STRATEGIC INVESTMENT PLAN (SIP) II · 2020-01-29 · and strengthening Research and Advisory...

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STRATEGIC INVESTMENTPLAN (SIP) II

FY 2017/2018 - FY 2019/2020

Theme: Contributing to Uganda’s competitiveness through increased access to registration services”

STRATEGIC INVESTMENTPLAN (SIP) II

July 2017/2018 - June 2019/2020

Theme: Contributing to Uganda’s competitiveness through increased access to registration services”

URSB@2020

dSTRATEGIC INVESTMENT PLAN (SIP) II

Abbreviat ions and AcronymsAIA Appropriation in Aid

ARIPO African Regional Intellectual Property Organization

AWPs Annual Work plansBOD Board of DirectorsBR Business RegistrationBRS Business Registration SystemCAO Chief Administrative OfficerCCF Company Contingency FundCNDPF Comprehensive National Development Planning FrameworkCR Civil RegistrationCRIMS Civil Registration Information Management SystemCSO Civil Society OrganizationCSR Corporate social ResponsibilityEAC East African CommunityGOU Government of UgandaF&A Finance and Administration

IEC Information, Education and CommunicationIP Intellectual PropertyIPAS Intellectual Property Automated SystemJLOS Justice, Law and Order SectorKCCA Kampala Capital City AuthorityLG Local GovernmentM&E Monitoring and EvaluationMDAs Ministries, Departments and AgenciesMOFPED Ministry of Finance, Planning and Economic DevelopmentMOJCA Ministry of Justice and Constitutional AffairsMOLG Ministry of Local GovernmentMOPS Ministry of Pubic Service

MTEF Medium Term Expenditure FrameworkMUBS Makerere University Business SchoolNDP National Development PlanNIRA National Identification and Registration AuthorityNITAU National Information Technology Authority of UgandaNRM National Resistance MovementNPA National Planning AuthorityNTR Non Tax RevenueNSSF National Social Security FundOBT Output Budget ToolPBS Performance Based SystemPSFU Private Sector Foundation UgandaPWDs Persons with DisabilitiesSDG Sustainable Development GoalsSIP Strategic Investment PlanSWOT Strength, Weakness Opportunity and ThreatTIN Tax Identification NumberTISCS Technology Innovations Support CentersUBOS Uganda Bureau of StatisticsUIA Uganda Investment AuthorityULS Uganda Law SocietyUPF Uganda Police ForceURA Uganda Revenue AuthorityURSB Uganda Registration Services BureauUNICEF United Nations Children Emergency FundWB World BankWIPO World Intellectual Property Organization

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Contents

Chapter 1: Introduction

1.1 Introduction 8

1.2 Background to URSB 9

1.3 Purpose and Objectives of URSB SIP II 10

1.4 Methodology of Developing SIP II 10

1.5 The structure of the SIP II 10

1.6 URSB Achievements under SIP I 11

1.7 Alignment of SIP II to key national and International Frameworks 16

Chapter 2: Situational Analysis

2.1 Introduction 18

2.2 Country Context 19

2.3. Status of Registration of Interests in Uganda 26

2.4. Key strategic and operational issues identified from the situational analysis 26

2.5. Organizational Analysis 27

Chapter 3: The Strategic Direction of URSB

3.1 Introduction 28

3.2. The Vision, Values, Mission and Strategic objectives of URSB. 29

Chapter 4: Governance Structure and Risk Management

4.1 Introduction 38

4.2. SIP Implementation Matrix 39

4.3. Implementation Approach 39

4.4 Organizational Structure 39

4.5 Risk Management 40

4.6 Accountability 43

Chapter 5: Financing Arrangement

5.1. Funding Sources 44

5.2 Expenditure Estimates 45

Chapter 6: Monitoring And Evaluation

6.1 Introduction 46

6.2 Linking M&E And Annual Performance 47

6.3 Monitoring 47

6.4 Reporting 47

6.5 Evaluation 48

6.6 M&E Tools and Frameworks 48

6.7 Results Matrix 49

Annex 52

2STRATEGIC INVESTMENT PLAN (SIP) II

Uganda Registration Services Bureau (URSB) has successfully concluded implementing the inaugural Strategic Investment Plan (SIP) for the period 2012/2013 -2016/2017. A lot has been achieved during this past period. We inherited SIP I in November 2014 and I am elated as Chair of the Board of Directors that we have made our contribution and this has ushered us into SIP II (for the period 2017/2018 – 2019/2020) that is aligned to the 2nd National Development Plan. We have a duty to ardently implement the SIP and widen the scope of serving our clients.

URSB SIP II will guide the Board in policy formulation and carrying out our mandate at the Bureau; carrying out the objects and functions of the Bureau; setting targets for the annual performance of the Bureau; and monitoring and evaluating the performance of the management of the Bureau.

We congratulate management for the great achievements during the last 5 years and we are confident as the Board that the Bureau will continue to provide efficient and effective services that positively impact the development of our people in the Republic of Uganda and the wider East African Community.

The Board of Directors pledges to perform its responsibilities for the greater good of the Bureau’s clientele. We urge management and staff of the Bureau to do their part in ensuring that at the end of the day we contribute to a better society.

Francis K. Butagira

CHAIRMAN BOARD OF DIRECTORS

Francis K. Butagira

We congratulate management for the great achievements during the last 5 years

and we are confident as the Board that the Bureau will continue to provide

efficient and effective services that positively impact the development of our

people in the Republic of Uganda and the wider East African Community.

FOREWORD

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This Strategic Investment Plan II will offer strategic direction for URSB’s contribution towards improved competitiveness in Uganda. The key drivers towards the mission of the plan include innovative, customer-focused initiatives, creation of synergies and strategic partnerships and enhancing entrepreneurships and increased investments. The efforts of this SIP II are aligned to the pillars of NDP II and Vision 2040.

The over aching goal of the Bureau over this period is to strengthen compliance through innovative service delivery standards, enhancing complete automation of all services and ensuring a strong physical presence of the Bureau across the Country.

During the previous SIP period there has been both Physical and financial achievements, Non-tax revenue collected steadily rose from shs 5.8 Bn in Financial Year 2010/11 to Shs. 32.5 Bn in Financial Year 2016/17. Improved work flow Systems reduced turnaround time for all registration services drastically to maximum of 4 hours, for company registration, down from about 3 weeks. This will reduce further after full automation of our services. The Business Registration System (BRS) and Electronic Document Management System (EDMS) have greatly contributed to the Bureau’s automation process while continuous human resource skill development has provided the Bureau with quality staff and strong management leadership.

However many major initiatives planned were not fully achieved due to critical funding challenges. The key challenges that are outstanding include inadequate funding to facilitate expansion of URSB services, i.e. Chattels Securities Registry, implementation of the National Rollout program in over 34 Municipalities as stipulated in the NDPII and the PIP, strengthening existing services, Capital development, Recurrent funding, and human resource to match the service expansion requirements.

Over the next SIP II period, we will continue to match the growing expectations of our clientele base and provide exceptional service through seamless registration procedures, embracing a complete chain of automation and strengthening our regional presence, ensuring the quality of all human actors/Players and strengthening strategic Partnerships.

I am certain that the Management team is well equipped to take URSB to next level of service excellence for a desired formalized economy.

I commend this plan and commit to its successful execution.

Bemanya TwebazeREGISTRAR GENERAL

Bemanya Twebaze

REGISTRAR GENERAL’S STATEMENT


Board Members

Micheal Maranga Mawanda

Moses Kaggwa

Ambassador Francis Butagiri Bemanya Twebaze

Abdul Kasule

Christine Kaahwa

Fred Opolot

Ben Anyama

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VISIONCentre of Excellence for Reliable Registration Services

Description

Center of excellence: URSB envisions providing seamless registration services and creating an exceptional service experience in all its Service points.

Reliable Registration services: The Bureau will offer dependable service with passion and commitment to meet customers’ expectations.

MISSION:To provide accessible, reliable & innovative registration services for a formalized economy.

Description

Accessible: The Bureau will make services available and easy to access across the country through automation and opening of new service centers.

Reliable: Dependable, timely, seamless and easy access to registration services

Innovative: Continuous service improvement and adoption of best practices for customer centric registration services.

Formalized Economy: Promoting formalization of all Businesses, Marriages, Chattels, Intellectual Property rights and reduction of informal sector for improved country’s competiveness.


Uganda Registration Services Bureau (URSB) established under Cap. 210 of the Laws of Uganda, is a key player in performing commercial/business and civil registrations that facilitate private sector development, socio-economic development, and provide vital statistics for national planning. URSB’s services currently include Business and Charitable organizations (Non-profit making) Registration, Civil Registration, Intellectual Property Rights Registration, registration of Chattels Securities and Insolvency services.

Having successfully implemented SIP I for the period 2012/13– 2016/17, URSB has developed a second Strategic Investment Plan (SIP II), to define and guide the Bureau’s operations for the period 2017/18-2019/20. The SIP is aligned to the National Development Plan (NDP II) that sets out to improve Uganda’s competitiveness for sustainable wealth creation, employment and inclusive growth.

Under SIP I, URSB made unprecedented progress. A number of laws were enacted and regulations passed, URSB Structure was reviewed, and the period saw the growth of URSB Staffing from 40 to 248 employees. The Bureau decentralized its services by operationalization of 4 regional offices in Mbale, Mbarara, Gulu, Arua and 3 city branch offices in Kampala i.e. Nakivubo Mews Street, General Postal Office Building and UIA offices at Twed Plaza, conducted outreaches, implemented file re-organization and rehabilitation, standardized registration materials and implemented the Electronic Document Management System (EDMS).

E X E C U T I V E S U M M A R Y

URSB conducted successful sensitization campaign where over a million assorted IEC materials were disseminated and engagement with stakeholders to improve awareness about URSB Services was done. Functional Online platforms have been established, namely Facebook, Twitter and a Website with instant feedback mechanism. URSB established a comprehensive feedback mechanism, improved service delivery standards, implemented anti-corruption initiatives, and strengthened the internal audit structures, among others. URSB participated in a number international, regional and local fora, established partnerships and implemented the business facilitation center (one stop shop).

The Bureau seeks to consolidate and build on the previous achievements when implementing SIP II. SIP II is premised on four strategic areas:

A total of UGX.123,928,842,937 Non Tax Revenue was collected over the

SIP period from July 2012 to June 2017. NTR grew from Ugx. 5.7 billion in

2010/2011 to Ugx.32.5 Billion in 2016/2017.

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Strengthening Institutional capacity of URSB to deliver on its mandate; improving access to registration services; enhancing public and stakeholder awareness of URSB services; and strengthening Research and Advisory Function. Under SIP II, URSB is envisioned as a Centre of Excellence for Reliable Registration Services and will achieve this by providing accessible, reliable and innovative registration services for a formalized economy.

The SIP II sets out a path for URSB to become a significant contributor to Uganda’s competitiveness both regionally and globally, through providing registration services, creating synergies with other government departments and agencies, enhancing the integrity of the information in the registry, improving operational efficiencies and increasing Non Tax Revenue (NTR).

The formulation of SIP II was guided by a number of factors, including the need to increase the current size and capacity of URSB in terms of staffing, tools and equipment, and the need for more resources to adequately furnish its strategic and operational needs. ICT capabilities still remain inadequate to achieve the desired levels of transformation of services delivery.

Client Service management requires continuous improvement to meet the increasing demands and expectations of clients. A number of relevant laws and policies across the key services areas require review and harmonization. URSB needs to fast track acquisition of its own Offices. The current 4 Regional Offices and 3 Branches in Kampala are still an insignificant portion of the expansion program, which calls for more and stronger action to establish and operationalize more regional offices. Inadequate funding remains a key constraint to the Bureau. Strengthening monitoring and evaluation systems and Enhancement of Staff training and skills development requires further investment.

URSB recognizes that the successful implementation of SIP II is dependent on a number of factors, which are well defined to facilitate the smooth implementation of the plan. The plan implementation is also anchored on the financial year system of the Government of Uganda, as resource allocation from government is key for the effective implementation of the Plan.

The Bureau recognizes the role of partnership and collaborations as valuable aspects for the successful implementation of the SIP. The total amount required for the implementation of SIP II 2017/2018-2019/2020 is UGX 197.5 Billion. The Bureau expects to raise resources from a number sources including the GoU, Appropriation in Aid, JLOS, Company Contingency Fund, and other development partners.

Under SIP II, risks identification shall be in-built into the business processes. The identification and management of risks is fundamental to the realization of URSB’s corporate objectives. URSB shall continuously evaluate how these risks manifest at operational and tactical levels of its business during the period of this SIP. In addition, URSB shall develop initiatives necessary to ensure that the strategic risks do not affect the achievement of its Vision, Mission and strategic Objectives.

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INTRODUCTION01

1.1 This is the second Strategic Investment Plan for URSB, which runs from 2017

to 2020. This Plan is a successor of SIP I, which covered the period 2012-

2017. Overall, the Bureau achieved the targets set in the previous SIP I.

There were, however a number of challenges experienced, lessons learnt,

and new developments emerging in the sector. The SIP II is developed to

utilize the experiences generated and to provide direction to the Bureau.

The Bureau derives its mandate of promoting, registering and protecting

business enterprises, Chattels securities, intellectual property rights,

Marriages, Registration of charitable organizations, and providing Insolvency

Services from the URSB Act CAP 210 of the laws of Uganda.

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1.2 Background to Uganda Registration Services Bureau

Uganda Registration Services Bureau (URSB) is a statutory body that derives its mandate from The Uganda Registration Services Bureau Act, Cap. 210 of the Laws of Uganda. URSB was granted the Self- Accounting status in July, 2010.

Section 4(2) of URSB Act stipulates that the Bureau shall for the purpose of achieving its objects, have the following functions:-

i. To carry out all registrations required under the relevant laws;

ii. To maintain registers, data and records on registrations effected by the Bureau and to act as a clearing house for information and data on those registrations;

iii. To evaluate from time to time the practicability and efficacy of the relevant laws and advise the Government accordingly;

iv. To carry on research and also disseminate research findings in the fields covered by the relevant laws through seminars, workshops, publications or other means and to recommend to the Government any improvements in the relevant laws appearing to the Bureau to be required as a result;

v. To charge fees for any services performed by the Bureau;

vi. To perform any other function or to carry out such other activity as may be conducive or incidental to the efficient discharge of its objects or as the Minister may, by statutory instrument, direct.

URSB SERVICES OFFERED

Directorates Units

1. Directorate of Civil Registration 1. Public relations and Corporate Affairs

2. Directorate of Business Registration 2. Procurement

3. Directorate of Insolvency Services 3. Compliance and Enforcement

4. Directorate of Intellectual Property 4. Legal Services

5. Directorate of Internal Audit 5. Integrated Services

6. Directorate of Human Resource and Administration

6. Field operations

7. Directorate of ICT and Innovation 7. Chattels Registration

8. Directorate of Planning and Research 8. Central Registry

9. Directorate of Finance

1.2.1 The composition of URSB

URSB comprises of 9 Directorates and 8 Units namely:


1.3 Purpose and Objectives of URSB SIP II

The purpose of the SIP is to guide URSB in delivering on its mandate. The SIP is envisioned to be the tool that will provide the Bureau with a clear direction in terms of providing registration services in a reliable, predictable, and customer focused manner. The SIP will specifically enable the Bureau to;

1. Consolidate the gains from the previous SIP,2. Align the Bureau’s work to SDGs, Vision 2040, NDPII, and Sector Policy statement, and

NRM manifesto objectives,3. Provide direction to the Bureau for the next three years.

1.4 Methodology of Developing SIP II

The task of developing the SIP was undertaken as an in-house assignment at URSB. The Registrar General constituted a team for this purpose, structured into two: the Technical committee, and the Review committee, with representation from all the Departments. A nominee from NPA was part of the team.

The process was informed by analysis of the achievements, challenges and lessons learnt from evaluation of performance of the previous SIP I, analysis of the Bureau’s SWOT, stakeholder and client consultations and feedbacks, literature review, analysis of the current development needs and challenges of the country, examination of regional and international initiatives and commitments.

Consultations on the SIP II were made at all levels of the organization and the draft document presented to all staff for their final input in a general assembly of Staff of the Bureau, which was duly integrated. The last consultations and approval of the SIP II came from the Board of Directors of URSB.

1.5 The structure of the SIP II

The Structure of the SIP is in line with the provisions of the Sector Development Planning Guidelines and comprises the following:

a) Chapter one is the Introduction and presents the background to URSB, Purpose and Objectives of URSB SIP II, the Structure of the SIP II, Achievements under SIP I and alignment of the SIP II to key national and international frameworks,

b) Chapter two is the Situational Analysis and covers the Country context, the status of registration services in Uganda, analysis of Crosscutting Issues, Strategic and operational issues identified from the Situational analysis and organizational analysis of URSB,

c) Chapter three is the Strategic Direction of URSB which covers the Vision, Mission, Values and a framework of Strategic Objectives and respective Strategic Actions,

d) Chapter four is the Governance Structure and Risk Management which covers the SIP Implementation Matrix, Implementation approach, Organizational Structure, Risk management and Accountability,

e) Chapter five is on Financing Arrangements and covers funding sources and Expenditure estimates,

f) Chapter six is on Monitoring and Evaluation (M&E) and covers linkage between the M&E and Annual performance, Monitoring, Reporting, Evaluation, M&E Tools and Frameworks and the Results Matrix.

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1.6 URSB Achievements under SIP I

The first 5-year Strategic Investment Plan of URSB was implemented over the FYs 2012/13– 2016/17. Significant achievements were scored under this SIP. An end of term Evaluation of the SIP put its performance at 76%. The salient achievements under the SIP I are highlighted according to thematic areas below:

1.6.1 URSB legal, Policy and Institutional Framework

Under this theme the Bureau sought to review and formulate a number of laws and policies, review and implement a revised establishment structure, increase staffing and enhance staff knowledge and skills, establish local, regional and international partnerships, among others. The Bureau scored highly under this Objective as highlighted below:

A number of laws and Statutory Instruments were enacted, for instance the Companies Act 2012, the Geographical Indications Act, 2013, Industrial Property Act 2014, Chattels Securities Act 2014.

Marriage Act (Amendment of Second Schedule) Order 2012, the Marriage and Divorce of Mohammedans (Appointment of Registrars) Order 2012, the Marriage and Divorce of Mohammedans (Fees) (Amendment Order) 2012, and the relevant implementing regulations among others.

URSB Structure was reviewed, periodic Performance reviews carried out, a number of Staff capacity initiatives implemented. The period saw the growth of URSB Staff from 40 to 248.

URSB participated in a number Regional and local platforms and partnerships notably ARIPO, WIPO, ASSD, POSTA, DTB, UIA, FIA, UPF, MUBS, UFZA, UFMI, MOPS, Civil Service College Uganda, among others and established one stop shop with Partners such as KCCA, URA, NSSF, UIA, among others.


A steady growth was registered in Non-Tax Revenues collected over the SIP 1 period

UGX.123,928,842,937/= between July 2011/12 to June 2017.

MVRS outreaches in done in

39 Districts, 5 World IP days, 3 Insolvency Weeks and 3 Open Days during CSR Week implemented.

Over 90 Business clinics have been carried out

1.6.2 Customer-focused services delivery

The Bureau sought to decentralize its services, conduct outreaches, print and distribute registration materials, implement File re-organization and rehabilitation, standardize registration materials, Reporting and NTR collection. Performance evaluation done indicated that this objective was overwhelmingly achieved as highlighted below;

In the SIP period, URSB operationalized 4 regional offices Mbale, Mbarara, Gulu, Arua and 3 city branch offices in Kampala i.e. Nakivubo Mews Street, General Postal Office Building and UIA offices Twed Plaza and 44 TREP centers that have enhanced access to all the Bureau’s services.

The Bureau has established easy access to Registration Materials at different user points such as the U R S B website, Uganda bookshop KCCA, Local Governments, selected hospitals and Faith Based Organizations; File census and reorganization of records in the Business and Civil registries have been implemented and currently implementation of the Electronic Document Management System (EDMS) is going on to create an online file registry. Over 90 Business clinics have been carried out, MVRS outreaches in done in 39 Districts, 5 World IP days, 3 Insolvency Weeks and 3 Open Days during CSR Week implemented.

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Growth in physical performance and NTR collections Over the SIP I periodTable 1.1: Growth in physical performance in SIP I period

ITEM FY2012/13 FY2013/14 FY2014/15 FY2015/16 FY2016/17 CUMM

BUSINESS REGISTRATION

New Companies 17,424 16,305 18,798 19,267 19,404 91,198

Business Names 5,059 15,721 8,312 11,578 30,550 71,220

Legal documents 16,443 16,966 22,553 37,782 38,744 132,488

Debentures / Mortgages 772 1,211 1,083 1,076 983 5,125

Chattels 84 115 199 155 425 978

INTELLECTUAL PROPERTY RIGHTS

Trademark applications 1,936 2,383 2,789 3,048 2,807 12,963

Trade mark registrations 1,305 1,238 2,086 2,006 2,789 9,424

Trade mark renewals 415 492 834 1,028 1,108 3,877

Patent applications 16 8 8 6 30 68

Patent registrations 3 5 - - 8

Copy right applications 28 55 116 120 71 390

Copy right registrations 17 30 75 24 30 176

CIVIL REGISTRATION

Civil Marriages - Kampala 818 894 1,066 1,430 1,175 5,383

Adoptions 40 25 57 57 179

Single Statuses 218 277 320 340 310 1,465

Faith Based Marriage Returns 2,268 4,162 5,172 4,778 10,524 26,904

Civil Marriages returns from Districts 61 17 77 13 54 222

Certification of marriages (Civil, Church, Customary and single status letters)

620 1,003 1,070 1,263 2,135 6,091

Searches on Marriage Register 177 532 637 642 612 2,600

Search on Birth & Death Register 494 2,360 3,360 1,663 7,877

Customary marriages registrations 24 16 19 22 289 370

Total MVRS Birth Registrations 224,321 674,910 1,068,548 905,464 2,873,243

Special Licenses 84 202 117 87 17 507

NON TAX REVENUE COLLECTIONS

FY FY2012/2013 FY2013/2014 FY2014/2015 FY2015/2016 FY2016/2017

Amount (Shs) 20,646,797,322 20,374,150,626 23,479,348,677 26,881,242,437 32,547,303,875

The above table shows total registrations in all departments over the SIP period. Notable improvement were registered from Business names due to partnership of TREP arrangement, on spot registrations during business clinics and regional centers.

A steady growth was registered in Non-Tax Revenues collected over the SIP 1 period, totaling to UGX.123,928,842,937/= (July 2011/12 to June 2017).


Line graph showing NTR trend over SIP I period

The NTR growth trend can be explained by a number of factors, notably Zero tolerance to corruption, sensitization and awareness creation campaigns, steady and faster workflows, streamlined work processes, transparent and accountable customer-focused service practices and legal reforms among others.

1.6.3 Public and stakeholder awareness of URSB services

URSB conducted a successful sensitization campaign and planned to conduct sensitization and awareness activities, develop and implement a communications policy, initiate URSB user groups and interfaces, and conduct media campaigns.

A number of achievements were scored in these areas in the SIP period, namely; Over a million assorted IEC materials printed and distributed, 3 annual CSR weeks conducted, at the end of every calendar year and over 30 Promotion events held, Bride and Groom Expo, participation in the Career fair at MUBS, Insolvency Week, and Annual World IP day, among others.

Communication policy and strategy, branding manual and guideline on internal and external communications were developed and are in use.

Functional Online platforms have been established, namely Facebook, Twitter and Website with instant feedback Mechanism. A total of 367,727 visitors and 358,593 page views on the URSB website to date. The statistics on the business electronic licensing portal between June 2013 to June 2017 show a total 17,730 Users and 96,761 page views from 152 countries. All URSB Staff are on Closed User Group as an internal mechanism to facilitate smooth staff communication. All URSB Staff are on Closed User Group, as an internal mechanism to facilitate smooth staff communication.

Communication and engagement with stakeholders to improve awareness about URSB Services has been facilitated through several media platforms, notably Quarterly Media engagements, over 30 TV advertisements, over 200 Radio jingles 20 TV Talk shows, 60 Radio talk shows, and over 30 Newspapers advertisements.

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1.6.4 Accountability and Human Rights approach in URSB

Services delivery

Under this Objective, the Bureau sought to set, publish and enforce service delivery standards, establish a comprehensive feedback mechanism, implement anti-corruption initiatives, strengthen and facilitate internal audit structures, among others.

Work flow charts were developed and are in use, Company registration turnaround time reduced from 30 days to 3 hours and Queue management System in place.

Feedback mechanisms have been improved due to presence of functional websites with feedback loop, display of client and customer relations for instant queries, a functional Call Centre, Social Media Platforms-twitter and face book and walk-in client handling Policy. The Bureau successfully updated the code of conduct and conducted integrity and anti-corruption trainings for Staff conducted.

Established and internal audit department that conduct all routine and mandatory audit exercises in a timely, manner. The Bureau seeks to consolidate and build on these achievements in the SIP II.

The Chairperson receiving JLOS award of execellence from Hon. Minister of Justice and Constitutional Affairs


1.7 Alignment of SIP II to key national and International Frameworks

1.7.1 Alignment of SIP II to the SDGs and NDPII

This Strategic Investment Plan is aligned to Sustainable Development Goals, specifically Goals 8 on promoting decent work and economic growth, 9 on promoting industry, innovation and infrastructure, 16 on peace, justice and building effective and accountable institutions. It is further aligned to Vision 2040 especially on the shared focus on promoting Uganda’s competitiveness as a key macroeconomic strategy for the country, NDP II specifically Objective 1 on increasing sustainable production, productivity and value addition in key growth opportunities; The NRM Manifesto, which specifically emphasizes the need to reduce cost of doing business across the country, and promoting private sector participation in Public Private Partnership.1

The NDP II specifically sets to improve the ‘doing businesses and trade environment through multi-faceted and targeted strategies, some of which are marked out for URSB. The National Development Plan is the overarching policy and development framework for Uganda for the next five years (2015/16 – 2019/20). The theme of the NDP II, is “Strengthening Uganda’s competitiveness for sustainable wealth creation, Employment and inclusive growth” has strategies that include, among others continuously reducing the cost of doing business, improving public sector management, effectively delivering basic services and improving skills and innovation. These are areas that are pertinent to the work of URSB.

Further, there are also a number of other priorities of URSB which are in line with the different objectives of the NDPII as indicated in the table below, which further underlines the alignment between the two plans.

1 NRM Manifesto 2016

Broad objectives of NDP II URSB Development priorities addressed in the SIP

Objective 1:Increase sustainable production,

productivity and value addition in key growth

opportunities

1. Establish and operationalize the Chattels Registry

2. Promote productivity innovation and value addition

through registration services

3. Business rescue and Rehabilitation services

Objective 2: Increase the stock and Quality of

strategic infrastructure to accelerate the Country’s

competitiveness

1. Achieve total automation of URSB services

2. Develop the required infrastructure to facilitate

expanded services delivery

Objective 3: Enhance Human Capital Development 1. Enhance Staff skills and knowledge development

2. Implement the reviewed URSB Structure

3. Carryout Staff Capacity building in Customer Care

Objective 4: Strengthen mechanism for quality,

effective and efficient services delivery

1. Opening functional Service points across the country

2. Strengthen existing partnerships

3. Enforce compliance with Service delivery standards

Table 1.2: URSB priorities mapped to NDPII Objectives

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1.7.2 Alignment of the SIPII to the JLOS SIPIV

The Justice Law and Order Sector (JLOS) is a sector wide approach that brings together 17 institutions responsible for administering justice, maintaining law and order and promoting the observance of human rights. URSB is a member of JLOS. JLOS recognizes the contribution of URSB in improving the overall ‘Doing Business’ environment in the country in aspects such as starting businesses and liability companies, registration of documents, patents, trademarks, other business instruments and other services. Within the JLOS SIPIV, specific commitment is made to support URSB to improve the lead times for the services offered, and make services more efficient, effective and client-friendly.

In the JLOS SIP IV, URSB is specifically mentioned for strengthening among the business registries, together with DCIC, NIRA, NGO board under objective 1 which is about strengthening commercial justice and the environment for competitiveness.

As indicated in the table below, there are also a number of other priorities of URSB which are congruent to the different objectives of JLOS SIP, indicating the alignment between the two plans.

Broad objectives of JLOS SIP III URSB Development priorities addressed in the SIPII

Objective 1:Stregthen commercial Justice and the environment for competitiveness

Review relevant laws and policies

Effective enforcement of laws

Establish Local, regional and International Partnerships

Enhance Staff skills and knowledge development

Business rescue and Rehabilitation services stepped up

Planning, Monitoring and Evaluation strengthened

Research and learning promoted in URSB services delivery

Objective 2: Enhance infrastructure and access to JLOS

Establish and operationalize the Chattels Registry

Accessibility to URSB Services increased across the coun-try

Total automation of URSB services achieved

Develop the required infrastructure to facilitate expanded services delivery

Objective 3: Promote the observance of Human rights and fight corruption

Promote internal compliance and control mechanisms

Develop and implement measures to promote Human Rights Observance

Table 1.3: URSB priorities mapped to JLOS SIPIV Objectives


SITUATIONAL ANALYSIS02

2.1 This section presents the Situational Analysis and covers the Country

context, the status of registration services in Uganda, analysis of

Crosscutting Issues, Strategic and operational issues identified from the

Situational analysis and organizational analysis of URSB.

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2.2 Country Context

2.2.1 Demographic Profile

Uganda is a landlocked country in East Africa bordering Kenya, Tanzania, Rwanda, South Sudan and the Democratic Republic of Congo.

37,588,915 million

51%

49%population is projected at 56%

population is below 18 yrs

78%population is below 30 yrs

The life expectancy at birth

53.1 years for male

82.6%for males

16.9%Baganda

9.5%Banyankole

8.2%3

Basoga

41.9%Roman Catholics

64.6%for females 42%

Protestants

12.1%Muslims

55.86 years for female

Uganda Demographic profiles (2014)2 and Mundi, 2014.

The literacy rate The population is divided roughly into three major religious groups

There are many different ethnic groups in Uganda and the three largest are

2 Uganda Demographics Profile 2014 http://www.indexmundi.com/uganda/demographics_profile.html3 Uganda Demographics Profile 2014 http://www.indexmundi.com/uganda/demographics_profile.html


2.2.2 Economic Context

Uganda is endowed with significant natural resources, including ample fertile land, regular rainfall, and mineral deposits. Uganda however still remains among the world’s poorest countries with thirty one per cent (31%) of the population still living below the national poverty line - on less than one US Dollar a day and the national income per capita standing at 490 US dollars 4 , World Bank, (2011). In fact the World Bank puts the population of Ugandans living below Poverty line 37.7% of the population, World Bank (2014)5. Uganda has one of the highest fertility rates in the world at 7 children per woman. The infant mortality rate stands at 65 children per 1000 live births and maternal mortality at 506 per 100,000 live births. Life expectancy averages at 51.9 years and the HIV prevalence is at 5.4%. This context is complex and certainly requires strategic interventions that will improve the function of registering interests.

Uganda’s economy has grown at a slower pace recently thus reducing its impact on poverty. Average annual growth was 4.5% in the five years to FY 2016, compared to the 7 %achieved during the 1990s and early 2000s. The economy has since faced headwinds, including adverse weather, the civil unrest in South Sudan, global economic uncertainties, and private sector credit constraints.

4. World Development Indicators database, World Bank, 1 July 2011 http://siteresources.worldbank.org/DATASTATISTICS/Resources/...5. World Bank (1993) estimated two relative poverty lines for Uganda, US $110 and US $55. The US $110 represents the minimum per capita income at which the poor can meet basic food needs and other non-food expenditures and the US $55 represents the minimum per capita income at which only basic food needs can be met

As the economy becomes more resilient and election-related uncertainties recede, the economy is expected to grow at 4%–5% during FY2017/2018 as the impact of the drought recedes, and the execution of the public projects improves. This rate of growth is expected to accelerate to about 5.1% in FY2018, and average 5.6% in FY2018/19. In the short term, large public sector infrastructure projects will continue to be the main driver of economic activity, partly on account of the accelerated development and construction of oil-related infrastructure.

The country’s economic growth faces a number of risks: delayed completion of the massive public infrastructure program; regional instability; global uncertainty; and credit market constraints. The weather- and climate-related changes are also a source of vulnerability for agriculture, and a further slow-down in the Chinese economy could adversely impact Uganda’s investments in infrastructure. The risk of debt distress remains low with the present value of public debt at 36% of GDP.

As the economy becomes more resilient and election-related uncertainties

recede, the economy is expected to grow at 4%–5% during FY2017/18 as

the impact of the drought recedes, and the execution of the public projects

improves. This rate of growth is expected to accelerate to about 5.1% in

FY2018, and average 5.6% in FY2018/19.

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2.2.3 Policy and Legal Framework

URSB operates in a robust national legal and policy context. URSB therefore guided by, and is responsible for implementation of the following laws, aligned by the respective core service areas:

S/N Service Area Applicable laws Relevance

1 Civil Registration services

Marriage Act cap 251 Mandates URSB to register monogamous marriages conducted in Uganda

Conduct and register marriages by the Registrar General’s Office

License places of worship to celebrate marriages

Marriage and Divorce of Mohammedans Act cap 252

Mandates URSB to register marriages and divorces conducted under the Islamic faith

Hindu Marriage and Divorce Act Cap 250

Mandates URSB to register marriages conducted under the Hindu Faith

This registration enables URSB to charge a fee

Customary Marriage(Registration Act) cap 248

Mandates URSB to register marriages conducted under the Cultural norms and rites

This registration enables URSB to charge a fee

2 Businesses Registration Services

The Companies Act No.1 of 2012 The Companies Act amended And reformed the law relating to the incorporation, regulation and administration of companies and make provisions for related matters

The Partnership Act 2010 An Act relating to the law of partnership

The Registration of Documents Act Cap 81

An Act to provide for the registration of firms and persons carrying on business under the business names and for connected purposes

The Business Name Registration Act, Cap.109

An Act relating to the registration of documents

Chattels Securities Act 2014 An Act to regulate the making and enforcement of Security Interests in Chattels

The Finance Act 2013- viz the taxes and duties (provisional collection) Order No.27 of 2013

The Finance Act sets out the different fees charged for the different services

The Companies (High Court) (Fees) Rules SI 110-4

The fees Rules sets out the fees payable to the registrar of the High Court or official receiver

The Business Names Registration (Amendment) Rules 2005 SI 109-2

The Amendment Rules amended SI 14/1975 that substituted the rules on the fees charged on registration of documents

The Stamps Act 2014 This Act lays out the stamp duty payable for the different tax heads

The Companies (General) Regulations SI 7 of 2016

Companies (General) Regulations were amended last year to operationalize the Companies Act 2012

The Regulations operationalize the Companies Act

The Companies (Powers of the Registrar) Regulations 71 of 2016

Powers of Registrar Regulations spells out the powers of the Registrar under the Companies Act 2012

The Companies (Single Member) Regulations 72 of 2016

Single member Regulations governs and operationalizes single member companies under the Companies Act

The Partnership Regulations 15 of 2016

Partnership Regulations operationalizes the Partnership Act


Other applicable laws that have crosscutting bearing on URSB operations include the following:

i. The Public Finance Management Act (PFMA) 2015 and Public Finance Management Regulations 2016

The PFMA and Regulations provide a comprehensive framework for financial management by all public agencies. As a public agency, URSB is guided by the PFMA and Regulations in carrying out the Budget processes, expenditure management, in-year as well as multiyear reporting and preparation of annual accounts.

ii. The Employment Act 2006

The employment act provides the basis for the relationship between the employee and the employer, and all other matters connected to the same. In URSB, the Human Resource Policy that provides for recruitment, stay and exit of employees and all other related matters are premised on the employment act, as well as the Government of Uganda Standing Orders.

The other applicable laws include:a) The PPDA Act, 2014b) The National Audit Act c) Workman’s Compensation Act

3 Intellectual Property Registration services

Trademarks Act 2010 It enables URSB conduct the following registrations:

Application of trademarks Registration of trademarks Receiving oppositions Renewal of trademarks Post certificate changes

The Copyright and Neighboring Rights Act 2006

Provides for protection of literary, scientific and artistic intellectual works, neighboring rights and establishment and regulation of collecting societies.It also provides for registration of copyrights and related matters.

The Industrial Property Act, 2014 (Patents, Utility models, industrial designs)

Provides for registartion of patents, utility models and industrial designs and promotion of innovative activities to facilitate technology acquisition through regulation of relevant industrial properties.

Banjul Protocol on Marks Designation of trademarks for Uganda

Harare Protocol on patents and designs

Designation of patent and designs for Uganda

4 Insolvency/Liquidation

The Advocates Act Cap 267 Provides for regulation of legal practitioners and established the Law Council as the regulatory and disciplinary body for all advocates in Uganda;

The Uganda Law Society Act Cap 276

Established the Uganda Law Society as the professional body for advocates in Uganda

The Accountants Act 2013 Provides for the establishment of the Institute of Certified Public of Uganda (ICPAU) as regulator of all practitioners of accountancy in Uganda

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2.2.4. Crosscutting Issues

A. Gender

The national Gender Policy provides the following specific strategies to be implemented across Government:

i. Developing and implementing interventions that respond to diverse Livelihood needs of women and men;

ii. Developing and promoting labor and time saving technologies for the poor women and men;

iii. Developing incentive frameworks to improve the earning potential of poor women and men for improved productivity and output;

iv. Promoting social protection interventions for poor and vulnerable women and men; and

v. Developing strategies to eradicate the child labor incidence with emphasis on the exploitation of the girl child.

A review of performance and Plans of URSB so far show significant strides and actions by URSB in advancing the national gender policy, as indicated below:

i. Gender-sensitive language: All communication addressing staff makes women and men equally visible. This applies to, amongst others, forms, documents, telephone directories, texts on the intranet and the internet. Attention is also paid to a gender-sensitive choice of images when preparing public relations material.

ii. Gender-specific data collection and analysis: Data is collected, analysed and presented by gender. Social dimensions, such as age, ethnicity, income and level of education are reflected where applicable.

iii. Equal access to and utilisation of services is promoted. Services of URSB are accessed by both women and men. Special consideration for youth and women who are marginalized in formal business have been put in place to encourage them access more of URSB services. Our offices providing the services across the country are structurally gendered and barrier free where possible (e.g. gendered signage, sufficient lighting, avoiding potentially frightening situations as in poorly accessible basement archives, access without steps)

iv. Women and men are equally involved in decision making: There are targets for a balanced gender ratio at all levels of decision making. Currently in the Senior Management team, the percentage of men and women on the senior management team is 54% and 46 % respectively. When appointing working groups, project teams, committees and advisory boards, as well as when organising events, gender is factored in to maintain a proper balance.

v. Equal treatment is integrated into steering processes: Steering instruments include quality management and gender budgeting, amongst others. Paying attention to the different circumstances of women and men has enhanced URSB’s success rate, effectiveness and maximum utilisation of staff and funds.

vi. Recruitment and selection: Basic questions on a person’s understanding of ‘gender equality’ are included in recruitment interviews, to ensure that all staff joining URSB know that it promotes and up holds gender equity.


vii. Regular review of the HR Manual and policies: the manual illustrates a clear description of the type of actions and behaviors that will not be tolerated and what positive steps should be taken to ensure equality such as sexual harassment, it ensures that it provides awareness of unacceptable behaviour of either a sexual nature or on the basis of gender.

viii. Gender Balance at the workplace: URSB monitors the gender balance within divisions/departments, sections and job grades. Where a serious imbalance exists URSB ensures that in future recruitments, applicants from the underrepresented sex are invited. In drawing up job specifications, URSB avoids any language which might indicate ‘gender’ stereotyping.

ix. Gender in staff management: In order to work towards increased gender equality, ‘gender’ has been integrated into staff management, performance management systems and work plans. Managers discuss plans and progress on gender with the staff they manage in one to one meetings, appraisals, programme, to ensure that any issues arising are addressed.

x. Staff Development: gender equality is fully considered in relation to staff accessing development opportunities in line with the learning and development policies and in reward structures. Staff are not unfairly excluded from receiving appropriate pay and benefits.

B. Human Immune Deficiency Virus (HIV)

The URSB Human Resource Policy Manual provides comprehensive framework for the management of HIV AIDS at the workplace in URSB.

The purpose of the policy framework is to ensure a consistent and equitable approach to the prevention of HIV/AIDS among employees and their families, and the management of the consequences of HIV/AIDS, including the care and support of employees living with HIV/AIDS. Specifically, the URSB HIV AIDS workplace policy aims to:

i. Provide a working environment that promotes prevention of HIV infection for all URSB employees;

ii. Provide a supportive environment to URSB employees who are living with HIV/AIDS and their immediate families;

iii. Mitigate the impact of HIV/AIDS at the workplace;

iv. Promote individual and collective responsibility in the fight against HIV/AIDS among employees and their immediate families;

v. Prepare staff for voluntary HIV tests and counselling.

URSB shall not subject employees to mandatory testing as a prerequisite for

recruitment, promotion or any other benefits. However, URSB shall promote

and facilitate access to voluntary confidential testing with counselling for all

employees.

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The URSB HIV AIDs Workplace Policy rests on the following general principles:

a) The policy upholds the public health rationale for respecting the human rights, privacy and self-determination and responsibility of persons living with HIV/AIDS to protect others from infection, and the right of society to that protection.

b) URSB shall not discriminate or tolerate discrimination against employees or job applicants on grounds of HIV/AIDS status.

c) While URSB recognizes that there are circumstances unique to HIV infection, this policy rests on the principle that HIV infection and AIDS should be treated like any other serious condition or illness that may affect employees.

d) URSB’s commitment to maintaining a safe and healthy work environment for all employees is based on the recognition that HIV is not transmitted by casual contact.

The URSB HIV AIDs Workplace Policy further spells out the right(s) of employees living with HIV/AIDS, as follows:

i. Employees living with HIV/AIDS shall be protected against discrimination, victimization and harassment. Normal organization disciplinary and grievance procedures shall apply equally to all employees, as will the provision of information and education about HIV and AIDS.

ii. No employee shall suffer adverse consequences, whether termination or denial of appropriate alternative employment opportunities on the basis of HIV infection.

iii. URSB shall not subject employees to mandatory testing as a prerequisite for recruitment, promotion or any other benefits. However, URSB shall promote and facilitate access to voluntary confidential testing with counselling for all employees.

iv. URSB recognizes the sensitivity that surrounds HIV/AIDS infection and undertakes to handle matters in a discreet and private manner.

v. When an employee with HIV/AIDS discloses his/her status to Management, URSB shall keep the identity of such a person confidential.

The URSB HIV policy framework further provides for other forms of support to staff in relation to HIV/ AIDS that include awareness and education, care and support as well as other health care arrangements.

C. Environment

The Bureau automated the registration systems which have enhanced the workflows in the registration processes. Automation of registration systems has reduced on the use of paper work and encouraged proper use and management of the environment. Mechanisms have also been put in place to ensure proper disposal of ICT hardware in a way that is less hazardous to the environment.

In addition, URSB annually participates in Corporate Social Responsibility events which encourage and promote environment conservation practices in Uganda. This is done through sensitizing the community on harmful effects of environment degradation and its impact on the production in operating businesses in the economy in the long run.

URSB plans to introduce centralized printing system to reduce on paper waste, use of tonner and redundant ICT equipment.


2.3. Status of Registration Services in Uganda

Uganda is ranked at 115th out of 190 economies in doing business, the Doing Business Report 2017 ranks Uganda 165th out of 190 on the Starting a Business Indicator and 111th out of 190 in resolving insolvency matters. The start of business in Uganda undergoes 13 procedures that take 26 days and cost 37.1% of the income per capita without a functional One Stop Centre. The Bureau has since established a functional Business facilitation center (one stop center model) and with introduction of automation and business registration system there has been reduction in turnaround time taken to register business, from 30 days to 4 hours and instant name search.

The most recent reforms that have improved doing business in URSB include the Business Registration System (BRS) which is accessible online for registration of Companies, Business Names, and EDMS/File rehabilitation that have enabled instant searches.

The process of starting a Business involves four agencies, namely URSB for incorporation of Companies, URA for issuance of Tax identification Numbers (TIN), and KCCA, which issues trading licenses, and NSSF for Social Security registration. URSB has joined into partnership with the mentioned Agencies under the TREP arrangement to improve the doing Business environment. TREP is currently operational in 44 locations throughout the country. Despite these improvement, some gaps still remain in registration which include; insufficient knowledge among clients on procedures and processes of URSB services, need for transactional licensing portal, provision of all online services and the need for a centralized Information Management System.

The start of business in Uganda undergo 13 procedures that take 26 days and

cost 37.1% of the income per capita without a functional One Stop Centre. The

Bureau has since established a functional One Stop Centre which has led to

reduction in procedural steps and amount of time taken to register a business.

2.4. Key strategic and operational issues identified from the situational analysis

From the situational review carried out above, the following issues and gaps have emerged as pertinent for attention in URSB SIPII. These issues provide the basis for the priorities that guided the formulation of URSB SIPII.

a) The delayed implementation of URSB approved structure has hampered achievement of organizational objectives.

b) Inadequate resources to meet our capital development and operational needs.

c) The level of ICT infrastructure still remains inadequate to achieve the desired levels of transformation of services delivery. Lack of a harmonized and centralized information system, and ICT hardware, software and maintenance requirements still remain under resourced.

d) Client Service management requires continuous improvement to meet the increasing demands and expectations of clients

e) There are still a number of relevant laws and policies across the Key services areas of the Bureau that require review and harmonization.

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f) Lack of own Office space, given the sensitive nature of the business of URSB, and large clientele. URSB needs to fast track acquisition of its own Offices.

g) Despite URSB’s commitment to provide its services across the entire Country there is still limited access to registration services.

h) Strengthening Monitoring and Evaluation systems to establish clear results chain and improved data management.

i) Enhancement of Staff training and skills development.

2.5. Organizational Analysis

During the strategic planning process, an environmental analysis of the Bureau was carried out using the Strengths, Weaknesses, Opportunities and Threats (SWOT) tool in order to build a firm foundation upon which the next three years will be based. The partnering of the different elements and the extensive data collected as a result of the analysis served as a spark for roundtable discussions and generation of new strategies. The SWOT results are presented in table below;

Strengths• Sole provider of registration Services related

to Insolvency, Business, Intellectual Property rights and Marriages

• Existence of registration services in regional offices• Vibrant PR platform with an active website• Reliable Registration Services in the Country• Zero tolerance to corruption• Competent and committed staff• Established and functional partnerships

with the private sector GoU, Development partners

• Automated registration

Opportunities• A large existing informal Sector• Good governance and supportive political

environment• Assured demand for registration services• Existence of Supportive international and

local strategic partners• Provision of expanded Internet

infrastructure by Government to the public• Innovative and entrepreneurial culture• Emerging corporate culture• Increase in Faith Based organizations.

Weakness• Inadequate Resources• Limited coverage of URSB Services• Limited integration of Information

Management System• Limited O&M budget for acquired ICT

Equipment.• Inadequate Staffing at the Bureau• Undocumented procedural manuals• Outdated laws• Low levels of enforcement of laws• Absence of sanctions of law for non-

registered companies

Threats• Delay in financing the newly approved

organizational structure for URSB• Limited MTEF allocations.• Low levels of awareness of services

offered• Regular technological changes• Cyber Security

INTER

NA

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SEX

TERN

AL FA

CTO

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THE STRATEGIC DIRECTION OF URSB03

3.1 URSB Strategic direction for the period 2017/18-2019/20 is informed by a

review of its operational context, including the legal, policy and institutional

context, the gains, gaps and lessons learnt as well as the emerging issues of

the previous period. The priorities identified for SIP II seek to consolidate

the achievements URSB has made, harness the existing opportunities

and address the weaknesses and challenges identified. The priorities are

envisaged to take URSB to a higher performance level.

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3.2. The Vision, Mission, Values and Strategic objectives of URSB

URSB will be guided by the following pillars in implementing the strategic plan:

3.2.1 MandatePromote, register and protect business enterprises, Chattels securities, and intellectual property rights, Marriages and provide Insolvency Services

3.2.2 VisionCentre of Excellence for Reliable Registration Services

3.2.3 MissionTo provide accessible, reliable & innovative registration services for a formalized economy

3.2.4 The Theme Core Values

Theme of URSB SIP II

The theme for URSB’s SIP II is “Contributing to Uganda’s Competitiveness through increased access to registration services”

Customer value proposition:

URSB is committed to offering quality and timely services.

Core Values

Professionalism, which demands, inter alia, a thorough knowledge of one’s field of endeavor as well as demonstration of skill, high ethical standards, and respect for URSB’s clients and other stakeholders shall be always upheld in URSB.

Integrity, which is about knowing and doing what is right. In doing our work we will set standards of behavior and stick to them even in difficult situations, stand up for what we believe is just and good, remain sincere in words and actions as well as dedicated and self-controlled, even in the face of challenges.

Teamwork, will be upheld as a key value to the successful achievement of URSB’s endeavors, right from the sharing of a common vision, mission and objectives, to the mutual support that individuals are expected to extend to one another to ensure cost effective implementation of planned progams.

Excellence, will be upheld through setting the required standard in service delivery, and through a commitment to excellence, innovation, ongoing learning and continuous improvement.

Customer Centric which is about ensuring that all processes in the Bureau are designed and executed with a strong focus on customer satisfaction. The Bureau shall build and implement proactive customer care approaches and ensure its leadership, management and all its staff are deliberately involved in matters of customer care.

Accountability, which is about being responsible for actions taken, being able to explain, clarify and justify actions. In URSB we remain cognizant of this duty and the fact that our purposes must be for the benefit of the public.


The URSB strategic objectives are the long-term organizational goals

that convert the mission statement from a broad vision to more specific

interventions.

3.2.5 URSB Strategic Objectives

The URSB strategic objectives are the long-term organizational goals that convert the mission statement from a broad vision to more specific interventions. They set the major benchmarks for success and are designed to translate the mission statement to be used by management in making decisions. Four strategic objectives have been developed for the period 2017-2020:

1. Strengthen Institutional capacity of URSB to deliver on its mandate2. Improve access to registration services3. Enhance public and stakeholder awareness of URSB services4. Strengthen Research and Advisory function.

The above objectives of the strategic investment plan are expected to translate into achievement of the following outcomes, to be measured through the respective indicators:

3.2.6 Outcome Framework

The table below provides the expected results (outcomes) to be achieved, aligned to each of the 4 strategic objectives, with the respective indicators.

Strategic Objective Expected Outcome(s) Indicators

1. Strengthen Institutional capacity of URSB to deliver on its mandate

High operational efficiency with 80%+ performance achieved on the aggregate of all indicators annually

At least 5% increase in compliance with laws regulations and policies relating to all registration services

Performance level achieved in the GAPR

Compliance levels achieved in the annual, midterm and end term SIP evaluation Reports

2. Improve access to registration services

2% reduction in the size of informal Sector over the SIP II period

20% increase in uptake of Registration services from Regional Centers

30% increase in NTR over the SIP II period

Change in size of the informal sector in UBOS Business Survey

Change in uptake of Registration services, from URSB’s service delivery surveys

Change in NTR

3. Enhance Public and Stakeholder awareness of URSB Services

At least 30% increase in uptake of all registration Services over the SIP II period

Change in uptake of all Registration services from URSB service delivery surveys

4. Strengthen Research and Advisory function

80% of planned surveys and studies carried out

M&E plans implemented

URSB Annual statistical abstract produced

Percentage of planned surveys and studies implemented

M&E reports in place

Whether Statistical abstracts are in place

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3.2.7 Strategic Actions

Strategic Objective 1: Strengthen Institutional capacity of URSB to deliver on its mandate

Strategic Action 1.1: Review Legal, and Policy framework.

The action will focus on identifying gaps in the existing laws and policies that form URSB’s working environment. The Bureau will lead and participate in processes to bridge such gaps, to continuously improve the environment in which it operates to achieve its mandate.

Strategic Action 1.2: Strengthen Financial Management system.

URSB will further strengthen its systems for collecting, managing and accounting for resources to enhance accountability and transparency. This will involve reviewing the existing financial management policy in a consultative process.

Strategic Action 1.3: Develop human rights observance policy.

The Bureau will review all existing internal plans and policies to ensure compliance with human rights principles. All policy processes will be informed by human Rights considerations.

The Bureau will further build capacity of its staff on the Human Rights based Approach Planning tool recently developed and disseminated by NPA, to ensure that the basic human rights and freedoms are respected, upheld and promoted in URSB services delivery, as provided in Article 20 of the Constitution of Uganda.

Strategic Action 1.4: Develop Board & Staff Capacity development strategy.

The function of continuously building the capacity of board members and staff is a prerequisite for the Bureau to excel in delivering services. The Bureau will review and update staff development plan, organize and facilitate tailor made staff trainings, conduct routine staff mentorship and coaching sessions, review and update the reward system. Other areas will include BOD retreats and a range of specialized and general staff trainings.

Strategic Action 1.5 Operationalize URSB Structure.

The Bureau has recently undergone an organization-wide review of its structure, processes and operations, which has modified the existing structures, created new positions, and expanded staff numbers. The key issues to focus on in implementation of this reformed structure include fitting and re designating the current staff within the reformed structure, based on the individual qualifications, competencies and experiences versus the specifications in the reformed structure, implementing the reformed salary structure, recruitment of new staff, retraining existing ones, and acquiring the requisite tools and facilities for the new staff.

URSB will further strengthen its systems for collecting, managing and accounting for resources to enhance accountability and transparency. This will involve reviewing the existing financial management policy in a consultative process.


Strategic Action 1.6: strengthen the Audit function.

The Bureau will facilitate continuous professional development of auditors as a strategy to enhance their capacity. In addition, the Bureau will train the audit committee of the board to enable them effectively perform their roles. The Bureau will further develop risk management, control and governance mechanisms; appraise the use of resources with regard to economy, efficiency, and effectiveness.

Strategic Action 1.7: Strengthen enforcement and compliance.

The URSB Act (CAP 2010) provides the purpose of the Bureau as being to carryout registration and collection and accounting for revenues under various laws for enforcement and administration of those laws. Enforcement and compliance with relevant laws, regulations and procedures is therefore at the heart of the Bureau’s mandate. Strengthening enforcement and compliance will therefore involve carrying out regular reviews of workflow procedures and processes and advising on necessary reforms, developing and implementing a framework for risk assessment, developing risk mitigation strategies and effectively handling Clients complaints relating to noncompliance across all services of the Bureau.

Strategic Action 1.8 Develop a Resource Mobilization plan

URSB will develop a resources mobilization plan to enhance effectiveness and sustainability of its operations. The Bureau will conduct a resource provider’s mapping exercise to determine the relevant providers, articulate a plan for engagement of the different entities into an overall resource mobilization plan, which will be executed over the strategic plan period.

Strategic Action: 1.9 strengthen the support function of the Bureau

The Bureau will work towards improving the different support functions of Finance, Human Resources and Administration, Procurement, Corporate communications, Planning, Research and M&E among others. This support will be implemented through increased staff training in the relevant spheres, improved tooling and equipment as well as refining the existing planning, and implementation frameworks with a view of achieving improved outcomes.

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Strategic Action 2.1: Fully automate registration services.

This action will focus on digitalization of all registration services, establishment of a transactional inter agency E- licensing portal, web based online module for filling all forms, documents and enabling search functions, creation of an online directory and information portal for legal entities, rolling out CRIMS to selected duty bearers (Kampala Metropolitan licensed churches and CAOs). It will also standardize and securitize all registration certificates and ensure data capture, indexing and digitization of all Registry records.

Strategic Action 2.4: Streamline Service delivery standards

For this intervention, the Bureau will establish service delivery standards, review and update Client Charter, and establish internal service standard guidelines.

The service standards are envisioned to bridge the gap between customer expectations and perceptions and the actual services delivered. Interventions in closing the gaps will include regular customer surveys, service design and standards, establishment of customer driven standards and qualification for the ISO certification mark.

Strategic Action 2.2: Strengthen existing & roll out new service Centers.

The Bureau will conduct a feasibility study to inform the establishment of other service centers across the country and carryout retooling of existing regional offices, in line with the requirement in the National Development Plan II PIP Project 733.

Strategic Objective 2: Improve access to registration services.

Strategic Action 2.3: Strengthen existing relationships and Create new Partnerships

The Bureau will establish new partnerships and strengthen existing relationship with agencies involved in start of, and doing business (NSSF, KCCA, MOLG, UMEME URA, NIRA UNBS). The Bureau will also engage traditional/ cultural leaders in promoting formalization of customary marriages, protection of intellectual property in traditional knowledge and expressions and mitigating early child marriages in Buganda, Busoga, Toro, Bunyoro, Teso, Lango and Acholi), faith based organizations, integrate some of URSB systems with strategic partners, strengthen linkages with government Agencies and embassies to enhance synergies that promote compliance with existing laws. The Bureau will establish and support Technology and Innovation Support Centers (TISCS) for both Public and Private Institutions and establish and operationalize One Stop Center in various districts.


Strategic Action 2.5: Develop a strategy to empower vulnerable groups to formalize

The Bureau will conduct tailored initiatives for women, PWDs and youth to address registration requirements. In addition, the Bureau will review operational standards for promoting Women and Youth up take of registration services and strengthen engagement with vulnerable groups, like PWDs, elderly in accessing registration services.

Strategic Action 2.6: Strengthen Corporate Rescue framework

This action will be executed through promotion of best business practices in business management for new companies, strengthening Insolvency cross border regulations and development of Insolvency Practitioner’s register.

Strategic Action 2.7: Establish and operationalize new registries

The Bureau will invest in building capacity to implement new laws, notably chattels, and geographical indications. The Bureau will also equip, furnish and retool divorce, and IP registries. The Bureau will in addition strengthen the ICT function and upgrade registration services to efficiently carryout e-search, e-payment, e-registration systems.

Strategic Objective 3: Enhance public and stakeholder awareness of URSB services

Strategic Action 3.1: Conduct a stakeholder mapping

The Bureau will identify stakeholders; carryout needs assessment of key stakeholders to identify areas of cooperation and improvement. The process will involve defining the

The service standards are envisioned to bridge the gap between customer expectations and perceptions and the actual services delivered.

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The Bureau will establish a mechanism through which compliant users can be recognized and rewarded on a regular basis. Internally, the recognition and reward approach will be used to appreciate employee valuable contributions to the Bureau.

Bureau stakeholder’s and conducting analysis of the stakeholders by impact and influence. Further, planning and management of stakeholder communications and reporting will be carried out. In addition, URSB will conduct stakeholder engagements on various URSB services.

Strategic Action 3.2: Develop needs based Information products (IEC)

The Bureau will develop, design and print, IEC materials to be used for senstising the public about URSB services. The IEC materials will be translated into local languages namely Luganda, Runyakitara, Lumasaba, Kiswahili, Ateso, Luo and Lugbara to create countrywide awareness about our services.

Strategic Action 3.3: Develop Client based feedback mechanism

URSB will develop client based feedback mechanism by designing an online platform (automated responses, instant feedback to Clients). The SMS platform is a faster and easier way for interacting with clients.

Strategic Action 3.4. Conduct Public and Media campaigns:

URSB will continue its public sensitization and media campaigns to continuously enhance public awareness about its different services, processes and how to access the services. This will take various forms, including but not limited to media programs on Television and radios, holding and participating I open days, conducting mobile clinics, use of social media platforms, among others.

Strategic Action 3.5: Develop a communication strategy

The Bureau will develop a communication strategy intended to support the achievement of its mission and goal, engage effectively with its stakeholders, enable a clear understanding of its work by the public and influence behavior and perception, where necessary. The Bureau will further invest in print media (articles, adverts, strips, feature stories, and newspaper pullouts), conduct radio talk shows in both English and local languages, run Television talk shows, jingles and adverts, and brand vehicles including commuter taxis and long route public service taxis, all in efforts to reach out to the public with appropriate messages.

Strategic Action 3.6: Establish a recognition and rewards system

The Bureau will establish a mechanism through which compliant users can be recognized and rewarded on a regular basis. Internally, the recognition and reward approach will be used to appreciate employee valuable contributions to the Bureau. It will be implemented through staff nominations of individuals whom they feel have shown exceptional spirit in the course of their duties and will be used as a tool for motivating and inspiring staff.


Strategic Action.3.7 Strengthen the Corporate Social Responsibility (CSR) function

This is about the obligation of an organization to consider the interests of customers, employees, shareholders, communities, and the ecology and to consider the social and environmental consequences of their business activities. The Bureau will develop and operationalize a CSR strategy that will increase and sustain client confidence in the services of URSB, strengthen URSB’s brand image and increase and maintain employee morale and motivation. Some of the focus areas will include but not limited to; donations, giving back to the community, supporting general service centers, and payment for registration costs of vulnerable citizens.

Strategic Objective: 4: Strengthen Research and Advisory Function

Strategic Action 4.1: Develop a research strategy

The Bureau will develop and implement a Research Strategy to provide guidance on key research areas, research dissemination mechanisms and the targeted audience. The Strategy will detail the Research actions to be undertaken and address issues of Research quality and alignment of the Research agenda to URSB mandate and goal. This strategy will further provide capacity building support to research and development to the bureau by enhancing access of relevant staff to cutting edge knowledge and skills in R&D.

Strategic Action 4.2: Conduct regular surveys

The Bureau will carry out surveys to generate information that will guide the Bureaus work. Surveys will include feasibility studies that will be based on to develop and introduce innovations, test acceptability of new processes and reforms for business reengineering, and ease of doing business.

Strategic Action 4.3: Strengthen the M&E system

In order to operationalize this intervention, the Bureau will formulate an M&E Plan for SIP II, Annual Work plans, conduct regular data collection and analysis to inform quarterly and annual Performance Reports, conduct mid-term and end of term evaluation of SIP II performance.

Strategic Action 4.4: Operationalization of URSB’s Strategic Plan for Statistics

The Strategic Plan for Statistics (SPS) will focus on enhancing the quality of statistics produced at Uganda Registration Services Bureau and raising its visibility and effectiveness amongst internal and external stakeholders for making informed decisions. Production of high quality comprehensive statistics will also inform the monitoring and evaluation system to enable effective progress reporting and review of the implementation of programs being undertaken.

Strategic Action 4.5. Promote innovative initiatives for continuous service improvements

The Bureau will engage in skill development and continue discovering new ways of improving service quality, while addressing client satisfaction. Departments will periodically carryout deliberate sessions to cultivate creative ways of process improvements. Making use of research findings, Investing in change management programs, benchmarking on best practices and transfer of knowledge among 0thers shall be the strategies to be deployed in this direction continuously improve quality of registration services.

37


GOVERNANCE STRUCTURE AND RISK MANAGEMENT 04

4.1 URSB recognizes that successful implementation of this Plan is

dependent on a number of factors which must be well defined.

This Chapter presents the Structural Systems and Human Resource

requirements to translate the SIP II to results. URSB structure

comprises of 3 organs: The Minister, the Board and Management.

The Registrar General addressing the BOD members

39

Management on the other hand will be responsible for translating policies,

programmes, projects, and activities into results under the supervision of the

Registrar General. Management will be accountable to the Board in the process of

executing their duties.

4.2. SIP Implementation Matrix

The SIP II implementation will be guided by a matrix of specific strategic actions with re-spective indicative budgets, which is the last Section of this Plan. Each department will be required to draw annual work plans using the budget estimates provided. The work plans will be consolidated into the Bureau’s work plan done on annual basis, which will take into consideration the financial, human and other resources available in each year. The board will approve all annual work plans which the Registrar General will use to effect perfor-mance contracting and follow ups.

4.3. Implementation Approach

This SIP will be implemented within three years (2017-2020). The plan implementation is also anchored on the financial year system of the Government of Uganda, as resource allocation from government is key for the effective implementation. The Bureau shall un-dertake both midterm and end term review of this plan. The midterm review will provide the status of the plan implementation; take corrective measures to address any deviations or emerging challenges from implementation. The review will therefore help keep the plan implementation on course.

4.4 Organizational StructureThe Act provides for and empowers the Minister to oversee the performance of the Bureau, appoint the Board, and present Bureau’s performance report to Parliament of Uganda.

The Board will support implementation of the SIP by formulating and reviewing the policy of the Bureau; carrying out the objects and functions of the bureau; setting targets for the annual performance of the bureau; monitoring and evaluating the performance of the management of the bureau; and generally supervising the management of the property and business of the bureau. The board will operationalize its mandate through holding statutory meetings, participating in URSB activities and reviewing URSB performance.

Management on the other hand will be responsible for translating policies, programmes, projects, and activities into results under the supervision of the Registrar General. Manage-ment will be accountable to the Board in the process of executing their duties.

The management and organizational structure as provided in Part V of the URSB Act CAP 210 forms the foundation for the implementation of the plans and delivery of the Bu-reau’s mandate. The institutional realignment of URSB has seen a new and expanded staff structure and a reorganized organizational structural arrangement. This SIP II synchronizes with the redefined appropriate roles and responsibilities; the new offices created and the generally refocused mandate and service delivery aspirations of URSB.


The priorities in this SIP have recognized the necessity to keep reviewing and updating the Bureau’s organizational structure to make it more effective and efficient.

4.5 Risk Management

In the current dynamic business environment, risks are no longer merely hazards to be avoided, but in many cases, opportunities to be embraced. Risk creates opportunity and that opportunity creates value, which enables the organization to achieve its objectives.

In this three year plan, risks identification shall be in-built into the business processes. The identification and management of risks is fundamental to the realization of URSB’s corporate objectives. Risk management shall therefore be embedded into URSB’s critical business activities, functions and processes. Risk understanding and tolerance to risk shall be key considerations in decision-making.

4.5.1. Risks and mitigation measures

Success in achieving the envisaged objectives of the Plan will only be realized if the prevailing and anticipated conditions in the internal and external environment (i.e. assumptions) hold. The plan’s success will also be determined by potential unforeseen factors and events, which if they occur, will threaten the degree to which the planned activities can be undertaken (risks). Whereas these factors and events can happen, it is generally assumed that they will not occur at levels that can fatally undermine the Strategic Plan’s implementation.

The critical risk factors for URSB and mitigating factors are summarized in Table 4.1 below:

Table 4.1: Critical Risks and Mitigation Measures

Potential Risks Mitigation Actions

Rigidity andresistance to change by public and private institutions.

Creation of awareness among various cultures on the values of registration of interests

Empowerment of citizens to claim their rights

Lobbying and advocacy among stakeholders including vulnerable persons to utilize URSB services.

Inadequate fundingand competition for scarce resources

Investment in fundraising initiatives in addition to the GoU’s budget allocation

Prudent utilization of available resources in key activities and programmes that create optimal impact.

Overlaps and competing mandates with Other institutions.

Collaborate with other institutions to build synergies and avoid duplication of efforts.

Compliance risks, which relate to gaps in registration, filing, declaration, reporting and payment of fee

Interlinking BRS with URA’s e-tax system.

Ongoing filing to be subject to total compliance of the companies.

Ongoing sensitization of the public on the importance of compliance.

41

Reputation risk Promotion of an ethical culture and URSB brand among the staff.

Scaling up the Public Relations Office

Human Resourcerisks

Implementation of the Organization wide human resource review recommendations

Operational risk Carryout due diligence which is the process of investigation before committing to something such as a contract or strategy

Planning for critical situations such as natural disasters or security incidents can reduce the impact of such events should they occur.

Financial risk Controls built into processes such as approvals designed to reduce financial risks.

Business risk Infrastructure such as computing, network and Communication equipment may be used to reduce. For example, equipment that is designed to handle security threats such as denial of service attacks.

4.5.2 Continuous Risk Management

URSB has developed a Risk Management Policy, which outlines the organization’s overall guidelines for risk management. URSB shall continuously evaluate how these risks manifest in operational and tactical levels of its business during the period of this SIP. In addition, URSB shall develop initiatives necessary to ensure that the strategic risks do not affect the achieve-ment of its Vision, Mission and strategic objectives.

Risk AssessmentThe process of Risk Assessment shall cover the following:

a) Risk Identification and Categorization – the process of identifying the organizations expo-sure to uncertainty and classifying them as Strategic, Operational, Financial or Project risks. A risk description helps in understanding the nature and quantum of risk and its likely impact and possible mitigation measures. Risk descriptions for each of the risks identified are to be documented and recorded in a structured format in each area where the risk is identified.

b) Risk Analysis – This will involve systematically capturing and recording the organizations identified risks in a structured format.

c) Risk Estimation/Evaluation – This will involve estimating the cost of risks by evaluating the likely impact and likelihood of occurrence of risks (i.e. quantitative and qualitative con-sideration are factored in the evaluation). Appendix 3 will be used when estimating the impact and likelihood of occurrence of risks.

Risk TreatmentIdentified risks will be managed in line with the risk strategy highlighted under Section 4 above. Risk management is a continuous process that involves communication and con-sultation. Likewise, the monitoring and review of the effectiveness of the risk management processes is a continuous process which is carried out by the Risk Organization Structure.


4.5.3 Accountability for Mitigation Measures

The Risk Management Policy provides guidance on accountability for mitigation measures. It provides that risk management is to be implemented through the establishment of a Risk Organization Structure. At the core is a Risk Committee comprising of the Director Internal Audit and the Risk managers (as appointed by the Registrar General). The Risk Managers will be line managers, with cross- functional job descriptions – they will perform individual line duties, and report to the Director Internal Auditor. The Risk Managers will therefore hold additional responsibilities for risk reporting beyond their line duties.

The Registrar General will perform the overall monitoring of the Risk Committee.

The Board of Directors will review the status and progress of risks and the

risk management system on a regular basis through the Audit Committee. All

personnel within the Risk Organizational Structure will be trained regarding the

organization’s risk management system.

4.5.4 Reporting Guidelines

A critical aspect of the risk management process is the internal risk reporting process. Internal risk reporting at URSB shall cover three key aspects;

i. Categories of risks faced; by classification and by grading ii. The performance of the controls for the risksiii. Any losses incurred as a result of the risk during the reporting period in question.

The system of internal risk reporting will be structured as follows:

i. URSB’s top ten strategic risks shall be reported to the Board Audit and Risk Committee on a quarterly basis.

ii. Divisional/departmental top twenty risks shall be reported to the Risk Committee on a monthly basis.

iii. Internal Audit reports shall be tabled at the Board Audit Committee meetings on a quarterly basis.

iv. Other management reports may contain risk management updates.

v. Weekly (monthly) incident reports shall be prepared by the Risk Champions and consolidated by the Risk Manager.

vi. All Divisions are encouraged to use a “dashboard” approach so that critical risk information can be monitored.

4.5.5 Critical Success Factors

Successful implementation of the SIP II is contingent on the following internal and external factors:(a) Internal Factors

These include, but are not limited to:• Adequate acceptance, ownership, and support by URSB staff at all levels• Adequate, committed, motivated and competent Human Resource• Appropriate operational planning, allocation and utilization of resource

43

• Clear understanding of the SIP by all those who are involved in its Implementation • Provision of leadership and commitment from URSB’s top management.

(b) External Factors

The external factors include, but are not limited to:• Availability of adequate financial resources• Political and other stakeholder goodwill• Public confidence and support• Effective stakeholder linkages and partnerships at the local, national, regional, and inter-

national levels; and within the public, private and civil society arenas.

4.6 AccountabilityThe Bureau recognizes the role of accountability and commitment as valuable aspects for the successful implementation of the SIP. The entire Bureau, from the Board through to the lower cadre of staff has adequately and actively participated in the formulation of this SIP. This reinforces the accountability and commitment that is crucial on their part as drivers and implementers of the plan.

At the board level, the finance and administration committee will seek accountability and commitment from the Registrar General on the implementation of the plan. The committee will report to the board, further reinforcing the accountability and commitment not only at the board level, but also from the Registrar General to the board.

At the management level, the Registrar General is responsible for the day today implementation, monitoring, and evaluation of the plan. The execution of this vital role by the management will be coordinated by the directorate responsible for Planning; which will provide critical information to the Registrar General, on the implementation of the plan at the management level.


FINANCING ARRANGEMENT05

This chapter provides financial arrangements in terms of revenue

predictions and expenditure plans.

5.1. Funding Sources

a) Government Funding

Section 19 of the URSB Act (CAP 210), stipulates that the Bureaus funds shall con-sist of monies appropriated each year by Parliament for the purposes of the bureau; grants and loans from the Government or any person, authority or organization; and any other money that may be received by or made available to the bureau with the approval of the Minister.

45

The Bureau will mobilize a total of UGX 197.5 billion to facilitate

implementation of the SIP. Below is the summary of revenue estimates for

the three years;

b) Development Partners

The Bureau will implement resource mobilization strategies and partner with development partners in supporting implementation of the SIP II.

The Bureau expects to raise resources from a number sources including the GoU, appropriation in Aid, JLOS, Company Contingency Fund, and other development partners.

c) Public Private Partnerships

Bureau recognizes the valuable support so far received and still expected from stakeholders in the implementation of this plan. This will be through participation in programming and information platforms. The Bureau reiterates to enhance collaboration and implement projects under the Private Public Partnership framework.

Source Total (‘000) Year 1 (‘000) Year 2 (‘000) Year 3 (‘000)

Government of Uganda (GOU) 117,841,632 47,141,809 38,170,303 32,529,520

Appropriation in Aid (AIA) 33,693,920 10,688,000 11,222,400 11,783,520

JLOS 1,918,375 608,525 638,951 670,899

Company Contingency Fund (CCF) 3,467,750 1,100,000 1,155,000 1,212,750

Other Development Partners 40,596,205 26,293,675 8,871,649 5,430,881

Total 197,517,882 85,832,009 60,058,303 51,627,570

Source Total (‘000) Year 1 (‘000) Year 2 (‘000) Year 3 (‘000)

Strengthen Institutional Capacity of URSB

94,748,382 30,023,942 31,022,870 33,581,570

Improve access toRegistration Services

83,031,000 47,024,667 22,869,333 13,342,000

Enhance Public andStakeholder awareness of URSB services

16,903,500 8,158,400 4,551,100 4,194,000

Strengthen Research and Advisory Function

2,835,000 625,000 1,615,000 510,000

Total 197,517,882 85,832,009 60,058,303 51,627,570

Summary Revenue Budget for SIP II

5.2 Expenditure Estimates

The resources required for implementing the SIP strategic objectives are tabulated below showing the total amount of resources required for each of the strategic objectives, the corresponding estimates each financial year. The total amount required for the period 2017/2018-2019/2020 is UGX 197.5 Billion.


MONITORING AND EVALUATION06

6.1 Strategic plans with strong monitoring and evaluation function tend to

stay on track. This facilitates early detection of problems and reduces

the likelihood of having major cost overruns or time delays during

implementation. Good planning combined with effective monitoring

and evaluation can play a major role in enhancing the effectiveness and

efficiency of interventions. Good planning helps to keep focus on the

results that matter, while monitoring and evaluation supports learning

from past successes and challenges so that current and future initiatives

are better able to improve people’s access to public services. This section

describes how monitoring, evaluation, and reporting will be planned for

and conducted.

47

6.2 Linking M&E and Annual Performance

The Strategic investment Plan M&E framework is expected to guide the individual direc-torates to take up leadership in the implementation process and enhance the envisioned performance. Detailed work-plans and operational manuals will therefore be developed. The Bureau objectives will be translated into departmental targets, which in turn will be used to formulate programs and projects as well as individual performance targets. The actual perfor-mance of various administrative levels will be monitored continually and evaluated at the end of the defined period against the agreed targets in the Performance Agreement (PA). The PA will also be used for staff performance appraisals. At each point of evaluation of the perfor-mance and achievement of the strategic plan, the management will use data and evidence generated to make decisions on resource allocations, human resource rationalization, or review of priority, content and scope of the programs and projects.

6.3 Monitoring

Monitoring will be an ongoing activity by the Bureau staff, to track the use of inputs and out-puts, and to some degree also track intermediate outcomes. Through monitoring, utilization and depletion of resources will be tracked by implementing departments, which at times will necessitate revision of work plans. Monitoring of URSB SIP will be the responsibility of all staff guided by the planning department. The department will coordinate collection of M&E data, analyzing and reporting. It will provide technical support and facilitate M&E capacity building.

6.4 Reporting

Monitoring reports at department and unit levels will comprise narrative Plan implementation report plus a summary table that will be developed and filled once every six months. Contents of the narrative report will include, but not to be limited to;

a) The approved SIP objectives and their target indicators at the relevant levels;

b) Approved results, to the respective strategic objectives

c) Achievements in terms of key result areas, the deviations in the planned result areas and activities. The achievements should reflect both the qualitative and quantitative achievements.

d) Constraints in the implementation of the Strategic Investment Plan and any internal and external factors, which have affected implementation.

e) Proposed remedial actions and the proposals for solving the problems faced indicating clearly the planned activities to be carried out in the next period (six months and one year depending on the nature of the report)

There will be two six monthly reports per annum, one covering the period from July- December and the other from January to June.


6.5 Evaluation

There will two types of evaluation of the Strategic Investment planning process; once every one and half years using internal evaluators and another one at the end using an external evaluation team. The internal and external evaluations will have similar ToR and will focus on;

a) Assessing the reasons for success or failure of specific aspects of the Strategic

investment Plan

b) Assessing whether the SIP is achieving its objectives and targets.

c) Finding out whether the effects of the SIP are contributing to better fulfillment of the mission and vision of URSB

d) Assessing the adequacy of resources being mobilized to Implement the SIP

6.6 M&E Tools and Frameworks

The Bureau will facilitate the M&E function by putting together various tools and frame-works. These will include; budgets, work-plans, charts of accounts, M&E plan, reporting formats, data collection instruments, and M&E training manual.

49

Results Targets Indicators Methods Frequency Who

Review Legal and Policy Framework

70%

Proportion of initiated legal review processes completed

URSB Annual Reports

Annually Board Secretary

FinancialManagement system Strengthened

Unqualified Opinion

# of AG queries AG’s report 6-monthlyDFADIA

Human rights observance policy developed

Majority opinion rating HR observance highly

Staff perceptions on human rights

Customer satisfaction survey reports

AnnuallyHead Planning and ResearchDIA

No HR violations reported

# HR violations reported

Opinion boxes Periodically

Board & StaffCapacity developed

2# of board retreats organized

URSB annual reports

Annually

Board Secretary

15%%age of staff trained in job

Staff training Manager HR

URSB chambersStrengthened

60%% of cases with direct representation byURSB staff

URSB annual reports

Annually Board Secretary

60% % of legible staff up to date with CPD

ULS register

URSB StructureOperationalized 70%

Staff - structure ratio recruited

URSB annual reportsURSB audit reports

Annually DRG (F&A)

Audit function strengthened

8# of auditors recruited

URSB annual reports

Annually DIA

Nil# of audit queries in AGs report

AGs report

Enforcement and compliancefunctionstrengthened

20% reduction in prosecutions # of prosecutions

Actual Compliance level achieved from surveys

URSB annual reportsService delivery surveys

AnnuallyMPL, DCR ,DBR, DIP

20% increase in compliance rate to legal requirements

ResourceMobilization plan developed

35% Revenue Generated

% of URSB resources from development partners

URSB budgetPerformance reports

Quarterly

MPLDCR, DBR, DIP, ML

20 Fundraising proposals Developed

# of fundraising proposals developed

Proposals, Business plan and SIP documents

Strengthen support functions at URSB

80%

Proportion of staff in the support Directorates and Units participating in capacity building activities

URSB Annual Reports

Annually DFA

Registration services fully automated Average 1 hour

Time taken to register businesses#of registration clients complaints

Customer satisfaction surveyreports

Annually

6.7 Results Matrix



Existing & new service Centresstrengthened

30% increased registrations new service centers

%age increase in numbers of clients served regional centers

Performance reports

QuarterlyDCR, DIP, DBR, ML

Partnerships created and strengthened

40% increase in partnerships created

%age increase in number of MOU’s with partners initiated MOUs Annually Board Secretary

No. of partnerships Implemented

URSB Service delivery standards streamlined

Prepare service process guidelines

Prepare and update client charter

Turn around time for key services

URSB Annual Report

Annually DICT

Develop a strategy to empower women & youth formalize

Strategy finalized and operationalized

% increase of women & youth access to business formalization

URSB annual reports

AnnuallyDBRDIP

Corporate Rescue frameworkstrengthened

20% of businesses under liquidation

% of struggling businesses supported

URSB annual reports on insolvency

Annually ML

New registries established and operationalized

Create divorce registry

# of new registries in place

URSB annual reports

Annually DCRChattels registry established

# of transactions reported from new registries

Stakeholder mappingconducted

3 stakeholder mapping

#of stakeholders Mapping

Mapping report AnnuallyMPL, DICT, DBR, DCR

Need basedInformation products (IEC)developed

40% increase in IEC Materials developed

% Increase of IEC materials tailored to clients’ needs

IEC materials Annually SPRO

Social media based messages designed

20 %increase in traffic on social media platforms

# of MSGs posted on social media

URSB Website and other social media platforms

Annually SPRO

Public and media campaigns conducted

50% increase in media campaigns conducted

% increase in media campaigns executed

URSB Annual Reports

Annually SPRO

Recognition Awards system established

System established and operationalized

# of planned awards Issued

URSB annual reports

Annually MHRO

URSB CSR function strengthened

6 CSR Week held # of CSR weeks heldCSR Reports

Annually SPROSemi-annual reports

Research strategy developed

Strategy finalized and operationalized

Functional R&D Performance Report

Annually MPL

51


Regular Service delivery surveys conducted

At least 2 surveys conducted annually

# surveys conducted

Survey Reports

Annually

MPL

Feasibility studies DBR, DCR, DIP

M&E system strengthened

M&E Plans prepared

# of M&E Plans prepared

M&E Plans & reports

Quarterly

MPLM&E activities regularly carried out

# of report disseminated

Semi-annuallyAnnually

URSB Statistical Abstract prepared and published

Annual statistical abstract published

Whether abstract is published

Annual Report Annually MPL

Promote innovative initiatives for continuous service improvements

At least 1 (for each Department)

No. of innovative ideas brought up and adopted by the Bureau, to improve service delivery systems and processes

URSB Annual Reports

AnnuallyDICT/Head, Planning and Research


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55


Uganda Registration Services Bureau

Plot 5 George Street, Georgian House

P.O.Box 6848 Kampala Uganda

Branches:

Mbarara- Plot 1, Kamukuzi Hill

Gulu – Plot 6B Princess Road

Arua – Plot 42/44 Packwach road

Posta Uganda - Kampala Road

UIA - Lumumba Avenue

Mbale- Plot 3, Park Crescent

Nakivubo - Sekaziga House floor 1, Nakivubo mews

Tel: +256 0417338000

Fax: +256 414 250 712

Call center: 0417 338 100.

email: [email protected]

www.ursb.go.ug

facebook.com/URSBHQ

twitter: @URSBHQ

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