The ALA Strategic Plan

MISSION 2023: Above and Beyond

Over the past 10 years, African Leadership Academy has grown from an ambitious idea into a thriving academic institution with a diverse and committed community. Our founding beliefs continue to propel us forward: that a deep investment in high-potential youth can unleash dramatic transformative change. Our graduates have proven our hypothesis and continue to demonstrate that they are able to imagine and implement solutions to pressing challenges across the continent- from the provision of education, to the delivery of healthcare, to the creation of jobs.

As we think of the future for our young leaders, so ALA plans a future for itself. One in which we are recognised and supported for the role we play in shaping Africa’s future.

As we build towards 2023 we will continue to grow by focusing on three strategic priorities:




ALA's three strategic priorities

Explore the Plan

We strive to be an exemplary social enterprise by 2023.

Our first strategic priority it to ‘win in the market’ by reaching more students, parents, teachers and leaders across the world.

To achieve this goal, we must strengthen our revenue streams, increase enrollment across our suite of educational programs, and raise awareness about our accomplishments in new markets.

A robust, self-sustaining financial engine and strong streams of revenue will enable us to continue pursuing our vision of empowering future African leaders for years to come.

We will continue to grow our exceptional youth leadership development programs, namely our our high-impact short programs and conferences such as Model African Union; our outstanding summer camps and Global Scholars Program; and our flagship two-year Diploma Program.

While ALA has attracted exceptional young leaders to campus to date, we remain anonymous in too many key markets, with too few parents unaware of the transformational nature of our programs. Over the next five years, we will invest in our programs, sales, marketing, and storytelling such that we are rightly recognized for excellence with respect to our core competencies: identifying, developing, and connecting future leaders. We will more effectively communicate our mission and model to families in differentiated markets, such that ALA will be the school and camp provider of choice for promising young leaders from all countries and backgrounds.

By building demand for our programs and strengthening our financial engine, we will evolve from a financial model that today is too reliant on philanthropy while ensuring that we can maintain our current commitment to scholarship opportunities for promising youth from disadvantaged backgrounds.