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.
The CRTPO provides leadership and collaboration with member communities and partners in developing our region’s transportation system.
A connected and equitable transportation system that provides mobility choices for the region.
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.||0-3 Years||Staff, TCC, Board|
|Identify resource needs to pursue additional multimodal planning approaches & studies.||0-3 Years||Staff|
|Create a regional multimodal opportunities map.||0-3 Years||Staff|
|Continue to actively engage with NC AMPO and AMPO to promote CRTPO initiatives and learn from peers about best MPO practices.||0-3 Years||Staff|
|Develop a CRTPO Leadership Institute to nurture leadership within the organization.||7-10 Years||Staff, TCC, Board|
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.||Immediate||Staff|
|Create a CRTPO branding strategy and a comprehensive Communications Plan.||4-6 Years||Staff|
Goal 3: Foster a Culture of Collaboration with Partners.
Advance CRTPO’s collaborative engagement with stakeholders outside of the planning boundaries.
|Engage with a neighboring MPO or RPO at the Board level at least annually.||0-3 Years||Board, Staff|
|Partner with stakeholders to establish a Beyond 77 implementation task force.||0-3 Years||Staff, Board|
|Support the development of implementation actions resulting from Connect Beyond and actively participate with partners to carry out actions.||0-3 Years||Staff, Board|
|Meet regularly with the leadership from NCDOT.||0-3 Years||Staff|
|Engage with Transformational Mobility Network and related efforts.||0-3 Years||Staff, TCC|
|Undertake joint planning studies with neighboring MPOs and RPOs.||4-6 Years||Staff, TCC|
|Pursue collaboration with new stakeholders that support CRTPO’s Mission and Vision to encourage alignment of transportation priorities and projects.||4-6 Years||Staff, Board|
|Engage with Hickory MPO TCC and Board.||4-6 Years||Staff|
|Convene CRAFT Regional Summit of Board and staff to discuss ways to align members’ long-range planning for future MTPs.||7-10 Years||Staff, Board|
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.||0-3 Years||Staff|
|Develop the CRTPO Member Academy to train members about roles, expectations, and benefits of full engagement CRTPO’s planning process.||4-6 Years||Staff, TCC|
|Develop project cost-estimation training and guidelines for local project management staff.||4-6 Years||Staff, NCDOT|
|Involve Board members outside of monthly meetings in professional networking activities that support CRTPO’s|
Mission and Vision.
|4-6 Years||Staff, Board|
|Enhance mapping and data services that staff can provide to smaller member jurisdictions. (e.g., sidewalk coverage, access, proximity, etc.).||4-6 Years||Staff|
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.||Immediate||Staff|
|Develop a list of essential MPO skillsets. Identify gaps and create professional development opportunities and training schedule to ensure staff obtain necessary skill sets.||0-3 Years||Staff|
|Develop job descriptions and activities for current positions to identify potential redundancies.||0-3 Years||Staff|
|Identify opportunities for organizational efficiency improvements such as fewer/shorter meetings, process improvements, etc.||0-3 Years||Staff, TCC, Board|
|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.||4-6 Years||Staff|
|Periodically evaluate committees and working groups to determine opportunities for process improvements.||4-6 Years||Staff|
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.||Immediate||Staff, Board|
|Educate members on how to identify, pursue, and write grants.||0-3 Years||Staff|
|Research and disseminate MPO best practices for identifying and implementing additional transportation funding sources.||0-3 Years||Staff|
|Partner with Centralina RC and regional MPOs to identify funding opportunities.||0-3 Years||Staff|
|Develop coordinated messaging for Board and TCC members that allows them to articulate consistent message about regional funding needs and priorities.||0-3 Years||Staff, Board|
|Create narratives and templates members can use to leverage opportunities within the project development process.||4-6 Years||Staff, TCC|
|Collaborate with NC MPOs to advocate for shifts in state funding policy.||4-6 Years||Staff|
CRTPO STRATEGIC PLAN STEERING COMMITTEE
The strategic planning process entailed a significant commitment of time and expertise from a 13-member Steering Committee comprised of CRTPO Board and Committee members, partners, and staff. The Steering Committee provided guidance and expertise to help craft and refine the mission and vision statements, goals, and strategies, resulting in a vibrant Strategic Plan that will serve as a beacon for the organization over the next five to ten years. The Steering Committee members are listed below.
|Dr. Michael Miltich||Former CRTPO Board Chair and Commissioner-Town of Cornelius|
|Ron Pappas||CRTPO Board, Mayor-Town of Waxhaw|
|Liz Babson||CRTPO TCC Chair, Director-CDOT|
|Andrew Ventresca||CRTPO TCC Vice-Chair, Associate Planner-Town of Troutman|
|Cami Weckerly||CRTPO POC, Transp. Engineer-Town of Mooresville|
|Bob Cook||CRTPO Staff, Division Manager & CRTPO Director|
|Neil Burke||CRTPO Staff, CRTPO Secretary|
|Alysia Osborne||Charlotte PD&D, Division Manager-Long-Range & Strategic Planning|
|Jayne Peterson||Charlotte DOT, Former Grant Manager for CRTPO|
|David McDonald||CRTPO TCC, Transit Planning Manager-CATS|
|Jamal Alavi||NCDOT, Director-Transportation Planning Division|
|Randi Gates||CRAFT, Administrator-Gaston-Cleveland-Lincoln MPO|
|Michelle Nance||Centralina Regional Council, Director of Regional Planning|
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.