
winning
with
integrity,
and
it
comes
from
a
belief
that
When
You
Believe
in
Us
and
provide
us
the
resources
and
the
governor
provides
us.
The
support
our
job
is
to
be
good
stewards
of
those
resources
and
to
earn
your
trust
every
day
that
we
will
continue
to
do
the
things
in
the
right
way
for
the
right
reasons
and
bring
in
results
that
help
our
neighbors
throughout
Kentucky.
F
I
know
there
was
a
question
about
Aviation
representative
Fugate.
When
I
first
went
to
Michigan,
one
of
my
tasks
was
an
airport.
We
created
an
airport
Authority
brought
in
a
bunch
of
governments
that
hadn't
even
been
part
of
it
created
a
structure
we
actually
extended.
The
runway
I
believe
very
strongly.
The
general
aviation
airports
or
commercial
airports
are
an
important
part
of
the
fabric
of
any
state.
I
think
they
are
important
elements
of
your
Economic
Development
strategy.
I
won't
go
through
the
jobs
and
all
the
Investments
that
are
there
we
were
asked.
F
Do
we
have
specific
programs
for
Aviation
projects?
We
don't
typically,
but
we
also
have
those
tools
that
you
have
provided
us
that
can
be
directly
connected
to
investment
and
job
creation,
and
we've
used
those
from
time
to
time
and
I
think
that's
an
important
element
of
what
we
do,
because
with
airports,
sometimes
you
can
get
excited
and
start
investing
in
them
and
not
see
a
direct
payback.
There
has
to
be
a
strategy
for
all
those
airports
and
I
do
believe
whether
it's
the
land
around
an
airport
can
it
be
industrial
park
or
job
creation
user.
F
It
ought
to
be
looked
at.
Madisonville
I
think
is
a
great
example.
They
went
out
and
worked
with
their
Community
College
and
now
they
have
their
report.
It's
part
of
a
training
operation
both
in
helicopters
and
going
to
be
not
only
training
Pilots
but
engineers
and
maintenance.
Folks
that
becomes
an
engine
to
bring
in
no
pun
intended
an
engine
to
bring
in
jobs.
That's
where
we
can
help
invest.
F
That's
where
we
can
help
promote
I've,
already
committed
to
working
with
the
community,
we're
going
to
identify
all
of
the
aviation
suppliers
and
and
companies
that
make
Parts
anything
around
Aviation.
We
need
to
be
doing
some
direct
Outreach
to
those
companies
to
get
them
to
come.
Look
at
Kentuckian,
specifically
in
that
area.
I.
Think
much
like
everything
in
Economic
Development.
F
A
A
How
many
of
those
are
actual
jobs?
Do
you
know
and
here's
what
I
mean
we
had
a
company
come
into
my
my
district
and
when
it
was
announced
it
was
announced,
250
jobs,
but
it's
four
or
five
years
later
and
they're
still
at
about
a
hundred
so
and
and
and
I
know
that
businesses
grow
and
it
takes
time.
What's
the
reality
of
the
34
000
jobs
is
that
is
that
reality
in
24
is
that
reality
in
25
up
to
through
20.
F
Let
me
break
it
down
in
a
couple
of
ways:
it's
a
great
question
and
thank
you
for
asking
it.
So
we've
also
worked
with
companies
that,
when
we
incentivize
them-
and
we
do
our
compliance
and
we
meet
with
them-
they've
increased
more
jobs
than
those
that
were
as
part
of
that
announcement.
So
our
announcements
tied
to
the
incentivized
projects
that
we
work
on
or
the
reporting
we
get
from
companies
that
we
can
then
validate.
Now
we
don't
go
back
and
say:
okay
on
12
31
of
2023.
F
These
are
the
number
of
jobs
that
have
been
created
at
that
location,
even
though
we
have
already
announced
them
so
I
was
to
come
back
though,
and
say
two
things.
One.
The
power
of
our
incentives
in
Kentucky
is
that
it's
pay
for
performance,
and
so,
if
your
company
and
I
do
want
to
go
actually
chat
with
them.
F
If
a
company
is
not
creating
the
jobs
that
we
had
built
into
the
incentive
at
the
time
in
which
those
jobs
were
to
be
created,
they
don't
get
the
benefits.
So
there's
an
inducement
and
there
is
a
real
benefit
for
them
to
come
in
and
create
those
jobs.
Now,
typically,
what
we
do
is
we
find
a
company.
F
That's
not
able
to
get
the
jobs
created,
they're
required
if
they
want
to
continue
to
be
considered
for
incentives
to
come
in
and
ask
for
an
extension
and
to
explain
to
us
why,
and
then
we
take
it
to
our
kid
for
board
and
we
discuss
it
and
they
approve
it.
But
we
don't
go
back
then
and
say
now,
let's
readjust
the
numbers
from
before,
because
that
would
also
mean
for
those
that
haven't
created
should
we
be
increasing
on
those
that
went
over
and
above
that
number.
F
But
that
being
said,
the
validity
of
those
numbers
do
fall
into
those
1100
compliance
projects
that
we
Undertake
and
for
the
vast
majority.
The
companies
that
have
been
announced
have
created
the
jobs
and
have
done
it
on
time,
and
there
will
always
be.
This
is
the
nature
of
business
and
the
nature
of
the
economy,
some
facets
of
those
jobs
that
haven't
been
able
to
to
get
them
created
on
time,
but
it
still
looks
like
they're
going
to
be
able
to
achieve
their
plan
and
a
lot
of
them
have
exceeded.
F
How
many
have
yet
to
be
filled,
and
that
was
part
of
the
original
announcement.
Perfect
example
I
think
there
was
an
article
about
Bosque
just
now,
starting
really
to
hire
for
that
facility.
It
could
be.
It
will
be
several
years
before
that
facility
is
up
in
operation.
So
there's
a
pipeline
of
these
announced
jobs
that
need
to
be
filled
and
I.
Think
that's
the
kind
of
number
that
we're
sharing
with
the
workforce
agencies
and
we
need
to
do
that
on
a
regular
basis,
so
they
can
be
thinking.
F
Okay,
there's
there's
some
15
16
000
of
those
jobs
at
this
wage
that
still
have
to
be
filled.
How
do
we
go
out
and
fill
them?
So,
representative?
Fugate?
It's
not
an
exact
science,
but
what
is
is
a
very
good
exact
science
in
terms
of
what
was
announced
what's
incentivized
and
how
do
we
track
them
and
make
sure
that
they
don't
get
and
they
won't
get
an
incentive
unless
they
create
those
jobs,
because
that's
how
this
program
is
designed.
I
think
that's
the
most
important
element
of
tracking
those.
A
A
What,
when
and
and
I've
seen
reports
before,
that,
prior
to
2017,
that
investment
by
Kentucky
was
around
2.1
or
investment
in
Kentucky
was
around
2
billion
a
year,
then
in
2017
we
we
took
measures.
The
legislature
took
measures
with
the
workforce
and
right
to
work
and
all
that
and
then
it
jumped
here
up
to
about
8
billion
I,
think
and
then
has
has
stayed
right
in
that
area,
five
to
eight
for
the
rest
of
the
years.
What
what
is
the
numbers?
You
have
the
exact
numbers
from
those
past
years,
I.
F
Can
get
that
information
for
you,
I've
got
where
we
have
been
for
the
last
three
years,
which
is
47
000
jobs
announced
in
almost
27
billion
I.
Think
also
it's
important
to
give
you
those
numbers
and
information
to
also
show
what
were
the
highest
levels
of
investment
in
jobs
and
what
were
some
of
the
lowest,
and
that
gives
you
a
better
answer
in
terms
of
what
is
that
average
annual.
F
So
it's
a
good
it's
a
good
question
to
have
obviously
things
that
can
be
done
to
enhance
the
business
environment,
business,
climate
that
relates
and
results
in
companies
that
are
able
to
grow
here
better
and
faster
and
be
willing
to
come
here.
I
think
there's
also
elements
coming
out
of
covet
that
there
was
a
big
spike
in
investment
and
there
are
certain
industries
and
I'm
going
to
go
back
to
our
core
Industries.
F
That's
a
perfect
example:
well,
we've
had
really
strong
investment,
both
existing
and
new
of
metal
companies,
stainless
steel
companies
that
are
leaders
in
the
world
in
terms
of
bringing
in
and
recycling
materials,
but
that
took
an
investment
in
the
kinds
of
furnaces,
the
kinds
of
facility
abilities
and
including
the
kind
of
talent
that
they
need,
and
so
I
think
what
we've
seen
also
is
in
addition
to
the
business
climate,
in
addition
to
great
leadership
from
our
executive
branch.
Also,
we've
seen
by
having
the
right
core
Industries
and
supporting
them.
F
We've
had
core
industries
that
have
been
leading
all
sectors
relative
to
the
level
of
investment
and
what
they're
doing
to
change
the
concept
and
or
complexity
of
their
business
itself
and
as
an
example
Metals
companies
doing
more
and
more
recycling.
That's
resulted
in
some
pretty
significant
and
some
pretty
what
I
would
call
consistent
levels
of
investment
and
job
creation.
So
we'll
get
you
those
years
and
and
get
it
over
to
you
by
the
beginning
of
next
week.
A
F
F
Investment
boards
come
together
and
offer
tailored
packages
for
what
we
would
need
with
our
companies
and
so
and-
and
it's
really
a
great
call
out
and
a
shame
on
me
going
forward.
Those
are
what
I
would
call
the
most
strategic
and
important
Resource
Partners.
We
have
because
it's
all
about
Workforce
and
I
think
they
do
a
fantastic
job.
I
think
there's
opportunities
that
we
can
do
better
and
I.
Think
in
one
of
those
areas
which
kind
of
goes
to
your
question.
F
We've
got
to
find
a
better
way
in
which
companies
have
a
seamless
access
to
all
Workforce
training
providers,
as
opposed
to
each
named
entity
having
to
feel
like
they've
got
to
go
in
and
meet
with
that
company
and
promote
their
programs.
I
think
some
way
and
we're
seeing
it,
and
it's
really
gratifying
to
see
that
kind
of
team
spirit
you're,
seeing
more
and
more
where
it's
just
all
the
workforce
providers
that
go
in
roll
up
their
sleeves
and
say
here's
what
we
need
to
do
to
collectively.
You
take
the
lead
on
this.
F
G
Okay
well:
well,
there
we
go
and
I'm
loud
anyway,
so
be
okay.
First,
thank
you
for
the
presentation.
Mr
secretary
I
want
to
encourage
you
never
to
apologize
for
your
passion,
for
our
Commonwealth
I
think
that's
needed
by
all
the
executive
levels
of
the
of
our
leadership
and
government.
So
please
don't
apologize
just
make
that
your
standard
and
go
on
and
it's
encouraging.
G
We
need
coaches
out
there
with
that
kind
of
attitude
and
go
get
it
to
promote
our
Commonwealth
across
the
you
know,
country
and
across
the
globe,
for
the
economic
investment
that
you're
doing
so
don't
apologize
just
go,
get
it
on
the
airports.
Several
members
of
the
Central
Kentucky
legislative
delegation
have
met
with
the
Bluegrass
airport
and
some
of
their
funding
challenges
that
they
have
had
there's
certain
restrictions
on
what
they
are
allowed
as
an
airport
to
spend
money
on
and
some
other
states.
I
think
in
particular,
like
Tennessee,
has
a
particular
fund
set
up.
G
F
I
can't
first
of
all
Nick
and
the
folks
at
UPS,
the
folks
at
DHL,
even
the
folks
at
Amazon.
We
we
have
lots
of
communications
with
them
and
have
not
heard
anything
major
or
structural
there's,
always
things
like
another
Interstate
ramp
that
might
help
flow
traffic
and
trucks
better
for
UPS.
F
We
know
that
dhl's
got
a
a
global
commitment
to
begin
to
use
more
synthetic
Aviation
fuels
that
they
would
like
to
work
on,
but
we
haven't
seen
anything
that
would
come
and
say
we
have
a
natural
impediment,
that's
keeping
us
from
being
able
to
have
the
kind
of
companies
we
need
now.
Let
me
fast
forward
into
what
the
future
might
hold.
I
do
believe
there
there
will
be
and
I
think
there
can
be
more
companies
that
would
be
looking
at
co-locating
on
a
general
aviation
facility
for
some
kind
of
business
or
UPS
has
got
some.
F
What
I
call
ancillary
pickup
points
a
different
general
aviation
facilities
across
Kentucky?
There
may
be
more
opportunities
in
those
communities
to
find
and
Source
a
company,
that's
doing
some
kind
of
say,
sales
around
the
globe.
That
would
need
that
kind
of
co-location
opportunity
which
then
might
present.
Is
there
a
need?
That's
that
needs
to
happen
on
that
site.
That's
where
I
go
back
to.
We
do
have
some
tools
that
we
can
use
if
we
have
a
job
creation
opportunity,
whether
it's
an
existing
company
or
a
new.
F
So
we
don't
have
a
built-in
system
for
tracking
and
understanding
it.
Perhaps
that's
something
that
we
should
do
and
I'm
all
for
it,
but
I
haven't
come
across
something
that's
been
an
impediment
that
we
didn't
have
a
tool
to
help
a
specific
company
to
deal
with
some
of
those
issues.
Now
let
me
be
real
candid
on
the
scale
of
ups
and
DHL
and
some
of
the
others.
We
probably
don't
have
the
tools
by
themselves.
F
If
there
was
to
be
something
significant,
but
my
experience
is,
we
all
will
rally
together
and
work
together
to
make
sure
we
keep
that
natural
asset
of
being
the
the
data
says.
We're
number
two
I
like
to
say
we're
better
than
the
other
state
in
terms
of
Air
Cargo
shipments
based
on
weight,
because
that's
a
huge
asset
for
us
to
be
that
connected
across
the
globe.
G
Yes,
it
is
one
follow-up
question:
you
talked
about
your
Staffing
shrinkage
from
about
140
down
to
I,
think
68
currently,
and
you
have
20
some
odd
openings.
Are
you
finding
any
challenges
with
bringing
people
on
to
the
staff?
I
know
you're
excited
when
people
get
educated
and
get
trained
up
and
move
on
and
grow
their
career,
and
that's
a
good
thing
for
you
all
in
the
Commonwealth,
but
are
there
any
I
guess
challenges
to
Bringing
people
on
to
staff
originally.
F
We
better
make
sure
they're
a
good
fit
with
the
team.
So
some
of
that's
on
us
and
that
we
don't
just
rush
out
and
try
to
fill
a
job
based
on
finding
someone
who
looks
like
they
can
do
it.
In
fact
they
probably
can
but
somewhere
along
the
way
we
discovered.
Maybe
they
don't
have
the
right
attitude
or
the
right
team
spirit
or
in
some
cases
that
servant
leadership
approach
that
I
think
you've
got
to
have
in
working
in
government.
F
So
long
answer
to
your
question:
typical
things:
wages,
war
on
Talent
ability
to
see
promotion
opportunities
inside
the
organization,
and
but
yet,
if
you
want
to
come
over
someday
I'd
love
to
introduce
the
team
and
the
talent
because
they
could
be
working
anywhere,
I
mean
the
folks
on
either
side
of
me.
They've
got
professional
licenses
and
CPA
and
being
attorneys,
and
yet
they
choose
to
do
what
they
do.
It's
not
because
they
can't
go
out
and
find
something
else
and
I
believe
that
spirit
and
that
willingness
speaks
volumes.
And
we
celebrate
that.
F
But
we
always
go
through
the
issues
of
having
to
convince
people
what
it
means
to
take
a
pay
cut
or
why
they're
not
going
to
make
the
kind
of
money
they'd
like,
but
when
they
get
to
know
us
and
know
what
the
opportunities
are
they
overlooked?
That
and
we've
got
a
really
talented
team
by
the
way
I
celebrate
as
much
when
we
get
a
new
hire
as
I
do
when
someone
takes
something
so
representative.
H
Yes,
thank
you.
Mr
chairman
I,
just
had
a
I
had
a
had
a
quick
question.
One
of
the
things
as
you
were
going
through
I
believe
there's
a
slide
on
the
pillars.
H
Make
development
in
that
you
left
out,
which
I
kind
of
want
you
to
speak
about
is
tax
strategy
and
tax
policy
of
the
state.
If,
if
you
look
at
a
state.
H
F
Great
question,
first
of
all,
you're
absolutely
right:
it
is
a
pillar
to
a
business
decision,
but
it's
outside
the
realm
of
control
or
influence
that
we
have
as
an
economic
development
Academy.
That's
why
we
don't
address
the
issue
of
tax
tax
policy,
that's
to
this
body
and
to
the
executive
branch,
and
so
we
choose
to
try
to
put
our
energies
and
we've
asked
the
consultant
to
identify
the
areas
in
which
economic
developers
have
the
ability
to
have
impact.
But
I'm
still
going
to
answer
your
question
because
it's
a
great
question.
F
The
one
thing
we
hear
is
that
sometimes
companies
drink
the
Kool-Aid
and-
and
let
me
explain
what
I
mean
by
that
there's
taxes
in
every
state
and
we've
got
a
grid
of
all
of
our
surrounding
states
in
terms
of
everything
that
a
company
would
pay
in
taxes
and
that
can
be
everything
from
sales
taxes.
Obviously,
but
you
know
some
states
have
equities
taxes.
Some
states
have
taxes
on
debt.
Some
states
have
higher
taxes
relative
to
unemployment
insurance.
F
I
mean
there
are
so
many
things
that
get
into
the
issue
of
Taxation
that
the
companies
we
work
with
maybe
have
heard
that,
and
we
have
to
explain
how
the
tax
systems
work
and
show
that
there
may
be
some
states
that
can
be
more
competitive.
There
are
some
that
are
not,
and
a
lot
of
it
depends
on
how
how
you
structure
yourself
in
Kentucky,
so
I
I
would
say
that
it's
always
an
important
element.
F
That's
up
to
this
body
to
deal
with
our
job
is
to
help
use
all
the
tools
and
information
we
have
to
still
convince
them
to
come
to
Kentucky,
and
we
do
that.
Having
worked
for
a
large
corporation
I
will
give
you
also
my
fundamental
view.
Taxation
and
level
of
Taxation
probably
is
even
more
important
to
small
and
mid-sized
businesses,
because
revenues
are
even
tighter,
but
I've
always
believed,
and
it
was
our
philosophy
at
Whirlpool.
We
don't
want
to
Simply
go
to
a
low-call
state.
F
It's
a
holistic
approach,
tax
and
tax
policy
is
obviously
a
critical
component,
a
big
decision
factor
with
companies,
but
but
in
terms
of
the
economic
development
decision,
they
look
at
a
lot
of
other
factors
and
our
job
is
to
make
sure
they
see
that
value
in
the
other
areas
we
have
in
the
state.
Thank.
H
H
F
I
think
when
you
hear
that
answer
from
companies
they
typically
give
several
items
and
and
absolutely
they
will
make
reference
to
what
they
believe
to
be
a
tax
issue
or
a
better
benefit.
F
They
get
from
another
state,
typically,
what
they
actually
do
with
us,
though,
is
they
come
in
and
say,
look
we'll
we'll
consider
Kentucky,
but
you
got
to
give
us
more
incentives
and
more
upfront
benefits
and
typically
that's
where
we
find
that
we
lose
out
more
often
than
not
is
the
level
the
total
package
of
the
benefits
and
the
way
they're
structured
compared
to
Tennessee
and
surrounding
states,
as
opposed
to
the
tax
policy
issue
in
and
of
itself
being
the
decision
factor
and
again,
I'm,
not
I'm,
not
shying
away
from
it.
Because
again,
you
know.
F
Having
worked
in
the
business
side,
having
all
my
companies
I
taxation
is
a
big
big
decision
factor
for
any
company,
but
I
do
believe
that
it's
tempered
against
and
or
balanced
against
a
whole
set
of
other
issues
relative
to
that
total
cost
and
total
benefits
they
see
from
a
locational
decision,
usually
what
we
get
and
I'm
gonna
make
some
bad
calls,
but
hopefully
I'm
making
more
right
calls
than
not
not
I
love
to
look
people
in
the
eye
when
they
come
and
they
start
hanging
out
their
hands.
F
F
Really
keen
on
this,
the
kind
of
Investments
you
all
made
in
New
Roads
new
programming
for
our
high
schools
to
do
Career,
Tech,
really,
companies
that
you
want
to
have
for
the
long
term.
They
look
at
all
of
that
and
represent,
and
they
also
still
look
at
the
tax
issue
for
sure.
But
it's
a
balance.
I
Thank
you.
Thank
you,
Mr
chairman
guys.
Let's
just
go
to
two
quick
ones
here.
First
of
all
and
I'll
ask
them
both
and
then
you
can
just
kind
of
answer.
When
do
you
anticipate
the
second
round
of
kpdi
Grants
notifications
to
begin
to
go
out
and
then,
secondly,
if
you
could
touch
just
briefly
on
the
sbir
grants
and
sttr
and
if
there's
anything
at
the
state
level,
we
can
do
to
make
those
more
attractive.
F
Great
questions
I'm
gonna,
give
you
my
journal
answer
when
we're
going
to
announce
on
kpdi
I
have
to
temper
myself,
because
it's
a
process
approach
that
Katie
makes
sure
we
do
it
the
right
way.
D
So
for
kpdf
excuse
me
around
they're,
doing
site
visits
in
September
and
they're
supposed
to
get
recommendations
over
to
the
cabinet
by
the
end
of
October,
beginning
of
November
and
then
I
believe
we
will
be
doing
our
due
diligence.
So
we
anticipate
hopefully
having
our
first
kind
of
round
of
approvals
in
January
likely
at
the
January
Keva
meeting,
we'll
see,
maybe
that
we
can
go
quicker
than
that.
But
that's
just
we're
hopeful.
But
we
want
to
set
the
stage
for
that
and.
F
I
want
to
point
out
one
of
the
time
constraints
on
that
is
it's
a
two-step
approach
and
back
to
the
judge
in
Johnson
County
who
participated
in
the
workshop.
You
want
that
approach,
and
that
is.
It
takes
a
little
time
for
the
Consulting
team
who
we've
contracted
with
that,
actually
works
with
companies
on
making
those
site
decisions.
They
go
in
and
actually
visit
with
the
community,
and
they
put
them
through
an
exercise
as
if
it's
a
company
coming
in
to
look
and
that
just
takes
a
little
time
to
get
scheduled.
F
We
also
and
be
happy
to
show
it
to
you.
We
don't
just
simply
say
well
that
feels
good.
We
have
so
many
different
metric
levels.
We
look
at
relative
to
the
payback
relative
impact
Workforce
those
take
a
little
time
to
assemble
and
make
sure
we
get
them
done
right
and
then
the
actual
formal
announcements
do
take
some
time
to
move
into
the
due
diligence
phase.
That
being
said,
it's
one
of
the
reasons
I
handed
the
mic
to
Katie,
because
I
would
have
said
something.
F
D
Sbrsdtr
so
we're
a
state
match,
we
do
matching
of
the
federal
programs,
and
so
we
do
two
rounds
each
year
for
sbirs
TTR
program.
I.
Think
we
just
announced
was
it
nine
Pro
I
think
nine
projects
for
approval,
so
we
I
think
we
have
one
and
a
half
million
dollars,
possibly
in
the
budget
for
our
sbrs
TTR
matching
program,
always
open
and
supportive
of
getting
an
increase
in
the
funding
for
that.
But
for
those
applicants
under
those
programs
they
do
have
to
have
Federal
program
approvals.
D
E
E
Add
real
quick
on
this
yeah
we're
also
kind
of
making
an
initiative
to
get
more
DOD
participation,
some
of
the
actual
phase,
but
you
have
to
actually
receive
the
phase
of
funding
to
get
the
matching
it's
kind
of
complicated
in
terms
of
when
DOD
releases
those
funds
we're
looking
at
ways
to
figure
out
how
to
make
it
a
little
more
realistic
based
on
a
funding
Approach
at
the
federal
level.
F
D
So
the
secretary's
talking
about
the
ssbci
2.0
program
with
that
that's
also
a
federal
program
as
well
I,
do
want
to
point
out
with
the
SBR
is
TTR
because
they
they
get
approval
and
it
takes
time
for
the
reimbursement
and
the
disbursement
and
all
that
to
occur
because
they
have
to
actually
perform
to
be
able
to
receive
their
disbursement.
A
C
I
also
want
to
say
that
I
like
what
you
had
to
say
about
incentives,
I
think
for
years.
We
were
given
a
lot
of
money
away,
but
it
wasn't
necessarily
don't.
B
C
The
money
but
a
lot,
they
have
other
problems
they
need
help
with
like
Planning
and
Zoning
infrastructure
at
a
particular
site
and
other
things
of
that
nature.
So
I
like
what
you
said,
but
I
think
when
it
comes
right
down
to
it,
I
think
what's
need
and
what
they
want
help
to
get
their
project
completed.
So
they
can
start
business
in
our
state
and
the
third
thing
I
want
to
follow
up
on
kind
of
what
representative
Lockett
said
about
taxes.
I
know
the
state
taxes
are
an
issue.
C
C
F
Whenever
you
add,
complexity
actually
adds
costs
to
the
company,
so
I'm
not
here
to
talk
about
tax
policy,
because
that's
not
my
role,
but
I
am
going
to
share
with
you.
We
hear
that
we
hear
that
also
as
we
try
and
address
things
like
what
Most
states
have,
which
are
property
tax
abatements,
whereas
in
Kentucky
it's
a
convoluted
approach
in
terms
of
having
to
use
irbs,
but
that's
an
editorial
in
that
taxes
or
taxes.
Companies
can
deal
with
them.
They
want
them
to
be
as
low
as
possible.
F
They
want
to
get
the
best
return
as
possible,
but
man
complexity
is
also
what
isn't
another
issue
for
them
in
terms
of
having
to
address
it
and
comply
with
multiple
different
taxing
jurisdictions.
That's
always
a
challenge
and
an
issue,
so
we
we
need
to
deal
with
that
Planning
and
Zoning.
Without
a
doubt.
If
Planning
and
Zoning
can't
be
confirmed
and
committed
to
a
project,
they
will
cut
it
from
their
list
and
not
come
there
and
back
to
the
issue
of
complexity.
F
There's
another
side,
businesses,
hate
uncertainty
and
they
just
got
to
know
that
if
we're
going
to
come
when
we're
going
to
get
the
certificate
of
occupancy
on
the
building-
and
that's
led
up
to
getting
the
planning
and
zoning
and
things
that
need
to
be
done
and
I'm
going
to
give
this
Governor
credit.
A
lot
of
you
may
not
know
he's
directly
involved
once
a
week
on.
Where
are
we
on
all
the
permits
necessary
for
these
companies?
All
companies?
F
And
if
we
hear
of
a
problem
he's
engaged
in
it
because
making
sure
that
if
we
commit
to
something
we
got
to
be
able
to
say,
speed
the
market
and
first
to
get
these
permits
done
and
on
time
is
appropriate.
Never
cut
the
corner
terms
of
compliance
in
the
right
way,
but
getting
certainty
out
there
is,
and
another
thing
I
would
share
with
you
Senator
ball
as
well
back
to
the
issue
of
complexity,
while
they're
certain
what
I
call
Universal
National
codes
that
you
can
choose
on.
C
Thank
you
so
I,
just
like
one
more
comment,
I'm
concerned
as
we
go
into
the
future,
as
the
legislature
continues
to
work
to
lower
our
state
income
tax,
it
seems
like
to
me
it
might
be
an
opportunity
for
local
governments
to
continue
to
raise
their
net
profits
and
occupational
tax
and
I
think
as
the
legislature
we're
going
to
have
to
take
a
look
at
that,
because
that
gets
out
of
hand
they're,
essentially
undoing
what
we
are
doing
by
lowering
the
state
income
taxes.
Thank
you.
Thank
you.
J
J
F
I
wouldn't
call
it
statutorily,
I'd
say
some
of
our
incentive
programs.
The
way
there
are
designed
are
typically
heavily
more
heavily
weighted
towards
investment
and
then
jobs,
because
it's
a
two-tier
approach
from
most
of
our
programs.
Sales,
tax
benefits
in
terms
of
materials
and
qualifying
Investments
being.
J
Made
well
I'm
talking
about,
in
particular
sales
tax
generators,
so
manufacturing
facilities
don't
generate
sales
tax
in
the
way
that
it
generates
income
tax,
correct
I'm,
looking
at
some
way
to
allow
CED
or
Focus
CED
over
to
how
do
we
deal
with
sales
tax
generators,
for
instance,
if
you're
talking
about
a
particular
retailer,
which
is
a
sales
tax,
generator,
that's
going
to
generate
an
estimated
10
million
dollars
in
sales
tax
a
year
just
saying,
then
that
would
be
something
that
CED
might
be
able
to
engage
with
and
develop
and
recruit
those
type
generators
around
the
state,
I,
don't
know
of
any
statutory
mechanism
that
allows
you
to
do
that
right
now,.
F
We
know
you
generated,
here's
how
you
may
be
sharing
those
benefits
as
an
inducement.
We
we
know
those
are
some
opportunities
that
might
be
looked
at
and
I
know
we
don't
have
a
lot
of
time,
but
there's
a
lot
of
things
that
can
be
done
in
those
kinds
of
companies
that
can
be
part
of
a
Community
Development
activity
or
a
tourism
activity
that
generates
benefits
from
a
Community
Development.
J
The
expenditure
world,
but
there's
a
question
about
narrative
about
too
much
money
being
spent
on
incentives
for
companies
and
when
I've
looked
at
that
on
the
expenditure
level.
It's
like
400
million
or
something
like
that,
and
it
may
be
less
so
when
you
put
that
in
comparison
to
a
15
billion
dollar
general
fund
receipts.
It's
not
that
large.
If
you
can
assist
with
getting
those
type
numbers
of
we
can
see
what's
in
your
budget,
but
we're
looking
like.
J
J
To
recruit
what
is
best
for
Kentucky
not
just
recruit,
because
we
need
another
number
and
I'm
glad
you're,
saying
that
out
loud
we've
got
the
investment
coming
in
and
it
doesn't
look
like
that
tier
is
going
to
change
corporate
tax.
We
can
deal
with,
but
it's
over
time
right
now,
Workforce
Workforce,
and
once
you
get
past
that
you're
looking
at
Workforce,
because
we've
got
many
many
many
many
thousands
upon
thousands
running
well
over
a
hundred
thousand
jobs,
all
the
time
that
are
open
and
we're
trying
to
fill
the
reduction.