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A competitive Economy for National Development #DoingMore
STRATEGIC PLAN 2016 - 2021
“A competitive Economy for National Development”
#DoingMore
STRATEGIC PLAN 2016 - 2021
“A competitive Economy for National Development”
#DoingMore
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#DoingMore i
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
Source: Bank of Uganda
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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
Source: Bank of Uganda
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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.
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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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58
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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.
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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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Program level UShs Bn
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
Additional funding required
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
Additional funding required
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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Program level UShs Bn
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
Additional funding required
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
Additional funding required
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
Additional funding required
Capital Markets Authority 4.000 3.732 3.550 3.000
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#DoingMore 52
Program level UShs Bn
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
Additional funding required
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
A competitive Economy for National Development
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#DoingMore53
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
CHAPTER SEVEN
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#DoingMore 54
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
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#DoingMore55
M&E
FRA
MEW
ORK
FOR
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
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#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
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#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
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#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
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#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)
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#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%
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#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
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#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
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#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
plem
ente
d in
Lo
cal A
utho
ritie
s67
%64
%70
%75
%80
%80
%
Perc
enta
ge o
f in
tern
al a
udit
com
mitt
ee re
com
men
datio
ns
impl
emen
ted
in S
tatu
tory
Cor
pora
tions
68%
69%
70%
75%
80%
80%
Perc
enta
ge o
f int
erna
l aud
it co
mm
ittee
re
com
men
datio
ns im
plem
ente
d in
CGs
95%
69%
100%
100%
100%
100%
Perc
enta
ge o
f Deb
t ser
vice
pay
men
ts
mad
e on
tim
e10
0%10
0%10
0%10
0%10
0%10
0%
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#DoingMore 64
A.1
.3.0
M&
E F
RA
ME
WO
RK
FO
R S
UB
-PR
OG
RA
MM
E L
EV
EL
A1.
3.1:
M&
E f
ram
ewor
k fo
r Su
b-Pr
ogra
mm
e Le
vel –
For
ensi
cs a
nd
Ris
k A
dvis
ory
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
e s
Outp
uts
Outp
utIn
dica
tors
2015
/16
Base
line
2016
/17
2017
/18
2018
/19
2019
/20
2020
/21
Publ
ic F
inan
ce
Man
agem
e nt
and
Ac
coun
tab
ility
Impr
oved
Gove
rnan
ce
, Ris
k M
anag
em
ent a
nd
Cont
rol
proc
ess
Risk
Reg
iste
rs a
nd S
trate
gies
ac
ross
Gov
ernm
ent M
DAs
No.
Ris
k Re
gist
ers
and
Stra
tegi
es p
rodu
ced
N/A
525
5056
56
Inte
rnal
Aud
it re
ports
from
Vot
esN
o. o
f tim
es
prod
uced
05
1015
2030
Inte
rnal
Aud
it an
dAu
dit C
omm
ittee
re
com
men
datio
ns
impl
emen
ted
No.
of
Audi
t an
dAu
dit
Com
mitt
ee
reco
mm
enda
tion
s im
plem
ente
d66
.2%
70%
75%
80%
85%
89%
Annu
al C
onso
lidat
edIn
tern
al A
udit
repo
rtN
o. o
f rep
orts
11
11
11
Annu
al C
onso
lidat
edAu
dit C
omm
ittee
Rep
ort
No.
of r
epor
ts1
11
11
1
Soun
dOv
ersi
ght
Func
tion
Coor
dina
tion
fo
rum
s w
ith o
ther
ove
rsig
htin
stitu
tions
No.
of f
orum
s
11
11
11
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#DoingMore65
A1.
3.2:
M&
E f
ram
ewor
k fo
r Su
b-Pr
ogra
mm
e Le
vel -
IT
an
d Pe
rfor
man
ce D
epar
tmen
t
Prog
ram
me
Resu
ltsSu
b-Pr
ogra
mm
e Re
sults
Annu
alis
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
20/2
1
Publ
ic F
inan
ce
Man
agem
ent
and
Ac
coun
tabi
lity
Effe
ctiv
e In
tern
al A
udit
Appr
oach
es a
nd
Met
hodo
logi
es c
onsi
sten
t w
ith r
elev
ant I
nter
natio
nal
Stan
dard
s
IT A
udit
man
uals
No.
of M
anua
ls0
01
00
0
Perfo
rman
ce
Audi
t Man
uals
No.
of
Man
uals
11
10
00
Effic
ient
, Eco
nom
ic a
nd
Effe
ctiv
e Ut
iliza
tion
of
reso
urce
s
Perfo
rman
ce
Audi
t Rep
orts
No.
of r
epor
ts2
34
44
4
PPP
Audi
t re
ports
No
of re
ports
01
22
44
Tim
ely,
Rel
iabl
e, A
ccur
ate
Info
rmat
ion
from
Sou
nd IT
sy
stem
s
IT a
udit
repo
rtsN
o. o
f rep
orts
24
44
44
A1.
3.3:
M&
E f
ram
ewor
k fo
r Su
b-Pr
ogra
mm
e Le
vel –
In
tern
al A
udit
Man
agem
ent
Dep
artm
ent
Prog
ram
me
Resu
ltsSu
b-Pr
ogra
mm
e Re
sults
Annu
alis
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
20/2
1
Publ
ic F
inan
ce
Man
agem
ent
and
Acco
unta
bilit
y
Impr
oved
Gov
erna
nce,
Risk
M
anag
emen
t and
Cont
rol p
roce
ss
Trai
ned,
Com
mitt
ed,
expe
rienc
ed,
mul
tidis
cipl
inar
y an
d H
ighl
y pr
oduc
tive
Inte
rnal
Aud
it ca
dre
No.
of
prof
essi
onal
ly
qual
ified
Inte
rnal
Au
dit s
taff
rain
ed
7982
8590
100
105
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#DoingMore 66
Effe
ctiv
e In
tern
al A
udit
Appr
oach
es a
ndM
etho
dolo
gies
con
sist
ent
with
rel
evan
t Int
erna
tiona
l St
anda
rds
Qual
ityAs
sura
nce
and
Impr
ovem
ent
Prog
ram
(QA
IP)
No.
of
Inte
rnal
Qual
ityAs
sess
men
ts
01
11
11
No.
of E
xter
nal
Qual
ityAs
sess
men
ts
00
00
10
Annu
al R
epor
t o
n In
tern
al A
udit
Man
agem
ent
and
Qual
ity
Assu
ranc
e
No.
of
repo
rts
prod
uced
01
11
11
Inte
rnal
Aud
itCh
arte
rN
o. o
f Cha
rters
11
00
00
Audi
t com
mitt
eeCh
arte
rN
o. o
f Cha
rters
11
00
00
Inte
rnal
Aud
itM
anua
lsN
o. o
f M
anua
ls1
10
00
0
A1.
3.4:
M&
E fr
amew
ork
for
Su
b-Pr
ogra
mm
e Le
vel –
Pu
blic
Sec
tor
Acc
oun
ts D
epar
tmen
tIm
med
iate
Out
com
es (
Prog
ram
Lev
el)
Annu
aliz
ed T
arge
ts
Stra
tegi
c Ar
eaPr
ogra
m
Outc
omes
Outp
utOu
tput
In
dica
tors
2015
/16
Base
line
2016
/17
2017
/18
2018
/19
2019
/20
2020
/21
Publ
ic
Fina
ncia
l M
anag
emen
t an
d Ac
coun
tabi
lity
Impr
oved
Ef
ficie
ncy
and
Effe
ctiv
enes
s in
Pu
blic
Fin
anci
al
Man
agem
ent a
nd
Acco
unt a
bilit
y
Reco
ncile
d Go
U Fu
nds
Bank
Ac
coun
ts S
tate
men
ts/R
epor
tsM
onth
ly
repo
rts36
3636
3636
36
Cons
olid
ated
Fin
anci
alRe
ports
on th
e Go
U Op
erat
ion
Fund
s pr
epar
edQu
arte
rly
Repo
rts9
99
1212
12
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#DoingMore67
Reco
ncile
d Go
U Fu
nds
Bank
Acc
ount
sSt
atem
ents
/Rep
orts
Mon
thly
repo
rts36
3636
3636
36
Cons
olid
ated
Fin
anci
alRe
ports
on th
e Go
U Op
erat
ion
Fund
s pr
epar
ed
Quar
terly
Repo
rts9
99
1212
12
Capa
city
of S
taff
in M
DAs
Built
%
of
Tim
ely
FS s
ubm
itted
50%
60%
70%
75%
80%
85%
Upda
ted
data
base
of
Gove
rnm
ent b
ank
Acco
unts
An A
ccur
ate
Data
base
11
11
11
The
GoU
Char
t of A
ccou
nts
revi
ewed
and
Alig
ned
to
Inte
rnat
iona
l Sta
ndar
ds o
f Cl
assi
ficat
ion
(GSM
201
4)
An u
pdat
edGo
U CO
As1
11
11
1
Accr
ual B
asis
of A
ccou
ntin
gim
plem
ente
d an
d Fi
nanc
ial
Stat
emen
ts p
repa
red
FS p
repa
red
in a
ccor
danc
eto
Acc
rual
Ba
sis
of
Acco
untin
g
01
11
11
Fina
ncia
l rep
ortin
g an
dAc
coun
ting
Sta
ndar
ds fo
rse
rvic
e de
liver
y acr
oss
Gove
rnm
ent S
tand
ardi
zed
No.
of
times
Acco
untin
gst
anda
rds
are
revi
ew
11
11
11
Cons
olid
ated
Au
dit
Quer
yRe
spon
se R
epor
tN
o. o
f Au
dit
quer
ies
per
FY
11
11
11
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#DoingMore 68
A1.
3.5:
M&
E f
ram
ewor
k fo
r Su
b-Pr
ogra
mm
e Le
vel –
Tre
asur
y In
spec
tora
te a
nd
Poli
cy D
epar
tmen
t
Imm
edia
te O
utco
mes
(Pr
ogra
m L
evel
)An
nual
ized
Tar
gets
Stra
tegi
cAr
eaVo
teOu
tcom
e s
Outp
uts
Outp
utIn
dica
tors
2015
/16
Base
line
2016
/17
2017
/18
2018
/19
2019
/20
2020
/21
Publ
icFi
nanc
ial
Man
agem
ent a
nd
Acco
unta
bilit
y
Impr
oved
Effic
ienc
y an
d Ef
fect
iven
ess
in P
ublic
Fi
nanc
ial
Man
agem
ent
and
Acco
unta
bilit
y
Prep
are
and
issu
e Gu
idel
ines
and
Pro
cedu
res
for S
treng
then
ing
Inte
rnal
Co
ntro
l and
Fin
anci
al
Repo
rting
for
MDA
s/LG
s
No.
of
Guid
elin
esIs
sued
--
--
--
Stre
amlin
e an
dSt
reng
then
the
Trea
sury
Insp
ectio
n Fu
nctio
n
No.
of
insp
ectio
nre
ports
44
44
44
Trea
sury
Mem
oran
dum
pr
epar
edN
o. o
f TM
s pr
epar
ed-
--
--
-
Mon
itor a
nd E
valu
ate
PFM
pra
ctic
es a
ndSy
stem
s Pe
rform
ance
No.
of R
epor
ts1
11
11
1
Capa
city
Bui
ldin
g in
Func
tiona
l Are
asN
o. o
f St
aff
Trai
ned
--
--
--
Har
mon
ize
the
LG A
ct/L
egal
fra
mew
ork
with
PFM
A201
5An
Am
ende
dLG
lega
lFr
amew
ork
11
Har
mon
ize
and
Stre
amlin
e Fi
nanc
ial
Man
agem
ent o
f Pub
lic
Corp
orat
ion
and
Stat
e En
terp
rises
Guid
elin
esde
velo
ped
11
Stre
ngth
en P
rofe
ssio
nal
Inst
itutio
ns a
nd
Partn
ersh
ips/
Colla
bora
tion
in
Capa
city
dev
elop
men
t
--
--
--
-
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#DoingMore69
A1.
3.6:
M&
E f
ram
ewor
k fo
r Su
b-Pr
ogra
mm
e Le
vel –
Fin
anci
al M
anag
emen
t Se
rvic
es D
epar
tmen
t
Imm
edia
te O
utco
mes
(Pr
ogra
m L
evel
)An
nual
ized
Tar
gets
Stra
tegi
c Ar
eaVo
teOu
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
20/2
1
Publ
ic F
inan
cial
M
anag
emen
t and
Ac
coun
tabi
lity
Impr
oved
Effic
ienc
y an
d Ef
fect
iven
ess
in
Publ
ic F
inan
cial
M
anag
emen
t and
Acco
unta
bilit
y
Impl
emen
t and
mai
ntai
n
a ro
bust
, sec
ure
and
ef
ficie
nt c
ompu
teriz
ed
Fina
ncia
l Man
agem
ent
Syst
em fo
r Gov
ernm
ent
% o
f M
ALGs
budg
ets
exec
uted
usi
ng
IFM
S70
%75
%80
%90
%95
%98
%
Guar
ante
e IF
MS
avai
labi
lity
to s
uppo
rt Bu
dget
exe
cutio
n an
d re
port
ing
% o
f IFM
Sup
-tim
e92
%99
%99
%99
%99
%99
%
Impl
emen
t the
PFM
sy
stem
s Se
curit
y En
hanc
emen
t
No.
of I
FMS
Secu
rity
inci
dent
s re
port
ed.
130
00
00
A1.
3.7:
M&
E f
ram
ewor
k fo
r Su
b-Pr
ogra
mm
e Le
vel
– T
reas
ury
Serv
ices
an
d A
sset
Man
agem
ent
Dep
artm
ent
Imm
edia
te O
utco
mes
(Pr
ogra
m L
evel
)An
nual
ized
Tar
gets
Stra
tegi
c Ar
eaVo
teOu
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
20/2
1
Publ
ic F
inan
cial
M
anag
emen
t and
Acco
unta
bilit
y
Impr
oved
Ef
ficie
ncy
and
Effe
ctiv
enes
s in
Pu
blic
Fin
anci
al
Man
agem
ent a
nd
Acco
unta
bilit
y
Crea
ted
and
mai
ntai
ned
high
qua
lity
and
upda
ted
data
base
of G
OU d
ebt
Port
folio
on
the
finan
cial
an
alys
is s
yste
m
Upda
ted
data
base
90%
95%
100%
100%
100%
100%
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#DoingMore 70
Ensu
re th
e DM
FAS
is
mai
ntai
ned
& al
l tic
kets
re
solv
ed b
y th
e ve
ndor
% o
f com
plai
nts
reso
lved
by
the
vend
or70
%10
0%10
0%10
0%10
0%10
0%
Tim
ely
settl
emen
t of G
oU
exte
rnal
& d
omes
tic d
ebt
stat
utor
y ob
ligat
ions
% o
f tot
al
cred
itors
pai
d on
tim
e10
0%10
0%10
0%10
0%10
0%10
0%
Trea
sury
ope
ratio
ns’
stat
utor
y Fi
nanc
ial
Stat
emen
ts p
repa
red
Proc
ess
Gove
rnm
ent
paym
ents
for M
DAs/
LGs
as a
ppro
pria
ted
& re
leas
ed
No
of F
S pr
epar
ed &
su
bmitt
ed3
33
33
3
Proc
ess
Gove
rnm
ent
paym
ents
for M
DAs/
LGs
as a
ppro
pria
ted
& re
leas
ed
% o
f pay
men
tspr
oces
sed
& re
leas
ed in
the
FYR
100
100
100
100
100
100
Perio
dic
Repo
rtssa
lary
, pen
sion
&re
leas
e pe
rform
ance
No
of re
ports
prep
ared
3636
3636
3636
Prep
are
BFP
for v
ote
130
BFP
prep
ared
11
11
11
Prep
are
budg
etes
timat
es fo
r vot
e 13
0
budg
et
estim
ates
pr
epar
ed1
11
11
1
Mai
ntai
n a
com
preh
ensi
ve in
vent
ory
of lo
ans,
gra
nts
and
guar
ante
es
Mai
ntai
n a
com
preh
ensi
ve in
vent
ory
of G
ou In
vest
men
tsUp
date
d re
gist
er1
11
11
1
Mon
itorin
g DF
Ps fo
r fin
anci
al c
ompl
ianc
e
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#DoingMore71
A1.
3.8:
M&
E f
ram
ewor
k fo
r Su
b-Pr
ogra
m L
evel
– M
anag
emen
t In
form
atio
n Se
rvic
es D
epar
tmen
t
Imm
edia
te O
utco
mes
(Pr
ogra
m L
evel
)An
nual
ized
Tar
gets
Stra
tegi
c Ar
eaVo
teOu
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
20/2
1
Publ
icFi
nanc
ial
Man
agem
ent
and
Acco
unta
bilit
y
Impr
oved
Effic
ienc
y an
d Ef
fect
iven
ess
in
Publ
ic F
inan
cial
M
anag
emen
t and
Ac
coun
tabi
lity
Mai
ntai
n ro
bust
and
effic
ient
MoF
PED
ICT
syst
ems
% C
over
age
of
MoF
PED
on
auto
mat
ed IC
T sy
stem
s99
.5%
99.7
%99
.7%
99.7
%99
.7%
99.7
%
Inte
grat
ion
of th
e IT
Supp
ort/
Serv
ice
Prov
isio
n
No.
of
Har
mon
ized
IT
sys
tem
s4
45
55
6
Perfo
rman
ce &
Avai
labi
lity,
M
anag
emen
t of t
he
Syst
ems
ICT
syst
ems
avai
labl
e 99
.7%
99.9
%99
.7%
99.7
%99
.7%
99.7
%99
.7%
Info
rmat
ion
Secu
rity
Zero
Dat
a Se
curit
ybr
each
es in
IT
syst
ems
00
00
00
Wel
l man
aged
Dat
aCe
nter
s an
d Fa
cilit
ies
man
agem
ent
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
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#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
Stra
tegi
cOb
ject
ives
Outc
omes
Outp
utOu
tput
Indi
cato
rs20
15/1
6Ba
selin
e20
16/1
720
17/1
820
18/1
920
19/2
020
20/2
1
Publ
ic
Fina
ncia
lM
anag
emen
t an
d Ac
coun
tabi
lity
Atta
in V
alue
fo
r Mon
ey
in P
FM
Proc
urem
ent
Deve
lop
a N
atio
nal P
ublic
Pr
ocur
emen
t Sec
tor P
olic
yN
atio
nal P
ublic
Proc
urem
ent S
ecto
r Po
licy
deve
lope
d0
10
00
0
Inst
itutio
nal f
ram
ewor
kan
d st
ruct
ures
to e
nhan
ce
Publ
ic P
rocu
rem
ent
Revi
ewed
No.
of
Inst
itutio
nal
fram
ewor
k re
view
ed1
01
00
0
A m
onito
ring
and
Eval
uatio
n m
echa
nism
for p
ublic
pr
ocur
emen
t dev
elop
ed
No.
of i
nspe
ctio
n re
ports
2940
4040
4040
Lega
l Fra
mew
ork
toen
hanc
e re
gula
tions
of
Publ
ic P
rocu
rem
ent S
yste
ms
Revi
ewed
and
Am
ende
d
PPDA
Act
and
Regu
latio
ns
Amen
ded(
Am
ende
d)1
01
00
0
Publ
ic P
rocu
rem
ent
Capa
city
Bui
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
tovo
tes
00
10%
30%
60%
90%
Capa
city
of k
ey P
ublic
Proc
urem
ent s
take
hold
ers
built
No.
of S
take
hold
ers
train
ed0
3050
6010
010
0
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#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
.2%
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
%
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#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
Man
agem
ent S
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)
borro
win
g gu
idel
ines
dev
elop
ed
No.
of
guid
elin
es
deve
lope
d0
00
10
0
Dom
estic
issu
ance
ca
lend
ar d
evel
oped
No.
of t
imes
prod
uced
11
11
11
Publ
ic d
ebt p
ortfo
lio
and
risk
Anal
ysis
Re
ports
No.
of t
imes
prod
uced
04
44
44
Polic
y on
man
agem
ent
of c
ontin
gent
liab
ilitie
s an
d gu
aran
tees
de
velo
ped
No.
of t
imes
prod
uced
00
00
10
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#DoingMore75
A1.
4.2
Cas
h Po
licy
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
20/2
1
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
Man
agem
ent
Repo
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
e ca
sh
man
agem
ent
No.
of
Skill
ed
Staf
fing
depl
oyed
Har
mon
ized
Cas
hM
anag
emen
t IT
syst
emN
/A1
11
1
No.
of S
kille
d St
affin
gde
ploy
edN
/A18
3232
3232
Cash
Pol
icy
guid
elin
espu
blis
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
e Re
sults
Sub-
Prog
ram
me
Resu
ltsAn
nual
ized
Tar
gets
Stra
tegi
cAr
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
20/2
1
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#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%
30.6
%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
re
ports
incl
udin
g Ca
bine
t pap
ers
and
Parli
amen
tary
brie
fs20
2530
3540
45
ODA
Data
bas
e m
aint
aine
dN
o. o
f rep
orts
on
the
perf
orm
ance
of O
DA
publ
ishe
d5
56
56
5
ODA
polic
y de
velo
ped,
co
ordi
nate
d an
d en
forc
ed
ODA
polic
y Pu
blis
hed
00
01
00
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#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%
50%
An e
ffect
ive
Busi
ness
Clim
ate
Refo
rm
Prog
ram
me
Prop
ortio
n of
bus
ines
scl
imat
e re
form
s co
nclu
sive
ly
reso
lved
0%8%
45%
75%
95%
95%
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#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
20/2
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
Polic
ies,
Bi
lls &
Reg
ulat
ions
N
o. o
f Pol
icie
s,
Bills
& R
egul
atio
ns
Deve
lope
d2
22
22
2
Back
grou
nd to
the
Budg
et
(BTT
B)N
o. o
f Rep
orts
Pub
lishe
d1
11
11
1
Publ
ic s
pend
ing
and
serv
ice
deliv
ery
repo
rt (P
SSD)
No.
of R
epor
ts P
ublis
hed
(No.
)1
11
11
1
Annu
al E
cono
mic
Pe
rfor
man
ce R
epor
t (A
EPR)
No.
of R
epor
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
orta
l Up
date
sN
o. o
f Upd
ates
024
2424
2424
Deve
lopm
ent P
olic
y Re
sear
ch p
rogr
amm
eN
o. o
f Res
earc
h Re
port
Pu
blis
hed
22
22
22
Pove
rty
Stat
us R
epor
tN
o. o
f Rep
ort P
ublis
hed
10
10
01
Sust
aina
ble
Deve
lopm
ent
Repo
rtN
o. o
f Rep
ort P
ublis
hed
10
10
01
Back
grou
nd S
tudi
esN
o. o
f Stu
dies
Co
nduc
ted
23
22
22
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#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
Pub
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
22
Priv
ate
Sect
or B
udge
t Fo
rum
No.
of P
rivat
e Se
ctor
Bu
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
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
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%
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#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
ervi
ces
Dep
artm
ent
Imm
edia
te O
utco
mes
(Su
b Pr
ogra
m L
evel
)An
nual
ized
Tar
gets
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
19/1
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
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#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
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#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.
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#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
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#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
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#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%
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#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
A competitive Economy for National Development
STRATEGIC PLAN 2016 - 2021
#DoingMore87
A competitive Economy for National Development #DoingMore
#DoingMore
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