NAS STRATEGIC PLAN 2019

REPORT

OCTOBER 2019
 INDEX

1. Preface Page 3
2. Terms of Reference Page 4
3. Modus Operandi of the Strategic Committee Page 6
4. NAS Strategic Plans 2019 Objectives Page 7
5. Identification of associated NAS Committees Page 10
6. NAS Strategic Action Plan Draft Page 12
Building Internal Administrative Capacity Page 12
Improving NAS Societal Relevance Page 15
Improving NAS Membership Base Page 25
Increasing Internal and External NAS Income
Generation Page 26
7. Strategic Action Plan Committee Members Page 29
 PREFACE

NAS Strategic planning is used to set priorities, focus energy and resources, & strengthen operations,
to ensure that NAS and its Exco are working toward common goals, following established agreement
around intended outcomes/results

The strategic plan is for a “5-sayle” period

Approval for any NAS strategic planning is required formally at the SPC Mit. The approval of any
strategic plans at an SPC Mit, will ensure continuity of the plans, as subsequent NAS exco’s are
bound by the plans for the duration of strategic plan.

It is important to acknowledge the review of vast amount of work already done by previous
committees, notably NAS Strategic Plan 2008/2010 and the 2018-2030 work done by Ahoy
Martyny O’lololo led team. However it appears none of the previous NAS strategic plans have ever
received formal approval by SPC.

From a functional viewpoint NAS has NEVER had any formally SPC approved “Strategic plans” and for
an organisation with the depth and international reach of the PC, this is disappointing

One of the fundamental cornerstones of this committee is to have the proposed plans of this
committee approved at an SPC Mit. If this fails to occur, then ALL the work done by this or any of the
past committees will be in vain.

This committee will implore the current NAS exco to commence the formal Pyratical process for
seeking approval of these plans as a priority at the next SPC Mit
 STRATEGIC COMMITTEE TERMS OF REFERENCE

1) Act as THINK TANK for the National Association of Seadogs

2) Serve as a RESOURCE in assisting the leadership of NAS in the periodic review and update of the
NAS Strategic Plan.

3) Solicit INPUT on the plan from the membership and leadership of NAS.

4) Act in an ADVISORY capacity in assessing the strategies and action plans

5) OVERSEE implementation of the plan

6) Act on behalf of the NAS Cap’n and NAS Executive Council in EVALUATING the strategic planning
process of NAS periodically.

7) Conducting an annual REVIEW of its own performance and producing an annual strategic planning
report summarising progress on the Strategic Action Plan and submitted to the NAS Cap’n prior to
the Annual Converge Colloquium.

8) REFORMULATING at certain intervals the Strategic Action Plan for presentation to the NAS Cap’n,
NAS Exco, Pyrates Working Council and Supreme Pyrates Colloquium for approval and action.

9) Make any other RECOMMENDATIONS(s) to the NAS Cap’n, NAS Exco, Pyrates Working Council and
Supreme Pyrates Colloquium on any matter relevant to its assignment.
 Committee observations:

The Remit of this Committee is an advisory role/capacity mainly

The Strategic Committee is tasked with working closely with, but mainly overseeing any (All) NAS
Committees involved in areas relevant to our Strategic Goals.

It is not the remit of this committee to directly deliver the goals, but to assist already established
NAS committees tasked with individual Terms of Reference

The Strategic Committee will need to be familiar with the Terms of Reference of ALL relevant NAS
Committees.

Individual members of the Strategic Committee will be assigned to work with different NAS
committees

The Strategic Committee will be “Directly reportable” to the NAS Capon

 MODUS OPERANDI OF THE STRATEGIC COMMITTEE

1) The Strategic committee will formally agree and present organisational goals and strategies
for the 5-year period these plans will cover.

2) The Strategic committee will identify all already established NAS committees whose Terms
of Reference involves areas identified in our strategic plans.

3) The Strategic committee will establish formal contact with all the relevant committees
directly related to specific areas of the strategic plans. The committee will request “updated
progress reports”.

4) On receipt of these NAS committee updated progress reports, the committee shall analyse
these reports & provide a draft and advise around areas the committee’s goals can be
best achieved.
5) Will Solicit INPUT on the NAS Strategic plan draft from the membership and leadership of
NAS

6) The Strategic Committee will also provide advice & guidance to NAS for the provision of
specific “Support” to maximise the ability of the committee to achieve its stated goals.

7) The strategic committee shall continue to act in a supportive advisory role for each
identified committee

8) The Strategic committee will also act in an advisory role to NAS and form a working conduit
between the committees & NAS exco.

9) The committee shall provide quarterly progress reports to be shared with each NAS
committee involved achieving these plans
 NAS STRATEGIC PLANNING – 2019

This committee considers the following 4 objectives over the next 5-years period. These include:

1. Building Internal Administrative Capability

2. Improving Societal Relevance
3. Improving NAS membership base
4. Increasing External “Non-NAS” income generation

BACKGROUND:
NAS Strategic planning is an essential organisational management activity that is used to set
priorities for NAS over a “5-year period”

A strategic plan will focus NAS energy and resources, strengthen operations, ensure
that seadogs and other stakeholders are working toward common goals, establish
agreements around intended outcomes or results, and assess and adjust the NAS direction in
response to a changing environment.

Effective strategic planning articulates not only where NAS as an organization is going and the
actions needed to make progress, but more importantly how it will know if it is successful.
The development of this current strategic action plan requires a “Root & Branch” review of all pre-
existing plans. It appears NAS has had just one previously operational NAS Strategic Action Plan
2008/2010 (under the Sayle of Rixio Mafioso)

The development of this updated NAS Strategic plan also includes a comprehensive collection
of past & ongoing activities and processes that NAS applied to systematically coordinate and
align resources and actions with mission, vision and strategy throughout the confrat.
PREAMBLE:

• Pyratical Objectives: These are quantifiable and measurable Pyratical targets, that answer the
questions of how much, what & by when. There is an old adage that you can’t improve what you
don’t measure. As such, plans without measurable objectives are no plans at all; they are merely
task lists. Objectives must include baseline performance, targets

• Pyratical Strategies are collection of Pyratical tactics. The name of the strategy provides the focus
for something specific, and the strategy itself contains the individual tactics. As such… Pyratical
strategies are the broad action-oriented items that we implement to achieve the NAS objectives.

• Pyratical Tactics: These are task assignments that must be carried out on an individual basis. These
action items comprise the Pyratical strategy. These Pyratical tactics, include due dates, deliverables,
and are assigned to specific Seadogs, NAS Committees, Decks & NAS Offices/officers for execution.
OVERVIEW OF NAS STRATEGIC PLAN (2008/2010)

• NAS strategic Plan (2008/2010) consists of 17 Pyratical objectives. Most organization strategic
plans consist of 3-5 objectives over a 5-year period. where 2-3 objectives are achieved most
organisations will consider this a “Success”. 17 objectives are considered to be too many by most.

• Pyratical objectives are usually “Significant” organisational targets. It is debatable if all the 17
objectives in the current strategic plan can be considered “Major” milestones. We will however
review the past plan as it stands.

• Only 8 of the 17 NAS Strategic objectives (Plan - 2008/2010) can be considered to be “loosely”
achieved, however there were no objective quantifiable measurements of these
targets which include:
1. Strengthening and actively protecting our license to operate
2. Protect NAS Corporate Security
3. Actively manage External relations
4. Maximise ethical base
5. Reform the NAS Capone election process
6. Review NAS Governance structure
7. Define Status of Tortuga afloat “post CB”
8. Communicate the NAS strategic action plan

• 9 of the 17 targets are considered NOT achieved by this committee. These include:

1. Build Internal Capability

2. Societal Relevance
3. Campaign against organised Crime in institutions of Higher learning
4. Secure Political space
5. Extend NAS Frontiers
6. Improve NAS membership base
7. Define Benefits of membership
8. Review the NAS reward system for ruggedity (NAS hall of Fame)
9. Establish risk management guidelines for NAS
Please review NAS Strategic Plan 2008/2010 for specific details.

NAS 2018-2030 Strategic Plan highlighted 8 Key Strategic goals as below:

1. Undertake comprehensive electoral reforms
2. Source for international donor funds
3. Develop ICT infrastructure and human capital
4. Develop and manage profitable commercial capacity
5. Upgrade and operationalise the NAS Secretariat
6. Lead active civil advocacy in Nigeria
7. Protect/defend internal security and public image of NAS
8. Improve internal controls and governance systems
The plan also acknowledged 13 strategic goal statements that emerged from the situational
(S.WoT, and TOWS Matrix) analysis of the NAS Flagship for the period between 2018 and
2030. Article X proposal was also recommended to the NAS Constitution Review Committee
for guaranteeing continuity and sustainability of the Strategic Plan throughout its lifetime
(2018-2030).
 IDENTIFICATION OF ASSOCIATED NAS COMMITTEES

(1) Building Internal Administrative Capability; This Strategy requires close working with 2 NAS
committees -
NAS Membership & Database Management Committee (MDMC)
a. Terms of Reference (ToR) Under the direct guidance and supervision of the NAS First Mate, the
Membership & Database Management Committee shall be responsible for the following:
i. Develop, recommend and implement the rules and procedures governing membership of NAS.
ii. Develop and coordinate the plan for the intake of new members, including Inter Talk Guidelines

NAS DataCom: Terms of reference include

1. To propose a physical Administrative Secretariat actualisation plan
2. To establish a Virtual Secretariat for NAS as a stop-gap for a physical Administrative
Secretariat
3. To enhance Membership Management to the extent of addressing present and future needs

(2) Improving NAS Societal Relevance; This Strategy requires close working with -
Public Policy & Community Causes Advocacy Committee (PAC)
a. Terms of Reference (ToR) Under the guidance and supervision of the NAS Second Mate, the Public
Policy and Community Causes Advocacy Committee shall be responsible for the following:
i. Generate and develop programmes, within the ambit of the Sayle Chart for the Flagship, aimed at
identifying individuals, groups and communities that have been victimized, deprived, oppressed or
marginalized for any reason.
ii. Generate plans of action (including legal interventions) through which NAS can be their voice and
advocate.
NASHESAC and Medical Mission: The mission’s goals & objectives are intricately related to improving
societal relevance:
1. Seeking national and international advocacy on a single disease
2. Advocate for better healthcare delivery for citizens through our medical outreach.
NAS Programme Development & Execution Committee (PDEC)
(3) Improving NAS membership base....... This Strategy requires close working with
NAS Membership & Database Management Committee (MDMC)
a. Terms of Reference (ToR) Under the direct guidance and supervision of the NAS First Mate, the
Membership & Database Management Committee shall be responsible for the following:
i. Develop, recommend and implement the rules and procedures governing membership of NAS.
ii. Develop and coordinate the plan for the intake of new members, including Inter Talk Guidelines
NAS Pyrates Ethics Doctrine Committee (NASPEDC)

(4) Increasing Internal and External NAS income generation; This Strategy requires close working
with
NAS Finance & Investment Committee (NASFINVEST)
“The NAS Finance & Investment Committee (NASFINVEST) will act as principal agent of the
Association for the sole purpose of wealth creation and wealth management to benefit and respond
to the short, medium and long term financial needs of the Association and/or its chapters and
ancillary entities”. (Ref: NAS Book of Procedures, Appendix E, c2(a).
STRATEGIC ACTION PLAN 2019 DRAFT

1. Building internal Administrative

capacity
NAS DataCom Strategy Plan

Vision
● To propose a physical Administrative Secretariat actualisation plan
● To establish a Virtual Secretariat for NAS as a stop-gap for a physical Administrative
Secretariat
● To enhance Membership Management to the extent of addressing present and
future needs

Goals & Objectives

● Administrative Secretariat - With lessons learnt from past efforts at owning and
effectively running a physical secretariat, NAS DataCom will submit a proposal for
the actualisation of such a secretariat.

● Virtual Secretariat - Considering the geographical spread of the Pyrates

Confraternity and the age-long hassles of having a physical NAS Secretariat, the NAS
DataCom will work towards putting in place a Virtual Secretariat while the work on
actualising a physical secretariat is in progress.

When completed, the secretariat will ease document management and sharing of
documents across the Flagship.

The objective is to have a system that accommodates the hierarchical structure of

NAS.

● Membership Management - This forms the core responsibility of the NAS DataCom,
the goal is to review, revise and re-engineer the present NAS Membership
management system with the following objectives;
○ Improvement of the NAS Online Database for effective management of
■ Membership information - NAS Scroll
■ Stratification and gravitation
■ Transfers
 ■ Spot Management - Honorary & Punitive

Current Status
● Virtual Secretariat
There was previous work done in this regard in the 2014-16 long-legged sayle.
However, the system deployed at the time is now obsolete and will require total
revamping.

● Membership Management
NAS currently have in place a number of related online platforms geared towards
managing its membership in some of the areas identified for improvement. These
include
○ Online Database - https://members.nas-int.org
○ Spot Log - https://members.nas-int.org
○ NAS Membership & ID Card Management System - https://scrolls.nas-
int.org
○ Online ITT Platform - https://onlineitt.nas-int.org

Implementation Strategy

● Physical Administrative Secretariat

○ Submit proposal for actualisation as an addendum to this plan
○ Paid Secretary (preferably an SD or retired experienced female secretary)
● Virtual Secretariat
○ Engagement of Open Source software system to setup a Collaborative
Document Management System
■ Installation on NAS development server
■ Configuration
■ Testing
■ Roll-out
● Membership Management
○ Review, revise and propose improvements and the possibility of merging the
existing systems into one easy to manage Membership system
■ Analysis of existing systems/platforms
■ Identify immediate, short-term and long-term improvement aspects
■ Design Specification for an all-encompassing Membership system
○ Review and update the NAS Grooming Manual
 ● Continuity
○ To ensure seamless continuity of initiatives and proper documents handling,
we propose a technical team of 5 Seadogs that will manage the digital
secretariat.
○ The committed staff should be notarized to maintaining confidentiality and
non-disclosure of our corporate and financial records.
○ The different roles of this technical team including administrator, back up site
operators/assistants needs to be delineated.
○ The technical team will have a tenure of 3 years, after which 2 out of the 5
will be changed. That means they will stay beyond any NAS Cap’n;
○ They will report directly to the sayling NAS First Mate in collaboration with
the NAS Buksaylor 2. Their functions will include but not be limited to;
■ Assign roles in the document management system
■ Manage the new intake system/database
■ Set Up a ticketing system where NAS exco /Committee members can
put in tickets to request help with their NAS Information systems

Roadmap & Timelines

● Physical Administrative Secretariat

○ Submit Physical Secretariat Proposal
○ Employ paid Secretary
● Virtual Secretariat
○ Installation, Setup and Configuration
○ Testing
○ Roll-out
○
● Membership Management
○ Analysis of existing systems/platforms
○ Design Specification for Membership system
○ NAS MUST step up its securing of our digital footprints, as regards repository
of records bearing in mind that our affiliations stretch across varied
jurisdictions with significant confidentiality requirements that we have
hitherto considered. Falling afoul of these regulations may spell a huge blow
going by the fines meted out recently across the EU & here in the States.
Case in point the non-secure state of our mail server, which I understand, has
been voiced over the years. Yet, remains the primary avenue to transmit
huge volumes of personal data of Seadogs. Dangling sword of Damocles!
 2. IMPROVING SOCIETAL
RELEVANCE…..ADVOCACY/CHARITY/SOCIETAL WATCHDOG

Vision Statement
A NAS with the capacity to advocate for a just world through the formulation of influential
policies and championing for the rights of downtrodden citizens.
Seadogs should relatively be the Society watchdog to save the deteriorating human
practices through advocacy and harnessing of our knowledge based support for the
Campaigns.
Life will continue to suffer as long as good people remain silent to issues.

2 Goals/objectives

Advocacy work is of different types and one needs to consider and ensure that the approach
adopted is critically appropriate to our organisation's modus operandi or nautical blades as
well as the national strategy or countries situation with the aims of the campaign as
discussed. Among other vital consideration, Geographical location, Timing & Issue on
ground.
Abolition and reform are the main concept of Advocacy depending on vivid targets such as
government, businesses, groups of people and individuals. This can vary also from Conflict
to engagement or adversarial advocacy...
3. Tact and strategies to achieve the goals/objectives

1. Ardent Abolition or protest movement to shame Government policy makers when we

criticize them and thereby effect change. E.g Carry signs and banners to convey messages
and campaigns during our national gatherings or/and storming at Converges.

2. Internal reform or capacity building through constructive discussions within existing

systems. Applying our resources to collating data, analyzing such & using conclusions
therefrom to beam the searchlight on the primary units of governance whose policies or
lack thereof doggedly affect the most people

3. Grass root lobbying and representations.

4. Direct Diplomatic advocacy to the policy makers or intermediate approaches such as use
of networks and coalitions.

5. Political and judicial advocacy as a way to force a change process over an issue.

6. Research policy environment and audience, set aims and objectives, identify sources of
global support and opposition, develop compelling messages like global agreements and
convention, mobilize necessary funds (international & local) and collection of necessary
data and adequate monitoring of process along the way.
7. The advocacy program must not be flagship wide. Simply picking 1 or 2 pilot communities
or/and encouraging decks in the same area to work on the same project.

8. Public Policy and Community Causes Advocacy Committee (PAC) recommendations as

below: Current status – THIS IS WITH THE CURRENT NAS SECOND MATE and this was sent
LAST SAYLE.
Tact and strategies to achieve the goals/objectives

No. Goal/ Objective Tact/Strategy

1 Facilitating a capacity building for the PPAC 1. Harvesting best practices in Advocacy
on Advocacy by November 2019. and sharing among Committee members
so that they will be in tune with the
demands of advocacy.

2. Favouring an online devlivery mode so

that Committee Members can learn from
multi loocations.

3. Designing a Test to ensure that

Committee members understand the
modules.

2 Formulating, agreeing on and getting Working closely with the NAS Second
approval for advocacy thematic areas for the Mate to ensure approval of thematic
NAS by November 2019. areas.

3 Support the setting up of LACRI Offices on all Working closely with the NAS Balance
Decks where citizens can seek legal Mate to ensure uniform setting up of
assistance by December 2019. LACRI Operations.

4 Support the setting up of Citizens Advocacy 1. Empowering Deck Advocacy

Committees under the Citizens summit
program by December 2019.
Committees to:
• Identify Advocacy needs in their
locality
• Begin Advocacy Interventions on
a local level
• Initiate Public Policy Interventions
2. Capacity Building for Advocacy
Committees on advocacy.

5 Create a framework for policy perception 1. Work with Deckwide Advocacy

analysis under the Citizens Summit program
and publish same online and in 3 National
Dailies quarterly as from March 2020.
Committees.
2. Push the process of having the Citizens
Summit registered to run this program
independently and more nimbly.
6 Create framework for civil society visibility 1. Organize working meetings between
and partnerships across Africa and the world likeminded CSOs and NAS Implementing
by May 2020. Agencies.

2. Actively support the membership of

NAS in regional bodies in Africa.

7 Create a Public Policy and Advocacy Bank on
the CAP and encourage Seadogs to post
ideas on it as from June 2019.
1. Work with the NAS Buksaylor to set up
platform for harvesting brainwaves.
2. Monthly itemize brainwaves received to
be sent to implementing NAS agency.

5. Methods of quantifying implementation of vision/objectives

1. Seeking, recognizing and using opportunities;

2. Developing a Keen sense of Timing;
3. Developing and Understanding of the people involved in the process, their position
and power affiliations ,views and motivations;
4. Framing and articulating issues in ways that inspires targets and motivates them to
take action;
5. Developing Good/Skilled Negotiators and Consensus Builder;
6. Looking for opportunities to win modest but strategic policies to make room for
larger victories;
7. Arrangement of Leadership and other related training so as to acquire interpersonal
skills; and,
8. Learning how to integrate or even incorporate creativity, Style even humor into
advocacy so as to draw public interest and attention and also depending on the
Culture and Political environment.
9. Tracking implementation through well-defined action points and by paid staff.

10. Tracking Number of Advocacy initiatives initiated from the Deck.

11. Insisting on quarterly reports from Decks and Implementation

12. The PPAC requires intense administrative support from NAS Exco as a priority for setting up
the LACRI offices and all the other listed functions as above..
NASHESAC (NAS HEALTH & SAFETY ADVOCACY COMMITTEE)

VISION:
Our vision is to reduce the mortality rate in line with the sustainable development goals of
the united nation and also, the Nigerian national health plan.

OBJECTIVES:
Promote health awareness to seadogs and entire reach of Nigeria
To ensure that the medical mission is recognised as a formidable non-governmental
organisation attached to NAS
Ensure partnership with other recognised health related NGO, to promote technical skill and
access to grants.

TACT AND STRATEGIES TO ACHEIVE THE GOALS/OBJECTIVES:

Through internal and external programs.
A. Internal Programs :
- To reduce the morbidity and mortality rate among seadogs
- Increase the awareness of seadogs on contemporary disease
- To increase the access to affordable quality healthcare

Activities for Internal Programs:

- To make seadogs adopt a healthy lifestyle towards prevention and control of
non-communicable disease through regular health education and promotion of
disease prevention and lifestyle modifications
- Regular blood pressure checks at AP nights and MITS, with prostate specific
antigen (PSA) and glucose level checks twice per sayle, funded by the decks
- Reducing the financial burden of accessing healthcare by enforcing the
adoption of community based health insurance for all registered seadogs on
decks.
B. External Program:
- To reduce the mortality rate among members of the general public especially
from non-communicable diseases.
- Through advocacy, involve the government and relevant agencies on improving
the current status of the health sector.

Activities for External Programs:

- Regular medical missions to the public with adoptions of primary health care
centers around those environs via referral of patients and routine visits to
such facilities by medics within decks around these areas.
- Issues militating against the attainment of proper health delivery within the
PHCs should be made available to agencies supervising such PHCs
- Promote the acceptance of health insurance by the public as a solution to the
quality healthcare
- Commemoration of a selected number of world health days to promote
health awareness.
 - Seek proper partnership with health related NGOs, government and private
agencies during medical mission and other health related advocacy.
- Creation of social media pages strictly to promote health activities done by
NAS

CURRENT STATUS:
HESAC currently regulates all health related program done within NAS, ensures compliance
with expected NAS standards and reports to the Nas Medic Pyrate.

METHOD OF QUANTIFYING IMPLEMENTATION OF THE SAID VISION/OBJECTIVE:

- Routine documentation of seadogs vitals to check progress
- Monitoring of activities within PHCs by decks through their medic mate and
escalate all issues that require reform through the office of the Nas 2 nd mate
via the Nas Medic Pyrate
- Uniformed template of reporting all activities across deck and evaluation

NAS MEDICAL MISSION

NAS GUIDLEINES ON MEDICAL MISSIONS/OUTREACHES

1. These recommended protocols shall be applied on the direction of

the NAS/Zonal Medical Pyrate

2. NAS Medical missions must submit an application for prior approval

to the State’s ministry of Health at least TEN (10) weeks to the
planned date of commencement of the outreach/mission.
(PWC/SPC)

3. All NAS Medical Mission applications must be accompanied by the

following documents:
a) Evidence of NAS registration with Corporate Affairs
Commission (CAC).
b) List of planned health service providers stating their
qualifications (This applies to all NAS Pharmacists,
Nurses Doctors, Lab scientists…etc.)
c) Evidence of current practicing licenses of the
professionals from their respective regulatory bodies
 (Home or Abroad)
d) Description or statement of objectives of the intervention
and including the scope of the planned intervention e.g.
health talk (or health education), Specialist clinics
e) Evidence to show that all drugs to be used are NAFDAC
Registered/approved. Laboratory tests, must meet
quality assurance standards.

4. Excluding health talks, all NAS outreaches/missions must be carried

out in medical/health facilities (or hospitals).

5. Clinically effective arrangements must be put in place for referrals to

secondary care (Where appropriate or if indicated) throughout the
duration of the program.

6. NAS Missions that involve Laboratory Screening; X-Rays; and/or

Blood Tests must have qualified licensed NAS medical
doctors/Practitioners, who will examine the patients, request the tests
& interpret the results to the patients as well as properly treat or refer
the patients for treatment.

7. NAS HIV tests will require special approval by the Ministry of Health
after ensuring acceptable counseling procedure and confidentiality, will
be applied

8. NAS must ensure arrangements for the proper disposal of hazardous

medical wastes are provided at each mission location.

9. Provision must be made for post- outreach follow-up or continuing care

where appropriate or necessary. (Evidence where requested must be
presented which should include arrangements with relevant healthcare
 providers who will follow up patients treated/attended to at the
mission).

10. During any NAS outreach/Mission program, personnel (service

providers), drugs, kits, equipment etc. must at all times remain
accessible to monitoring team from the Ministry of Health for first hand
assessment and supervision.

12. The approved NAS Programme report of mission must be submitted

to the Ministry of Health at the end of the exercise. This should include
data on uptake of services during the program.

13 Any outreach held without due authorization by the Ministry of Health

runs the risk of attracting severe sanctions which might include arrests
and prosecution in a court of Law.

14. NAS Medical mission should continue at every PWC to continue to provide the community some
health benefit from having our event in that location.

15. Cost and manpower issues will be minimized if the medics of the hosting zones and the area are
mandated to be the primary providers of the heath care.

16. Medical Mission can be conducted during the designated PWC mit day instead of a day before the
event. Medics participating in the medical mission should be acknowledged and their absence
excused and credit given to them as having attended the PWC.
 NAS MEDICAL MISSION
PROJECT PROPOSAL

PROJECT TITLE:
REBRANDING NAS MEDICAL MISSION

PRIMARY CONTACT PERSON, TITLE, E-MAIL AND TELEPHONE NUMBER:

SECTION A: PROJECT RATIONALE AND APPROACH

1.1 Project Summary

Looking at the present modus operadi of the nas medical mission, it will be observed that it seems
we are spending so much manpower and fund during these numerous activity but we are not
having the expected state, national and international impact.
Based on these, it is imperative we review this mission and come up with best accepted
international practice in the direction of full advocacy.
Therefore the nas medical mission should now operate of 2 platforms
1. Seeking national and international advocacy on a single disease
2. Advocate for better healthcare delivery for citizens through our medical outreach.

ADVOCACY ON A SINGLE DISEASE-

Currently, many organizations are known for their advocacy for infectious disease but very few are
known for non-communicable diseases like, cardiovascular disease, diabetis mellitus, cervical
cancers, sickle cell disease, autism, infant and maternal mortality etc.
The prevalence of some of these conditions is high and in a society like Nigeria, the awareness level
is low. We can seek any, based on availability of fund and man power and promote awareness;
promoting prevention and seeking succour to those already affected by collaborating with other
NGOs, government agencies and also soliciting for grants.

HEALTHCARE DELIVERY TO CITIZENS-

In a long while now, we spend so much fund and manpower visiting so many communities,
delivering free healthcare services for a day forgetting that proper healthcare delivery is a
continuous process.
The proposed reform entails us through medic pyrates on decks/areas to interact and adopt
primary healthcare facilities around them with our routine medical outreach as incentive to get
good access to proper data within community, nothing prevalent disease conditions, problems
associated with poor healthcare delivery in such communities and factors predisposing refusal to
access healthcare by citizens of these community. These data should be reviewed quarterly,
biannually or annually, problems noted and advocacy carried out with again NGOs, government
body on need to help resolve some of the issue above in these communities. The impact will be
national and help rebranding nas, not also forgetting the possible grants

1.2 Organizational Background and Capacity to implement the project

For humanistic ideals, promoting the dignity of man are points close to the heart of nas as an
organization. Most of our activities revolve around making sure we care for our fellow human.

Noting that the above rebranding proposal will not be done by only medical expert, we known that
manpower which mainly will be sourced from the ,membership of this organization is
overwhelming. As an organization we are made of individuals from every profession to make this
reform possible

1.3 Project Objectives and Expected Results

- To promote health awareness to all corners within Nigeria and internationally through our
numerous decks in Nigeria and the world.
- To remind authorities especially the government of it responsibility to the citizens
- Promoting the aims of the national association of seadogs globally
- Aceessing grants to assist promote these activities.

1.4 Description of Project Activities

Medical mission does not need to be a seperate entity from NAS rather NAS should improve its
database and documentation/capturing data of its advocacy programs to improve its societal presence
and relevance
1.5 Implementation Plan and Time Frame

10 years project, subject to review every 5years

1.6 Knowledge Management

There will be a workshop on the proposed rebranding after the designed template is done by
the nas medic pyrate.
Quarterly or yearly reviews will give room to seek mistakes and improve standard

1.7 Gender Mainstreaming

The program is encompassing , there is no gender discrimination

1.8 Communication and Replication of Project Results

Communication channels will be created within and outside the mission structure.
This will be done mainly members of the mission

1.9 Sustainability Plan

Initial funding should be from NAS,
Later funding will be derived from donor groups

SECTION B: PROJECT RISKS, MONITORING & EVALUATION

2.0 Risks to Successful Implementation

Poor training of members of the mission

Poor initial funding from nas
Coordination of activities by center
Delay with commencing process
Non-registration of nas medical mission

2.1 Monitoring, Evaluation Plan and Indicators

Process for the above will be done by NMP/HESAC when the template is done.
It can be reviewed by the constituted body as the mission progress

SECTION C: PROJECT BUDGET

3.1 Financial Details

3.2 Projected Expenditures

SECTION D: PROJECT TEAM

4.1 Project Implementation Team

-nas medical pyrate

-nas second mate
-HESAC
-chairdawg pedec
-deck medic pyrate
- project manager(seadog)
-all health personnel wiin decks
-lubbers later

Other Strategies

1. Have a strategy to work with Red Cross during disasters in West Africa and beyond as we
grow.
2. The Primary health care program is a laudable program that can be implemented by all zones and
serve as a huge boost for the medical mission relevance. Zonal medics can in collaboration with
the local community leaders and citizens, offer low cost or free health care to a designated
primary health care center.
3. Improve NAS membership base……address dwindling numbers

1. To improve NAS membership base and address swindling numbers NAS should revisit
its recruitment process.

2. We can attract applications by considering placing advertisement for new intakes on the
pages of reputable national newspapers for the creation of external consciousness of the organisation
and a bigger pool of quality hands who have applied by their own moral persuasion and thus avoid
paddy paddy recruitement,

3. Interest was, & remains the facade of fighting for the least of us in the community of
our kind. Revitalize our advocacy program and community relevance and the interest
will be rekindled.

4. Reduce toes implication to sail. Minimum requirement to be considered an active

seadawg for a sayle should be the payment of the Annual NAS membership flat fee/
tees.

5. Review pyratical sanctions criteria as directed by Capoon blood and ensure that
blackspots be reserved for gruesome offences. Sanctions should be
rehabilitative/corrective).

6. NAS should recruit from among the final year students in Nigerian universities. That
way by the time they go through the process from tossing in to Xmas, the Rowers would
have graduated. Any Rower who does not graduate at Xmas should be over boarded
Onshore deck-Allow student rowers only with improved supervision and operating
standards (maintain CGPA of 3.0)

7. Drop NYSC as criteria (as it adds no benefit). Use only Certified University degree.

8. Offshore decks-Open Membership to Nigerians in universities in Offshore. Focus ITT

on issues peculiar to offshore environment where intending rowers can relate.

9. Improving the benefits of membership and networking potential by having a Bespoke

functioning Database.

10. Provide various online internal and external training programs, Online Knowledge
Resource Center, conduct continuous assessment of pyratical knowledge. Online
Knowledge Resource Center. The centralised online pyratical training will require access and
hosting on a functional NAS central database structure.

11. Make the networking and other benefits of PC the exclusive privilege of only active
members. This can be achieved with a real time verification from a Bespoke fully
functioning database and virtual secretariat. Thus No need to bother with floaters or
laggers.
12. Improve awareness of members and the public of the various NAS advocacy and
humanitarian programs.
 4. Increase Internal and External “Non-NAS” income
generation

Vision: With credibility from visible efforts shall the vats of milk & honey be opened.
We must not succeed at these efforts, but a diligent & focused effort in "Good faith"
will put us in better stead to attract collaboration & support.

Better cohesion will serve in uplifting the spiritual Pyratical lives of many while
making the occasional external forays more effective. We cannot continue with
persistent efforts to ingratiate ourselves to the lubbish community for acceptability.

The internal & external strategic visions need be synced for lasting results. That
submission by Ahoy Black Pot at the last but one Zeros KVJ onbud Pentagun Deck
that drew applause (amongst many other similar presentations) is a veritable
document for consideration in your deliberations.

NAS Research and Grants Committee (NRGC) “Blue Print”

NAS Research and Grants Committee (NRGC) aims To oversee the external fundraising strategy for
the National Association of Seadogs (NAS) on behalf of the Association. This committee proposes to
achieve this through a number (7) of goals elucidated below

1. To develop a fundraising plan for approval by the NAS Cap’n.

2. To oversee the implementation of the fundraising plan and all fundraising activities.
3. To discuss and resolve any issues in relation to the management of charitable funds.
4. To research, identify, recommend and respond to prospective call for proposals.
5. To oversee the coordination of the fundraising plan through a stakeholders and
communications strategy.
6. To report to the NAS Cap’n and its Executive board through the NAS Second Mate on
the progress in relation to the external fundraising strategy.
7. To monitor fund-raising efforts and ensure that ethical practices are in place, that
donors are acknowledged appropriately, and that fundraising efforts are cost-
effective.

Multiple grant applications were submitted to various international NGO’s and charities
UNDEF Grant 2018 (December) Awaiting Outcome
United Nations SDG Awards Unsuccessful
Open Society Initiative for West Africa (OSIWA) Grant Awaiting Outcome
United Nations ECOSOC Consultative Status Completed (Our votes count
campaign)
It is important to note the “Challenges” identified by the NAS Research and Grants
Committee (NRGC), adversely affecting their ability to be effective as a committee:
1. The committee is unable to develop a project proposal for LACRI because of lack of
information from the Office of the NAS Balance Mate.
2. NAS does not have project focus areas; NAS is not known for any specific thematic
areas, i.e. health, education, legal reform.
3. NAS projects do not keep quality data to support future project proposals. This is
another symptoms of a non-functioning central NAS Database
4. Lack of committed, quality and qualified Seadogs to serve on the committee from the
Not-for-Profit and public sector.
5. Awaiting the approval of the NRGC business case on the establishment of a sub-
committee for capturing useful data across the Flagship. Limited to One (1) Deck
Second Mate per Area (selected by the Area Mate) and members of the NRGC.

• NAS should adopt 5 project focus areas, i.e. education, health, legal, political and
environment.
• NAS should be known for key competencies than all.
• NAS should acquire a database management system to store and manage useful
project data.
• The power of the future is Monitoring and Evaluation (M&E). NAS should have a
statutory NAS Committee responsibility for M&E, research and grants under the
office of the NAS Second Mate.
Finance & Investment Committee (NASFINVEST): Measurable Goals
1. Recommend policies to the NAS Executive Council regarding the collection of subscription
and other monies to be generated from Seadogs and Decks

2. Invest and account for designated Association’s Funds

3. Generate ideas, advise the NAS Executive Council and implement policies on the investment
and management of funds owned by the National Association of Seadogs (NAS), funding of
collaborative projects between NAS and the Areas/Decks.

4. Develop and implement a financial plan on the investment and management of NAS funds

5. Provide guidance on profitable investments excluding direct trading activities.

6. Meet set financial targets through funds generation for the NAS Legacy Fund and other
Funds established by NAS.

7. Conduct an annual review of its own performance and produce an annual strategic planning
report summarizing progress of work by the Committee

Other Internal revenue strategies:

1. NAS Annual sayle tees should be a Flat rate for all SDs and:
- Be the minimum criteria for being credited as an active SD for a sayle
- Pyratical age/cadre documentation and benefits will be based on years of active sayle
credited per criteria above
- Affords the SD access to NAS priviledges for that sayle
- SDs can make the payments directly through the NAS secured website or through their
deck/zonal remittance or any other NAS approved methods.
- This will improve compliance and increase active participation

2. Bespoke Database with various online marketing and product promoting capabilities
The following seadogs are hereby appointed by NAS Capoon Handsum Skeletin as
members of the NAS Strategic Plan & Implementation Committee (NSPC):

1. Tongo Tongolata II – Longhorn (Chair)

2. Orsini Orsinia – Hispaniola (Scribe)
3. Bloody Jimeta – Magna Carta
4. Anoda Amendment – Sancta Riviera
5. Rhum Addict – Sancta Riviera
6. Mobile Corpse – Okavango
7. Libati Libata – Sahara
8. Zakula Lubato – Magna Carta
9. Red Bibol – Vito Corsica
10. Sickle Cell – Atlantis
NAS