DOCSLIB.ORG

Pfm Reform Strategy

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Pfm Reform Strategy THE REPUBLIC OF UGANDA MINISTRY OF FINANCE, PLANNING AND ECONOMIC DEVELOPMENT UGANDA PFM REFORM STRATEGY July 2018 (July 2019 – June 2024) This document is intended to provide an overall framework for public financial management (PFM) reforms in Uganda. It is for the exclusive use of the Government of Uganda and its Development Partners and is not otherwise to be quoted, reproduced or circulated. The Public Financial Management Reform Strategy (2018-2022) 1 | Page Acknowledgement Keith Muhakanizi Permanent Secretary/Secretary tO the Treasury Ministry of Finance, Planning and EconOmic Development The Public Financial Management Reform Strategy (2018-2022) 2 | Page TABLE OF CONTENTS TABLE OF CONTENTS ............................................................................................................. 3 ACRONYMS & ABBREVIATIONS ............................................................................................. 5 EXECUTIVE SUMMARY ........................................................................................................ 10 1 BACKGROUND: PFM REFORM PROGRESS AND CURRENT PERFORMANCE 15 1.1 IntroductiOn ................................................................................................................................ 15 1.2 EconOmic and POlicy COntext ..................................................................................................... 15 1.3 Progress tOwards PFM RefOrms in Uganda (1986 -2018) .......................................................... 17 1.3.1 Level 1 Progress: Impact On Service Delivery .................................................................................. 19 1.3.2 Level 2 Progress: PFM OutcOmes .................................................................................................... 19 1.3.3 Level 3 Progress: PFM Reform Programme ..................................................................................... 22 1.4 Summary Of PFM Strengths and Weaknesses ............................................................................ 22 1.5 OppOrtunities for future PFM refOrms ....................................................................................... 25 1.6 Threats ........................................................................................................................................ 26 1.7 LessOns and Emerging PriOrities fOr PFM refOrm ....................................................................... 27 2 SITUATION ANALYSIS OF PFM PRIORITY AREAS ........................................ 31 2.1 Sustainable ResOurce MObilizatiOn ............................................................................................ 31 2.2 Planning and Budgeting .............................................................................................................. 34 2.3 Public Investment Management ................................................................................................ 38 2.4 Accountability systems and cOmpliance in budget executiOn ................................................... 41 2.5 LOcal Government PFM fOr Service Delivery .............................................................................. 45 2.6 External Oversight and GOvernance Of PFM RefOrms ................................................................ 47 3 PFM REFORM STRATEGY 2019/20 to 2022/23 .................................................... 51 3.1 PFM RefOrm Principles ............................................................................................................... 51 3.2 Overall Vision, Goal and PurpOse ............................................................................................... 51 3.3 Theory Of Change ....................................................................................................................... 52 3.4 Approach tO Sequencing Of PFM refOrms .................................................................................. 53 3.5 Reform PriOrity Areas and Key InterventiOns ............................................................................. 56 3.5.1 Sustainable ResOurce MObilisatiOn ................................................................................................. 56 3.5.2 Planning and Budgeting ................................................................................................................... 58 3.5.3 Public Investment Management ..................................................................................................... 61 3.5.4 Accountability systems and cOmpliance in budget executiOn ........................................................ 63 3.5.5 LOcal Government PFM fOr Service Delivery ................................................................................... 66 3.5.6 External Oversight and GOvernance Of PFM RefOrms ..................................................................... 68 3.6 PFM RefOrm Strategy ContributiOn tO Wider POlicy Objectives ................................................ 70 3.6.1 InternatiOnal pOlicy and PFM standards ......................................................................................... 70 3.6.2 EAC RegiOnal IntegratiOn POlicy ...................................................................................................... 71 3.6.3 NatiOnal DevelOpment Plan (NDP II) ............................................................................................... 71 3.6.4 Accountability Sector Investment Plan (ASSIP) ............................................................................... 72 The Public Financial Management Reform Strategy (2018-2022) 3 | Page 3.6.5 Fiscal DecentralisatiOn ..................................................................................................................... 73 3.7 Other Reforms Complementary tO PFM..................................................................................... 73 3.8 InstitutiOnal Linkages tO the PFM Reform Strategy.................................................................... 74 4 IMPLEMENTATION PLAN .................................................................................... 76 4.1 PFM ImplementatiOn InstitutiOnal Framework .......................................................................... 76 4.2 NatiOnal COOrdinatiOn Arrangements ........................................................................................ 76 4.3 Accountability Sector .................................................................................................................. 76 4.4 The Public Expenditure Management Committee (PEMCOM) .................................................. 80 4.5 PFM Technical Sub-Committees ................................................................................................. 81 4.6 PFM RefOrm Secretariat ............................................................................................................. 81 4.7 Key PFM Reform Implementing InstitutiOns .............................................................................. 81 4.8 Financing of PFM Reforms .......................................................................................................... 82 5 CHANGE MANAGEMENT AND COMMUNICATION ...................................... 87 5.1 RatiOnale for Change Management and COmmunicatiOns ........................................................ 87 5.2 Change Management Strategies fOr PFM refOrm ...................................................................... 87 5.3 Internal CommunicatiOns ........................................................................................................... 89 5.4 External CommunicatiOns........................................................................................................... 90 6 RISK MANAGEMENT ............................................................................................. 92 6.1 Approach tO Risk Management .................................................................................................. 92 6.2 Risk Management PrOcess and MethOd ..................................................................................... 92 7 SUSTAINABILITY PLAN ....................................................................................... 96 7.1 Mainstreaming Of Reforms into Recurrent Government Budget............................................... 96 7.2 Staffing and Public AdministratiOn Structures ........................................................................... 97 7.3 Capacity Building Approach ........................................................................................................ 97 8 MONITORING AND EVALUATION .................................................................... 99 8.1 Strategic Results FramewOrk ...................................................................................................... 99 8.2 M&E FramewOrk and PrOcess .................................................................................................... 99 8.3 M&E Roles and RespOnsibilities ............................................................................................... 100 8.4 Embedding Learning and Feedback .......................................................................................... 100 8.5 Web-based MOnitoring & EvaluatiOn ....................................................................................... 101 8.6 Link between the PFM RefOrm Strategy with GOU's Performance Assessment System ......... 101 8.7 Mechanism fOr updating the Results
Load more

Recommended publications
  • M the G—Uganda Gazette
    M The • m »in nii' ‘H '••*><•* Published by g—Uganda Gazette Authority Vol.CXniNo.69 30th October, 2020 Price: Shs. 5,000 CONTENTS Pa<* General Notice No. 1339 of 2020. THE MARRIAGE ACT The Marriage Act —Notices .................. 2151 [Cap. 251 Revised Edition, 2000] The Commissioners for Oaths (Advocates) NOTICE. Act—Notice ... ............... 2152 PLACE FOR CELEBRATION OF MARRIAGE [Under Section 5 of the Act] The Advocates Act -Notices ... 2152-2153 Registry No: 12010000027748-00473 Hie Companies Act—Notices ... ■ ■■ 2153-2154 In exbrcise of lhe powers conferred upon me by Section fhe Mining Act—Notices ............... 2154 5 of lhe Marriage Act, I hereby licence the place for Public Worship mentioned in the Schedule hereto to be a place for lhe Copyright and Neighbouring Rights the celebration of marriages. Regulations Notices ... ... 2155 SCHEDULE Church —- Watolo Church Entebbe lhe Parliamentary Elections Act—Notice ... 2155 Denomination — Pentecostal Pie Trademarks Act —Registration of Applications 2156-2164 Village — Kaiabi-Namate Advertisements ... ............... 2164-2202 Parish — Katabi Sub-county — Division A County — Entebbe Municipality District — Wakiso General Notice No. 1338 of 2020. PROF. EPHRAIM KAMUNTU (MP). THE MARRIAGE ACT Minister of Justice and Constitutional Affairs. [Cap. 251 Revised Edition. 2000] NOTICE. General Notice No. 1340 of 2020. THE MARRIAGE ACT PLACE EOR CELEBRATION OE MARRIAGE [Cap. 251 Revised Edition, 2000] [Under Section 5 of lhe Act] NOTICE. Registry No; 12010000027760-00478 PLACE FOR CELEBRATION OF MARRIAGE [Under Section 5 of the Act] Is i.xi.Rcisj of the powers conferred upon me by Section Registry No: 12010000027803-00480 5 of the Marriage Act. I hereby licence the place for Public Worship mentioned in the Schedule hereto to be a place for In i xi rcisi: of the powers conferred upon me by Section the celebration of marriages.
    [Show full text]
  • Bolstering Revenue, Building Fairness: Uganda Extends Tax Reach, 2014–2018 (Short Version)
    BOLSTERING REVENUE, BUILDING FAIRNESS: UGANDA EXTENDS TAX REACH, 2014–2018 (SHORT VERSION) BACKGROUND This summary draws on an ISS case In November 2014, Doris Akol took over as study with the same title can be found on commissioner general of the Uganda Revenue Authority the ISS website. Leon Schreiber drafted (URA), the semiautonomous body responsible for collecting the full case based on interviews all central government taxes. During the previous decade, conducted in Kampala, Uganda in January and February 2019. Case Akol had been part of the team that transformed the URA published April 2019. Summary from an unwieldy and corruption-riddled organization into a published in May 2019. modern operation that collected taxes effectively from most of the country’s formally registered payers. However, the earlier reforms had failed to significantly boost the country’s tax-to-GDP ratio to the government-mandated level of 16%—which was still lower than the 18% average for countries in sub-Saharan Africa. Large numbers of Ugandans paid nothing because they were unregistered or because inadequate compliance monitoring enabled them to underpay. The holes in the system bedeviled the URA’s efforts to improve tax collections and undermined public trust. Akol and her team identified Uganda’s large informal economy as a main reason that revenue growth lagged behind improved efficiency. In 2015, the government estimated that informal economic activities accounted for 49% of the country’s total GDP.1 And as a result of low registration rates among informally employed Ugandans, the number of registered taxpayers stood at only 632,279 at the end of the fiscal year that ended in June 20142—in a country of 38 million people.
    [Show full text]
  • Country Experience Templates
    BOLSTERING REVENUE, BUILDING FAIRNESS: UGANDA EXTENDS ITS TAX REACH, 2014 – 2018 SYNOPSIS After a decade of reforms to boost tax collection, in 2014 the Uganda Revenue Authority (URA) faced up to one of its biggest remaining challenges. Although the agency had significantly improved its internal capacity—along with its ability to collect taxes from registered taxpayers—large numbers of Ugandans paid nothing because they were unregistered or because inadequate compliance monitoring enabled them to underpay. The holes in the system undermined public trust and bedeviled the URA’s efforts to meet the government-mandated target to raise tax revenue to 16% of gross domestic product. The URA then joined other government agencies to bring millions of unregistered citizens into the tax net, and it tightened the oversight of existing taxpayers who were paying less than their fair share. Prime targets were millions of Ugandans who worked in the informal economy, which the government said accounted for nearly half of the country’s economic activity. At the same time, the URA set up operations to go after wealthy and politically connected individuals who avoided paying their full tax load, and it created a separate unit to press government departments that failed to remit to the URA the taxes they collected, such as withholdings from employees. The URA’s program achieved strong gains on all three fronts and thereby helped increase the country’s tax-to-GDP ratio to 14.2% in the 2017–18 fiscal year from 11.3% in 2013–14. Just as important, the program made significant progress toward a fairer distribution of the tax burden for Ugandans across all economic levels.
    [Show full text]
  • TAXATION HANDBOOK a Guide to Taxation in Uganda SECOND EDITION
    TAXATION HANDBOOK A Guide to Taxation in Uganda SECOND EDITION TAXATION HANDBOOK A Guide toTaxation in Uganda A Publication of Uganda Revenue Authority © Uganda Revenue Authority 2015 First published 2011 All rights reserved. No part of this publication may be reprinted or reproduced or utilised in any form or by any means, electronic, mechanical or other means now known or hereafter invented, including copying and recording, or in any information storage or retrieval system, without permission in writing from Uganda Revenue Authority. Layout, design: New Vision Printing and Publishing Co. ISBN 978-9970-02-977-8 DISCLAIMER This Information is strictly for purposes of guidance to our clientele and should not at any one time be used in place of the substantive law; and is subject to change on amendment of Tax legislation and any other regulations governing Tax administration. ii URAToll-free Help line 0800-117000 Contents Foreword...........................................................................................vii Part A Background to Taxation...............................1 1 Introduction to Taxation...................................................3 2 History of Taxation Handbook........................................4 3 The Legality of Taxes Collected by the Central Government.........................................................................6 4 Principles of Taxation........................................................7 5 Characteristics of Taxes....................................................9 6 Classification
    [Show full text]
  • African Tax Administration Paper 18
    African Tax Administration Paper 18 Who can make Ugandan taxpayers more compliant? Ronald Waiswa, Doris Akol and Milly Nalukwago Isingoma July 2020 ICTD African Tax Administration Paper 18 Who can make Ugandan taxpayers more compliant? Ronald Waiswa, Doris Akol and Milly Nalukwago Isingoma July 2020 Who can make Ugandan taxpayers more compliant? Ronald Waiswa, Doris Akol and Milly Nalukwago Isingoma ICTD African Tax Administration Paper 18 First published by the Institute of Development Studies in July 2020 © Institute of Development Studies 2020 ISBN: 978-1-78118-665-7 This is an Open Access paper distributed under the terms of the Creative Commons Attribution Non Commercial 4.0 International license, which permits downloading and sharing provided the original authors and source are credited – but the work is not used for commercial purposes. http://creativecommons.org/licenses/by-nc/4.0/legalcode Available from: The International Centre for Tax and Development at the Institute of Development Studies, Brighton BN1 9RE, UK Tel: +44 (0) 1273 606261 Email: [email protected] Web: www.ictd.ac/publication Twitter: @ICTDTax Facebook: www.facebook.com/ICTDtax IDS is a charitable company limited by guarantee and registered in England Charity Registration Number 306371 Charitable Company Number 877338 2 Who can make Ugandan taxpayers more compliant? Ronald Waiswa, Doris Akol and Milly Nalukwago Isingoma Summary The rate of occurrence of tax evasion is higher in Uganda than in the rest of East Africa. Where the taxpayer has latitude to decide whether or not to be compliant, as in the case of income taxes, Ugandans seem to be less compliant than other East Africans.
    [Show full text]
  • MASS MEDIA, WOMEN and PUBLIC LIFE in UGANDA: INTERROGATING REPRESENTATION, INTERACTION and ENGAGEMENT by Emilly Comfort Maractho
    MASS MEDIA, WOMEN AND PUBLIC LIFE IN UGANDA: INTERROGATING REPRESENTATION, INTERACTION AND ENGAGEMENT By Emilly Comfort Maractho A dissertation submitted to the Faculty of Humanities, Development and Social Sciences, University of KwaZulu-Natal in fulfilment of the requirements for the award of a PhD in the Centre for Communication, Media and Society (CCMS) July 2017 DECLARATION I, Emilly Comfort Maractho (student number 214581311), hereby declare that this thesis is my own work. It has never been submitted for any degree or examination at any other university. The sources I have used have been acknowledged by complete references. This thesis is submitted in fulfilment of requirements for the award of the Doctor of Philosophy Degree in the Centre for Communication, Media and Society (CCMS) in the School of Literary Studies, Media and Creative Arts in the Faculty of Humanities, Development and Social Sciences at the University of KwaZulu-Natal Signature………………………………………….Date: 20 July 2017 i DEDICATION For Philomena Kwopacho. Vicky, Erick, Jude, Stella and I, got a special mother. ii ACKNOWLEDGEMENT I thank God. I am grateful to the sponsors of my doctoral studies, NORHED through Uganda Christian University, in particular the Vice Chancellor, Rev. Canon Dr. John Senyonyi and the Social Science Research Council (SSRC) that funded my research through the Next Gen Dissertation Fellowship. Special thanks to Thomas Asher (SSRC) and Katherine Namuddu. I am indebted to my supervisor, Professor Ruth Teer-Tomaselli, who has taught me a lot by trusting and believing in me. Prof. Teer-Tomaselli told me, ‘Emilly, if nobody understands this, I do’. It was my best moment.
    [Show full text]
  • Uganda Revenue Authority
    Working Paper 2015-12 Politics and Organizational Capacities of Selected Key Fiscal and Social Institutions in Uganda Mesharch W. Katusiimeh and Jalia Kangave prepared for the UNRISD project on Politics of Domestic Resource Mobilization August 2015 UNRISD Working Papers are posted online to stimulate discussion and critical comment. The United Nations Research Institute for Social Development (UNRISD) is an autonomous research institute within the UN system that undertakes multidisciplinary research and policy analysis on the social dimensions of contemporary development issues. Through our work we aim to ensure that social equity, inclusion and justice are central to development thinking, policy and practice. UNRISD, Palais des Nations 1211 Geneva 10, Switzerland Tel: +41 (0)22 9173020 Fax: +41 (0)22 9170650 [email protected] www.unrisd.org Copyright © United Nations Research Institute for Social Development This is not a formal UNRISD publication. The responsibility for opinions expressed in signed studies rests solely with their author(s), and availability on the UNRISD Web site (www.unrisd.org) does not constitute an endorsement by UNRISD of the opinions expressed in them. No publication or distribution of these papers is permitted without the prior authorization of the author(s), except for personal use. Introduction to Working Papers on The Politics of Domestic Resource Mobilization for Social Development This paper is part of a series of outputs from the research project on The Politics of Domestic Resource Mobilization for Social Development. The project seeks to contribute to global debates on the political and institutional contexts that enable poor countries to mobilize domestic resources for social development.
    [Show full text]
  • Motivation and Employee Performance in Organisations, a Case Study of Uganda Revenue Authority (Ura)
    MOTIVATION AND EMPLOYEE PERFORMANCE IN ORGANISATIONS, A CASE STUDY OF UGANDA REVENUE AUTHORITY (URA) BY: MUGUME PAUL 1153-06404-00829 A RESEARCH REPORT SUBMITTEI) TO ~fHE COLLEGE OF 1-IUMANITIES AN1) SOCIAL SCIENCES IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF BACHELORS DEGREE OF PUBLICADMINISTRATION OF KAMAPALA INTERNATIONAL UINVESRSITY OCTOBER, 2018 DECLARATION I, 1V[UGUME PAUL declare that, this Research Report is my own work and has never been produced by anybody else for any award in any institution and that material which is not mine has been fully acknowledged. Signature s.... Date... ~~~ .~.. MUGUME PAUL 1153-06404-00829 APPROVAL This is to satisfy that this Research Report has been done under my supervision and submitted for examination with my approval. ~ Date MR. KATUNGUKA AARON Supervisor DEDICATION I dedicate this report to my dear parents for the love, care and mentorship they have accorded to me throughout my entire life, plus other family members and all those who also stood by me throughout this program and inspired me immensely. ‘U ACKNOWLEDGEMENT First and foremost, 1 \~ould like to thank the Lord Almighty God. who has granted me ~ ith the gift of life, wisdom, knowledge and guidance in my academics and made this rese~trch report a success. I also thank my beloved parents for their parental love, guidance, spiritual, moral and financial support throughout my education. I take this opportunity to express my profound gratitude and deep regards to my SU~CF\ sor Mr. Katunguka Aaron for his exemplary guidance, monitoring and constant encouragement throughout the course of writing my research report.
    [Show full text]
  • The Power of Diversity
    The Power of Diversity A leadership and innovation lab hosted by the Global Leadership Academy, commissioned by the German Federal Ministry for Economic Cooperation and Development (BMZ), and the Deep Democracy Institute. 1 The Power of Diversity The Deep Democracy Institute (DDI) and the Global Leadership Academy, the latter commissioned by the German Federal Ministry for Economic Cooperation and Development (BMZ), are introducing a new leadership and innovation lab called ‘The Power of Diversity’. This lab brings together leaders and change agents working in social, academic, business and political contexts around the world to hone their real-time leadership skills, support and coach their organisations, teams, stakeholders and (potential) partners in generating new outcomes and embark on creative ventures. Overview In today’s world, polarisation seems to be a growing phenomenon that is creating unbridgeable divides. Governments, businesses, political institutions and religions are struggling to create a joint global vision for dealing with challenges such as climate change, energy shortages, and economic, environmental, political and religious polarisation. ‘The Power of Diversity’ explores new ways of bridging divides and harnessing the inherent power that exists in diverging and converging trends. It is a leadership and innovation lab which goes beyond traditional approaches of dealing with power and diversity by introducing concepts and practical interventions based on modern physics, the science of complexity and cutting-edge psychology. It includes a new approach to awareness training on rank and privileges, and trains leaders and change agents not only to manage diversity and power processes, but also to harness and develop their potential. They will learn to facilitate large, diverse groups of leaders from different countries and sectors, and to exploit their enormous potential.
    [Show full text]
  • CBD Strategy and Action Plan
    THE REPUBLIC OF UGANDA NATIONAL BIODIVERSITY STRATEGY AND ACTION PLAN NATIONAL ENVIRONMENT MANAGEMENT AUTHORITY (NEMA) FIRST EDITION APRIL, 2002 NBSAP WORKING GROUP AND STAKEHOLDER COMMITTEES Coordinator Dr. Bob Humphrey Ogwang NEMA Editorial Committee Dr. Bob Humphrey Ogwang, Editor -in-Chief Margaret Aanyu, Copy Editor Technical Review Committee Dr. Bob Humphrey Ogwang (NEMA) Mr. Charles Sebukeera (NEMA) Mr. Justus Tindigarukayo (Min. Tourism, Trade and Industry) Ms. Joyce Ikwaput Nyeko (Fisheries Department) Mr. Paul Mafabi (Wetlands Inspection Division) Ms. Sophia Apio (National Chemotherapeutics Research Laboratory) Mr. Okaasai Opolot (Plant Protection Division, Ministry of Agriculture, Animal Industry and Fisheries) Dr. Panta Kasoma (Director, MUIENR) Mr. John Mulumba Wasswa (Botanical Gardens, NARO) Mr. Franco Busenene (Uganda Wildlife Authority) (RIP) Mr. Mbabazi Dismas (Fisheries Resources Research Institute) Mr. Franklin Muyonjo (Uganda National Council for Science and Technology) Mr. Odida Tom (Forest Department, Ministry of Water, Lands and Environment) Mrs. F. Sewankambo (NEMA) Mr. David Hafashimana (Forest Department) Mr. George Lubega (NEMA) Mr. David Mutekanga (Uganda Wildlife Society) Mr. Joseph Okori (UWA) Sectoral Biodiversity Assessment Teams Aquatic Biodiversity Wildlife Dr. R. Ogutu-Ohwayo Ms. Apophia Muhimbura-Atukunda Ms. Rose Mugidde Mr. Justus Tindigarukayo-Kashagire Mr. S.B, Wandera Mr. Herbert Tushabe Dr. Mwebaza-Ndawul a. Mr. Abdu Muwanika Mr. Francis Kahembwe Mr. Edgar Buhanga i Forestry: Plant Genetic Resources Mr. Fred Kigenyi Mr. John Mulumba Wasswa Mr. David Duli Dr. Rimigius Bukenya-Ziraba Mr. Robert Nabanyumya Ms. Beatrice Sarah Male – Kayiwa Mr. David Walugembe Mr. Okaasai S. Opolot Ms. C. Asiimwe Bishanga Ms. Sophia Apio Kerwegi Animal Genetic resources Biotechnology and Biosafety Dr. F.M Mbuza Dr.
    [Show full text]
  • Report on Compliance Checks Undertaken on 120 Procuring and Disposing Entities
    REPORT ON COMPLIANCE CHECKS UNDERTAKEN ON 120 PROCURING AND DISPOSING ENTITIES 18 th September 2008 1 TABLE OF CONTENTS Page Acronyms 7 EXECUTIVE SUMMARY 1.0 INTRODUCTION 8 1.1 Background 8 1.2 Scope of the Complian ce Checks 8 1.3 Methodology used for the Compliance Checks 8 1.4 Time Frame 9 1.5 Limitations 10 2.0 MAIN FINDINGS 11 2.1 Entity Performance by Compliance Area 11 2.1.1 Procurement Structures 11 2.1.2 Procurement Planning 14 2.1.3 Solicitation and Bidding Procedures 16 2.1.4 Evaluation Procedures 18 2.1.5 Contract Award and Management 19 2.1.6 Reporting 21 2.1.7 Perf or mance of Contracts Committee s 24 2.1.8 Record Keeping 25 2.2 Overall Performance of Entities 28 2.2.1 Performance of Central Government PDEs 28 2.2.2 Performance of Local Government PDEs 28 2. 2. 3 Comparison of Performance of CG PDEs and LG PDEs under 29 Compliance Areas 3.0 COMPLIANCE RATINGS OF ENTITIES 32 3.1 Central Government Entities 32 3.1.1 Ministries 32 Ministry of Defence 32 Ministry of Energy and Mineral Development 36 Ministry of Finance, Planning & Economic Development 39 Ministry of Gender, Labour and Social Development 42 Ministry of Information and Communications Technology 45 Ministry of Internal Affairs 48 Ministry of Justice and Constitutional Affairs 52 Ministry of Lands, Housing and Urban Development 55 Ministry of Public Service 58 Ministry of Trade, Tourism and Industry 61 Ministry of Water and Environment 65 Ministry of Works and Transport 68 2 3.1.2 Government D epartments / Agencies 71 Auditor General 71 Co urts of Judicature 75
    [Show full text]
  • The Uganda Crazettc
    GAZETTE EXTRAORDINARY 2113 The THE REPUBLIC OF UGANDA THE REPUBLIC OF UGANDA Registered the T J Published by Uganda Crazettc Authority Vol. CXII No. 53 14th October, 2019 Price: Shs. 5,000 CONTENTS Page (b) in case of imported goods, a tax stamp may be The Tax Procedures Code (Tax Stamps) affixed on the goods in the production facility Regulations—Notices ... ... 2113 within the exporting country or from the premises registered under section 5 of the Excise Duty Act, The Advocates Act—Notices... ... ... 2114 2014 (as amended). SUPPLEMENTS (5) The paper tax stamp shall be affixed as follows- Statutory Instrument (a) long rectangular shaped tax stamps shall be affixed No. 69 —The Local Governments (Declaration of Towns) to locally manufactured long necked packaging Regulations, 2019. such as spirits, beer, water, soda or wine bottle; Bills (b) short rectangular shaped tax stamp shall be affixed No. 29 —The Uganda Red Cross Society Bill, 2019. to locally manufactured small block shaped packaging such as pack of cigarettes or tobacco; or No. 30 —The Employment (Amendment) Bill, 2019. (c) small round shaped stamp shall be affixed to all imported prescribed goods entering country. General Notice No. 1354 of 2019. DORIS AKOL, UGANDA REVENUE AUTHORITY Commissioner General, Uganda Revenue Authority. NATURE OF TAX STAMPS AND MANNER IN WHICH TAX STAMPS SHALL BE AFFIXED. General Notice No. 1355 of 2019. NOTICE IS HEREBY GIVEN TO THE GENERAL PUBLIC by the Uganda Revenue Authority, pursuant to UGANDA REVENUE AUTHORITY Regulation 3 of the Tax Procedures Code (Tax Stamps) FEES FOR TAX STAMPS Regulations, 2018, that the nature of tax stamps and the manner of affixation of tax stamps shall be as follows— NOTICE IS HEREBY GIVEN TO THE GENERAL PUBLIC by the Uganda Revenue Authority, pursuant to (1) The tax stamps referred to under Regulation 3 of the Regulation 7 of the Tax Procedures Code (Tax Stamps) Tax Procedure Code (Tax Stamps) Regulations, 2018 Regulations, 2018, that a manufacturer or importer shall may be digital ink print tax stamp or paper tax stamp.
    [Show full text]