Skip to content

Strategic Plan

Home » About Us » Strategic Plan
Strategic Plan Cover
CRTPO Strategic Plan

The CRTPO developed its first Strategic Plan in 2021 to facilitate staff linking day-to-day planning activities with the organization’s mission, long-term vision, goals, and actionable strategies. The Strategic Plan provides mechanisms for monitoring progress and provides a framework for the CRTPO’s work over the next 5 – 10 years. Undertaking a strategic plan was a key recommendation of the 2019 Staffing & Resources Study and was endorsed by the CRTPO Board at its May 2019 retreat. A Steering Committee was established to help guide the plan’s development.

In 2025, CRTPO staff undertook its first significant update of the Strategic Plan. The update included an evaluation of each existing strategy, development of new strategies, and the formation of a Focus Group to provide external feedback and guidance. The CRTPO’s mission and vision statements as well as its organizational goals were not reviewed during the 2025 update process.

The updated Strategic Plan was adopted by the CRTPO Board in November 2025.

Read the Plan

CRTPO’s Mission and Vision

The CRTPO’s mission and vision statements are foundational elements of our Strategic Plan. The mission statement describes our organization’s purpose and intentions. The vision statement articulates what the CRTPO aims to achieve through our planning work.

Mission

The CRTPO provides leadership and collaboration with member communities and partners in developing our region’s transportation system.

Vision

A connected and equitable transportation system that provides mobility choices for the region.

CRTPO’s Goals and Strategies

The CRTPO’s goals are broad statements describing how the CRTPO will realize its vision. Each goal is supported by several strategies, which are tangible action steps that will be taken to support achievement of the goal. When taken into consideration with our vision and mission, these pillars outline the overall strategic direction for the CRTPO.

As part of our 2025 update, strategies have been categorized as either Project or Procedural to help clarify how they will be implemented. Project strategies are actionable and typically product-driven, with a clear end. We have detailed supporting information for these strategies, including Priority and Key Partners, to provide context and guidance on implementation considerations and potential action items.

  • Low priority indicates a strategy should be initiated within 3 years because it is more complex or requires additional resources
  • Medium priority indicates a strategy should be initiated within 2 years because it requires some preparation or significant coordination
  • High priority indicates a strategy should be initiated within 6 months and staff is prepared to start work

CRTPO staff will lead the implementation of all strategies in its Strategic Plan, and we have identified key partners to indicate the organizations that the CRTPO believes will be critical collaborators in the implementation process. Their involvement will vary but may include being the target audience of a deliverable, providing review and feedback, or serving as partners in the development of deliverables.

Procedural strategies are continuous efforts that the CRTPO has integrated into its plans and programming. These strategies are core to the CRTPO’s ongoing processes and have no defined conclusion.

Goal 1: Leadership

LEAD ON REGIONAL MOBILITY ISSUES.

Project Strategies
A. Create an Education Programming Plan to educate members and partners about the CRTPO, its plans, and its programming through presentations, engagement, and discussion.

  • Priority: High
  • Incorporate programming and protocols for CRTPO 101 presentations, core product guidance, showcasing members’ successes, and education sessions

B. Create a dashboard to display current Performance-Based Planning & Programming metrics and educate members and the public about the CRTPO’s impacts on the region.

  • Priority: High
  • Provide a user guide explaining the data and how to interpret it
  • Maintain the dashboard on an annual basis

C. Collaborate with members and partners to identify data sources that are available across the entire CRTPO planning area to ensure consistency in regional planning and programming efforts.

  • Priority: High
  • Key Partners: Metrolina Regional Travel Demand Model, Neighboring NC MPOs
  • Coordinate with CRC for updates to the CommunityViz Model
  • Review and update on an ongoing basis

D. Develop training and education materials to be shared through the Regional Transportation Planning Program that address priority issues and provide insights on how to integrate recommended strategies into local plans and programs.

  • Priority: Medium
  • Key Partners: Transportation staff
  • Topics could include Complete Streets, Intelligent Transportation Systems, and safety planning

E. Provide tools and support to planning area transportation service providers to facilitate the development and coordination of capital strategic investment planning efforts.

  • Priority: Low
  • Key Partners: CRC, Regional transit providers
  • Coordinate work through the Transit Providers Work Group
  • Partnerships can help maximize efficiency

Procedural Strategies
F. Actively engage with regional, state, and national organizations to promote CRTPO initiatives and learn from peers about emerging trends and best practices. Example organization include, but are not limited to:

  • American Planning Association
  • AMPO
  • NC AMPO
  • NC Vision Zero
Goal 2: Communication

PROACTIVELY ENGAGE THE PUBLIC TO INCREASE AWARENESS OF REGIONAL TRANSPORTATION ISSUES.

Project Strategies
A. Pursue opportunities for collaboration with new, external stakeholders whose interests align with the CRTPO’s Mission and Vision to ensure consistency in regional priorities and projects.

  • Priority: High
  • Key Partners: Business communities, Civic groups, Colleges and universities, Non-profit organizations, and Other stakeholders
  • Identify points of contact for each organization to be included for future public input opportunities
  • Revisit stakeholder database ahead of each MTP cycle to prepare for engagement
  • Establish a consistent presence at community meetings

B. Implement the CRTPO branding strategy and Communications Plan, and review both on a 5-year cycle to document emerging trends and relevant updates.

  • Priority: Medium
  • Key Partners: City of Charlotte Communication & Marketing
  • Ensure all templates and materials are ADA compliant

C. Develop new digital education content targeted at educating the public about the CRTPO, its role in regional transportation planning, and project success stories.

  • Priority: Medium
  • Key Partners: City of Charlotte Communication & Marketing
  • Content should be designed to be shared through the CRTPO’s various social media platforms, with YouTube being the primary repository for video content

D. Conduct a regional mobility priorities survey to gather input from member jurisdictions and regional partners on the transportation issues and opportunities that matter most to them.

  • Priority: Medium
  • Key Partners: TCC, Transportation staff
  • Results of this survey will be incorporated into the development of the 2060 MTP as well as the next update of the Strategic Plan

Procedural Strategies
E. Continue holding Quarterly Communications Meetings with member Public Information Officers to relay information relevant to ongoing transportation planning initiatives and to share best practices for public engagement.

Goal 3: Collaboration

FOSTER A CULTURE OF COLLABORATION WITH PARTNERS.

Project Strategies
A. Support the Beyond 77 Coalition in prioritizing and implementing Strategies & Solutions from the Beyond 77 Corridor Study.

  • Priority: High
  • Key Partners: B77 Coalition, Board, TCC
  • Facilitate meetings on a quarterly basis (or as needed)
  • Conduct research, provide resources, and drive decision-making

B. Collaborate with Centralina Regional council to support multimodal and transit-oriented planning efforts and projects.

  • Priority: Medium
  • Key Partners: CRC, Regional transit providers
  • Support the development and implementation of the Regional Transportation Demand Management (TDM) Plan

C. Coordinate with neighboring MPOs and RPOs to identify priority issues, seek funding, and undertake joint planning studies to address transportation planning needs at a regional level.

  • Priority: Medium
  • Key Partner: Neighboring MPOs and RPOs
  • Opportunities could include the next phase of the Catawba Crossings Project (2022), freight mobility, and more

D. Seek the establishment of a working group with representatives from neighboring NC MPOs and RPOs to align long-range planning for Comprehensive Transportation Plans, Metropolitan Transportation Plans, and Transportation Improvement Program prioritization processes.

  • Priority: Low
  • Key Partners: Neighboring NC MPOs and RPOs
  • Working group should be comprised of technical staff representing each participating agency

Procedural Strategies
E. Engage with and support transportation planning initiatives led by member jurisdictions.

F. Engage with a neighboring MPO or RPO at the Board level at least annually.

G. Meet regularly with leadership from NCDOT.

  • Divisions 10 and 12
  • Integrated Mobility Division (IMD)*
  • STIP, Feasibility Studies, and Strategic Prioritization Office of Transportation (SPOT)
  • Traffic Safety Unit
  • Transportation Planning Division (TPD)*

*Quarterly meetings

Goal 4: Membership

ENCOURAGE MEMBERS’ PARTICIPATION IN CRTPO’S PLANNING AND DECISION-MAKING PROCESS.

Project Strategies
A. Facilitate a workshop for the Board to evaluate the results of the Phase 2 Staffing & Resources Study and prioritize action steps for implementing recommendations.

  • Priority: High
  • Key Partners: Board
  • Model off the retreat that followed Phase 1 of the Staffing & Resources Study

B. Develop the CRTPO Playbook to provide in-depth, approachable summaries of the CRTPO’s core products, programs, and processes.

  • Priority: Medium
  • Key Partners: Board, TCC, Transportation staff
  • The Playbook will be a compilation of brochures, handouts, and similar materials that describe core aspects of the CRTPO’s planning and decision-making process
  • Update in sync with the development of the Unified Planning Work Program (UPWP)

C. Develop and offer a CRTPO staff office hour on a regular basis to provide consistent availability for members to drop-in with questions and conversations, fostering stronger connections between the CRTPO and its members.

  • Priority: Low
  • Key Partners: Member jurisdictions, Transportation staff
  • Rotate staff and ensure subject matter experts are available in alignment with key CRTPO cycles

Procedural Strategies
D. Educate the Board, TCC, and transportation staff on topics that support the CRTPO’s transportation goals and priorities in alignment with the Education Programming Plan (Strategy 1A).

E. At least once every two years, hold the CRTPO Member Academy to train members about roles, expectations, and the benefits of full engagement in CRTPO’s planning process.

F. At least once every two years, offer the CRTPO Leadership Institute to nurture and prepare organizational leaders.

G. Enhance the mapping and data products and services that staff publishes to the CRTPO website and can provide to smaller member jurisdictions.

Goal 5: Operations

CONTINUOUSLY IMPROVE INTERNAL OPERATIONS TO FULFILL CRTPO’S MISSION AND VISION.

Project Strategies
A. Create a contracting handbook that documents the processes for procurement, contracting, and file management.

  • Priority: High
  • Identify best practices that can be shared with members

B. Use the results of the Phase 2 Staffing & Resources Study to identify opportunities to invest in staff expertise and enhance staff capabilities to meet and exceed federal and state requirements and the needs of the CRTPO member jurisdictions.

  • Priority: Medium
  • Build off the results of the Board workshop (Strategy 4A)
  • Coordinate recommendations requiring funding with upcoming UPWP cycles

C. Review the current Metropolitan Transportation Plan (MTP) development process and evaluate it for improvement opportunities following the completion of the 2055 MTP and ahead of the development of the 2060 MTP.

  • Priority: Medium
  • Key Partners: Board, TCC
  • Utilize findings and recommendations from 2023 FHWA Certification to inform evaluation, including:
    • Address travel and tourism
    • Integrate housing considerations and linkages with transportation planning
    • Better address resiliency and stormwater

D. Refresh and document the workflow for monitoring, evaluating, and reporting progress on federal Performance-Based Planning and Programming measures.

  • Priority: Medium
  • Update the Performance-Based Planning & Programming page on the CRTPO website

E. Create protocol documents for plans and programs updated on a consistent cycle to formalize workflows.

  • Priority: Low
  • Develop a central repository for protocol documents that all staff can access

F. Assess current non-federal Performance-Based Planning and Programming targets and consider development of new CRTPO key performance indicators (KPI).

  • Priority: Low
  • Key Partners: Transportation staff
  • Consider incorporation of:
    • Scenario Planning Scorecard information from the 2055 MTP
    • New KPIs to measure existing CRTPO programs and plans

Procedural Strategies
G. Identify opportunities for organizational efficiency improvements such as meeting schedules, process improvements, and committee evaluations.

Goal 6: Funding

EXPAND REGIONAL TRANSPORTATION FUNDING.

Project Strategies
A. Support the Joint CRTPO-GCLMPO Coalition in developing coordinated messaging for Board and TCC members to articulate consistent messages about regional funding needs and priorities.

  • Priority: High
  • Key Partners: Board, CRC, GCLMPO, Joint Coalition, TCC
  • Ensure education on the federal surface transportation reauthorization process and relevant NC state statutes governing transportation funding and planning

B. Research and disseminate merging trends and best practices for identifying and implementing new and innovative transportation funding sources.

  • Priority: Medium
  • Key Partners: Board, TCC, Transportation staff
  • Present case studies during Transportation Staff Meetings as needed, focusing on examples of demonstrated implementation successes
  • Provide assistance to members to be able to efficiently and effectively use grant funding to accelerate project delivery
  • Coordinate with CRC’s Integrated Mobility Center to maximize impact of both organizations’ efforts

C. Collaborate with other MPOs across North Carolina to identify opportunities for shifts in state policies that affect transportation planning.

  • Priority: Low
  • Key Partners: NC AMPO, NC MPOs
  • Coordinate through NC AMPO
  • Integrate national best practices and carry forward regional priorities
    • AMPO’APA
    • National Association of Regional Councils (NARC)

Procedural Strategies
D. Collaborate with member jurisdictions and partners to identify and pursue funding to support recommendations resulting from Beyond 77 and other key regional initiatives.

E. Expand CRTPO technical assistance resources to help members prepare their projects for funding opportunities and to accelerate projects from concept to implementation.