URAs Medium Term Strategy

A Presentation to Honorable
Members of Parliament
2nd December 2016

Mandate & Direction

Mandate; To assess, collect and account for all Central Government
tax revenue (including non-tax revenue) and to advise Government
on revenue implications, tax administration and aspects of policy
changes relating to all taxes as spelt out in the URA Act.

Strategic Direction: Cultivating a taxpaying culture through

provision of reliable services , leadership development and strategic
partnerships

URA Vision ; To be a model of Best Practices and Innovations in

Revenue Services.

URA Mission; To Provide excellent revenue services with purpose

and passion.

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Policy & Planning frameworks

Vision 2040
National Development Plan II
NRM Manifesto 2016-2021
23 strategic guidelines and directives for the term 2015-20
Accountability Sector Strategic plan
URA Corporate Plan 2016/17-2019/20

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URA Governance

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URA Business Model Canvas

Cultivating tax paying culture

URA Strategy Map 2016/17 2019/2020

Maximize Revenue

Increase revenue
Optimise resource utilization

Improve
Compliance

Building a tax paying culture

Improve service availability

Improve service responsiveness
Improve service accessibility
Improve service ambience
Improve transparency
Improve Service predictability

Enhance stakeholder participation in revenue mobilisation

Enhance stakeholder relations
Increase stakeholder participation in process development
Improve stakeholder management process

Simplify Business processes

Improve Process management
Achieve Process Integration
Improve IT reliability
Improve Process Maturity

Improve staff productivity

Improve Institutional capability
Optimize Talent management
Improve staff Integrity

Learning &
Innovation

Business Process

Client

Financial

Vision: To be a model of best practices and innovation in revenue services

Improve Quality of
Service

Optimize Stakeholder
Relations

Transform our
Processes

Improve our
People
Cultivating tax paying culture

FY 2015/16 Performance

Net Revenue collection of 11,230.87Bn (15.6% growth)

Growth in Taxpayer register by 139,189 Taxpayers (18.2% growth)

3,721 Tax audits yielding 309.56Bn in assessment

Carried out 5,646 seizures which yielded UGX 37 Bn.

Debt collection unit has been strengthened and collections worth UGX
82.61 Bn were realized against a target of 75Bn resulting into a
performance of 110%.

The Public Sector Office was created to handle tax affairs relating to
Government agencies and to improve their tax compliance. Realised
UGX 725.32 Bn in 2015/16.

Created the High Net Worth Individual (HNWI) unit that has so far
realised 17 Bn

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FY 2015/16 Performance Cont

TREP supported the signing of MOUs with 34 municipal councils, opening of 9 one
stop centres in Kampala . This resulted into over 120,000 new registrations

One Stop Border Posts; completed 4 ( Malaba, Mutukula , Busia, Mirama Hills )
with 24 hour operations. 2 in progress ( Katuna and Elegu ). These have reduced
cargo transit time by 50% hence improving Ugandas ease of doing business rank

Reduction in transit time from 18 to 4 days from Mombasa Kampala, and 3 days
to 8hrs from Kisumu/Eldoret to Malaba/Busia, leading to increased volumes of fuel

URA won 71 cases resulting into a success rate of 78%.

The URA House is progressing well and on schedule. Currently on the last floor
(22nd floor).
Over 82 cases were investigated to curb fraud. URA has also worked with African
Tax Authorities to mitigate aggressive tax planning and avoidance by multinational
companies.
Integrity drives in fighting corruption (Held over 14 workshops & over 11 integrity
messages in print media).

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1st Qtr FY 2016/17 Performance

Net revenue collections were UGX 2,815.56 Bn, posting a
growth rate of 14.26%.
35, 338 Taxpayers registered (3.92% growth ).
1,055 Tax audits carried out yielding 58.96Bn in assessment
and 13.58Bn was collected.
Arrears of 30.06Bn were collected.
Enforcement interventions generated 8.96Bn
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Challenges to Revenue Mobilization

Inadequate funding for priority initiatives (e.g. Comprehensive
Tax Education)
Increasing IT disruptions due to obsolescence of IT assets
Inadequate staff strength and reach.
Loss of skilled staff to competing & higher paying institutions.
Incomplete implementation of EAC Customs regional
initiatives
Dumping and diversion of cargo
Smuggling
Increasing stock of obsolete assets
Absence of National Revenue Strategy
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DEVELOPING
UGANDA
TOGETHER

DEVELOPING UGANDA TOGETHER

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