Coming to the Table Strategic Planning
The first strategic plan for Coming to the Table was adopted in February 2012. The organization decided to create a new plan in 2014 to make adjustments based on its experiences during its first two years. The CTTT Board of Managers will continue its strategic focus as the organization capitalizes on its strengths, manages membership growth, and pursues its mission in ways that have the most impact.
In the winter of 2013/14, a Strategic Planning Committee was selected to guide this process. The Board contracted with Madeline McNeely of Conditioning Leaders, in Boston, MA, to facilitate the strategic planning process. The Board and CTTT staff was surveyed about the previous plan, progress to date, and areas to include in the new plan. The Board met with Madeline over multiple conference calls, and in person for a day and a half retreat prior to the May 2014 National Gathering. The Board recommitted to maintain CTTT’s current vision, mission and values statements and agreed on new strategic priorities. They broke into smaller working groups and created goals and began developing strategies to address the strategic priority goals.
Below is the Executive Summary of the current Strategic Plan, adopted in 2015, for Coming to the Table, including Priorities and Goals. Specific Strategies to address the goals are being reviewed and refined by the CTTT Executive, Community Activities, Communications, Fundraising, and Finance Committees. The resulting strategies will have lead persons, due dates, budgets (if applicable), and participation and support from within the wider CTTT community.
The Coming to the Table Strategic Plan is considered a “living” plan, designed to guide our efforts far into the future, and thus subject to regular modification to meet the growing needs of the CTTT community.
Priority 1: Administration/Governance
Goal 1: Support CTTT Local Gathering Groups and connect them with each other.
Goal 2: Maximize our relationship with Eastern Mennonite University and its support for CTTT.
Goal 3: Hire a volunteer coordinator to take full advantage the energies of the CTTT board, committees, working groups, local groups & others. Goal 4: Explore refining and expanding the CTTT membership program.
Goal 5: Continue to grow a sustainable national organization.
Priority 2: Program Development
Goal 1: Promote income generating programs through CTTT members’ coaching, consulting, training and speaking.
Goal 2: Create an action plan to address mass incarceration and the “school-to-prison pipeline.”
Goal 3: Continue to create and promote programs designed for healing broken relationships across racial divides.
Goal 4: Reach out to and engage youth.
Goal 5: Expand programs to assist members and others with historical and genealogical research goals.
Goal 6: Connect deeply and broadly with members and others.
Priority 3: Communications
Goal 1: Create a renewed and revised plan to generate more interest in CTTT, its programs and projects.
Goal 2: Establish formal communication between local gathering groups and CTTT.
Goal 3: Create and promote outreach plan for youth and young adults.
Goal 4: Partner or affiliate with like-minded national and international organizations for mutually beneficial purposes.
Goal 5: Create and disseminate tools to help our members to be effective communicators of the CTTT vision, mission, approach and values.
Priority 4: Financial Sustainability
Goal 1: Strategically prioritize a list of CTTT programs and projects that meet our goals and the criteria of different funding entities.
Goal 2: Provide for the financial needs of the organization.
Priority 5: Evaluation
Goal 1: Evaluate the effectiveness of key aspects of the operation and programs of CTTT based on its goals and strategies.