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Strategic Plan
The Strategic Plan will guide operations for 2023-2025.
The intent of developing this Plan is to:
- Acknowledge and celebrate recent accomplishments;
- Align the organization’s vision with that of the community;
- Identify shared goals to guide strategic and day-to-day work and investments;
- Clarify understanding within the organization of the roles of City Council and staff;
- Highlight the ways that the organization can perform at a high level; and
- Help build collaboration and alignment between City Council and staff.
The City Strategic Plan (PDF) was adopted by the Cornelius City Council in April 2023, and is intended to guide the organization's work over the 2023 to 2025 timeframe. The Plan includes an organizational vision, mission, and values, goals, and actions, and a process to ensure reporting and accountability.
The last set of goals formally adopted by City Council were approved in 2019. There were a total of five goals and 26 objectives (actions). A Council and staff retreat was held in 2021 to update the Council goals, which were established in draft. The 2021 draft also contained five goals, comprised of 19 strategies (actions). The draft goals were never formally adopted, and in February 2023 a Council and staff retreat was held to revisit them, recommend updates, and produce this organizational Strategic Plan. The Plan, includes an organizational vision, mission, values, goals, and actions to guide the organization’s work for the next two years. The Plan also recommends a process to ensure reporting and accountability, and a timeline for revisiting and updating the Plan.
The City will work on these goals while implementing the City’s other plans and maintaining core City services. We look forward to work with our local and regional partners as we set out to achieve these goals.
City Council | Staff Leadership Team |
| Mayor Jeff Dalin Council President John Colgan Councilor Angeles Godinez Councilor Doris Gonzalez Councilor Eden Lopez Former Councilor Luis Hernandez | Peter Brandom, City Manager Mark Crowell, Public Works Director Barbara Fryer, Community Development Director Jim Geering, Fire Chief Karen Hill, Library Director Ellie Jones, Finance Director Bob Ray, Police Chief Debby Roth, City Recorder |
The City Council and Senior Staff team in 2021 discussed various other topics to help establish a shared context for the goal setting process. Topics included challenges, economic climate, opportunities, technology factors, community needs, and uncertainties. All organizations work in context. There are larger forces and trends what is and is not possible, just as much as the internal capacities and capabilities of a group. The context map below was produced during the 2021 retreat and shows the big-picture view of the many factors impacting Cornelius, and it increases understanding of the complexity facing the organization. This exercise helped the team establish a common backdrop for the goal setting.
Mission:
To promote community involvement in building a safe, inclusive, and sustainable community by providing equitable access to fair, efficient, and effective public services.
Vision:
Cornelius is welcoming, inclusive, and collaborative; strives to build trust and community for all; and honors our past while embracing our future, built on equity and sustainability.
Aligning with the Vision:
To align the group around a future state of mind, in 2021 the team imagined how they wanted Cornelius to look, feel and function five years into the future. The team discussed what a movie featuring Cornelius in five years might feature. They imagined the movie poster, what the key story lines would include, the cast and crew, and what others in the community might say about the film. This exercise produced a draft vision, which was revisited and modified by the group in 2023.
Values:
Values express how elected leadership, senior staff and employees will strive to work together to achieve the mission. They provide guideposts for the team and leadership to stay focused on the long term while delivering core City services.
- Develop target timelines and milestones, and regular reporting process to ensure accountability and transparency
- Connect budget decision packages to goals
- Council read staff updates and ask questions to seek clarity
- Staff provide information to Council as early as feasible to provide for adequate review time
- Council communication with staff should start with the City Manager
- Staff will strive to be clear in requests for Council direction
- Council will strive to respond to the City Manager and provide real time feedback as needed
Goals and Actions
Below are the updates on the progress and timelines for the goals and actions outlined in the strategic plan.
Goal 1 - Enhance the City's communication and engagement to be more representative and equitable
| Actions | Action Lead | Timeline | Progress |
| 1.1 Evaluate current community events and identify opportunities to revamp and diversify events and activities | Senior Leadership Team | 1-2 years | |
| 1.2 Develop partnerships to support events and to increase engagement | Senior Leadership Team | Ongoing | - |
| 1.3 Develop a communication and engagement strategy to ensure that all residents have equal and equitable access to engagement and business with the City | Administration | 1-2 years |
Goal 2- Increase connectivity and engagement and improve culture within the City organization
| Actions | Action Lead | Timeline | Progress |
| 2.1 Conduct more outreach to attract staff and volunteers that reflect the diversity of the community | Administration | Ongoing | - |
| 2.2 Identify and evaluate tools and technology that support effective staff connectivity and engagement | Senior Leadership Team | 1-2 years, ongoing | |
| 2.3 Conduct employee engagement to define customer service expectations and to develop strategies to enhance our organizational culture | Administration | 1-2 years | |
| 2.4 Develop a succession strategy for the City’s Senior Leadership Team | Administration | 1-2 years | |
| 2.5 Continue governance discussion through the Fire Task Force regarding fire service changes | Fire, Administration | 1-2 years | |
| 2.6 Establish sustainable funding and organizational structure for Cornelius Fire Department | Administration, Fire | 3-4 years | |
| 2.7 Develop recreation facilities, programming, and related partnerships | Public Works | 3-4 years |
Goal 3 - Establish a shared community vision for Cornelius
| Actions | Action Lead | Timeline | Progress |
| 3.1 Develop a 20-year community Vision Plan | Community Development | 1-2 years |
Goal 4 – Ensure safety for all community members
| Actions | Actions Lead | Timeline | Progress |
| 4.1 Support schools, community partners and community members to reduce crime, violence, graffiti, and other safety problems | Police | Ongoing | - |
| 4.2 Develop plans to ensure community and organizational resilience to natural and other disasters | Fire, Public Works | 3-4 years |
Goal 5 - Develop the necessary infrastructure to meet the growth, service demands, and emergency preparedness needs of the community
| Actions | Action Lead | Timeline | Progress |
| 5.1 Conduct financial analysis to explore options to support the community’s growth demands and City revenues | Administration | 1-2 years | |
| 5.2 Work with local nonprofits to support utility assistance post-pandemic | Administration | 1-2 years | Utility Billing Relief Program |
| 5.3 Evaluate the community’s broadband infrastructure and identify needs for future improvements | Administration | Ongoing | - |
| 5.4 Develop water source and related infrastructure options | Administration, Public Works | 3-4 years | |
| 5.5 Continue to advocate for and work on safety improvement measures on TV Highway east, through and west of Cornelius | Public Works | 1-2 years | |
| 5.6 Support development of the Council Creek Regional Trail | Community Development | Ongoing | - |
| 5.7 Expand mobility options (transit, trails, paths) | Public Works, Community Development | 3-4 years |
Goal 6 - Community and Economic Development
| Actions | Action Lead | Timeline | Progress |
| 6.1 Use ARPA funds to implement the Cultural District Plan | Community Development | 1-2 years | |
| 6.2 Develop an Anti-Gentrification and Anti-Displacement Plan | Community Development | 1-2 years | |
| 6.3 Advocate for addition to the City’s industrial and residential land inventory through Urban Grown Boundary (UGB) expansion | Community Development, Administration | Ongoing | - |