1.
Miller Neighborhood
Gary, Indiana
Collective Impact Plan

2.
Acknowledgements
Executive Summary 1
Our Vision 2
Neighborhood Background 3
Background to Collective Impact 12
Early Projects 16
Work Plan 19
Area Context 20
Education, Youth and Child Programming 24
Environment and Ecotourism 33
Jobs and the Economy 38
Property and Blight 45
Safety and Code Enforcement 53
Transportation and Infrastructure 60
Next Steps 70
Contents

3.
Miller Collective Impact Plan
Acknowledgements:
We couldn’t have begun this process without the help of a lot of people and organizations from throughout the Miller
neighborhood. We’d like to thank all of the residents and stakeholders who offered their time, ideas, and energy to make this plan
come together, and especially those who’ve helped us get started on the work.
In particular, our appreciation goes to Miller Garden Club, Douglas Learning Center, Wirt-Emerson VPA, St. Mary's of the Lake, Gary
International Black Film Festival, Communal Services, Miller Little League, Catholic Charities, My Safari Prep Academy, Beach Front
Dance School, Family Folklore Foundation, Geminus - Head Start, Crisis Center Inc., Lake St. Gallery, Miller Beach Cafe and Flamingo
Pizza of Miller for all donating their time, talents and treasures in various ways for our community collective.
Thank you to Karren Lee and the Miller Beach Arts and Creative District for agreeing to be the backbone organization. Of course, a
big shout out goes to our community builder, Jessie Renslow, who came home to Miller to help guide this process and push it
forward. Thanks to Marquette Park United Methodist Church for donating office space for our community builder.
A special thanks goes to all of our Steering Committee members for all their volunteer time and help: Zully Alvarado, Terry Cera,
Susie Galantee, Sue Kallimani, Richard Leverett, Rasheedah Muhammad, Terry Payonk, Derreka Rollins, Meg Roman, Tim Petrites
and Rebecca Wyatt.
We’d also like to thank the Legacy Foundation for selecting the Miller neighborhood to participate in
Neighborhood Spotlight. Thanks also to the Indiana Association for Community Economic Development
(IACED) for providing capacity building training and technical assistance throughout the process.

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Miller Collective Impact Plan | Page 1
Neighborhood Spotlight is a new initiative for strategic investments in community development. The Legacy Foundation has made a major
commitment to relational place-making where leaders and citizens are fostering positive community change and becoming stronger, more
vibrant neighborhoods that enhance regional vitality. Neighborhood Spotlight represents a collaborative approach to community development.
Citizens, community-based organizations and community members from the public, private and non-profit sectors will work together to
Organize, Decide and Act upon issues important to them. Neighborhood Spotlight provides a framework for capacity-building, planning and
implementation block by block. It is modeled after successful community development work in Indianapolis and Chicago. A convening
organization, usually a community-based organization, will spearhead the coordination of neighborhood relationships. With support from Legacy
Foundation staff and consultants, Neighborhood Spotlight communities will organize, decide and act upon projects that can profoundly change
their future.
Methodology
The Legacy Foundation conducted trainings over the course of 2014, in which community members from neighborhoods teamed up with a local
non-for profit (Convening Organization) to learn about and apply to the Neighborhood Spotlight initiative. The Legacy Foundation then selected
two communities to pilot the program in Northwest Indiana. The Legacy Foundation granted Gary-Miller’s Convening Organization, Miller Beach
Arts and Creative District, one of two Neighborhood Spotlight distinctions. Gary-Miller hired a community builder, Jessica Renslow. The Miller
Spotlight Steering Committee was then formed to help carry out their community quality of life study.
How the Community was Chosen
Gary’s Miller Community was chosen by Legacy Foundation for the following reasons:
Gary-Miller’s proximity to the lakefront is a notable asset as is the renovation of its Marquette Park and the historic Pavilion. Several Gary-Miller
structures have historical significance with a number of them on the National Register. Collaborative bodies are working in the community and
include those focused on civic engagement, professional development, philanthropic resources, and safety concerns.
Source: www.legacyfdn.org/neighborhood-spotlight
Executive Summary

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Our VisionOur Vision: Miller in 2025
Miller is a beautiful, high density, universally designed 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. Inviting gateways and transit
options make Miller accessible to visitors from throughout the region,
and Miller’s inclusive 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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Our Vision
Gary’s Miller neighborhood is a community located on the southernmost shore of Lake Michigan. When Lake Michigan first entered
recorded history in the early 1600s, the land at the lake's southern end was populated by the Miami people. By 1640, the Miami had
been driven from the region by the Beaver Wars. The Potawatomi moved in from the north to replace them. The Potawatomi
frequently came into the areas now within the Indiana Dunes National Lakeshore to hunt, fish and gather food including wild rice.
The Odawa people also hunted deer there in the winter.
French missionary Father Jacques Marquette passed along the south shore
of Lake Michigan in 1675, attempting to return to Canada after he had
fallen gravely ill on the Mississippi River. According to local tradition,
Marquette camped for a night at the mouth of the Grand Calumet River in
present-day Marquette Park, shortly before his death.
As the United States expanded westward in the early 19th century, the
Potawatomi were removed from Indiana through a series of treaties and
forced removals in the 1820s and 1830s. Indian Boundary Road in Miller
marks the border of a tract ceded in one such treaty, the 1826 Treaty of
Mississinwas, which used the southern end of Lake Michigan as the tract's
southern limit.
By 1836, the Potawatomi nation had been deprived of all of its lands throughout Indiana. Some Potawatomi, however, remained in
the Miller Beach area as landowners, including Simon Pokagon, second chief of the Pokagon Band. Other Potawatomi continued to
visit the region in the spring and summer into the late 19th century.
Neighborhood Background

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Miller Collective Impact Plan | Page 4
As white settlement spread across the Upper Midwest in the 19th century, many promoters and speculators sought to attract
settlers and commercial development to the Calumet Region, but were defeated by the difficult terrain and lack of transportation. In
1833, an inn called the Bennett Tavern was built at the mouth of the Grand Calumet River, serving the Detroit-Chicago stagecoaches
that ran along the shoreline. It stood for only a few years. The first man to plat a town in modern-day Miller Beach was Indian trader
Joseph Bailly, who in 1833 platted a "Town of Bailly" at the mouth of the Grand Calumet, in present-day Marquette Park. But
nothing came of the Town of Bailly or the "Indiana City" laid out nearby in 1837. In 1837, the area that would become downtown
Miller was purchased and platted by Indian traders William and George Ewing and George H. Walker. The plat bore the name of
"Ewing's Subdivision", as the lots within it still do. Development in Ewing's Subdivision took off when the railroad arrived in 1851.
With the coming of the Lake Shore and Michigan Southern Railway in 1851,
a train stop first called "Miller's Station" and later "Miller's Junction" or
"Miller's", and ultimately "Miller", was established in the present-day
downtown area of Miller Beach. A railroad town from its inception, Miller
would later also be served by the B&O Railroad beginning in 1874 and the
South Shore Line beginning in 1908. The person for whom the town was
named is unknown. An early railroad agent recalled the name as coming
from a construction engineer named John Miller who lived in the area, and
at whose home the early trains would stop for water and wood between
LaPorte and Chicago. Other possible namesakes include an innkeeper for
whom train crews dropped off milk, and a foreman who buried his son
nearby.
Swedes began to migrate to the United States in large numbers in the 1860s as a result of the famines in Scandinavia, and some of
these immigrants settled in Miller. The Swedish- and German-Americans of early Miller drew their livelihood from sand mining, ice
harvesting, and railroad maintenance. Miller remained very small in this period; only twelve families were present in 1870. Miller

8.
Miller Collective Impact Plan | Page 5
acquired its first schoolhouse in the 1860s, and its own post office in
1879. Beginning in the 1880s, the town hosted a small commercial
sturgeon and whitefish fishery, with fishermen bringing in sturgeon
weighing as much as 200 pounds.
The combination of proximity to Chicago and a pristine natural
environment soon drew visitors from the city. Among them was aviation
pioneer Octave Chanute, who staged a series of experimental flights from
the 70-foot dunes near Lake Street Beach in 1896.
Around the same time, the pioneering botanist Henry Chandler Cowles conducted early studies of ecological succession in Miller
Woods. In subsequent decades, the Chicago film industry used the Miller dunes and beaches as backdrops in numerous silent films
set in exotic locales. Among these were films by the Selig Polyscope Company, and the Chicago Essanay Studios productions The
Plum Tree (1914) and The Fall of Montezuma (1912), in which the Miller beach represented the coast of Mexico.
In the 1910s, the Gary city government and US Steel became increasingly aware of the need for a lakefront park for the millworkers
and their families. In view of this, Miller and Gary formed a joint parks department
in 1915 to administer part of the land that is now Marquette Park. In 1918, the town
board voted to accept annexation, ending Miller's political independence.
After its annexation, the community continued to grow. So did its tourist industry:
Drusilla Carr, proprietress of Carr's Beach (now Lake Street Beach), collected rent on
more than a hundred beach cottages. With attractions including a shooting gallery,
bath house, miniature railroad and "night spots," Carr's Beach was Gary's most
popular summer destination in the late 1920s. With the construction and expansion
of Marquette Park in the 1930s and an influx of affluent residents from other parts
of Gary in the late 1940s, the neighborhood became increasingly a resort

9.
Miller Collective Impact Plan | Page 6
community. It also became a segregated white community, with
African-Americans banned from the beaches, and also from the
neighborhood except for day workers.
In 1967, Richard Hatcher was elected mayor of Gary, becoming
one of the first African-American mayors of any major US city.
The voting in his election was almost entirely along racial lines,
with white Democrats voting en masse for the Republican
candidate in the general election. A key exception to this was in
Miller Beach, where Hatcher obtained decisive support from a
group of primarily Jewish Millerites who had opposed the
Wallace presidential campaign in 1968 and had subsequently
supported Hatcher in his bid for the Gary Common Council.
Fearing that the white flight occurring elsewhere in Gary would be replicated in
Miller, local residents formed the Miller Citizens Corporation (MCC) in 1971.
Unlike similar groups elsewhere in the city, the goal of the MCC was not to
prevent integration, but to slow the process so that events did not spiral out of
control. The MCC worked to stem flight from the community with strategies such
as positive publicity about Miller's advantages and banning "For Sale" signs. As
part of this effort, the organization also took on environmental issues, including
banning sand mining in residential areas.
The National Lakeshore was founded in 1966 through the efforts of Senator Paul
Douglas, ending a struggle that had begun in the 1890s. The Lakeshore's initial
boundaries, however, did not include the Miller Woods and Long Lake areas in
Miller Beach. After the death of Senator Douglas in 1976, a Lakeshore expansion

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Miller Collective Impact Plan | Page 7
bill gained bipartisan support in Congress, as a memorial to him. With the bill's passage, the Lakeshore was expanded by 4,300 acres,
including Miller Woods and Long Lake.
In 2002, faced with plummeting property tax revenue due to a state-imposed change in assessments of industrial property, the city
of Gary nearly doubled tax rates, leading to widespread outcry. Together with other organizations around the state, the Miller
Citizens Corporation lobbied successive state governments to impose tax caps. The tax caps became law in 2008 and became part of
the state constitution in 2010.
Less than an hour from downtown Chicago by car, Miller Beach has
attracted Chicagoans as tourists and residents for more than a century.
The community is within a mile of exits on four major interstates, and is
also served by South Shore Line commuter trains. Having defied
regional trends toward racial polarization and environmental
degradation, Miller Beach exhibits extraordinary socioeconomic, racial
and biodiversity. The community has been described as "an island of
integration and natural beauty.”
Thanks to the Miller Historical Society for providing images for this section.
Please check out www.millerhistoricalsociety.webs.com for more information.
Other Sources:
Smith, S. & Mark, S. (2009). The Historical Roots of the Nature Conservancy in the Northwest Indiana/Chicagoland Region: From Science to
Preservation. The South Shore Journal, 3. http://www.southshorejournal.org/index.php/issues/volume-3-2009/83-journals/vol-3-2009/75-
the-historical-roots-of-the-nature-conservancy-in-the-northwest-indianachicagoland-region-from-science-to-preservation
Lane, James B. (1979). City of the century: a history of Gary, Indiana. ISBN 0-253-11187-0.
Lane, James B.; Cohen, Ronald. (1983). Gary, Indiana: A Pictorial History. ISBN 1-57864-210-8

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Miller Neighborhood Spotlight Map

12.
Miller Collective Impact Plan | Page 9
Miller Neighborhood Timeline

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Miller Collective Impact Plan | Page 10
Miller Neighborhood Statistics1
 1.7% of the population is Hispanic
 3.6% of the population speaks a language other than English at home. Of this group, 77% speak English “very well”
 31% of the population was below poverty level within the past 12 months; an additional 8.7% were between 100% and 150%
of the poverty level
 8.8% of households have no vehicle available
 The unemployment rate in Miller is 15%
1
Note: Statistics were taken from the U.S. Census Bureau for Lake County, Indiana, Census Tracts 101 and 102.01. These tracts include some area outside of
the Miller Spotlight footprint; namely, Tract 102.01 goes south to the border of Gary and Lake Station and west just past New Hampshire St.
Unless otherwise noted, Census data is taken from the American Community Survey 2009-2013 5-Year Estimate.
24%
5%
56%
15%
Population by Age Groups
Under 18
19-21
22-64
65+
22.2%
72.6%
0.3%
0.5%
1.8% 0.3%
2.4%
Population by Race
White
Black or African American
American Indian and
Alaska Native
Asian
Native Hawaiian and
Other Pacific Islander
Some other race
Two or more races

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Miller Collective Impact Plan | Page 11
8.9%
30.4%
34.6%
15.1%
11.0%
Educational Attainment, Ages 25+
Less than high school
graduate
High school graduate
(includes equivalency)
Some college or
associate's degree
Bachelor's degree
Graduate or professional
degree
20.1%
9.0%
17.8%
10.6%
7.9%
6.4%
4.7%
10.2%
Population by Income
Less than $10,000
$10,000 to $14,999
$15,000 to $24,999
$25,000 to $34,999
$35,000 to $49,999
$50,000 to $64,999
$65,000 to $74,999
$75,000 or more

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Our Vision
Miller’s Collective Impact Plan is the culmination of a year of
relationship-building and planning efforts. This plan is not
final; it will continue to evolve with the emerging priorities
and needs of the community as new opportunities are
identified and past concerns are resolved. As a community,
Miller seeks to participate in the revitalization efforts
occurring within Gary via a place-based collective impact
process. Collective Impact is based in five core principles,
described at the end of this section.
Miller created this plan as a participant in the Neighborhood
Spotlight program of the Legacy Foundation. Neighborhood
Spotlight is a new initiative for making strategic investments in
communities. The Legacy Foundation has made a major
commitment to relational place-making in which leaders and
citizens are fostering positive community
change to create stronger, more vibrant
neighborhoods that enhance regional vitality.
The Foundation launched Neighborhood
Spotlight as a collaborative approach to
community development. Through this
program, community residents and stakeholders from the
public, private and nonprofit sectors have worked together to
identify their collective vision and priorities for Miller. Groups
then worked together to create goals and action plans for
achieving the vision.
Planning Process
Miller residents and stakeholders attended three training
sessions over the course of 2014, in which they learned about
the Neighborhood Spotlight process for collective impact. The
group applied for this opportunity and formed a Steering
Committee with the Miller Beach Arts and Creative District as
the backbone organization. At the end of the year, Miller was
selected by the Legacy Foundation as one of two communities
that would participate in the program in 2015.
Background to Collective Impact

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Miller Collective Impact Plan | Page 13
The Miller Spotlight Steering Committee consists of eleven
volunteers with a variety of backgrounds and connections
within Miller. They hired a community builder, Jessie
Renslow, to help carry out the planning process. Together the
Steering Committee and Community Builder conducted
over 200 one-on-one interviews, asking community
leaders to identify the strengths, weaknesses,
opportunities, and threats in Miller today. The
feedback was presented in a kickoff report in June
2015 and used as a basis for the vision statement
written in July.
Seven action groups were formed based on themes
identified in the vision:
 Area Context
 Education, Youth and Child Programming
 Environment and Ecotourism
 Jobs and the Economy
 Property and Blight
 Safety and Code Enforcement
 Transportation and Infrastructure
Each action group recruited volunteers from all sectors within
Miller to discuss their goals within the respective themes.
Groups used the kickoff report, the vision statement, and
other feedback to ensure that they addressed the needs and
priorities of the whole community. After identifying goals, the
groups wrote action plans to lay out how the goals would be
achieved. Groups reached out to a variety of partners and got
their commitment to support the plan and participate in the
action steps.
The goals and action plans presented in this document are just
the beginning of Miller’s work to create a stronger, more
vibrant community. Plans include steps that will take place
over the next five years; over that time, new ideas and
priorities will emerge as the goals here are accomplished and
checked off the list. Miller will continue to revisit this plan,
adding new partners, goals, and strategies, and celebrating
the work that’s already been successful.

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Five Principles of Collective Impact
Principle 1: Common Agenda
All participants have a shared vision for change including a common
understanding of the problem and a joint approach to solving it
through agreed upon actions. Miller stakeholders went through a
visioning process in July 2015 and agreed to the vision at the
beginning of the plan.
Principle 2: Shared Measurement
Collecting data and measuring results consistently across all
participants to ensure efforts remain aligned and participants hold
each other accountable. The action plans that accompany each plan
goal include agreed-upon performance measures that will be tracked
and reported back to monitor progress toward the goals.
Principle 3: Mutually Reinforcing Activities
Incentivizes projects and programs that are different while still being
coordinated through a mutually reinforcing collective impact plan of
action. Achieving the vision requires partners in all sectors to
coordinate their efforts. The plan identifies what parties have
committed to seeing each step of the plan through and also
identifies partners who will provide support. By identifying the lead
partner and laying steps out, activities can be coordinated to achieve
greatest impact.

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Miller Collective Impact Plan | Page 15
Principle 4: Continuous Communication
Consistent and open communication across the participants and stakeholders to build trust, assure mutual objectives, and appreciate
common motivation. The Community Builder has been a hub for communications throughout the planning process. The Steering
Committee will discuss additional systems to put in place to ensure long-term communication.
Principle 5: Backbone Support
Managing collective impact with one convening organization playing a “quarterbacking” role. The lead agent staff will have a specific
set of skills to serve as the backbone for the initiative in a particular place and coordinate the efforts of participating partners. The
Miller Beach Arts and Creative District (MBACD) is the backbone support organization for Miller. MBACD provides oversight and
logistical assistance and facilitates relationships and access to resources.

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Miller has already begun taking action on the ideas coming out of the planning process. Here are just a few examples of what’s been
happening and what’s in the works:
Early Projects
Harvest Festival
Families enjoyed trick-or-treating on Lake
Street while learning about programs and
services available to Miller youth and children.

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Miller Collective Impact Plan | Page 17
Bike Racks and Accessibility Enhancements
Impromptu bike racks like this will soon be unnecessary. Community
members mapped out locations for new bike racks and accessibility
features such as wheelchair ramps.
Welcome Wagon
Important information about community
services, organizations, and businesses will be
distributed at various locations to welcome
people to Miller.

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Miller Collective Impact Plan | Page 18
Beautification
Volunteers have begun cleaning up vacant lots along
Lake Street. They’ll also use public art to beautify the
area and create an inviting atmosphere.
Financial Literacy Workshop
Just in time for New Year’s resolutions,
residents are invited to attend a financial
literacy workshop to be hosted by a local bank.
Miller Map
A map of local nature areas and businesses will be
distributed to tourists and residents alike to increase
tourism and raise awareness of local assets.
Block Clubs
Residents throughout Miller, in the apartments, in
Aetna, and in Glen Ryan will be provided with
information and resources for forming block clubs.

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Residents and community stakeholders formed Working
Groups to develop goals and action plans for achieving seven
themes identified in Miller’s vision: Area Context; Education,
Youth and Child Programming; Environment and Ecotourism;
Jobs and the Economy; Property and Blight;
Safety and Code Enforcement; and
Transportation and Infrastructure. For each
theme, background information and data
are provided to set the stage for the goals
and strategies.
The action plans identify Responsible
Parties, who are the people, groups, and
organizations committed to seeing the step
or plan through to completion. New
partners and interested community
members can contact the Responsible
Parties for more information on the goal. Supporting Partners
are the people, groups and organizations who have
committed to offering tangible support to the Responsible
Party. New partners are invited to join in the work at any time
and will be added to the plan as they’re identified.
The success of goals or steps is determined by
the measures indicated. Responsible parties
will track these measures and report them back
to the community. Not every action plan will
begin right away, and goals can take anywhere
from several months to several years to
complete.
The end of the plan includes information on
how to get updates on Miller’s progress toward
its goals or how to get involved. Residents and
community members will continue revising the
plan to reflect new opportunities and to
address new challenges.
Work Plan
Vision without Action is
merely a dream.
Action without Vision just
passes the time.
Vision with Action can
change the world.
-Joel A. Barker

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In the 1970s, residents formed the Miller Citizens Corporation (MCC) to combat white flight and to work together to create and
maintain a desirable neighborhood. MCC has advocated against sand mining that would destroy the dunes and for enforcement of
zoning and housing codes; organized community cleanups and social gatherings; and provided a space for residents to join together
and make their voice heard. Outside of Miller, news stories mentioning the neighborhood aren’t hard to find. While some cover
trouble or tragedy, many also highlight community events and opportunities. The Northwest Indiana Times and the Chicago Tribune
share the most stories about or mentioning Miller, including a nod to the economic opportunities of expanding transit-oriented
development, community events such as the Annual Miller Garden Club’s Fall Brats and Bulbs Sale or a bike ride from Miller to West
Beach, and stories about Miller’s use of the arts to spur development.
Area Context

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Goal 1: Market the Miller neighborhood to increase positive press mentions to at least once quarterly and to
increase tourism by 10% in 2016.
Action Responsible Party Supporting Partners Timeline Performance Measure
1. Launch Dragonfly NWI
site.
Area Context Action
Group
Miller Citizens Corps,
Miller Business
Association, Miller Beach
Arts and Creative District,
Dragonfly NWI,
Community Builder
January 2016 Site operational
50 hits per month
2. Maintain Miller
Spotlight blog and social
media accounts.
Community Builder Ongoing 2 blog posts per month
100 hits on blog per
month
1 social media post per
day
3. Invite travel journalists
and bloggers from Chicago
to a tour of the
community in June.
Area Context Action
Group
May 2016 50 travel journalists and
bloggers invited
30 commit to attend
4. Host a Community
Tour for travel journalists
and bloggers.
Area Context Action
Group
June 2016 25 people attend tour
4 positive news stories or
blogs are written in 2016
10% increase in tourism in
2016

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Goal 2: Host quarterly social gatherings with at least 100 attendees to update the Miller Quality of Life Plan
and secure volunteers for new initiatives.
Action Responsible Party Supporting Partners Timeline Performance Measure
1. Secure 4 venues (one
for each meeting of the
year)
Area Context Action
Group
MCC, MBA, MBACD,
Dragonfly NWI,
Community Builder
January 2016 Signed agreements with
each space
At least 1 space donated
3. Recruit volunteers and
solicit donations
Area Context Action
Group
MCC, MBA, MBACD,
Dragonfly NWI,
Community Builder
February 2016 10 people sign up to
volunteer
$500 raised
4. Promote events Area Context Action
Group
MCC, MBA, MBACD,
Dragonfly NWI,
Community Builder
February-
November 2016
200 people RSVP
500 site hits/likes on social
media
5. Host event Area Context Action
Group
MCC, MBA, MBACD,
Dragonfly NWI,
Community Builder
Quarterly 100 people attend
75% of volunteer needs
are filled
Goal 3: Build virtual and physical community bulletin boards in 2016.
Action Responsible Party Supporting Partners Timeline Performance Measure
1. Partner with local
artist/craftsperson to
build the physical board
Area Context Action
Group
Education/Youth and Child
Programming Action
Group, Community
Builder, MCC, MBA,
MBACD, Dragonfly NWI,
January 2016 Contract secured

26.
Miller Collective Impact Plan | Page 23
Community Builder
2. Launch the virtual
board via Dragonfly NWI
Area Context Action
Group
Education/Youth and Child
Programming Action
Group, Community
Builder, MCC, MBA,
MBACD, Dragonfly NWI,
Community Builder
January 2016 Site operational
20 posts per month
100 hits per month
3. Choose a location for
the board and secure
permission for placement
Area Context Action
Group
Education/ Youth and
Child Programming Action
Group
January 2016 Spot secured
4. Approve the board
design to be built
Area Context Action
Group
Education/ Youth and
Child Programming Action
Group
February-March
2016
Sign built
5. Host Ribbon Cutting
Ceremony to promote the
board’s grand opening
Area Context Action
Group
April 2016 20 items posted to board
per month
6. Monitor and maintain
the board
Area Context Action
Group
Beginning April
2016
Inappropriate content
removed within 1 week
Technical issues resolved
within 30 days
Physical damage repaired
within 30 days

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Almost a quarter of Miller’s population is under the age of 18. Miller includes several public schools
operated by the Gary Community School Corporation, including Marquette Elementary, Banneker
Elementary, and Wirt Emerson Visual and Performing Arts Academy. Wirt Emerson is a magnet school
for grades 6-12. Its auditorium can seat 2500 people, and the school currently averages 100-200
people per event. Miller is also home to one charter school, KIPP Lead College Preparatory School.
Miller hosted its first Miller Spotlight Harvest Festival in October 2015. Over 200 people attended the
event, in which 22 educational institutions, nonprofits, and other providers distributed candy and
information regarding their programs.
5.7%
6.9%
8.6%
6.2%
4.9%
55.8%
14.9%
Population by Age Groups
Under 5
years
5 to 9 years
10 to 14
years
15 to 19
years
Education and
Youth and Child Programming

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Miller Collective Impact Plan | Page 25
Goal 1: Increase play/event attendance at Wirt-Emerson Visual and Performing Arts Academy by 100% by
November 2018.
Action Steps Responsible Party Supporting Partners Timeline Performance Measure
1. Request updated event
schedule from Wirt-
Emerson.
Carolyn Mc Crady Lea Larson, Friends of
Emerson, Dr. Adrian
Richie, Mark Spencer.
Every semester
beginning
November 2015
Receive a current schedule
2. Promote Wirt-Emerson
events
online
Carolyn Mc Crady Lea Larson, Friends of
Emerson, Dr. Adrian
Richie, Mark Spencer,
community builder,
MBACD
Beginning 3 weeks
before events
50 likes
10 shares
100 page hits
3. Create a phone tree to
contact interested parties
one-on-one about the
Wirt-Emerson events
Carolyn Mc Crady Lea Larson, Friends of
Emerson, Dr. Adrian
Richie, Mark Spencer
Beginning 2 weeks
before event
100 one-on-one
interactions
50 tickets sold
4. Create press packet for
each Wirt-Emerson event
Carolyn Mc Crady Lea Larson, Friends of
Emerson, Dr. Adrian
Richie, Mark Spencer.
Wirt-Emerson Visual Arts
Majors
4 weeks before
event
Packs get created for each
event
5. Contact press about
each Wirt-Emerson event
Carolyn Mc Crady Lea Larson, Friends of
Emerson
4 weeks before
event
5 articles, radio promos,
and/or TV announcements
6. Distribute Flyers across
town
Carolyn Mc Crady Lea Larson, Friends of
Emerson
2 weeks before
event
50 flyers distributed across
Lake and Porter County

29.
Miller Collective Impact Plan | Page 26
7. Ensure that each Wirt-
Emerson event is posted
on the MBA sign and the
Farmer’s Market sign
Carolyn Mc Crady Lea Larson, Friends of
Emerson, Community
Builder, MBA
2 weeks before
event
80% of events posted
8. Document attendance
and attendance trends
Carolyn Mc Crady Lea Larson, Friends of
Emerson, Dr. Adrian
Richie, Mark Spencer,
community builder,
MBACD
Ongoing beginning
December 2015
Average 300 ticket sales
per show in 2017-2018
school year
Increase sales by 5% for
five years thereafter
Goal 2: Host annual Miller Spotlight Harvest Festival to increase enrollment of local educational institutions
and programs for youth and children by 10% by 2019.
Action Steps Responsible Party Supporting Partners Timeline Performance Measure
1. Secure funding for
project
Education/Youth and
Child Programming
Action Group
Community Builder Jan-Oct. (Annually) $1000 raised
2. Fill out and submit
Miller Spotlight Harvest
Festival permit to the
Outdoor Area Events
Department
Education/Youth and
Child Programming
Action Group
Community Builder August (Annually) Permit turned in and
accepted
3. Contact and confirm
the closure of Lake St.
with local businesses and
secure their participation
in the event
Education/Youth and
Child Programming
Action Group
Miller Business
Association (MBA), Miller
Citizens Corps (MCC),
Community Builder
August-September
(Annually)
70% of Lake St. businesses
donate and/or distribute
candy

30.
Miller Collective Impact Plan | Page 27
4. Contact and secure the
local educational
institutions, non-for-
profits and other
volunteer venders
participation in the event
Education/Youth and
Child Programming
Action Group
August-September
(Annually)
Add two new participants
annually until there are at
least 30 total
5. Create press packet for
each year for this event
Education/Youth and
Child Programming
Action Group
August (Annually) Packs get created for each
event
6. Contact press about the
event
Education/Youth and
Child Programming
Action Group
Community Builder September
(Annually)
5 articles, radio promos,
and/or TV announcements
7. Distribute Flyers across
town
Education/Youth and
Child Programming
Action Group
Community Builder September-
October (Annually)
50 flyers distributed across
Lake and Porter County
8. Ensure that the event is
posted on the MBA sign
and the Farmer’s Market
sign each year
Education/Youth and
Child Programming
Action Group
Community Builder, MBA October (Annually) Event posted
9. Secure 20 tables from
Farmer’s Market (first 20
venders to signup get a
table reserved) and ask
any vender from 21+ to
bring a table
Education/Youth and
Child Programming
Action Group
Farmer’s Market October (Annually) 20 tables provided
100% of venders have a
table

31.
Miller Collective Impact Plan | Page 28
10. Secure stage, sound
equipment and volunteer
acts
Education/Youth and
Child Programming
Action Group
August-October
(Annually)
6 hours of volunteer acts
Correct equipment
available for each act
11. Build haunted house
with local youth at
444Grill
Education/Youth and
Child Programming
Action Group
October (Annually) Haunted house complete
100 people go through
house
12. Rent porta potties Education/Youth and
Child Programming
Action Group
October (Annually) 5 porta potties at event
13. Request police officers
for event
Education/Youth and
Child Programming
Action Group
Annually as soon as
the permit is
approved
2 police officers at event
14. Create and post Street
closure signs, remind folks
of the street closure via
social media
Education/Youth and
Child Programming
Action Group
September-
October (Annually)
2 physical signs posted
200 views on social media
15. secure parking from
JJs, Eric Spruth Ma and St.
Mary’s
Education/Youth and
Child Programming
Action Group
September-
October (Annually)
50 parking spots donated
16. Secure a rain alternate
venue
Education/Youth and
Child Programming
Action Group
September-
October (Annually)
Signed agreement for use
of indoor space
17. Host the Miller
Spotlight Harvest Festival
Education/Youth and
Child Programming
Action Group
October (Annually) 300 attendees by 2019
10% increase in
enrollment of participating
programs by 2019

32.
Miller Collective Impact Plan | Page 29
Goal 3: Create a community space and maintain a local institution by opening the Wirt-Emerson pool to the
public by May 2017.
Action Steps Responsible Party Supporting Party Timeline Performance Measure
1. Secure partnership with
Wirt-Emerson Pool
Education/Youth and
Child Programming
Action Group
January 2017 Agreement with Wirt-
Emerson Pool
2. Recruit volunteers Education/Youth and
Child Programming
Action Group
Ongoing
beginning January
2017
10 volunteers in 2017
3. Recruit volunteer
programmers
Education/Youth and
Child Programming
Action Group
Ongoing
beginning January
2017
5 programmers in 2017
4. Recruit participants Education/Youth and
Child Programming
Action Group
Ongoing
beginning January
2017
50 participants in 2017
5. Research and write
grants
Education/Youth and
Child Programming
Action Group
Ongoing
beginning January
2017
100% of funding needs
met
6. Fix up and maintain
Pool
Education/Youth and
Child Programming
Action Group
Ongoing
beginning April
2017
Maintenance needs
addressed
7. Host a Grand Opening
Party for the community
Education/Youth and
Child Programming
Action Group
May 2017 200 attendees
30 attendees sign up for
programs

33.
Miller Collective Impact Plan | Page 30
8. Open pool to the public Education/Youth and
Child Programming
Action Group
Ongoing
beginning May
2017
50 program participants in
summer 2017
200 people use pool
outside of programs in
2017
Usage increases 10%
annually for 5 years
Goal 4: Host Annual April Showcase beginning in 2017 to increase awareness of programs offered by all local
schools.
Action Steps Responsible Party Supporting Partners Timeline Performance Measure
1. Secure a venue Education/Youth and
Child Programming
Action Group
January (annually) Signed agreement with
venue
2. Secure participation of
local educational
institutions
Education/Youth and
Child Programming
Action Group
January (annually) At least one act from each
public and charter school
and one home school act
3. Create press packet for
each year for this event
Education/Youth and
Child Programming
Action Group
March (annually) Packet created for each
event
4.Secure stage, sound
equipment and techs
Education/Youth and
Child Programming
Action Group
February
(Annually)
Necessary equipment
available

34.
Miller Collective Impact Plan | Page 31
5. Contact press about the
event
Education/Youth and
Child Programming
Action Group
March (Annually) 5 articles, radio promos,
and/or TV announcements
6. Distribute flyers Education/Youth and
Child Programming
Action Group
March (Annually) At least 2,000 flyers
distributed
7. Host the April Showcase Education/Youth and
Child Programming
Action Group
April (Annually) 200 people attend first
event
Attendance increases to
300 by 2020
75% of attendees report
increased awareness of
school programs
Goal 5: Hold quarterly meetings with representatives of each school (public and charter), parents/guardians,
youth organizations, and the community to share concerns and develop unified advocacy strategy.
Action Steps Responsible Party Supporting Partners Timeline Performance Measure
1. Create a virtual space
for communication on
youth
Education/Youth and
Child Programming
Action Group
January 2016-
May 2016
Forum launched
2. Invite schools, youth
organizations,
parents/guardians, and
community to join virtual
space
Education/Youth and
Child Programming
Action Group
Ongoing
beginning January
2016
40 people join forum
representing at least 8
different groups
Posts are made at least
twice a week

35.
Miller Collective Impact Plan | Page 32
3. Host quarterly annual
meetings
Education/Youth and
Child Programming
Action Group
Quarterly 20 attendees representing
5 different groups
1 group goal is achieved
annually

36.
Miller Collective Impact Plan | Page 33
Miller is nestled among nationally protected lands, including the Indiana Dunes National Lakeshore. The local environment includes
rare and endangered habitats and rich biodiversity in its dunes and wetlands. Miller’s entire shoreline is a public beach, making it
the closest beach community to Chicago. It’s been a popular vacation destination
since the early 20th
century. Marquette Park, located on the lakefront, was the site
of early aviation experiments pre-dating the Wright brothers. It contains two
historic structures, one of which, the Aquatorium, now serves as a museum. The
City of Gary received a major grant for improvements to Marquette Park in 2009,
but Miller residents have concerns about funding for ongoing maintenance.
Environment and Ecotourism

37.
Miller Collective Impact Plan | Page 34
Goal 1: Develop a “Miller Map” to increase patronage of natural sites and businesses by 10% by December
2016.
Action Responsible Party Supporting Partners Timeline Performance Measure
1. Identify and map natural
areas/ecotourism
opportunities (trails,
beaches, parks) and nearby
businesses (restaurants,
shops, etc.).
Environmental &
Ecotourism Action
Group
City of Gary Parks &
Recreation Department,
Economy & Jobs Action
Group, Miller Beach Arts
& Creative District
(MBACD), National Park
Service (NPS)
October 2015 Draft map
2. Hire skilled individual to
complete artistic work and
develop final product.
Environmental &
Ecotourism Action
Group
City of Gary Parks &
Recreation Department,
Economy & Jobs Action
Group, Community
Builder, MBACD, NPS
Dec 2015 Draft v.2 map
3. Final draft review with
all contributing parties and
send to printing.
Environmental &
Ecotourism Action
Group
City of Gary Parks &
Recreation Department,
Economy & Jobs Action
Group, Community
Builder, MBACD, NPS
March 2016 Approved printed map
4. Distribute to various
Miller venues such as train
station, businesses, etc.
Environmental &
Ecotourism Action
Group
City of Gary Parks &
Recreation Department,
Economy & Jobs Action
Group, Community
Builder, MBACD, NPS
April 2016 500 maps picked up
annually from distribution
locations
5. Post map on internet
and share link through
social media.
Environmental &
Ecotourism Action
Group
City of Gary Parks &
Recreation Department,
Economy & Jobs Action
Group, Community
Builder, MBACD, NPS
May 2016 1000 site hits annually;
10% increase in business
Yelp reviews

38.
Miller Collective Impact Plan | Page 35
Goal 2: Increase attendance of environment and ecotourism events by 10% by December 2016.
Action Responsible Party Supporting Partners Timeline Performance Measure
1. Review 2015
advertisement strategies
and attendance records for
ecotourism events.
Environmental &
Ecotourism Action
Group
December 2015-
January 2016
Report on event
attendance and
advertisement strategies
2. Collect environmental
and ecotourism events,
stewardship opportunities,
volunteer opportunities,
etc. on a monthly basis.
Environmental &
Ecotourism Action
Group
City of Gary Parks and
Recreation Department,
National Park Service,
Purdue University
Calumet Urban Waters
Ambassador, Save the
Dunes
Monthly
beginning
October 2015
25 events/opportunities
collected per year
3. Distribute collected
information monthly via
Miller Spotlight Blog,
Facebook, Nextdoor
Neighbor App, Action
Group email list, Nora
Glenn email list,
DragonflyNWI, and other
media outlets as identified.
Environmental &
Ecotourism Action
Group,
City of Gary Parks and
Recreation Department,
National Park Service,
Purdue University
Calumet Urban Waters
Ambassador, Save the
Dunes, Community
Builder
Monthly
beginning
October 2015
25% increase in
advertisement of events
10% increase in event
attendance

39.
Miller Collective Impact Plan | Page 36
Goal 3: Install 10 new wayfinding and appropriate use signs by December 2017.
Action Responsible Party Supporting Partners Timeline Performance Measure
1. Identify areas where
increased signage is most
needed for way-finding or
to promote appropriate
area use.
Environmental &
Ecotourism Action
Group
City of Gary Parks &
Recreation Department,
Miller Beach Arts &
Creative District; National
Park Service
January 2017 Draft 10 or more locations
for review
2. Seek approval for
signage installation from
property owners such as
National Park Service or
City of Gary.
Environmental &
Ecotourism Action
Group
Miller Beach Arts &
Creative District
February-April
2017
Finalize 10 locations for
approved signage
3. Hire a designer or work
with City/National Park
Service for design of
signage.
Environmental &
Ecotourism Action
Group
City of Gary Parks &
Recreation Department;
Miller Beach Arts &
Creative District; National
Park Service
April-May 2017 Draft sign design(s)
4. Hire local company to
create signage.
Environmental &
Ecotourism Action
Group
City of Gary Parks &
Recreation Department;
Miller Beach Arts &
Creative District; National
Park Service
June-July 2017 10 signs ready for
installation
5. Install signage with
guidance from property
owner.
Environmental &
Ecotourism Action
Group
City of Gary Parks &
Recreation Department;
Miller Beach Arts &
Creative District; National
Park Service
August 2017 10 signs installed

40.
Miller Collective Impact Plan | Page 37
Goal 4: Develop 6 environment and ecotourism themed advertisements for the Miller neighborhood to
increase tourism by 10% in 2017.
Action Responsible Party Supporting Partners Timeline Performance Measure
1. Develop a series of
messages for advertising
Miller’s environmental
assets.
Environmental &
Ecotourism Action
Group
City of Gary Parks &
Recreation Department
January 2017 Draft 6 messages
2. Hire skilled individual to
complete artistic work and
develop advertisements
(such as posters,
postcards, or flyers).
Environmental &
Ecotourism Action
Group
City of Gary Parks &
Recreation Department,
Community Builder;
Miller Beach Arts &
Creative District; National
Park Service
February 2017 Draft 6 advertisements
3. Review final draft with
all contributing parties and
send to printing.
Environmental &
Ecotourism Action
Group
City of Gary Parks &
Recreation Department,
Community Builder;
Miller Beach Arts &
Creative District; National
Park Service
March 2017 Approved advertisements
4. Obtain approval and
distribute to various
venues such as the train
station (both Miller and
Chicago), businesses, and
other locations.
Environmental &
Ecotourism Action
Group
City of Gary Parks &
Recreation Department,
Community Builder;
Miller Beach Arts &
Creative District; National
Park Service
April 2017 6 advertisements running
through the recreation
season (summer)

41.
Miller Collective Impact Plan | Page 38
Businesses within Miller are primarily in retail or tourism. The neighborhood is more affluent than other areas in Gary and has
weathered the City’s economic decline relatively well. The Lake Street corridor caters to neighborhood residents and is more
walkable than other areas in the neighborhood. Approximately 18% of Miller’s labor force works outside of Indiana; many of these
commuters travel to Chicago for work. An additional 3.9% of residents work from home.
35.1%
26.3%
19.8%
2.9%
15.9%
Population by Occupation
Management, business,
science, and arts
occupations
Service occupations
Sales and office
occupations
Natural resources,
construction, and
maintenance
Production,
transportation, and
material moving
Jobs and the Economy

42.
Miller Collective Impact Plan | Page 39
3%
14.9%
0.6%
6.3%
6.6%
1.1%
7.7%
7.8%
25.1%
12.8%
6.4%
7.9%
Construction
Manufacturing
Wholesale trade
Retail trade
Transportation and warehousing, and utilities
Information
Finance and insurance, and real estate and rental and
leasing
Professional, scientific, management, administrative and
waste management services
Educational services, and health care and social
assistance
Arts, entertainment, recreation, and accommodation and
food services
Other services, except public administration
Public administration
Population by Industry

43.
Miller Collective Impact Plan | Page 40
Goal 1: Host 6 how-to workshops for businesses that result in 1 new business opening and 3 businesses
remaining open or expanding by the end of 2017.
Action Steps Responsible Party Supporting Partners Timeline Performance Measure
1. Survey businesses and
prospective business
owners regarding what
skills or information they
need.
Economy & Jobs Action
Group
December 2015 70% return rate of surveys
2. Create schedule of
informational or how-to
events on business skills.
Economy & Jobs Action
Group
January 2016 6 events scheduled
3. Recruit knowledgeable
presenters for each topic.
Economy & Jobs Action
Group
February - June
2016
1-3 presenters committed
to each event
4. Market to businesses
and prospective business
owners.
Economy & Jobs Action
Group
Month before
each event
30 people attend each
session
5. Host 6 events Economy & Jobs Action
Group
December 2017 80% of participants report
that the topics are helpful
to their business
80% of participants report
that the networking
opportunity was valuable
1 new business opens and
remains open
3 businesses report
remaining open or
expanding

44.
Miller Collective Impact Plan | Page 41
Goal 2: Create a coworking space for 8-12 entrepreneurs to launch or grow their business by the end of 2016.
Action Steps Responsible Party Supporting Partners Timeline Performance Measure
1. Host meeting(s) of
home-based businesses,
entrepreneurs, and
interested parties.
Economy & Jobs Action
Group
January – March
2016
30 attendees
2. Determine number of
people interested in
coworking space and their
space (sq. ft.) and
equipment needs.
Economy & Jobs Action
Group
March – April
2016
Report on interest and
space requirements
3. Determine start-up
costs (build-out,
equipment, advertising,
etc.).
Economy & Jobs Action
Group
April – June 2016 Spreadsheet of costs
4. Determine operating
costs (rent, utilities,
maintenance, advertising,
profit, etc.).
Economy & Jobs Action
Group
June – July 2016 Spreadsheet of costs
5. Determine sources of
income (grants, member
fees, etc.).
Economy & Jobs Action
Group
July – August 2016 Spreadsheet of income
6. Make “go/no go”
decision on opening
coworking space based on
financial viability.
Economy & Jobs Action
Group
September –
October 2016
Decision made

45.
Miller Collective Impact Plan | Page 42
7. Seek in-kind donations. Economy & Jobs Action
Group
MBA, MBACD, Dragonfly
NWI
October 2016 –
July 2017
10% of needed items are
donated
8. Fundraise for start-up
costs.
Economy & Jobs Action
Group
October 2016 –
July 2017
100% of start-up funds
available
9. Negotiate contract for
space.
Miller Beach Arts and
Creative District
(MBACD)
Economy & Jobs Action
Group
June 2017 Contract drawn
10. Advertise to local
home-based businesses
and entrepreneurs.
Economy & Jobs Action
Group
MBA, MBACD, Dragonfly
NWI
June 2017 8-12 entrepreneurs sign
up to use coworking space
for one month (free)
11. Launch space. Economy & Jobs Action
Group
MBA, MBACD, Dragonfly
NWI
September 2017 8-12 entrepreneurs sign
one-year contract
12. Fundraise for
operational expenses as
needed.
Economy & Jobs Action
Group
Ongoing 100% of operational
expenses covered
Goal 3: Host 4 Financial Literacy Workshops per year beginning in 2016, improving participants skill 20-30%
Action Steps Responsible Party Supporting Partner Timeline Performance Measure
1. Secure workshop
locations
Economy & Jobs Action
Group
Quarterly 4 different locations
confirmed
2. Contact banks to host
each workshop
Economy & Jobs Action
Group
January-February
2016
4 banks agree to host one
workshop each

46.
Miller Collective Impact Plan | Page 43
4. Promote to local
citizens
Economy & Jobs Action
Group
Dragonfly NWI Quarterly 40 people RSVP
5. Hold a financial literacy
workshop
Economy & Jobs Action
Group
Quarterly 30 people attend
Participants’ skills
improve 20% based on
pre- and post-course tests
Goal 4: Set up a food truck at the Lake St. Beach Snack Shop for the 2016 summer season to demonstrate the
location’s redevelopment potential.
Action Steps Responsible Party Supporting Partners Timeline Performance Measure
1. Propose idea to local
food establishments with
existing food trucks or
interest in venturing into
a food truck operation.
Economy & Jobs Action
Group
Environmental &
Ecotourism Action Group
January 2016 Secure commitment from
3-5 venders
2. Research necessary
permits.
Economy & Jobs Action
Group
Environmental &
Ecotourism Action Group
February 2016 List of necessary permits
and requirements
3. Request permits. Economy & Jobs Action
Group
Environmental &
Ecotourism Action Group
March 2016 All needed permits
approved
4. Sign contracts with
venders.
Economy & Jobs Action
Group
Environmental &
Ecotourism Action Group
March 2016 Vender(s) on contract for
2016 season

47.
Miller Collective Impact Plan | Page 44
4. Advertise online and in
traditional media sources
Economy & Jobs Action
Group
Environmental &
Ecotourism Action Group,
Dragonfly NWI,
Community Builder
April 2016 5 mentions in traditional
media
100 likes on social media
5. Host Lake St. Beach
Launch Party
Economy & Jobs Action
Group
Environmental &
Ecotourism Action Group,
Dragonfly NWI,
Community Builder
Memorial Day
2016
100 people attend
6. Have a food truck out
at Lake St. Beach on
weekends
Economy & Jobs Action
Group
May-September
2016
100 people patron food
truck daily
10% in Beach parking lot
usage

48.
Miller Collective Impact Plan | Page 45
“Affordable housing” is safe, decent housing for which housing costs (mortgage payments, rent, property taxes, insurance, etc.) are
less than 30% of a household’s income. 15.2% of homeowners and 22.2% of renters in Miller spend 30% or more of their household
income on monthly housing costs, meaning that almost 40% of Miller households aren’t living in affordable housing.
12% of Miller properties are vacant for reasons not reported in the Census, which may
indicate that these are abandoned properties. A volunteer task force has been working with
the City of Gary for over 5 years to address blight. Miller residents have also used grassroots
strategies to rehab properties in the past. For example, the City of Gary leased Miller
residents the Aquatorium, a historic building within Marquette Park that had fallen into
disrepair after becoming vacant. Residents used crowdfunding to rehab the building, which
is now open as a museum. The City then used a grant to provide other improvements to
Marquette Park as a whole.
Almost half of Miller’s houses were built before 1960. When vacant properties are
demolished without salvaging and recycling useable materials, unnecessary waste is created
and historic wealth is lost. Rehabitate is an architectural salvage nonprofit working within
Miller to support intentional deconstruction of vacant properties.
Property and Blight

49.
Miller Collective Impact Plan | Page 46
Note: No houses were reported as “Rented, not occupied” or “For
migrant workers.” Units reported as “Other vacant” may be abandoned.
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
Built
2010 or
later
Built
2000 to
2009
Built
1990 to
1999
Built
1980 to
1989
Built
1970 to
1979
Built
1960 to
1969
Built
1950 to
1959
Built
1940 to
1949
Built
1939 or
earlier
Year Housing Structure Built
1.4% 1%
0.6%
1.2%
12%
44.4%
39.5%
Housing Occupancy Status
For rent
For sale only
Sold, not occupied
For seasonal, recreational,
or occasional use
Other vacant
Owner-occupied
Renter-occupied
5.7%
13.9%
10.3%
7.5%
4.4%
1.7%
0.8%
Value of Owner-Occupied
Houses
Less than $50,000
$50,000 to $99,999
$100,000 to $149,999
$150,000 to $199,999
$200,000 to $299,999
$300,000 to $499,999
$500,000 or more

50.
Miller Collective Impact Plan | Page 47
Goal 1: Survey and compile information on 100% of vacant properties by April 2016 to determine
redevelopment potential.
Action Steps Responsible Party Supporting
Partners
Timeline Performance Measure
1. Complete test area Survey
of Lake street to streamline
process
Property and Blight
Action Group
October 1st
2015-
November 1st
2015
Properties in selected area are
100% documented on a
spreadsheet
2. Survey selected properties
throughout the area
determined by a set of
guidelines that could make the
most impact. Compile owner &
tax information on focus
properties
Property and Blight
Action Group
October 15th
–
November 15st
2015
Selected properties are 100%
documented on a spreadsheet
3. Send out letters to owners
of selected properties
Property and Blight
Action Group
November 15th
–
December 1st
2015
100% of properties on list
given an initial contact letter
4. Review legal status and
other possible constraints.
Categorize properties based
on redevelopment strategy
and any legal hurdles.
Property and Blight
Action Group
December 1st
–
15th
2015
100% of focus properties
reviewed and documented
5. Complete a baseline for
measurement using the Gary
Survey to determine
percentages of vacancy and
blight in the area.
Property and Blight
Action Group
December 1st
2015 – December
15th
2015
A baseline with percentages is
documented on a spreadsheet
6. Complete survey of
remaining areas in Miller &
compile information
Property and Blight
Action Group
November 1st
2015 – March
15th
2016
An updated survey with 100%
of properties in a spreadsheet
completed

51.
Miller Collective Impact Plan | Page 48
7. Review and prioritize
properties in ranking system
for future projects
Property and Blight
Action Group
March 15th –
April 15th
2016
Ranking list of properties
completed
Goal 2: Reduce vacant properties in Miller 20% by the end of 2018.
Action Steps Responsible Party Supporting Partners Timeline Performance Measure
1. Use baseline from Goal
1 to establish quantity of
properties needed to
reach goal & rankings of
properties for projects
Property and Blight
Action Group
April 15th
– 30th
2016
20% of vacant properties
identified for rehab
2. Create a base budget
for each project, and
establish funding goals
based on reaching the
20%. Get estimates from
contractors and other
parties required to
complete projects
Property and Blight
Action Group
May 1st
– 15th
2016
Estimates submitted in written
form. Base budget completed
and submitted. Funding goal
set.
3. Compile a list of
possible funding and
partnerships to complete
projects
Property and Blight
Action Group
May 1st
– 15th
2016
List of at least 3 funding
sources and 5 partnerships
4. Reach out to parties on
the list and create
marketing plan to get new
investors, businesses and
residents
Property and Blight
Action Group
May 15th
– 31st
2016
100% of listed parties
contacted
Marketing plan

52.
Miller Collective Impact Plan | Page 49
5. Identify funding gaps
and strategies for filling
them
Rehabitate Property and Blight
Action Group
May 1st
– July 15th
2016
Fundraising plan created
Funding goals reached
6. Conduct lot cleanups
and board-ups
Property and Blight
Action Group
Rehabitate May 1st
– July 1st
2016
100% of lots cleared and
boarded as necessary
7. Select first round of
properties/projects
Rehabitate Property and Blight
Action Group
May 1st
– June
15th 2016
Properties chosen based on
available funding
8. Bid out projects
requiring outside
contractors
Rehabitate Property and Blight
Action Group
May 15th
– June
1st
2016
Bids accepted by Group
9. Begin Projects Rehabitate Property and Blight
Action Group
June 1st
2016 Timeline submitted and
projects started
10. Evaluate progress and
adjust plans accordingly
Rehabitate Property and Blight
Action Group
August 1st
– 15th
2016
Evaluation completed
Changes approved by Group
11. Complete projects by
deadline
Rehabitate Property and Blight
Action Group
October 15th
2015
100% of projects completed
12. Review process and
update action plan based
on lessons learned
Rehabitate Property and Blight
Action Group
October 15th
–
November 1st
2016
Updated plan approved by
Group and community
13. Continue to fundraise,
create action plans for
additional properties, and
carry out action plans
Rehabitate Property and Blight
Action Group
November 1st
2016 – December
1st
2018
Funding, approval and
execution of projects
14. Reduce vacant
properties in Miller by
20%
Rehabitate Property and Blight
Action Group
December 1st
2018
Vacancy reduced by 20%

53.
Miller Collective Impact Plan | Page 50
Goal 3: Compile at least 20 Miller visioning ideas from local universities and the community for a show in June
2016 to raise $10,000 in funding for projects in Miller.
Action Steps Responsible Party Supporting
Partners
Timeline Performance Measure
1. Contact universities for
information on student work.
Get permission from students
to use work.
Property and Blight
Action Group
January 1-15
2016
Approval to use student work
2. Work with students to
reissue work for event
Property and Blight
Action Group
January 15-31
2016
Work is reproduced online and
in print
3. Coordinate with Miller Arts
and Creative District for gallery
style event
Property and Blight
Action Group
January 15-31
2016
Confirmed show with Miller
Arts and Creative District
4. Solicit ideas from
community for their own
future of Miller
Property and Blight
Action Group
February 1-March
1 2016
10 community groups,
organizations and schools
contacted
5. Collect submissions from
community
Property and Blight
Action Group
March 1-April 1
2016
10-20 ideas with images and
narrative
6. Compile works into a gallery
style show with student work
Property and Blight
Action Group
April 1 – May 1
2016
Work is arranged and ready
for show
7. Coordinate and advertise
show
Property and Blight
Action Group
May 1 – June 1
2016
Date & location for show
confirmed
Event advertised to
community and 10 potential
investors
8. Hold show of Miller
visioning ideas
Property and Blight
Action Group
June 1-June 14
2016
500 people attend opening
$10,000 fundraising goal
reached

54.
Miller Collective Impact Plan | Page 51
9. Take work and create a
virtual website
Property and Blight
Action Group
June 14-October
1 2016
Website of work launched.
Goal 4: Address 100% of beautification and security concerns at Lakeshore Dune Apartment complex by April
2018.
Action Responsible Party Supporting Partners Timeline Performance Measure
1. Trim back brush and
maintain trim along public
easement on Cypress
Avenue across street from
Apartment complex
Property and Blight
Action Group
March 22, 2016 Brush is away from public
easement
Easement is 100% neatly
trimmed along Cypress
Avenue
2. Trim back enough
brush and maintain trim
south of 415 N. Lake
Building to reveal existing
landscaping
Lakeshore Dunes
Apartments
March 24, 2016 Brush is away from south of
415 N. Lake
Existing landscape 100%
visible from Lake Street
3. Replace entrance and
address signs with higher
quality signs
Lakeshore Dunes
Apartments
Property and Blight
Action Group
April 5, 2017 100% of entrance and address
signs replaced with higher
quality signs
4. Trim back Large trees
on property
Lakeshore Dunes
Apartments
April 8, 2017 50% of large trees on property
trimmed back
5. Paint rusted window
railings
Lakeshore Dunes
Apartments
June 6, 2017 100% of rusted window
railings painted
6. Market apartments Property and Blight
Action Group
June 8, 2017 Marketing provided (free to
Lake Shore Dunes apartments)
whenever possible.
7. Repair damaged cast
iron fences
Lakeshore Dunes
Apartments
March 23, 2018 100% of cast iron fences
repaired

55.
Miller Collective Impact Plan | Page 52
8. Resurface and restripe
parking lot surfaces and
repair parking lot security
gates
Lakeshore Dunes
Apartments
March 25, 2018 100% of parking lot surfaces
and parking lot security gates
repaired
9. Trim back large trees on
property
Lakeshore Dunes
Apartments
April 16, 2018 100% of large trees on
property
100% of improvements to
property and security
completed

56.
Miller Collective Impact Plan | Page 53
Miller’s lakefront and public beaches are a popular summer destination and rely on lifeguards hired by the City to ensure their
safety. In 2015, a video was publicized apparently showing a lifeguard laying down on the job. The lifeguard was fired, but Miller is
concerned about the potential of a negative reputation for its beach. Miller has the largest section of public beach on Lake Michigan
in Indiana. Volunteers from the Miller Citizens Corp can be seen at the beach and Marquette Park at least twice a week picking up
litter.
Safety and Code Enforcement

57.
Miller Collective Impact Plan | Page 54
Goal 1: Reduce illegal dumping sites within Miller by 75% by 2018.
Action Steps Responsible Party Supporting Partners Timeline Performance Measure
1. Identify dumping sites Safety and Code
Enforcement Action
Group
Property and Blight Action
Group, Environment and
Ecotourism Action Group,
Miller Citizens Corps
(MCC), Miller Business
Association (MBA), Miller
Beach Arts and Creative
District (MBACD),
Community Oriented
Police office (COP)
Annually January
– April
Baseline number of
dumping sites established
At least 5 major spots
identified
2. Identify dumping site
offenders (dumpers)
Safety and Code
Enforcement Action
Group
Property and Blight Action
Group, Environment and
Ecotourism Action Group,
MCC, MBA, MBACD, COP’s
office
Annually January -
April
At least 5 major offenders
identified
3. Report offenders for
criminal charges
Safety and Code
Enforcement Action
Group
Property and Blight Action
Group, Environment and
Ecotourism Action Group,
MCC, MBA, MBACD, COP’s
office
Ongoing At least 5 major offenders
ticketed
4. Clean up dumping sites
or contact specialists who
do controlled cleanups if it
is toxic waste
Safety and Code
Enforcement Action
Group
Property and Blight Action
Group, Environment and
Ecotourism Action Group,
MCC, MBA, MBACD, COP’s
office
Annually May -
August
At least 5 major spots
cleaned

58.
Miller Collective Impact Plan | Page 55
5. Contact city and post
new sign about the fines
involved with illegal
dumping at each site
Safety and Code
Enforcement Action
Group
Property and Blight Action
Group, Environment and
Ecotourism Action Group,
MCC, MBA, MBACD, COP’s
office
Annually August 5 signs posted
6. Monitor cleaned sites Safety and Code
Enforcement Action
Group
Property and Blight Action
Group, Environment and
Ecotourism Action Group,
MCC, MBA, MBACD, COP’s
office
Monthly Annual update on status
of sites
Known dumpers ticketed
Goal 2: Form cooperative relationship by promoting community and police engagement activities with the 4
major apartment complexes within Miller (Park Shore Commons, Lakeshore Dunes, Ishiyama and Woodlake
Village) to reduce the number of police calls by 20% by the end of 2020.
Action Steps Responsible Party Supporting Partners Timeline Performance Measure
1. Set calendar for
quarterly workshops with
Commander Rice and
residents of Park Shore
Commons, Woodlake
Village Apartments,
Ishiyama, and Lakeshore
Dunes Apartments
Safety and Code
Enforcement
Committee
Gary Police Dept.
Commander Rice, Park
Shore Commons Resident
Liaison (Chrissy Link)
Quarterly All parties agree to dates
2. Notify residents of
quarterly workshops
Safety and Code
Enforcement
Committee
Gary Police Dept.
Commander Rice, Park
Shore Commons Resident
Liaison (Chrissy Link)
Quarterly 100% of residents receive
notification

59.
Miller Collective Impact Plan | Page 56
3.Organize a meeting
space
Safety and Code
Enforcement
Committee
Gary Police Dept.
Commander Rice, Park
Shore Commons Resident
Liaison (Chrissy Link)
Quarterly Available meeting room
with tables and chairs
4. Create meeting agenda Safety and Code
Enforcement
Committee
Gary Police Dept.
Commander Rice, Park
Shore Commons Resident
Liaison (Chrissy Link)
Quarterly Agenda prepared
5. Hold meeting Safety and Code
Enforcement
Committee
Gary Police Dept.
Commander Rice, Park
Shore Commons Resident
Liaison (Chrissy Link)
Quarterly Participation increases by
5% each meeting
20% of rental units attend
one or more meetings by
2020
20% decrease in calls to
police from apartments by
2020
Goal 3: Post 10 new anti-littering/code enforcement signs (with code enforcement phone number) in trouble
spots by January 2017.
Action Steps Responsible Party Supporting Partners Timeline Performance Measure
1. Identify 10 sites Safety and Code
Enforcement Action
Group
Property and Blight Action
Group, Environment and
Ecotourism Action Group,
Miller Citizens Corps
(MCC), Miller Business
Association (MBA), Miller
January 2016-
April 2016
At least 10 major spots are
identified

60.
Miller Collective Impact Plan | Page 57
Beach Arts and Creative
District (MBACD),
Community Oriented
Police office (COP)
2. Request code
enforcement signs from
City
Safety and Code
Enforcement Action
Group
Property and Blight Action
Group, Environment and
Ecotourism Action Group,
MCC, MBA, MBACD, COP’s
office
January 2016-
April 2016
10 signs posted
3. Report offenders for
criminal charges
Safety and Code
Enforcement Action
Group
Property and Blight Action
Group, Environment and
Ecotourism Action Group,
MCC, MBA, MBACD, COP’s
office
Ongoing Known offenders ticketed
4. Clean up sites or
contact specialists who do
controlled cleanups if it is
toxic waste
Safety and Code
Enforcement Action
Group
Property and Blight Action
Group, Environment and
Ecotourism Action Group,
MCC, MBA, MBACD, COP’s
office
May 2016-August
2016
At least 10 sites cleared of
litter
5. Monitor sites Safety and Code
Enforcement Action
Group
Property and Blight Action
Group, Environment and
Ecotourism Action Group,
MCC, MBA, MBACD, COP’s
office
Monthly after
August 2016
Annual update on status
of site
Known offenders ticketed

61.
Miller Collective Impact Plan | Page 58
Goal 4: Improve lifeguard accountability to reduce safety incidents on the beach by 10% in the 2016 season.
Action Steps Responsible Party Supporting Partners Timeline Performance Measure
1. Meet with the Gary
Parks Department and the
Shoreline Committee
Safety and Code
Enforcement Action
Group
Environment and
Ecotourism Action Group,
Miller Citizens Corps
(MCC), Miller Business
Association (MBA), Miller
Beach Arts and Creative
District (MBACD)
January 2016 Goal accepted by Parks
Dept. and Shoreline
Committee
2. Recruit 5 former life
guards to help implement
this goal
Safety and Code
Enforcement Action
Group
Environment and
Ecotourism Action Group,
MCC, MBA, MBACD
January 2016-
April 2016
5 volunteers
3. Provide Red Cross
training, including CPR, to
all lifeguards
Safety and Code
Enforcement Action
Group
Environment and
Ecotourism Action Group,
MCC, MBA, MBACD
January 2016-
April 2016
100% of lifeguards pass
training
4. Provide necessary
equipment to lifeguards
Safety and Code
Enforcement Action
Group
Environment and
Ecotourism Action Group,
MCC, MBA, MBACD
January 2016-
April 2016
100% of lifeguards have
uniform, 100% of
lifeguards have binoculars,
100% of lifeguards have
emergency contact
information
5.Provide training on
lifeguard duties and
expectations
Safety and Code
Enforcement Action
Group
Environment and
Ecotourism Action Group,
MCC, MBA, MBACD
April 2016-
September 2016
100% of lifeguards
participate in orientation
training; 100% of

62.
Miller Collective Impact Plan | Page 59
lifeguards have uniforms
and binoculars at each
shift, 100% of lifeguard
breaks are covered
through coordination with
other lifeguards, 50% less
litter on beach and
shoreline
6. Monitor lifeguards and
document their
adherence to duties and
expectations
Safety and Code
Enforcement Action
Group
Environment and
Ecotourism Action Group,
MCC, MBA, MBACD
April 2016-
September 2016
Weekly reports

63.
Miller Collective Impact Plan | Page 60
In Miller, 8.8% of households don’t have a vehicle available. The neighborhood is served by GPTC (Gary Public Transportation Corp)
bus #13, which runs a loop through the neighborhood once an hour from about 6am to 8pm weekdays and 10am to 6pm on
Saturday. Miller is also connected regionally via a stop on the South Shore Line. According to the 2000 census, 6% of Miller
residents use public transportation to commute to work. Public
transportation is also used for recreational activities, as is biking. There are
signs promoting safe bike use on Marquette Drive, and the only bike rack in
Miller is located at the library. There are no protected bike lanes in Miller.
There are currently four bike tours per year, attended by about 15 riders.
There’s also one walking tour every year, attended by about 8 people. The
Chanute Trail is a paved trail in Marquette Park. The Marquette Trail follows
an abandoned rail line through the Indiana Dunes National Lakeshore. Each
trail has about 15 users per day. A map is available highlighting ten miles of
safe bicycle routes.
Transportation and Infrastructure

64.
Miller Collective Impact Plan | Page 61
72.5%
9.3%
18.2%
Place of Work
Worked in county of
residence
Worked outside
county of residence
Worked outside state
of residence
79.1%
10.5%
2.0%
3.3%
1.2% 3.9%
Mode of Transportation to Work
Car, truck, or van -
drove alone
Car, truck, or van -
carpooled
Public transportation
Walked
Taxicab, motorcycle,
bicycle, or other
Worked at home

65.
Miller Collective Impact Plan | Page 62
Goal 1: Identify and engage at least ten (10) key regional partners involved in development, improvements
and funding of transportation infrastructure to advocate for and find means to achieve our short and long term
goals beginning 10/31/2015.
Action Steps Responsible Party
Supporting
Partners Timeline Performance Measure
1. Identify at least ten key partners
and develop a listing of each
partner's standing meeting dates
(e.g., NIRPC committees, RDA,
Accessibility Organizations, City of
Gary Planning and other )
Subcommittee of
Transportation and
Infrastructure Action
Group
10/31/2015
List of at least ten key partners
noting areas of mutual interest
& Calendar of regular meetings
and upcoming special
meetings
2. Recruit volunteers to review
upcoming meeting agendas of key
partners, attend meetings, advocate
and report back to the Committee
Subcommittee of
Transportation and
Infrastructure Action
Group
12/31/2015
Network of at least one
volunteer for every key
partner
3. Develop marketing plan to notify
Miller residents of relevant meetings
and to mobilize residents for
advocacy as needed
Subcommittee of
Transportation and
Infrastructure Action
Group
12/31/2015
Marketing plan complete
120 residents attend relevant
meetings
4. Facilitate meeting between key
partners, the committee and at least
one interested citizen to discuss and
brainstorm viable pathways to
achieve our goals
Subcommittee of
Transportation and
Infrastructure Action
Group
First meeting
by
1/31/2016;
bimonthly
meetings
thereafter
100% of key partners
participate in meeting
50% of partners commit to
steps from Miller Collective
Impact Plan

66.
Miller Collective Impact Plan | Page 63
Goal 2: Increase number of residents biking, rolling and walking in Miller 500% by 2025.
Action Steps Responsible Party Supporting partners Timeline Performance Measure
1. Market with existing
regional or national trails
Internet sites
Transportation and
Infrastructure Action
Group
January 1, 2016 –
December 31,
2026
Marketing increases
biking and walking in
Miller by 10% each year
2. Make a logo design to
brand the neighborhood
as ideal for all types of
transport and exploration
Cullen Ben-Daniel February 28,2016 Logo
3. Install bike racks on
Lake Street near
businesses North and
South of rail tracks
Transportation and
Infrastructure Action
Group
18th Street Brewery April 15, 2016 At least 3 new bike racks
installed
4. Host more
bicycle/walking tours
Transportation and
Infrastructure Action
Group
Cycle Miller Beach, Kim
Swift of National Park
Service
January 1, 2016
through
December 31,
2025
26 rides per year
6 walk tours per year
Attendance increases by
10% every year
5. Request that City place
signs on public easements
for walking trails at the
Chanute Trail and the
Marquette Trailheads on
Grand, Montgomery,
Douglas Center and
County Line Road.
Transportation and
Infrastructure Action
Group
May 3, 2017 Two signs mark each
walking trail destination
50% increase in foot
traffic within one year

67.
Miller Collective Impact Plan | Page 64
6. Request reflective
painted bike lanes and/or
signage leading to the
Chanute Trail and the
Marquette Trailheads on
Grand, Montgomery and
County Line Road
Transportation and
Infrastructure Action
Group
May 3, 2017 Two signs and two bike
lanes marking each bike
trail destination
50% increase in bike
traffic within one year
7. Request reflective bike
striping and signage on
Lake Street
Transportation and
Infrastructure Action
Group
May 15, 2017 2.5 miles of reflective bike
striping and signage on
Lake Street
50% increase in biking on
Lake Street
8. Establish a “Build-A-
Bike” type program at the
Farmers Market or regular
storefront.
Ken Parr Mandi Renslow and Cycle
Miller Beach
May 15, 2018 One person per week will
use program to increase
by 50% each year
9. Request striping and/or
signage promoting safe
bike routes through
neighborhoods
Transportation and
Infrastructure Action
Group
May 29, 2018 Increase striping and/or
signage from one (1)
existing bike route to five
(5) more bike routes.
10. Advocate for bicycling
and walking safety
measure in all new Miller
roadway projects
Transportation and
Infrastructure Action
Group
November, 25,
2018
100% of new roadways
built to be safe and
convenient for bicycling
and walking
11. Map trails and bicycle
safe routes
Transportation and
Infrastructure Action
Group
Cycle Miller Beach October 20, 2020
,
Map 100 miles of safe
biking routes
12. Advocate for
protected bike lanes and
wider sidewalks on Lake
Street, Grand Blvd, and
Transportation and
Infrastructure Action
Group
November 3,
2020
At least 50% length of
Lake Street, Grand Blvd.,
and Oak Avenue has
protected bike lanes and

68.
Miller Collective Impact Plan | Page 65
Oak Avenue wider sidewalks (totaling
3.5 miles)
13. Advocate for
protected bike lanes and
wider sidewalks on Lake
Street, Grand Blvd, and
Oak Avenue
Transportation and
Infrastructure Action
Group
May 04, 2025 100% length of Lake
Street, Grand Blvd., and
Oak Avenue has
protected bike lanes and
wider sidewalks plus
100% length (4 miles)
from Lake Street train
station to Gary Metro
train station.
Goal 3: Bike Share and Car Share programs will increase from zero users to a combined twenty (20) users per
day by 2019.
Action Responsible Party
Supporting
Partners Timeline Performance Measure
1. Create DIY Bike Share Program Subcommittee of the
Transportation and
Infrastructure Action
Group
7/30/2016 4 bikes available for
16 users per month
A. Acquire bikes via donation, salvage,
or second-hand purchase
Subcommittee of the
Transportation and
Infrastructure Action
Group
5/15/2016 4 bikes acquired
B. Refurbish and tune-up bikes, paint
frames all the same color, and affix
bike share rules
Subcommittee of the
Transportation and
Infrastructure Action
Group
7/15/2016 100% of bikes refurbished

69.
Miller Collective Impact Plan | Page 66
C. Conduct assessment to determine
bike placement locations
Subcommittee of the
Transportation and
Infrastructure Action
Group
7/15/2016 2 locations identified as high
need/high use areas
D. Place bikes and lock with
combination locks that all have the
same combination
Subcommittee of the
Transportation and
Infrastructure Action
Group
7/30/2016 100% of bikes placed and
locked
E. Redistribute bikes as needed Subcommittee of the
Transportation and
Infrastructure Action
Group
Ongoing Bicycles are available on
demand to users at least 75%
of the time.
F. Collect bike share usage data Subcommittee of the
Transportation and
Infrastructure Action
Group
Ongoing Monthly Report
2. Evaluate DIY program; if there’s
sufficient interest in a bike share,
research what model is appropriate
for Miller and develop a plan for
approaching a transportation agency
or company to develop a bike sharing
system
Transportation and
Infrastructure Action
Group
2018
3. Create DIY Car Share Program: A car
co-op where driver members
collectively purchase, insure and
maintain a vehicle
Transportation and
Infrastructure Action
Group
6/1/2017 6 users for
2 cars
A. Assemble interested residents to
discuss car co-op structure and sign
agreement
Transportation and
Infrastructure Action
Group
4/1/2017 6 participants

70.
Miller Collective Impact Plan | Page 67
B. Develop membership fees to
collectively purchase car and pay for
insurance and upkeep
Transportation and
Infrastructure Action
Group
6/1/2017 Purchase of car and insurance
Maintenance account
C. Set up a Google calendar for
members only to reserve the car
Transportation and
Infrastructure Action
Group
6/1/2017 95% of users report that car
reservation is easy, calendar is
accurate
D. Collect car share usage data Transportation and
Infrastructure Action
Group
Ongoing Quarterly Report
4. Evaluate official car-sharing
program; if there’s sufficient interest
in a car share, research what model is
appropriate for Miller and develop a
plan for approaching a company to
develop a car sharing system
Transportation and
Infrastructure Action
Group
2019
Goal 4: Provide shuttle bus services to 500 Miller residents on weekends and for special events by summer
2016 and increase numbers by 10% each year until the beginning of 2018.
Action Responsible Party
Supporting
Partners Timeline Performance Measure
1. Identify prioritized needs and key
stakeholders and partners
Transportation and
Infrastructure Action
Group
12/15/2015 5 priorities identified
5 partners identified
2. Hold meetings with key partners
to identify mutual interests,
determine shuttle goals, and agree
on next steps
Transportation and
Infrastructure Action
Group
2/15/2016 10 meetings with at least 5
potential partners
At least 3 partners commit to
next steps

71.
Miller Collective Impact Plan | Page 68
3. Facilitate a community meeting to
gather input on needs, desires and
goals (e.g. usage, routes, frequency,
special events, etc.)
Transportation and
Infrastructure Action
Group
3/15/2016 100 residents attend
75% indicate desire for shuttle
service
25% commit to next steps
2 routes identified
5 special events identified
4. Initiate pilot program to track
shuttle bus usage
Transportation and
Infrastructure Action
Group
Summer – Fall
2016
2 buses on 2 routes
20 riders per route per bus
At least 500 riders per
weekend
75% of riders indicate
satisfaction with service
Goal 5: Develop a website tracking physical obstacles to accessibility in Miller and improve the 10 public sites
identified as least accessible by 2020.
Action Responsible Party Supporting
Partners
Timeline Performance Measure
1. Evaluate and rate public
infrastructure and buildings for
physical obstacles to accessibility
Transportation and
Infrastructure Action
Group
September
2016
Report documenting
assessment findings
2. Build a website to report on
building accessibility ratings
Transportation and
Infrastructure Action
Group
December
2016
75% of public and commercial
buildings listed
100 site hits per year
3. Advocate for the City to update
existing accessibility infrastructure
Transportation and
Infrastructure Action
Group
October 2017 10 least accessible sites are
improved to “highly
accessible”

72.
Miller Collective Impact Plan | Page 69
4. Monitor new infrastructure
projects for compliance
with Title II of the Americans with
Disabilities Act and
other accessibility laws
Transportation and
Infrastructure Action
Group
Ongoing 100% of new infrastructure
meets legal requirements for
accessibility
5. Track accessibility of new projects
being developed by private and
public sectors on website
Transportation and
Infrastructure Action
Group
By 10/2020 75% of local projects listed
100 site hits per year
Goal 6: Make all Miller Spotlight web content accessible by 2019.
Actions Steps Responsible Party Supporting
Partners
Timeline Performance Measure
1. Develop accessibility policy for
Miller Spotlight web content and
post to Miller website
Transportation and
Infrastructure Action
Group
October 2017 Policy posted
2. Convert existing web content to
accessible format
Transportation and
Infrastructure Action
Group
October 2018 100% of existing content is in
accessible format
3. Test pages for ease of use Transportation and
Infrastructure Action
Group
Annually 100% of web content is
accessible

73.
Miller Collective Impact Plan | Page 70
The Miller Collective Impact Plan was presented in a
community presentation on November 14, 2015, at Wirt-
Emerson High School. Action Group members shared updates
on their partnerships and activities so far, and residents and
stakeholders were invited to get involved. Implementation is
ongoing, and new ideas and strategies will be added to the
Plan as they’re identified by Miller.
Next Steps
To learn more or get involved:
millerspotlight@gmail.com
www.legacyfdn.org/neighborhoodspotlight/miller
www.millerspotlight.blogspot.com
www.facebook.com/millerspotlight