This document provides an overview of the Miller Working Group kickoff meeting to develop a collective impact plan for the Miller neighborhood in Gary, Indiana. It outlines the process, which includes organizing interviews and feedback, deciding on a vision, goals, and action plans through working groups, and taking action to implement plans. The working groups will focus on areas like property, safety, education, and the economy. Their role is to develop goals and action plans within their topic area. The document reviews what makes a good goal and how to structure effective action plans. It emphasizes clear roles, responsibilities, communication, and early engagement opportunities for the working groups.

1. Miller Working Group Kickoff
Indiana Association for Community Economic Development
202 East Market Street
Indianapolis, Indiana, 46204
317-454-8533
www.iaced.org

2. Process
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Organize
• One-on-One
interviews
• Report Back
Decide
• Vision
• Working
Groups
• Goals
• Action
Plans
Act
• Rollout/
Going Public
• Implement
• Fundraising
• Evaluation
• Governance

3. Organize
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Resident
Leader
Training
Listening
through One-
on-One
Interviews
Report Back

4. Decide
4
Draft
Collective
Impact Plan
Planning/Steering Committee
SMAART Goals
Action Planning
Work
Group
Work
Group
Work
Group
Work
Group
Work
Group
Work
Group
Working Groups
V
I
S
I
O
N
I
N
G

5. Act
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Final
Collective
Impact Plan
Neighborhood
Presentation/
Going Public
Event – “the End
of the Beginning”
Implementation Group(s)
Low hanging fruit
projects
Legacy funded
project(s)
Fundraising
Action
Evaluation
Governance

6. Vision
Miller is a beautiful, high density, walkable neighborhood in Gary, Indiana,
known as an active arts community and a destination for beach and
waterfront recreation. Miller provides quality education and programs for its
youth and a variety of activities for residents of all ages. A ferry and inviting
train station make Miller accessible to visitors from throughout the region,
and Miller’s walkable and bikeable community design make it easy for
residents and visitors alike to enjoy the area’s activities and natural
environment. A vibrant downtown supports a strong business community
and provides quality employment opportunities. Resident leadership and
initiative create a thriving, safe, and inclusive neighborhood with
government, philanthropic, and business support enriching those initiatives.
The Miller neighborhood is a vibrant and functional community to live, work,
and play in.
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7. Vision to Action
• Vision is the “big picture” of where we
are going as a neighborhood
• Goals are specific ways that we will work
toward the vision
• Action Plans provide the details on how
goals will be accomplished
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8. Working Groups
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Property
Safety and
Code
Enforcement
Environment
and
Ecotourism
Economy
and Jobs
Area
Context
Education and
Child & Youth
Programming
Infrastructure
and
Transportation

9. GOALS
Specific, Measurable, Relevant, Aggressive yet Achievable,
Time-bound (SMAART)
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10. SMAART Goals
• Specific
• Measureable
• Relevant
• Aggressive
• Achievable
• Time-bound
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11. SMAART Goals
• Specific
Explicitly state what you want to happen,
where and to whom.
• Use verbs/action words – Develop, Build,
Demolish, Provide, etc.
• Specific area or population
• What is the purpose?
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12. SMAART Goals
• Measurable
Identify the current, or baseline, value and the
level or amount of change that is expected.
• Numbers
• Percent Change
• Reduction of/reduction to
• Increase of/increase to
• Need to know baselines
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13. SMAART Goals
• Aggressive, yet Achievable
Create a sense that success is difficult, but
achievable and realistic. If you overreach,
your target audience may turn away
completely.
• Not “we’re going to hit that anyway”
• Eliminate is probably not achievable
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14. SMAART Goals
• Relevant
Logically related to the vision.
• Must help achieve the vision in a way that
makes sense to most people.
• Just because some smart people are rich
and have horses doesn’t mean giving a
horse to a poor person will make them rich
or well-educated.
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15. SMAART Goals
• Time-bound
Activities are limited in time and space. While
you always hope and plan for permanent
change be realistic about when to measure
the effect that you can achieve. Identify the
end point of your strategy and the points
along the way at which you’ll measure
progress.
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16. Test Your Skills
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17. ACTION PLANS
How are we going to reach our goals?
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18. Action Plans
• This is different – YOU do the planning
work and decide what should be done
• Follow the template so all groups are
consistent
• What/Action
• Who/Responsible Party
• When/Timeline
• Performance Measures
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19. Action Plans
• Actions
• Manageable steps toward goal
• Result in something (plan, decision,
funding, physical, event)
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20. Action Plans
• Responsible Party
• May be primary (lead) or support
• May be multiple organizations
• Try to focus on roles or organizations, not
specific people
• Shouldn’t be listed unless they
agree/commit to implementation
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21. Action Plans
• Timeline
• Can be expressed as a date, month, or
quarter
• Can be ongoing
• Not all dates should be in the first six
months
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22. Action Plans
• Performance Measures
• What will be the outcome of the action?
• What will be produced?
• How much will the action improve an
indicator?
• What indicators will be used?
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23. Action Plans
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Action Responsible
Party
Timeline Performance
Measure
Goal: _______________________________________

24. Test Your Skills
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25. WORKING GROUPS
So how do we make this planning work happen?
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26. Roles & Responsibilities
• Working groups are tasked with
developing goals and action plans in
their topic area
• Chair will schedule meetings; Jessie
may assist with logistics
• Jessie needs to know when working
groups are meeting
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27. Expectations
• Meet 3-6 times
 Review report and background info
 Review SMAART goals and brainstorm goals
 Create goals and action plans
 Review and revise goals and action plans
• 2-5 goals per working group
• All goals and action plans need to be
submitted to Jessie
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28. Communications
• Working group members communicate
with the chairs (questions, comments,
etc.)
• Chairs communicate with Jessie
• Jessie will contact IACED staff as
needed
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29. Communications
• Talk to Jessie before asking new people
to join your group
• If you want an organization involved with
an action plan, but they are not on the
working group, ask Jessie to make the
initial contact or coordinate contact with
her
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30. Early Action Engagement
Opportunities
• What would get people excited about
your work group or goals?
• What do people want to see that could
happen now with people-power and
minimal funding?
• What are people passionate enough
about that they would come out to help?
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31. Early Action Engagement
Guidelines
• Ideas should
• Engage new community members in the
Spotlight program
• Involve a diverse representation of Miller
• Build collaboration among organizations,
businesses, and residents
• Empower community members and give
new local leadership the chance to emerge
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32. Early Action Engagement
Opportunities
• Submit ideas to Jessie for the Steering
Committee to review
• Once approved by the Steering
Committee, work with Jessie to access
funds and coordinate the activity
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33. QUESTIONS?
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