WITH elections over, it is time to look ahead and plan for a better tomorrow.

One of the main challenges that the incoming government is bound to face is to handle the intricacies associated with reforms in the Federal Board of Revenue (FBR).

The caretaker government had on its own initiated the process, even though it was not directly within its domain to take such a step. However, the move faced opposition from within the FBR and some major political players. The elected government is likely to be in a much better position to navigate its way through choppy waters.

While it is vital to recognise the urgency of reorganising the board, introducing technological advancements and curtailing discretionary powers, there is a need for a comprehensive and expansive framework to underpin such reforms.

The urgency of FBR restructuring is paramount for enhancing the collectionof tax revenue, and for ensuring fairness in the entire taxation mechanism.

The ambitious goal of boosting the tax revenue from 8.5 per cent to 15pc is, indeed, commendable, but the manner in which these reforms were being planned to be implemented was not quite ideal.

The intention to bring in the reforms through a presidential ordinance just daysbefore the electionsraised pretty valid concerns about the legitimacy and sustainability of such changes.

The opposition from the FBR officials, rooted in concerns about potential loss ofprivileges and reduced discretionary powers, added complexity to the situation.

Simultaneously, apprehensions were raised by leaders of main political parties regarding the mandate of the interim government to plan and execute longterm policies.

The new government will surely have the constitutional authority and people`s mandate to carry out necessary legislation through an elected parliament, ensuring a more collaborative and sustainable approach.

It is imperative to acknowledge the importance of policies being consistent and having continuity. This, of course, is only possible through comprehensive input from all the relevant stakeholders.

Majid Burfat Karachi