### Kasaï-Central: towards a necessary administrative reform?
The recent declaration by Emmanuel Iza Kabukabu, provincial coordinator of civil society for the people, put under the spotlight a crucial question which crosses the management of public resources in Kasai-Central. Against the background of a latent financial crisis, the call for the reduction of staff in ministerial offices and the Directorate General of Revenues of the Province (DGRKAC) challenges not only local authorities but also the whole country on good governance and salary equity.
#### An economic and social issue
At first glance, the increase in enrollment within provincial administrations may seem symptomatic of an attempt to better supervise local governance and to improve public services. However, the declaration of civil society reveals glaring disparities which harm the performance of public institutions. With ten provincial ministers, nine members in the Governor’s office and more than 250 agents at DGRKAC, it seems that Kasai-Central must face a much more complex reality than that of a simple management of the workforce. The ineffectiveness and administrative heaviness inevitably translates into delays in the payment of wages, a situation which has already left painful traces.
Emmanuel Iza Kabukabu evokes the disturbing memory of payment delays that had left civil servants in great precariousness. It is essential to consider the remuneration of state agents not only from a financial angle, but as a social question of primary importance.
### Comparison with other provinces
To better understand the challenges of Kasai-central, it is relevant to study similar cases in other provinces of the Democratic Republic of Congo. For example, in the provinces such as Haut-Katanga and Lualaba, similar reforms have been set up to reorganize administrations and optimize resources. Where these changes have been perceived as beneficial, they have often led to an improvement in public services and a reduction in wage charges.
The figures put forward by civil society, although worrying, are also indicative of administrative management which often seems ignored. A reduction in staff to 120 agents at the DGRKAC and 4 in the Governor’s office, as proposed, could be a first step towards rationalization of human resources, but must also be accompanied by a broader reflection on the very structure of the administration.
### Solutions maybe at hand
Another possible avenue would be the integration of digital solutions in administrative management. The digitization of administrative processes could not only alleviate the burden of the workforce, but also transform the way in which tax resources are collected and managed. By using online platforms for the declaration and payment of taxes, the DGRKAC could simplify its operations while increasing transparency.
In addition, the creation of participatory management committees, fed by representatives of civil society, could allow a continuous evaluation of human needs within administrations and a dynamic adaptation of the workforce.
### A call to action
The call to reduce the workforce is not only a question of figures, but also a rallying cry for more transparent and effective management of public funds. He also initiates an essential conversation on wage equity for state agents, who, in Kasai-central as elsewhere, must be supported to carry out their missions.
While the provincial governorate remains silent in the face of this demand, it is crucial that political actors become aware of the importance of such a reform. The initiative of civil society for the people could thus arouse a useful collective awareness to carry out sustainable reforms in the service of good governance and civic well-being.
There are many challenges, but the solutions are at hand. The province of Kasai-Central may well become a model of administrative reform, transforming indignation into concrete action for more enlightened and equitable governance.