UADS Decides 2025: Interview With Okelue Amaechi Patrick, Aspirant For The Office Of The President

Dentatics Press spoke with Mr. Okelue Amaechi Patrick, the current Vice President of the association and a presidential aspirant for the upcoming tenure. In this interview, he discusses his track record, evaluates the current executive council, and outlines his vision for UADS if elected.

Can you please introduce yourself?

My name is Patrick Amaechi Okelue, a 600-level student of the Faculty of Dentistry, a member of the Unibadan Association of Dental Students, and the current Vice President of the association. I am an aspirant for the position of president for the 2024/2025 executive tenure of UADS.

Your current tenure as Vice President, how would you rate it?

If I had to rate it out of ten, I'd give it an 8.5. 

What were the things you achieved, and what were the things you couldn't?

I achieved some things in my manifesto, and more. First, I organized the undergraduate opportunities webinar alongside the special duties officer. It included training on scholarship applications and essay writing. I also paid courtesy visits to different classes. I visited all the pre-clinical classes — the 2k27, 2k26, and 2k25 classes — early in the tenure, and again, towards the end of the year. I also visited 2k25 class at their pre-MB talk. I facilitated the visit of the executive council to the 2k28 class during their matriculation. 

I arranged exam packages for the 500-level class ahead of their BDS Part 2 exams, as I had planned. During the tenure, the 2k23 class had 2 professional exams, while the 2k25 class had one. However, when I presented the budget for the office of the Vice President at the start of the tenure, I made it clear that each class would only receive one exam package,  due to the economic situation and the available funds in consonance with the rising prices. So, the 2k23 class got only one exam package.

I also facilitated the delivery of the Ibadan Dentistry merch. Though we had fewer than fifty purchases, everyone who paid got theirs. I ensured the production and smooth delivery of the last tenure’s jotters — despite the financial strain the association faced at the start of the tenure, including debts and backlogged projects. 

I organized the career webinar themed “Charting the pathway” to educate members of the association, particularly younger ones, on possible pathways for dental practice in and outside Nigeria. Since many are interested in this, I prepared a documented summary for reference and to prevent repetition in the future. During the 43rd Health Week, I pioneered the well-talked-about Entafield Person of the Year Variety Night, which was a success. I also pushed for improvements in Health Week activities — for example, securing alumni sponsorship for some awards, so winners also received financial gifts. When a long-standing sponsor pulled out of the quiz competition, I secured a new sponsor and even added a public health section to the competition.

From my manifesto, I worked on student welfare, strengthened inter-dental school association relationships as the Local Exchange Officer, and facilitated virtual research training in collaboration with the Dentiscope Editorial Board.

That's why I rate myself an 8.5. Challenges included inconsistent responsiveness,  causing some delegated tasks to be left undone. Fundraising for Health Week was partly handled by the committees, but a lot still fell on my shoulders. Some committees had standing sponsors which made things easier for them. There was also general apathy within the association.

Before we go into your candidacy, how would you rate the executive council?

I'd give the executive council a 7/10. We had major financial constraints at the beginning of the tenure, but we still managed to sponsor the 2k28 class' Freshers' Welcome and the 2k27 class' pre-clinical orientation. That said, the public perception of the association declined this tenure — we weren't as visible or engaging as we should have been, and that's a major setback. Still, I believe we did our best in terms of student engagement, welfare, and responding to concerns.

You previously mentioned that the PRO had device issues, which affected publicity. There was also inconsistency with the release of the monthly newsletter. If a similar issue arises under your leadership, what would you do? And how would you combat apathy?

If elected and similar publicity issues arise, I'd appoint an unofficial PRO to hold the fort, someone capable in the association. I once served in such a capacity myself. Ideally, each executive should be training a successor, so the PRO should be able to recommend someone to temporarily fill in.  Also, all executives should take responsibility for upholding the council's image. Timely publicity releases should be a collective effort.

On apathy, I understand where it comes from. As a medical student, I feel the reason for apathy is simply the length of time spent in school. Still, I would try to improve participation by organizing activities people genuinely want to attend, pushing out early and quality publicity, and ensuring every class is represented in things like Man Crush Mondays and Woman Crush Wednesdays. I'd also leañ into sports, both indoor and outdoor games, and make sure they include games that encourage female participation. 

Tell us about your plans if elected.

My plans are grouped. For students' welfare, I intend to launch a scholarship scheme for indigent students by liaising with the faculty and partnering with alumni who are private dental practitioners in Nigeria. Since most of the beneficiaries of the Global Sponsor A Student Program are MBBS students, I will work with Unibadan Dental Alumni Network and the faculty to create something similar for dental students. 

I also plan to make dental instruments and consumables available at subsidized rates through UADS Ventures. I'll introduce personalized welfare packages, exam wishes, and consistent academic drive updates. Under capacity building, my focus is on soft skill acquisition, leadership training, and stronger inter-dental school association relations. I also want to boost participation in association activities. For fundraising, I aim to expand UADS ventures through dental supplies sales, projector rentals, stronger sponsor relations, and re-engagement with past sponsors.

On alumni relations, I intend to improve relations with UDAN and alumni in diaspora, and update the Board of Advisors including matrons, patrons, consultants, and staff advisors. I also plan to oversee the release of the annual Dental Digest and Summus X.

Your plans seem quite financially intensive. So fundraising has to be on another level?

Yes. That’s right.

Do you know how much UADS Ventures generated during this tenure?

I do not have exact numbers but I believe Ventures have been generating stable income. For instance, the UADS zoom premium account covers its monthly subscription and still brings some profit. The dental instruments and Public Address System also generate revenue. We even had to get new microphones recently because of user complaints, and the income made that purchase justifiable. 

Salami Wisdom