STRATEGIC PLAN & INITIATIVES (2013 – 2015)

Compiled By

Desmond Alufohai, CMP

Presidential Theme

Transforming UBAANA: Through People, Programs & Places

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Table of Contents

Foreword ………………………………………………………………………………………………. 4 Introduction …………………………………………………………………………………………… 5 UBAANA’s 2013 Team ……………………………………………………………………………… 6 UBAANA’s Mission Statement, Aims & Objectives………………………………………………… 7 UBAANA’s “SWOT” Analysis ………………………………………………………………………… 8 UBAANA’s Strategic Plan & Initiatives ……………………………………………………………. 10 UBAANA’s Operating Budget …………………………………………………………………….. 16 A Legacy for Future Generations ………………………………………………………………… 17 Retreat Participants…………………………………………………………………………………. 18 Acknowledgements …………………………………………………………………………………. 20

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Plan ahead… It was not raining

When Noah built the Ark!

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FOREWORD

Fellow UBAANA-ITES:

y campaign theme as UBAANA’s presidential candidate was “Transforming UBAANA: Through People, Programs & Places.” My

vision for UBAANA is “an organization where members will network as good friends and family because of what we do for and with each other; where every member, old and young, will share information and goodwill, for the common good; where members will feel the need to be responsive and generous in giving back to UNIBEN; and an organization that will evolve into a beacon and strategic partner that will project UNIBEN as a leading center of excellence in academics, research and character building.” The first step in the transformation process was to organize a long-range Strategic Planning Workshop & Board Development Retreat.

UBAANA’s Executive Members, Board of Directors, Chairs of the Standing Committees and some invited members convened at the La Quinta Inn & Suites, Somerset, New Jersey, from September 20th – September 22nd, 2013, to participate in UBAANA’s first-ever Board Development Retreat. The objectives of the Workshop/Retreat were to:

Develop a cohesive and goal-oriented UBAANA team. Review the roles and responsibilities of the EXCO/Board of Directors/Committee Chairs. Explore fundraising concepts and ideas. Develop an operating budget for UBAANA. Develop UBAANA’s first long-range strategic plan of action.

We did not have to search far and wide for a retreat facilitator because UBAANA’s own Desmond Alufohai fit the bill. Mr. Alufohai who graduated from Biological Sciences in 1983 heads the International Trade Promotion Division for Miami-Dade County, Florida. He has worked as a leader in the international community for more than 20 years. He served as the Executive Director and Head of the Membership Services and Training Department for Junior Chamber International (JCI) from 1991 – 2002. He continues to travel extensively throughout the world conducting trade missions, workshops, organizational fieldwork and essential professional and personal development training. He made notable contributions during his tenure at JCI as the liaison to the following organizations - United Nations Agencies (UNICEF & UNESCO), World Health Organization [WHO], and the African Union (AU). He was a delegate to the International Model United Nations (IMUN) in New York (1991). He is a Certified Meeting Professional (CMP) and a JCI Certified International Training Fellow (ITF).

The results of the 3-day retreat are provided in this report. I want to express my gratitude to everyone who took the time to join us at the retreat to begin the process of transforming UBAANA. Most importantly, I was very pleased that the entire cost of the retreat was covered by donations and contributions from attendees and no funds were taken out of UBAANA’s accounts for the retreat.

It is said that a leader is one who knows the way, goes the way, and shows the way. A blueprint has been developed, the work is just beginning; now, it is the time to begin implementation of the strategic plan.

Thank you for your continuing support.

Patrick Bob Egbe, MD President

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INTRODUCTION

espite the hype and glamour about the Titanic, the ship sank! Perhaps, poor planning and flawed

strategy caused a tragedy of such inestimable proportions. On a personal level, few of us would get

in the car to take a trip without proper planning, checking a road map or using GPS navigation guide,

unless we know from past experience how to get where we’re going.

Strategic Planning (SP) is the set of actions and decisions made by stakeholders that lead to the

development of specific strategies and initiatives designed to help an organization achieve its stated

objectives. It is a formal and continuous planning process that utilizes a thorough and systematic

planning approach through a common framework to ensure efficient use of organizational resources.

Strategic planning serves as a road map to help an organization or business figure out how to get where

it wants to go.

To be successful, not-for-profit organizations must utilize every available resource at their disposal and

devote more attention to analyzing environments and formulating creative strategies. Also, non-profits

must develop flexible structures, innovative processes, and explore new working relationships

(partnerships) to gain a competitive edge. Today, more than ever, non-profit boards, stakeholders and

staff must capitalize quickly on the changing business environment, improve overall profitability and

formulate better strategic decisions while increasing performance through improved effectiveness,

efficiency and flexibility to avoid “sinking” the organization.

UBAANA’s leaders gathered at the La Quinta Inn & Suites, Somerset, NJ, from September 20th –

September 22nd, 2013 for its Board Development Retreat. The purpose of the retreat was to review

UBAANA’s present state of affairs and analyze UBAANA’s strengths, weaknesses, opportunities and

threats (SWOT). At this gathering, a blueprint for UBAANA’s future operations in a prioritized and

realistic manner was developed.

UBAANA’s strategic planning initiatives, enumerated in this report, highlight the significance of devoting attention to analyzing and formulating strategies that relate directly to its needs. Retreat participants focused on the following six (6) key target areas (KTAs): Communications, Endowment, Finance, Legal & Ethics, Membership Growth & Development and Projects & Programs. An overarching goal was established for each KTA, and the strategy to achieve each goal was also established. Several objectives were then developed to achieve the stated goal, ensuring that each objective met the “SMART” criteria: Specific, Measurable, Attainable, Realistic and Timely (Deadlines).” I want to express my appreciation to President Patrick Bob Egbe, MD, for inviting me as the facilitator for UBAANA’s first-ever Strategic Planning Retreat. I extend my special thanks also to all retreat attendees for their magnanimous support and understanding. UBAANA is blessed to have such passionate, dedicated and visionary leaders setting the leadership “tone at the top,” they are all ensuring that UBAANA’s flag is kept flying high and afloat! Respectfully yours,

Desmond Alufohai, CMP Retreat Facilitator

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EXEXUTIVE COMMITTEE

BOARD OF DIRECTORS

STANDING COMMITTEE CHAIRS

UBAANA’s 2013 TEAM

Patrick Bob Egbe

President

Edward Fubara

Secretary General

Idith Ojo

Vice President

Orumè Hays Agbeyegbe

Treasurer

Sarah Uzamere

Asst. Sec General

Stella Aduba

Board of Director

Dele Ekunsanmi

Board of Director

George Alakpa

Board of Director

Gege Odion

Board of Director

Chris Salami

Board of Director

Meire Akpaibor

Chair, Growth & Membership

Desmond Alufohai

Chair, Programs & Projects

Robert Omoyemi

Chair, Legal & Ethics

John Uyanne

Chair, Endowment

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UBAANA’S MISSION STATEMENT To foster a progressive and dependable network among alumni and students of the University of Benin for the common benefit of all who share the experience of the great University of Benin; and to project the values, image, and recognition of the University of Benin as a leading center of excellence in academics, research, and character building. AIMS AND OBJECTIVES The aims and objectives of the Association shall be:

A. To serve as the primary platform for networking among University of Benin Alumni in

North America.

B. To promote and sustain collaboration between UBAANA and UBAA in Nigeria and worldwide utilizing all available technology and information system.

C. To create, implement, or support programs that are geared towards the continued growth and development of the University.

D. To propagate the University’s philosophy of “knowledge for service”, as individuals and throughout the Alumni network.

E. To provide and support an atmosphere of consistent transparency and fairness at all

levels of UBAANA activity.

F. To encourage widespread and active participation by all UBAANA members. G. To serve as a conduit for professional development and actualization of personal goals

by fostering mentorship, internship and other opportunities for all members.

H. To undertake such acts and deeds as are incidental to the attainment of any of the objectives above.

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UBAANA’s “SWOT” ANALYSIS

The first step to defining UBAANA’s strategic plan is to identify and evaluate its internal strengths and weaknesses, as well as its external opportunities and threats (SWOT). SWOT analysis is a structured planning method used to identify the internal and external factors favorable and unfavorable to achieving organizational objectives; and aligning its strategy to fit.

Strengths: UBAANA’s characteristics that gives it advantages to excel. Weaknesses: UBAANA’s challenges and disadvantages. Opportunities: Real or potential situations or elements that UBAANA could exploit to its

advantage. Threats: Real or potential conditions that could limit UBAANA’s effectiveness and

competitiveness, if not dealt with in a pro-active manner.

Retreat participants enumerated the follow strengths, weaknesses, opportunities and threats for UBAANA:

UBAANA’s STRENGHTS

Resourceful, experienced and enthusiastic members.

UBAANA is a culturally diverse group with geographic spread across America.

UBAANA is blessed to have members with various skills, talents and disciplines.

Members subscribe to common goals, aims and objectives.

The passion and dedication of UBAANA members is unsurpassed.

UBAANA has very committed leaders.

UBAANA survived its first six (6) years and made it through growing pains.

Members donate generously.

UBAANA has established very good relationships with UNIBEN and UBAA.

The Annual reunions create camaraderie and esprit de corps among members.

UBAANA’s WEAKNESSES

Members tend to be very busy individuals.

UBAANA’s financial state is still very poor and unstable.

Accountability and record keeping needs to be improved.

Lack of administrative (paid) personnel.

UBAANA has no permanent central office or secretariat.

Low percentage of members participates in meetings and events.

Inexperience as a young group.

UBAANA is a volunteer organization.

Lack of resources and support for chapters.

Sub-optimal records and knowledge-transfer after election cycles.

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UBAANA’s OPPORTUNITIES

Proximity and access to numerous great American Alumni organizations.

Great potential for expansion and growth.

Untapped pool of potential members in the United States, Canada, The Caribbean, etc.

Collective members experience and enrichment may overcome obstacles and achieve missions.

Opportunities to solicit grants and corporate sponsorship to improve financial situation.

Exploit availability of resources for non-for-profit organizations in the United States for UBAANA’s benefit.

Harness the diversity of members, talents, skills, culture, and experiences to make UBAANA a great organization.

New graduates from UNIBEN ensure a robust membership pool and longevity for UBAANA.

Take advantages of the U.S. tax laws which allows for deductions of gifts.

Strong and positive reputation of UNIBEN is a plus for UBAANA. UBAANA’s THREATS

Members non-conversance and non-compliance with UBAANA’s Bylaws .

The loss of UBAANA’s 501(c) 3 status, if not restored, may affect ability to raise funds.

Lack of interest and participation of members due to unprofessional conduct and conflict that arise from time to time.

Untoward interference from non UBAANA and Alumni entities may jeopardize progress.

The state of political affairs in Nigeria directly or indirectly affects UBAANA.

Host country’s regulations, such as the recent Recession, Global financial collapse, affect UBAANA’s operational capabilities.

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UBAANA’s STRATEGIC PLAN & INITIATIVES

Key Target Area #1: Communications

Goal: Create new and innovative communications platforms in order to improve internal and external communication.

Strategy: Utilize numerous outreach marketing and promotional tools to disseminate information internally and to improve external relations.

Objectives

Responsible Personnel

Deadline

Proposed Budget

Status/ Recommendation

1. Maintain and update UBAANA’s membership directory monthly.

Membership Committee Chair

Monthly

NA

2. Utilize SMS (text) messaging and Network Marketing to disseminate information to mobile devices.

Secretary General

On-going

$300

4. Established a monthly e-Newsletter.

Secretary General

On-going

5. Encourage more members to participate in monthly conference calls, events, meetings and Annual Reunion.

UBAANA President / Chapter Chairs

On-going

6. Utilize Social Media to disseminate information internally and externally.

Website Committee

June 2015

7. Encourage all UBAANA Local Chapters to set up events and planning committee.

Chapter Chairs

June 2015

8. Update and improve UBAANA’s website aesthetically and increase website traffic by 20% annually.

Website Committee

On-going

9. Improve external relations and communications by attending events organized by the UBAA and UNIBEN.

UBBANA President, EXCO & Board of Directors

June 2015

$1,700

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Key Target Area #2: Endowment

Goal: Raise at least $100,000 for UBAANA’s Endowment Fund.

Strategy: Strengthen UBAANA’s financial base by generating funds from various sources.

Objectives Responsible Personnel

Deadline Proposed Budget

Status / Recommendation

1. Engage the services of professional Grant-writers to raise $10,000 within 2 years.

Endowment Committee

June 2015

2. Raise $10,000 from Annual Reunion (2014 & 2015) meetings.

Local Host Chapters

June 2015

3. Raise $50,000 from UBAANA members for the Endowment Fund.

UBAANA’s EXCO, Board of Directors Endowment Committee & Chapter Chairs

June 2015

4. Raise $50,000 for the Endowment Fund through public and corporate sponsors.

Endowment Committee

June 2015

5. Raise $5,000 by publishing a UBAANA Membership Directory and selling ads in the Directory.

Endowment Committee

June 2015

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Key Target Area #3: Finance

Goal: Raise the sum of $20,000 annually for UBAANA’s operations by June 2015.

Strategy: Involve UBAANA’s Local Chapters and the general membership in fundraising activities.

Objectives

Responsible Personnel

Deadline Proposed Budget

Status / Recommendation

1. Encourage Local Chapters to organize fundraising events to benefit UBAANA and tender $2,000 or 20% of net proceeds (whichever is the greater amount) annually to UBAANA.

Local Chapter Chairs

June 2015

2. Encourage Local Chapters to organize Tele-thons or Phone Drives to raise $3,000 annually for UBAANA.

Local Chapter Chairs

June 2015

$100

3. Raise the sum of $5,000 annually through Corporate sponsorships.

UBAANA EXCO & Board of Directors

June 2015

$100

4. Raise the sum of $2,000 annually from Advertisements.

UBAANA Newsletter Editorial Board

June 2015

$100

5. Embark on Membership Dues Drives to improved dues intake to $8,000 annually.

Membership Growth Committee and Local Chapter Chairs

June 2015

$100

6. Explore fundraising opportunities through UBAANA’s Website to raise $1,000.

Website Administrator & Website Editorial Board

June 2015

$100

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Key Target Area #4: Legal & Ethics

Goal: Promote decorum, respect and trust among members and resolve reported conflicts.

Strategy: Serve as the custodian of UBAANA’s Constitution & Bylaws and assist with clarification of constitutional and policy matters.

Objectives Responsible Personnel

Deadline Proposed Budget

Status / Recommendation

1. Provide common and consistent rules and procedures for official UBAANA meetings.

Legal & Ethics Committee

On-going

2. Provide training on Parliamentary Procedures for national and local chapters.

Legal & Ethics Committee

June 2015

3. Establish a code of conduct and Ethical guidelines for UBAANA’s officers at the National and Local levels.

Legal & Ethics Committee

June 2014

4. Develop a formal annual reunion meeting contract between UBAANA and host local chapter

UBAANA EXCO & Legal/Ethics Committee

June 2014

5. Explore the implications of local chapters utilizing UBAANA’s Federal Tax ID and tax-exempt 501(c)3 status and provide written guidelines and recommendations.

Legal & Ethics Committee

June 2014

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Key Target Area #5: Membership Growth & Development

Goal: Increase dues-paying members by 50% by 2015.

Strategy: Retain current membership strength and establish new chapters across North America and the Caribbean. Objectives Responsible

Personnel Deadline Proposed

Budget Status / Recommendation

1. Develop incentives for attracting new members and retaining existing members.

Treasurer, Membership Committee, Local Chapters Chairs

On-going

2. Encourage UBAANA’s members to inspire and sponsor potential alumni members to the Annual Reunion meetings.

UBAANA EXCO, Board of Directors, Local Chapters Chairs & Membership Committee

On-going

3. Create a comprehensive UBAANA database.

Membership Committee

On-going

4. Ensure a monthly update of UBAANA’s Membership Database to include but not limited to the following: Dues-paying members; Potential members by chapter, region, business ownership, etc.

Membership Committee On-going

5. Liaise with potential vendors and sponsors and establish incentive programs for the benefit of UBAANA members.

Membership Committee On-going

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Key Target Area #6: Programs & Projects

Goal: Raise awareness about UBAANA in UNIBEN and increase UBAANA’s impact through its programs and projects.

Strategy: Facilitate and promote the implementation of programs and projects in UNIBEN.

Objectives Responsible Personnel

Deadline Proposed Budget

Status / Recommendation

1. Liaise with the Alma Mater to identify programs and projects to be implemented

and supported by UBAANA.

Programs & Projects Committee

Ongoing

2. Establish a Career Development and Mentoring Panel for the benefit of UNIBEN students.

UBAANA EXCO

On-going

3. Sponsor a Global Homecoming event for UNIBEN Students.

UBAANA EXCO

On-going

4. Liaise with UNIBEN Alumni Directorate Office to identify the Valedictorian and Ten (10) Academically Gifted Students (TAGS) annually.

Programs & Projects Committee

June 2015

5. Liaise with the University of Benin Librarian to assess the critical needs of the Library and assist in the transformation of the Library into the best reference University Library in Nigeria.

Programs & Projects Committee

On-going

6. Develop activities and events towards the celebration of UBAANA’s Tenth (10

th)

Year Anniversary.

Programs & Projects Committee

June 2015

7. Establish a UBAANA Business Network.

Programs & Projects Committee

June 2014

8. Organize a Business Forum/Marketplace during the UBAANA’s Annual Reunion.

Programs & Projects Committee

June 2014

9. Liaise with the Webmaster and Secretary General to establish and update a Business Forum page on the Website and monthly UBAANA Newsletter.

Programs & Projects Committee

On-going

UBAANA’s OPERATING BUDGET

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LEAVING A LEGACY FOR FUTURE GENERATIONS

Plant a tree today for future generations to harvest. Someone else planted the tree from which you plucked a fruit…

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“Inside of all of us there is the need and the desire to be heard, to have our innermost thoughts,

feelings and desires expressed for others to hear, to see and to understand.

We all want to matter to someone, to leave a mark.”

– Vicktor Alexander

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The 2013 UBAANA Board of Directors made the following pledges:

Donate an electronic scoreboard for the Athletic Center in UNIBEN.

Establish a solid foundation and organizational structure for UBAANA.

Establish UBAANA as a recognized resource on UNIBEN's campus.

Establish a set of active functional, working committees that present their findings

annually at the general assembly.

Establish a tradition of annual Board Development & Retreats to ensure the Board

members understand their role and function, to review the organization's strengths,

weaknesses, opportunities, threats, and revise and establish new goals and objectives.

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Pictured Above: UBAANA’s EXCO & Board of Directors at the 2013 retreat.

Below: Retreat attendees’ group photo - Somerset, NJ.

RETREAT PARTICIPANTS

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LIST OF RETREAT PARTICIPANTS

Stella Aduba

Orume Agbeyegbe Hays

George Alakpa

Desmond Alufohai

Ifeoma Anekwe

Patrick Bob Egbe

Rose Egbuiwe

Dele Ekunsanmi

Tonye Fubara

Ngozi Obi

Gege Odion

Idith Ojo

Robert Omoyeni

John Uyanne

Sarah Uzamere

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ACKNOWLEGEMENTS

The President, Executive Committee Members and the Board of Directors of UBAANA extend

their appreciation and gratitude to all the individuals and groups that contributed to the

successful production of UBAANA’s first Long-Range Strategic Plan (2013 – 2015). The

invaluable input, time and support from the retreat participants are very highly appreciated.

We hope that you will find time to read the Strategic Plan. We welcome your comments and

recommendations.

Thank you.