PROGRESS ON REPOSITIONING AND

REBRANDING OF BOWEN UNIVERSITY

A Presentation made at the

‘CHANGE MANAGEMENT RETREAT ONREBRANDING & REPOSITIONING CULTURE

FOR BOWEN UNIVERSITY’

TCC Resort & Conference Ctr., OgerePrepared & Produced by John A. Akande

Presented by:Adebola Ade ADERIBIGBE (Triple A)

Birth of the Rebranding and Repositioning Committee

Date: Friday, 31st March, 2017

Venue: e-Library of the Timothy Olagbemiro Library

Membership: 9 Members with the Pro-Chancellor as the Chairman.

Godly Allusion

Logical stance

Mathew 16:13-16. When Jesus came to the sea of Caesarea

Philippi, He asked His disciples, saying,

“Who do men say that I, the Son of Man am?” So they said,

‘Some say John the Baptist, some Elijah, and others

Jeremiah or one of the prophets.’He said to them,

“But who do you say that I am?”Simon Peter answered and said,

“You are the Christ, the Son of the living God.”

Perception; claim; promise, delivery; intent; knowledge; originality; authenticity

Note that a brand should be known for its uniqueness even when seen from various angles.

John the Baptist, Elijah and Jeremiah are all reputable prophets but they are not Christ Jesus the

savior. e.g. “If it is not Panadol, it cannot be Panadol” The difference is clear!

University Vision

• Foremost Christian institution of excellence

• Building God fearing leaders,

• Defining the future.

To achieve the above,

the committee set the ball rolling with focus on some goals and recommendations

approved by Council at its called meeting of Friday, 23rd June, 2017.

Council Recommendations & Quick Fixes• Establish a Strategic Repositioning and Compliance Center

to follow up and execute the Rebranding and Repositioning agenda. ( – await implementation)

• Initiate Academic Courses with strong engagement Strategies (Public speaking, Seminars) which will further

strengthen the confidence of our Students. GEL ( – partial

implementation)• Reward outstanding student performances/exploits with

laurels, commendations, celebrations to mention a few. ( – partial implementation)

• Council members would be encouraged to donate computers/laptops for best student performances once the modalities are clearly spelt out. ( – await implementation)

Council Recommendations & Quick Fixes

All Students to resume with their Laptops effective 2017/2018 Academic Session so the

students can connect easily to the global educational platform especially first within the

University where the need to interact with their peers and teachers is becoming a priority.

Council directed that Parents should be notified of this decision.

Specification of the Laptop as articulated by the ICT

(Detailed configuration from 2GB RAM; 250GB Hard Disk Drive; Intel Pentium

Processor – Dual Core Processor @ 2.0 GHZ to 4GB RAM; 500GB Hard Disk Drive;

Intel Pentium Processor – Core i3 Processor @ 2.3 GHZ) ahead of resumption

date. ( – await implementation)

Quick Fixes contd.

The average age of Chaplains should henceforth be 40 years. (Not implemented)

Annual commendation dinner organized to reward excellent staff performances in and outside the

classroom(s). (Not yet implemented)

Roll-up banners introducing the University considered for all major Airports and other viable mass transit

locations in the country. (50% implemented)

University to access Nigerian Baptist Convention media rebates. (Not yet implemented)

Quick Fixes contd.

Rebranding Committee to draw up calendar of talk periods for every functional unit on campus

for the Vice-Chancellor’s approval and implementation. (Not supported)

Vice-Chancellor to introduce and lead the University rebranding and reorientation talks

during a Chapel service. (Not done)

Ultimate Goals & Targets

•Institutional Leadership, Governance and Administration

•Entrepreneurial Character Development

•Collaborative engagement and linkages

•Scholarship and Character Development

•Infrastructures in functional and serviceable state

•Environmental and Security consciousnessness

• Cost-reflectiveness in School Fees

• Commitment to Social Responsibilities and strong

community responsiveness/relevance

• Rebuild the Bowen Hospital facilities at the Iwo campus

to project a rebranded institution

• Constant and uninterrupted electricity & water supply

• Staff involvement and Commitments

We are to be foremost in all these!!!

Actions taken so far• The University management was communicated of

the Council approval and specific job descriptions for the various units proposed under SRCC in a

correspondence of the Committee to the University Management titled “University Repositioning Drive – Way Forward” and dated 15th July, 2017 and the

University Management gladly adopted the proposal for implementation.

• Committee worked on submitting an on-boarding document to management through the Vice-

Chancellor.• Committee invited Lecturers notes to be put on the

website using the Learning Management System.

Actions contd.• The Committee met with the Vice-Chancellor to launch out to

the entire University community.

• At the meeting, the erstwhile Deputy Vice Chancellor and Chairman of the Committee (Prof. John Akande) reiterated the

need to get all and sundry on board concerning the repositioning agenda and the desired quick fixes without

delay. He therefore pleaded to the former Vice Chancellor (Prof. Ojo) to initiate the process for larger acceptance.

• The Vice Chancellor was advised to formally introduce the Committee to the Deans and Heads of Department/Unit who

are essential links to their respective jurisdiction.

• The plan was to jump-start the process at minimal cost to the University by engaging only members of staff who are already

handling similar duties at their work stations.

Specialized quick fixes• Interactive Website

• Learning Management System• Media Marketing

• Ombudsman Document• Every student with Laptop at the onset of

academic session• Implementing the new Vision, Mission and

Core Values• Cultural Re-orientation through Curriculum

Re-packaging

Specialized quick fixes contd

• Standard and Transparent Appointments and Promotion Exercises

• General University Reward System• Commitment to Punctuality• Better Management of the Bowen University Parents ‘

Forum• Advocacy for Alumni representation in the University

Council• Private Automatic Branch Exchange (PABX) for Customer

Service because of its immense benefits; but fear was expressed that paucity of funds may stall the acquisition of such equipment at least for now.

Learning Management System

Through the rebranding process, the ICT directorate instituted a learning management

system training session for effective lecture delivery by July 26, 2017 and attendance was

very encouraging. It is planned that the training will be a continuous process until the entire

University (Academics) key into the electronic learning delivery process.

Media Marketing

• The Directorate of Institutional Advancement and Corporate Affairs was charged to give greater media attention to the University activities and programmes for enhanced visibility.

• There have been Press adverts; Radio adverts; Outdoor boards; Television commercial & documentary; social media; public relations and internal communication efforts.

Figure 1: A typical Bowen University Outdoor board in Lagos, Ibadan, Abeokuta, Port Harcourt and Abuja. This has attracted attention of potential subscribers

to the University

Sensitization Program• It is also paramount that stakeholders be well

informed about the on-going rebranding and re-orientation process to avoid imminent and undue reactions often associated with change (Our reason for being here).

• Brand ambassadors are therefore sourced for training to encourage all stakeholders to imbibe the rebranding paradigm, adapt to evolving cultural reorientation and to be part of the spiritual necessity required to bring the new vision into reality.

Key Performance Indicators (KPIs)

• The GEL curriculum (100% implemented)

– The goal of the GEL curriculum is to produce graduates with a Godly world-view to excellence and leadership.

– Specifically, the objective of GEL is to equip students with unquestionable Christ-like character; positive attitude to life’s challenges and sterling leadership roles for local relevance and global competitiveness

• Rebranding the Alumni Unit (30% implementation)

• On-boarding Document for the University (100% produced but not yet used)

• Identifying Salient Cultural Sentiments/barriers to success (80% implemented)

Other KPIs

• Identifying Communication Gap Between Staff and Students / also between Management and Staffers (100%)

• Embolden Students Confidence (70%)

• General University Reward System (30%)

• Frown at Lateness of Lecturers to Class (80%)

• Punctuality in meetings, workshops etc (20%)

– In order to fulfill our Vision, Mission and Core Values, change must start from the top then it should flow down to the bottom. It is to be emphasized by Management that punctuality in all affairs of the University is core if we have to be a foremost Christian University.

Other KPIs • All Students to Resume with New Laptops (20%)

• Establishment of Strategic Rebranding and Repositioning Center (SRC) (0%)– What the SRC is poised to do is to get consensus on our mission, on how we

should work together, how we will measure our progress and how we will manage our internal power and intimacy relationships.

– The Unit will basically ensure compliance with the Vision, Mission and Core Values of the University.

• Sourcing Brand Ambassadors (90%)

• Training of Ambassadors (1%)

• Brand ambassadors are clinically involved as active change agent

• Production of Welcome Pack brochure for new student arrivals (90%)

Other KPIs • Media Plans and Accomplishments

– Advertising Campaigns (Continuous)

• Creative Materials– Press / Print Advert

– Television Commercials

– Radio Commercial

• The Big Launch (0%)

• Efficient Customer Service Unit (CSU) (40%)

• Integrity and Ethical Reliability of staffers (50 -60%)

• Functional Compliance / Courtesy Unit (40%)

ExpectationsAnyone impacted by the rebranding process shall be a:

• Trusted Character (embracing righteousness,

leadership qualities, diligence and godliness);

• Loyal to the Bowen dream (that involves punctuality,

excellence, prompt delivery and compliance to the rule of

law); and

• Exhibit Confidence (that entails drive to succeed, computer

literacy and boldness to think outside the box).

• Every stakeholder shall deliver and be consistent on the

values that make ours a foremost institution

• Image protection through sustained facility maintenance,

curriculum improvements and repackaging to meet

contemporary needs

• The development and rebranding agenda costs money

that must be wisely sourced and prudently managed.

• A faith based institution like ours would be cost reflective

if we shall sustain the Baptist pedigree that makes

subscribers believe in our projects.

• Ceteris paribus, the University is focused and determined

to be non-duplicitous on the promises made to our clients

• Students would obey all the rules and regulations as in

the Student Handbook. Errant Students shall be

sanctioned without delay

• Capacity and confidence of Bowen graduates to think

big and make bold moves;

• Respect for human dignity through transparent actions

and predictable outcomes.

Fundamental changes and positive impacts that the

rebranding efforts are supposed to bring include:

• High quality infrastructure to deliver the expected service

and sustain the University good image

• Staff to be locus parentis and relating well to one another

• University running strictly as an academic institution with

students coexisting harmoniously in a serene environment

• Head of the institution shall for purity be a Baptist of proven

track record and integrity; a leader and an insider that

understands the workings and established culture of the

University.

• Collective affirmation of the University mantra of

Godliness, Excellence and Leadership to run a

foremost institution where sound academic knowledge

and godly character are consciously grafted into our products

John 4:3-15

Jesus said to her, “Whoever drinks of this water will thirst

again, but whoever drinks of the water that I shall give him

will never thirst. But the water that I shall give him will

become in him a fountain of water springing up into

everlasting life.” The woman said to Him, Sir, give me this

water, that I may not thirst, nor come here to draw.”

John 6:27

“Do not labor for the food which perishes, but for the food

which endures to everlasting life, which the Son of Man will

give you, because God the father has set His seal on Him.”

Cost/benefit outlook

Conclusions• The essence of the change culture retreat is the shared

tacit assumptions that can be brought to consciousness but most of the time operates outside our awareness.

• The best way to assess Bowen cultural elements is to bring groups together like this to talk about the institution in a structural way that leads them to identify their own tacit assumptions. This is the purpose of this assembly.

• That means, members are encouraged to develop common assumptions/ think alike even if they have uncommon experiences.

Here lies the progressIf you ambassadors do well, and carry out the assignment dutifully, you shall be called ‘Bowen Disciples’ just as Jesus disciples were identified in Antioch of Caesarea and the good Lord shall reward you abundantly amen.

Furthermore, we must always strive to be what we profess, otherwise the consequential damage could be counter-productive.

Thank you

Ultimate Goals & Targets - Strategic

Institutional Leadership, Governance and Administration

• Strict adherence to honesty of purpose, moral rectitude,

integrity, justice, fairness and living in accordance with

true Christian values

• Conducive atmosphere for staff to obtain their PhDs

• Dynamic and responsive administration. Zero tolerance

for cultism, examination malpractice and insubordination

• Public address system in classrooms and lecture theatres

• Reward outstanding academic and administrative

leadership

Scholarship and Character Development

•Admission of top rate students and employment of

highly competent, honest and experienced staff

• Regular Departmental seminars

• Christian principles and values

• Punctuality in all University programmes

• Information resources to support research, teaching and

learning

• University based journals

• Linkages with other universities

• Staff and students well cultured to meet clienteles in an

appealing manner

Entrepreneurial Character Development

• Good vocation and entrepreneurial training

• Students centered work-study and problem based

learning

• Motivate students’ entrepreneurial participation

• Self-reliance and creativity in solving problems

• Periodic mentoring sessions from entrepreneurs

Collaborative engagement and linkages

• Office of Sponsored Programmes (OSP) , grant proposal

and award coordination

• Staff exchanges with reputable foreign services and

institutions

• Distance learning programmes and other extra-mural

modules

Infrastructures in functional and serviceable state

• Effective distribution of internet access among staff and

students

• Computerization and networking of the Accounts service.

• Periodic evaluation and renovation of existing structures

• Computerized maintenance schedule of University

properties

• In-house management of University ICT portals and server

• Regular maintenance of the University Chapel and other

structures

• The University is client, staff and student friendly

• Staff Recreation Center

• Commercial Agricultural Farm and orchards

•A fuel station located within campus

• Well laid out concrete walkways to protect the lawn

• Constant and uninterrupted water supply

• Solar energy to complement electrical power needs

• School fees cost-reflective

• Diversified and viable ventures

•Access research grants from benefactors

• Elaborate on BUTH ventures

• Structure the University Main Gate as an inviting and

inspiring edifice to showcase a rebranded University

• Commitment to Social Responsibilities and strong

community responsiveness/relevance

• Rebuild the Bowen Hospital facilities at the Iwo campus

to project a rebranded institution

• Build quarters to accommodate at least 70% of staff

• Complete phase 1 of the Vice-Chancellor’s lodge

• Staff should go extra-mile to discharging their duties

towards the institution, especially to students and parents.

•All members of staff regardless of position are to jointly

enforce regulations provided for students in the Student

Information Handbook.

•All staff shall show active commitment to Christian service.

•Wednesday Chapel service is required and not optional.

Environmental and Security consciousness

• Clean, healthy, safe and attractive campus environment

all year round

• Well-trimmed grass and flowers around campus

• Tar campus roads and also build modern car parks

• Hygienic conveniences university-wide

• Security of lives and properties guaranteed

Staff involvement and Commitments