1. 21st Century All-American City VISION/ACTION PLAN

2. History of Visioning Process

3. Approximately 2,500 ideas from residents collected through input sessions and surveys.
Ideas were synthesized by priority, feasibility, and impact.

4. Vision Plan Arts, Recreation, and Entertainment
Education
Health, Wellness & Safety
Housing and Neighborhoods
Jobs, Economy, and Commerce
Transportation and Infrastructure

5. Vision Statement
Middletown, Ohio will be a premier, 21st Century All- American community with civic pride and a welcoming doorstep; diverse and connected neighbors; opportunities for workers and businesses in the new economy; and access to quality arts, entertainment, education, housing, healthcare, and recreation.

6. Economic Development Lifestyle Civic Pride
Connect business, education, and community for career exploration and job growth
Revitalize downtown as a hub for commerce and all of community
Clear brand for Middletown and community assets
Promoting and building awareness about great things
Attracting and retain residents (i.e. incentive to live and work here, street showcase)
Riverfront development
Recreation as a nexus for healthy living, youth development, and civic pride
Connectivity, socially and physically
Lifestyle
Riverfront development, particularly for arts, entertainment, recreation, housing, and shopping.
Recreation as a nexus for healthy living, community engagement, youth development, and civic pride. Making sure that the community, especially young people, have access to recreation was important. Transportation plans that accommodate bikes and pedestrians, for recreation as well as other purposes, was also mentioned several times.
Connectivity, socially and physically, so that all residents feel a part of a network that is well -informed about community activities and progress and can conveniently access community assets by various modes of transportation.
Economic development
Better connecting education, business, and community organizations, particularly to support career exploration and increase what students and families see as the value of education and access to education and career opportunities. The school-community partnerships will also harness resources so that students have access to 21st century technology and support systems to take care of needs so that students can focus on education. This effort will express to students and families that we believe in their future.
Revitalizing downtown as a hub of commerce and community. Stakeholders want to see downtown thrive as a place to live, work, and play. From stores and restaurants to market-rate living to small firms, people want to see a strong downtown.
Civic Pride
Creating a clear brand for Middletown and special community assets. Crafting the message, signs, and communication vehicles to create a sense that Middletown has a “bright past, and brighter future.”
Promoting and building awareness about the great things of Middletown from arts and entertainment to progress in our schools to patronizing local business.
Attracting and retaining residents. From providing the right amenities to strengthening the reputation of schools to offering quality housing options for middle income families, the intent was often to attract new and keep existing residents in Middletown. It was also noted that there was special value in encouraging more people who work in Middletown to live in the city. Some ideas included having “street showcases” to intensely deploy resources in needy neighborhoods and down payment assistance or student loan forgiveness

7. Measuring Progress
Increase percentage of young children prepared for Kindergarten
Increase percentage of high school students who graduate prepared for the next step, including metrics for high school graduation, ACT/SAT participation, college going and industry credentialing
Increase percentage of adults with a degree or workforce certificate
Increase percentage of labor force gainfully employed
Increase number of businesses located in Middletown, including dining and retail establishments
Increase total revenue of businesses located in Middletown, with special attention to downtown retail
Increase number and percentage of households with incomes above the poverty line
Increase the median home value in absolute value or in relation to the region
Increase percentage of the community who report having a usual and appropriate place to go for healthcare
Increase percentage of the community who report having excellent or very good health

8. Next Steps
Transition committee is sharing document with Middletown organizations and seeking endorsements and understanding of activities
Community Wide Announcement
Engaging a rotation of organizations to monitor progress toward vision and engagement of key resources
Fall State of the Vision Updates
Considerations for City Council:
Review and provide questions or comments
Align resources and planning to priorities identified

9. Thank you! Karin Maney, Executive Director Community Building Institute Middletown Calista H. Smith, Executive Director Middletown Moving Forward