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 a via check to our office or a credit card payment via our website. 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
Revenue vs Expenses - All Years
Expense Breakdown - Recent Year
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

The Mountain Association for Community Economic Development (MACED) is a 42-year-old Community Development Financial Institution (CDFI) that works with people in distressed counties in Kentucky and Central Appalachia. We seek to create economic opportunity, strengthen democracy and support the sustainable use of natural resources. We envision a just transition to a post-coal economy that is more diverse, resilient and equitable. Our four primary strategies are investing capital in enterprises and communities, building entrepreneurship and leadership, demonstrating development ideas, and conducting research and communications for policy change.

MACED has a forty-year history of supporting entrepreneurs in Eastern Kentucky, ranging from nurturing tiny startups to helping established enterprises expand. Since we began lending in 1981, MACED has provided more than $58 million to more than 633 enterprises and created or retained more than 2,524 jobs. In the context of creating a just economic transition, we place a high value on sectors that not only provide economic opportunity, but that also have additional benefits. For example, the energy sector not only has the potential to create jobs, but energy efficiency retrofits also reduce costs for families and businesses, stabilize the electrical grid through demand reduction, and contribute to reduced greenhouse gas emissions. We currently run two energy programs—the How$martKY on-bill financing program for residential energy efficiency and Energy Efficient Enterprises (E3), which provides businesses and nonprofits with access to energy efficiency. The other promising sectors we have identified each present their own set of secondary benefits. Growth in the local foods sector encourages healthier eating; tourism contributes to pride in community heritage and supports amenities that make communities more attractive to other enterprises; locally available and affordable health care contributes to healthier communities and in turn a more ready workforce; and sustainable forestry can meet a growing demand for sustainable wood products while restoring ecological health and increasing land value in the region.

Impact Statement

Top Accomplishments in the Past Year:

  1. Invested $5.8 million in eastern Kentucky small businesses and entrepreneurs, which helped create or retain 52 jobs. Helped 13 startups with affordable financing and business advisory services.
  2. Began hiring New Energy Interns in partnership with EKCEP. The first two worked with local housing organizations, and five more positions are currently open. (
  3. Facilitated 36 energy efficient retrofits and renewable energy installations, helping residents and business owners save over 22,000 MMBtu of energy and over $113,000 in utility costs annually.
  4. Helped facilitate the development of the What's Next EKY!? community network, a growing network of communities working together and learning from each other, collaborating on joint projects and bringing more resources into our region.
  5. Developed a "How to Airbnb" training to help rural communities build lodging capacity to support the growing tourism economy.

Top Goals for the Upcoming Year

  1. Expand our commercial and residential energy efficiency work through our New Energy Intern program and new financing mechanisms.
  2. Increase the diversity and sustainability of local economies by expanding assistance to new and growing enterprises and social enterprises through new capital tools designed to make financing more flexible and affordable.
  3. Advance the conversation in Kentucky about the need for state tax reform that works better for all Kentuckians.
  4. Begin to implement new programming around additional strategic sectors like healthcare, forestry, eco-/heritage tourism.
Needs Statement
  1. MACED continues to need unrestricted, general operating support, which enables it to conduct program development and explore new ideas toward creating economic transition for the region.
  2. The Kentucky Center for Economic Policy is an exciting effort to help build a better Kentucky. Our work provides vital information and analysis to support deeper and more democratic discussion of crucial public policy issues. We are seeking to build a more informed citizenry, enhance public decision making and improve the quality of life for all Kentuckians. We need your financial support to sustain our work and make it stronger!
  3. MACED is always on the lookout for qualified business professionals with expertise in various fields to help mentor our business clients across the eastern Kentucky region. If you or someone you know would be interested, please contact
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 primarily concentrated in the Appalachian counties of eastern Kentucky. However, 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.

The rapid decline of the coal industry since 2011 has created an unprecedented crisis in eastern Kentucky. Coal has dominated eastern Kentucky’s economy for more than a century and the entire region is reeling from the 58 percent decline in coal production over the past five years and the loss of more than 10,000 jobs. Even non-coal producing counties have been affected as secondary and tertiary businesses suffer. But even before the collapse of coal, most of the counties in eastern Kentucky had already been economically distressed for decades. Clearly the problem goes much deeper than this recent crisis. The challenge of building a brighter future for families and communities would remain even if those 10,000 jobs were replaced tomorrow. In order to turn this region around, we must build a new economy that is much more diverse, sustainable and resilient—one that encourages entrepreneurs to start and grow businesses, creating jobs for themselves and others, increasing local spending power, and supporting local economies that will revitalize our communities.

MACED’s vision for eastern Kentucky 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 seek to create economic opportunity, strengthen democracy and support the sustainable use of natural resources. We envision a just transition to a post-coal economy that is more diverse, resilient and equitable and a region that reflects the following long-term goals:

  • Strong and diverse economy.
  • Increased family wellbeing.
  • Healthy and protected land, air and water.
  • Effective and accountable democracy.
StrategiesHelpWhat are the organization's strategies for its stated long-term goals?

Our vision for the region is of a sustainable regional economy that meets the needs of low-income people and protects natural resources. In order to achieve this vision, MACED integrates four core strategies across program areas to create a Just Transition in Appalachia.

  • Invest capital in enterprises and communities. We provide affordable capital to businesses and community agencies so they can create meaningful and well-paying jobs in rural communities and help improve the quality of life for local residents.
  • Build entrepreneurial and leadership capacity. Because developing the skills and capacity of residents and leaders in Central Appalachia is crucial to the long-term success of the region, we work to build the capacity of clients and community partners through one-on-one support and classroom-based training.
  • Demonstrate development ideas. Appalachian communities need better tools to retain their rich natural resources and create new wealth. To that end, we develop and test new development strategies and ideas that have potential to address challenges and meet needs in Central Appalachia.
  • Conduct research and communications. The rules that shape public investment are critical to building long-term solutions in Central Appalachia. For that reason, we conduct high-quality research, generate and advocate for ideas that can help build the infrastructure necessary to support a sustainable regional economy.

MACED also engages in a set of important support strategies that allow us to pursue our primary strategies.

  • Build effective collaborations.
  • Identify leverage opportunities.
  • Communicate clearly about meaningful results and share success stories.
  • Support and develop effective staff.

As we work to address not only the symptoms, but also the root causes of poverty in Central Appalachia, we have learned that targeted, multi-strategy work is crucial. Our one-to-one transactions, such as extending a loan to a struggling entrepreneur or helping a grocer implement an energy efficiency upgrade, are important because of their immediate effect on individuals. On their own, however, these transactions will not be synergistic enough to achieve broad sustainable development impact. Therefore, we have learned to make the transactions build on one another by linking them and combining our sustainable development strategies across programmatic efforts to achieve transformational change.

CapabilitiesHelpWhat are the organization’s capabilities for doing this? What resources, capacities, and connections support its progress towards long-term goals?

MACED brings considerable capacity to the strategies and programs we pursue. Whether in energy, enterprise development, or research and policy, our staff brings expertise and years of experience in their given field. Furthermore, we have high-quality support staff in place who ensure the overall smooth operation of the organization, including human resources, finance, accounting, fundraising, communications, and other core functions. Teams track progress on an annual work plan, which sets short-term goals and strategies toward achieving the goals laid out in our five-year strategic plan.

MACED also recognizes that our capacity and reach is limited, and we cannot be effective without partnership and collaboration. We rely on strategic alliances and depend on partnerships with likeminded organizations in various sectors across the region. Some of these partners include Kentuckians for the Commonwealth, utilities in the East Kentucky Power Cooperative, the Small Business Development Centers and other technical assistance providers, various governmental agencies, and other development actors in eastern Kentucky and the wider Central Appalachian region.

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’s 2016 Five-Year Strategic Plan lays out a set of clear five-year goals on which we track our progress. Much of our work is significantly impacted by changes in the external landscape that are beyond our control, so our success depends, in part, on our organization’s agility. We set annual targets that we adjust each year to best align with needs in our region. MACED uses an organization-wide, internal database to log and track indicators that are important measures of our progress toward achieving the goals that drive our vision.

Over a five-year period, 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?

In the first three years of our current five-year strategic plan, 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 successfully leveraged the examples created by our demonstrations that help to advance key conversations at the state, regional, and even national level.

Another persistent challenge facing the region, and our work in it, is capacity. Finding and building capacity in the region is central to our work, but it remains both labor intensive and costly. It is also not work that any one organization can hold on its own. Moreover, we have learned that a comprehensive approach is the best way to engage residents, leaders and other key institutions toward building capacity and a brighter future for Appalachia. This approach combines strategic use of capital, demonstration programs that provide immediate benefits to communities while fostering a new vision of our region’s potential, and research and policy efforts that will create better conditions for sustainable development.

Board Chair
Board Chair Jodi Stacy
Company Affiliation Vice-President of Bank of the Mountains in West Liberty, Kentucky and instructor at Morehead State University
Term Dec 2017 to
Board Members
Corey CraigPresident/Chief Executive Officer, Citizens Bank in Mt. VernonVoting
Joe CrawfordEstill County Development AllianceVoting
Robin GabbardLKLP Community Action CouncilVoting
Peter HillePresident, MACEDVoting
Vonda PoynterDirector of Consulting, Federation of Appalachian Housing Enterprises (FAHE)Voting
Wayne RileyGrow Appalachia, London, KYVoting
Ada SmithAppalshopVoting
Jodi StacyVice-President, Bank of the Mountains in West Liberty, KY and Instructor at Morehead State UniversityVoting
Mae SuramekNoodle NirvanaVoting
Board Demographics - Ethnicity. Add number
Asian American/Pacific Islander 1
Caucasian 7
Hispanic/Latino 0
Native American/American Indian 0
Other 0 0
Board Demographics - Gender
Male 4
Female 5
Unspecified 0
Board Term Lengths 3
Board Term Limits 3
Board Meeting Attendance % 92%
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 29
Part Time Staff 2
Volunteers 5
Contractors 0
Retention Rate 97%
Management Reports to Board? Yes
Staff Demographics - Ethnicity
African American/Black 0
Asian American/Pacific Islander 1
Caucasian 30
Hispanic/Latino 0
Native American/American Indian 0
Staff Demographics - Gender
Male 11
Female 20
Unspecified 0
Former CEOs
Don Harker1994 - 2001
Justin MaxsonFeb 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 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 financing. In FY2016, our ED team extended $2,757,738 through 49 loans that helped to create or retain 93 jobs. Additionally, ED also provided more than 3,000 hours of technical assistance to regional entrepreneurs.

Budget 1,273,874
Category Community Development, General/Other Rural Economic Development
Population Served At-Risk Populations, Adults

Known as E3, this program promotes energy efficiency by helping commercial enterprises in distressed communities save money 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 reduce their overhead costs. In FY2016, E3 completed 12 retrofits and four renewable energy installations, representing total investments of $1,600,871. The retrofits and installations will help businesses and nonprofits save $95,770 on their utility bills.

Budget $100,695
Category Environment, General/Other Energy Resources

Because of our historically cheap electricity, Central Appalachia is extremely energy inefficient. As a result, many of our residents are particularly vulnerable when 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 creates jobs while protecting valuable natural resources in the region.

How$martKY is a residential energy efficiency program that operates in partnership with six rural electric co-op partners in the East Kentucky Power Cooperative utility system. In FY2016, How$martKY completed 93 retrofits, 46 percent of which were for families with low-to-moderate income. These retrofits will help families save an estimated $52,780 annually on utility bills. MACED directly invested $405,110 as part of total investments of $642,318.

Budget $446,788
Category Environment, General/Other Energy Resources
Population Served At-Risk Populations, Families

KCEP’s mission is to improve the quality of life for all Kentuckians through research, analysis and education on important policy issues facing the Commonwealth. We especially seek to enhance the well-being of low- and moderate-income people in our state. KCEP believes these goals require greater investment in critical public systems like education, health, human services and economic development that will require reforming our tax system so that it generates a larger and more sustainable flow of revenues. It will also require policies that increase equity and economic security—including through fair taxation, support for better wages, improved working conditions and greater access to income supports. KCEP produces research on timely issues; promotes public conversation about those issues through media and presentations; and advocates to decision makers on the need for policies that move all Kentuckians forward.

Budget $833,141
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; an 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 economic transition 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 $185,621
Category Community Development, General/Other Community Development, General/Other
Population Served At-Risk Populations, General/Unspecified
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
Revenue vs Expenses - All Years
Expense Breakdown - Recent Year
Fiscal Year
Fiscal Year Start May 01, 2018
Fiscal Year End Apr 30, 2019
Projected Revenue $3,861,136.00
Projected Expenses $4,149,760.00
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 Year201720162015
Total Revenue$5,843,949$3,041,377$7,867,836
Total Expenses$4,778,183$4,000,824$3,759,580
Revenue Less Expenses$1,065,766($959,447)$4,108,256
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 Year201720162015
Foundation and
Corporation Contributions
Government Contributions$1,092,536$545,625$1,876,794
Individual Contributions$3,785,980$1,555,874$5,215,882
Investment Income, Net of Losses$31,748$28,815$16,658
Membership Dues--$0$0
Special Events--$0$0
Revenue In-Kind--$0$0
Expense Allocation
Fiscal Year201720162015
Program Expense$4,100,204$3,366,460$2,919,808
Administration Expense$626,995$545,019$664,754
Fundraising Expense$50,984$89,345$175,018
Payments to Affiliates------
Total Revenue/Total Expenses1.220.762.09
Program Expense/Total Expenses86%84%78%
Fundraising Expense/Contributed Revenue------
Assets and Liabilities
Fiscal Year201720162015
Total Assets$26,565,941$25,140,623$26,667,678
Current Assets$25,490,083$24,069,378$25,560,077
Long-Term Liabilities$4,364,101$3,974,045$4,530,080
Current Liabilities$257,430$287,934$299,507
Total Net Assets$21,944,410$20,878,644$21,838,091
Capital Campaign
Currently in a Capital Campaign? No
State Registration Yes
CEO Comments Please note that we book multi-year grants in the year they are received, so it occasionally appears that we have vastly more revenue than we need, while this is not the case.
Address 433 Chestnut Street
BEREA , KY 404031510
Primary Phone 859 986-2373
Contact Email
CEO/Executive Director Mr. Peter Hille
Board Chair Jodi Stacy
Board Chair Company Affiliation Vice-President of Bank of the Mountains in West Liberty, Kentucky and instructor at Morehead State University