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.
Top Accomplishments in the Past Year:
Top Goals for the Upcoming Year
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.
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 entrepreneurship work, we envision that:
Through our Appalachian Transition Communications and Policy work , we envision that:
Through our KCEP work, we envision that:
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.
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 $2,401,498 in loans that helped to create or retain 74 jobs. Additionally, ED also provided more than 3,200 hours of technical assistance to regional entrepreneurs.
Central Appalachia is extremely energy inefficient because of our history of cheap electricity from access to heavily subsidized coal, making many residents vulnerable as electricity rates increase. Energy efficiency at scale has the potential to reduce demand for energy while significantly benefitting low-income people, who pay the highest percentage of their income for energy costs. Developing greater energy efficiency and renewable energy resources has the potential to create jobs while protecting valuable natural assets in the region.
How$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.
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.
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.
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.
Indirect Public Support HelpIndirect public support represents revenue received through solicitation campaigns. This includes funding United Way and other federated fundraising organizations, but does not include donor designated contributions.
Earned Revenue HelpEarned revenue represents income generated in direct exchange for a product or service.Earned income includes income from government contracts.
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499 East High Street, Lexington, KY 40507