** Strategic reforms for the mobilization of non -tax revenue in response to national challenges: a long -term vision **
The recent conference organized by the Directorate General for Administrative, Domanial and Participation Revenues (DGRAD) underlines a pivotal moment for the country’s economy. In debate around “strategic reforms for the optimal mobilization of non -fiscal revenues, exercise 2025”, participants aim not only to meet budgetary requirements, but also to provide the government with the resources necessary to face the crisis posed by geopolitical tensions, in particular the conflict with Rwanda and its allies, AFC/M23.
** A disturbed economic context **
The current situation is marked by complex challenges, going beyond a simple budgetary pressure. The need to diversify sources of financing and improve the ordering of revenues becomes imperative in an uncertain global economic landscape. Excessive dependence on traditional tax revenues exposes the State to uncontrollable fluctuations, making the financing of public services and vulnerable infrastructures. With this in mind, non -tax resources represent an unexploited opportunity.
** towards a structural reform: manual of ordering of recipes **
The first panel of the conference, focused on the creation of a manual of ordering non -tax revenue, is a promising initiative. Indeed, according to a study conducted by the Organization for Economic Cooperation and Development (OECD), countries with clear manuals for managing non -tax revenue often see a 20% to 30% increase in their income. This type of tool not only standardizes the process, but also makes it possible to assess in real time the effectiveness and adequacy of the measures implemented.
** The legal dimension and litigation: towards a simplification of the procedures **
The second panel focuses on legal affairs and the litigation framework. In this regard, the development of a general tax code which would include non -tax revenue is necessary. However, it is crucial not to reproduce the pitfalls of other past reforms, which have often been complicated by heavy administrative procedures. The design of an agile legal system, inspired by best practices in countries like Canada, could reduce the treatment time for jurisdictional appeals and increase the collection of revenue.
** Litigation management: a shared responsibility **
A coherent management of litigation files remains essential to maximize revenue. The idea of establishing a centralized file to follow the status of complaints and legal remedies suggests potential efficiency gains. Indeed, the strength of such an approach is based on transparency and collaboration between the various judicial and administrative institutions, as well as with the private sector.
** Print management and recovery: beyond simple collection **
Another equally crucial panel of the conference addresses issues relating to the recovery and management of value prints. The ineffectiveness in these areas can cause significant recipe losses. By integrating digital monitoring systems, such as the example of the blockchain used for public transactions in Estonia, the DGRAD could improve the safety and traceability of financial movements, thus reducing the risk of fraud.
** Non -tax revenues: an opportunity but also a challenge **
Beyond these efforts, it is necessary to think about the typology of non-tax revenue. Whether it is fees for public services, fines or income generated by state assets, their strategic valuation is essential. Comparison with countries that have managed to mobilize these resources shows us that awareness and information play a decisive role. Informing the population and initiating a dialogue with the private sector on the profits of non -tax contributions can transform perceptions and encourage payment.
** Conclusion: a long -term vision for the future **
In short, the conference organized by the DGRAD is a first step towards the implementation of sustainable reforms which aim to respond to the pressing challenges of today while building the basics of solid financial management for tomorrow. The road is strewn with pitfalls, but to achieve these ambitious objectives, it is imperative to adopt a proactive, collaborative and transparent approach. The effectiveness of these reforms will ultimately depend on the capacity of the actors involved in working together for the good of the nation, thus transforming budgetary resistance into an opportunity for innovation and financial resilience.
The upcoming developments will be decisive not only for the 2025 budget, but also for the safeguard of the country’s economic sovereignty in the face of growing international issues.