URA CORPORATE STRATEGY FY 2021–

2025
(Strategic Objectives, Outcomes, &
Initiatives )
Outline INTRODUCTION
URA STRATEGIC ELEMENTS

A REFLECTION
BSC PLANNING METHODOLOGY ASSESSMENT RESULTS

CORPORATE SCORECARD FY 2021 -2025

Introduction

DEVELOPING UGANDA TOGETHER

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 Introduction
Vision 2040
A transformed Uganda society from a peasant to a modern and
prosperous country by 2040.

Goal: Increase household income and improve quality of life.

NDP III Theme: “Sustainable Industrialization for inclusive

growth, employment and wealth creation”

G.o.U is delivering NDP III through Programme Implementation

Approach.
 Alignment to Government Programs

URA’s Major contribution to NDP III is under Development

Plan Implementation Programme whose Goal is to
increase efficiency and effectiveness in the
implementation of the NDP III.

How? – By increasing National Revenues to fund NDP

Priorities.

URA Corporate Plan Target : 44.35 Tn by 2025.

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Revenue target for this FY2022/23 is UGX 26,405.76 Bn.

URA High Level Strategic Elements

DEVELOPING UGANDA TOGETHER

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 Our Mission - Why we Exist
“Mobilise Revenue for National Development
in a Transparent and Efficient Manner”

While facilitating compliance we;

•Commit to provide a pleasant and lasting
experience to our clients and stakeholders.
•Collaboratively change what may not be going on
well
•Innovate to develop products that meet clients and
stakeholders needs.

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Our Vision - what we want to be
known for
“A Transformational Revenue
Service for Uganda’s Economic
Independence”

Our dream is to fully finance the

National Budget without need to borrow
for the Executive to set up sufficient
infrastructure and offer Social Services
that Ugandans can enjoy.

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 Core Values - What’s Important to
• We shall love and be loyal toUs
our Nation - Uganda
• We shall actively and proactively engage in civic activities.
Patriotis
• We shall serve our Nation and URA with pride, devotion and
m sense of attachment.

• We shall serve as promised with impeccable conduct, paying

attention to rules and regulations and taking responsibility for
our actions.
Integrity • We shall promote transparency, trust, honesty, reliability and
consistency in all we do.

• We shall at all times perform our roles with skill,

Professionali competence, ethics and courtesy.
sm • We shall also be agile, pursue collaborative relations and
strive for excellence in whatever we do.
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 URA Strategic Themes - Pillars
Engaged • Desired Result - Satisfied & Involved Citizens.
Citizenry

• Desired Result – Increased Opportunities for Business

Productive
Partnerships Growth.

Process • Desired Result –Timely, Simplified, Accurate, Value-

Efficiency adding & Cost effective execution.

Quality
People • Desired Result - Motivated, Innovative, Engaged &
Productive staff that deliver quality Services.
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 URA STRATEGY 2020/21 – 2024/25

MISSION: Mobilize Revenue for National Development in a

Transparent and Efficient Manner
VISION: A Transformational Revenue Service for Uganda’s Economic
Independence
CORE VALUES PROFESSIONALIS
PATRIOTISM INTEGRITY
M

FINANCIAL

CLIENT

BUSINESS
PROCESSE
S

ORG’NAL
CAPACITY

STRATEGIC THEMES
URA CULTURE & LEADERSHIP
BSC Planning Methodology

DEVELOPING UGANDA TOGETHER

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 What is BSC?

• An integrated strategic planning & management

system.
• It is a system that balances the financial and non
financial aspects of the organization.
• It’s a system of linked objectives, measures and
targets
• The quantity and quality of fruits (Financial
- Revenue) are outcomes of the quality and
number of branches (clients), which
branches are dependent on the strength and
stoutness of the Trunk (Processes).
• All the above are dependent on the depth
and strength of the roots (Organization
capacity)
Many organizations look for fruits without
nurturing the tree
Organization Assessment Results

DEVELOPING UGANDA TOGETHER

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 Pains & Strategic
Objectives
No Some of the Pains Strategic
Objective
1 Corporate Governance Enhance Corporate
•Decisions taken outside existing structures Governance
(circumventing established procedures and (Governance &
structures) Culture)
•Limited succession planning and
implementation
•Too many initiatives and reforms at the same
time
•Limited oversight & coordination capabilities
•Inflexible organization structure
•Silos across the organization
•Obsolete and unfair policies
•Non uniform application of standards and
 Pains & Strategic Objectives

No Some of the Pains Strategic Objective

1 Corporate Culture Enhance Corporate
•Declining staff morale and integrity Governance
•Declining service quality (Governance &
•Organizational intrigue and politics Culture)
•Siloed working
•Communication and engagement gaps
•Disconnect between central and upcountry
stations
•Low staff responsiveness
•Declining professionalism among leaders
 Pains & Strategic Objectives

No Some of the Pains Strategic

Objective
2 Staff Knowledge and Skills Enhance Staff
•Staff capacity not matching business growth and Capacity
dynamics (Staff
•Weak programs/project development and knowledge,
coordination Skills & Staff
•Inadequate change management to match business Well being)
reforms
•Inadequate staff development for staff to match the
emerging technologies
•Selective training
Staff Well-being
•Increasing staff attrition of skilled staff
 Pains & Strategic Objectives

No Some of the Pains Strategic

Objective
3 • Infrastructure capacity not matching growing Enhance
business needs Organization
• Limited budget to support infrastructure growing Infrastructure
needs
• Dynamic environment
4 Process Management Improve Process
•Ineffective change management process Management
•Disintegrated processes and systems (Process & Risk)
•Complicated tax processes and systems
•URA core systems are not well integrated at
application level
•Informal management of processes affecting
business continuity
 Pains & Strategic Objectives

No Some of the Pains Strategic

Objective
4 Risk Management Improve
•Workplace disruptions due to unpredictable events & Process
other external factors Management
•Security threats and technical threats from URA staff (Process &
(former & current) & vendors Risk)
•Ineffective contract management capabilities for IT
contracts
•Loss of important skills, resources
Obsolete technology
•Inadequate risk identification, assessment, monitoring
etc.
 Pains & Strategic Objectives

No Some of the Pains Strategic

Objective
5 • Low level of automation of government MDAs that Strengthen
impacts system integration. Stakeholder
• Unstructured and un-streamlined mechanism for Collaboratio
Stakeholders management n
• Regional & Global integrations
• Disaggregated revenue mobilisation effort
• Frequent Changes in tax laws
• Inadequate citizenry engagement
 Pains & Strategic Objectives

No Some of the Pains Strategic

Objective
6 Data Management Improve Data
•Evolving tax payer business models enabled by Management
technological advancements (Digitalized economy - (Data
E-commerce) Management
•Limited data usage and Optimize
•Inadequate business intelligence use of
•Inaccurate taxpayer data Technology)
•Weak data management governance
•Incomplete data sets
 Pains & Strategic Objectives

No Some of the Pains Strategic

Objective
6 Optimize use of Technology Improve Data
•Dynamic IT environments. Management
•Ineffective technology usage monitoring (Data
•Increasing innovative ways of tax evasion Management
•Technology compatibility challenges & Technology and Optimize
running obsolete too fast use of
•Underutilization of existing technologies Technology)
•Inadequate linkage between business process
application and data use
 Pains & Strategic Objectives
N Some of the Pains Strategic
o Objective
7 • Unreliable service delivery Enhance
• Inadequate feedback mechanisms and management Service Quality
• Low responsiveness to client needs
• Multiple, stand-alone client touchpoints
• System error rates
8 • Gaps in Tax Laws Improve
• Innovative ways of tax evasion and under/mis- Voluntary
declarations (Illicit trade/missing trader/transfer Compliance
pricing)
• Base Erosion & Profit Shifting (BEPS)
• Aggressive tax planning and complex group
structures
• Shadow economy( Illicit economic activities, Narrow
 Pains & Strategic Objectives

No Some of the Pains Strategic Objective

9 Revenue Maximize Revenue
•Low tax base (Increase Revenue Yield and
•Revenue leakages Optimise Resource
•Gaps in Tax Laws utilisation)

Resource Optimization
•Unmatched resource requirements
•Inadequate resources
 What Strategic Objectives, KPI
& Initiatives are
• URA is pursuing nine Strategic objectives in this Corporate
Planning Period 2021 – 2025.
• Strategic Objectives are areas of continuous improvement that
have to be brought on board to address Pains and exploit Enablers.
• Outcomes are the desired results that you seek to achieve from
the objective.
• KPI are measures that help you monitor progress towards attaining
your objectives. They are performance yardsticks.
• Initiatives are interventions, activities or actions to take in order to
attain the targets we have set and ultimately achieve our
objectives.
FINANCIAL
MAXIMIZE REVENUE

URA Strategy Map

INCREASE VOLUNTARY

BUSINESS PROCESS CLIENT

COMPLIANCE

ENHANCE
SERVICE QUALITY

STRENGTHEN
IMPROVE DATA STAKEHOLDER
MANAGEMENT COLLABORATION

ENHANCE PROCESS
MANAGEMENT
ORGANIZATIONAL
CAPACITY

ENHANCE
ORGANIZATIONAL ENHANCE STAFF
INFRASTRUCTURE CAPACITY

ENHANCE CORPORATE
GOVERNANCE
URA Corporate Scorecard
(FY 2021 - 2025)

DEVELOPING UGANDA TOGETHER

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 1. Enhance Corporate
Governance
D. Outcome Measure Target Target Initiative
2022/2 2024/ s
3 25
 Enhanced Governance 3 5 Implement
coordinatio Maturity Level Governanc
n between Integrity level 70% 80% e
leaders & Enhancem
staff ent
% of Governance 100% 100%
 Professional program/
enhancement
Leaders & interventio
interventions
staff ns
executed
 Cultured
staff
 2. Enhance Organizational
Infrastructure
D. Measure Target Target Initiatives
Outcome 2022/ 2024/25
23
Reduced Infrastructure 30% 20% Implement
infrastructu Capacity Gap organizatio
re gap % of offices with 80% 100% n
customized tools of infrastruct
trade ure
capacity
% of Organization 100% 100%
enhancem
infrastructure
ent
capacity
program/
enhancement
interventio
 3. Enhance Staff Capacity

D. Outcome Measure Target Target Initiative

2022/2 2024/2 s
3 5
 Improved Employee 80% 84% Implement
staff Satisfaction level staff
motivation Staff Attrition Rate 2.5% 2.5% capacity
levels enhanceme
% Staff capacity 100% 100%
 Increased nt
enhancement
level staff program/
interventions
expertise interventio
executed
 Increased ns
Staff % of staff trained 60% 60%
productivity % of staff at Mastery - 40%
 4. Enhance Process
Management
D. Outcome Measure Target Target Initiatives
2022/2 2024/2
3 5
 Improve URA Business Process 3 3 Implement
process efficiency Maturity level process
and Governance ERM maturity level 3 3 improvement
 Improved & risk
Auditor General’s Rating Unqualifie Unqualifi
Business Management
d ed
Continuity program/
% of risk mitigation 50% 70% Interventions
strategies executed
% of Business process 100% 100%
improvement & risk
management
interventions executed
 5. Improve Data Management

D. Outcome Measure Target Targe Initiatives

2022/2 t
3 2024/
25
 Increased Data 3 3 Implement
Data management data
Governance Maturity level Managemen
& Maturity System usability 65% 70% t and
 Optimal use rate technology
of existing optimization
% data 100% 100%
technologie program/
management and
s Intervention
Technology
s
 6. Strengthen Stakeholder
Collaboration
D. Measure Targe Targe Initiatives
Outcome t t
2022/ 2024/
23 25
Strengthe % of stakeholders who 80% 85% Implement
ned have delivered value to stakeholder
relations URA (Information, engagemen
and Technical Support, t&
informatio Equipment, managemen
n sharing Sponsorships, Platforms, t program/
with Funding, Research etc.). intervention
partners % Stakeholder 100% 100% s
engagement &
 7. Improve Quality of Service

D. Measure Target Target Initiatives

Outcom 2022/23 2024/25
e
Increase Client 84% 88% Implement
d Client satisfaction level service
Satisfacti Average As per As per quality
on turnaround time SLAs SLAs improvement
program/
interventions
Average IT 99% 99%
Service
availability level
Mean time to 7 hrs 2 hrs
 8. Increase Voluntary Compliance

D. Measure Target Target Initiative

Outcome 2022/2 2024/ s
3 25
Improved  Compliance Index 83% 85% Implement
Tax  Arrears Portfolio to Revenue (12%) service
 Collectable arrears portfolio to
Compliance quality
revenue (5%)
level  Arrears portfolio older than 12 improveme
months to total arrears (35%) nt program/
 Average on time filing ratio for core intervention
tax heads (80%) s
 Average on time payment rate for
core tax heads (85%)
 % growth in tax register (17%)
 % of declarations granted top ups
(4%)
 Success rate/convictions in Courts
 9. Maximize Revenue

D. Measure Target Target Initiatives

Outcome 2022/ 2024/
23 25
 Increase Revenue collection to 100% 100% Implement
d target revenue
revenue manageme
 Optimal Tax Administration Cost 2.3% 2.3% nt and
resource as a % of Revenue. resource
use optimisatio
Budget Absorption 100% 100%
n
Level
program/int
erventions
 Thank You -
Tunalengo Moja!