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Strategic Plan

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CRTPO Strategic Plan

In 2021, the CRTPO developed its first Strategic Plan. This Plan allows us to link our day-to-day planning activities to CRTPO’s mission, long-term vision, goals, and actionable strategies. It provides mechanisms to periodically monitor progress towards achieving the goals and helps us keep pace with the challenging times we face, furnishing the CRTPO with a roadmap for 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. To help guide its development, a Steering Committee was established to create CRTRPO’s mission and vision statements, organizational goals, and specific strategies.

CRTPO’s Mission and Vision

CRTPO’s mission and vision statements are important elements of our Strategic Plan. The mission
statement concisely communicates our purpose – why we exist. The vision statement articulates how we see the future – what we aim to achieve.

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

CRTPO’s goals are broad statements of what CRTPO will do to make the vision a reality. The goals are aligned with the mission, and taken together, they outline the overall strategic direction for CRTPO. The Strategic Plan defines six distinct goals, summarized below.

Goal 1: Leadership

Lead on Regional Mobility Issues.

Goal 2: Communication

Proactively engage the public to increase awareness of regional transportation issues.

Goal 3: Collaboration

Foster a culture of collaboration with partners.

Goal 4: Membership

Encourage members’ participation in CRTPO’s planning and decision-making process.

Goal 5: Operations

Continuously improve internal operations to fulfill CRTPO’s Mission and Vision.

Goal 6: Funding

Expand regional transportation funding.

Goals and Strategies

Each goal is supported by several strategies, which are tangible action steps that will be taken to support achievement of the goal. The Strategic Plan identifies a total of 34 strategies across the six goals. Each strategy has an associated timeframe for completion, ranging from immediate action to longer-term, described below.

GOAL 1: Lead on Regional Mobility Issues.

Build on CRTPO’s knowledge and resources as a voice for the broader Charlotte region.

  • Provide ongoing education about CRTPO to members and partners through engagement and discussion.
  • Identify resource needs to pursue additional multimodal planning approaches & studies.
  • Create a regional multimodal opportunities map.
  • Continue to actively engage with NC AMPO and AMPO to promote CRTPO initiatives and learn from peers about best MPO practices.
  • Develop a CRTPO Leadership Institute to nurture leadership within the organization.
  • CRTPO staff led presentations at the 2023 Transportation Research Board Annual Conference and at the 2023 NCAMPO Annual Conference
  • Linking Transit and Land Use at the Community Scale training series
  • CRTPO staff will attend the AMPO Planning Tools & Training Symposium
  • An emphasis on regional safety planning

GOAL 2: Proactively Engage the Public to Increase Awareness of Regional Transportation Issues.

Establish public and stakeholder engagement and communication as an ongoing core activity.

  • Build relationships with member Public Information Officers, relaying information relevant to ongoing planning initiatives. Begin an ongoing update cycle, meeting with them at least twice a year to disseminate transportation information and message.
  • Create a CRTPO branding strategy and a comprehensive Communications Plan.
  • The CRTPO hosts Quarterly Communications Meetings for member jurisdiction public information officers to coordinate public engagement efforts and share best practices
  • 2055 MTP public input
  • P7.0 Local Input Points
  • Updates to the Title VI and Limited English Proficiency plan

Goal 3: Foster a Culture of Collaboration with Partners.

Advance CRTPO’s collaborative engagement with stakeholders outside of the planning boundaries.

  • Undertake joint planning studies with neighboring MPOs and RPOs.
  • Pursue collaboration with new stakeholders that support CRTPO’s Mission and Vision to encourage alignment of transportation priorities and projects.
  • Engage with Hickory MPO TCC and Board.
  • Convene CRAFT Regional Summit of Board and staff to discuss ways to align members’ long-range planning for future MTPs.
  • Joint MPO roundtables with Gaston-Cleveland-Lincoln MPO in 2023 and 2024
  • The 20-member Beyond 77 Task Force met 9 times between May 2022 and October 2023
  • Development of the Beyond 77 Coalition
  • Continued involvement with CONNECT Beyond; Chair Qualls is the CRTPO representative to the Advancing the Plan committee

Goal 4: Encourage Members’ Participation in CRTPO’s Planning and Decision-making Process.

Strengthen CRTPO’s transportation planning process through ongoing member education and participation.

  • Hold member education events on various topics that support CRTPO’s transportation goals and priorities.
  • Develop the CRTPO Member Academy to train members about roles, expectations, and benefits of full engagement CRTPO’s planning process.
  • Develop project cost-estimation training and guidelines for local project management staff.
  • Involve Board members outside of monthly meetings in professional networking activities that support CRTPO’s Mission and Vision.
  • Enhance mapping and data services that staff can provide to smaller member jurisdictions. (e.g., sidewalk coverage, access, proximity, etc.).
  • CRTPO staff conducted nine CRTPO 101 presentations for member jurisdictions and partners in 2023
  • The CRTPO hosted the 2024 Board Orientation in January
  • Education Session programming

Goal 5: Continuously Improve Internal Operations to Fulfill CRTPO’s Mission and Vision.

Apply continuous improvement in managing CRTPO.

  • Hold quarterly staff meeting to identify implementation milestones met for the Strategic Plan strategies. Incorporate milestones into the CRTPO Annual Report.
  • Develop a list of essential MPO skillsets. Identify gaps and create professional development opportunities and training schedule to ensure staff obtain necessary skill sets.
  • Develop job descriptions and activities for current positions to identify potential redundancies.
  • Identify opportunities for organizational efficiency improvements such as fewer/shorter meetings, process improvements, etc.
  • Conduct a Phase 2 Staffing and Resources Study to ensure staff resources remain adequate for meeting and exceeding federal and state requirements and the needs of the CRTPO member jurisdictions.
  • Periodically evaluate committees and working groups to determine opportunities for process improvements.
  • CRTPO staff holds monthly coordination meetings to monitor and propel implementation of the Strategic Plan
  • The CRTPO Annual Report integrated links between accomplishments and Strategic Plan
  • Review and evaluate existing CRTPO committees and working groups to determine opportunities for process improvements
  • Development of the Phase II Staffing and Resources Study

Goal 6: Expand Regional Transportation Funding.

Position CRTPO and partners to maximize opportunities to obtain transportation funding.

  • Champion efforts to find funding to support recommendations resulting from Connect Beyond and Beyond 77 initiatives.
  • Educate members on how to identify, pursue, and write grants.
  • Research and disseminate MPO best practices for identifying and implementing additional transportation funding sources.
  • Partner with Centralina RC and regional MPOs to identify funding opportunities.
  • Develop coordinated messaging for Board and TCC members that allows them to articulate consistent message about regional funding needs and priorities.
  • Create narratives and templates members can use to leverage opportunities within the project development process.
  • Collaborate with NC MPOs to advocate for shifts in state funding policy.
  • CRTPO conducted presentations and held discussions with Transportation Staff regarding federal grant opportunities through the Infrastructure Investments and Jobs Act (IIJA), also known as the Bipartisan Infrastructure Law (BIL)
  • The Beyond 77 Alternative Funding Report
  • Development of a grants resource webpage on the CRTPO website with a database of federal grant opportunities, guidance on applying, and links to other resources

IMPLEMENTATION

The success of the Strategic Plan will be determined by the progress CRTPO makes in completing the strategies. Each strategy has associated measures or milestones that serve as success markers along the way. CRTPO will regularly monitor implementation of the Strategic Plan and evaluate the progress of short, mid, and long-term strategies. The implementation phase will be performed by staff with participation by MPO members and leaders as appropriate.

CRTPO’s Strategic Plan is intended to be a living document. As implementation progresses, goals and strategies may be added, adjusted, or removed from the Plan from time to time as needed.

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2050 Metropolitan Transportation Plan
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Beyond 77