COVENANT UNIVERSITY ALUMNI ASSOCIATION 5-YEAR STRATEGIC PLAN 2025-2030 

The Covenant University Alumni Association (CUALA) has made great progress in nurturing its community of Eagles and boosting engagement levels. There continues to be an increase in the number of leadership and volunteer opportunities with potential for further expansion. This plan identifies areas of focus aimed at promoting stronger and mutually beneficial relationships between members of the Association and key stakeholders including Covenant University. It serves as a roadmap to guide detailed yearly deliverables and define measures of success. In partnership with the Board of Trustees, the Alumni Working Group (AWG) will evaluate annual progress towards individual goals and update the strategies accordingly. The aim of this is to foster transparency and collaboration as we implement all aspects of the Plan. The AWG will review progress on an ongoing basis of 12 month intervals. This will ensure that we stay innovative and adaptive towards new technologies, trends and areas of priorities as they develop. 

Empowering the Economic Status of Eagles

Advancing the Covenant University Culture by building a Global Community of Leaders

• To create a world class contribution driven Alumni network to help evolve a world class alma mater.
• To contribute to community development and societal growth by effecting programs and capacity development initiatives. 
• To influence nation building and social economic advancement by a programmed emphasis on value based living among citizenry

1. SPIRITUALITY: We believe in God, the power of the Holy Spirit and in the son-Jesus Christ. Our lives are based absolutely on the Word of God as expressed in the Holy Bible. 

2. LIFELONG LEARNING: We align with the value of capacity building. We are committed to leading by reading and imparting acquired knowledge in our community. 

3. INTEGRITY: We adhere to the highest forms of ethical standards as expressed in sound character. We pursue an unwavering completeness in our lifestyle. We shall live consistently in line with our faith in God. 

4. CONTRIBUTION: We give ourselves wholly to building networks of change by forming strategic alliances. We shall strive to collaborate to achieve greater success in our endeavors. We shall be committed to serving our Alma mater and our spheres of influence by making our resources available. We shall promote the involvement of our members in value-driven activities. We shall encourage inclusion devoid of discrimination. 

5. EXCELLENCE: We embrace high quality delivery of our services, programs and communication. Our activities shall reflect diligence in creativity and innovation as we serve the University and the membership of the Alumni Association. We shall embrace change in a rapid world of dexterity. We believe that all things are possible.

1. Volunteers – Sustain an active volunteer pool to represent the Alumni Community and support initiatives
3. Students – Build students’ awareness of the value of the Alumni Association to ensure they eventually become engaged Alumni 
5. Eagles in need of support – develop strategies for meaningful connection and improved welfare
7. Female Eagles – develop networks and interest communities to offer bespoke support in areas such as financial empowerment and skills development (CUALA Women)

Strategic Pillar 1: Education (SDG 4, 10) 

This pillar will centre on empowering Eagles with the skills and access to tools for lifelong learning.  It centres on providing opportunities for Eagles to continue their education, build their networks and advance their careers.

Goals

• Equip Eagles for Financial Intelligence; business success and career progression
• Leverage the University’s resource to promote lifelong learning amongst alumni – Alumni Library Card issued by CU to allow Alumni gain access to Library facilities and resources
• Provide access to mentors and tools for development across various spheres of life

Strategic Pillar 2: Value Creation and Exchange (SDG 3, 5, 17)  

This pillar will centre on revenue generating programmes; products and impact projects. Fostering connections between current University students and alumni members enriches the University while emphasizing the benefits of the Association. Develop opportunities for Alumni to interact with students by partnering with departments & faculty. Inspire alumni interest in the University by encouraging alumni involvement in the delivery of the University’s mandate. Introduce Alumni to the concept of giving back to the University through volunteering and financial support. 

Goals

• Provide mentoring, internships, placements and career education opportunities for University Students 
• Initiate and grow a Giving campaign to encourage Alumni give back to the University; communicate impact of giving 
• Increase alumni engagement with students and faculty via town and gown sessions; speaking engagements, internship sponsorship
• Connect alumni and students through inclusive networks like CUALA Women 
• Create revenue generating programmes/projects to diversify income streams
• Establish H.O.P.E as the core channel for giving back to the University and communities
• Explore opportunities for Chapters fundraising and implement ways to recognize alumni volunteers and donors. 

Measures

• Increased giving and volunteer participation
• Alumni survey to gauge understanding of give back strategy and level of participation
• Track volunteer growth over time; number of donors from year to year and increasing number of alumni volunteers in leadership positions. 
• Establish Visiting Alumni Scholars in partnership with the University
• Track income generation with the aim to increase sources and amount year on year.

Strategic Pillar 3: Opportunity Creation (SDG 1, 5, 8, 10) 

Opportunity creation cultivates ideas, products or services which have enduring economic value. This pillar will empower Eagles to maximise both existing and new opportunities

Goals

• Create opportunities for Career Advancement and Business expansion
• Ensure opportunities are diverse and cover the major industries with Alumni presence
• Create opportunities for Alumni entry into global markets
• Develop tools/channels to recognize/reward the achievements of Alumni

Measures 

• Develop metric to identify the industries with strong Alumni presence
• Leverage Alumni networks for competitive advantage across industries

Strategic Pillar 4: Wealth Creation (SDG 1, 2, 8 ) 

This will be achieved by supporting Alumni to grow their wealth both individually and communally.

Goals

• Equip Eagles to maximize cashflow and capital generation
• Create Alumni Marketplace to showcase products and skills
• The Association will be conservative in its spending and innovative in income generation.

Measures

• Develop metric to measure patronage of Marketplace
• Track operational efficiency and savings to cost of running the Association 

Strategic Pillar 5: Lifelong Engagement (SDG 17) 

An engaged community benefits individual Alumni, the Alumni Association and the University community. There is need for transparent and relevant communication to emphasize the benefit of Association membership. We will target communications based on geographical location, business/professional affiliations and areas of interest. Leveraging technology and events; we will ensure members have access to opportunities that encourage productive peer to peer connections.  

 Goals

• Adopt communications channels that effectively connect to alumni, encourage productive dialogue and enhance engagement
• Design merchandise for brand promotion and revenue generation
• Explore the use of “Beaks” as a mascot for engagement through the “Bring Beaks to Life” Campaign
• Create an annual global wellbeing campaign focused on health and fitness 
• Refine the communication and digital tools – identify a bespoke platform that offers a robust experience including Chapter segregation and Elections

 Measures 

• Evaluate engagement across all communication channels 
• Ensure Alumni contact details are up to date
• Annual evaluation of events and initiatives to determine relevance and interest.
• Create a tool/channel for post event and general feedback to gather opinions on way to sustain engagement