Strategic Plan: 2014-2017

In 2014, Covenant College adopted a three-year strategic plan to advance the College’s founding mission. The mission and purpose of Covenant provide the framework for our strategic planning. This plan is the practical outworking of and support for that mission.

 

Our Mission

The mission of Covenant College is to explore and express the preeminence of Jesus Christ in all things. We educate Christians to engage culture and cultures, to examine and unfold creation, and to pursue biblical justice and mercy in community. With the student-faculty relationship and strong teaching and scholarship at the foundation, our Christ-centered community seeks to help students mature in three primary areas:

  • Identity in Christ
  • Biblical frame of reference
  • Service that is Christ-like

We offer the world biblically grounded men and women equipped to live out extraordinary callings in ordinary places.

 

Strategic Map

The outline below is a summary of the key elements of the College’s strategy for the next three years.

 

The focus of our strategic planning is on strengthening the total Covenant experience and increasing its availability and sustainability. This is the central challenge that Covenant faces over these three years. This challenge:

  • Focuses on the total Covenant experience—which begins when a prospective student first hears about Covenant and continues through application, enrollment, graduation, and a lifelong relationship with the College.
  • Emphasizes the importance of strengthening this experience to ensure that it creates significant value across the entire life cycle of the Covenant experience—for the potential student, during the entire student experience, and throughout the life of the Covenant alum.
  • Stresses increasing the availability of this experience by keeping it affordable for students and families who want the Covenant experience.
  • Includes increasing the sustainability of the Covenant experience to ensure that it will be available for generations to come.

 

Our central challenge is supported by five strategic priorities, and objectives under each strategic priority identify what needs to be accomplished in order to achieve that goal. 

 

Strengthen the Total Covenant Experience & Increase Its Availability & Sustainability

A. Strengthen academic excellence & impact

   1. Develop an engaged learning community that fosters the ongoing integration of theory & practice

   2. Enhance mentoring & increase opportunities for guided practicums & internships

   3. Evaluate & revise the core curriculum

   4. Evaluate student advising & implement effective models

   5. Align responsibilities & workload with new initiatives

 

B. Create lifelong Covenant value & connection

   1. Develop an engaged learning community that fosters the ongoing integration of theory & practice

   2. Strengthen & expand the Center for Calling & Career

   3. Evaluate/augment the College’s marketing & communications strategy

   4. Strengthen the College’s alumni relations capacity

 

C. Foster transformation through diverse experiences

   1. Develop an engaged learning community that fosters the ongoing integration of theory & practice

   2. Provide meaningful service experiences as engaged learning

   3. Increase & support the diversity of the Covenant community

   4. Invite outside voices into the community to stimulate conversation

   5. Expand intercultural opportunities for students & faculty

 

D. Create a sustainable economic model

   1. Assess & revise current business model to ensure effectiveness

   2. Implement a plan that addresses deferred maintenance & capital expenditures

   3. Define & achieve annual targets for endowment growth

   4. Develop academic/business models to support long-term sustainability

 

E. Strengthen organizational resilience & innovation

   1. Investigate opportunities to expand the availability of a Covenant education

   2. Expand leadership opportunities for women

   3. Devise plans to reduce dependence on federal & state resources

   4. Expand opportunities for faculty & staff development

 

Key Performance Indicators (authentication required)

 

Novella Long

“Singing in the Stairwell in Andreas with everyone is probably the coolest experience I’ve had; I do it almost every Sunday and it just never gets old. Shouting 'Were You There' at the top of my lungs, rejoicing with everyone, and shaking the walls with praise is such an amazing feeling.”
  - Novella Long '18
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