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A competitive Economy for National Development #DoingMore

STRATEGIC PLAN 2016 - 2021

“A competitive Economy for National Development”

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“A competitive Economy for National Development”

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A competitive Economy for National Development


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Table of ContentsList of Acronyms ........................................................................... iii

List of Tables ...................................................................................v

List of Figures ................................................................................vi

PREAMBLE ................................................................................... vii

FOREWORD ................................................................................. viii

Executive Summary ........................................................................ix

CHAPTER ONE ................................................................................ 11.0 Introduction ..................................................................................... 11.1 Background ..................................................................................... 11.2 Legal and Policy Context ................................................................. 21.3 Overall Mandate............................................................................... 31.4 The Link between the Strategic Plan, Global and Regional Initiatives and Commitments ........................................................... 3

1.4.1: Global Context ................................................................................ 31.4.2: Regional Context ............................................................................ 3

1.5 Link between the Strategic Plan and the National Development Planning Frameworks ...................................................................... 4

1.5.2 The Role of MoFPED in the National Development Agenda ............. 51.6 Implications for Strategic Direction in the Medium Term .................. 61.7 The Purpose and Objectives of the Strategic Plan ............................. 71.8 The Guiding principles of the Plan ................................................. 71.9 Justification for Developing the Strategic Plan .................................. 71.10 Process of Development of the Strategic Plan .................................. 81.11 The structure of the plan ............................................................... 8

CHAPTER TWO ............................................................................... 9

SITUATION ANALYSIS ..................................................................... 92.0 Introduction ..................................................................................... 92.1 SWOC ANALYSIS ............................................................................. 92.2 WEAKNESSES AND CHALLENGES .................................................. 92.2.1 Economic Stability and Development ............................................ 9

2.3.1 STRENGTH AND OPPORTUNITIES ........................................ 172.4 Lessons Learnt............................................................................... 20



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CHAPTER THREE ......................................................................... 21

STRATEGIC DIRECTION ............................................................... 213.1 VISION, MISSION AND CORE VALUES .......................................... 213.2 MOFPED’S STRATEGIC KEY OUTCOMES ...................................... 223.3 KEY STRATEGIC AREAS, GOALS, OBJECTIVES AND STRATEGIES ......... 23

CHAPTER FOUR ............................................................................ 37

IMPLEMENTATION STRATEGY ...................................................... 374.0 Introduction ................................................................................... 374.1 Implementation model ................................................................... 374.2 Institutional Setup of MoFPED ....................................................... 37

4.2.1 BREAKDOWN OF DIRECTORATES AND THEIR ROLES ............... 384.2.2 AUTONOMOUS AGENCIES ........................................................... 43

4.3 Critical Success Factors ................................................................. 44

CHAPTER FIVE ............................................................................. 45

MONITORING, EVALUATION AND REPORTING .............................. 455.0 Introduction ................................................................................... 455.1 The Monitoring and Evaluation Framework .................................... 455.2 Monitoring and Evaluation Responsibilities .................................... 46

5.2.1 Indicators ...................................................................................... 475.2.2 Data Collection, Maintenance and Management .......................... 47

5.3 Evaluation ..................................................................................... 475.4 Guiding Principles in Monitoring the Strategic Plan ........................ 48

CHAPTER SIX ............................................................................... 49

FINANCING OF THE STRATEGIC PLAN .......................................... 496.0 Introduction ................................................................................... 496.1 Funding requirement and source of funding ................................... 496.2 Funding plan ................................................................................. 49

CHAPTER SEVEN .......................................................................... 53

RISK ANALYSIS ............................................................................ 53

ANNEX 1 ....................................................................................... 55

M&E FRAMEWORK FOR VOTE 008 ............................................... 55



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List of AcronymsAG Auditor General AS Accountability SectorASSIP Accountability Sector Strategic Investment PlanAtG Attorney GeneralAU African Union COMESA Common Market for Eastern and Southern AfricaCOSO Committee of Sponsoring OrganizationsCOBIT Control Objectives for Information and related TechnologyEAC East African CommunityEU European UnionFY Financial YearGDP Gross Domestic ProductGoU Government of UgandaHMIS Health Management Information SystemICT Information and Communication TechnologyIFMS Integrated Financial Management SystemIGAD Intergovernmental Authority for DevelopmentIMF International Monetary FundIPPU Institute of Procurement Professionals of UgandaISO International Standards OrganizationKCCA Kampala City Council AuthorityKRA Key Result AreasLG Local GovernmentLIS Land Information SystemMDAs Ministries, Departments & AgenciesMDGs Millennium Development GoalsMoFPED Ministry of Finance Planning and Economic Development NDP National Development PlanNEPAD New Partnership for Africa’s DevelopmentNRM National Resistance MovementOAG Office of Auditor GeneralOBT Output Budgeting ToolPDMS Public Debt Management StrategyPFAA Public Finance and Accountability ActPFM Public Finance Management



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PIP Public Investment PlanPPDA Public Procurement and Disposal of Public Assets Authority PPP Public Private PartnershipPS/ST Permanent Secretary/Secretary to TreasuryQAIP Quality Assurance and Improvement ProgrammeSDGs Sustainable Development GoalsSP Strategic PlanSWAp Sector Wide ApproachSWOC Strengths, Weaknesses, Opportunities and ChallengesTOR Terms of ReferenceUBOS Uganda Bureau of StatisticsUMRA Uganda Microfinance Regulatory AuthorityURA Uganda Revenue Authority URSB Uganda Registration Services BureauUSD United States DollarVAT Value Added TaxWB World BankWTO World Trade Organization



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List of TablesTable 1: Uganda’s economic performance vis-a-vis selected African Countries...........10

Table 2: Arrears as % of GDP ................................................................................................................... 14

Table 3: Budget Estimates for FY 2016/17 – FY 2020/21 ................................................. 49

Table 4: Summary of MTEF Budget Estimates for the Strategic Plan Period ....... 52

Table 5: Risk Analysis, Early Warning Mechanisms and Mitigation Measures .. 53



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List of FiguresFigure 1: Exchange rate trend .............................................................. 11

Figure 2: Annual exchange rate changes post-crisis ............................. 11

Figure 3: Trend of Core and Headline inflation ..................................... 12

Figure 4: Uganda’s trade balance ......................................................... 12

Figure 5: Uganda’s Domestic Savings rate as a percentage of GDP ....... 13

Figure 6: MoFPED’s Macro Structure ................................................... 42

Figure 7: Critical Success Factors ........................................................ 44

Figure 8: M & E Cycle .......................................................................... 46



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PREAMBLEThe Government of Uganda through the National Planning Authority developed Uganda’s vision 2040 which is cascaded into six, five year National Development Plans. Government recognizes that Strategic planning forms a foundation for good leadership and management in an organization. This Strategic Plan therefore sets out a common Vision, Mission and strategic direction for the Ministry of Finance, Planning and Economic Development.

This plan is intended to enable the Ministry take advantage of the opportunities available, and to address the challenges that could impede the Ministry’s progress towards achievement of the NDPII targets.

A lot of dedicated effort and commitment has gone into the development of this strategic plan. I therefore take this opportunity to express my gratitude to all Ministry stakeholders who have effectively participated in this process. Special thanks go to the entire technical team of the ministry for mapping out the strategic plan in order to effectively execute the Ministry mandate of: formulating sound economic policies that enhance economic stability and development; mobilizing local and external financial resources for public expenditure; regulating financial management and ensuring efficiency in public expenditure; and overseeing national planning and strategic development initiatives for economic growth. Your unwavering commitment and teamwork is duly acknowledged.

I also acknowledge the contribution of our Semi-Autonomous Government Agencies for the collaboration and support they extended to the core team during the development of this plan. This strategic plan brings together all the goals, objectives and strategic activities of our various Departments.

It is our conviction that on the basis of this strategic plan, the Ministry is on a firm footing to play its coordinating role in contributing towards a globally competitive and prosperous nation with a high quality of life for all Ugandans.

Keith Muhakanizi

PERMANENT SECRETARY/SECRETARY TO THE TREASURY



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FOREWORDThis Strategic Plan covers the period 2016-2021 and maps out the Ministry’s Vision, Mission, Mandate and Core values, taking into account all the current policies, legislations and aspirations sponsored by the Ministry, and other frameworks, namely: the Accountability Sector Strategic Investment Plan (ASSIP), the Vision 2040 and the second National Development Plan (NDPII).

The Plan identifies the key strategic issues and assesses the Ministry’s strengths, weaknesses, threats and opportunities based on which the strategic outcomes, strategies and objectives that the Ministry will pursue over the medium term have been formulated. The plan is therefore pivotal in guiding the Ministry in the quest to deliver its mandate, particularly through improved service delivery. The plan aims to ensure that the Ministry’s mission of formulating sound economic policies, maximizing revenue mobilization, ensuring efficient allocation and accountability for public resources so as to foster sustainable economic growth and development, is adequately internalized in the overall Government policy cycle.

The preparation of this plan followed an elaborate process, involving all key stakeholders, thereby fostering a common understanding of the plan which enhances ownership and commitment to its implementation. I am therefore confident that there will be smooth implementation of the plan and, as a result, the Ministry’s performance will greatly improve thereby enhancing the Ministry’s contribution to overall national development.

I take this opportunity to reiterate my commitment to providing all the necessary support to the full and successful implementation of the plan.

Matia Kasaija (MP)

MINISTER OF FINANCE, PLANNING AND ECONOMIC DEVELOPMENT



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Executive SummaryThe Ministry of Finance Planning and Economic Development (MoFPED) derives its mandate and functions from the 1995 Constitution of the Republic of Uganda and other related subordinate laws, including; the Public Finance Management Act (2015), and Acts establishing Agencies and Auxiliary organizations. The Ministry plays an instrumental role in the management of the economy over the short, medium and long term. MoFPED has developed this five-year strategic plan (2016-2021) to provide strategic policy direction and repositioning, which will contribute to the achievement of the SDGs and the envisaged faster and sustainable economic development in the NDPII.

The Plan provides medium-term policy, legal, institutional and regulatory reforms framework for accelerating growth in a dynamic socio-economic environment. It draws extensively from Uganda’s Vision 2040, National Development Plan (II), the NRM Manifesto and the related 23 Presidential directives and the Accountability Sector Strategic Investment plan (ASSIP), which provide a framework to drive Uganda’s transformation into upper middle-income status by 2040.

This Strategic Plan (SP), (i) re-defines the Ministry’s Vision, Mission, core functions, policy priorities, strategic objectives and resource requirements based on its mandate and the prevailing socio-economic environment, (ii) identifies the necessary strategies to ensure that the Ministry’s priorities are achieved and (iii) provides a framework for improved service delivery within the Ministry. It is, therefore, expected that this Strategic Plan will enable the Ministry improve Public Service delivery through appropriate economic policies and plans that enhance our performance in terms of providing better services continuously and on a sustainable basis.

An assessment of the Ministry’s internal as well as external environments was carried out. The analysis resulted in the identification of the internal and external strengths and weaknesses as well as the Ministry’s risks. The Ministry’s strengths include; skilled human resources, strong institutional arrangements, well established legal and institutional frameworks, strong systems for financial management and reporting, strong leadership and commitment. On the other hand, some of the key Ministry’s weaknesses were identified to include; management and implementation of reforms, slow pace of implementation of the Ministry’s new structure, inadequate monitoring and evaluation of budget implementation, poor human resource management, inadequate managerial skills at senior level and lack of integration of ICT systems.

Key opportunities included; Oil and Gas discoveries, Regional Integration, Partnerships and Linkages with Regional and International Bodies, a record of prudent macroeconomic management and structural reform backed by political goodwill and support, national focus to making Uganda a lower middle-income country by 2020, political stability, ideal geographical conditions for agriculture and a vibrant youth population with potential for increased production and productivity.



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Notable challenges were; poor remuneration, weak functionality of Sector Working Groups (SWGs), poor absorption of funds by MDAs and LGs, poor returns to public investments, climate change, high population growth, youth unemployment and terrorism and Insecurity. The situational analysis culminated into identification of strategic issues that were key in redefining the Ministry’s Vision, Mission and Core values as seen below,

Vision: “A competitive Economy for National Development”.

Mission: To formulate sound economic policies, maximize revenue mobilization, ensure efficient allocation and accountability for public resources so as to foster sustainable economic growth and development.

Core values: Professionalism, Result orientation, Efficiency and effectiveness, Teamwork, Integrity and Transparency, Innovativeness.

Through a comprehensive analysis of the Ministry’s Mandate, Vision, Mission, the current situation and the country’s development agenda, the Ministry has identified four (5) key Vote outcomes over the plan period, that include;

i. Achievement of potential GDP growth of 6% to 7% per year;

ii. Increase domestic revenue mobilization by 0.5% of GDP per annum

iii. Reduction in National Poverty Rate to 14.8%

iv. Increase Global Competitiveness ranking to 95 out of 190 countries ranked

v. Attain macroeconomic stability

To achieve the above institutional outcomes, MoFPED will align and concentrate efforts towards nine strategic core areas to be implemented over the plan period. These include;

i. Economic stability and development;

ii. Public financial management and accountability;

iii. Resource mobilization and management;

iv. National planning and strategic development;

v. Development cooperation and regional integration;

vi. Public investment management;

vii. Investment and private sector development;

viii. Financial sector development and

ix. Strengthen institutional capacity and development.



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To address these strategic areas, the Ministry has formulated a number of strategic objectives and strategies for realizing them. In order to implement this five-year plan (2016/17 to FY2020/21), the Ministry will mobilize adequate resources locally and from its international Development Partners as well as savings realized through prudent management of available resources. Implementation of the Ministry Strategic Plan will be rooted into the existing structures while broadening the reporting responsibilities at the operational level. The implementation of the nine strategic core areas will be complemented by the support function of monitoring and evaluation.



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1.0 IntroductionThis Strategic Plan covers the period 2016 - 2021. It presents the strategic direction that the Ministry will take in order to achieve optimal performance in fulfilling its mandate. The Plan is anchored on nine strategic outcomes, which were determined based on Key Result Areas (KRA) which were established in line with the Ministry’s mandate during the situation analysis. Implementation plans were also developed as frameworks outlining specific inputs, outputs and tasks to be undertaken in order to achieve the stated outcomes and targets.

1.1 BackgroundThe Ministry of Finance Planning and Economic Development (MoFPED) derives its mandate and functions from the 1995 Constitution of the Republic of Uganda and other related subordinate laws, including; the Public Finance Management Act (2015), the Budget Act (2001), and Acts establishing Agencies and Auxiliary organizations. The Ministry plays an instrumental role in managing the economy over the short, medium and long term.

In tandem with the dynamics of a modern economy, MoFPED has continuously provided and reviewed the economic policy framework guiding Government’s development agenda and creating an enabling environment for sustained economic growth and development. The Ministry has continuously initiated and implemented several key reforms aimed at growing the economy. These reform initiatives have occurred against the backdrop of sustained economic growth and a massive reduction in poverty levels. Poverty levels declined from 38.8% in 2002/03 to 19.7% in 2012/13, GDP growth averaged at 6.6% per year and real income per head increased by more than 2.6% per annum in the same period. Consequently, Uganda met the most important of the Millennium Development Goals (MDG) target of halving the proportion of its population living in extreme poverty by 2015.

As Uganda transits from the Millennium Development Goals (MDGs) to Sustainable Development Goals (SDGs), more emphasis is needed in addressing the underlying constraints that impede achievements of improved service delivery. Achieving the 17 Sustainable Development Goals including ending poverty, fighting inequality and injustice, and tackling climate change by 2030, require a major rethink of how public services are delivered.

Accordingly, MoFPED has developed this 5-year strategic plan (2016-2021) to provide strategic policy direction and repositioning which will contribute to the achievement of the SDGs and the envisaged faster and sustainable economic growth. The Plan provides a medium-term policy, legal, institutional and

CHAPTER ONE



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regulatory reforms framework for accelerating growth in a dynamic socio-economic environment. It lays a foundation for strengthening the country’s competitiveness for sustainable wealth creation, employment and inclusive growth. It draws extensively on the Uganda Vision 2040, National Development Plan (II), the NRM Manifesto and the related 23 Presidential directives, and the Accountability Sector Strategic Investment plan (ASSIP), which provide a framework to drive Uganda’s transformation into upper middle-income status by 2040.

This Strategic Plan (SP), (i) re-defines the Ministry’s Vision, Mission, core functions, policy priorities, strategic objectives and resource requirements based on its mandate and the prevailing socio-economic environment, (ii) identifies the necessary strategies to ensure that the Ministry’s priorities are achieved and (iii) provides a framework for improved service delivery in MoFPED. It is, therefore, expected that this Strategic Plan will enable the Ministry to organize itself in order to improve its performance of services continuously and on a sustainable basis.

The main goal of this Strategic Plan is to contribute significantly to the underpinned objectives of the NDPII by developing policies and mechanisms that accelerate the momentum of economic growth and national development. This is to be achieved through the implementation of institutional and structural reforms, increased productivity, facilitating and promoting more public and private investments, and forging an integrated self-sustaining economy. It offers significant opportunities to leverage on regional and global knowledge, opportunities and technology advances to raise productivity rates in the various sectors of the economy.

1.2 Legal and Policy Context The existing policies, legal and regulatory frameworks governing MoFPED are highlighted below;

i. The 1995 Constitution of the Republic of Uganda, as amended in 2005ii. The PFM Act 2015 iii. Budget act 2001iv. Local Government Act CAP 243 v. Leadership Code Act 2002vi. Inspectorate of Government Act 2002 vii. Finance Commission Act 2003viii. PPDA Act 2003 and Amendment Act 2011ix. Access to information Act 2005x. The Anti-Corruption Act 2009xi. Public Service Standing Orders 2010xii. Local Government Financial and Accounting Regulations 2007 xiii. The National Audit Act 2008xiv. The Uganda Bureau of Statistics Act, No. 2/1998 as amended



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xv. The Uganda Revenue Authority Act, Cap. 196 vol. 8 Laws of Uganda.xvi. The Whistle blower’s Protection Act, No. 6/2010xvii. The Computer Misuse Act, 2011xviii. The Electronic Transfer Act, 2011xix. Kampala Capital City Authority Act, 2010 xx. National Lottery Act, 1967 as amended

1.3 Overall MandateThe overall mandate of the Ministry of Finance Planning and Economic Development is;

i. To formulate sound economic policies that enhance economic stability and

ii. To mobilize local and external financial resources for public expenditure

iii. To regulate financial management and ensure efficiency in public expenditure.

iv. To oversee national planning and strategic development initiatives for economic growth.

1.4 The Link between the Strategic Plan, Global and Regional Initiatives and Commitments

1.4.1: Global Context

Global economic conditions continue to weigh on Uganda’s economy. The economy has witnessed some instability and volatility arising from a number of global factors like; the weak global economy; the gradual slowdown and rebalancing of economic activity in China away from investment and manufacturing toward consumption and services; Lower prices for energy and other commodities; and a gradual tightening of monetary policy in the United States. These are impacting other economies, including Uganda, through trade channels and weaker commodity prices, as well as through diminishing confidence and increasing volatility in financial markets.

1.4.2: Regional Context

Regional integration is critically important to Uganda, particularly the EAC that has set the stage for free movement of goods and persons within the region. Uganda recognizes regional cooperation and trade as important stimuli for economic growth and has signed up as a member of the East African Community (EAC) and Common Market for Eastern and Southern Africa (COMESA).



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1.5 Link between the Strategic Plan and the National Development Planning Frameworks

Over the last 50 years, the Country made significant progress, moving from recovery to growth after periods of economic and political instability. Uganda has successfully recovered from political turmoil, institutional breakdown and economic collapse to a remarkable success story of political stability, economic growth and structural transformation. The economy has registered impressive growth rates averaging 6.6% since

2002. To consolidate and accelerate this growth, Uganda is now pursuing Vision 2040, which is geared towards transforming the country from a predominantly peasant and low-income country to a competitive upper middle-income status with a per capita income averaging USD 9,500 by

2040. The Vision is anchored on strengthening the development fundamentals in order to successfully harness the abundant economic opportunities. Government’s strategy is to implement Vision 2040 through three 10-year plans, six 5-year National Development Plans (NDPs) and other sub-national level frameworks.

Under the first National Development Plan (2011-2015), Government reduced absolute poverty from 24.5% in 2009/10 to 19.7% in 2012/13 and increased per-capita income from US $665 in 2009/10 to US$ 788 in 2013/14.The second National Development Plan (2015-2020) is now aimed at propelling the country into middle-income status by 2020 with a per capita income of US$ 1,033. This will be realized through strengthening the country‘s competitiveness for sustainable wealth creation, employment generation and inclusive growth. To harness Uganda’s enormous opportunities in agriculture, oil and gas, tourism, minerals, information and communication technology and industrialization; Government is heavily investing in infrastructure and energy, human resources, science and technology, agriculture and security.

Over the NDPII period (2015-2020), Government’s focus is on attaining the following results: increasing per capita income from USD788 to USD1,033; reducing the poverty rate from 19.7% to 14.8%; reducing the number of young people not in education, employment or training by at least 50%; increasing manufactured exports as a percentage of total exports from

5.8% to 19%; increasing the percentage of the population with access to electricity from 14% to 30%; increasing access to safe water from 65% to

79% in rural areas and from 77% to 100% in urban areas; increasing the quantity of total national paved road network (Km) from 3,795 to 5000; reducing the Infant Mortality Rate per 1,000 live births from 54 to 44 and the Maternal Mortality Rate from 438 per 100,000 live births to 220/100,000; reducing fertility to 4.5 children per woman; reducing child stunting as a percentage of under-5s from 31% to 25%; increasing primary to secondary school transition rate from 73% to 80% and increasing the Net Secondary Completion rate from 36% to 50%.



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1.5.2 The Role of MoFPED in the National Development Agenda

MoFPED as one of the players in the Accountability Sector plays a critical role in implementing programmes aimed at achieving the targets for inclusive economic growth. The critical roles the MoFPED plays in the implementation of the National Development Plan include the following:a. Formulation of Sound Economic Policies for Economic Stability and

GrowthMoFPED is responsible for the formulation of a macroeconomic policy framework to ensure economic stability and economic development policies to promote inclusive economic growth.

b. Domestic Revenue Mobilization and Domestic FinancingThe Ministry has the responsibility for mobilizing domestic financial resources including tax revenue, domestic financing, and Non-Tax revenue to finance the budget. The objective over the medium term is to increase tax revenue from the low base of 13% of GDP to 18% of GDP over the medium term.

c. Mobilization of External FinanceThe objective of MoFPED in mobilizing external finance is to meet the Government’s financial needs at the lowest cost, to supplement inadequate domestic resources. MoFPED continuously analyses and monitors Uganda’s capacity to service public debt, and assesses alternative financing options such as Grants, Export Credit finance, concessional and non-concessional loans, and Public Private Partnerships to support Uganda’s development. In doing so, the Ministry ensures effective implementation of the Medium Term Debt Management Framework whose objectives include:

i. Meeting Government’s financing requirements at a minimum cost;ii. Ensuring that the level of public debt remains sustainable over the

medium and long-term horizon.d. Public Investment Management

Public investment is key to delivery of the NDP objectives and supports the delivery of key public services, a catalyst for economic growth. Over the medium term, MoFPED aims to implement a Public Investment gement Framework that:-

i. Strengthens public investment processes and procedures to guarantee “quality at entry” of Government projects;

ii. Enhances implementation, supervision and monitoring of projects;and;iii. Implements Public-Private Partnerships (PPPs) that utilize private sector

efficiency in the delivery of public goods and services, with the private party raising project finance on its account while minimizing associated risks to the public sector.



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d. Accountability for Public Resources

MoFPED aims to enhance accountability in Public Financial Management through:

i. Rolling out the Integrated Financial Management System to all accountability units in the public sector;

ii. Enhancing salary and pension payroll management;iii. Increasing compliance and enforcement of sanctions provided for

under the PFM Act 2015;iv. Transferring funds directly to service delivery Units and;v. Strengthening the Internal Audit function to ensure that funds are

utilized for the intended purposes.

1.6 Implications for Strategic Direction in the Medium TermIn view of the mandate of the MoFPED and the developments that continue to unfold at the national, regional and global levels, the Ministry seeks to attain the following objectives:

i. Undertake development planning and strategic budgeting in order to support economic growth, increased wealth creationand employment generation by supporting economic growth in line with the National Development Plan (NDP).

ii. Ensure sound economic management by ensuring macroeconomic stability, mobilizing domestic revenue and prudent borrowing;

iii. Enhance accountability to increase efficiency and effectiveness in resource utilization;

iv. Enhance investment promotion through private sector development, increased and more efficient public investment; and improving competitiveness of the private sector and the economy as a whole.

v. Enhancing National Local Content by supporting local capacity in production and investment while improving product quality.

vi. Increase financial sector contribution to economic development by mobilizing long-term capital, increasing access for greater financial inclusiveness and making available affordable capital.

vii. Taking advantage of the benefits of regional integration including a larger export market, promotion of free trade, etc.

Achievement of the above objectives requires the MoFPED to develop a strategic plan that maps out the required actions and addresses the specific challenges already identified as well as those that will emerge.



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1.7 The Purpose and Objectives of the Strategic PlanThe purpose of the strategic plan is to identify the strategic actions required to be undertaken by all actors in economic planning, management and budgeting in order to achieve the underpinned objectives of NDPII and Vision 2040. Specifically, the Strategic Plan;

i. Sets strategic direction and strategies aimed at optimum attainment of the Ministry’s mandate, mission and vision.

ii. Identifies key outcomes, outputs and targets, andiii. Provides a mechanism for monitoring progress towards achievement of the

set objectives.

1.8 The Guiding principles of the Plan This strategic plan will embrace the following guiding principles;

i. Good governance, including the need for sound, consistent and credible policies

ii. Financial management and accountability: The Plan advocates for policy, legal, and regulatory reforms to enhance compliance with the PFM laws and regulations.

iii. Equitable development: The Plan lays a framework for equitable dispersion of resources in order to accelerate the pace of development in all areas.

iv. Technology and innovation: The Plan presents strategies for initiating innovation and technological advancement for boosting productivity.

v. Environmental Sustainability: The Plan recognizes the need to promote sustainable development that upholds environmental protection, management and efficient resource utilization.

vi. Human resource development: The plan recognizes that sustained growth can only take place when there is a strong institution and well trained workforce from all levels of Government.

1.9 Justification for Developing the Strategic PlanGovernment directed that all Ministries, Departments and Agencies (MDAs) develop strategic plans, which give them a focused direction for their future operations. It is also a requirement that the plans be aligned to the sector-wide strategic plans and National Development Agenda which outlines the aspirations of Government in its pursuit to achieve its vision of transforming Uganda into a modern and prosperous country by 2040.

The overarching goal of the second National Development Plan is to achieve middle income status by 2020 through strengthening the country’s competitiveness for sustainable wealth creation, employment generation and inclusive growth by:



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i. Increasing sustainable production, productivity and value addition in key growth opportunities

ii. Increasing the stock and quality of strategic infrastructure to accelerate the country’s competitiveness

iii. Enhancing human capital developmentiv. Strengthening mechanisms for quality, effective and efficient service

deliveryConsequently, in compliance with the Government directive and the need to align the Ministry’s direction to the national development priorities and the ASSIP, MoFPED developed its Strategic Plan 2016 -2021. This Strategic Plan will focus the strategic direction of the MoFPED to match the short-term, medium and long-term National Development Agenda. The policy priorities, vision, mission, core values, strategic objectives, and strategies in this strategic plan will not only enhance service delivery within the Ministry but also enhance the ability of MoFPED to respond effectively to the emerging challenges that could affect the envisaged national growth.

1.10 Process of Development of the Strategic PlanThis Strategic Plan was developed through a participatory and consultative process spearheaded by the Under Secretary/Accounting Officer, MoFPED. The process involved a review of relevant Government policy documents, ministerial reports and departmental strategic plans. The review enabled identification of the medium term national, sectoral and ministerial policy priorities that the strategic plan will aim to achieve. Additionally, interviews with key stakeholders and opinion leaders knowledgeable in economic management were conducted.

The process also involved a review of the past performance of MoFPED in terms of its achievements and constraints in order to address performance gaps and design new interventions. These were enriched through strategic planning meetings and workshops. This process culminated into drafting this Strategic Plan 2016 -2021 in compliance with the results of the discussions and deliberations.

1.11 The structure of the planThe rest of the Strategic Plan is organized as follows: Chapter 2 presents an assessment of both the internal and external environment/aspects. Chapter 3 maps out the strategic direction for the Ministry based on the mandate and situation analysis, including re-defining the vision, mission, and core values as well as the key strategic areas, objectives and the strategies to achieve them. Chapter 4 presents the financing framework of this plan. Chapter 5 deals with the monitoring and evaluation framework of the Strategic Plan, while Chapter 6 covers the financing and dissemination of the Plan.

The final chapter, undertakes Stakeholders’ and risks Analyses and outlines objectively various factors that have the potential of affecting the outcomes of this Strategic Plan



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SITUATION ANALYSIS

2.0 IntroductionThis chapter discusses the current situation facing MoFPED. An assessment of the Ministry’s external as well as internal environments was carried out. A broad SWOC (Strength, Weaknesses, opportunities and challenges) and PESTEL (Political, Economic, Social, Technological, Environmental and Legal) scan was undertaken. This analysis enables the identification of the factors that will either facilitate or impede the process of implementing this strategic plan.

2.1 SWOC ANALYSISThe SWOC analysis examines the factors that impact on the Ministry’s performance of its duties and the realization of its strategies and objectives, from both internal and external perspectives. It evaluates the competencies within the organization with a view to establishing whether it has the requisite capability to achieve its objectives and realize its mission and vision. The analysis focuses on the management systems, technical capacity, human and financial resource capacity as well as other pertinent factors within the existing setup of the Ministry. The results of the analysis are discussed below:-

2.2 WEAKNESSES AND CHALLENGES

CHALLENGES

2.2.1 Economic Stability and Development

Macroeconomic Stability and Economic GrowthMacroeconomic stability is a prerequisite for economic growth and development. Since the 1990s, Uganda has had a strong record of prudent macroeconomic management and structural reforms which provided an anchor for the economy to register sustained economic growth and macroeconomic stability. However, since the onset of the global financial crisis of 2008, the economy has faced a number of macroeconomic challenges, particularly exchange rate depreciation, high inflation leading to high interest rates, fiscal slippages and a widening trade balance. In the Financial Year 2011/12, growth slowed down to 3.4% and inflation rose to 30.5% in October 2011. In the recent period, 2011– 2015, economic growth has been less than 5% on average, as shown in table 1 below;

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Table 1: Uganda’s economic performance vis-a-vis selected African Countries

SSA Growth Performance 1995 - 2008 Pre-Crisis 2014 - 2016 Post-Crisis

TOP PERFORMERS 6.8% 7.8%

E.g: Ethiopia

Rwanda

TanzaniaMEDIUM PERFORMERS 2.9% 5.8%

E.g: GhanaSudan

ZambiaPOOR PERFORMERS 5.8% 1.9%

E.g: Nigeria South Africa

Angola Botswana

EAC PARTNER STATES 1995 - 2008 2011 - 2015Uganda 7.6% 4.8%

Source: UBOS and World Bank

i. Low GDP growth

Growth in the past four years (2012/13-2015/16) averaged at 4.5%. In FY2015/16, the economy grew at 4.8%, which is lower than potential growth. The slowdown in economic growth is attributed to both internal and external factors:

i. A fall in global commodity prices which impacted export earnings,

ii. A slowdown in China’s economic growth and weak EU economy which affected global demand,

iii. Geo-political events in key trading partners, such as South Sudan,

iv. A strong US Dollar that led to depreciation of the Uganda shilling and

v. A decline in private sector credit due to tight monetary conditions aimed at controlling inflation. Despite monetary policy being highly commendable for maintaining price stability, it has led to rising interest rates and consequently tight liquidity conditions as commercial banks impose increasingly stringent conditions on access to credit hence affecting Private Sector Credit.



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ii. High exchange rate depreciation and Volatility

The Average period exchange rate for the pre-crisis period (95/96 to 07/08) was 1,574.5 Shs/US$. Uganda’s currency has however depreciated greatly from the onset of the 2008 Global economic crisis due to the increasingly weak external position as shown by the weak trade & international investment position. The exchange rate also underwent high levels of volatility causing economic management challenges (Figure 1).

Figure 1: Exchange rate trend

Source: Bank of Uganda

Figure 2: Annual exchange rate changes post-crisis




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iii. High InflationThe post-crisis period saw Uganda’s inflation peaking at 30.5 in FY2011/12, but the monetary policy is commendable for curbing the rising inflation and maintaining it in single digit (averaging at 5%) in the last four years. However the tight monetary policy resulted in high interest rates with negative implications for economic growth in the short to medium term.

Figure 3: Trend of Core and Headline inflation

Source: UBOS

iv. Widening Trade balanceThe trade balance, which is the gap between export earnings and import payments is widening because exports are much lower than the import bill and are growing at a slower rate than imports. As at FY2015/16, the trade deficit was US$1,8670 million. The large deficit is one of the factors that put pressure on the Uganda shilling, causing it to depreciate against major currencies like the US dollar.

Figure 4: Uganda’s trade balance




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v. Other ChallengesDespite the global financial crisis, some countries, like the East African partner states have registered higher growth rates in the post-crisis period as shown in Table 1, giving an indication that the slowdown in Uganda could be attributed to the following domestic factors, which will require action in this strategic plan so that the economy can rebound;

(a) High population growth and Youth unemployment

Results of the 2014 Population and Housing Census put Uganda’s population at 34.9 million people; the national population is estimated to have reached 36.9million people in 2016. 56.7% of the population is under 18 years, signaling a high dependence ratio. A high dependence ratio affects household ability to save leading to low domestic savings. Low domestic savings mean foreign borrowing to finance investment, high foreign debt and dependence on foreign savings. With 57% of the population currently below the age of 18, the number of labor market entrants is projected to increase from 800,000 a year to 1.5 million in 2040 by which time the total population is projected to reach 61 million.1 The rate at which the youth are joining the labor market is not matched by job opportunities and hence the challenge of youth unemployment and increasing income inequality.

Figure 5: Uganda’s Domestic Savings rate as a percentage of GDP

(b) Low Domestic Revenue Mobilization compared to our regional peers

With low revenue to GDP ratio of 13.5% as at FY2015/16, low revenue mobilization limits the level of public investment resulting into continued heavy reliance on donor aid/external borrowing for critical investments such as in the transport, energy, education and health sectors.



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(c) Regional Political Conflicts, Terrorism and Insecurity

While the ongoing globalization and regional integration efforts and achievements hold great promise for the country, the emerging regional conflicts, transnational crimes, terrorism and radicalization of vulnerable youth arising from instability in neighboring countries present significant challenges to the country’s development. For example, the outbreak of civil conflict in South Sudan has led to a decline in exports affecting Uganda’s GDP growth and also imposed direct budgetary costs through higher spending on security and refugees.

(d) Poor absorption of funds by MDAs and LGs

The continued poor absorption of funds by MDAs and LGs poses a serious challenge for MoFPED. A number of sectors have been affected by this problem, greatly impacting on service delivery. Poor absorption of funds is attributed to capacity challenges and the lack of preparedness on behalf of the implementing agencies.

(e) Poor Returns to Public Investments

Investment in public infrastructure has increased over the years but the returns to these investments are less than would be expected due to inefficiencies in project execution, inefficiency in management of public investments and poor absorption of available resources especially borrowed funds. This, coupled with other factors has affected the rate of economic growth of the country as a whole.

(f) Fiscal Slippages;

Fiscal slippage is indicated by the increase in the stock of domestic arrears and continued occurrence of supplementary expenditures over the years. The stock of domestic arrears has increased significantly over the last three years, from UGX 1.4 trillion to UGX 2.7 trillion, as at end of 2016 which is equivalent to 3.2% of GDP, representing an increase of over 90% over the last Financial Year.

Table 2: Arrears as % of GDP

FY Arrears (bn) % of GDP

2013/14 1,434 2.03

2014/15 1,390 1.78

2015/16 2,701 3.2

Source: Internal Audit Department, MoFPED

1 Millennium Development Goals Report for Uganda 2015



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(g) Climate Change

Uganda faces environmental degradation challenges, which include deforestation, climate change, and pollution among others. This has led to decline in rainfall, affecting rain-fed agricultural production. With an economy heavily dependent on climate-sensitive sectors such as agriculture and tourism, the decline in rainfall has severe consequences to these sectors, which are significant to creating wealth and employment. Climate change and climate variability has led to severe droughts in some parts of the country and reduced crop production, directly impacting the vast majority of the population employed in the sector as well as reducing the rate of growth of the economy.

The above factors have affected income growth in the economy. Notwithstanding these shocks, the Uganda economy remained resilient, and economic growth is on a recovery path, projected to grow at 5% in

2017/18 and to regain its past growth trajectory of 6-7% over the medium term. The major source of growth being; efficient completion of major infrastructure projects and continued recovery of private sector investment particularly in the oil and manufacturing sectors.

WEAKNESSES;A number of weaknesses were identified;

i. Lack of Policy Research and Analytical workLack of focus on policy research and analytical work to inform economic policy decisions is a major weakness. Currently, there is dependency on other institutions to provide necessary evidence which may not be in line with MoFPED requirements.

ii. Inadequate Monitoring and Evaluation of Budget implementationMonitoring and evaluation of the budget has not yet been extended to cover all sectors. Currently monitoring and evaluation units do not exist in most of the public service institutions and in cases where M&E units exist; most of them are constrained by capacity, financial, and logistical gaps. In addition, the concepts and benefits of budget monitoring and evaluation are not well appreciated by implementing agencies, which makes supervision, monitoring and evaluation of Government programs and data collection difficult. This has manifested itself in inefficiency in Government expenditures both at the central Government and Local Government levels; as well as continued Supplementary expenditures which undermine particularly development projects and therefore limit the extent to which outputs are realized.

iii. Management and Implementation of ReformsGovernment has implemented financial management reforms that have enabled MDAs and Local Governments to provide services more efficiently. Despite various



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reforms, there are still a number of challenges and inefficiencies in management of these reforms. There is limited capacity to adopt and enforce compliance with reforms especially at Local Government levels. This affects timely and accurate accountability of public resources, which in turn affects sustainability of the reforms implemented. A number of key reforms need to be prioritized and resourced adequately in order to achieve the necessary benefits and envisaged impact.

iv. Slow Pace of Implementation of the Ministry’s Structure

The migration to the new structure and staff recruitment process for unfilled posts has been slow. This has exerted excessive workload pressure on the available staff making it difficult to deliver services in a timely manner. Other associated factors include duplication and uncertainty resulting from overlapping roles and responsibilities in some departments. This partly explains the insufficient coordination among institutions in the accountability Sector.

v. Poor Remuneration

Remuneration of Ministry employees is in accordance with the public service schemes of service. This offers non-competitive salaries and wages compared to their counterparts with similar qualifications and competence level in the private sector. Consequently, other institutions often poach the Ministry’s highly specialized, skilled and trained staff.

vi. Shortfalls in Human Resource Management

The human resources management function at all levels within the Ministry revealed some weaknesses. Among them are;

• Poor co-ordination between the HR department and other levels of management leading to poor decision making on internal transfers, promotions and deployments of staff

• Lack of a comprehensive training and development plan• Lack of a compressive appraisal system• Poor communication within the Ministry and between MDA’s and• MoFPED. Hence lack of a communication strategy.• Limited office space in some departments, undermining efforts to create an

environment conducive for productive work• Generally low institutional capacity, which undermines speedy and quality

implementation of reforms, Government projects and programs, and affects standards of production especially of exports.

vii. Inadequate managerial skills in some Directorates and Departments

Discussion with the different stakeholders revealed that there is more focus on operational routine rather than strategic and analytical initiatives. Additionally, there is insufficient delegation and mentorship from senior cadres to lower level



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cadres. This may pose a number of potential difficulties, most notably the effective development of future managers and the diffusion of a congruous ‘leadership culture’ throughout the Ministry. Thus, an urgent need to address leadership and managerial development issues within the Ministry

viii. Slow rate of integration of ICT systems

MoFPED has engaged in the process of implementing a wide range of (ICT) applications. This has greatly improved productivity, management effectiveness and ultimately, the quality of services offered to citizens. Nonetheless, there are several concerns about the lack of integration of the many ICT systems within the Ministry. This could pose a number of challenges including loss of money in ICT investments, mismanagement, duplication of services, e-fraud among others. To therefore unleash the full potential of these ICT systems, a new level of ICT integration, both internally and with other organizations, and a new approach to scaling solutions to achieve a real material impact are needed.

These are weaknesses that could potentially undermine progress towards establishing a performance-based culture. It is difficult to envision the possibility of ensuring the high quality service delivery with such Human Resource management issues. This could affect the implementation of this strategic plan if not rectified.

2.3.1 STRENGTH AND OPPORTUNITIES

STRENGTH:• The Ministry has had a good record of achievements for the past 5 years

(FY2010/11-FY 2015/16). Generally, the Ministry has done well in many areas of its core mandate. Notable achievements include the following:

• Mobilization of resources for financing annual national budgets• Implementation of Public Finance Management reforms arising from the PFM

Act 2015• Establishment of the Medium Term Expenditure Framework• Low debt distress confirmed by annual debt sustainability analyses• Revenue administration has undergone significant organizational

and technological modernization that promotes efficiency• Tax laws reformed to ensure they are in line with best practices• Operationalization of the Free Zones Act 2014• Amendment of the PPDA Act 2014 and the Anti-Money• Laundering Act 2013• Continued rolling out of the Integrated Financial Management• System (IFMS)



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• Internal audit units established in MDAs• The Aid Management Platform, a database on donor funded programs and

projects• Improved compliance by Parastatals to PFM legal frameworks among others

i. Skilled Human Resources

The younger, more technically inclined, more professional, experienced, multi-disciplinary and energetic team within the Ministry will be a major resource going forward. The skills and attributes in the staff reflect diversity, results orientation, and mission-mindedness. With clear terms of reference (ToR) for each position within MoFPED that can be linked to outputs and targets in this strategic plan, demand for greater accountability for resource and time use will be possible.

ii. Strong Institutional ArrangementsThe recent restructuring of the Ministry presents an opportunity to meet all the strategic objectives outlined in this strategic plan. A new approved structure, which is reconfigured for modern challenges, will propel the Ministry in achieving its intended outcomes. Other critical institutional arrangements include:

(a) Weekly Top Technical and management meetings to steer the institution in achieving results and attaining excellence.

(b) Continuous capacity building and logistical support among others.

iii. Well established Legal and Institutional Frameworks

The existence of the Law and related regulations puts MoFPED in a strong position to influence processes, outputs, and outcomes internally and at all spending entities. These laws have created an enabling environment for the Ministry to carry out its mandate and implementation of the reforms. However, enforcement of these laws remains critical.

iv. Strong systems for Financial Management and Reporting

Government has implemented financial management reforms that have enabled MDAs and Local Governments to provide services more efficiently. Currently majority of Government entities are able to prepare, execute and report on the budget through automated systems, this has improved internal controls and transparency. The availability of timely reports through the systems has facilitated the work of oversight institutions in undertaking reviews and audits.

v. Strong Leadership and Commitment

Coordination between technical and political wings within the Ministry, effective leadership, willingness to work as teams at all levels, and a sense of commitment is a core characteristic of the MoFPED workforce. Notwithstanding some coordination challenges, there is already considerable improvement in coordination of work and accessibility across units within directorates, departments and at stakeholder level.



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OPPORTUNITIES:i. Oil and Gas discoveries

The discovery of oil and gas provides an opportunity to boost domestic revenues and eliminate funding gaps. The discoveries continue to attract sizeable direct foreign investment and public infrastructure development, which are major contributors to the Ugandan economy.

ii. Regional IntegrationThe East African monetary union and political integration are expected to boost regional cooperation and trade which is an important stimulus for economic growth within the region. Regional integration has set the stage for the free movement of goods and persons within the region, an opportunity for growth. However, the country has not yet fully exploited the opportunities offered by the EAC’s integrated market, a problem that is increasingly associated with institutional and regulatory barriers to trade in the region.

iii. Partnerships and Linkages with Regional and International BodiesUganda’s membership and MoFPED participation in regional economic and international bodies like COMESA, EAC, ECA/AU, WTO, NEPAD, IGAD among others provides accessibility to a wider range of products and wider market-access for local products. This provides an opportunity for economies of scale, enhanced competitiveness through increased competition, improvement in transfer of technology and attraction of foreign direct investments. In addition, stronger partnerships and negotiations ability in the global arena and available capacity building programs at various international institutions (IMF, WB, etc.) are critical for building a cadre of professional staff necessary in the pursuit of the MoFPED strategic objectives.

iv. A record of prudent macroeconomic management and structural reform backed by political goodwill and support

Over the years, Government has pursued a series of stabilization and pro- market structural reforms aimed at achieving macroeconomic stability and sustained high growth. This has stimulated opportunity, mobility, and security for Ugandans, allowing citizens and businesses to have more confidence in the safety and soundness of the economy. This provides a conducive environment for implementation of Government programmes.

v. National Focus to making Uganda a lower middle-income country by 2020Government has a vision to propel the country into lower middle-income status by 2020 which will be attained through commercialization of agriculture, acceleration of industrialization, and increasing production and productivity in all sectors of the economy.

This agenda provides MoFPED with an opportunity, development paths and strategies for aligning Government policy, priorities and programmes as well as



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resource allocation towards achieving this commitment. The strong political will and a more holistic approach to planning and priority setting at Government level are also seen as a strength that could potentially flow over into all sectors.

vi. Political Stability and ideal geographical conditions for Agriculture, a major sector in Uganda.

The Political and social stability, coupled with an ideal geographical environment in Uganda have enabled growth in the agricultural Sector despite recent challenges of climate change. Agriculture remains the backbone of Uganda’s economy. It accounts for 23.5 percent of the country’s GDP and employs about 72 percent of the total labor force (formal and informal). Government has developed strategies to encourage exports of both food crops and high value crops, in order to diversify its export base. This provides an opportunity for higher revenue mobilization.

vii. Vibrant youth population with potential for increased production and productivity

The youth population in Uganda is the youngest in the world, with 77% being under the age of 30 years. With large improvements in human capital and significant movement of workers into urban areas, Uganda’s labor force is much better placed to exploit new opportunities. Government’s current efforts to improve the skills and capabilities of the youth and expand productive employment opportunities for the utilization of these skills and capabilities will help to stimulate high productivity and production.

2.4 Lessons LearntThe following lessons, which the Ministry has learnt from the implementation of its mandate in last 5 years, will enhance the implementation of its 2016 – 2021 Strategic Plan: Successful implementation of the Ministry’s mandate requires commitment

of management at all levels. Enhanced human and financial resources capacity is critical for successful

implementation of the Ministry’s mandate Use of technology improves efficiency and effectiveness in service delivery Compliance to PFM reforms increases accountability and management of

public resources Availability of data is crucial for monitoring progress in the implementation

of the plan. For the Ministry to achieve set targets in this strategic plan, there is need for regular monitoring and evaluation, preferably at pre-set intervals.



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STRATEGIC DIRECTION

3.1 Vision, Mission And Core Values

Based on the overall mandate and the situation analysis, the Vision, Mission and Core Values of MoFPED are as follows.

Vision“A competitive Economy for National Development”.

MissionTo formulate sound economic policies, maximize revenue mobilization, ensure

efficient allocation and accountability for public resources so as to foster sustainable economic growth and development.

Core ValuesTo fulfill its mandate, pursue the vision and accomplish the mission, MoFPED will be guided by the following core values.

Professionalism: We consistently demonstrate competence, knowledge, resourcefulness, quality, cooperation and a positive attitude, related to how we provide our professional services.

Result oriented: We embrace a goal-oriented culture that focuses on outcomes and drives accountability and growth.

Efficiency and effectiveness: We continuously seek effective and efficient ways to solve problems, better our services, and to remain fiscally responsible.

We constantly demonstrate a commitment to be good stewards of the resources allocated to us, discover and apply safer, better, faster and more cost-efficient ways to provide the services.

Teamwork: We create effective working relationships with team members by treating others fairly, maintaining an approachable atmosphere, sustaining open and honest two-way communication, and involving others in decision-making processes when appropriate.

CHAPTER THREE



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Integrity and Transparency:

We conduct business honestly and ethically, expect and exemplify trust,

respect, fairness and high character. We conduct ourselves with openness in all aspects of our work. We seek feedback from all stakeholders in order to achieve open communication and foster collaboration.

Innovativeness: We are driven by continuous improvement and unique cutting-edge concepts that optimize results by working better and smarter.

3.2 MOFPED’S STRATEGIC KEY OUTCOMESThrough a comprehensive analysis of the Ministry’s Mandate, Vision, Mission, the situational analysis and the country’s development agenda, the MoFPED has identified five (5) key Vote outcomes, that include;

1. Achievement of potential GDP growth of 6% to 7% per year;2. Increase domestic revenue mobilization by 0.5% of GDP per annum;3. Reduction in National Poverty Rate to 14.8%;

4. Increase Competitiveness ranking to 95 out of 190 countries ranked;5. Maintain Macro Economic Stability.

To achieve the above institutional key outcomes, the Ministry will align and concentrate its efforts towards nine strategic core areas to be implemented over the plan period. These include;

i. Economic stability and development;ii. Public financial management and accountability; iii. Resource mobilization and management;iv. National planning and strategic development;v. Development cooperation and regional integration; vi. Public investment management;vii. Investment and private sector development; viii. Financial sector development andix. Strengthen institutional capacity and development.

MoFPED plans to use a number of performance measures and indicators to evaluate progress towards each strategic objective that supports these nine areas. Performance measures will be monitored and updated as objectives and programs evolve. In addition to using regularly reported performance data, in-depth evaluations of programs will be undertaken as well as analysis of more qualitative information to help better understand the success and impact of strategies and actions.



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3.3 KEY STRATEGIC AREAS, GOALS, OBJECTIVES AND STRATEGIESBuilding on the nine strategic areas of MoFPED, a number of goals have been identified. For each goal, a set of SMART objectives has been proposed along with their strategies.

At the end of this Strategic Plan period, a number of strategies would have been achieved that would transform, to a large degree, into the work of the Ministry.

STRATEGIC DIRECTION 1: ECONOMIC STABILITY AND DEVELOPMENT

Strategic Goal: Sustainable financing and fiscal policy credibility

Objective 1: To maintain fiscal sustainability

In order for the Ministry to maintain fiscal sustainability, there shall be a need to continue implementing measures aimed at ensuring prudent Government spending and investing activities and how these are financed through taxes, debt and other liabilities.

Strategies:

- Ensure Present Value of debt to GDP ratio remains within the threshold of 50%.

- Maintain a sustainable fiscal deficit as set in the Charter of Fiscal Responsibility.

Objective 2: To achieve potential GDP growth

In order for the Ministry to maintain a steady GDP growth rate, there shall be a need to continue implementing measures aimed at stimulating and sustaining economic growth. MoFPED will strive to increase the current GDP growth rate from 4.8% to 7% by the year 2021.

Strategies:

- Ensure improved productivity within the economy by:

Developing and implementing policies to promote private sector growth

Maintaining public domestic borrowing within the PDMS thresholds

Enhancing resource allocation to key strategic sectors.

Implementing East African Monetary Union (EAMU) protocol

Objective 3: To maintain macroeconomic stabilityTo ensure macroeconomic stability and mitigate impacts of external shocks to the economy, the Ministry shall implement measures aimed at reducing the inflation



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rate from 6.6% to 5% and maintain adequate foreign exchange reserves.

Strategies:

- Maintain single digit inflation.

- Maintain adequate foreign exchange reserve cover

STRATEGIC DIRECTION 2: PUBLIC FINANCIAL MANAGEMENT AND ACCOUNTABILITY

Strategic Goal: Improved efficiency and effectiveness in Public finance management and accountability

Objective 4: To ascertain value for money in the use of Public resources

Strategies:

- Undertake physical and financial monitoring of the National Budget

- Promote budget transparency

- Sanction non-compliance to the PFM Act 2015 Objective 5: To ensure appropriate allocation and utilization of funds:

The key component of a financial management system is the controls that are put in place to ensure appropriate allocation and utilization of funds. The Ministry will ensure that appropriate controls are put in place to ensure effective use of public funds.

Strategies:

- Formulate policies on cash investments

Objective 6: Ensure optimal investment of projected short-term cash surpluses Strategies:

- Enhance the production of timely and credible data on investment needs

Objective 7: To ensure efficient management and accountability of Government FundsIncreasing accountability and transparency in the use of public funds is a very important aspect of improved public finance management. The Ministry shall ensure that full accountability in the use of public funds becomes a priority in the planning period.

Strategies:

- Enhance real time information flow between MoFPED, BoU and Commercial banks (key stakeholders)

- Prepare accurate and timely financial reporting on the operations of the Funds

- Implement and maintain a robust, secure and efficient computerized



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financial management system for Government

- Produce timely and accurate financial statements

Objective 8: To provide a robust framework for conducting banking and cash management for votes governed by the PFMA 2015

Strategies:- Implement the Treasury Single Account framework

- Enforce compliance to the PFMA 2015 as regards to management of Government bank accounts

Objective 9: To ensure that the system of accounting and classification is appropriate and aligned to best practice

Public financial management is a continuous process that undergoes evolution. The Ministry will therefore ensure that it promotes best practices in the process of accounting and classification.

Strategies:- Maintain a relevant and up-to-date Chart of Accounts that is aligned to

international standards of classification (GSM 2014)

- Transition from modified cash basis of accounting to accrual based accounting

Objective 10: To ensure that the system of internal control is appropriate to the needs of the vote and conforms to international standards

Strategies:

- Undertake regular review, monitoring and assessment of the PFM practices and systems performance

- Implement the PFM systems security enhancement strategy

- Align PFM systems to International standards certification

Objective 11: To ensure custody and safety of public resources to include public money and the stores, property, assets and the loans and investments of Government.Strategies:

- Maintain up-to-date and comprehensive policies, regulations and guidelines

- Automation of fixed asset management with an up to date register of Government assets and investments

- Development of an Asset Management Policy



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Objective 12: To ensure timely release of funds to all Government entities

Strategies:

- Comprehensive automation and integration of PFM systems- Establish Operational manuals with standardized procedures and timelines

Objective 13: To ensure a comprehensive and sound PFM legal and regulatory framework

Strategies:

- Harmonize the PFMA 2015 with the LG Act and related financial and accounting regulations

- Standardize financial reporting and accounting standards for service delivery units in consultation with the Ministry responsible for Local Governments

- Harmonize and streamline financial management for public corporations and state enterprises

Objective 14: To ensure coordinated capacity development, standard setting and supervision of the Accounting and Procurement profession in the public service.

Strategies:

- Capacity development strategy guided by a capacity needs assessment across MDAs including a Professional certification sponsorship scheme, related continuous professional development, and management development programs

- Strengthen Professional institutions and partnerships in capacity development- Increased collaboration with academia in research and development

Objective 15: To enhance and strengthen good governance in public procurement

Strategies:

- Develop and implement the National Public Procurement Policy

- Review the institutional framework and structure to enhance Public Procurement

Objective 16: To improve compliance with the public procurement legal and regulatory framework

Strategies:

- Strengthen Procurement Inspection function

- Undertake reviews of the legal framework to enhance regulation of Public Procurement system



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Objective 17: To promote the use of public sector procurement as a social- economic tool

Strategies:

- Conduct studies to inform the implementation process of public sector procurement

Objective 18: To ensure that all acquisitions using public funds in Government institutions are effectively and efficiently conducted.

Strategies:

- Review the public procurement cycle to make it more efficient and effective- Promote and enforce the use of best practices in the public sector procurement

process- Implement E-Government Procurement- Develop a monitoring and evaluation mechanism for public procurement

Objective 19: To strengthen and enhance knowledge, skills and attitude of human resource interfacing with public procurement

Strategies:

- Support the Institute of Procurement Professionals of Uganda (IPPU)

Objective 20: To improve stakeholder’s engagement and partnership in developing a risk management framework in Government

Strategies:

- Develop a risk management implementation strategy

Objective 21: To develop and implement appropriate forensic audit methodologies and tools for effective and impactful audits

Strategies:

- Develop a forensic audit manual/guidelines and standard operating procedures

- Identify and recommend practices that are consistent with professional standards and best practices

- Enhance the use of forensic tools in the conduct of forensic audit

Objective 22: To improve the quality and impact of forensic audit reports and risk management initiatives to improve governance and control processes

Strategies:

- Develop standard audit report formats

- Provide comprehensive and timely audit reports



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- Develop tracking mechanisms regarding the implementation of audit recommendations and risk management initiatives

Objective 23: To develop and implement the risk management framework in Government

Strategies:

- Develop a risk management policy and strategy for Government

- Coordinate the development of a fraud risk management framework

- Provide assurance over the risk management process in MDA’s

Objective 24: To develop effective internal audit approaches and methodologies consistent with relevant International Auditing standards

Strategies:

- Benchmark best practices in internal audit

- Review internal audit process flows

- Review current IA practices against the International Professional Practices Framework

- Examine existing control framework like COSO, COBIT and ISO for adoption as appropriate.

Objective 25: To improve the quality, timelines and impact of internal Audit reports

Strategies:

- Undertake internal audit process reviews

- Review the internal audit scope and responsibilities

- Develop a client satisfaction feedback mechanism

- Study and review engagement resource allocation practices

- Formulate progress monitoring mechanisms to effectively monitor the deposition of audit engagement

Objective 26: To establish Effective Quality Assurance and improvement mechanisms

Strategies:

- Assess current Quality Assurance and Improvement Programme (QAIP).

- Determine capacity needs in undertaking QAIP.

- Customize Institute for Internal Auditors’ quality Assessment manual and or develop guidelines/procedures and tools



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- Embed the QAIP into audit practices /manual and monitor implementation.

Objective 27: To develop strategies that enhance coordination among departments and other sector institutions

In order to enhance transparency, accountability and good governance, the Ministry will be communicating with stakeholders more effectively to disseminate policies, programmes and the results thereof. The Ministry will strive to increase awareness and improve information sharing, advocacy and communication with all stakeholders.

Strategies:

- Develop a stakeholder communication and awareness plan based on results of stakeholder analysis

- Develop a change management plan

Objective 28: To maintain efficient and effective IT and Performance Audit processes

Strategies:

- Develop a manual that defines the methodology for performing all performance audit & IT audit engagements

- Adopt and implement Risk based Audit methodology

- Deploy the use of Audit working paper management tool

Objective 29: To improve the use and deployment of IT & Performance Audit tools and methodologies in the execution of audit engagements

Strategies:

- Identify appropriate IT, Performance Audit and other auditing tools

- Review the IT and Performance Audit methodologies

- Deploy and monitor usage of relevant tools

- Align IT and Performance Audit processes with international best practices and frameworks

- Deploy data analytics tools to deal with volume, velocity and variety of data generated.

Objective 30: To provide assurance on all Government IT systems

Although ICT provides a lot of flexibility and enhances efficiency in Government operations, if systems are not secure, there are a lot of risks facing the data. It



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is therefore important that the Ministry secures all IT systems and ensures that everyone abides to policies guiding integrity and security of its systems.

Strategies:

- Define and redefine the IT audit universe

- Enhance the IT risk assessment process to identify and profile the highest IT risks

- Evaluate the IT risk management process in Government

- Identify IT systems in Government (IFMS, IPPS, LIS, HMIS etc) and profile them for review

- Identify and deploy tools for auditing big data

Objective 31: To engage in performance/value for money audits

Strategies:

- Develop performance audit policies, manuals and selection strategies

Objective 32: To carry out process evaluation of PPP projects as provided for under the PPP Act.

Strategies:

- Develop guidelines for the audit of PPP projects, and standard programme for PPP project evaluation

STRATEGIC DIRECTION 3: RESOURCE MOBILISATION AND MANAGEMENT

Strategic Goal: Increased Revenue effort and Budget credibility

Objectives 33: To Increase efforts in domestic revenue mobilization

Strategies:

- Increase tax revenue to GDP ratio by 0.5% per annum.

- Remove non-standard VAT exemptions from the VAT law.

- Develop and implement a policy on mandatory association membership for informal sector players.

- Strengthen inter-agency collaboration i.e UIA, KCCA, LGs, URA & URSB.

- Provide policy tools for addressing Base Erosion and Profit Shifting (BEPS) in complex sectors.



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- Implement Customs and Common market protocols.

- PFMS system integration (IFMS and e-tax, supplier registration) to enhance tax compliance.

Objectives 34: To effectively and efficiently mobilize external resources to support the budget

Strategies:

- Explore avenues for new financing modalities

Objectives 35: To finance the deficit through short term cash investments

Strategies:

- Mobilize all idle cash for short term investments

Objectives 36: To efficiently allocate resources in line with National development priorities

One of the major functions of the Ministry is to ensure adequate allocations of resources to various sectors. To achieve that, it is important to attain and maintain efficiency in the allocation of resources and transparency for accountability. The Ministry will strive to enhance efficiency and transparency in resource allocation.

Strategies:

- Analyze and advise on annual budget policy options

- Allocate resources to sectors in line with the National Budget strategy

Objectives 37: To ensure budget execution in line with the approved budget

Strategies:

- Avail financial resources in a timely manner to enable implementation of Government programs

- Enhance Budget monitoring

STRATEGIC DIRECTION 4: NATIONAL PLANNING AND STRATEGIC DEVELOPMENT

Strategic Goal: Strengthened linkages between planning, policy formulation and budgeting at all levels

Objectives 38: To strengthen planning, policy formulation and budgeting at all levels.



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Strategies

- Identify annual and medium term National development priorities

- Realign resource allocation with National strategic development priorities

Objectives 39: To monitor and assess National development outcomes

Strategies

- Produce and disseminate reports on national development outcomes

- Report on sector performance through the Background to the Budget

- Fast track the implementation of the National Standard Framework Indicators (NSI)

STRATEGIC DIRECTION 5: DEVELOPMENT COOPERATION AND REGIONAL INTEGRATION

Strategic Goal: Improved Co-ordination with Regional Bodies

Objectives 40: To ensure effective and efficient coordination with regional bodies. As part of strategies to increase resource availability to the Government Budget, the Ministry will enhance coordination with external partners.

Strategies:

- Harmonize regional policies, standards, regulations and resolutions in the development agenda.

- Ensure effective coordination and implementation of regional and international initiatives

STRATEGIC DIRECTION 6: PUBLIC INVESTMENT MANAGEMENT

Strategic Goal: Increased Returns to Public Investments

Objectives 41: To strengthen the legal, regulatory and/or policy framework in support of the management and control of Public Investment Projects

Strategies

- Review the legal framework to enhance regulation for the Public Investment Management System (PIMS)

- Develop policies to strengthen the Public Investment Management System



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Objectives 42: To enhance transparency and effectiveness in the preparation and appraisal of Public Investment Projects

Strategies

- Establish an IT based Integrated Bank of Projects (IBP) to act as a central repository for public investment projects in Uganda and to enable the tracking of the development process of public investment projects on a real time basis

- Establish a standard set of parameters including financial and economic rates of return, conversion factors etc to ensure comparability and uniformity in project preparation and appraisal

- Streamline the link between public project objectives and the national priorities by establishing and regularly updating a compendium of National Indicators

Objectives 43: To Strengthen Capacity in the identification, preparation, appraisal, monitoring and evaluation of Public Investment Projects

Strategies- Establish a PIMS center of excellence in Uganda to train and certify relevant

public officers in identification, preparation, appraisal, monitoring and evaluation of Public Investment Projects

- Develop Public sector wide user manuals for project identification, preparation appraisal, monitoring and evaluation

- Establish a project facilitation fund

STRATEGIC DIRECTION 7: INVESTMENT AND PRIVATE SECTOR DEVELOPMENT

Strategic Goal: Improved Private Sector Growth and Development

Objectives 44: To monitor the business climate

Strategies:

- Facilitate clustering of value chains

- Coordinate the implementation of business climate strategies

- Track the performance of business climate indicators

Objectives 45: To strengthen private sector development through informed strategies

Strategies:

- Fast track the development of Investment Protection Agreements

- Fast track the full automation and operationalization of the One Stop Centre (OSC)



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- Track and follow up on Presidential and Ministerial directives on investment matters

STRATEGIC DIRECTION 8: FINANCIAL SECTOR DEVELOPMENT

Strategic Goal: A Vibrant financial sector that supports inclusive and sustainable growth and development

Objectives 46: To Strengthen financial institutions to deliver financial services

Strategies:

- Undertake reviews of the legal framework in order to promote innovation, competition and financial sector inclusion

- Enhance regulation and supervision of the financial sector

- Develop policies and frameworks to enforce compliance to international standards

- Strengthen the capacity of financial sector regulators and institutions

- Facilitate the listing of privatized Government companies on the Stock Exchange

- Develop strategies to encourage local ownership of financial institutions

- Develop mechanisms to encourage creation of banks for specific sectors

- Mobilize funds to support implementation of innovative initiatives aimed at sector wide growth

- Develop the financial service sector strategy

- Undertake sector wide research

Objectives 47: To build the capacity of the population to use financial services

Strategies:

- Develop and operationalize financial literacy education

- Promote increased access to financial services by the bankable population

Objectives 48: To strengthen sector wide coordination for enhanced service delivery

Adequate coordination is essential to ensure the growth of the financial sector. The Ministry in collaboration with sector players will strive to improve and widen the financial sector and ensure financial inclusion.



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Strategies:

- Spearhead the establishment of the coordination framework

- Harmonize local policies with regional policies

- Enhance coordination and dialogue of financial sector players

- Coordinate financial inclusion including coordinating and facilitating the development of curriculum on financial inclusion.

Objectives 49: To promote the development of the domestic Government debt market

Strategies:

- Reform the Primary Dealership System

- Introduce a Secondary Market Trading Platform

- Introduce the Primary Dealership Shared Gateway to ensure easier registration of investors

- Ensure relevant and frequent communication and interaction with the market

STRATEGIC DIRECTION 9: STRENGTHEN INSTITUTIONAL CAPACITY AND DEVELOPMENT

Strategic Goal: An effective, and efficient Ministry

Objective 50: To formulate and review Human Resource policies for efficient management and staff development.

Strategies:

- Implement the approved Ministry structure

- Develop, review and implement human resource policies, guidelines and procedures.

- Develop and implement a capacity building, training and skills development plan for the Ministry

- Introduce and develop appropriate mechanisms to implement the 360o

appraisal system within the Ministry

- Strengthen the performance management system in the Ministry

- Strengthen coordination and cooperation with Ministry stakeholders



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Objective 51: To Improve planning, management and accountability for Ministry resources.

Strategies:

- Identify and align Program and sub-program priorities to the ASSIP and NDP(II)

- Develop an ICT master plan

- Monitor implementation of the strategic plan

- Provide a conducive working environment.

- Ensure efficient management of Ministry assets

- Enhance the Ministry’s information Management functions.

- Ensure proper contract management

- Ensure timely preparation and submission of financial reports

- Ensure adherence to Financial Management Regulations

- Ensure effective implementation of audit recommendations

- Develop and implement a communication strategy

Objective 52: To facilitate decision making

Strategies:

- Strengthen coordination of Cabinet and Parliamentary affairs for the Ministry

- Monitor implementation of policy actions

- Coordinate resource mobilization missions

The above stated strategic goals, objectives and strategies form the basis for implementation, monitoring and evaluation of this strategic plan as detailed in the subsequent chapters and annexes.



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IMPLEMENTATION STRATEGY

4.0 IntroductionIn order to implement this plan effectively, the Ministry will continue to address structural bottlenecks identified in the SWOC analysis so as to enhance staff capacity in delivery of the Ministry mandate. The Ministry will also make wide stakeholder consultations to promote innovation, creativity and professionalism towards realization of the strategic plan.

4.1 Implementation modelImplementation of the Ministry Strategic Plan will be rooted in the existing structures while broadening the reporting responsibilities at the operational level. In order to achieve the planned objectives, the Ministry has adopted the following implementation model to guide the coordination and implementation of the Strategic Plan;

i. Annual consolidated Departmental work plans shall constitute the Ministry annual and medium term plans.

ii. Departmental work plans shall form the five-year results matrix, which will be updated annually based on internal assessment of progress towards producing the outputs listed in the strategic plan. This will be cascaded to provide the basis for operationalizing and aligning MoFPED activities with resource allocation.

iii. Quarterly and annual reports at Top Technical and Management levels will ensure continual assessment, learning and corrective actions for improvement.

iv. A framework for M&E has been developed to guide tracking progress of implementation.

4.2 Institutional Setup of MoFPEDThe current institutional setup of MoFPED can be broadly categorized into two levels:- Policy and Technical Management levels.

1. At policy level, the Minister heads the Ministry, assisted by four (4) Ministers of State namely;

i. General Duties

ii. Planning

iii. Investment & Privatization

iv. Microfinance and Enterprise Development

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2. At the technical level, the Permanent Secretary/Secretary to the Treasury (PS/ST) who is the Chief Executive and Responsible Officer, heads the Ministry. He is assisted by the Deputy Secretary to the Treasury, Directors, Commissioners and other technical officers.

The Ministry is comprised of Six (6) Directorates (Economic Affairs, Budget, Accountant General's Office (2), Internal Audit and Debt & Cash Policy) through which its activities are implemented. The Six Directorates are supported by the Department of Finance and Administration (F&A) headed by the Under Secretary who is also the Accounting Officer.

4.2.1 BREAKDOWN OF DIRECTORATES AND THEIR ROLES

a) Directorate of Economic AffairsThe Directorate consists of Four Departments:- Macro-Economic Policy Department, Tax Policy Department, Economic Development Policy and Research Department and Financial Services Department. The Directorate is responsible for:

i. Formulation of appropriate fiscal and monetary policies for revenue generation and management

ii. Monitoring public debt to ensure debt sustainability

iii. Generation and application of evidence-based analysis to inform Government decision making on economic policy and national development.

iv. Enhancing and facilitating effective mobilisation and implementation of Government programs for economic and social transformation.

v. Formulation of investment and private sector policies vi. Ensuring a conducive investment climate

vii. Ensuring sustainable delivery of affordable financial services for Ugandans so as to achieve prosperity and enhance socio- economic transformation

b) Directorate of Budget

The Directorate consists of four departments:- Public Administration Department, Budget Policy Evaluation Department, Infrastructure and Social Services Department, Projects Analysis and Public Investment Department. The mandate of the Directorate is to:



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i. Provide strategies and guidelines for the budget process.

ii. Allocate funds to sector priorities in accordance with the Long Term Expenditure Framework and Medium Term Expenditure Framework.

iii. Avail financial resources to finance implementation of overnment

programmes.

iv. Monitor and ascertain efficiency in utilisation of national resources for intended priorities

v. To undertake overall policy formulation, coordination, appraisal, analysis, monitoring and evaluation of development projects

vi. Facilitate the implementation of PPP initiatives to ensure sustainable economic growth and development

c) Accountant General’s office

The Accountant General’s Office is comprised of the following Directorates and their respective Departments;

1. Directorate of Treasury Services & Assets Management;

i. Treasury Services Department

ii. Public Procurement Policy Department.

iii. Assets Management Department

iv. Treasury Inspectorate & Policy Department

2. Directorate of Financial Management Services

i. Financial Management Systems Department

ii. Management Information Systems Department

iii. Public Sector Accounts Department

The Accountant General’s Office is responsible for:

i. Compilation and management of the accounts of Votes;

ii. Custody and safety of public money;



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iii. Managing resources of Government;

iv. Custody of all Government certificates of all titles for investments;

v. Maintenance of a register of Government investments

d) Internal Auditor General’s OfficeThe Office consists of Three (3) Departments namely:- Performance IT Audit Department, Forensics and Risk Advisory Department and the Internal Audit Management Department. The mandate of this Directorate is to:

i. Develop the internal audit strategy and supervise its implementation;

ii. Develop internal audit policies, rules, standards, manuals, circulars and guidelines;

iii. Review and consolidate audit reports from the Votes and externally financed projects;

iv. Liaise with the Auditor General, Accountant General, Accounting Officers and Internal Auditors on audit matters:

v. Consolidate the reports on all audit committees on the respective votes

vi. Periodically evaluate the effectiveness of audit committees of their respective votes;

vii. Facilitate the development of the internal audit cadres; and

viii. Provide evidence to the relevant Parliamentary oversight committees when requested to do so.

e) Policy, Planning and Support ServicesThis consists of one Department namely; Finance and Administration which is comprised of the following Divisions: Administration, Human Resource, Accounts, Planning, Procurement, Resource Centre, Internal Audit, Communications and Legal. Its mandate is to:

i. Provide strategic leadership and management of the Ministry.

ii. Formulate Ministerial policies, plans and monitor their implementation. Manage the physical, financial and human resources



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f) Directorate of Debt and Cash PolicyThe Directorate consists of three departments namely: Development Assistance and Regional Cooperation Department, Debt Policy and Issuance Department and Cash Policy Department. It has a mandate to provide an advisory role to PS/ST on:

i. Mobilization of external resources (Loan and Grants) and coordination of Regional Activities

ii. Management of all Public Debt and processing of domestic debt issuance to provide for the Government’s financing needs as determined by the Macroeconomic Framework

iii. Effective coordination of cash management operations in liaison with the Accountant General’s Office, Directorate of Budget, Directorate of Economic Affairs, Bank of Uganda and Uganda Revenue Authority



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4.2.2 AUTONOMOUS AGENCIESThere are a number of autonomous agencies affiliated to the MoFPED that support the delivery of its mandate. These institutions are directly under the Minister and have within their enabling documents defined institutional arrangements for interaction with the Minister. These include:

1. Bank Of Uganda

2. Uganda Bureau of Statistics

3. Insurance Regulatory Authority

4. National Social Security Fund (NSSF)

5. National Housing and Construction Corporation

6. National Planning Authority

7. Public Procurement and Disposal Authority

8. Uganda Revenue Authority

9. Enterprise Uganda

10. Capital Markets Authority

11. Tax Appeals Tribunal

12. National Lotteries Board

13. Uganda Retirement Benefits Regulatory Authority

14. National Population Secretariat

15. Microfinance Support Centre

16. Private Sector Foundation Uganda

17. Privatization Unit

18. Economic Policy and Research Centre

19. Financial Intelligence Authority

20. Free Zones Authority

21. Uganda Properties Holdings Limited

22. Post Bank Uganda

23. Departed Asians Custodian Board

24. Pride Microfinance

25. Non Performing Asserts Recovery Trust

26. Public Procurement and Disposal of Asserts Tribunal

27. The Road Fund



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4.3 Critical Success FactorsTo ensure that the strategic plan is translated into action, results and impact, critical success factors that will ensure each department produces its intended outputs, have been taken into consideration. These provide the common points of reference to help direct and measure progress and ensure competitive performance of the Ministry as shown in Fig 3.

Figure 7: Critical Success Factors



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MONITORING, EVALUATION AND REPORTING

5.0 IntroductionMonitoring, evaluation and reporting will form a critical feature of the implementation of this strategic plan. This will entail regular data collection and analysis, which will provide timely, substantive and analytical information for the Ministry to evaluate achievements and assess progress on implementation of its activities. The output of the process will be used to inform decision-making, including taking corrective action from the lessons learnt. It will also provide the necessary feedback on the status of implementation to enable the Ministry make informed decisions based on evidence from M&E.

5.1 The Monitoring and Evaluation FrameworkImplementation of this Strategic Plan will be done at all levels of the Ministry and its outputs will form part of the Ministry’s quarterly and annual performance reports. Every implementing unit will ensure that their respective annual work plans are prepared within the framework of the Plan. The annual plans will be cascaded to all Directorates, Departments and individual levels. The Departmental and individual targets will be proposed, discussed and submitted to relevant divisions or sections in approved prescribed formats. Management will ensure that all policies, programs, rules and regulations are prepared and reviewed on the basis of the Plan.

The overall responsibility of monitoring and evaluation of the implementation of the SP will be vested in the Performance Management Team headed by the PS/ST. However, every Commissioner or head of department or unit will be responsible for coordinating periodic reviews. The reporting system will require that each implementing unit monitors its activities as contained in its annual work plan and budget and prepare periodic performance reports. This will in turn lead to critical assessment of ministerial objectives in regularly- scheduled top technical, senior management meetings and in the staff meetings at the directorate level. M&E will be based on a framework which consists of various components: a definition of responsibilities, tracking of indicators, adoption of monitoring and evaluation mechanisms, a reporting process, timeliness and financing as indicated in the Fig 8 below.

CHAPTER FIVE



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Figure 8: M & E Cycle

5.2 Monitoring and Evaluation ResponsibilitiesEach Directorate in the Ministry will conduct programme input and output analysis. They will also conduct some basic evaluations, which will include assessment of quality achieved, cost analyses and assessment of implementation. Monitoring, which is the first part of the process, will be based on the following guidelines:

i) All Directorates will monitor activities under their responsibilities based on the observations of progress in their levels of jurisdiction. Commissioners will be in charge of monitoring processes falling under their responsibility. This will include accounting for inputs, activities and outputs. Focus must be on the objectives listed for implementation in the strategic plan.

ii) Each Directorate will monitor the outcomes obtained by their Departments and generate the latest data on progress from within itself. This data will be transmitted to the Departments. Likewise, Departments/Divisions will monitor the outputs realized by the units/sections under them to generate outcomes as indicated in this Strategic Plan.



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iii) It will be the ultimate responsibility of the Heads of Department to monitor the overall results of the Ministry in the implementation of this Strategic Plan. This will be done by tracking outcome indicators based on the achievements of the Directorates.

iv) The Ministry will form a Performance Management Team to spearhead monitoring and evaluation of the Strategic Plan. Its main responsibilities will be to:

Develop a reporting template and other ministerial M&E instruments;

Receive analyze, summarize, consolidate and forward reports to management on a timely basis as per specific deadlines;

Develop mid-term, end term and any ad hoc evaluations; and,

Report on performance contract targets.

5.2.1 Indicators There are four types of indicators that will be tracked under this Strategic Plan: input, processes, output and outcome. The input, process and output indicators will be measured at the program level while the outcome indicators will be measured at the Ministry levels.

5.2.2 Data Collection, Maintenance and Management Under this strategic plan, standardized tools will be developed to enable the Ministry have comparable aggregation and comparison of data from different sources. Outcome indicators will therefore be collected using survey methods and special studies while output, input and process indicators will be collected using program level reports.

5.3 EvaluationEvaluation will be done to analyze the long-term effects of trends in specific programmes. There are three major evaluation activities that will be undertaken during the implementation of the Ministry Strategic Plan:

a) Mid-Term Evaluation: The Ministry will undertake a mid-term review of the Strategic Plan by examining implementation progress at all functional levels. The report generated will be used to reengineer the programmes so as to achieve the goals set in the strategic plan within the set time.



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b) End term Evaluation: At the end of the strategic plan period, the Ministry will undertake an evaluation to ascertain the level of achievement and help in designing future activities of the strategic plan.

c) An adhoc evaluation: In case of significant unexplained variation between goal and performance (especially in critical performance areas), an ad hoc evaluation will be conducted to inform decision- making and implementation.

5.4 Guiding Principles in Monitoring the Strategic PlanUnder the monitoring system, the data collection in a department will be rationalized, with specific responsibilities for collection, aggregation and reporting to the central data management section at the department’s headquarters at the county level. The Monitoring system over the next Plan period will be guided by the following principles:

i. Monitoring exercise shall be conducted by the monitoring and evaluation team.

ii. A standard tool shall be established for data collection and analysis.

iii. Data will be collected at activity level and channeled upwards in agreed formats on a continuous basis.

iv. Key indicators of efficiency, effectiveness and impact shall be established.

v. Accountability for production of the reports shall lie on the M&E division staff.

vi. Responsibility for acting on reports shall lie on the Chief Officer, Finance and Planning.

vii. The monitoring systems methods to be adopted will be through: firsthand information, inspection, interim progress review, testing and auditing.



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FINANCING OF THE STRATEGIC PLAN

6.0 IntroductionThis section indicates the funding requirements for implementing and executing the strategic interventions highlighted in the preceding chapters.

6.1 Funding requirement and source of fundingThe total funding requirement for implementing the Strategic Plan over the five years from FY 2016/17 – FY 2020/21 is Ushs3,152.7bn. Sources of funding for implementing the Plan will be through the Government of Uganda Budgetary allocations and Development Partners.

6.2 Funding planTable 4 below shows the Ministry’s breakdown of the recurrent and development resource requirements for the 5-year period under the Medium Term Expenditure Framework.

Table 3: Budget Estimates for FY 2016/17 – FY 2020/21

Program level UShs Bn

Baseline2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

Macroeconomic Policy and Management

Recurrent 22.596 19.316 9.269 9.732 10.219 10.730

Dev. GOU 266.379 70.529 4.427 4.648 4.881 5.125

Dev. EXT 35.049 1.830 0.943 0.990 1.040 1.092

Additional funding required

Lotteries & Gaming Board 2.000 6.500 7.000 7.500 8.500

Tax Appeals Tribunal 0.800 1.670 2.678 2.750 3.100

Budget Preparation, Execution and Monitoring

Recurrent 12.542 13.003 20.767 21.805 22.896 24.040

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Baseline2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

Dev. GOU 5.194 6.315 3.119 3.275 3.439 3.611

Dev. EXT 0.354 0.667 0.742 0.779 0.818 0.859


Strengthening PIMS 3.500 9.000 9.000 11.500 12.224

Enhanced Budget monitoring 1.200 1.500 2.500 3.260 3.325

Public FinancialManagement

Recurrent 23.394 23.564 23.992 25.192 26.451 27.774

Dev. GOU 20.602 30.567 19.534 20.511 21.536 22.613

Dev. EXT 20.556 33.327 40.545 42.572 44.701 46.936


IFMS rollout 25.834 29.628 19.635 15.039

Procurement Appeals Tribunal 1.000 1.200 1.300 1.500 1.750

Development Policy Research and Monitoring

Recurrent 18.050 19.350 - - - -

Dev. GOU 16.137 16.137 - - - -

Dev. EXT 0.000 0.695 - - - -

Investment Policy andPrivate Sector Promotion

Recurrent 21.477 18.047 - - - -

Dev. GOU 15.060 8.640 - - - -

Dev. EXT 15.530 26.710 - - - -



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Baseline2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

Development Policy and Investment Promotion

Recurrent - - 39.061 41.014 43.065 45.218

Dev. GOU - - 8.640 9.072 9.526 10.002

Dev. EXT - - 72.300 75.915 79.711 83.696


Full operationalization of National Population Council

2.000 3.109 3.650 3.750 3.850

Enterprise Uganda services 2.500 2.500 3.500 3.500 3.500

Development of Free Zones 45.670 145.895 15.000 16.000 14.500

Deficit Financing and Cash Management

Recurrent - 3.223 3.384 3.553 3.731

Dev. GOU - 0.528 0.554 0.582 0.611

Dev. EXT - 1.400 1.470 1.544 1.621


Enhancement to debt Program

- 1.500 1.700 1.800 2.000

Microfinance

Recurrent 5.474 5.274 - - - -

Dev. GOU 4.487 4.987 - - - -

Dev. EXT 22.222 34.258 - - - -

Financial Sector Development

Recurrent - - 16.850 17.693 18.577 19.506

Dev. GOU - - 83.905 88.100 92.505 97.131

Dev. EXT - - 35.900 37.695 39.580 41.559


Capital Markets Authority 4.000 3.732 3.550 3.000



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Baseline2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

Operationalization of UMRA 12.700 12.700 13.600 13.500

Capitalization of UDB 50.000 50.000 50.000 50.000

URBRA 2.000 2.000 2.000 3.000

Policy, Planning and Support Services

Recurrent 15.983 31.467 23.784 24.973 26.222 27.533

Dev. GOU 38.451 47.767 21.710 22.796 23.935 25.132

Dev. EXT 0.961 1.641 2.112 2.218 2.328 2.445


Construction of new Office Block 18.250 18.250

Implementation of new Ministry structure 15.000 15.000 15.000 15.000

MTEF / TOTAL 580.498 414.091 432.751 454.389 477.108 500.963

Additional funding required 84.504 284.702 164.945 166.199 134.249

GRAND TOTAL 580.498 498.595 756.280 619.334 643.307 635.212

Table 4: Summary of MTEF Budget Estimates for the Strategic PlanPeriodFunding Funds in Billions Uganda Shillings

Sources

Baseline FY 15/16

FY2016/17

FY2017/18

FY2018/19

FY2019/20

FY2020/21

Recurrent 119.516 130.021 136.946 143.793 150.983 158.532

Dev. GOU 366.31 184.942 141.864 148.956 156.404 164.224

Dev. Ext 94.672 99.128 153.942 161.639 169.721 178.207

Total 580.498 414.091 432.751 454.389 477.108 500.963



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RISK ANALYSISRisk analysis for MoFPED involved identifying where the organization might be vul-nerable to internal and external factors. It will enable the Ministry plan for miti-gating measures. However, it is important to note that, MoFPED may not be able to cover all the risks. Table 5 below describes the potential risks, contributing factors and mitigating actions for the identified risks over the next 5 years.

Table 5: Risk Analysis, Early Warning Mechanisms and Mitigation Measures

Risk Category Early warning mechanisms Mitigation measures

Domesticand external shocks

Poor economic performance in major trading partners Re-occurrence of severe natural disasters

Prudent Macroeconomic policies with provisions for contingency funds and adequate foreign reserve cover.

Donor financing sustainability

Donor releases as a percentage of commitment

Compliance to financing agreements Enhancement in project design and execution capacity

Increase in domestic revenue mobilization to finance the budget

Political Risk Number of political decisions/or events that impact resource mobilization, budget execution and accountability of resources

Continuous engagement with the political wing of Government

Legal andRegulatory risks

Number of service/works contracts enforced.

Domestic Revenue performance vs. target

Timely processing of new PFM related Bills and amendments.

Adequate financial provisions for regulatory and oversight institutions

Governance risk Number of adverse reports Bad publicity

Enforce accountability and transparency

Climate Change Impact on production and price changes

Implement Green Growth Policies.

Third party non- compliance

Inadequate capacity and coordination in MDAs to comply

Failure of MDAs to improve their HR capacities

Training of staff in MDAsContinuous coordination and

information sharing between MoFPED and MDAs

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Risk Category Early warning mechanisms Mitigation measures

IT related risk Cyber crimeE- FraudNetwork and System breakdownLack of alternative systems

Heavy investment in network securities

IT systems integrationSufficient control mechanismsContinuous research and

development on ITContinuous monitoring of

e-business trendsContinuous systems auditRegular updates

Institutional Risk/operational risks

Failure to implement internal controls

Fraud and Misappropriation of resources

Failure to adhere to approved budgets & work plans

Failure to effectively monitor and evaluate performance

Operational assessmentPromote innovationStandardize procedures &

controlsDefine operational risk indicatorsProvide real-time business

activity monitoringEnhance operational efficiencies

and improve quality and outcomes.

Human resourceRisk

Turnover of Staff with specialized skills

Overburdened workforcePerformance gaps

Low morale

Develop a staff retention strategyImproved staff motivation(saving schemes, market driven

remuneration packages, medical insurance etc.)

Talent management and succession planning.

Develop inclusive training plan for staff and manage staff career plans

Reputational Risk

No. of reports or items in media that relate to bad publicity

Develop and implement an effective communication strategy

Stakeholders risk

Unrealistic and varying expectations and demands from stakeholders

Massive education and sensitization

Stakeholders involvement



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VOTE

008

All

Dir

ecto

rate

s, D

epar

tmen

ts,

Div

isio

ns

and

Un

its

wit

hin

MoF

PED

will

wor

k to

war

ds c

ontr

ibu

tin

g to

th

e fo

llow

ing

inst

itu

tion

al o

utc

omes

Imm

edia

te O

utco

mes

(Pr

ogra

m L

evel

)An

nual

ized

Tar

gets

Stra

tegi

c Ar

eaVO

TE O

UTCO

ME

Outc

ome

Indi

cato

rsBa

selin

e20

16/1

720

17/1

820

18/1

920

19/2

020

20/2

1

GDP

grow

thAc

hiev

emen

t of

pote

ntia

l GDP

gro

wth

GDP

grow

th R

ate

4.7%

3.9%

5%6%

6.5%

7%

Dom

estic

Rev

enue

Mob

iliza

tion

Incr

ease

d Do

mes

ticRe

venu

e M

obili

zatio

nRa

tio o

f Tax

Rev

enue

to

GDP

13.1

%14

.2%

14.1

%14

.6%

15.1

%15

.6%

Nat

iona

lPo

vert

y Ra

teRe

duce

d N

atio

nal

Pove

rty

Rate

Prop

ortio

n of

peo

ple

livin

g be

low

the

Nat

iona

l Po

vert

y lin

e19

.7%

17.5

9%

16.2

%15

.14%

14.1

8%14

%

Mac

ro E

cono

mic

Stab

ility

Fisc

al c

redi

bilit

yan

d Su

stai

nabl

eH

eadl

ine

Infla

tion

Rate

6.6%

5.7%

5%5%

5%5%

Com

petit

iven

ess

Impr

oved

bus

ines

s co

mpe

titiv

enes

sEa

se o

f bus

ines

s ra

nkin

g11

6/19

011

5/19

011

0/19

010

5/19

010

0/19

095

/190

AN

NEX

1



#DoingMore 56

M&E

FRA

MEW

ORK

FOR

PROG

RAM

LEV

ELA

1.1:

PR

OG

RA

MM

E 0

1- M

AC

RO

EC

ON

OM

IC P

OLI

CY

AN

D M

AN

AG

EM

EN

T

(Dep

artm

ents

Inc

lude

: Mac

roec

onom

ic P

olic

y D

epar

tmen

t an

d T

ax P

olic

y D

epar

tmen

t)

Imm

edia

te O

utco

mes

(Pr

ogra

mm

e Le

vel)

Annu

aliz

ed T

arge

ts

Stra

tegi

c Ar

eaPr

ogra

mm

eOu

tcom

esOu

tcom

e In

dica

tors

2015

/16

Base

line

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

Econ

omic

Stab

ility

and

Deve

lopm

ent

Sust

aina

ble

finan

cing

an

d fis

cal p

olic

y cr

edib

ility

GDP

grow

th R

ate

4.7%

3.9%

5%6%

6.5%

7%

Fisc

al B

alan

ce a

s a

% o

f GD

P4.

8%6.

2%7.

3%4.

9%3.

9%3.

0%

Tax

to G

DP ra

tio14

.2%

13.6

%14

.1%

14.6

%15

.1%

15.6

%

A1.

1.0:

M&

E F

RA

ME

WO

RK

FO

R S

UB

PR

OG

RA

MS

A1.

1.1

Mac

roec

onom

ic P

olic

y D

epar

tmen

tPr

ogra

mm

e Re

sults

Sub-

Prog

ram

me

Resu

ltsAn

nual

ized

Tar

gets

Stra

tegi

c Ar

eaOu

tcom

es

Outp

uts

Outp

ut In

dica

tors

2015

/16

Base

line

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

Econ

omic

Stab

ility

and

De

velo

pmen

t

Sust

aina

ble

finan

cing

and

fisc

al

polic

y cr

edib

ility

Upda

te o

n ha

rter f

or

Fisc

al R

espo

nsib

ility

No.

per

yea

rN

/A1

11

11

Med

ium

term

Bud

get

fram

ewor

k re

port

No.

of t

imes

pro

duce

d3

33

33

3

Debt

Sus

tain

abili

ty

Anal

ysis

Rep

ort

No.

of t

imes

pro

duce

d1

11

11

1

Gove

rnm

ent F

inan

ceN

o. o

f tim

es p

rodu

ced

11

11

11

Stat

istic

s Bu

dget

abl

esN

o. o

f tim

es p

rodu

ced

22

22

22



#DoingMore57

Econ

omic

& F

isca

lM

odel

Con

stru

cted

-1f

Upda

te In

tegr

ated

M

acro

econ

omic

Mod

elN

o. o

f tim

es p

rodu

ced

11

11

11

Mac

roec

onom

ic P

olic

y an

d Re

sear

ch P

aper

sN

o. o

f res

earc

hpa

pers

pro

duce

d4

44

44

4

Quar

terly

acr

oeco

nom

ic

cash

lim

it re

port

No.

of t

imes

pro

duce

d4

44

44

4

Mon

thly

& Q

uarte

rly

Perfo

rman

ce o

f the

Ec

onom

y Re

ports

No.

of t

imes

pro

duce

d15

1515

1515

15

Econ

omic

and

mac

ro-

econ

omet

ric fo

reca

sts

No.

of t

imes

pro

duce

d2

22

22

2

A1.

1.2:

T

ax P

olic

y D

epar

tmen

tPr

ogra

mm

e Re

sults

Sub-

Prog

ram

me

Resu

ltsAn

nual

ized

Tar

gets

Stra

tegi

c Ar

eaOu

tcom

es

Outp

uts

Outp

ut In

dica

tors

2015

/16

Base

line

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

Econ

omic

Stab

ility

and

De

velo

pm e

nt

Sust

aina

ble

finan

cing

and

fis

cal p

olic

y cr

edib

ility

Tax

(Am

endm

ent)

Bill

sN

o. o

f tim

espr

oduc

ed1

11

11

1

Fina

nce

Bill

No.

of t

imes

prod

uced

11

11

11

Anal

ytic

al w

ork

on ta

x an

d N

on-T

ax p

olic

ies

cond

ucte

d

No.

of r

epor

ts1

13

33

3

Reve

nue

proj

ectio

ns

and

targ

ets

No.

of t

imes

pro

duce

d3

33

33

3

Reve

nue

colle

ctio

ns

mon

itore

d an

d pe

rform

ance

eva

luat

ed

No.

of r

epor

ts12

1212

1212

12



#DoingMore 58

Tax

Ince

ntiv

esAs

sess

men

t Rep

ort

No.

of r

epor

ts1

11

11

1

Nat

iona

l Lot

tery

Boa

rdsu

perv

ised

No.

of r

epor

ts4

44

4

Tax

Appe

al T

ribun

al s

uper

-vi

sed

No.

of r

epor

ts4

44

4

DRM

coo

rdin

atio

nst

rate

gyRe

com

men

datio

ns

NA

NA

11

11

Nat

iona

l DRM

Stra

tegy

Deve

lope

dSt

rate

gyN

/A-

00

10

Inte

rnat

iona

l Tax

Rul

esN

o. o

f rev

iew

s1

11

11

1

EAC

Gaze

tteN

umbe

r of t

imes

11

11

11

Doub

le T

axat

ion

Agre

emen

ts re

view

ed a

nd

nego

tiate

dN

o. o

fAg

reem

ents

N/A

Impa

ct A

sses

smen

t on

inve

stm

ent a

nd d

omes

tic

Reve

nue

Mob

iliza

tion

No.

of r

epor

ts1

11

11

Prov

ide

Advi

ce o

nRe

gion

al in

tegr

atio

n ta

xm

atte

rsN

o. o

f brie

f not

es

and

mee

tings

Deve

lop

Doub

le ta

xatio

n po

licy

fram

ewor

k



#DoingMore59

A1.

2: P

RO

GR

AM

ME

02-

BU

DG

ET

PR

EPA

RA

TIO

N, E

XE

CU

TIO

N A

ND

MO

NIT

OR

ING

(Dep

artm

ents

in

the

Prog

ram

me

incl

ude;

BPE

D, I

SSD

, PA

D a

nd P

AP)

Imm

edia

te O

utco

mes

(Pr

ogra

m L

evel

)An

nual

ized

Tar

gets

Stra

tegi

c Ar

eaPr

ogra

mm

eOu

tcom

esOu

tcom

e In

dica

tors

2015

/16

Base

line

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

Publ

ic F

inan

ceM

anag

emen

t and

Ac

coun

tabi

lity

Impr

oved

Budg

etCr

edib

ility

Supp

lem

enta

ry e

xpen

ditu

re a

s a

% o

f the

in

itial

app

rove

d bu

dget

4.6%

<3%

<3%

<3%

<3%

<3%

Stoc

k of

dom

estic

arre

ars

as %

of t

otal

ex

pend

iture

13%

10%

9%8%

7%3%

% D

evia

tion

of a

ppro

ved

annu

al B

udge

t fro

m i

nitia

l M

TEF

proj

ectio

ns30

%10

%5%

5%5%

5%

% o

f fu

nds

abso

rbed

aga

inst

fun

dsre

leas

ed96

%10

0%10

0%10

0%10

0%10

0%

Ratio

of i

nves

tmen

t ann

ual e

xpen

ditu

re t

o co

nsum

ptio

n ex

pend

iture

(re

leas

e ou

tturn

)60

:40

55:4

555

:45

55:4

555

:45

55:4

5

% o

f pro

ject

s im

plem

ente

d on

tim

e60

%65

%70

%75

%75

%75

%

% o

f pro

ject

s im

plem

ente

d on

bud

get

80%

80%

82%

88%

95%

95%

A1.

2.1

M&

E F

RA

ME

WO

RK

FO

R S

UB

-PR

OG

RA

MM

E L

EV

EL

(BPE

D, I

SSD

, PA

D a

nd P

AP)



#DoingMore 60

Prog

ram

me

Resu

ltsSu

b-Pr

ogra

mm

e Re

sults

Annu

aliz

ed T

arge

ts

Stra

tegi

c Ar

eaOu

tcom

es

Outp

uts

Outp

ut In

dica

tors

2015

/16

Base

line

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

Publ

ic F

inan

ce

Man

agem

ent a

nd

Acco

unta

bilit

y

Impr

oved

Budg

etCr

edib

ility

Mon

itorin

g an

dev

alua

tion

of b

udge

t im

plem

enta

tion

% o

f rec

omm

enda

tions

from

M

&E th

at a

re a

dopt

ed to

in

form

the

budg

et10

0%10

0%10

0%10

0%10

0%

No.

of m

onito

ring

repo

rts

publ

ishe

d4%

4%4%

4%4%

4%

No.

of K

ey S

ecto

rsM

onito

red

68

1012

1616

Budg

ettra

nspa

renc

y in

itiat

ives

im

plem

ente

d

Quar

terly

pub

licat

ion

ofre

leas

es4

44

44

4

Pres

s re

leas

es a

nd P

ress

co

nfer

ence

s4

44

44

4

%ag

e of

sta

keho

lder

s pe

rca

tego

ry in

volv

ed in

bud

get

form

ulat

ion

100%

100%

100%

100%

100%

100%

No.

of b

udge

t tra

nspa

renc

y in

itiat

ives

in p

lace

44

44

44

Impr

oved

bud

get

cred

ibili

ty

Leve

l of d

evia

tion

of b

udge

t es

timat

es<

5%<

5%<

5%<

5%<

5%

Upda

ted

Publ

ic In

vest

men

t Pl

an p

rodu

ced

11

11

11

No

of d

ays

for a

dec

isio

non

the

annu

al w

ork

plan

to

be c

omm

unic

ated

to M

DAs

Mor

eth

an 7

da

ys3

33

33

% o

f MDA

s ce

rtifie

d fo

rge

nder

incl

usiv

enes

s in

the

budg

et.

50%

50%

100%

100%

100%

100%



#DoingMore61

Sem

i-ann

ual b

udge

t pe

rform

ance

repo

rt (B

PR)p

rodu

ced

Sem

i-ann

ual B

PRs

22

22

22

Annu

al b

udge

tpe

rform

ance

repo

rt pr

oduc

edAn

nual

BPR

s1

11

11

1

Alig

nmen

t of i

n st

itutio

nal w

ork

pl

ans

to N

DP a

nd

polic

es

% o

f w

ork

plan

s al

igne

d to

N

DP50

%70

%10

0%10

0%10

0%10

0%

Publ

ic In

vest

men

t M

anag

emen

tPu

blic

Inve

stm

ent

Man

agem

ent

Polic

y De

velo

ped

Publ

ic In

vest

men

tM

anag

emen

t Pol

icy

00

10

00

Deve

lopm

ent

Com

mitt

ee (

DC)

Repo

rts

No.

of D

evel

opm

ent

Com

mitt

ee (

DC)

Repo

rtsPr

oduc

ed1

34

44

4

Deve

lopm

ent

Com

mitt

eeGu

idel

ines

No.

of D

evel

opm

ent

Com

mitt

ee G

uide

lines

01

00

00

No o

f day

s fo

r a d

ecis

ion

on th

e an

nual

wor

k pl

an to

be

com

mun

icat

ed to

MDA

s

Mor

e th

an 7

da

ys3

33

33

% o

f MDA

s ce

rtifie

d fo

rge

nder

incl

usiv

enes

s in

th

e bu

dget

.50

%50

%10

0%10

0%10

0%10

0%

Sem

i-ann

ual

budg

et

perfo

rman

ce re

port

(BPR

)pro

duce

d

Sem

i-ann

ual B

PRs

22

22

22

Sem

i-ann

ual

budg

et

perfo

rman

ce re

port

(BPR

)pro

duce

d

Sem

i-ann

ual B

PRs

22

22

22



#DoingMore 62

Annu

al b

udge

t pe

rform

ance

repo

rt pr

oduc

edAn

nual

BPR

s1

11

11

1

Alig

nmen

t of

inst

itutio

nal w

ork

plan

s to

NDP

and

po

lices

% o

f w

ork

plan

s al

igne

d to

NDP

50%

70%

100%

100%

100%

100%

Publ

ic In

vest

men

t M

anag

emen

t po

licy

Deve

lope

d

Publ

ic In

vest

men

tM

anag

emen

t Pol

icy

00

10

00

Deve

lopm

ent

Com

mitt

ee (

DC)

Repo

rts

No.

of D

evel

opm

ent

Com

mitt

ee (

DC)

Repo

rtsPr

oduc

ed1

34

44

4

Deve

lope

d an

dpu

blis

hed

Deve

lope

d an

d pu

blis

hed

Deve

lopm

ent

Com

mitt

eeSe

cret

aria

tEn

hanc

ed

No.

of S

peci

aliz

ed s

taff

in

plac

e0

02

22

2

Proj

ect F

acili

tatio

n Fu

nd e

stab

lishe

dPr

ojec

t Fac

ilita

tion

Fund

secu

red

00

01

00

A we

b ba

sed

softw

are

or n

ation

al pa

ram

eter

s de

velop

ed

A fu

nctio

nal w

eb b

ased

softw

are

for n

atio

nal

para

met

ers

00

10

00

Inte

grat

edBa

nk o

f Pro

ject

s (I

BP)

esta

blis

hed

Fully

func

tiona

l IBP

00

10

00

A PI

MS

cent

er o

f ex

celle

nce

esta

blis

hed

atM

UK

PIM

S ce

nter

of e

xcel

lenc

e0

01

00

0

User

Man

uals

for P

IMS

Deve

lope

d

No.

of P

IMS

User

Man

uals

Dev

elop

ed0

10

00

0



#DoingMore63

A1.

3: P

RO

GR

AM

ME

03-

PUB

LIC

FIN

AN

CIA

L M

AN

AG

EM

EN

T

(Dep

artm

ents

incl

ude

; FM

S, T

SD, A

SSE

TS M

GT,

IN

TER

NA

L A

UD

IT M

GT,

TIP

D, P

SA

, PR

OC

. PO

LIC

Y, F

OR

EN

SIC

&R

ISK

MG

T, I

CT&

PE

RFO

RM

AN

CE

AU

DIT

AN

D M

IS

Imm

edia

te O

utco

mes

(Pr

ogra

m L

evel

)An

nual

ized

Tar

gets

Stra

tegi

c Ar

eaPr

ogra

mm

eOu

tcom

esOu

tcom

e In

dica

tors

2015

/16

Base

line

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

Publ

ic F

inan

ceM

anag

emen

t an

d Ac

coun

tabi

lity

Impr

oved

ef

ficie

ncy

and

effe

ctiv

enes

s in

Pu

blic

fina

nce

man

agem

ent

& ac

coun

tabi

lity

% o

f MDA

s w

ith F

inan

cial

repo

rts in

co

mpl

ianc

e w

ith s

et fi

nanc

ial r

epor

ting

stan

dard

s65

%85

%10

0%10

0%10

0%10

0%

Perc

enta

ge o

f MDA

s su

bmitt

ing

finan

cial

rep

orts

on

time

(2 m

onth

s af

ter e

nd o

f yea

r)63

%85

%10

0%10

0%10

0%10

0%

% o

f co

ntra

cts

aud

ited

(by

val

ue)

rate

d sa

tisfa

ctor

y52

%65

%70

%75

%80

%85

%

Perc

enta

ge o

f int

erna

l aud

it co

mm

ittee

re

com

men

datio

ns im

plem

ente

d in

CGs

73%

69%

100%

100%

100%

100%

Perc

enta

ge o

f int

erna

l aud

it co

mm

ittee

re

com

men

datio

ns im

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line

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Publ

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Wel

l mai

ntai

ned

and

func

tioni

ng o

f th

e Da

ta C

entre

infra

stru

ctur

es

acro

ss M

oFPE

D sy

stem

s

No.

of

wel

l- fu

nctio

ning

Da

ta

Cent

ers

33

33

3



#DoingMore 72

A1.

3.9:

M&

E f

ram

ewor

k fo

r Su

b-Pr

ogra

mm

e Le

vel –

Pro

cure

men

t Po

licy

Man

agem

ent

Dep

artm

ent

Imm

edia

te O

utco

mes

(Pr

ogra

m L

evel

)An

nual

ized

Tar

gets

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tegi

cOb

ject

ives

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omes

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utOu

tput

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cato

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e20

16/1

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Publ

ic

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ncia

lM

anag

emen

t an

d Ac

coun

tabi

lity

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in V

alue

fo

r Mon

ey

in P

FM

Proc

urem

ent

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lop

a N

atio

nal P

ublic

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ocur

emen

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tor P

olic

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nal P

ublic

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urem

ent S

ecto

r Po

licy

deve

lope

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Inst

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nal f

ram

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kan

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ce

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ic P

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view

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A m

onito

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and

Eval

uatio

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of i

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mew

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toen

hanc

e re

gula

tions

of

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and

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ende

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Act

and

Regu

latio

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ded(

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ende

d)1

01

00

0

Publ

ic P

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rem

ent

Capa

city

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ldin

g Pl

an fo

r Ke

y St

akeh

olde

rs D

evel

oped

No.

per

yea

r1

11

11

1

Lega

l fra

mew

ork

for t

heIn

stitu

te o

f Pro

cure

men

t Pr

ofes

sion

als

of U

gand

a (I

PPU)

est

ablis

hed

The

law

ena

cted

1

E-Go

vern

men

t Pro

cure

men

t Sy

stem

rolle

d ou

t to

all

MDA

s/LG

s

% o

f rol

lout

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tes

00

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Capa

city

of k

ey P

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Proc

urem

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take

hold

ers

built

No.

of S

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train

ed0

3050

6010

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0



#DoingMore73

Anal

ytic

al S

tudi

es o

n th

e im

plem

enta

tion

proc

ess

of

publ

ic s

ecto

r pro

cure

men

tco

nduc

ted

Anal

ytic

alSt

udie

s Re

port

00

11

11

A1.

4: P

RO

GR

AM

ME

09-

DE

FIC

IT F

INA

NC

ING

AN

D C

ASH

PO

LIC

Y

(Dep

artm

ents

In

clu

de: D

AR

C, C

ash

Pol

icy

and

Deb

t Po

licy

and

Issu

ance

)

Imm

edia

te O

utco

mes

(Pr

ogra

m L

evel

)Ou

tturn

sAn

nual

ized

Pro

ject

ions

Stra

tegi

c Ar

eaPr

ogra

mm

eOu

tcom

esOu

tcom

e In

dica

tors

FY

2015

/16

Base

line

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

Econ

omic

Sta

bilit

y an

d De

velo

pmen

tSu

stai

nabl

e Pu

blic

Deb

tPr

esen

t val

ue o

f Pub

licDe

bt to

GDP

ratio

24.6

%28

%31

.2%

32.8

%33

.8%

33.1

%

Exte

rnal

Deb

t mat

urin

gin

one

yea

r as

a pe

rcen

tage

of

tota

l (re

finan

cing

risk

)1.

0%0.

9%0.

1%1.

5%1.

8%2.

8%

Dom

estic

Deb

t mat

urin

g in

one

ye

ar a

s a

perc

enta

ge o

f tot

al

(ref

inan

cing

risk

)45

.3%

51.5

%48

.7%

46.2

%45

.3%

39.6

%

Nom

inal

Deb

t as

a pe

rcen

tage

of

GDP

33.8

%37

.0%

40.3

%41

.7%

42.6

%41

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Exte

rnal

reso

urce

s m

obili

zed

as a

per

cent

age

of th

e N

atio

nal

Budg

et17

.5%

7%17

.5%

30.6

%25

.2%

20.5

%



#DoingMore 74

A.1

.4.0

: M&

E F

RA

ME

WO

RK

FO

R S

UB

PR

OG

RA

MS

A.1

.4.1

: Deb

t Po

licy

& I

ssua

nce

Dep

artm

ent

Prog

ram

me

Resu

ltsSu

b-Pr

ogra

mm

e Re

sults

Annu

aliz

ed T

arge

ts

Stra

tegi

c Ar

eaOu

tcom

esOu

tput

sOu

tput

Indi

cato

rsFY

201

5/16

Base

line

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

Econ

omic

St

abili

ty a

nd

Deve

lopm

ent

Sust

aina

ble

publ

ic d

ebt

5 ye

ar P

ublic

Deb

tM

anag

emen

t Fr

amew

ork

(201

8-02

3)

Prod

uced

No.

of t

imes

prod

uced

Publ

ic D

ebt

Man

agem

ent

Fram

ewor

k 20

130

00

1

Med

ium

Ter

m D

ebt

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agem

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trate

gy

(MTD

S) re

view

ed a

nd

upda

ted

No.

of

repo

rts20

16 M

TDS

11

11

1

Exte

rnal

deb

t (W

hen

to b

orro

w)

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idel

ines

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No.

of

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es

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lope

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00

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0

Dom

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ca

lend

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evel

oped

No.

of t

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uced

11

11

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Publ

ic d

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ortfo

lio

and

risk

Anal

ysis

Re

ports

No.

of t

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uced

04

44

44

Polic

y on

man

agem

ent

of c

ontin

gent

liab

ilitie

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d gu

aran

tees

de

velo

ped

No.

of t

imes

prod

uced

00

00

10



#DoingMore75

A1.

4.2

Cas

h Po

licy

Dep

artm

ent

Prog

ram

me

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ltsSu

b-Pr

ogra

mm

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sults

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aliz

ed T

arge

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c Ar

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cato

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Publ

icFi

nanc

e M

anag

emen

t an

d Ac

coun

tabi

lity

Optim

umut

iliza

tion

of C

ash

Fina

ncia

l Re

sour

ces

Impr

oved

cas

h

man

agem

ent

Cash

M

anag

emen

t Re

ports

Data

bas

e fo

r Cas

h ne

eds

proj

ectio

ns a

nd fo

reca

sts

for M

DAs

crea

ted

N/A

11

11

Cash

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agem

ent

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rts

N/A

44

44

Reso

urce

Mob

iliza

tion

and

man

agem

ent

Lega

l and

in

stitu

tiona

l fra

mew

ork

for

Effe

ctiv

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sh

man

agem

ent

No.

of

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oyed

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mon

ized

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hM

anag

emen

t IT

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/A1

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1

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of S

kille

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affin

gde

ploy

edN

/A18

3232

3232

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icy

guid

elin

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hed

N/A

11

11

1

A1.

4.3

Dev

elop

men

t A

ssis

tanc

e an

d R

egio

nal C

oope

rati

onPr

ogra

mm

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sults

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ram

me

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ltsAn

nual

ized

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e20

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#DoingMore 76

Reso

urce

Mob

iliza

tion

and

Man

agem

ent

Effe

ctiv

ean

d ef

ficie

nt

mob

iliza

tion

of e

xter

nal

reso

urce

sfo

r the

bud

get

Exte

rnal

reso

urce

sto

fina

nce

Gove

rnm

ent

deve

lopm

ent o

bjec

tives

se

cure

d M

ediu

m T

erm

De

bt

% o

f ext

erna

l re

sour

ces

to th

e na

tiona

l bud

get

mob

ilize

d20

23.6

%17

.5%

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%25

.2%

13.1

%

Man

agem

ent

Stra

tegy

(M

TDS)

re

view

ed a

nd u

pdat

ed

No.

of

Dono

r po

rtfol

io re

view

s un

derta

ken

3240

5060

8070

Exte

rnal

deb

t (W

hen

to b

orro

w)

borro

win

g gu

idel

ines

dev

elop

ed

% o

f pla

nned

ap

prov

ed p

roje

cts

in

the

Publ

ic In

vest

men

t Pl

an w

ith e

xter

nal

Fina

ncin

g Ag

reem

ents

co

nclu

ded

XXX

XXXX

33.9

%31

.1%

29.2

%23

.9%

Dom

estic

issu

ance

ca

lend

ar d

evel

oped

No.

of

DPs

m

issi

ons

serv

iced

5045

4035

3030

Publ

ic d

ebt p

ortfo

lio

and

risk A

naly

sis

Repo

rts

No.

of A

naly

tical

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ports

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udin

g Ca

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and

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amen

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fs20

2530

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45

ODA

Data

bas

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aine

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f rep

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perf

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DA

publ

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56

56

5

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polic

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velo

ped,

co

ordi

nate

d an

d en

forc

ed

ODA

polic

y Pu

blis

hed

00

01

00



#DoingMore77

Deve

lopm

ent

Coop

erat

ion

and

Regi

onal

Inte

grat

ion

Effe

ctiv

ean

d ef

ficie

ntco

ordi

nate

on o

f Reg

iona

l bo

dies

en

hanc

ed

Har

mon

izat

ion

of

stan

dard

s,re

solu

tions

, Ag

reem

ents

, age

ndas

an

d po

sitio

ns o

f In

tern

atio

nal a

nd

regi

onal

eng

agem

ents

at

tain

ed

Prog

ress

repo

rts

on re

gion

al in

itiat

ives

/ ne

gotia

tions

pr

oduc

ed4

44

44

4

Annu

al P

ublic

Deb

tRe

port

pub

lishe

dRe

gion

al s

ubsc

riptio

n pa

id60

%80

%85

%90

%95

%10

0%

Regu

lar d

ebt s

tatis

tical

bu

lletin

sRe

gion

al la

ws,

po

licie

s, s

tand

ards

, re

gula

tions

, and

re

solu

tions

atta

ined

50%

60%

70%

80%

90%

100%

A.1

.5: P

RO

GR

AM

ME

10-

DE

VE

LOPM

EN

T P

OLI

CY

AN

D I

NV

EST

ME

NT

PR

OM

OT

ION

(Dep

artm

ent

Incl

ude:

Eco

nom

ic D

evel

opm

ent

Poli

cy a

nd

Res

earc

h)

Imm

edia

te O

utco

mes

(Pr

ogra

m L

evel

)An

nual

ized

Tar

gets

Stra

tegi

c Ar

eaPr

ogra

mm

eOu

tcom

esOu

tcom

e In

dica

tors

Base

line

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

Econ

omic

Stab

ility

and

Deve

lopm

ent

An e

vide

nce-

base

d N

atio

nal D

evel

opm

ent

polic

y ag

enda

Prop

ortio

n of

Nat

iona

lde

velo

pmen

t pol

icie

s un

der

activ

e im

plem

enta

tion

N/A

N/A

100%

100%

100%

100%

Prop

ortio

n of

dev

elop

men

t po

licie

s per

form

ance

revi

ewed

with

in 1

0 ye

ars

of

com

men

cem

ent

N/A

N/A

50%

50%

50%

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An e

ffect

ive

Busi

ness

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ate

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rm

Prog

ram

me

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ortio

n of

bus

ines

scl

imat

e re

form

s co

nclu

sive

ly

reso

lved

0%8%

45%

75%

95%

95%



#DoingMore 78

A1.

5.0:

M&

E F

RA

ME

WO

RK

FO

R S

UB

PR

OG

RA

MS

A1.

5.1

Eco

nom

ic D

evel

opm

ent

Poli

cy a

nd R

esea

rch

Dep

artm

ent

Prog

ram

me

Resu

ltsSu

b-Pr

ogra

mm

e Re

sults

Annu

aliz

ed T

arge

ts

Stra

tegi

c Ar

eaOu

tcom

esOu

tput

sOu

tput

Indi

cato

rs20

15/1

6Ba

selin

e20

16/1

720

17/1

820

18/1

920

19/2

020

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1

Econ

omic

St

abili

ty a

nd

Deve

lopm

ent

An E

ffect

ive

and

Cred

ible

Ec

onom

ic

Deve

lopm

ent

Polic

y Ag

enda

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ies,

Bi

lls &

Reg

ulat

ions

N

o. o

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s,

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& R

egul

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lope

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22

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Back

grou

nd to

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et

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B)N

o. o

f Rep

orts

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lishe

d1

11

11

1

Publ

ic s

pend

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and

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ice

deliv

ery

repo

rt (P

SSD)

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of R

epor

ts P

ublis

hed

(No.

)1

11

11

1

Annu

al E

cono

mic

Pe

rfor

man

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epor

t (A

EPR)

No.

of R

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ts P

ublis

hed

(No.

)1

11

11

1

Deve

lopm

ent C

omm

ittee

Pr

ojec

t Rev

iew

s N

o. o

f Pro

ject

s re

view

ed40

038

036

034

032

030

0

Deve

lopm

ent P

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l Up

date

sN

o. o

f Upd

ates

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2424

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lopm

ent P

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y Re

sear

ch p

rogr

amm

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port

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blis

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grou

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tudi

esN

o. o

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dies

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nduc

ted

23

22

22



#DoingMore79

Disc

ussi

on P

aper

s N

o. o

f Dis

cuss

ion

Pape

rs d

evel

oped

11

11

11

Priv

ate

Sect

or D

evel

opm

ent

Repo

rtN

o. o

f Rep

orts

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lishe

d1

11

11

1

Nat

iona

l Bus

ines

s Cl

imat

e An

nual

Rep

ort

No.

of R

epor

ts P

ublis

hed

11

11

11

Pres

iden

tial I

nves

tor R

ound

Ta

ble

(PIR

T) M

atrix

No.

of P

latfo

rms

Enga

ged

11

11

11

Pres

iden

tial E

cono

mic

Co

unci

l (PE

C) re

port

mat

rixN

o. o

f rep

orts

2

22

22

2

CEO

Foru

mN

o. o

f CEO

For

ums

22

22

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Priv

ate

Sect

or B

udge

t Fo

rum

No.

of P

rivat

e Se

ctor

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dget

For

ums

11

11

11

A.1

.6: P

RO

GR

AM

ME

11-

FIN

AN

CIA

L SE

CT

OR

DE

VE

LOPM

EN

T(D

epar

tmen

t In

clud

e: F

inan

cial

Ser

vice

s D

epar

tmen

t)

Imm

edia

te O

utco

mes

(Pr

ogra

m L

evel

)An

nual

ized

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gets

Stra

tegi

c Ar

eaPr

ogra

mm

e Ou

tcom

esOu

tcom

e In

dica

tors

2015

/16

Base

line

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

Econ

omic

St

abili

ty a

nd

Deve

lopm

ent

Fina

ncia

l In

clus

ion

Perc

enta

ge o

f fin

anci

ally

incl

uded

ad

ults

(≥1

6 ye

ars

of a

ge)

popu

latio

n85

%85

%87

%89

%91

%93

%

Dom

estic

Equ

ity m

arke

t ca

pita

lizat

ion

to G

DP ra

tio4.

8% 6

.2%

7.3

% 4

.9%

3.9

% 3

.0%



#DoingMore 80

A.1

. 6.

0: M

&E

FR

AM

EW

OR

K F

OR

SU

B P

RO

GR

AM

SA

1.6.

1 Fi

nanc

ial S

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ces

Dep

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edia

te O

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mes

(Su

b Pr

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m L

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ized

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c Ar

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cato

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17/1

820

18/1

920

19/1

020

20/2

1

Fina

ncia

l Sec

tor

Stab

ility

and

De

velo

pmen

t

A St

able

, Se

cure

and

de

epen

ing

Fina

ncia

l Se

ctor

A N

atio

nal

Fina

ncia

l Ser

vice

s Po

licy

deve

lope

d.

Nat

iona

l Fin

anci

al

Serv

ices

Pol

icy

in p

lace

by

201

7/18

00

01

00

Nat

iona

l Fin

anci

al

Serv

ices

Stra

tegy

(F

SS)

deve

lope

d

Stra

tegy

in p

lace

by

2018

/19

00

00

10

Agric

ultu

re F

inan

ce

Polic

y de

velo

ped

Agric

ultu

re F

inan

ce P

olic

y in

pla

ce b

y 20

16/1

70

01

00

0

Nat

iona

l Pay

men

ts

Syst

ems

Polic

y de

velo

ped

Nat

iona

l Pay

men

ts

Syst

ems

Polic

y in

pla

ce

by 2

016/

170

01

00

0

Nat

iona

l Pay

men

ts

Syst

ems

Legi

slat

ion

Deve

lope

d

Nat

iona

l Pay

men

ts

Syst

ems

Legi

slat

ion

in

plac

e by

201

7/18

00

01

00

Mic

rofin

ance

Pol

icy

upda

ted

Upda

ted

Mic

rofin

ance

Po

licy

in p

lace

by

2016

/17

00

01

00

Fina

ncia

l Sec

tor

Legi

slat

ions

an

d Re

gula

tions

up

date

d

Anti-

Mon

ey L

aund

erin

g (A

men

dmen

t) B

ill 2

016

enac

ted

00

10

00

Insu

ranc

e Am

endm

ent

Bill

(201

6) e

nact

ed

00

01

00



#DoingMore81

Mic

rofin

ance

Dep

osit-

taki

ng

Inst

itutio

ns A

ct (

2003

) am

ende

d0

00

10

0

Agen

cy B

anki

ng re

gula

tions

is

sued

1

Bank

Ass

uran

ce re

gula

tions

is

sued

1

Bank

ing

Regu

latio

ns is

sued

1

Retir

emen

t Ben

efits

Sec

tor

Libe

raliz

atio

n Bi

ll (2

011)

en

acte

d0

00

01

0

Amen

dmen

ts to

the

UBRA

Ac

t by

2017

/18

1

Amen

dmen

ts to

the

NSS

F Ac

t by

2017

/18

1

Capi

tal M

arke

ts A

utho

rity

2016

Reg

ulat

ions

issu

ed0

01

00

0

Tier

IV M

icro

finan

ce

Inst

itutio

ns a

nd M

oney

Le

nder

Act

201

6 Re

gula

tions

issu

ed

00

10

00



#DoingMore 82

Fina

ncia

l In

clus

ion

Fina

l Fin

anci

al

Incl

usio

n St

rate

gy

(FIS

) de

velo

ped.

Nat

iona

l FIS

in p

lace

by

2016

/17

00

10

00

Wel

l-coo

rdin

ated

an

d ef

fect

ive

Fina

ncia

l Sec

tor

Regu

lato

ry

Agen

cies

Ugan

da M

icro

fina

nce

Regu

lato

ry A

utho

rity

(UM

RA)

in p

lace

by

2016

/17

00

10

00

Annu

al P

erfo

rman

ce

Benc

hmar

ks fo

r Reg

ulat

ory

Agen

cies

issu

ed2

55

66

66

Fina

ncia

l Inc

lusi

on

Secr

etar

iat

esta

blis

hed

Secr

etar

iat i

n pl

ace

by

2017

/18

00

01

00

Agric

ultu

re

Insu

ranc

e Sc

hem

e op

erat

iona

lized

Agric

ultu

re In

sura

nce

Sche

me

oper

atio

naliz

ed b

y 20

15/1

61

00

00

0

Incr

ease

d Aw

aren

ess

and

Dial

ogue

on

Fina

ncia

l Se

ctor

Is

sues

Sele

cted

stu

dies

on

Fin

anci

al S

ecto

r is

sues

No.

of

repo

rts p

rodu

ced

00

22

22

Polic

y Br

iefs

ge

nera

ted

No.

of B

riefs

pro

duce

d8

816

1616

16

Fina

ncia

l Sec

tor

Deve

lopm

ent

Revi

ew

Annu

al F

inan

cial

Sec

tor

Revi

ew c

ondu

cted

00

11

11

2 S

epar

ate

Perfo

rman

ce B

ench

mar

ks w

ill be

issu

ed fo

r eac

h Re

gula

tory

Aut

horit

y.



#DoingMore83

A.1

.7: P

RO

GR

AM

ME

49-

POLI

CY

PLA

NN

ING

AN

D S

UPP

OR

T S

ER

VIC

ES

(Dep

artm

ents

Inc

lude

: FA

D, T

reas

ury

Dir

ecto

rate

Ser

vice

s an

d In

tern

al A

udit

)

Imm

edia

te O

utco

mes

(Pr

ogra

m L

evel

)An

nual

ized

Tar

gets

Stra

tegi

c Ar

eaPr

ogra

mm

e Ou

tcom

esOu

tcom

e In

dica

tors

2015

/16

Base

line

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

Stre

ngth

en

Inst

itutio

nal

Capa

city

and

De

velo

pmen

t

Impr

oved

cap

acity

in p

lann

ing,

m

anag

emen

t and

acc

ount

abili

ty

for M

inis

try re

sour

ces

Unqu

alifi

ed a

udit

opin

ion

100%

100%

100%

100%

100%

Reso

urce

abs

orpt

ion

99%

100%

100%

100%

100%

100%

Min

istry

per

form

ance

rank

ing

68%

75%

80%

80%

85%

90%

Impr

oved

impl

emen

tatio

n of

M

inis

try p

olic

ies

and

plan

sPe

rcen

tage

of P

olic

ies

impl

emen

ted

-80

%90

%90

%95

%95

%

A.7

.1.0

: M&

E F

RA

ME

WO

RK

FO

R S

UB

PR

OG

RA

MS

A1.

7.1:

FIN

AN

CE

AN

D A

DM

INIS

TR

AT

ION

Prog

ram

me

Resu

ltsSu

b-Pr

ogra

mm

e Re

sults

Annu

aliz

ed T

arge

ts

Stra

tegi

c Ar

eaOu

tcom

esOu

tput

sOu

tput

Indi

cato

rsBa

selin

e20

16/1

720

17/1

820

18/1

920

19/2

020

20/2

1

Inst

itutio

nal

capa

city

and

de

velo

pmen

t

An e

ffect

ive,

an

d ef

ficie

nt

Min

istry

Sche

mes

of s

ervi

ceN

o. O

f sch

emes

N/A

04

Trai

ning

nee

ds

asse

ssm

ent r

epor

t N

o. o

f tra

inin

g ne

eds

asse

ssm

ent

repo

rts

11

11

11

Trai

ning

Pla

nN

o. T

rain

ing

plan

s pr

oduc

ed1

11

11

1

Trai

ning

pol

icy

guid

elin

es

Guid

elin

es in

pla

ce1

Staf

f est

ablis

hmen

t st

ruct

ure

fille

d Pe

rcen

tage

of v

acan

t pos

ition

s20

%25

%20

%15

%10

%10

%

Perf

orm

ance

Pla

nN

umbe

r of p

erfo

rman

ce p

lans

im

plem

ente

d0

01

11

1



#DoingMore 84

Prog

ram

me

Resu

ltsSu

b-Pr

ogra

mm

e Re

sults

Annu

aliz

ed T

arge

ts

Stra

tegi

c Ar

eaOu

tcom

esOu

tput

sOu

tput

Indi

cato

rsBa

selin

e20

16/1

720

17/1

820

18/1

920

19/2

020

20/2

1

Staf

f app

rais

als

Perc

enta

ge o

f sta

ff ap

prai

sals

50%

5060

9598

98

Clie

nt C

harte

rN

o. o

f Clie

nt C

harte

r dev

elop

ed0

01

00

1

ASSI

P &

NDP

II

impl

emen

tatio

n re

ports

Min

istry

rank

ing

on N

DP II

im

plem

enta

tion

75%

78%

80%

85%

90%

Min

iste

rial P

olic

y St

atem

ent

MPS

pre

pare

d1

11

11

1

Min

istry

Bud

get

Fram

ewor

k pa

per

BFP

Prep

ared

11

11

11

Perf

orm

ance

Pro

gres

s Re

port

s N

umbe

r of r

epor

ts

66

66

66

Mon

itorin

g an

d Ev

alua

tion

Repo

rtsN

umbe

r of M

&E re

ports

pre

pare

d4

44

4

Stra

tegi

c Pl

an

impl

emen

tatio

n re

ports

Perc

enta

ge o

f stra

tegi

es/p

lans

im

plem

ente

d0

10%

67%

70%

75%

100%

Staf

f pro

vide

d w

ith

adeq

uate

wor

king

tool

sPe

rcen

tage

of s

taff

faci

litat

ed w

ith

wor

king

tool

s80

%85

%90

%95

%98

%98

%

New

offi

ce b

lock

Build

ing

in p

lace

1

Upda

ted

Asse

ts-re

gist

er

Num

ber o

f rep

orts

on

asse

ts

man

agem

ent

01

11

11



#DoingMore85

Prog

ram

me

Resu

ltsSu

b-Pr

ogra

mm

e Re

sults

Annu

aliz

ed T

arge

ts

Stra

tegi

c Ar

eaOu

tcom

esOu

tput

sOu

tput

Indi

cato

rsBa

selin

e20

16/1

720

17/1

820

18/1

920

19/2

020

20/2

1

Docu

men

t man

agem

ent

syst

emDM

S pr

ocur

ed

0

Cont

ract

Man

agem

ent

repo

rts

Perc

enta

ge o

f Rep

orts

file

d80

%60

%80

%90

%95

%98

%

Fina

ncia

l sta

tem

ents

Num

ber o

f Fin

anci

al S

tate

men

ts

prep

ared

3

33

33

3

Audi

t Que

ries

resp

onde

d to

Num

ber o

f Unq

ualif

ied

repo

rts1

11

11

1

Activ

ities

impl

emen

ted

on s

ched

ule

Perc

enta

ge o

f act

iviti

es fa

cilit

ated

80%

80%

85%

90%

90%

95%

Proc

urem

ent p

lans

ex

ecut

edPe

rcen

tage

of p

lann

ed

proc

urem

ents

exe

cute

d50

%60

%60

%70

%85

%85

%

Inte

rnal

aud

it re

ports

Num

ber o

f int

erna

l aud

it re

ports

10

1516

1616

16

Risk

Man

agem

ent

Stra

tegy

Risk

Man

agem

ent S

trate

gy

deve

lope

d0

01

01

1

Audi

t rec

omm

enda

tions

im

plem

ente

dPe

rcen

tage

of a

udit

reco

mm

enda

tions

impl

emen

ted

90%

95%

98%

100%

100%

Com

mun

icat

ion

Stra

tegy

Com

mun

icat

ion

stra

tegy

de

velo

ped

00

10

00

ICT

mas

ter p

lans

ICT

mas

ter p

lan

1

Lega

l mat

ters

reso

lved

Stoc

k of

pen

ding

lega

l iss

ues

30%

25%

20%

22%

10%



#DoingMore 86

Prog

ram

me

Resu

ltsSu

b-Pr

ogra

mm

e Re

sults

Annu

aliz

ed T

arge

ts

Stra

tegi

c Ar

eaOu

tcom

esOu

tput

sOu

tput

Indi

cato

rsBa

selin

e20

16/1

720

17/1

820

18/1

920

19/2

020

20/2

1

Top

Man

agem

ent a

nd

Top

tech

nica

l mee

tings

No.

Of T

MM

hel

d20

2528

3035

35

Cabi

net a

nd

Parli

amen

tary

ses

sion

al

brie

fsN

o. B

riefs

pre

pare

d

Quar

terly

repo

rts o

n pe

ndin

g bu

sine

ssN

umbe

r of r

epor

ts p

rodu

ced

46

66

6

Sect

or re

view

s un

dert

aken

Num

ber o

f Sec

tor r

evie

w re

ports

11

11

Lead

ersh

ip a

nd S

teer

ing

Com

mitt

ee m

eetin

gsN

umbe

r of m

eetin

gs1

26

66

6



#DoingMore87

A competitive Economy for National Development #DoingMore

#DoingMore

Plot 2-12 Apollo Kaggwa Road P. O. Box 8147, Kampala Uganda.

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strategic plan 2016 - 2021 - ministry of finance, planning ... · planning frameworks ... mofped...

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