So the most we would not have no one.

Okay.

Thank you, Mair Commissioners.

Thank you for having us.

We brought an incredibly critical community partner here to give you an update or to earn.

I'll turn it over to Stacey Court.

Hello, Mayor, Commissioner, thank you very much for having us.

And thank you for giving us the privilege and I'll get back in the habit.

Thank you very much for having us, and thank you for the opportunity to work with you to facilitate the new vision for the future of Dayton.

We're really excited to share an update with you.

So just a little bit of background about Learn to Earn sort of to ground us in our role in the community and working with you and with other community partners.

We have a method of our work that really is always grounded in the data.

So if you look around the room, you can see some of the data boards that we prepared as part of this initiative to share with young people and partners.

But we always start with the data.

And then we bring partners together to look at that data together and say what might we be able to do differently to get better outcomes for all of our kids in Jane.

And those partners, what we really work to do is to launch new ways of doing things as proof points to say we can do this differently to get better outcomes.

And when people align, when partners align instead of doing things in a siloed way, that we can really catalyze impact.

We establish those proof points while we're doing that.

We're always designing for sustainability in the long run.

And so we work with a policy lens often, and that's a that's both a big key and a small key policy.

Sometimes institutionalizing the way that we proved a new approach led to better outcomes.

Sometimes it's working at the state level or the local level to realign resources to fund things in a different way and to fund the method of cross-sector partnership.

But we're always looking, we always design with an eye of long-term sustainability.

So I want you to know that.

And that's this whole method is very true for the way that we led the facilitation of the youth vision.

And this is just a visual that um that shares overall what we're working to do.

Our goal is to create a seamless cradle and career pipeline for all young people in Montgomery County.

Um those academic core pieces of early childhood education, K-12 success and college and career preparation.

That's the core of it.

But what we know to be true is that students spend about 80% of their time outside the classroom minutes.

So as a community, we have to come together to say what is that 80% look like.

And that's why we focus on high quality out-of-school time, summer and after school, uh, that place-based two-generation support, looking at how do we bolster whole families for economic mobility, incorporating youth and community voice, and then just in general being really mindful about increasing access to opportunity.

There are a lot of things.

So building on oh afternoon.

Hi everyone, it's good to see you, Mayor.

Um I'm Vierca Fields and I'm with Larna Dayton.

So happy to um give you an update on where we are with the student engine for Dayton.

Um, so you know, as Stacey said, what's really in uh critical to the success of how we're improving social and economic mobility, not just for um our entire residents, but young people specifically is to make sure that we're looking at opportunities to prioritize proximate leadership and proximate voice.

And so who best to be able to tell us how to vision for the city over the next few years, what we need to prioritize and young people.

That close to situation either ones are experiencing challenges.

They're the ones who are experiencing um opportunity, uh, also positive things, but also ones who can tell us how to leverage the assets that we have to make sure that we're serving them.

And so it's been a national best practice, National League of Cities, as um I know you know, has um talked about how it's a best practice to make sure that we're looking at um creating visions for cities that are co-created at the very least, if not led completely by young people to tell us how we can unify our shared resources and assets to make sure that we're aligned, not just within the city, but aligned with our districts, our out-of-school time partner, our community partners to make sure that we're working collaboratively to serve best serve our students.

Um, and so that's really the fundamental um belief behind creating a student vision for the city.

Um and so we're really excited.

We're really excited to have the opportunity to do that in coordination with the city of Dayton on behalf of the city of Dayton to lead this process to create a vision that was really led completely by young people within the city.

And so the master plan um uh update that you see before you uh outlines uh goals, uh priorities, need statements, and strategies that will help us as we're creating that long-term vision for how we really want to be unified and how we're investing um in young people.

We before we get started into the content of the of the strategic plan.

I wanted to share with you one of the students who we worked with talked about her experience living in Dayton, and a lot of what you're gonna see in the vision really focuses on opportunities for improvement.

Um, but I think young people, it's important to know that young people are incredibly tied to the city, are incredibly tied to their neighborhoods, um, really feel strongly um and have a belief in their city and in their neighborhoods.

And so I just wanted to share this before we get started.

Is that from one of the high school students we worked with?

I've lived in Dayton my whole life, even after struggles or hard times.

Dayton always manages to bounce back stronger each time.

Because of the experiences I've had in the city, I've grown and I've learned to love this place I call home.

So I thought that was just it spoke to the entire process uh really of what we learned and gleaned from young people is that they're really conducted from what we invested in leaders and trying to um determine ways in which we can improve opportunities for them.

That's a very strong statement.

Very strong.

Thank you for that.

So sometimes uh videos and pictures can do the work justice better than than we can.

And so we wanted to be able to show you a short clip of the process um and what it's looked like so far.