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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.


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

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 YearsStaff, TCC, Board
Identify resource needs to pursue additional multimodal planning approaches & studies.0-3 YearsStaff
Create a regional multimodal opportunities map.0-3 YearsStaff
Continue to actively engage with NC AMPO and AMPO to promote CRTPO initiatives and learn from peers about best MPO practices.0-3 YearsStaff
Develop a CRTPO Leadership Institute to nurture leadership within the organization.7-10 Years Staff, TCC, Board
Goal 1 Strategies

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.ImmediateStaff
Create a CRTPO branding strategy and a comprehensive Communications Plan.4-6 YearsStaff
Goal 2 Strategies

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 YearsBoard, 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 YearsStaff, 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 YearsStaff, Board
Goal 3 Strategies

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 YearsStaff
Develop the CRTPO Member Academy to train members about roles, expectations, and benefits of full engagement CRTPO’s planning process.4-6 YearsStaff, TCC
Develop project cost-estimation training and guidelines for local project management staff.4-6 YearsStaff, NCDOT
Involve Board members outside of monthly meetings in professional networking activities that support CRTPO’s
Mission and Vision.
4-6 YearsStaff, Board
Enhance mapping and data services that staff can provide to smaller member jurisdictions. (e.g., sidewalk coverage, access, proximity, etc.).4-6 YearsStaff
Goal 4 Strategies

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.ImmediateStaff
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 YearsStaff
Develop job descriptions and activities for current positions to identify potential redundancies.0-3 YearsStaff
Identify opportunities for organizational efficiency improvements such as fewer/shorter meetings, process improvements, etc.0-3 YearsStaff, 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 YearsStaff
Periodically evaluate committees and working groups to determine opportunities for process improvements.4-6 YearsStaff
Goal 5 Strategies

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.ImmediateStaff, Board
Educate members on how to identify, pursue, and write grants.0-3 YearsStaff
Research and disseminate MPO best practices for identifying and implementing additional transportation funding sources.0-3 YearsStaff
Partner with Centralina RC and regional MPOs to identify funding opportunities.0-3 YearsStaff
Develop coordinated messaging for Board and TCC members that allows them to articulate consistent message about regional funding needs and priorities.0-3 YearsStaff, Board
Create narratives and templates members can use to leverage opportunities within the project development process.4-6 YearsStaff, TCC
Collaborate with NC MPOs to advocate for shifts in state funding policy.4-6 YearsStaff
Goal 6 Strategies


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 MiltichFormer CRTPO Board Chair and Commissioner-Town of Cornelius
Ron PappasCRTPO Board, Mayor-Town of Waxhaw
Liz BabsonCRTPO TCC Chair, Director-CDOT
Andrew VentrescaCRTPO TCC Vice-Chair, Associate Planner-Town of Troutman
Cami WeckerlyCRTPO POC, Transp. Engineer-Town of Mooresville
Bob CookCRTPO Staff, Division Manager & CRTPO Director
Neil BurkeCRTPO Staff, CRTPO Secretary
Alysia OsborneCharlotte PD&D, Division Manager-Long-Range & Strategic Planning
Jayne PetersonCharlotte DOT, Former Grant Manager for CRTPO
David McDonaldCRTPO TCC, Transit Planning Manager-CATS
Jamal AlaviNCDOT, Director-Transportation Planning Division
Randi GatesCRAFT, Administrator-Gaston-Cleveland-Lincoln MPO
Michelle NanceCentralina Regional Council, Director of Regional Planning
Strategic Plan Steering Committee


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