Thirty Years of Promises: Is Radcliff Still Waiting for a Plan? 

By T.W. Shortt | Former Radcliff City Council Member, Co-founder of the Radcliff Small Business Alliance, and Local Business Owner

Radcliff has never lacked opportunities. We are located beside Fort Knox, have comparatively affordable real estate, possess a capable workforce, and occupy a prominent position in northern Hardin County. What we have lacked is a consistent economic-development plan that survives elections, leadership changes, and the distractions of the moment. 

For more than three decades, Radcliff’s economy has been shaped by projects that began with considerable promise but lacked sustained direction. 

Military reductions during the early 1990s demonstrated the danger of depending too heavily on decisions made in Washington. Later, the 2005 Base Realignment and Closure process brought Human Resources Command and thousands of jobs to Fort Knox. That growth helped offset the loss of the Armor School and the relocation of the 194th Armored Brigade to Fort Benning in 2011. Nevertheless, it did not eliminate Radcliff’s need for a diversified local economy. 

Radcliff attempted to diversify by creating the North Hardin Economic Development Authority and developing the Millpond Business Center. The industrial park was intended to create jobs and broaden the city’s tax base. However, development remained limited. The authority was dissolved in 2014, and the city assumed ownership of the property and a $100,000 debt.  

That same year, Nielsen closed its Radcliff call center, eliminating 237 jobs. 

Cardinal Health also demonstrated both the opportunities and risks associated with corporate recruitment. Its customer-care center brought professional jobs and national recognition to Radcliff. The physical operation was eventually phased out as work was outsourced, relocated, or performed remotely. 

These experiences demonstrate that recruiting an employer is only the beginning. A city must continually work to retain businesses, monitor changes within their industries, and prepare for the possibility that decisions made at distant corporate headquarters will affect local families. 

Radcliff also has genuine successes. The Kentucky Veterans Cemetery, Radcliff Veterans Center, and Boundary Oak Distillery have strengthened the city’s military and tourism identity. 

Red Hill Cutlery provides another powerful example. The Basham family combined entrepreneurship, retail, tourism, and local history through the Kentucky Museum of American Pocketknives. Outside its showroom stands the Guinness-recognized World’s Largest Pocketknife. Completed in 2019, the functional Case XX Barlow measures 34 feet, 6 inches and weighs more than 6,200 pounds (about the weight of an elephant). 

This is more than an oversized roadside attraction. It is something distinctive that travelers cannot find in every other city along the highway. It demonstrates how private enterprises can create a recognizable community identity while generating tourism and commercial activity. 

The Radcliff Small Business Alliance, founded in 2013, grew to more than 125 members. Its success proved that local business owners were willing to organize, advocate, and contribute to the community. 

The 2010 Hardin County Vision Project called for greater cooperation, reduced duplication, and a more unified approach to economic development. Some goals moved forward, including chamber consolidation, career education, and changes to local alcohol laws. However, the broader unified government proposal stalled. 

The lesson is clear: isolated projects cannot replace sustained direction. 

Radcliff should define its commercial corridors, establish compatible zoning and development policies, and honestly reassess Millpond. Small businesses need technical assistance, access to capital, stable regulations, visible commercial districts, and a meaningful seat at the table. 

Radcliff does not need another temporary initiative or another plan destined for a shelf. It needs measurable goals, clearly assigned responsibility, regular public progress reports, and leadership disciplined enough to stay the course. 

Previous city leaders had years to develop a lasting economic-development strategy but allowed day-to-day municipal concerns to overshadow long-term planning. The next mayor should learn from that experience. Entering office with a clear plan is far better than allowing the daily demands of the city government to dictate the agenda. From the first day in office, Radcliff’s mayor must be prepared to lead with purpose—not simply react to events.