433 Chestnut Street
BEREA KY 40403-1510
Contact Information
Address 433 Chestnut Street
BEREA , KY 40403 1510
Phone (859) 986-2373
Fax 859 986-1299
Contact Name Elisabeth Kilongo
At A Glance
IRS Ruling Year 1977
Other ways to donate, support, or volunteer MACED can accept direct donations via check or credit card. Though we do not have opportunities for volunteers, those interested in our work can follow us through social media. Those who are interested in following our policy work can sign up for a mailing list at the Kentucky Center for Economic Policy at our website focusing on Appalachian
Financial Summary
Mission Statement MACED works with people in Kentucky and Central Appalachia to create economic opportunity, strengthen democracy and support the sustainable use of natural resources.
Background Statement

MACED is a 40-year old community development organization working to improve the economy and lives of people in eastern Kentucky. As a mid-sized, certified community development financial institution (or CDFI), MACED has a long history of advancing innovations in economic development and entrepreneurial support. Since we began lending in 1981, MACED has provided $40 million to more than 400 enterprises and created or retained more than 5,000 jobs.

MACED believes that clean energy – and in particular energy efficiency – has enormous potential to transform the economic and environmental future of eastern Kentucky. As such, we have developed innovative programming to service and generate demand within eastern Kentucky’s commercial and residential energy efficiency market, including How$martKY, a tariff-based, on-bill residential energy efficiency financing program that we run in conjunction with utility partners in the East Kentucky Power Cooperative (EKPC) system.

MACED's vision for the region is of a sustainable economy that meets the needs of low-income people and protects natural resources. To help us more clearly define sustainable development and understand the effectiveness of our work, we have identified the following long-term goals for the region that are components of our vision.

· A strong and diverse economy.

· Increased family well-being, particularly for low-income people.

· Healthy and protected land, air and water.

· Effective and accountable democracy.

Separately, each goal is important. Cumulatively, they represent a formula for creating meaningful change in Central Appalachia which will be the result of a series of significant shifts. Engaged, active and informed residents and entrepreneurs will be central to a brighter and more democratic future. Demonstrations of alternative economic development options that create jobs and protect our natural resources will help build hope and provide pathways to scaled solutions. Good policy that drives investment in sustainable development and protects our communities will be critical.

Impact Statement

Top Accomplishments in the Past Year:

  1. Co-led a convening with White House staff on the need for federal investment in Appalachian Transition strategies, which resulted in a proposal for increased, dedicated funding for Appalachia in President Obama’s FY16 budget.
  2. Helped two rural electric cooperative utilities receive regulatory approval to participate in How$martKY, a residential energy efficiency on-bill financing program that MACED runs with co-ops in the East Kentucky Power Cooperative utility system. We have five utilities participating, and have helped a sixth co-op file a request with the Public Service Commission seeking regulatory approval to participate.
  3. Invested $3,397,099 in small businesses and entrepreneurs in under-served Appalachian communities, which resulted in the creation and/or retention of 115 jobs.
  4. Participated in the Shaping Our Appalachian Region (or SOAR) public planning process in an effort to ensure that the collective vision for moving the region forward reflects important elements of a just economic transition – including strong support for entrepreneurs, local development, robust energy efficiency, and other core components.
  5. Helped, through our Kentucky Center for Economic Policy program, with a successful effort to raise the minimum wage in Louisville to $9 an hour, which will provide a raise for 45,000 low-income workers.

Top Goals for the Upcoming Year

  1. Continue to influence the SOAR process, so that it embraces sustainable development strategies as central to the overall health and economic prospects of the region’s future.
  2. Successfully launch a new initiative that provides deep technical assistance and flexible, appropriately-scaled financing to social enterprises serving markets in eastern Kentucky and the wider Central Appalachian region.
  3. Advance the conversation in Kentucky about the need for progressive state tax reform.
  4. Continue to expand the How$martKY program to include two new co-ops enrolled and participating.
Needs Statement We have two pressing needs. One is for unrestricted, general operating support, which gives us the initial investment and freedom to conduct program development and explore new ideas. The other pressing need is for our research and policy program, Kentucky Center for Economic Policy (KCEP). Support to KCEP allows greater flexibility to promote progressive fiscal policy ideas, as well as continue to promote and influence the conversation around statewide policy.
Service Categories
Secondary Organization Category Civil Rights, Social Action, Advocacy / Research Institutes and/or Public Policy Analysis
Tertiary Organization Category Environment / Energy Resources Conservation & Development
Geographic Areas Served
Adair County
Bath County
Bell County
Boyd County
Breathitt County
Carter County
Casey County
Clark County
Clay County
Clinton County
Edmonson County
Elliott County
Estill County
Fleming County
Floyd County
Garrard County
Grayson County
Cumberland County
Green County
Greenup County
Harlan County
Hart County
Jackson County
Johnson County
Knott County
Laurel County
Lawrence County
Lee County
Letcher County
Lewis County
Lincoln County
Madison County
Magoffin County
Martin County
McCreary County
Menifee County
Metcalfe County
Montgomery County
Morgan County
Owsley County
Perry County
Pike County
Powell County
Pulaski County
Rockcastle County
Rowan County
Russell County
Wayne County
Whitley County
Wolfe County
Knox County
Lee County
Nicholas County
Robertson County
West Virginia
MACED's efforts are concentrated in the Appalachian counties of eastern Kentucky, but some of our programs have a larger focus: KCEP works on statewide fiscal policy, How$martKY partners with rural electric co-ops throughout the EKPC system, and, via partnerships, we provide financing and other services to entrepreneurs and important sectors in southeast Ohio, east Tennessee, southwest Virginia, and West Virginia.
Impact Questions
GoalsHelpWhat is the organization aiming to accomplish? This is the organization's ultimate goal for intended impact. MACED’s vision for the region is of a sustainable economy that provides opportunities to people and communities that do not require them to choose between work and having a healthy environment in which to live. We define it as a system of viable activities, enterprises and policies that build wealth for people in need, protect or enhance the environment and support enterprises and empowered people. We recognize that such a vision will not happen overnight and will require the long-term commitment and efforts of a wide range of people, actors, communities and interests in addition to broader societal shifts beyond our control.

To help us more clearly define sustainable development and understand whether our work is heading in the right direction, we have identified the following long-term goals that are the components of our vision:
  • Strong and diverse economy.
  • Increased family well being, particularly for low-income people.
  • Healthy and protected land, air and water.
  • Effective and accountable democracy.
Our work as a whole is aimed at contributing to progress on all four goals. Taken separately, each goal is important. Cumulatively, they constitute the scope of change our state and region needs.
StrategiesHelpWhat are the organization's strategies for its stated long-term goals? Over the next five years, MACED will pursue five strategic directions aimed at advancing us toward our long-term goals.
  • Achieve meaningful results in key economic sectors.
  • Deepen connections and expand supportive systems that help entrepreneurs succeed.
  • Broaden the public conversation and promote policy change to advance Appalachian Transition.
  • Build public support and advocate for better economic policy in Kentucky.
  • Develop strong organizational culture & systems that support high performance and a healthy workplace.
MACED also engages in a set of important support strategies that allow us to pursue our primary strategies.
  • Build effective collaborations.
  • Evaluate our efforts.
  • Identify leverage opportunities for program development.
  • Communicate clearly about meaningful results and stories.
  • Raise sufficient capital and operating funds.
  • Build strong organizational systems.
  • Support and grow effective staff.
MACED believes that to address the scale of challenges the region faces, we must seek large-scale change through multiple approaches. While not sufficient alone, we believe our core and support strategies combine to provide us with the tools necessary to have major impact.
CapabilitiesHelpWhat are the organization’s capabilities for doing this? What resources, capacities, and connections support its progress towards long-term goals?

MACED brings deep capacity to the strategies and programs that we pursue. Whether in energy, enterprise development, or research and policy, our staff brings expertise and years of experience in their given field. Further, we have an extensive support staff in place that ensures the overall smooth operation of the organization. Our support staff includes human resources, finance, accounting, fundraising, communications, and other core functions. Each MACED team creates an annual work plan, which sets goals and strategies that will push the organization toward achieving the goals of its five-year strategic plan. Indicators are developed by the teams, and progress on those indicators is tracked on a monthly basis via an internal data tracking system. Finally, teams within the organization check in on a regular basis in order to discuss successes and challenges. This intentionality has been central to the organization’s success over the years, and has well prepared us to continue our achievements.

During the past 12-13 years, MACED has successfully leveraged a growing reputation and increased credibility to raise sufficient funds to maintain and grow operations. Being positioned in this way has allowed us enormous leeway to work with a variety of partners, including Kentuckians for the Commonwealth, utilities in the East Kentucky Power Cooperative, various governmental agencies, and other development actors in eastern Kentucky and the wider Central Appalachian region. We clearly recognize that we are but one nonprofit working toward highly ambitious goals that seek progressive social change. There is no way that we can be effective without partnerships and collaboration.

As we look ahead to the coming five years, we anticipate continuing on the path that we are currently on.

IndicatorsHelpHow will the organization know if it is making progress? What are the key qualitative and quantitative indicators against which the organization assesses its progress toward its intended impact?

MACED uses an organization-wide, internal database to log and keep track of indicators the organization feels are important measures of our progress toward achieving goals we feel are central to realizing our vision. 

Through our sector work, we envision that:
  • Thousands of homeowners and hundreds of businesses save energy or benefit from renewable energy; new jobs are created; and new state policies make these innovations easier for people to access.
  • Directions in our forestry sector work gain traction and generate significant economic and environmental impact.
  • New areas of sector work show results as we build capacity, gain leverage and enlist partners in carrying out meaningful work.

Through our entrepreneurship work, we envision that:

  • Hundreds of entrepreneurs function more effectively, generating quality jobs and meaningful income opportunities, particularly for individuals with low-to-moderate income.
  • Strength and performance of economic sectors that provide needed goods and services to the region are improved.
  • The number of entrepreneurs grows, and they access needed resources through well-integrated systems that provide capital, training and technical assistance.
  • MACED strengthens community-lead enterprise development and revitalization efforts in two or more communities that demonstrate meaningful results.

Through our Appalachian Transition Communications and Policy work , we envision that:

  • Public conversation in the region clearly advocates for growing a more diverse and participatory economy that produces quality jobs and builds on important regional assets.
  • There is a strong and growing formal and informal network of organizations, enterprises and individuals working toward a shared vision of a brighter future.
  • A regional development plan, informed in part by MACED and our partners, is in place with an ongoing planning process anchored by a shared vision and real public participation.
  • There is meaningful investment from the state, national funders and the federal government in a just Appalachian Transition.

Through our KCEP work, we envision that:

  • There is growing public conversation recognizing an affirmative role for state government in promoting greater economic opportunity for all and improving quality of life.
  • Fiscal and economic policies are under consideration in the legislature that would allow real progress, with active debate about those policies.
  • Identifiable—if incremental—policy victories enhance economic fairness and the public good. Evidence exists that harmful fiscal and economic policies have been stopped.
  • A growing network of organizations and leaders is aligned with KCEP's vision for the future and works on advocacy strategies to move Kentucky forward.
ProgressHelpWhat has and hasn’t been accomplished so far?

MACED has achieved a great deal of success in our individual programs, particularly our energy work, research and policy efforts, and our work with regional entrepreneurs and enterprises. Where we have been less successful is building these demonstrations to a scalable level where their benefits will have greater impacts for greater numbers of people. Despite this ongoing challenge, we have been able to successfully leverage the examples created by our demonstrations to help advance and bring vision to key conversations at the state, regional, and even national level.

Another persistent challenge facing the region and our work in it is that of capacity. Finding and building capacity in the region is central to our work, but it remains deeply labor intensive and costly. It is also not work that any one organization can hold on its own. That said, what we have learned over the years is that a comprehensive approach – one that combines strategic use of capital, creating demonstration programs that provide immediate benefits to people and help foster a new vision of what is possible, and research and policy efforts that will create better conditions for sustainable development – is the best way to engage residents, leaders, and other key institutions toward building capacity and vision for a brighter Appalachian future.

Board Chair
Board Chair David Cooke
Company Affiliation Director of GROW Appalachia at Berea College
Board Members
David Cooke Director of Berea College's Grow Appalachia and Appalachian FundVoting
Corey Craig President/Chief Executive Officer, Citizens Bank in Mt. VernonVoting
Robin Gabbard Foundation for Appalachian KentuckyVoting
Peter Hille President, MACEDVoting
Vonda Poynter Director of Consulting, Federation of Appalachian Housing Enterprises (FAHE)Voting
Wayne Riley Grow Appalachia, London, KYVoting
Ada Smith AppalshopVoting
Jodi Stacy Vice-President, Bank of the Mountains in West Liberty, KY and Instructor at Morehead State UniversityVoting
Board Demographics - Ethnicity
African American/Black 1
Asian American/Pacific Islander 0
Caucasian 7
Hispanic/Latino 0
Native American/American Indian 0
Other 0 0
Board Demographics - Gender
Male 4
Female 4
Unspecified 0
Board Term Lengths 3
Board Term Limits 3
Board Meeting Attendance % 89%
Written Board Selection Criteria? Yes
Written Conflict of Interest Policy? Yes
Percentage Making Monetary Contributions 0%
Percentage Making In-Kind Contributions 100%
Constituency Includes Client Representation Yes
Number of Full Board Meetings Annually 3
Standing Committees
CEO Comments MACED does not fundraise from its board. Rather, we rely on them for organizational oversight and input on strategic direction. This is a conscious decision. This also allows for a greater diversity of individual to serve on MACED's board because they know that their service is not reliant upon their ability to make financial contributions. MACED has been fortunate in that the majority of our budget comes from foundation and government sources, which means that we do not have to spend time and resources raising money from individual donors. This allows us to spend more time and money our our programs and their day-to-day operations.
CEO/Executive Director
Executive Director Mr. Peter Hille
Term Start Mar 2015
Experience Peter came to MACED in April 2012 as executive vice president, working with energy, forestry and enterprise development programs. In 2015 he was appointed president by MACED's board. Previously, Peter directed the Brushy Fork Institute of Berea College. His 22-year career there included creating successful new leadership and community development programs and leading strategic planning processes, workshops, retreats, and conferences for local, regional and national organizations. He has also conducted community development projects internationally, in Russia and Slovakia. Peter served on MACED's board for nine years, including as board chair and treasurer. He currently serves on the board of the East Kentucky Leadership Foundation and the Central Appalachian Institute for Research and Development, as well as the SOAR Initiative Futures Forum. A 1977 graduate of Swarthmore College, Peter’s background includes experience in grassroots environmental organizing and small business management.
Full Time Staff 30
Part Time Staff 2
Volunteers 5
Contractors 0
Retention Rate 75%
Management Reports to Board? Yes
Staff Demographics - Ethnicity
African American/Black 0
Asian American/Pacific Islander 1
Caucasian 31
Hispanic/Latino 0
Native American/American Indian 0
Other 0
Staff Demographics - Gender
Male 12
Female 20
Unspecified 0
Former CEOs
Don Harker 1994 - 2001
Justin Maxson Feb 2002 - Feb 2015
Senior Staff
Title Vice President, Finance and Operations
Experience/Biography Holli Powell joined MACED's staff in June 2013. Holli previously worked as an external and internal auditor, and most recently served as the Bishop's Deputy for Finance in the Episcopal Diocese of Lexington, where she worked closely with congregations in eastern Kentucky and Appalachia. Holli earned both of her Bachelor's degrees from the University of Kentucky in 2001, and received her Master's in Business Administration from Mississippi State University in 2007. She is deeply interested in personal leadership development, graduated of Leadership Lexington's 2011-2012 class, participated in the 2015 OFN CitiLeadership program, and serves on the Leadership Lexington Youth Program Steering Committee.
Title Vice President for Enterprise Development
Experience/Biography Paul directs MACED's enterprise support and capital programs and oversees the Social Enterprise Support Initiative. He offers 15 years industry experience, including: community facilities financing, grants management, organizational development and management consulting. Prior to coming to MACED in 2011, Paul developed a nationally recognized comprehensive community development initiative in Houston, Texas, ran his own business coaching/consulting franchise and organized various collaborative networks to achieve common goals. Paul holds a BS in Business Administration from Birmingham-Southern College, an MBA in Community Economic Development from Eastern College, and is an Economic Development Finance Professional certified through the National Development Council.
Title Vice President for Strategic Initiatives
Experience/Biography Betsy Whaley joined the staff of MACED in October of 2015. Prior to joining MACED, Betsy was the Vice President of Programs and Community Collaborations for The Julian Center in Indianapolis, Indiana, where she developed expertise in program development, project management, grant writing and building collaborations for collective impact. Betsy's roots are in Appalachia, having grown up in east Tennessee near the Great Smoky Mountains National Park. A graduate of The University of Tennessee and Christian Theological Seminary, she has a great interest in working to support just and sustainable transition in eastern Kentucky.
Formal Evaluations
CEO Formal Evaluation Yes
CEO/Executive Formal Evaluation Frequency Annually
Senior Management Formal Evaluation Yes
Senior Management Formal Evaluation Frequency Tri-Annually
NonManagement Formal Evaluation Yes
Non Management Formal Evaluation Frequency Tri-Annually

One of the keys to advancing a sustainable economy is creating a base of thriving, community-oriented, locally owned and operated businesses. MACED’s Enterprise Development program works to build financial assets, create quality jobs and develop entrepreneurial capacity in economically distressed communities. We do this by combining targeted lending with a range of intensive, supportive technical assistance for small-to-medium sized entrepreneurs and businesses that are not candidates for conventional bank debt. In FY2014, our ED team extended $2,401,498 in loans that helped to create or retain 74 jobs. Additionally, ED also provided more than 3,200 hours of technical assistance to regional entrepreneurs.

Budget 1104926
Category Community Development, General/Other Rural Economic Development
Population Served At-Risk Populations, Adults,
Program Long term Success In FY2014, our ED team extended $2,401,498 in loans that helped to create or retain 74 jobs. Additionally, ED also provided more than 3,200 hours of technical assistance to regional entrepreneurs.
Description Known as E3, this program promotes energy efficiency by helping commercial enterprises in distressed communities save money through by reducing their energy costs. MACED identifies high-leverage energy efficiency opportunities in targeted commercial segments and develops packages of information, financing and technical assistance that allow rural businesses and nonprofits to benefit from the opportunities. In FY2014, E3 completed 25 retrofits and seven renewable energy installations; these retrofits represent investments of $727,382; and these retrofits will help businesses save $510,237 on their utility bills.
Budget 184229
Category Environment, General/Other Energy Resources
Population Served , ,

Central Appalachia is extremely energy inefficient because of our history of cheap electricity from access to heavily subsidized coal, making many residents vulnerable as electricity rates increase. Energy efficiency at scale has the potential to reduce demand for energy while significantly benefitting low-income people, who pay the highest percentage of their income for energy costs. Developing greater energy efficiency and renewable energy resources has the potential to create jobs while protecting valuable natural assets in the region.

How$martKY is a residential energy efficiency program that we run in conjunction with five partners from the East Kentucky Power Cooperative utility system. To date, the program has completed 173 retrofits; directly invested $916,722 in retrofits as part of overall investments totaling $1,323,724; and received regulatory approval of the program from the state Public Service Commission, which paves the way for a large-scale program expansion.

Budget 804870
Category Environment, General/Other Energy Resources
Population Served At-Risk Populations, Families,

Fiscal policy impacts all Kentuckians. Revenue raised through progressive fiscal policy supports investments in the people, services and infrastructure needed for a strong state and region. KCEP is a program MACED established in 2011 to provide solid information, grounded analysis, and communications on state fiscal, development, and economic policy issues and their impact on the lives of all Kentuckians, especially those with low to moderate incomes. Our approach uses research and analysis—in combination with communications and advocacy—to broaden the base of decision-makers, organizations and institutions, and citizens supportive of good fiscal policy. We strive for broad public respect based on our expertise, analytical rigor, timeliness and reliability, while also seeking to influence public understanding and debate based on our values. Ultimately, we seek to contribute to changes in state fiscal and economic policy that lead to reduced poverty and improved quality of life for all Kentuckians.

Budget 391566
Category Civil Rights, Social Action & Advocacy, General/Other Civil Rights, Social Action & Advocacy, General/Other
Population Served General/Unspecified, ,

Appalachian Transition is both a vision of a brighter Appalachian future and a process aimed at moving us toward that future. Our vision includes: a diverse and growing economy that meets the needs of local people and communities; effective and accountable democracy; protected and preserved wild and working natural landscapes and systems.

MACED firmly believes that all of our work is aimed at advancing Appalachian Transition in the region. The following strategies are specifically part of the ATCAP program:

· Advance the profile of Appalachian Transition issues through strategic communication efforts in the region, including regular opinion editorials, maintenance of an Appalachian Transition web site, and capturing and communicating key transition stories.

· Raise new financial resources to support transition work.

· Participate in collaborative efforts to advance transition work in the region particularly with KFTC, Appalshop, Appalachian Voices and the Central Appalachian Network.

· Support and participate in community gatherings and forums to advance Transition messages with people in the region.

Budget 246053
Category Community Development, General/Other Community Development, General/Other
Population Served , ,

The incredibly diverse and economically valuable forest base is one of Central Appalachia's greatest assets. Its forests provide timber products, non-timber forest products and crucial ecosystem services to communities in the region. However, the largely unmanaged forest landscape could be more valuable, and its important ecosystem services strengthened, if more forestland was managed sustainably. MACED works to promote and expand sustainable forest management by developing and implementing demonstrations and driving supportive policy that provides landowners and wood products businesses with new income opportunities and economic incentives for practicing sustainable land management.

Category Environment, General/Other Natural Resources Conservation & Protection
Population Served At-Risk Populations, Families,
Program Long term Success We also support, through partnerships, the activities of: the Center for Forest and Wood Certification, which is housed at the University of Kentucky and which helps make certification affordable for landowners and wood products enterprises in order to help them access the green woods market; and WoodRight (formerly known as Green and Regionally Oriented Woods Products Enterprise), which is managed by our partners in the Central Appalachian Forestry Alliance (CAFA) and which is a marketing and business effort to link wood manufacturers in the region with demand for certified wood products in urban areas.
Plans & Policies
Organization has a Fundraising Plan? Yes
Organization has a Strategic Plan? Yes
Years Strategic Plan Considers 5
Date Strategic Plan Adopted May 2015
Management Succession Plan? No
Organization Policy and Procedures Yes
Nondiscrimination Policy Yes
Whistleblower Policy Yes
Document Destruction Policy Yes
Chamber of Commerce1999
Kentucky Nonprofit Network1999
Appalachian Development Association2007
Opportunity Finance Network2000
Small Business Association of America2000
External Assessments and Accreditations
US Dept of Treasury CDFI2013
Government Licenses
Is your organization licensed by the Government? No
Fiscal Year
Fiscal Year Start May 01, 2016
Fiscal Year End Apr 30, 2017
Projected Revenue $3,334,760.00
Projected Expenses $3,781,446.00
Detailed Financials
Revenue and ExpensesHelpFinancial data for prior years is entered by foundation staff based on the documents submitted by nonprofit organizations.Foundation staff members enter this information to assure consistency in the presentation of financial data across all organizations.
Fiscal Year201520142013
Total Revenue$7,867,836$8,045,668$4,108,081
Total Expenses$3,759,580$3,909,967$3,538,208
Revenue Less Expenses$4,108,256$4,135,701$569,873
Revenue SourcesHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available). Revenue from foundations and corporations may be included in individual contributions when not itemized separately.
Fiscal Year201520142013
Foundation and
Corporation Contributions
Government Contributions$1,876,794$2,072,779$1,146,583
Individual Contributions$5,215,882$5,349,150$2,348,556
Investment Income, Net of Losses$16,658$16,784$26,555
Membership Dues$0--$0
Special Events$0--$0
Revenue In-Kind$0--$0
Expense Allocation
Fiscal Year201520142013
Program Expense$2,919,808$3,089,370$2,689,230
Administration Expense$664,754$698,171$729,610
Fundraising Expense$175,018$122,426$119,368
Payments to Affiliates------
Total Revenue/Total Expenses2.092.061.16
Program Expense/Total Expenses78%79%76%
Fundraising Expense/Contributed Revenue2%2%3%
Assets and Liabilities
Fiscal Year201520142013
Total Assets$26,667,678$23,193,447$20,666,601
Current Assets$25,560,077$22,351,967$19,906,273
Long-Term Liabilities$4,530,080$4,956,408$5,168,470
Current Liabilities$299,507$507,204$1,903,997
Total Net Assets$21,838,091$17,729,835$13,594,134
Capital Campaign
Currently in a Capital Campaign? No
State Registration Yes
Address 433 Chestnut Street
BEREA , KY 404031510
Primary Phone 859 986-2373
Contact Email
CEO/Executive Director Mr. Peter Hille
Board Chair David Cooke
Board Chair Company Affiliation Director of GROW Appalachia at Berea College