Commuque issued at the end of the 2025 Annual Public Lecture

COMMUNIQUÉ ISSUED AT THE END OF THE 2025 ANNUAL PUBLIC LECTURE OF THE INSTITUTE OF CHARTERED SECRETARIES AND ADMINISTRATORS OF NIGERIA (ICSAN), HELD AT THE GOLDEN TULIP GARDEN CITY HOTEL, PORT HARCOURT, RIVERS STATE, ON THURSDAY, MAY 22^ND, 2025.

1. PREAMBLE   

The Institute of Chartered Secretaries and Administrators of Nigeria (ICSAN) held its 2025 Annual Public Lecture as a hybrid event, on Thursday May 22^nd 2025 at  the Golden Tulip Garden City Hotel, Port Harcourt, Rivers State.

The Public Lecture was themed “Crisis to Opportunity – Policy Implementation for Sustainable Economic Growth,”

The Chairman of the Occasion was Hon. Justice DG Kio, PhD while the Keynote Speaker was Mr. Keluo Bosah Chukwuogo, PhD, MFR. The Discussants, who added enriching perspectives to the discourse, were  High Chief David Serena Dokubo-Spiff, (represented by Barr. Inuroro Wills); Chief Adeniji Adewale, ACIS and Ms. Nkemdilim Agboti, ACIS.

The Chief Host of the Lecture and President of the Institute/Chairman of the Governing Council, Mrs. Funmi Ekundayo FCIS was supported at the event by the Vice-President, Mrs. Uto Ukpanah. FCIS; the Honourary Treasurer, Mr. Francis Olawale, FCIS;  Chairman of the ICSAN Publicity and Advocacy Committee, Mrs. Nkechi Onyenso, FCIS; Chairman of the Rivers State Chapter of ICSAN, Sir. Sebastian Essien, ACIS; members of the ICSAN Governing Council, as well as Members and Non-Members of the Institute.

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2.0 OBJECTIVE OF THE ICSAN PUBLIC LECTURE

As a leading professional body dedicated to the promotion and practice of Corporate Governance and Public Administration, ICSAN organizes its Annual Public Lecture as a veritable platform for beaming searchlight on topical issues of national and public interest with a view to identifying challenges and proffering workable solutions.

By this medium,the Institute has over the years contributed positively to national policy direction by availing the authorities of the much-needed policy guidance and guidelines while the private sector has also benefited from pragmatic ideas and initiatives churned out from the Public Lecture and other programmes of the Institute.

Following the robust presentations, speeches and contributions during this year’s Public Lecture, the following observations and recommendations were arrived at:

3.0 OBSERVATIONS

The Forum observed inter-alia, THAT:

1. Nigeria is persistently confronted by a multitude of crises that span environmental, socio-political, and economic dimensions. These include annual flooding, widespread municipal waste management challenges, escalating environmental degradation, recurring clashes between herders and farmers, insurgency and insecurity. These crises underscore the country’s vulnerability and the urgent need for strategic resilience-building across all sectors.
2. Transforming crises into opportunities requires a methodical and courageous approach. It begins with full awareness, acknowledging the gravity of the situation without denial or complacency. Political will is equally crucial; leaders must demonstrate commitment to confronting challenges head-on and supporting innovative solutions.
3. Sustainable economic growth is not achieved through intentions but through systems that ensure diligent follow-through; it is achieved through systems that are transparent, accountable, and resilient. Thus, bridging the gap between vision and action, between planning and execution, is the linchpin for real and lasting economic growth.
4. Despite the proliferation of well-intentioned policies and strategic frameworks in Nigeria, the implementation of these policies remains significantly flawed. This is largely due to political discontinuity, weak institutional capacity, entrenched corruption, and frequent appointment of minimally qualified or poorly equipped executors. The absence of consistent oversight, monitoring, and accountability mechanisms further weakens policy outcomes and undermines public trust in government initiatives.
5. Crises events routinely expose deeper structural weaknesses within the national governance architecture. From poor infrastructure to inadequate emergency response systems and lapses in public accountability, such failures are often magnified during times of stress. The inability of institutions to anticipate, mitigate, or effectively respond to crises reflects a broader problem of systemic inefficiency and governance fragility.
6. A values-based culture promoted through training, recognition of ethical behavior, and systemic reforms will make transparency a norm, not an exception, and it will assist the overall system in the quest for progress and development.
7. Nigeria has on numerous occasions in the past, failed to harness the transformative potential that crises offer. Rather than use such periods as inflection points for reform, innovation and institutional strengthening, responses have often been reactionary, fragmented, or politicized. This represents a consistent pattern of missed opportunities to reset national priorities and catalyze long-term development.
8. There is a notable deficit in meaningful civic participation in governance processes. Public apathy, coupled with the dominance of ethnic, tribal, and religious identities, often undermines collective national thinking and social cohesion. This fragmentation weakens the fabric of national unity and inhibits the development of a shared vision for progress and resilience.
9. Global case studies demonstrate that countries can emerge stronger from crises by leveraging them to drive innovation, such as in the development of clean energy solutions, telemedicine, and digital governance.
10. The strategic roles of civil society organisations, professional associations, and the media remain significantly under-leveraged in Nigeria’s governance landscape. These institutions possess considerable potential to drive reforms, promote public accountability, and amplify citizen voices. However, limitations in capacity, political suppression, and a lack of strategic collaboration have constrained their ability to effect sustained and meaningful change.
11. The structural weakness of key public institutions in Nigeria severely compromises the country's ability to respond effectively to crises. These institutions lack the necessary resilience, adaptability, and operational autonomy to manage shocks, thereby jeopardizing national stability, public trust, and sustainable socio-economic development.
12. Frequent changes in political leadership often result in abrupt shifts in policy direction, with incoming administrations discarding the initiatives of their predecessors. This lack of continuity disrupts the long-term planning process and undermines confidence among both citizens and investors, impeding national developmental goals.
13. The nation's ability to mount effective responses to emergencies is hindered by insufficient investment in infrastructure and human capital. Deficiencies in transportation, healthcare, digital systems, and skilled personnel limit the speed, coordination, and effectiveness of interventions during critical moments.
14. Even when policies are well-formulated and contextually appropriate, they often fail during execution due to bureaucratic inertia, weak political commitment, and ineffective enforcement. This implementation gap significantly reduces the impact of governmental interventions and public sector reforms.
15. There is a widespread disconnect between policymakers and the general populace, resulting in insufficient consultation and engagement during the design and implementation of public policies. This exclusion erodes public ownership, reduces compliance, and limits the effectiveness of state-led interventions.
16. The technological infrastructure in Nigeria is still evolving thereby reducing the effective use of data analytics and digital platforms for crises monitoring, decision-making, and public communication. This digital gap compromises transparency and delays strategic responses.
17. Despite their demographic significance and potential contributions, young people and women are systematically excluded from high-level decision-making and crises response roles. Their exclusion weakens the inclusivity, creativity, and effectiveness of national strategies.
18. Persistent ethnic and regional divisions continue to fragment the national fabric, making coordinated crises response efforts difficult. This undermines trust in central institutions and prevents the emergence of a cohesive national identity.
19. The skills of professionals with expertise in governance, compliance, and institutional management should be integrated more effectively into national development and crises response strategies in both the public and private sectors.
20. The Institute of Chartered Secretaries and Administrators of Nigeria (ICSAN) holds significant potential to contribute to national governance reform. Indeed, it is remarkable that the traditional roles of Chartered Secretaries and Administrators (Governance Professionals) are already evolving to align with the growing the complexity and urgency of contemporary national challenges.

4.0 RECOMMENDATIONS

Against the backdrop of the above observations, the 2025 ICSAN Annual Public Lecture recommended THAT:

1. It is imperative to reinforce public institutions by ensuring their operational autonomy, adequate funding, and professional competence. Additionally, emergency response agencies must be empowered through clear legal mandates, sufficient logistical support, and rapid-response protocols to enable decisive and coordinated action in times of crises.
2. To avoid the disruption of effective policies due to political transitions, there should be deliberate efforts to institutionalize policy frameworks through consensus, legislative safeguards, and long-term strategic planning. This will ensure continuity, stability, and sustained impact of development initiatives.
3. Governments and institutions should place human capital development at the core of national developmental initiatives by expanding access to quality education and promoting life-long skills acquisition. This foundational investment is critical for building a resilient, innovative, and inclusive economy.
4. Transparent and accountable governance must be non-negotiable. Efforts should focus on strengthening oversight mechanisms, enforcing compliance with ethical standards, and upholding the rule of law. Anti-corruption agencies must be supported to operate independently, effectively, and without political interference.
5. Policy development and implementation must be participatory, reflecting the voices and experiences of all segments of society, especially women, youth, persons with disabilities, and marginalized communities. Institutionalizing inclusive stakeholder engagement will enhance legitimacy, relevance, and effectiveness of public policies.
6. National cohesion should be actively promoted by de-emphasizing ethnic, regional, and religious divides in favor of shared identity and collective purpose. Educational curricula, public communication, and civic leadership should reinforce values of tolerance, mutual respect, and patriotism.
7. Crises situations should not only be managed reactively but also viewed as strategic opportunities for systemic innovation and reforms. A resilient governance outlook requires the capacity to learn from disruptions, extract lessons, and build more robust institutional frameworks in their aftermath.
8. To maintain policy relevance in a dynamic and complex world, there should be regular, evidence-based review of existing policies and regulatory instruments. Feedback loops, monitoring and evaluation systems, and stakeholder consultations should be embedded into the governance process to facilitate agile responses to emerging issues.
9. A vibrant civil society and an independent, responsible media are indispensable for promoting transparency, advocating reforms, and ensuring accountability. Support should be extended to professional bodies, community organisations, and the press to enable them contribute meaningfully to national development and policy oversight.
10. Leadership must act with speed, clarity, and sustained commitment to implement transformative actions that not only address immediate challenges but also prevent future occurrences because timeliness and determination are critical to effective crises response timeliness and determination are critical to effective crises response.
11. Nigeria must prioritize the development of robust, transparent, and adaptive institutions capable of withstanding and managing crises across sectors. Governments should be proactive in crafting and advocating institutional frameworks that embed resilience, efficiency, and accountability into governance structures before, during, and after emergencies.
12. To protect developmental gains, core policies should be shielded from political discontinuity through legal instruments. Constitutional and legislative reforms are needed to ensure that critical national policies transcend political cycles and remain stable, regardless of changes in administration.
13. Institutional reforms should focus on strengthening internal control systems, enforcing procurement laws, and mandating periodic independent audits. ICSAN on its part, will continue to lead nationwide advocacy aimed at institutionalizing transparency, ethics, and accountability as foundational pillars of public governance.
14. The Federal and State governments, in collaboration with private sector partners, must increase funding for essential infrastructure projects while simultaneously investing in education, vocational training, and workforce development. Building a capable and well-equipped population is crucial for effective crises prevention and response.
15. To ensure effective policy implementation, performance-based management systems should be introduced across public service institutions. Policymakers and implementers must work in close synergy, with clear timelines, measurable outcomes, and accountability mechanisms for delivering policy objectives.
16. Institutional reforms should embed participatory mechanisms such as public consultations, feedback systems, and participatory budgeting. These practices foster public trust, improve policy legitimacy, and promote civic responsibility among citizens.
17. Nigeria should proactively study and adapt effective governance and crises management models from countries with similar development contexts. Lessons from nations like Rwanda, Bangladesh, and Vietnam should be tailored to fit Nigeria’s unique socio-political realities and institutional capacities.
18. Investments in digital infrastructure must include the deployment of early warning systems, crises dashboards, and open-data platforms. These tools will enhance real-time monitoring, inter-agency coordination, and transparent public communication during emergencies.
19. Government and institutions should ensure the meaningful participation of youth and women in decision-making processes, especially in crises-prone sectors. This includes the creation of innovation hubs, mentorship programs, and leadership pipelines for under-represented groups.
20. A nationwide reorientation campaign is needed to promote values of national unity, tolerance, and mutual respect. Educational curricula, media narratives, and public policies should consistently promote collective identity over ethnic or sectional allegiances.
21. Governance professionals should be actively involved in designing and implementing national reforms. Their expertise in compliance, risk management, strategic planning, and institutional governance must be fully leveraged to drive sustainable development and enhance Nigeria’s resilience to crises.
22. ICSAN will remain effective in its role as a central player in national governance discourse, engaging in research, policy advocacy, and institutional reform initiatives. The Institute must harness its intellectual capital to influence public policy and to continually support national development goals.

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Mrs. Funmi Ekundayo, FCIS

President/Chairman of the Governing Council, ICSAN

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Mr. Oladipo Babatunde Okuneye, ACIS

Registrar/CEO, ICSAN

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Mrs. Nkechi Onyenso, FCIS

Chairman, Publicity and Advocacy Committee, ICSAN.