Aligning the Kano Bar with international standards of leadership, service, and institutional memory
The Office of the Secretary constitutes the administrative foundation of any Bar Association. The International Bar Association, the American Bar Association, the Law Society of England and Wales, the Law Society of Kenya, and the Nigerian Bar Association, Lagos Branch, have established a consistent benchmark: a modern secretariat must be efficient, transparent, technology-driven, accountable, and grounded in respect for institutional memory.
As the Nigerian Bar Association, Kano Branch, approaches its forthcoming elections, members are confronted with a fundamental question of competence and direction. Who possesses the requisite administrative experience, record of service, and clear plan to transform the secretariat from reactive administration to structured, member-focused service? Sani Maiyaki Mai Samari, popularly known as “Mai Samari”, has presented a comprehensive roadmap anchored on proven practice and internationally recognised standards.
A Record of Administrative Competence
Sani Maiyaki Mai Samari has demonstrated administrative capacity through years of private practice management. He operates a law firm with over fifteen lawyers under his supervision and mentorship. The management of personnel, workflow, client service, and compliance within such a firm directly corresponds to the responsibilities of a branch secretariat.
Through his law clinic, he has trained numerous young lawyers in ethics and advocacy. He has consistently provided financial support to NBA Kano Branch programmes and convenes an annual football tournament for young lawyers to promote wellness and collegiality. His sponsorship of the recent capacity-building training at Babale Suites further demonstrates a deliberate commitment to human capital development. These activities reflect the core welfare and capacity-building responsibilities assigned to Bar leadership by the International Bar Association and the American Bar Association.
Sani Maiyaki Mai Samari is contesting on the same ticket with Sani Ammmani, a candidate for the office of Chairman. Sani Ammmani is a senior lawyer ,an excellent writer,teacher and a gentle bar man with a defined vision to transform NBA Kano Branch into a standard professional body by the year 2026, benchmarked against best practices obtainable in developed jurisdictions. While Sani Ammmani provides policy direction and strategic leadership, Sani Maiyaki Mai Samari will administer the secretariat to ensure effective implementation.
International Benchmarks and the Mai Samari Action Plan
1. Digitalisation and Member Service – IBA “Digital Maturity Level 2” Standard
International Practice:The Law Society of England and Wales, the Law Society of Kenya, and NBA Lagos Branch have adopted integrated member portals. Lawyers apply for practising certificates, seals, and Bar Practising Fees online, receive instant electronic receipts, and track application status in real time. General and NEC meetings are conducted in hybrid format to preserve quorum and enable participation by members engaged in court proceedings or stationed outside the jurisdiction. The International Bar Association identifies this level of integration as “Digital Maturity Level 2” and recommends it as the minimum standard for Bar Associations by 2026.
Present Challenge in Kano: Members are required to attend the secretariat physically for the processing of seals, receipts, and official correspondence. There is no system for tracking applications. Meetings are conducted physically, thereby excluding members with pressing court engagements or those outside Kano.
Proposed Action by Sani Maiyaki Mai Samari:
1. Deployment of the NBA Kano Branch website and member portal within the first one hundred days in office. Members will apply for seals, pay dues and Bar Practising Fees online, and receive electronic receipts. Each application will be assigned a tracking number to enable members to monitor progress.
2. Institutionalisation of hybrid meetings through the integration of Zoom and Microsoft Teams for all NEC and monthly meetings. Attendance, whether physical or virtual, will count towards quorum. This practice is consistent with the procedure adopted by NBA Lagos Branch and the American Bar Association.
3. Establishment of an automated communication system utilising WhatsApp, SMS, and electronic mail for the dissemination of notices, continuing legal education alerts, and deadlines. This will ensure that all members receive timely information.
4. Financial Transparency and Sustainability – IBA “Open Books Policy”
International Practice_: The Law Society of England and Wales and the Law Society of Kenya publish quarterly financial summaries and audited accounts within ninety days of the close of the financial year. All payments are processed digitally to create verifiable audit trails. Revenue streams are diversified beyond membership dues through continuing legal education programmes, sponsorships, and investments.
Present Challenge in Kano: Financial reports are rarely made available to members until the Annual General Meeting. There are no quarterly updates. The continued use of cash transactions creates gaps in accountability.
Proposed Action by Sani Maiyaki Mai Samari:
1. Publication of quarterly secretariat reports detailing income, expenditure, and projects to the National Executive Committee, with summarised versions circulated to members every three months.
2. Transition of all dues and seal fees to digital payment platforms to establish automatic records and reduce cash handling.
3. Diversification of revenue by utilising the branch website and existing training programmes to attract ethical sponsorships for continuing legal education and welfare initiatives. This will reduce financial pressure on members’ contributions.
4. Governance and Record Management Commonwealth Bar Standard
International Practice_: NBA Lagos Branch and the Law Society of South Africa operate with documented Standard Operating Procedures and secure cloud-based archives. Incoming Executive Committees inherit complete records. Service charters with defined timelines are published to inform members of service expectations.
Present Challenge in Kano_: Handovers between successive Secretaries are often unstructured. Standard Operating Procedures are not documented. The quality and speed of service depend on the personality of the incumbent Secretary.
Proposed Action by Sani Maiyaki Mai Samari:
1. Development of a Secretariat Operations Manual that documents every administrative process, including the procedure for issuing seals, processing official correspondence, and the applicable timelines.
2. Creation of a secure cloud archive for minutes, correspondence, circulars, and resolutions to ensure that successive Executive Committees have immediate access to institutional records.
3. Publication and adherence to a service charter: “Seals issued within forty-eight hours. Membership letters issued within twenty-four hours. Responses to queries within seventy-two hours.”
4. Professional Development and Welfare – ABA Benchmark
International Practice:The American Bar Association and the Law Society of Kenya maintain structured annual continuing legal education calendars with accredited Mandatory Continuing Legal Education points. Dedicated personnel are assigned to matters concerning young lawyers and member welfare. Mentorship is organised through formal databases that link senior practitioners with junior colleagues.
Present Challenge in Kano:Capacity building programmes are organised on an ad hoc basis and are dependent on individual initiative. Support for the Young Lawyers Forum is inconsistent. Mentorship occurs informally without institutional coordination.
Commitment of Sani Maiyaki Mai Samari:
1. Conduct quarterly visitation and consultation sessions with senior members and past Chairmen and Secretaries to obtain guidance on policy matters and the management of Bar-Bench relations.
2. Establish an Elders’ Advisory Forum to provide counsel to the Executive Committee on tradition, discipline, and judicial etiquette.
3. Initiate an Institutional Memory Project to document the experiences and tested practices of elder members for inclusion in the Secretariat Operations Manual.
Conclusion
The contemporary practice of law does not permit administrative inefficiency. Time expended in pursuing seals or awaiting official correspondence is time diverted from client service and the administration of justice. International experience confirms that a well-structured secretariat directly enhances the productivity of members and the reputation of the Bar.
Sani Maiyaki Mai Samari offers administrative experience, a record of consistent service to the Bar, and a detailed plan that conforms with global best practice.
For efficiency. For transparency. For respect for elders. For a Bar that members can be proud of.
Vote SANI MAIYAKI MAI SAMARI for Secretary on 20th June 2026
NBA KANO BRANCH 2026
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