adopted by Board of Directors as noted:

Land Use and Housing priorities (adopted 12/11/14) renewed 12/8/22

  1. Champion pedestrian improvements to Lake Street LRT station area.
  2. Guide redevelopment of 2225 East Lake per CNO policy.
  3. Foster redevelopment of East Lake properties north of South High school.

Renters priorities (adopted 3/12/15): renewed 12/8/22

  1. Foster energy efficiency and fair utility billing in multifamily housing.
  2. Ensure common repairs are made while advocating for raising livability standards in the City’s Housing Maintenance Code
  3. Make housing standards, renters’ rights transparent, legible and actionable, and reform the multifamily inspections process to be more accountable to renters.
  4. Equip renters and landlords to eliminate bedbugs and address mold concerns.
  5. Support renters rights broadly throughout the neighborhood and champion renter organizing in other neighborhoods.

Midtown Farmers Market priorities (adopted 3/12/15): renewed 12/8/22

  1. Communications – Develop and implement a communications plan and strategies for communicating with customers, vendors and community members regarding the interim market site. Goal: Increase the Market’s social media presence by 5% on Facebook (197 new likes), Twitter (204 new followers) and Constant Contact (138 new recipients).
  2. Outreach and Partnerships – Update existing sponsorship and volunteer recruitment guidelines, tools and strategies in order to better engage and attract financial supporters, community partner and volunteers. Goal: Assist manager with reaching $20,000 sponsorship goal. 30 volunteers, 20 return volunteers (more than once per season)
  3. Operations – Recruit vendors according to needs of the market as stated by the Market Manager, develop vendor engagement strategy and vendor market evaluations. Goal: Retain mix of 80 vendors from 2024 season, recruit at least 10 new vendors to market.
  4. Fundraising – Work with and support the Market Manager in all fundraising activities including: annual fundraiser and Rail Station event, spring mailing, Carrot Box and #FeedtheCarrot, Give to the Max Day and individual donations. Goal: $9,000 total: events ($2,700), spring outreach ($2,000), Carrot Box ($1,000) and #FeedtheCarrot ($1,250), Give to the Max Day ($3,000) and Individual Donations ($1,750).

Economic Development priorities (adopted 4/9/15): renewed 12/8/22

  1. Create a vision and strategy for attracting and retaining commercial building tenants in Corcoran.
  2. Engage the whole community to increase participation in planning and improvement activities as they relate to the commercial real estate environment.
  3. Increase the capacity of the neighborhood organization to drive outcomes and ensure equitable development.
  4. Guide and support staff in the deployment of technical assistance.


Strategic Plan 

approved by the CNO board in May 2012: renewed 12/8/22

1. Strengthen organizational resiliency by building staff capacity.

  • Add expertise and human capital to the organization to maintain and expand programming, including planning for staff leadership transitions.
  • Increase the capacity of existing staff to build, strengthen, and leverage organizational partnerships.
  • Strengthen internal communications across existing “boundaries” (committees, staff, board, volunteers, funders, partners, and residents).

2. Secure sources of funding for Corcoran Neighborhood Organization that support the organization in achieving its organizational vision.

  • Demonstrate capabilities to funders and partners, both what CNO does and could do.
  • Leverage partnerships to attract new funders.
  • Establish a shared organizational story and vision to share with potential and existing funders and supporters.

3. Strengthen the diverse richness of the area through place-making and the engagement of people.

  • Involve and equip residents to be leaders, identify and address problems, and launch programs.
  • Position the organization as a primary hub to participate in and learn about issues that affect the community.
  • Develop a deep understanding of changes and needs in the community.

4. Pursue and strengthen partnerships to better serve the community. Determine primary criteria for partnerships and identify potential partners (outside of SUN partnership).

  • Seek partners whose capabilities or expertise compliments ours in key areas.
  • Develop and maintain strong lines of communication with residents, volunteers, developers, potential partners, etc.