The MUNAP-DGB finds itself at a crossroads today. Once a professional association of a level that was significantly similar to others, it must now be particularly bold in making the choice for development in order to bridge the suddenly created gap between itself and the others.

This is not a competition to endure but an opportunity to seize! The time has come to look at our Mutual with an optimistic view, albeit a lucid one, in order to express and defend what we wish and desire. A strong, dynamic mutual that places the Member at the heart of its actions.

It seems clear to me, and to others who share this analysis, particularly the members of my team, that the future of the MUNAP-DGB will be shaped in the coming years. I am convinced that the key to this future lies in our collective capacity to decisively accompany the decisive changes currently experienced by our administration. Indeed, we are more than 1500 active staff within the Directorate General of Budget.

And this doesn"t even include the staff who, despite having retired, remain members of our large family. Having been in charge of General Affairs for almost 5 years, I can say that despite our diverse backgrounds and ranks, we all work together on a daily basis, each of us at different levels of responsibility, towards the accomplishment of a great institutional work. Driven by unwavering collective will, under the guidance of exemplary and motivating managerial leadership, we always give our best to stay the course of our sovereign missions.

This diversity of skills, this determination, this ongoing sense of responsibility, and this mix of diverse personalities; we are also capable of pooling them and putting them at our own service to improve life at MUNAP, this MUNAP that is our family, our heartfelt commitment to work. Dear Members, while acknowledging the work done and the path taken by our predecessors, I would firmly say that we can, I should say, we must all have the courage, as the Anglo-Saxons say, to prioritize "MUNAP First" (i.e. "MUNAP first" or "the DGB Member first").

This is to say that we must primarily think about our essential interests (in terms of strong and relevant accomplishments) for a conviction-based membership from now on.

In this way, we can consider establishing/constructing a legacy (in terms of honorable visibility) in order to pass on a transferable label. The time may have come, dear Colleagues, to start looking at our association differently, reshaping its contours; to see things in a broader sense by drawing inspiration from outsiders through emulation; and to envision a future together that inspires dreams.

This dream can only be realized by... Creating a new dynamic; a dynamic in which we now want to place the MEMBER at the center. The team I lead carries the ambition of closely associating you with the implementation of a program that is mindful of our common interest, a strategic alternative that will create the conditions for the recovery of our association, a collective project that will lead us to the necessary development of our community.

Six priorities form this program of gathering for the future:

In the very short term:

• Expanding the mutual by integrating the administrations with which we share the same objectives, namely the DP, the DNCM, the CENADI; a move that could significantly optimize our collaborative living by significantly increasing the pool of our contributions.
• Creating a website and a mutual management application.
• Structuring our collaboration with our bank FIDEV through the signing of a collaboration agreement and holding a series of discussions with them; all in order to agree on the modalities of handling members whose multiple recorded complaints deserve urgent attention.

In the short term:

• Establishing a health insurance scheme that will cover each member of the personnel according to a defined policy.
• Organizing a wide range of activities to cater to a greater number of interests.

In the medium term:

• Establishing a Center of Excellence to ensure the continual strengthening of the capacities of the members to be in line with the constantly increasing challenges of competence and competitiveness demanded by professional life within a leading institution like the DGB.
• Participating in the socio-economic development of our country by constructing sustainable infrastructure in a field of our choice: recreational (entertainment center) or healthcare (clinic to provide medical care to Cameroonians in general and quality care priority to the Members) in particular.

This is our dream. This dream is not the kind we have while asleep but the type that keeps us from sleeping. However, let us not misunderstand, our Mutual is quite young and its contribution base is quite low; another major project that we will not avoid, as we must have the means for our policy. It"s a team that aims to be dynamic yet methodical, discreet yet pragmatic and efficient. Observation, listening, and a good dose of altruism have formed the commitment of each member of this team, which I nickname the MUNAP-DGB Team New Look. On one occasion or another, you may have already seen them all at work. But let"s make it clear that this new challenge will be everyone"s business. When things are going well, tell the world about it; and when things are sometimes less optimal, come back and tell us so that we can optimize our efforts, correct our course, or adapt/refine our strategies. This way, we can significantly increase our collection of victories and achievements, as indicated so well by our dear LOGO!