By Munir Ibrahim Publisher
muneeribrahim2020@gmail.com
27th April, 2026
Kano State’s reported rise to over ₦102 billion in Internally Generated Revenue (IGR) in 2025 marks a significant shift in its fiscal trajectory. At a time when many states remain dependent on federal allocations, this development highlights what can be achieved through reform-driven governance and improved institutional performance.
Only a few years ago, Kano’s IGR stood on a modest footing. In 2023, monthly collections averaged about ₦1.8 billion, with annual revenue below ₦25 billion. By 2025, that monthly average has climbed to roughly ₦8.5 billion, pushing annual figures beyond ₦102 billion. This represents more than a fourfold increase in total revenue and a rise of over 300 percent in monthly collections, an indication of structural change rather than temporary improvement.
At the center of this transformation is the strengthening of revenue administration, particularly within the Kano State Internal Revenue Service. The pattern of growth suggests deliberate efforts to expand the tax base beyond Pay-As-You-Earn (PAYE), improve compliance, and enhance transparency in collection processes. These are the kinds of reforms that typically distinguish high-performing revenue systems from stagnant ones.
Equally important is the role of leadership. The progress aligns with the governance approach of Governor Abba Kabir Yusuf, whose administration appears to have prioritized fiscal discipline and institutional efficiency. Driving such reforms often requires political will, especially in areas like tax enforcement and system restructuring, which are not always immediately popular. Yet, they remain essential for long-term economic stability.
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However, impressive revenue figures alone do not tell the full story. The real test lies in sustainability and impact. For this growth to endure, it must be supported by transparency in how funds are utilized and by visible improvements in public services. Citizens are more likely to comply with tax obligations when they can see tangible outcomes in infrastructure, healthcare, education, and job creation as it’s witnessed everywhere in the state under the administration of Abba Kabir Yusuf.
Looking ahead, one of the most promising opportunities lies in integrating the informal sector into the tax system. Kano’s economy is significantly driven by informal activities, and capturing this segment could further expand the state’s revenue base. Achieving this, however, will require a balanced approach, one that emphasizes fairness, simplicity, and public trust rather than excessive enforcement.
Kano’s recent experience is gradually positioning the state as a reference point for subnational revenue reform, particularly in Northern Nigeria. Moving from less than ₦25 billion annually to over ₦102 billion within a short period demonstrates what is possible when policy direction aligns with execution.
Ultimately, revenue generation is not an end in itself. Its true value lies in its ability to improve the lives of citizens. If Kano can sustain this momentum and translate its fiscal gains into meaningful development outcomes, it will not only consolidate its progress but also set a standard for others to follow.
The figures are impressive. What matters now is ensuring they lead to lasting impact.
