Strategic Plan 2020/21-2024/25 Accelerating Domestic and Foreign Direct Investment for Sustainable Industrialization

1.1 Background.................................................................................................................................. 2

1.2 Purpose of the Strategic Plan ....................................................................................................... 2

1.3 Structure of the Strategic Plan ..................................................................................................... 3

1.4 The Legal Framework within which UIA Operates .................................................................... 4

1.5 Steps taken in developing the Strategic Plan ............................................................................... 5

1.6 Link between UIA Strategic Plan and NDP III ........................................................................... 5 1.7 Priority Programmes for Maximizing Impact of UIA’s Interventions ........................................ 6

1.8 Priority Markets for Sourcing FDI .............................................................................................. 7

1.9 Overview of Uganda’s Investment Environment ........................................................................ 8

1.9.1 Global Perspective .................................................................................................................................8

1.9.2 East Africa .............................................................................................................................................9

1.9.3 Why Invest in Uganda?........................................................................................................................ 10

1.9.4 Impact of COVID-19 Pandemic .......................................................................................................... 11 CHAPTER 2: SITUATION ANALYSIS ..................................................................................... 13

2.1 Performance review of Strategic Plan 2016-2020 ............................................................................ 13 2.2 Major challenges faced during implementation of the previous Strategic Plan ............................... 14

2.3 Key Lessons Learnt .......................................................................................................................... 14

2.4 Institutional Capacity ........................................................................................................................ 14

2.5 SWOT Analysis ................................................................................................................................ 15

2.6 Stakeholder Mapping ........................................................................................................................ 15 CHAPTER 3: STRATEGIC DIRECTION 2020-2025 .............................................................. 21

3.1 Vision ............................................................................................................................................... 21

3.2 Mission ............................................................................................................................................. 21

3.3 Goal .................................................................................................................................................. 21 iv iv

3.4 Corporate Values .............................................................................................................................. 21

3.5 Strategic Areas of Focus ................................................................................................................... 21

3.6 Strategic Objectives and Interventions ............................................................................................. 22

3.7 Guiding Principles for Investment Marketing .................................................................................. 31

3.8 Key Strategic Outcomes from Implementing UIA’s Mandate ......................................................... 31 CHAPTER 4: FINANCING FRAMEWORK AND STRATEGY .............................................. 33

4.1 Government Funding ........................................................................................................................ 33

4.2 External Funding .............................................................................................................................. 33

4.3 Resource Mobilisation Strategy........................................................................................................ 34 CHAPTER 5: INSTITUTIONAL ARRANGEMENTS FOR IMPLEMENTING THE PLAN ....................................................................................................................................................... 36

5.1 How will the plan be implemented? ................................................................................................. 36

5.2 Implementation Structure ................................................................................................................. 36 CHAPTER 6: COMMUNICATION AND FEEDBACK STRATEGY ..................................... 38 CHAPTER 7: RISK MANAGEMENT....................................................................................... 40 CHAPTER 8: MONITORING AND EVALUATION FRAMEWORK ..................................... 42

8.1 Overview .......................................................................................................................................... 42

8.2 Results Framework ........................................................................................................................... 43

8.3 Key Assumptions.............................................................................................................................. 44

8.4 Monitoring and Evaluation Responsibilities .................................................................................... 44

8.5 Data Collection and Management .................................................................................................... 44

8.6 Evaluation ......................................................................................................................................... 44 8.7M&E Guiding Principles ................................................................................................................... 44 CHAPTER 9: APPENDICES ..................................................................................................... 45 9.1ANNUAL COSTED OUTPUTS BY PROGRAMME FOR THE PERIOD 2020-2025 .................. 45

9.1.1 AGRO-INDUSTRILISATION ............................................................................................................ 45

9.1.2 MINERAL DEVELOPMENT ............................................................................................................. 47

9.1.3 SUSTAINABLE ENERGY DEVELOPMENT ................................................................................... 49

9.1.4 NATURAL RESOURCES, ENVIRONMENT, CLIMATE CHANGE, LAND AND WATER MANAGEMENT ............................................................................................................................................... 50

9.1.5 SUSTAINABLE URBANISATION AND HOUSING DEVELOPMENT ......................................... 51

9.1.6 TOURISM DEVELOPMENT ............................................................................................................. 52

9.1.7 PRIVATE SECTOR DEVELOPMENT .............................................................................................. 53

9.1.8 MANUFACTURING .......................................................................................................................... 58

9.1.9 REGIONAL DEVELOPMENT........................................................................................................... 61 v v v

9.2 Summary of Annualised Costs by Programme.......................................................................... 63

9.3 High Level Organogram of the UIA Staff Structure ................................................................. 64 9.4 Sectoral Contribution to employment creation under NDP III .................................................. 65

9.5 Mapping UIA’s Mandate to NDP III Priority Programmes ...................................................... 66

9.6 Other Planning Frameworks ...................................................................................................... 69

9.7 Summary of mandates of UIA Directorates .............................................................................. 71

9.8 The Research Function .............................................................................................................. 72

9.9 The Communication Function ................................................................................................... 73

9.10 DETAILED RESULTS-BASED LOGICAL FRAMEWORK (UIA-RLF) .............................. 74 vi vi INTERPRETATIONS (DERIVED FROM INVESTMENT CODE ACT 2019) “Business Enterprise” includes a manufacturing enterprise, a tourist enterprise, a commercial or agricultural venture and a service enterprise; “Facilitation” means rendering support services and approval necessary for the establishment of a business enterprise; “Foreign Investor” means a natural person that is not a citizen of any of the East African Com- munity (EAC) Partner States or company incorporated outside of EAC Partner States; “Domestic Investor” means a natural person, who is a citizen or a company incorporated in an East African Community Partner State; “Investor” includes a foreign investor and a domestic investor; “Manufacture” means the transforming on a commercial scale of input materials into finished or semi-finished products, and includes the assembling of inputs into finished or semi-finished products; “One Stop Centre” means a physical place or electronic platform for purposes of coordination, promotion, facilitation, monitoring and evaluation of investments. vii LIST OF ABBREVIATIONS AND ACRONYMS AfCFTA African Continental Free Trade Area BoU Bank of Uganda CCPIT China Council for the Promotion of International Trade CIEA Composite Index of Economic Activity CRM Customer Relationship Management CWUR Centre for World University Ranking DCI Directorate of Citizenship and Immigration DI Domestic Investment DDI Domestic Direct Investment DIC District Investment Committee DLG District Local Government DLR Directorate of Lands Registry DRC Democratic Republic of Congo EAC East African Community EGS Economic Growth Strategy EY Ernest and Young FIA Financial Intelligence Authority FDI Foreign Direct Investment FY Financial Year GDP Gross Domestic Product GERD Gross Expenditure on Research and Development GOU Government of Uganda HE His Excellency IBP Industrial Business Parks ICMP Investors Complaints Management Protocol ICT Information Communication Technology IIS Investor Information System IGG Inspectorate General of Government IRMS Investor Relationship Management System IMF International Monetary Fund IPA Investment Promotion Agency IoT Internet-of-Things INOY Investor of the Year KCCA Kampala Capital City Authority KIBP Kampala Industrial Business Park MDAs Ministries, Departments and Agencies M&E Monitoring and Evaluation MoFA Ministry of Foreign Affairs MFPED Ministry of Finance, Planning and Economic Development MoICTNG Ministry of Information Communication Technology and National Guidance MoPS Ministry of Public Service MTEF Medium Term Expenditure Framework MTIC Ministry of Trade, Industry and Cooperatives NDP National Development Plan viii NEMA National Environment Management Authority NIP National Investment Plan NIRA National Identification Registration Authority NITA-U National Information Technology Authority-Uganda NGO Non-Governmental Organization NPA National Planning Authority NSPSD National Strategy for Private Sector Development NSSF National Social Security Fund PIRT Presidential Investors Round Table PPP Public-Private Partnership OSC One-Stop Centre OWC Operation Wealth Creation SCB Standard Chartered Bank SEZ Special Economic Zone SLA Service Level Agreement SMEs Small and Medium Enterprises SOP Standard Operating Procedures STEI Science, Technology, Engineering and Innovation STIP Science, Technology and Innovation Park TI Transparency International TMT Telephone, Media and Technology TOC Theory of Change UAE United Arab Emirates UCC Uganda Communications Commission UFZA Uganda Free Zones Authority UNBS Uganda National Bureau of Standards UDB Uganda Development Bank UDC Uganda Development Corporation UIA Uganda Investment Authority UGX Uganda Shilling UKEF United Kingdom Export Finance UNCTAD United Nations Conference on Trade and Development UNECA United Nations Economic Commission for Africa URA Uganda Investment Authority URSB Uganda Registration Services Bureau US United States UTB Uganda Tourism Board R&D Research and Development ix EXECUTIVE SUMMARY Background Uganda Investment Authority (UIA), is a semi-autonomous government agency which drives national economic growth and development in partnership with the private sector. It is a statutory agency established under the Investment Code 1991 (revised in 2019), mandated to initiate and support measures that enhance investment in Uganda and advise Government on appropriate policies conducive for investment promotion and growth. The Authority has been executing its mandated functions by implementing a series of 5-year strategic plans, with the outgoing plan having spanned the period 2015/16-2019/2020. Notable achievements under the previous plan include: promoting new investments that generated just under 150,000 direct jobs; full operationalisation of the One-Stop Centre to embrace 13 Government Agencies and 3 other partners; handling of over 40,000 business transactions per year; launch of 5 online services on the UIA e-Biz Platform (e-business registration, land title verification, online investment licens- ing, application for EIA, and online payment); establishment of District Investment Com- mittees (DICs); successful organization of conferences and events aimed at nurturing local small and medium-sized enterprises (SMEs); signing of Memoranda of Understand- ing (MoUs) with different partners including the Embassy of Ireland, China Council for the Promotion of International Trade (CCPIT), UK’s Department for international Devel- opment (DFID) and the American Chamber of Commerce Limited in Uganda (Amcham), all aimed at promoting Uganda’s competitiveness as a destination for direct investment. The major challenge that constrained the Authority’s ability to perform to planned expec- tation was the inadequate financial allocation by Government throughout the plan period. The Strategic Plan 2020-2025 seeks to consolidate and build on these achievements as UIA addresses identified constraints and challenges to raise the pursuit of its mission to a higher level, and thus, contribute even more significantly to Uganda’s development. This will be within the context of the country’s Vision 2040 and the priorities, objectives and programmes contained in National Development Plan (NDP) III as well as the National Investment Plan (NIP) 2020, among other national planning frameworks. x Vision, Mission and Goal of the UIA Strategic Plan In light of Uganda’s Vision 2040 and building on goals and aspirations in NDP III, the Vision of UIA is “A globally competitive Uganda, profitable for business and investment”. The overall Goal is to promote and facilitate “accelerated industrialization and employment creation through investment by 2025. Whereas the Mission is “to promote, attract and retain value-adding domestic and foreign investments through robust marketing and investor-centric policies and services”. Strategic Areas of Focus The theme of UIA Strategic Plan 2020-2025 is “Accelerating Foreign and Domestic Direct Investment for Sustainable Industrialization”. The Plan is founded on five strategic areas namely: i. Promoting Uganda as the preferred destination for Foreign and Domestic Investment in Africa. ii. Improving domestic and international competitiveness and ‘Doing Business Environment’ through an efficient One Business Stop Centre. iii. Accelerating Uganda’s industrialization through serviced industrial-business parks; and iv. Undertaking research and advocacy for favorable investment measures and policies v. Enhancing UIA institutional capacity to deliver its mandate. Priority Programmes for Investment Promotion The priority programmes, identified within the context of NDP III, for targeted investment promo- tion and facilitation include: i. Agro-Industrialization ii. Mineral Development iii. Tourism Development iv. Natural Resources, Environment, Climate Change, Land and Water Management v. Private Sector Development vi. Manufacturing vii. Sustainable Energy Development viii. Sustainable Urban and Housing Development ix. Regional Development Priority Target Markets for Sourcing FDI UIA has selected its target markets for mobilizing FDI based on the following considerations: i) Need to sustain Uganda’s current biggest investor countries. These comprise of Belgium, China, Germany, India, Kenya, South Africa and the United Kingdom (Cluster1). ii) Attracting additional investors from leading investor countries in Africa: France, The Neth erlands, and United States (Cluster 2). iii) Attracting emerging global investor countries including Israel, Turkey, South Korea, and United Arab Emirates (Cluster 3). iv) Countries where Uganda has a representative Mission (so as to harness the communication linkage services available at these Missions), and v) Attracting the large Ugandan Diaspora to invest more in their mother-Country. xi Strategic Objectives 1. To increase FDI percentage contribution to GDP from 3.68% to 5%% by 2025 2. To facilitate the channeling of at least 10% of Ugandan diaspora remittances into investment by 2025 3. To increase the value of new domestic investment (DI) from 24.4% to 50% by 2025. 4. To reduce the cost of doing business environment to improve the country’s ranking by; a. WB- from 116 to 91 by 2025 b. WEF- from 115 to 90 by 2025 5. To promote investment for economic transformation and employment creation through value addition and technology transfer resulting into the creation of 1 million jobs i.e 350,000 direct and 650,000 jobs 6. To conduct research to facilitate informed decisions on investment promotion and policies 7. To advocate for favorable investment measures and policies 8. To foster institutional and inter-agency collaboration to enhance synergy in investment promotion and advocacy 9. To strengthen UIA’s capacity to deliver effectively on its mandate Implementation Strategy The Authority will fully harness its strengths and opportunities to ensure successful implementation of the Strategic Plan. These resources include: a committed strategic leadership team, skilled human resources spread across various disciplines, strong inter-institutional arrangements exemplified through the One-Stop Centre, countrywide infrastructure of Industrial and Business Parks and STEI Incubators; a strong and recently-enhanced enabling legal framework, versatile systems for management and reporting, and the championship provided by H.E the President of the Republic of Uganda who continues to provide dynamic leadership as ‘Chief Investment Promoter’ of Uganda. The Strategic Plan will be operationalised through annual plans and budgets approved under the Policy Statements submitted to Ministry of Finance, Planning and Economic Development (MFPED) for resource allocation by Parliament. Plan performance will be managed through periodic monitoring, eval- uation and rendering of accountability as stipulated under the relevant laws and regulations. Key Strategic Outcomes by 2025 1. FDI contribution to GDP raised from 3.68% to 5% by 2025 2. Diaspora remittance into investment raised to at least 10% by 2025. 3. Value of Domestic Direct Investment raised from to 24.5% to 50% by 2025 4. Reduced Cost of Doing Business Environment resulting into improved Global Ranking as follows; a. Cost of Doing Business Ranking (WB) from 116 to 91 by 2025 b. Global Competitiveness (WEF) from 115 to 90 by 2025 5. Increased Value Addition, Technology and Knowledge Transfer resulting into the creation of 1,000,000 jobs i.e 350,000 direct and 650,000 indirect jobs 6. Improved Research for Development (R4D) leading to investment promotion and facilitation. 7. Improved investment measures and policies 8. Improved collaboration among Implementing Partners 9. Improved Technical Capacity among staff xii Summary of Funding Projections Total funding required to execute the plan is UGX 2.3 trillion. UIA will utilize resources allocated through the Medium-Term Expenditure Framework (MTEF); mobilize adequate resources locally through Non-Tax Revenue (NTR), and negotiate for additional support from its regional and international Development Partners. Organisational and Staffing Structures The Board will periodically review UIA’s Organisational Structure to ensure that it is ‘fit-for-purpose’, to ensure that it provides a logical, rationalised formal arrangement for well-coordinated, effective, efficient and harmonious implementation of the Authority’s Strategic Plan. The Authority will take measures to ensure that all approved positions in the organisational structure, are duly filled with staff with the right competences in terms of knowledge, skills and work ethic. Risk Assessment and Mitigation Strategy The biggest risk most likely to affect the realization of set objectives and targets is the uncertainty caused by a prolonged COVID-19 pandemic that has already adversely affected the global investment environ- ment as well as Uganda’s economic situation and short-term outlook. UIA has considered the possible impact of the pandemic on the investment sector in the country taking into account projections by Bank of Uganda, the World Bank, International Monetary Fund, among other sources. The Authority will undertake annual review of the Strategic Plan to rationalize the performance targets in response to emerg- ing COVID-19 related developments. Inability to obtain sufficient funding from Government is another potential risk that could adversely impact plan implementation. UIA will lobby the relevant policy makers with a view to obtaining the required resources while negotiating with development partners for additional funding support for planned programmes. xiii UIA BOARD OF DIRECTORS 2019 - 2022 CHAPTER 1 INTRODUCTION

1.1 Background This Strategic Plan outlines the broad direction of UIA for the period 2020/21-2024/25. Investment promotion is a major cross-cutting driver of Uganda’s economic development agenda with significant inflows of capital and technology transfer, in the form of Foreign Direct Investment (FDI), spur the coun- try’s integrated industrialization by complementing and supporting Domestic Investment (DI) both public and private. This facilitates technology and skills transfer while increasing value-addition to the country’s economic resources; creates employment; enhances wealth across population groups, and ener- gises Government efforts aimed at promoting balanced regional development within the country. The Government of Uganda (GoU) has maintained its commitment to fostering an economic, legal and business environment that is friendly for investment. This commitment has included making public investments to lower the input and transactional costs faced by enterprises, and implementation of legal and regulatory reforms on an industrial scale. On account of these efforts, the contribution of investment to Uganda’s economic growth and development has significantly increased over the past three decades. Ugandans in the Diaspora have been identified as a major source of domestic investment. About 2 million Ugandans live and work in the Diaspora but only about 30% currently contribute to development of their mother country. According to the latest World Bank brief, Uganda held the 2nd position in East Africa with total remittance from the Diaspora of USD 1.5bn in 2019, equivalent to 5% of Uganda’s GDP. This contribution can be greatly enhanced with the right investment promotion strategy. The private sector in Uganda is dominated by about 1.1 million micro, small and medium enterprises (MSMEs) all together employing approximately 2.5 million people. Generally Ugandan firms face vari- ous growth and survival constraints on a number of fronts and this undermines their development and thereby limiting their impact on the economy. Enhancing the private sector to drive growth will require reducing the cost of doing business, particularly increasing access to and reducing the cost of finance; and through partnering domestic business enterprises with foreign firms.

1.2 Purpose of the Strategic Plan The Authority has been implementing the 2014/15 – 2019/20 Strategic Plan which was developed in line with the mandate as stipulated in the Investment code 1991. The subsequent revision of investment code in 2019, expiry of the Strategic Plan and the need to align the planning process to the new National Development Plan III which runs from 2020/21 – 2024/25 necessitated development of a new Strategic Plan. The Plan therefore outlines the key focus areas that should help the Authority perform and implement her mandate better. These focus areas, together with the Vision, Mission, Core Values, Strategic Objectives and Interventions in the Strategic Plan will not only drive efficiency within the authority but also support measures that enhance investment in Uganda and advise Government on appropriate policies conducive for investment promotion and growth. 2

1.3 Structure of the Strategic Plan This Plan is organized into 9 Chapters, namely: (i) Chapter 1: Introduction: This presents the background, purpose of the Strategic Plan, Structure of the Strategic Plan, the Legal Framework within which UIA Operates, Formulation of UIA Strategic Plan 2020-2025, Link between UIA Strategic Plan and NDP III, Priority Programmes for Maximizing Impact of UIA’s Interventions, Priority Markets for Sourcing FDI and Overview of Uganda’s Investment Environment. (ii) Chapter 2: Situation Analysis: This chapter comprises of; Performance review of Strategic Plan 2016-2020, Major challenges faced during implementation of the previous Straegic Plan, Key Lessons Learnt, Institutional Capacity, SWOT Analysis and Stakeholder Mapping. (iii) Chapter 3: Strategic Direction 2020-2025: This chapter discusses the strategic direction for the plan outlining the; Vision, Mission, Goal, Corporate Values, Strategic Areas of Focus, Strategic Objec tives and Interventions, Guiding Principles for Investment Marketing and Key Strategic Outcomes from Implementing UIA’s Mandate. (iv) Chapter 4: Financing Framework and Strategy: This chapter explains funding sources including; Government Funding, External Funding and Resource Mobilization Strategy. (v) Chapter 5: Institutional Arrangements for implementing the plan: This chapter explains how the plan will be implemented as well as the implementation structure. (vi) Chapter 6: Communication and Feedback Strategy: This chapter explains how the Strategy will be communicated to meet information needs of key stakeholders; increase UIA visibility; and promote effective communication between UIA and its stakeholders so as to obtain feedback and improve performance. (vii) Chapter 7: Risk Management: This chapter explains the various risks and proposed mitigation measures for successful execution of the Plan. (viii) Chapter 8: Monitoring and Evaluation Framework. This chapter entails; the Results Framework, Key Assumptions, Monitoring and Evaluation Responsibilities, Data Collection and Manage ment, Evaluation and M&E Guiding Principles. (ix) Chapter 9: Appendices: This is the final chapter of the document that illustrates Annual costed outputs by Programme, Summary of Annualized costs by Programme, High Level Organogram of the UIA Staff Structure, Sectoral Contribution to employment creation under NDP III, Mapping UIA’s Mandate to NDP III Priority Programmes, Other Planning Frameworks Summary of mandates of UIA Directorates, The Research Function, the Communication Function and Detailed Results-Based Logical Framework(UIA-RLF). 3

1.4 The Legal Framework within which UIA Operates Uganda Investment Authority (UIA) is established under the Investment Code 2019, the successor to the Investment Code Act, 1991. The objects of the Authority include to: (i) promote, attract, advocate, facili- tate, register, monitor and evaluate the development of all forms of investment and business activities in Uganda; (ii) promote and encourage investment in new technologies, skills upgrading, automation, train- ing, research and product development; (iii) establish and manage a One-Stop Centre; (iv) publish and avail periodical reports on the state of investment in the country; and (v) assess for matters of incentives and utilization of local resources and services by the investments. The Authority falls under the Account- ability Sector and is supervised by Ministry of Finance, Planning and Economic Development (MFPED). The Investment Code Act 2019 requires that all Government MDAs performing functions relating to registration, licensing and approval of establishing an investment in Uganda shall cooperate with the Authority. The Authority has identified eight (9) key Vote outputs over the plan period. These outputs are mapped against NDP III and include: i. FDI contribution to GDP raised from 3.68% to 5% by 2025 ii. Diaspora remittance into investment raised to at least 10% by 2025. iii. Value of Domestic Direct Investment raised from to 24.5% to 50% by 2025 iv. Reduced Cost of Doing Business Environment resulting into improved Global Ranking as follows; a. Cost of Doing Business Ranking (WB) from 116 to 91 by 2025 b. Global Competitiveness (WEF) from 115 to 90 by 2025 v. Increased Value Addition, Technology and Knowledge Transfer resulting into the creation of 1,000,000 jobs i.e 350,000 direct and 650,000 indirect jobs vi. Improved Research for Development (R4D) leading to investment promotion and facilitation vii. Improved investment measures and policies viii. Improved collaboration among Implementing Partners ix. Improved Technical Capacity among staff This Strategic Plan 2020-2025, therefore, translates the Authority’s mandate into priority actions, objec- tives and strategic interventions that are responsive to Uganda’s socio-economic development priorities as well as the local and global economic and investment environments. This Strategic Plan 2020-2025 translates the Authority’s mandate into priority actions, objectives and strategic interventions that are responsive to Uganda’s socio-economic development priorities as well as the local and global economic and investment environments. The Plan projects GOU policy objectives and strategies for investment promotion outlined in the NDP III 2020-2025, and the National Investment Policy (NIP 2020), among other strategic frameworks formulated to guide Uganda’s socio-economic transformation. 4 xvii This Plan builds on the achievements of the out-going UIA plan and presents an objective platform to inform and guide current and prospective investors (both foreign and domestic) in making their invest- ment decisions in favour of Uganda as the preferred location. Furthermore, the Plan provides an objective platform for facilitating good corporate governance and effective performance management, including setting of annual work plans and mobilization of resource requirements; monitoring, evaluation and peri- odic reporting of the Authority’s functions and activities.

1.5 Steps taken in developing the Strategic Plan In the development of this plan, the UIA Board of Directors was very instrumental in defining the Authori- ty’s strategic direction, formulation of priority areas of focus, strategic objectives and implementation strategy. The preparation of this Strategic Plan was informed by a participatory approach and spearheaded by the Deputy Director-Research and Planning. In the process, held consultative meetings with the different directorates and implementing partner agencies and reviewed literature to analyse Strengths, Weaknesses, Opportunities, Threats, achievements, lessons learnt, implementation challenges and emerging issues arising from the review of the previous UIA Strategic Plan. The plan takes into consideration of global and regional trends on investment as well as issues such as effects of the COVID-19 pandemic on all global economies. This was aimed at enhancing ownership for effective and efficient implementation of the Strategic Plan.

1.6 Link between UIA Strategic Plan and NDP III UIA Strategic Plan 2020-25 is primarily anchored on NDP III whose theme is: “Sustainable Industrializa- tion for Inclusive Growth, Employment and Sustainable Wealth Creation”. NDP III seeks “to increase average household incomes and improve the quality of life of Ugandans”. This is to be pursued within the context of Uganda Vision 2040 which aims at transforming Uganda from a predominantly peasant and low-income country to a competitive upper middle-income country. Projections indicate that Uganda will progress to an upper middle-income category by 2032; attaining its target of USD9,500 in 2040, and attaining first-world economic status in the next fifty years. NDP III has 5 Development Objectives namely i) enhance value addition in key growth opportunities ii) strengthen the private sector to create jobs iii) consolidate and increase the stock and quality of productive infrastructure iv) enhance the productivity and social wellbeing of the population; and v) strengthen the role of the state in guiding and facilitating development. These development objectives provide the frame- work for streamlining, coordinating and directing government, private sector, civil society and develop- ment partners’ investments in the country. The overall broad growth strategy aims to contribute to the creation of 2.6 million jobs over the course of NDP III period, with an annual average of around 520,000 jobs. The highest number of jobs (1.378 million jobs) is expected to come from the Services Sector with the Trade Subsector contributing the largest proportion. Agriculture will be the second highest. By 2025, effective implementation of the 18 priority programmes identified in NDP III is expected to lead to: aver- age economic growth rate of 7 percent; 5 xviii increase income per capita to USD 1,300; lower poverty rate to 15.4 percent; reduce income inequali- ty (Gini-coefficient) to 0.39, and further improve health and education outcomes of the population (NDP III). UIA’s mandate is relatively cross-cutting with respect to the Authority’s contribution to Uganda’s socio-economic transformation and achievement of Vision 2040. Table 2 in the Annexes shows the relevance of the Authority’s mandate to the 18 national development programmes to be implemented under NDP III.

1.7 Priority Programmes for Maximizing Impact of UIA’s Interventions The priority programmes, identified within the context of NDP III, for targeted investment promotion and facilitation include: i. Agro-Industrialization: aims to increase commercialisation and competitiness of agricultural production and agro-processing. Key expected results include: increasing export value of selected agricultural commodities, increasing the agricultural sector growth rate, increasing labour productivity in the agro-industrial value chain, creating jobs in agro-industry, and increasing the proportion of households that are food secure. ii. Mineral Development: aims to increase mineral exploitation and value addition in selected resources for quality and gainful jobs in industrialisation. Key expected results include: reducing the volume and value of imported iron and steel and inorganic fertilisers; increasing the volume and value of refined gold exports and copper; increasing investment in the exploration and processing of selected minerals; and creating more jobs in the mining subsector. iii. Tourism Development: aims to increase Uganda’s attractiveness as a preferred tourist destina tion. Key expected results include; sustainably increasing tourism arrivals and revenues as well as employment in the tourism sector. iv. Natural Resources, Environment, Climate Change, Land and Water Management: aims to stop, reduce and reverse environmental degradation and the adverse effects of climate change as well as improve utilisation of natural resources for sustainable economic growth and liveli hood security. Key expected results include: improved land use and management; increasing land area covered under forests and wetlands, increasing compliance of water permit holders with permit conditions and enhancing the accuracy of meteorological information. v. Private Sector Development: aims to increase competitiveness of the private sector to drive sustainable inclusive growth. Key expected results include: reduction of the informal sector, increase in non-commercial lending to the private sector in key growth sectors, increased value of public contracts and sub-contracts that are awarded to local firms, and increased volume of private sector investment in key growth areas. 6 vi. Manufacturing: aims to increase the product range and scale for import substitution and improved terms of trade. Key expected results include: increased share of manufactured exports in total exports, growth in the industrial sector contribution to GDP, and increased share of labour force employed in the industrial sector. vii. Sustainabe Energy Development: aims to increase access to and consumption of clean energy. Key expected results include: increase in primary energy consumption; increase in the proportion of population accessing electricity; reduction in the share of biomass energy used for cooking; increase in transmission capacity; and enhanced grid reliability. viii. Sustainable Urban and Housing Development: aims to attain inclusive, productive and liveable urban areas for socio-economic transformation. Key expected results include: decreasing urban unemployment; reducing the housing deficit; enhanced economic infrastructure in urban areas; increasing efficiency in solid waste collection; and more coverage of urban green spaces. ix. Regional Development: aims to accelerate equitable regional economic growth and development. Key expected results include reducing poverty in lagging sub-regions of: Karamoja, Bukedi, Bugisu, Busoga, West Nile, Acholi, Teso and Bunyoro.

1.8 Priority Markets for Sourcing FDI UIA’s selection of the priority markets for targeted investment promotion seeks to balance the following important considerations: i. Need to sustain Uganda’s current biggest investor countries. These comprise of Kenya, Germany, Belgium, China, and South Africa. ii. Attracting additional investors from leading investor countries in Europe which include: France, The Netherlands, United States, and United Kingdom. iii. Attracting emerging global investor countries including India, Turkey, South Korea, United Arab Emirates, and Israel. iv. Countries where Uganda has a representative Mission…in order to harness the communi cation linkage services available at the Missions. v. Attracting the over 2 million-strong Ugandan Diaspora to invest more in their mother- Country. 7 Figure 1: Target FDI Markets • Asia • Africa 1. Kenya 1. Chaina 2. South Africa 2. India 3. Egypt 4. Mauritius 1. The Gulf 1. UK States 2. Germany 2. Turkey 3. Netherlands 3. Israel 4. France • Arab • Europe World The actual market strategy to be implemented will comprise of a gradual enhancement of the target market portfolio to include all of the country’s current biggest investor countries plus 2-3 others each, selected from the top global investor countries and emerging investor countries, respectively, each successive year. The Directorate of Investment Promotion and Business Development (DIPBD) will undertake periodic market surveys to inform the actual choice of markets to target for a given year.

1.9 Overview of Uganda’s Investment Environment

1.9.1 Global Perspective Foreign Direct Investment (FDI) is when an individual or company owns more than 10% of a foreign-based company (International Monetary Fund). FDI is critical for emerging market countries such as Uganda which need the funding and expertise that multinationals and other foreign big business firms possess to invest in infrastructure, energy, and value addition to spur socio-economic growth and develop- ment. The year 2015 set the record for global FDI flows, standing at U$2.03 trillion. In 2017, developing coun- tries received U$671 billion, or 47% of total global FDI. In 2018, Africa received US$46 billion in FDI according to UNCTAD’s World Investment Report 2019. Although this marked an increase of 11% on the previous year, the Continent’s share of global FDI is still very low compared to other emerging countries in Asia, the Middle East and Latin America. South Africa, Egypt and Nigeria are the largest recipients of global FDI in Africa. Yet, according to the United Nations Economic Commission for Africa (UNECA), the average return on inward investment for Africa as a whole is four times that of the G-7 countries, and twice that of Asia. New policies and political stability are slowly creating a completely new economic environment across the Continent. 8 EY’s (formerly Ernst & Young) 2019 edition of the Africa Attractiveness Report reports that multination- al enterprises from developing countries are expanding their activities in Africa but investors from devel- oped countries remained the key players . France is the largest investor in Africa, although its stock of investment has remained largely unchanged since 2013, followed by the Netherlands, the United States, the United Kingdom and China. Growing demand and a corresponding rise in the price of commodities, of which Africa is a key producer, are expected to prop up FDI flows to the continent. Closer regional integration aided by the Africa Continental Free Trade Agreement (AfCFTA) can also draw additional FDI flows. The growing number of special economic zones (SEZs) could become another factor in drawing invest- ment to the Continent in the coming years. There are an estimated 237 SEZs in Africa, some still under construction, along with more than 200 single-enterprise zones (so-called free points). Uganda’s SEZ development programme, spearheaded by UIA, includes plans to develop a regional network of 23 Indus- trial Business Parks spread across the country in partnership with private sector developers under Pub- lic-Private Partnerships (PPPs) arrangements. The World Bank, the International Monetary Fund (IMF) and UNCTAD, among other international insti- tutions, regularly publish Global Competitiveness Indices for Ease of Doing Business while Transparen- cy International (TI) and other non-governmental organisations (NGOs) publish Corruption Perception Indices on an annual basis. Uganda is placed at number 116 out of 142 countries in the World Bank Doing Business Ranking 2020. On the other hand, the Corruption Perceptions Index 2019 by Transparency International ranks Uganda at 137 out of 180. These publications rank-order most of the countries in the world and are taken very seriously by the investor communities. Most Investment Promotion Agencies (IPAs) including UIA, therefore, seek to improve their country’s ranking along these key parameters in investment mobilisation with the goal of projecting a more attractive proposition for foreign investors thus highlighting the global competition for these scarce resources.

1.9.2 East Africa FDI held steady at $9 billion in East Africa, the fastest-growing region of the Continent. Ethiopia topped the region, even as flows to the country declined by 18%, to $3.3 billion . The figures below show that flows to Kenya swelled by 27% to $1.6 billion, due to investment in diverse sectors, including manufac- turing, hospitality, chemicals and oil and gas. Uganda is a second fore-runner FDI attraction in the region. 9 Figure 2: Overview of FDI inflows to the EAC (USD Millions) Source: World Investment Report 2020 by UNCTAD

1.9.3 Why Invest in Uganda? There are at least 11 compelling reasons for investing in Uganda: i Strategic location in Eastern Africa accessing a growing regional market of over 160 million people; ii Access a rapidly growing middle-income domestic market; iii Energise a vibrant economy growing at an average rate of over 5% annually; iv Benefit from liberal economic and foreign exchange policies; v Enjoy a range of investment incentives including; 75% import duty reduction on factory equipment, depreciating start-up costs over four years, and a 100% tax deduction on research and training costs as well as mineral exploration costs. Additionally, 100% of training costs are also deductible on a one-time basis. Investors engaged in export-oriented production can also enjoy a 10-year tax holiday. vi Harness abundant opportunities for partnerships with domestic investors; vii Exploit abundant oil and gas discoveries, a rich untapped minerals potential and agricultur al raw materials coupled with an amenable climate (Uganda spends over USD 13 billion annually on importation of mineral-based products which can be produced from locally available minerals; viii Selection of countrywide infrastructure of Industrial Parks and Business Innovation/ Incubation Centres; ix Be facilitated by a dynamic One-Stop Centre for registration, licensing and other business support; x Employ affordable well-educated and skilled young people; xi Operate in a stable and secure young democracy. 2 World Investment Report 2020 by UNCTAD 10

1.9.4 Impact of COVID-19 Pandemic Uganda’s economic performance is influenced by developments in the global economic environment. A slowdown in the global economy as a result of corona virus will have a negative impact on Uganda’s economy. This impact will be reflected across all economic activities. i. Foreign Direct Investment into Uganda is expected to decline due to the impact of COVID-19 on the economies of FDI source countries such as China. The most affected sectors in Uganda include: Tourism, Transport and Construction. ii. China registered the highest amount of planned investment in Uganda in 2018/2019 equivalent to (US $ 607.3 million) accounting for 45.1 percent of all the planned investments. China’s econ omy, which is the source of the COVID-19 pandemic, is projected to contract by 3.69% to 4.39% (World Bank 2020) . The decline in economic activity/output is partly attributed to decline in investment (internal and external) as factories and other companies take precautionary measures against the COVID pandemic. iii. The World Bank forecasts decline in GDP of other economies due to the COVID-19 pandemic. This decline in economic activity in these countries will also affect FDI inflows in Uganda. High-income countries could see significant losses of GDP, with the estimated loss in the Euro pean Union over 3.4%, Japan 4.6%, the United States – 3.4% and Canada – 3.2%. Foreign Remittances into Uganda will also decline and therefore affect the value of planned FDI into the country. Remittances are a good source of investment into real estate sector. Bank of Uganda (BOU) projects a decline in remittances from $1.369b to about $955.6m due to effects of Covid-19 in FY 2019/2020 and from $1.193b to $238.8m in FY 2020/21. According to the World Bank, global remit- tances are projected to decline sharply by about 20 percent in 2020 due to the economic crisis induced by the COVID-19 pandemic and shutdown. The fall is attributed to a fall in wages and decline employ- ment of migrant workers. 3 Maryla Maliszewska, Aaditya Mattoo and Dominique van der Mensbrugghe (2020). The Potential Impact of COVID-19 on GDP and Trade. A Preliminary Assessment. World Bank Policy Research Working Paper 9211. April 2020. 11 xxiv A starch- processing plant in Koch-Goma in Nwoya District Phone making at Simi Mobile phone factory in Namanve CHAPTER 2 SITUATION ANALYSIS

2.1 Performance review of Strategic Plan 2016-2020 UIA commissioned an independent review of the performance of the outgoing Strategic Plan 2016-20. From the assessment, it was noted that: i. The overall level of implementation was generally low, mainly due to the rather ambitious achievements set out relative to the small funding basket from Government. ii. New investment generated under 150,000 direct jobs (14.8%) of the 1,000,000 jobs projected. iii. The One-Stop Centre (OSC) is operational and grew from 3 Agencies stationed at UIA in 2016 (URA, URSB, DCIC), to 16 Agencies (13 Govern ment Agencies and 3 partners) by 2020; iv. The OSC now handles over 40,000 transactions per year, exceeding the FY 19/20 target of 30,000; v. 5 online services have been launched on UIA’s e-Biz Platform (e-business registration, land title verification, online investment licensing, application for EIA, and online payment); the e-Biz platform won the National (Uganda) award for best system in the Trade and Investment Category; vi. Networks were established, including establishment of District Investment Committees (DICs); conferences/events aimed at nurturing the businesses especially local small and medium-sized enterprises (SMEs) were successfully convened including annual investor conferences, private equity and venture capital conferences and Investor of the Year (INOY) awards. vii. Invaluable Memoranda of Understanding (MoUs) were signed with several partners including the Embassy of Ireland, China Council for the Promotion of International Trade (CCPIT), UK’s Department for international Develop ment (DFID) and the American Chamber of Commerce Limited in Uganda (Amcham) setting the framework for collaboration in fostering foreign direct investment relationships with Uganda. viii. Senior staff from the Directorate of Investment Promotion and Business Development participated in 27 meetings held to discuss measures to improve theinvestment climate in the East Africa Community (EAC) region, including operationalization of the Common Investment Area, The EAC Investment Guide, The EAC Investment Report, and the Harmonization of Laws governing trade and investment, among other issues. 13

2.2 Major challenges faced during implementation of the previous Strategic Plan The Authority experienced the following challenges; i. Outbreak of COVID-19 pandemic coupled with health emergency restrictions and lockdown affected both Foreign and Domestic Direct Investment. ii. Lack of a robust Monitoring and Evaluation Framework for the Strategic Plan iii. Understaffing in some functions to fully support implementation of strategic interventions iv. Inadequate and intermittent funding, which severely limited the Authority’s capacity to implement planned activities across board.

2.3 Key Lessons Learnt Based on the review of UIA’s performance in the past 5 years, a number of lessons have been drawn to inform this Strategic Plan. These include among others; i. Synergies across different Directorates within the Authority is key in enhancing effective implementation of the mandate. ii. The need for a Risk Management Framework to help the Authority: (a) Identify potential risks ahead of time, (b) Plan risk mitigation measures, (c) Monitor risks to ensure that they don’t happen or their impact is minimized (d) mitigate the impact of risks on the activities. iii. The need to revise the Human Resource Manual to holistically address gaps in order to improve staff performance. iv. The need for a Fleet Management Policy to provide a framework for acquisition, management and disposal of UIA vehicles.

2.4 Institutional Capacity According to the new investment code 2019, functions of the Authority have been redefined to provide for; i. The registration of investors and investment licenses; to make the Authority a One Stop Centre for coordination, promotion, facilitation, monitoring and evaluation of investment and investors ii. Finances, accounting and auditing; iii. The submission of annual reports by the Authority and for other related matters. iv. Modifications in Board composition to strengthen the oversight role If fully implemented, the new investment code will strengthen the Authority’s capacity to deliver on its mandate. So far, a number of policies and guidelines have been put in place including; Risk Man- agement Framework 2021, revised HR Manual 2021, Fleet Management Policy 2021, Communica- tion Strategy to mention but a few. In terms of staff recruitment, 79 out of 124 positions have been filled, representing 63%, and there is total commitment to fill the vacant positions in the next 2 years. In addition, the Authority constructed its own office block and there are plans to procure more vehicles to improve on the fleet. 14

2.5 SWOT Analysis Strengths Opportunities i. Existence of a legal framework, i. Political goodwill embedded within the Investment ii. Strong partnerships with other Code 2019, that enables the implementing agencies Authority to exercise its mandate iii. Benchmarking with other ii. Support from GoU Parastatals and implementing iii. Highly qualified, skilled and partners experienced employees iv. Diaspora remittances and other iv. knowledgeable, technical and Development Partners respected Board members v. Emerging Investment Opportunities v. Increasing Regional Presence like ICT, Oil and Gas vi. Strong Internal Control System vi. Public Awareness in domestic and vii. Existence of a One Stop Centre foreign markets for investors (FDI and DDI). Weaknesses Threats i. Inadequate Performance i. Budgetary cuts due to a shift in Management System government spending focus ii. Limited stakeholder engagement ii. Negative publicity iii. Failure to implement the risk iii. Cyber Threat management framework iv. Insecure political environment

2.6 Stakeholder Mapping Government ministries, departments and agencies (MDAs) performing functions relating to registra- tion, licensing and approval of establishing an investment in Uganda are obligated by law to cooperate with the Authority. The key Government Agencies referred to under section 11, subsection (1) of the Investment Code Act 2019, are shown in the annex together with other higher-level policy organs as well as non-governmental actors. Other key agencies that the Authority interacts with to facilitate investment include Uganda Commu- nication Commission (UCC) and National Information Technology Authority, Uganda (NITA-U), Uganda Industrial Research Institute (UIRI), Innovation Centre, among others. 15 Partner Institution/Organs Nature and implications of Relationship Parliament of Uganda  Influences Budgetary allocations via Annual Policy Statements and Budgets of MDAs  Provides oversight to investment sub sector Presidential Investment Round Table  PIRT is a high-level forum, chaired by the (PIRT) & National Development Policy President that brings together a select group Forum (NDPF) of both foreign and local investors to advise Government on how to improve the investment climate in the country. It is used as a vehicle for Public-Private Dialogue and acts a business – government (B2G) coordination mechanism.  PIRT also helps development partners especially World Bank`s private sector development and investment climate programmes.  The PIRT process and engagement, launched in 2004, is coordinated by the Rt. Hon. Prime Minister in collaboration with UIA.  The NDPF serves as a platform for constructive policy debates that should lead to a better understanding  of Uganda’s development issues within the framework of Vision 2040 and the NDP.  Acts as a sounding board on planning policy and practice, promotes good practice across the sectors, facilitates cross-sectoral networking and focuses on areas in which all sectors have a common interest. Ministries of; • MoFPED is the Lead Ministry for investment • Finance, Planning & Economic policy guidance and oversight of UIA Development (MFPED including approval and advocacy of UIA • Trade, Industry & Cooperatives; budget • Local Government • The rest of the Ministries oversee policies • Agriculture, Animal Industry and and programmes that directly impact the Fisheries investment subsector such as labour laws, • Energy and Mineral Development industrial policy, district development plans, • Water and Environment transport infrastructure development and • Lands, Housing and Urban education and skills development. Development • UIA’s Directorate of SMEs will work closely • Tourism, Wildlife and Antiquities with the Skilling Uganda Programme and • Works & Transport MTIC to profile the SME sub sector as a • Science, Technology & basis for strengthening its contribution of the Innovation national and regional investment streams. • Education & Skills Development; 16 National Planning Authority • To coordinate and harmonize development planning. • Monitor and evaluate of Public Projects and Programmes. • Liaise with the private sector and civil society in the evaluation of Government performance. • Support local capacity development for national and decentralised development planning Government Agencies: National Water & • Provide crucial enabling utility services for Sewerage Corporation NWSC; Uganda smooth operations in the Industrial and Electricity Transmission Company Ltd Business Parks as well as in all other (UETCL); UMEME; locations. Telecommunications Service Providers The Uganda Registration Services • Responsible for business registrations Bureau (URSB) (setups and liquidations), registration of patents and intellectual property rights, and any other registrations required by law The National Environment Management • Carries out environmental impact Authority (NEMA) assessments (EIAs) of planned development projects, environmental audits, enforcement and compliance. The Directorate of Citizenship and • DCI issues visa and work permits to Immigration (DCI) approved investors The National Identification and • NIRA issues identification documents to all Registration Authority (NIRA); Ugandans and non-citizens residing in the country. The Uganda Revenue Authority (URA) • URA handles all taxation matters including tax incentives to eligible investors. The Uganda National Bureau of • UNBS formulates, promotes and enforces Standards (UNBS) the use of standards in protec�on of public health and safety and the environment against dangerous and sub-standard products; ensures fairness in trade and precision in industry through reliable measurement systems; and assures the quality of locally manufactured products to enhance the compe��veness of exports in regional and interna�onal markets. The Directorate of Lands Registration • The Directorate is responsible for issuance of (DLR) cer�ficates of �tles, general conveyance, keeping custody of the na�onal land register, coordina�on, inspec�on, monitoring and back-up technical support rela�ng to land registra�on and acquisi�on processes to local governments 17 The Kampala Capital City Authority • KCCA through its Directorate of Physical (KCCA) and District Local Governments Planning is responsible for planning, (DLGs) designing and managing City physical infrastructure including the zoning, land subdivision and demarca�ng areas for development. • DLGs likewise are important actors in locating and supporting investment within their areas of jurisdiction The Uganda Free Zones Authority • UFZA is responsible for the establishment, (UFZA); development, management, marke�ng, maintenance, supervision and control of free zones in Uganda. The National Social Security Fund • NSSF is charged with providing social (NSSF); security services to employees in Uganda. All eligible employers are obligated to comply with policies and procedures set by the Fund irrespec�ve of the origin of the employer. The Financial Intelligence Authority • FIA is a government agency charged with (FIA) combating money laundering and terrorism financing. Other Anti-corruption Agencies • These include the Office of the Inspector General of Government (IGG); agencies from the Office of the President (OP); and from other security agencies. Private Sector Business Associations • These are primary stakeholders responsible including: Private Sector Foundation for promoting domestic enterprise Uganda (PSFU), Uganda Manufacturers development iincluding engaging in Association (UMA), Uganda Small-scale mutually rewarding public-private Industries Association (USSIA); Uganda partnerships (PPPs). Women Entrepreneurs Association Ltd (UWEAL); Enterprise Uganda, etc. External Development Partner Agencies • These agencies are important potential including bilateral and multilateral sources of funding and technical assistance agencies for the Authority as well as domestic investors and the business community. • Development Partner agencies also play an influential role in profiling countries for investment decision making globally. National Enterprise Corporation • Undertake development of regional (NEC)/Uganda Peoples Defence Forces industrial and business parks (UPDF) Engineering Brigade 18 Partner Institution/Organs Nature and implications of Relationship Office of the Prime Minister (OPM)  OPM Coordinates the implementation, Monitoring and Evaluation of all Government Policies, Programmes and Projects including JAF Indicators and actions and PIRT decision through the National Institutional coordination Framework.  Undertakes Coordination of the implementation of the National Development Plan (NDP)  Coordinates and provide public relations to ensure good Government image, effective coverage of national events, communication of policies/practices, and defining the ideal National Character and Values for Development 1917 H.E PRESIDENT OF THE REPUBLIC OF UGANDA YOWERI KAGUTA MUSEVENI LAUNCHES ATYAK SUGAR FACTORY IN AMURU DISTRICT CHAPTER 3 STRATEGIC DIRECTION 2020-2025

3.1 Vision “A globally competitive Uganda, profitable for business and investment”

3.2 Mission To promote, attract and retain value-adding domestic and foreign investments through robust market- ing and investor-centric policies and services.

3.3 Goal The goal of UIA is Accelerated Industrialization and Employment Creation through Investment

3.4 Corporate Values The Authority’s corporate culture is embedded in the values of: i) Professionalism (encompassing competence or skill and a high level of work ethic); ii) Teamwork (willingness of staff to work together to achieve a common aim); iii) People centeredness (valuing all UIA's clients, staff and other stakeholders); iv) Innovativeness (an open-minded and creative approach to achievement of results v) Excellence (a spirit to excel beyond the normal by exploring new ideas and avenues that foster performance and vi) Sustainability (caring for a healthy and sustainable planet in whatever we do (green investments, cleaner production, etc.).

3.5 Strategic Areas of Focus The Authority will focus its resources on the following five key areas of its mandate: i. Promoting Uganda as the preferred destination for Foreign and Domestic Investment in Africa. ii. Improving domestic and international competitiveness and ‘Doing Business Environment’ through an efficient One Business Stop Centre. iii. Accelerating Uganda’s industrialization through serviced industrial-business parks; and iv. Undertaking research and advocacy for favorable investment measures and policies v. Enhancing UIA institutional capacity to deliver its mandate. 21

3.6 Strategic Objectives and Interventions Strategic Area 1: Promoting Uganda as the preferred destination for Foreign and Domestic Investment in Africa No. Strategic Objective Strategy Activities

1.1 To increase FDI percentage 1.1.1Strategic investor targeting 1.1.1.1 Organising and implementing a strategic investor contribution to GDP from targeting programme through an internationally accredited 3.68% to 5%% by 2025 FDI intelligence tool;

1.1.1.2 Liaising with Uganda’s foreign missions abroad and diplomatic missions accredited to Uganda for investment promotion and follow up of investment leads;

1.1.1.3 Organising outward and inward investment marketing missions; and Organising online Business Forums and Dialogue sessions in collaboration with entities in target markets.

1.1.2 Provision of Timely 1.1.2.1 Developing and disseminating updated investment Quality Investment Information. promotion materials;

1.1.2.2 Responding to all investor inquiries regarding investment; and Compilation of bankable private and public projects for investment promotion.

1.1.3 Implementation of a robust 1.1.3.1 Investor follow up from attraction and licensing to Investor aftercare programme. implementation and expansion through use of a Client Relationship Management System (CRMS);

1.1.3.2 Investor aftercare support through scheduled regular company visits, and operational troubleshooting to ensure successful implementation of licensed projects;

1.1.3.3 Facilitation of forward and backward linkages through supplier match-making events;

1.1.3.4 Implementation of a ‘Sector Intervention Approach’ to ease business operating conditions in the sectors; and

1.1.3.5 Tracking of quality and gender consideration assurance as regards employment creation 22

1.2 To facilitate the channeling of at 1.2.4 Promotion of increased 1.2.4.1 Developing investment material and an on-line portal least 10% of Ugandan diaspora investment by Ugandans in the relevant to the Ugandans in the Diaspora; remittances into investment by Diaspora; 1.2.4.2 Establishing and maintaining a data base on the 2025 identity, location and skills of the Ugandan Diaspora together with the relevant entities;

1.2.4.3 Facilitating One Stop Centre services to Ugandans in the Diaspora through the Diaspora Desk;

1.2.4.4 Organising physical and virtual ‘Diaspora Investment Summits with Operation Wealth Creation (OWC), United Nations Development Programme (UNDP), Food and Agriculture Organisation (FAO), Ministry of Foreign Affairs, and other like-minded institutions to target the Diaspora communities;

1.2.4.5 Compiling, documenting and widely publicising successful Diaspora investments to inform and attract other Ugandans in the Diaspora to invest;

1.2.4.6 Developing incentives for Diaspora investments; and

1.2.4.7 Fast tracking the passing of the Diaspora Policy to make it easier for Ugandans living abroad to invest back home and contribute to the socio-economic and political development of the country. 23

1.2.5 Positioning and sustaining 1.2.5.1 Coordinating the ‘Team Uganda’ Concept of 30-40 Uganda as a business-friendly MDAs relevant to investment to ensure elimination of country. bureaucracy in delivery of government services in the business environment;

1.2.5.2 Coordinating UIA inter-departmental collaboration to develop comprehensive advisory positions for advocacy with Government, Parliament and other critical opinion leaders;

1.2.5.3 Publicizing achievements, challenges and proposals for investment and business policy reforms in Uganda;

1.2.5.4 Coordinating the workings of the PIRT and follow up on its recommendations;

1.2.5.5 Networking with other IPAs and Business Associations; regionally and globally to generate and exploit synergies that support investment promotion.

1.3 To increase the value of new 1.3.1 Attracting value adding 1.3.1.1 Facilitation of joint ventures (JVs) and business domestic investment (DI) from Foreign Direct Investment that opportunities through backward and forward linkages; 24.4% to 50% by 2025. grows Domestic Direct 1.3.1.2 Organizing physical and online Business to Business Investment; meetings;

1.3.1.3 Implementation of a focused aftercare programme for domestic investments to determine, and areas expansion and diversification (import substitution and export-oriented industry);

1.3.2 Implementation of a 1.3.2.1 Increased coordination with the local governments in National and Regional the regions where investment is lacking (Government has Investment Promotion Strategy increased incentives to attract movement of investment away to deepen industrialization in from the central region and urban areas); Uganda; 1.3.2.2 Development of project profiles for sectors where different regions have comparative advantage

1.3.2.3 Organizing regional investment symposia, expos, and consultative fora in collaboration with identified partners such as Operation Wealth Creation (OWC), the Presidential Initiative to Promote Agro-Industrialization for Local Economic Development (Agri-LED) Framework and development partners (both bilateral and multilateral); 1.3.2.4 Advocating for increased incentives to move investment away from the central region and urban areas. 24

1.3.2 Implementation of a 1.3.2.1 Increased coordination with the local governments in National and Regional the regions where investment is lacking (Government has Investment Promotion Strategy increased incentives to attract movement of investment away to deepen industrialization in from the central region and urban areas); Uganda; 1.3.2.2 Development of project profiles for sectors where different regions have comparative advantage

1.3.2.3 Organizing regional investment symposia, expos, and consultative fora in collaboration with identified partners such as Operation Wealth Creation (OWC), the Presidential Initiative to Promote Agro-Industrialization for Local Economic Development (Agri-LED) Framework and development partners (both bilateral and multilateral);

1.3.2.4 Advocating for increased incentives to move investment away from the central region and urban areas.

1.3.3 Development and 1.2.3.1 Establish and maintain an updated National SME maintenance of a National SME Database and Portal; Facilitate SMEs to access information Database and SME portal for on opportunities for linkages with foreign and domestic large- traceability, access to services scale firms for sub-contracting and partnerships for and linkage technology transfer, productivity improvement, and growing i 1.3.4 Promoting JV Partnerships to scale. and sub-contracting linkages 1.3.4.1 Facilitate SMEs to access fully-serviced workspaces, between foreign and high incubation and workspace services potential SMEs and larger firms 1.3.5.1 Facilitate domestic investors with post-investment to enable technology transfer, support services designed to lower the costs of doing and growing to scale. business; identify markets and encourage

1.3.5 Facilitation of the 1.3.5.2 Facilitate SME access to affordable business finance development of four (4) regional and acceleration programs to support innovation, technology Technology Transfer Offices transfer and enhancement of competitiveness in the domestic, (TTOs) in collaboration with regional and international markets Public and Private Universities 1.3.5.3 Collaborate with relevant MDAs, private sector and R&D and Innovation business associations and District Local Governments Institutions for transfer of (DLGs) to coordinate promotion and facilitation of domestic innovations from “the lab to the investment (TEAM Uganda); market”. 1.3.5.4 Identify, profile, link and market SMEs through National SME portal/Database to MSME Service providers and potential buyers for improved service delivery and monitoring;

1.3.5.5 Provide expert advice to GOU designed to promote nationwide SME investment growth, competitiveness, and transition into larger scale firms with enhanced investment capacity. 25 Strategic Area 2: Improving domestic and international competitiveness and ‘Doing Business Environment’ through an efficient One Business Stop Centre. No. Strategic Objective Strategy Activities

2.1 To reduce the cost of 2.1.1 Implementing an effective, and 2.1.1.1 Annually review services and business processes at the doing business well-functioning OSC for business One Stop Centre (OSC) and engage Government Agencies and environment to improve processing, licensing and other post- Partners for new or expanded services as required; the country’s ranking investment business support services 2.1.1.2 Progressively automate and integrate new services on by; to both foreign and domestic investors the OSC online portal to offer services that meet ISO 9001:2015 a. WB- from 116 to designed to lower the cost of doing quality standards; 91 by 2025 business; 2.1.1.3 Provide a warehouse of investment-related data to b. WEF- from 115 promote lower cost of doing business and transparency, thus to 90 by 2025 reducing the loopholes for corruption;

2.1.1.4 Establish 4 regional One-Stop Centre to take key business licensing services nearer to the regional based clients, and reduce set-up costs;

2.1.1.5 Conduct business process re-engineering workshops that further reduce the steps or procedures required to offer key services at the OSC;

2.2.1 Effective collaboration with the 2.2.1.1 Undertake competitiveness studies to establish overall key stakeholders including the sector advantages and quick-wins, challenges to be addressed, business community and relevant and marketing strategies, thereby contributing to improved MDAs to enhance integrity and sector and overall country competitiveness. business ethics, thereby projecting a 2.2.1.2 Networking with influential local and global favourable image of Uganda; stakeholders to generate and share accurate and positive information regarding Uganda’s business environment. 26 STRATEGIC AREA 3: Accelerating Uganda’s industrialization through serviced industrial-business parks No. Strategic Objective Strategy Activities

3.1 To promote investment 3.1.1 Establish and service a 3.1.1.1 Development of integrated and serviced Industrial and for economic regional network of 23 Industrial Business Parks (IBPs) that attract foreign and domestic investors to transformation and Business Parks spread across the establish industries in different parts of the country; country (as per Uganda’s Industrial 3.1.1.2 Develop the relevant public infrastructure and utilities employment creation Parks Development Strategy) in in these industrial parks using funding from the Government through value addition partnership with Private Sector Consolidated Fund and other sources; and technology transfer developers under Public-Private 3.1.1.3 Develop specific incentive regime for investors willing to resulting into the Partnerships (PPPs) arrangements; locate in upcountry Industrial Business Parks (IBPs); creation of 1 million 3.1.1.4 Establish and service one Science, Technology, jobs i.e 350,000 direct Engineering and Innovation (STEI) Park, and business incubator in and 650,000 jobs each of 4 Regional Cities (Arua, Gulu, Mbale, and Mbarara), 5 Strategic Cities (Fort Portal, Hoima, Jinja, Nakasongola and Moroto) as well as in Kampala Capital City;

3.1.2 Collaboration with other 3.1.2.1 Undertaking innovative marketing communications to stakeholders to advocate for policy popularize the advantages and benefits offered to users of the IBPs; and legal reforms that promote 3.1.2.2 Publicising achievements, challenges and proposals for Uganda’s industrialisation; facilitating increased investment in Uganda’ industrial sector;

3.1.2.3 Jointly develop with sister departments and implement annual programmes to promote investors occupancy of available space in the IBPs;

3.1.2.4 Tap into and harness the UGX500 Billion Innovation Fund to establish, operationalised and incentivize the regional STIPs in Central, Eastern, Northern and Western regions, and

3.1.2.5 Establish a Land Bank to assist investors to access private land for industrial and agricultural investments.

3.1.2.6 Widely publicise the services offered to industrialists by the IBPs. 27 STRATEGIC AREA 4: Undertaking research and advocacy for favorable investment measures and policies No. Strategic Objective Strategy Activities

4.1 To conduct research to facilitate 4.1.1 Research and Policy 4.1.1.1 Develop a comprehensive research agenda aimed at informed decisions on investment Agenda fostering investment activities promotion and policies 4.1.2 Integrated Management 4.1.1.2 Develop a policy agenda and framework addressing Information System (internal) investment needs

4.1.3 SME Portal (interface) 4.1.2.1 Develop an Integrated Management Information System to aid M&E, research and information dissemination

4.1.3.1 Develop a National SME Portal

4.2 To advocate for favorable 4.2.1 Investment policy and 4.2.1.1 Present investment policy and position papers investment measures and policies position papers 4.2.2.1 Review investment code

4.2.2 Legislative reviews 4.2.2.2 Popularize investment code

4.3 To foster institutional and inter- 4.3.1 Stakeholder mapping 4.3.1.1 Conduct stakeholder mapping agency collaboration to enhance 4.3.2 Memoranda of 4.3.2.1 Sign Memoranda of Understanding synergy in investment promotion Understanding 4.3.3.1 Conduct joint project implementation

4.3.3 Joint project and advocacy implementation STRATEGIC AREA 5: Enhancing UIA institutional capacity to deliver its mandate. No. Strategic Objective Strategy Activities

5.1 To strengthen UIA’s 5.1.1 Developing and 5.1.1.1 Fill any vacant positions in the approved staff complement capacity to deliver implementing UIA’s Human including that of Deputy Director General to provide leadership to the effectively on its Resource Development Strategy; technical teams;

5.1.1.2 Provide staff with requisite knowledge, skills, work ethic and mandate resources required to deliver effectively and efficiently;

5.1.1.3 Carry out periodic monitoring and evaluation including mid- term evaluation;

5.1.1.4 Undertake periodic review and enhancement of the competitiveness of UIA’s staff terms and conditions of employment and work environment; 28

5.1.2. Improve the management 5.1.2.1 BDS Services, Mentorship for Investors (DDIs, MSMEs, capacities of local enterprises Cooperatives, SACCOS etc) that access the Business Development through massive provision of Centers. Business Development Services geared towards improving firm 5.1.2.2 Human Capital Development - aimed at increasing entrepreneur capabilities through sustainability and continuity of business within any business establishing five (5) Regional evidenced by a succession plan Business Development Services Centres. 5.1.2.3 Strengthening Financial Intelligence & Development of bankable projects to access for increased investment

5.1.2.4 Enable and optimize Buyer/Seller collaboration aimed at improved value and improved quality of products, increased linkages and access to market.

5.1.2.5 Establish regional database for all BDIs and MSMEs for easy linkage to investment opportunities

5.1.3 Increasing staff and 5.1.3.1 Undertake periodic review and alignment of UIA institutional capacity to deliver the organizational structure to strategy to enable effective Strategic Plan 2020-25 implementation of the Strategic Plan;

5.1.3.2 Mobilise the resources required to implement UIA’s annual and strategic plans;

5.1.3.3 Instill an innovative performance management culture, including timely monitoring, evaluation and accountability for institutional resources;

5.1.3.4 Prepare timely procurement and disposal plans and monitor their implementation

5.1.3.5 Develop an effective communications strategy and monitor its implementation;

5.1.3.6 Prepare an institutional research strategy and monitor its implementation; 29

5.1.4 Strengthen Governance, 5.1.4.1 Formulate, adopt and implement an annual almanac of Board Oversight, and Risk Management meetings to ensure good governance in terms of provision of strategic at UIA direction, policy guidance and institutional oversight;

5.1.4.2 Develop and implement periodic organisational learning interventions for Board Members, Management and Staff;

5.1.4.3 Prepare and submit periodic budgets and periodic performance reports to the Board;

5.1.4.4 Facilitate preparation of internal and external audit processes

5.1.4.4 Prepare and submit all statutory reports on time;

5.1.4.5 Operationalize the existing GOU Financial, Human Resource, and other established Management Systems;

5.1.5 Improving UIA’s Work 5.1.5.1 Annually replenish outdated institutional infrastructure Environment (assets) and tools in collaboration with user departments;

5.1.5.2 Review and modernize organisational policies, systems and business processes to be responsive to emerging demands; 30

3.7 Guiding Principles for Investment Marketing Uganda’s investment promotion efforts are underpinned by the following principles:  Welcoming responsible, quality and compliant investment;  Investor protection;  Supporting investors with fair, clear and reliable macro-economic & industrial policies, and regulatory environment;  Mutual benefit

3.8 Key Strategic Outcomes from Implementing UIA’s Mandate The following are the major outcomes to be attained by 2025. i. FDI contribution to GDP raised from 3.68% to 5% by 2025 ii. Diaspora remittance into investment raised to at least 10% by 2025. iii. Value of Domestic Direct Investment raised from to 24.5% to 50% by 2025 iv. Reduced Cost of Doing Business Environment resulting into improved Global Ranking as follows; a. Cost of Doing Business Ranking (WB) from 116 to 91 by 2025 b. Global Competitiveness (WEF) from 115 to 90 by 2025 v. Increased Value Addition, Technology and Knowledge Transfer resulting into the creation of 1,000,000 jobs i.e 350,000 direct and 650,000 indirect jobs vi. Improved Research for Development (R4D) leading to investment promotion and facilitation vii. Improved investment measures and policies viii. Improved collaboration among Implementing Partners ix. Improved Technical Capacity among staff 31 Grace Foam Factory in Mbale Industrial and Business Park LED bulb making at Pearl Technologies Ltd factory in Mbale Industrial and Business Park CHAPTER 4 FINANCING FRAMEWORK AND STRATEGY

4.1 Government Funding The Authority will utilize resources allocated through the Medium-Term Expenditure Framework (MTEF); mobilize adequate resources locally through Non-Tax Revenue (NTR), and from its Regional and International Development Partners (the latter supporting especially the development of Industrial Parks as indicated in the extract below from the Ministerial Policy Statement for FY 2020/21. Funding of UIA’s operations has traditionally been severely constrained. The Authority is hopeful that increased allocations will be made in coming years, coming against the backdrop of UIA’s recent improved performance, and wider mandate emanating from the new law .

4.2 External Funding Uganda Investment Authority is implementing a 3 ½-year infrastructure development project at the Kampala Industrial and Business Park, Namanve, financed by a Euros 249,867,703 loan from United Kingdom Export Finance (UKEF) and Standard Chartered Bank (SCB). The Project contrac- tors (Lagan Dott Namanve Limited) commenced work on 6th July 2020 and are charged with devel- opment of road network and bridge including traffic management, water distribution system, sewer- age and waste treatment works, public toilets, supply and laying of 33KV single core cable, fibre optic and CCTV services, solar street lighting for the entire park, and construction of SME work- spaces. The project is supervised and managed by a consortium comprised of Roughton Internation- al Ltd, Turner and Townsend International Ltd, Joadah Consult Ltd and Basic Group Ltd. The Authority will step up efforts aimed at mobilising additional resources that can support special capital development projects including development of IBPs and STIPs; enhancement of the perfor- mance effectiveness of the One-Stop Centre, and strengthening the competitiveness of Ugandan SMEs to enable them exploit local investment opportunities and also partner effectively with foreign firms. These resources will be off-budget funds aimed, especially at enhancing results from the Authority’s investment promotion and facilitation interventions. Potential development partners include multilateral agencies such as World Bank; United Nations Conference on Trade and Development (UNCTAD); United Nations Industrial Development Orga- nization (UNIDO); United Nations Economic Commission for Africa (UNECA); East African Community (EAC) and the International Chamber of Commerce (ICC), and bilateral agencies including United States Agency for International Development (USAID); Department for Interna- tional Development (DfID-UK); Danish International Development Agency (DANIDA); European Union (EU); MasterCard Foundation; Islamic Bank; and German Development Cooperation Agency (GIZ), among others. 33 The Strategic Plan introduces the idea of structuring the vote key outcome areas around 9 Programmes, clearly delineating the functions of the Authority, and facilitating better reporting. In the outgoing plan, all core areas were crowded under only two programs making it quite difficult to delineate outputs and reporting.

4.3 Resource Mobilisation Strategy In order to deliver its mandate across the 9 NDP- III Programmes, UIA developed a robust forward-looking resource mobilization strategy for the FY 2020/21 – 2024/24, taking into account the changing donor landscape as well as lessons learned from current resources mobilization efforts. The strategy explores new aid modalities and actors, outlines a systematic and strategic approach to leveraging existing and new partnerships with clear recommendations on how to diversify the UIA resources base. 34 A female employing making non-medical facemasks at Lida packaging factory in Mbalala A beverage company in Mbarara SME Park i CHAPTER 5 INSTITUTIONAL ARRANGEMENTS FOR IMPLEMENTING THE PLAN

5.1 How will the plan be implemented? In order to implement this Plan effectively and efficiently, the Authority will continue to address struc- tural bottlenecks in order to enhance institutional capacity in delivery of the Authority’s mandate. Key constraints and challenges include: hitherto a piece meal operationalisation of the revised organisa- tional structure; inadequate dissemination and implementation of the newly amended Investment Code Act 2019; inadequate monitoring of the country’s investment position against global bench- marks; inadequate planning and research skills, and failure to leverage ICT systems to improve inter- nal and external service delivery. The Authority will fully harness its core strengths to enhance its performance effectiveness. Key strengths include dedicated leadership; a strong team of multi-disciplinary staff; improved funding position and strong political commitment. The Authority will also make wide stakeholder consulta- tions to promote innovation, creativity and professionalism towards realization of the Strategic Plan. UIA enjoys great opportunity to work collaboratively with a wide range of stakeholders within and outside of Government to create synergies that transform the One-Stop Centre into a world class busi- ness-friendly facilitator.

5.2 Implementation Structure The implementation setup of the plan can be broadly categorised into three levels: 1. Ministry Oversight: The Authority reports to the Ministry of Finance, Planning and Economic Development (MFPED) through the State Minister responsible for Privatization and Investment, and works very closely with the supervising Directorate of Economic Affairs (DEA). 2. Board of Directors: The Board is appointed by the Minister of Finance, Planning and Economic Development and comprises of the Chairperson and six Members that represent a wide range of stakeholders. The Board provides the Authority with strategic and policy direction as well as overall oversight of the operations of the Authority. Management Level. This is comprised of the DG, who doubles as the Accounting Officer, assisted by the DDG. Next in the hierarchy are five (5) Directorate Heads, a Board Secretary and a Chief Inter- nal Auditor. The high-level (Top Management) structure is given in the annexes UIA Board consists of: a. 5 persons appointed by the Minister from the private sector with sound knowledge and practical experience in business or investment matters; one of whom shall be the chairperson; b. The Permanent Secretary of the Ministry responsible for finance or his or her nominee not below the rank of Commissioner; and c. The Permanent Secretary of the Ministry responsible for trade, or his or her nominee, not below the rank of Commissioner. 36 Elephant Plains Lodge in Queen Elizabeth National Park in Kasese District CHAPTER 6 COMMUNICATION AND FEEDBACK STRATEGY In order to communicate the plan and also identify the mechanisms for generating feedback from its various stakeholders, UIA developed a Communication Strategy for the FY 2020/21 – 2024/25. The overall goal of the strategy is to establish an effective, well-coordinated and proactive commu- nication system that meets information needs of key stakeholders, and positively enhance public knowledge and perception about the Authority. Consequently, the strategy aims to meet informa- tion needs of key stakeholders; increase UIA visibility; and promote effective communication between UIA and its stakeholders so as to obtain feedback and improve performance. The specific objectives of the Strategy include: (i) improving stakeholders’ knowledge about UIA’s Vision, Mission, Goal, Strategic Areas, Objectives and Core Values; (ii) improving information flow between UIA and key stakeholders; (iii) increasing UIA visibility at National, Regional and Global levels; and (iv) strengthening capacity of implementing partners to effectively communicate UIA outputs and results. To achieve the intended goal and objectives, the strategy shall focus on eight priority areas, includ- ing (i) Communications research, (ii) Media relations and engagement, (iii) Strategic publications, (iv) Corporate branding, (v) Promotional activities, (vi) Issues management, (vii) Programming, and (viii) Capacity development. The target audience shall be categorized into two: Internal and External Audiences, with varying degree of sub-audience levels, concerns and appropriate channels for communication. Messages shall be designed and delivered to specific target audiences, using both modern and traditional media approaches. Strategies and tactics shall also be employed to achieve intended communication goal and objectives so as to bring about desired effect on the target audience. A communication team shall be established to effectively manage the implementation of the strate- gy; handle communication issues that may affect UIA performance and reputation; monitor and evaluate as well as track performance of progress towards achievement of key outputs. It is expected that with improved communication management and coordination, delivery of mes- sages to stakeholders shall be harmonized; the media shall be better informed with resultant effect on balanced reporting; UIA visibility shall be increased; and political buy-ins obtained. 38 Soro� Fruit Factory which processes orange and mango juices Cement Factory Located in Tororo CHAPTER 7 RISK MANAGEMENT In order to mitigate risks that might affect successful execution of the Plan, the Authority developed a Risk Management Strategy. The table below highlights the Risk Type, their likely incidence and proposed mitigation measures enshrined in the Risk Management Strategy. Table 7 Risk Management Strategy S/N Risk Type Level Mitigation Measures 1 Emergent adverse pandemics Medium • Undertake annual review of the that threaten national, regional Strategic Plan to rationalize and global investment performance targets taking into environment account emerging developments. 2 Inadequate resources to support High • Align strategies and work the full implementation of the plans to Annual Budget strategy. allocation • Maintain dialogue with Government and Parliament to accord adequate priority to UIA mandate in national development • Identify external funding sources 3 Lack of cooperation, compliance Medium • Sign Memoranda of and collaboration by other understanding (MOUs) Implementing Partners Agencies supported by orientation to a shared customer-service culture. 4 Political will and commitment to Low • Undertake review of the undertake the required Strategic Plan to rationalize implementation, policy and performance targets taking into regulatory reforms required to account emerging address investment environment developments. in Uganda 5 Sustainability, innovation, Medium • Promote Sustainable technology and research Development through Capacity challenges in Uganda Building • Research Agenda should focus on Science, Technology and Innovation. 6 Weak Internal Control Medium • Give priority to strengthening Mechanisms and lack of single of business processes database information for • Regular capacity development Investment in Uganda. and cultural orientation of Board, Management and Staff. 40 Kaweeri Coffee Plantation in Mubende District on Agricultural land provided by Uganda Investment Authority CHAPTER 8 MONITORING AND EVALUATION FRAMEWORK

8.1 Overview In order to operationalise the plan, the Authority developed an M&E Framework to measure progress towards expected outputs and outcomes as articulated in the Results-Based Logical Framework (Annex 9.10) and to examine and determine the contribution, if any, of the results and outcomes to support the Strategic Areas and Objectives for the Authority as indicated in Chapter 3 above. The Authority’s M&E Framework was developed in the context of the NDP-3 M&E Framework and the National M&E Policy. It provides a clear linkage between the Strategic Plan, Annual Work Plans, Departmental Goals and individual goals all leading into the Performance Management System to ensure full accountability and progress tracking on implementation of the strategic objectives, initia- tives and activities. Monitoring, Evaluation and Reporting will form a critical part of the implementation process of this Strategic Plan. This entails regular data collection, analysis, and reporting, which will provide timely, substantive and analytical information for the Authority to evaluate achievements and assess progress on implementation of its activities. The output of the process will be used to inform decision-making, including taking corrective action from the lessons learnt. It will also provide the necessary feedback on the status of implementation to enable informed decisions, by Management and the Board. Implementation of the Strategic Plan will be done at all levels of the Authority. Quarterly review and planning meetings will be held to assess progress on planned outputs, discuss challenges and recom- mendations that will form part of the Authority’s quarterly and annual performance reports. Every implementing unit will ensure that their respective annual work plans are prepared within the frame- work of the Plan. The annual plans will be cascaded to all Directorates, Departments and individual levels. The Departmental and individual targets will be proposed, discussed and submitted to relevant divisions or sections in approved prescribed formats. Management will ensure that all policies, programs, rules and regulations are prepared and reviewed on the basis of the Plan. The overall responsibility of M&E will be vested in the Management Team headed by the Director General through the Deputy Director for Research and Planning (who effectively heads the Planning Unit). However, every vote-head, or Director in this case, will be responsible for coordinating periodic reviews. The reporting system will require that each implementing unit monitors its activities as contained in its annual work plan and budget and prepare periodic performance reports. This will in turn lead to critical assessment of UIA’s objectives in regularly-scheduled senior management meet- ings and in the staff meetings at the directorate level. M&E will be based on a framework which consists of various components: a definition of responsibilities, tracking of indicators, adoption of monitoring and evaluation mechanisms, a reporting process, timeliness and financing. It is expected that this process will also inform the mid-term review of the plan in FY 2022/23. 42

8.2 Results Framework Figure 3 below presents the UIA’s Goal, Strategic Objectives, Expected Outcomes, Expected Outputs and how they link into the National and Global Sustainable Development Goal 43

8.3 Key Assumptions i) Availability of free land for the development of Regional Industrial Parks ii) Sustained Budgetary support from GoU and Development Partners. iii) Full support of leaders at all levels iv) Optimal utilisation of funds v) Mainstreaming of Gender, HIV/AIDS and Environment/Social Safe Guards

8.4 Monitoring and Evaluation Responsibilities The M&E function will be the responsibility of the Research and Planning Unit. The Unit will estab- lish an M&E system to track physical progress and generate real-time reports. The Unit Head will constitute a Performance Monitoring Team with focal points from each directorate. The Performance Monitoring Team will be responsible for: a) Developing M&E Tools b) Preparation of periodic performance monitoring reports for various end users. c) Conducting mid-term, end term and any ad-hoc/special studies related to the Plan.

8.5 Data Collection and Management Standardized tools will be developed to enable the Authority to have comparable aggregation of data from different sources, especially partners like URA, MFPED, UBOS, and BoU. Outcome (effect) indicators will therefore be collected using survey methods and special studies while output, input and process indicators will be collected using program level reports.

8.6 Evaluation Evaluation will be done to analyse the long-term effects of trends in specific interventions. There are three major evaluation activities that will be undertaken during the implementation of Strategic Plan 2020-25: a) Mid-Term Evaluation: The Authority will undertake a mid-term review of the Strategic Plan during FY 22/23, by examining implementation progress at all functional levels. The report generated will be used to reengineer the programmes to achieve the goals set in the strategic plan within the set time. b) End-term Evaluation: At the end of the strategic plan period FY 24/25, the Authority will undertake an evaluation to ascertain the level of achievement and help in designing future activities of the strategic plan. c) An ad-hoc evaluation: In case of significant unexplained variation between goal and performance (especially in critical performance areas), an ad-hoc evaluation may be conducted to inform decision- making and implementation.

8.7 M&E Guiding Principles The Authority will develop an M&E plan to guide the process  Monitoring exercise shall be conducted by the monitoring and evaluation team.  A standard tool shall be established for data collection and analysis.  Data will be collected at activity level and channelled upwards in agreed formats on a continuous basis.  Key indicators of efficiency, effectiveness and impact shall be established.  Accountability for production of the reports shall lay on the M&E Unit staff.  Responsibility for acting on reports shall lie on the Deputy Director - Research and Planning.  and maybe auditing where necessary. 44 CHAPTER 9 APPENDICES 9.1ANNUAL COSTED OUTPUTS BY PROGRAMME FOR THE PERIOD 2020-2025

9.1.1 AGRO-INDUSTRILISATION Objective Strategy/ Outputs Output Total Annualized Estimates Interventions Indicators 5 Year 2020/21 2021/22 2022/23 2023/24 2024/25 Cost Budget Budget Budget Budget Budget Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) To establish Establish eco- 4 Agro-industrial Number of fully 520.87 0 0 1 85.9 1 194.53 1 153.16 1 87.28 fully serviced friendly fully parks/export serviced agro- serviced agro- processing zones industrial parks industrial industrial established parks/export parks/export processing processing zones to zones to stimulate and stimulate and expand agro- expand agro- processing. processing Increase agro- Establish a strategic Scholarship and Number of 4.00 0 0 0 1 10 1 10 1 10 1 processing of mechanism for apprenticeship agro-processing the selected importation of agro- programme in technologies products processing strategic agro- imported. technology; industries established a)-Establish a Scholarship and Number of 6.00 0 0 0 1.5 30 1.5 30 1.5 30 1.5 scholarship and apprenticeship scholarships and apprenticeship programme in students on programme in strategic agro- apprenticeship strategic agro- industries programmes. industries established b)-Establish an 4 Exchange Number of 6.00 0 0 0 1.5 20 1.5 20 1.5 20 1.5 exchange programmes for Exchange programme for practitioners in programmes practitioners in the the agro-industry agro-industry value value chain with chain with countries countries that that have have appropriate appropriate agro- agro-processing processing technologies technologies established c)-Amend the investment law to enable foreign and local investment partnership 45 Objective Strategy/ Outputs Output Total Annualized Estimates Interventions Indicators 5 Year 2020/21 2021/22 2022/23 2023/24 2024/25 Cost Budget Budget Budget Budget Budget Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) processing technologies - technologies established c)-Amend the Investment law Number of 0.50 0 0 0 0.25 2,500 0.25 2,500 0 0 0 investment law to amended copies of the enable foreign and new investment local investment code printed. partnership 46 34

9.1.2 MINERAL DEVELOPMENT Objective Strategy/ Outputs Output Total Annualized Estimates Interventions Indicators 5 Year 2020/21 2021/22 2022/23 2023/24 2024/25 Cost Budget Budget Budget Budget Budget Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Undertake feasibility Bankable Total number of 0.40 0 0.1 0.1 0.1 0.1 studies in priority projects bankable mineral value chains developed projects to guide investment developed annually Increase Implement local 0.60 0 0.1 0.1 0.2 0.2 investment in content in public Percentage of mining and procurement to use locally value addition and develop existing produced mineral potential, mineral particularly in the products used in major infrastructure infrastructure projects like projects highways, dams, etc. Increase public Percentage 0.70 0 0.1 0.2 0.2 0.2 investment in priority change in the mineral processing volume of locally produced mineral-based products (%) Undertake PPPs to Percentage 0.60 0 0 0.2 0.2 0.2 invest in mineral change in the value addition value of private sector investment in minerals value chain (%) Establish and 0.40 0 0.1 0.1 0.1 0.1 support partnerships with the private 3147 Objective Strategy/ Outputs Output Total Annualized Estimates Interventions Indicators 5 Year 2020/21 2021/22 2022/23 2023/24 2024/25 Cost Budget Budget Budget Budget Budget Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) sector to increase mineral based products Establish a 0.80 0 0.2 0.2 0.2 0.2 prospectus of bankable projects Introduce incentive Number of 0.40 0 0.1 0.1 0.1 0.1 packages to attract industries investment in priority incentivized mineral value chain Streamline the Market Number of 0.80 0 0.2 0.2 0.2 0.2 process for information Mineral acquisition and acquired and Investment dissemination of disseminated Promotions market information participated in Subscribe and 2.00 0 0.5 0.5 0.5 0.5 e-Platform to acquire license to disseminate access international market mining industry information databases to list the developed bankable projects 48 32

9.1.3 SUSTAINABLE ENERGY DEVELOPMENT Objective Strategy/ Outputs Output Total Annualized Estimates Interventions Indicators 5 Year 2020/21 2021/22 2022/23 2023/24 2024/25 Cost Budget Budget Budget Budget Budget Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Increase Expand the Comprehensive Number of 4.8 0 0 3 1.2 3 1.2 3 1.2 3 1.2 access and transmission report on power Special Agro- utilization of network to key demand projections industrial electricity growth economic for 12 proposed Processing Zones zones (industrial Special Agro- (SAPZ) assessed and science parks, industrial for power demand mining areas and Processing Zones projections free zones, etc.) (SAPZ) 49 33

9.1.4 NATURAL RESOURCES, ENVIRONMENT, CLIMATE CHANGE, LAND AND WATER MANAGEMENT Objective Strategy/ Outputs Output Total Annualized Estimates Interventions Indicators 5 Year 2020/21 2021/22 2022/23 2023/24 2024/25 Cost Budget Budget Budget Budget Budget Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Promote Promote forest Forest-based Number of 8.0 0 0 1 2 1 2 1 2 1 2 research, cluster-based wood industry and forest-based innovation and wood technology wood industry processing established and technology adoption of industries transfer centers green appropriate technology to foster sustainable use and management of Water Resources & ENR 50 34

9.1.5 SUSTAINABLE URBANISATION AND HOUSING DEVELOPMENT Objective Strategy/ Outputs Output Total Annualized Estimates Interventions Indicators 5 Year 2020/21 2021/22 2022/23 2023/24 2024/25 Cost Budget Budget Budget Budget Budget Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Promote urban Incentivize real Real Estate Number of 19.60 0 0 1 4.9 1 4.9 1 4.9 1 4.9 housing market estate companies Companies housing and provide to undertake incentivized development decent housing affordable sites serviced by for all housing projects government to address the with tenet housing deficit infrastructure Supervision, Field supervision Number of field 0.90 4 0.08 4 0.1 4 0.12 4 0.15 4 0.45 Monitoring and and monitoring supervision and facilitation of Free reports monitoring Zones visits conducted STEi Incubation Number of STEi 18.50 3.7 3.7 3.7 3.7 3.7 Centres created Incubation Centres created Profiles of Number of 1.80 0.1 0.2 0.5 0.5 0.5 Apprentices apprentices apprentices accessing Jobs Profiled and Profiled and ready ready for job for job market market 51 35

9.1.6 TOURISM DEVELOPMENT Objective Strategy/ Outputs Output Total Annualized Estimates Interventions Indicators 5 Year 2020/21 2021/22 2022/23 2023/24 2024/25 Cost Budget Budget Budget Budget Budget Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Increase the Investment in eco- Uganda National Number of 1.25 1 0.25 1 0.25 1 0.25 1 0.25 1 0.25 stock and friendly and Tourism Marketing investments quality of conservation Strategy (accommodation tourism complaint reviewed/developed services) set up infrastructure accommodation in/close to the in/close to conservation areas conservation areas Increase private Tourism investment Number of 3.40 8 0.6 10 0.6 10 0.6 10 0.8 12 0.8 sector investment bankable projects Tourism in Tourism. developed. investment projects developed Tourism investment Number 12.50 5 2.5 5 2.5 8 2.5 8 2.5 13 2.5 bankable projects of Tourism marketed and taken investment up projects taken up Regional Clusters Numbers of 2.50 1 0.5 1 0.5 1 0.5 1 0.5 1 0.5 and Local Content Clusters and SMEs developed Local Content and linked to Large SMEs developed tourism industry and linked to players Large tourism industry players 52 36

9.1.7 PRIVATE SECTOR DEVELOPMENT Objective Strategy/ Outputs Output Total Annualized Estimates Interventions Indicators 5 Year 2020/21 2021/22 2022/23 2023/24 2024/25 Cost Budget Budget Budget Budget Budget Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Mobilize Legal and Number of new 1.50 2,500.0 0.50 2,500.0 0.50 2,500.0 0.50 0.00 0.0 0.00 alternative regulatory investors financing sources framework for resulting from for private Private Equity the investment and Venture establishment of Capital the special strengthened purpose vehicles Measures Number of new 0.32 0.0 0.00 0.0 0.08 400.0 0.08 400.0 0.08 400.0 0.08 undertaken to investors build private resulting from sector capacity the access green establishment of financing and the special green growth purpose vehicles response Percentage of 3.00 0.1 0.60 0.1 0.60 0.1 0.60 0.1 0.60 0.1 0.60 diaspora remittances channelled into investment 1.4: Address non- Private firm Number of 5.50 1.0 1.10 1.0 1.10 1.0 1.10 1.0 1.10 1.0 1.10 financial factors transacting feasibility (power, transport, using ICT studies for business increased bankable processess etc) projects to leading to high support costs of doing investment business decisions conducted 53 37 Objective Strategy/ Outputs Output Total Annualized Estimates Interventions Indicators 5 Year 2020/21 2021/22 2022/23 2023/24 2024/25 Cost Budget Budget Budget Budget Budget Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Number of 2.50 2.0 0.50 2.0 0.50 2.0 0.50 2.0 0.50 2.0 0.50 business clusters developed NDP III growth triangle/corridor salong the value chain Clients’ Number of 16.50 3.0 4.50 2.0 3.00 2.0 3.00 2.0 3.00 2.0 3.00 Business Regional continuity and Business sustainability Development Strengthened Service Centres established Number of 12.00 300.0 2.40 300.0 2.40 300.0 2.40 300.0 2.40 300.0 2.40 clients served by the Regional Business Development Service Centres 2.1: Improve Clients’ Number of 2.00 0.0 0.00 50.0 0.50 50.0 0.50 50.0 0.50 50.0 0.50 management Business clients served capacities of local continuity and by the Regional enterprises sustainability Business through massive Strengthened Development provision of Service Centres business development services geared towards improving firm capabilities 54 38 Objective Strategy/ Outputs Output Total Annualized Estimates Interventions Indicators 5 Year 2020/21 2021/22 2022/23 2023/24 2024/25 Cost Budget Budget Budget Budget Budget Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Business Number of 5.50 3.0 1.50 2.0 1.00 2.0 1.00 2.0 1.00 2.0 1.00 Development operational Services Regional framework Business established Development Service Centres Number of 3.00 200.0 0.60 200.0 0.60 200.0 0.60 200.0 0.60 200.0 0.60 Youth served through the Interactive SME Web-based System Measures Number of 3.00 100.0 0.40 125.0 0.50 150.0 0.60 175.0 0.70 200.0 0.80 undertaken to investors create national, targeted in the regional and Priority global business Programme links created for Areas using the registered local FDI intelligence enterprises tools Measures Number of key 15.00 2.0 3.00 2.0 3.00 2.0 3.00 2.0 3.00 2.0 3.00 undertaken to businesses increase the processed and automation of re-engineered business thru the OSC processes Number of 2.50 5.0 0.50 5.0 0.50 5.0 0.50 5.0 0.50 5.0 0.50 hands-on trainings in business automation held 55 39 Objective Strategy/ Outputs Output Total Annualized Estimates Interventions Indicators 5 Year 2020/21 2021/22 2022/23 2023/24 2024/25 Cost Budget Budget Budget Budget Budget Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) 8.20 1,800.0 1.00 2,400.0 1.30 3,000.0 1.60 3,600 2.00 4,200 2.30 .0 .0 Formation of Number of 0.69 15.0 0.10 20.0 0.13 25.0 0.16 30.0 0.20 35.0 0.10 producer Partnerships in cooperatives form of and pooling of contractual resources for linkages credit facilitated between skills- based enterprises with established manufacturing firms formed 2.2: strengthen Research and No. of Research 6.00 1.0 1.50 1.0 1.50 1.0 1.50 1.0 1.50 0.0 system capacities innovation projects to enable and strengthened for undertaken to harness benefits MSMEs support private of coordinated sector private sector development activities. One stop center Number of 12.00 2.0 3.00 2.0 3.00 2.0 3.00 2.0 3.00 0.0 0.00 for business additional registration and business licensing services established accessed at the One Stop Centres (OSC) per year 4.1: Undertake Pipeline of Transparent 6.00 0.0 0.00 50.0 1.50 50.0 1.50 50.0 1.50 50.0 1.50 strategic and bankable incentive sustainable priority NDP3 56 40 Objective Strategy/ Outputs Output Total Annualized Estimates Interventions Indicators 5 Year 2020/21 2021/22 2022/23 2023/24 2024/25 Cost Budget Budget Budget Budget Budget Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) government projects framework in investment and developed for place promote private private sector investment partnerships in key growth areas Pipeline of Value of 1.50 0.0 0.00 2,500.0 0.50 2,500.0 0.50 2,500 0.50 0.0 0.00 bankable remittances .0 priority NDP3 projects developed for private investment 5.4: improve data Adequate MSM scale 0.00 0.00 1.0 0.00 1.0 0.00 1.0 0.00 1.0 0.00 availability in the framework for a enterprises private sector and MSME database database in improve dialogue in place place between the private sector and government 5.6: increase Basic Number of fully 210.00 1.0 42.00 1.0 42.00 1.0 42.00 1.0 42.00 1.0 42.0 accessibility to infrastructure serviced 0 serviced industrial including; Road industrial parks parks Network, Water, Electricity, Optic Fibre and Solid Waste Management established in industrial parks 57 41

9.1.8 MANUFACTURING Objective Strategy/ Outputs Output Total Annualized Estimates Interventions Indicators 5 Year 2020/21 2021/22 2022/23 2023/24 2024/25 Cost Budget Budget Budget Budget Budget Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Develop the Construct 4 fully Feasibility studies Number of 4.00 0 0 4 4 0 0 0 0 0 0 requisite serviced industrial reports on feasibility infrastructure parks (1 per development of studies to support region) industrial parks towards manufacturing development in line with of industrial Uganda’s parks planned undertaken growth corridors (triangle) Land for the 4 Number of 60.00 0 0 1 20 1 20 1 20 0 0 sites acquired sites for establishment of industrial parks acquired Masterplans and Number of 6.00 0 0 2 2 0 2 0 0 ESIAs for Masterplans Industrial parks and ESIAs for prepared Industrial parks developed Requisite Number of 900.00 0 0 0 0 4 300 0 300 4 300 infrastructure for Industrial park the four industrial sites Equipped parks (roads, with Requisite water reticulation, Infrastructure HV power, solid waste management/ waste water 58 42 Objective Strategy/ Outputs Output Total Annualized Estimates Interventions Indicators 5 Year 2020/21 2021/22 2022/23 2023/24 2024/25 Cost Budget Budget Budget Budget Budget Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) system, ICT/CCTV, service ducts, perimeter wall fencing and landscaping MSME and common user Buildings, One Stop Centre) designed and maintained Provide Build strategic Feasibility studies Number of 5.00 1 1 4 1 4 1 4 1 4 1 appropriate partnerships that to develop feasibility financing increase investment studies to mechanisms sustainable FDI to profiles for key develop to support manufacturing industrial Manufacturin manufacturing subsectors to g investment inform investment profiles undertaken conducted Reports on Number of 27.00 0 0 5 5 6 6 8 8 8 8 investment investment promotion promotion missions for missions targeted industrial Undertaken value chains prepared Support to Local Number of 2.60 0 0 5 0.5 10 0.7 10 0.7 10 0.7 Manufacturers in Manufactures identifying, Supported in attracting and attracting FDI establishment of and DDI FDI and DDI (Domestic Direct Investment) for 59 43 Objective Strategy/ Outputs Output Total Annualized Estimates Interventions Indicators 5 Year 2020/21 2021/22 2022/23 2023/24 2024/25 Cost Budget Budget Budget Budget Budget Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) joint ventures and partnerships Reports on Number of 2.00 0 0 2 0.5 2 0.5 2 0.5 2 0.5 investor forums Investor for matching local Forums and foreign investors 60

9.1.9 REGIONAL DEVELOPMENT Objective Strategy/ Outputs Output Total Annualized Estimates Interventions Indicators 5 Year 2020/21 2021/22 2022/23 2023/24 2024/25 Cost Budget Budget Budget Budget Budget Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Stimulate the Operationalize the Four Acreage of land 25.70 0 0 1,500 12.85 500 12.85 0 0 0 0 growth Industrial and regional acquired for the four potential of Business Parks industrial sites (Arua, the sub- situated in the and Nakasongola, regions target regions business Tororo, Arua) through area- parks based established agribusiness LED initiatives Number of 19.50 0 0 2 9.75 2 9.75 0 0 0 0 Environmental Management Plans, Livelihood restoration plans, EIA, Master Plans, boundary opening, surveying and installation of border markers Number of requisite 207.87 0 0 1 47.97 1 87.45 1 47.97 1 24.48 infrastructure facilities (roads, water reticulation, HV power, solid waste management/ waste water system, ICT/CCTV, service ducts, etc) constructed 61 45 Objective Strategy/ Outputs Output Total Annualized Estimates Interventions Indicators 5 Year 2020/21 2021/22 2022/23 2023/24 2024/25 Cost Budget Budget Budget Budget Budget Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Target (Bn Ugx) Number of public 73.46 0 0 1 3.46 1 27.25 1 27.25 1 15.5 and SME buildings constructed Number of solar 81.70 0 0 1 3.54 1 31.81 1 29.47 1 16.88 power generation systems Number of Project 40.40 0 0 1 8.35 1 7.35 1 12.35 1 12.35 management, support services and Maintenance of infrastructure facilities Number of Local 2.50 3 0.5 3 0.5 3 0.5 3 0.5 3 0.5 Governments and other relevant institutions’ technical capacity in industrial park development and management developed Number of 4.00 0 0 2 2 2 2 0 0 0 0 feasibility studies for industrial parks conducted 62 46

9.2 Summary of Annualised Costs by Programme No PROGRAMME ESTIMATED ANNUAL BUDGET (Bn UGX) 2020/21 2021/22 2022/23 2023/24 2024/25 TOTAL 1. AGRO-INDUSTRIALIZATION 0.00 90.15 198.78 157.16 91.28 537.37 2. MINERAL DEVELOPMENT 0.00 1.40 1.70 1.80 1.80 6.70 3. MANUFACTURING 1.00 33.00 330.20 332.20 310.20 1,006.60 4. TOURISM DEVELOPMENT 3.85 3.85 3.85 4.05 4.05 19.65 5. NATURAL RESOURCES, ENVIRONMENT, CLIMATE CHANGE, LAND AND WATER MANAGEMENT 0.00 2.00 2.00 2.00 2.00 8.00 6. PRIVATE SECTOR DEVELOPMENT 63.20 64.21 64.64 64.68 59.98 316.71 7. SUSTAINABLE ENERGY DEVELOPMENT 0.00 1.20 1.20 1.20 1.20 4.80 8. SUSTAINABLE URBAN DEVELOPMENT 3.88 8.90 9.22 9.25 9.55 40.80 9. REGIONAL BALANCED DEVELOPMENT 0.50 88.42 178.96 117.54 69.71 455.13 TOTAL 72.43 293.13 790.55 689.88 549.77 2,395.76 63 47

9.3 Figure 4: High Level Organogram of the UIA Staff Structure BOARD OF DIRECTORS DIRECTOR GENERAL DEPUTY DIRECTOR GENERAL Chi ef Di rector Inves tm ent Corpora ti on Di rector F i na nce Di rector SMES, SC Di rector One Interna l Prom oti on a nd Di rector Indus tri a l Pa rks Secreta ry a nd A dm i ni s tra ti on Technol og y a nd Innova ti ons Stop Centre A udi tor Bus i nes s Devel opm ent Deputy Deputy Deputy Deputy Deputy Deputy Director Deputy Deputy Deputy Deputy Deputy Deputy Deputy Deputy Director Director Director Director Director LG HR Director FAD Director IP Director ENG Director LAND Director TECH Director SMEs Director ICT Director Ops PDU BD Research COMM. SIE/ SIE/ 2 -SIE SIE/ SIE/ SIE/ SIE / 2 -SIE 2 -SIE SIE/ FIN 2 -SIE 2 -SIEs SIE AUDIT PDU [1-INT.Africa IOW LAND SIE TECH/ SMEs RESEARCH [1-LG [1- HR/Admin [1-BD [1- ICT/Online Stakeholder 1-DOM/ Innova�ons 1-Li�ga�on] 1- Records] 1-F/AC] 1-ICT/Project] Engagement Diaspora] IE/ 2 IE: IE/ IE / Exe IE / Exe 2 IEs 2 IEs IE/ IE/ 4 -IEs 6 -IEs 2 -IEs 3 IEs AUDIT PDU 6Nos. 7Nos. [1-P/Planner; 3 -IEs 3 -IEs [1-IE/ PD Asst to Asst to [1-Records; [1-Revenue; [1-Civ.Eng 2 -IEs 2 -IEs [1-M & E; [1-IE PR; 1-Surveyor; [1-Innova�on; [1-Innova�on; 1-IE/LA] DG DDG 1-HR/ Aadmin] 1- Expenditure] 1-Elec. Eng [1-Web MST [1-Infrastruct 1-Sta�s�cs] 1-Events MGT; 1-Incuba�on; 1-Incuba�on; 1-Maint. Eng; 1-PM-Central; 1-SYS Admin] 2-eBIZ HD] 1-Digital. 1-PM North; 1-Devt & QA] 1-Devt & QA] 1-GIS] Comm] 1-PM East; 1-PM West] 5-Admn 1- Admn Asst - 1- Admin Asst Asst-Front Stores ICT [Network] Desk Staff Support Staff: [2-Security Off; 15-Drivers; 9-Cleaners; 1-Courier] 64 48

9.4 Sectoral Contribution to employment creation under NDP III Industry of employment 2020/21 2021/22 2022/23 2023/24 2024/25 Agriculture, forestry and fishing 153,808 155,476 159,804 164,866 171,421 Industry 76,480 76,480 84,109 91,330 97,129  Manufacturing 46,611 48,231 52,985 57,486 61,138  Construction 27,282 28,249 31,124 33,844 35,991 Services 233,176 239,588 274,603 305,902 324,857  Trade 141,754 146,000 167,257 186,406 198,580  Transport and storage 12,556 12,374 14,881 16,827 17,599  Education 20,434 21,234 23,487 25,754 27,621  Other service activities 31,407 32,239 37,076 41,342 43,568  Hotels, restaurant eating places 27,025 27,741 31,902 35,573 37,489 Other industrial activities 18,711 16,753 5,314 -4,098 -7,550 TOTAL 479,588 488,298 523,830 558,000 585,858 Source: NDP III 65

9.5 Mapping UIA’s Mandate to NDP III Priority Programmes S/N NDP III Priority Programme Relevance to UIA Mandate 1 Agro-Industrialization i.Establish eco-friendly fully serviced agro- industrial parks/export processing zones to stimulate and expand agro-processing. ii.Establish a strategic mechanism for importation of agro-processing technology a. Establish a scholarship and apprenticeship programme in strategic agro-industries b. Establish an exchange programme for practitioners in the agro-industry value chain with countries that have appropriate agro- processing technologies c. Amend the investment law to enable foreign and local investment partnership 2 Mineral-based Industrialization; UIA will work closely with Ministry of Energy & Mineral Development (MEMD) to; a) Undertake feasibility studies in priority mineral value chains to guide investment b) Provide incentives for acquisition of appropriate and clean technology c) Develop and implement training and apprenticeship programmes d) Incentivize private sector to offer industrial training and apprenticeship opportunities e) Implement local content in public procurement to use and develop existing mineral potential, particularly in the major infrastructure projects like highways, dams, etc f) Increase public investment in priority mineral processing g) Undertake PPPs to invest in mineral value addition h) Increase public investment in mining operations through for instance, UDB and UDC i) Engage in bi-lateral and multi-lateral negotiations for increased access to external markets j) Introduce incentive packages to attract investment in priority mineral value chain k) Streamline the process for acquisition and dissemination of market information 3 Tourism Development UIA will; i. Undertake promotional Programmes ii. Improve and diversify product offerings iii. Develop bankable Investment projects iv. Promote natural and cultural/heritage conservation 66 50 4 Water, Climate Change and ENR UIA will promote forest cluster-based wood processing Management industries 5 Private Sector Development UIA will a) Mobilize alternative financing sources for private investment b) Build private sector capacity to access green financing and green growth response c) Address non-financial factors (power, transport, business processes e.t.c) leading to high costs of doing business d) Strengthen Business Development Services centres e) Establish Business Development Services framework f) Increase Automation of business processes g) Establish One stop Centres for business registration and licensing h) Develop and publicize a transparent incentive framework that supports local investors i) Undertake strategic and sustainable government investment and promote private sector partnerships in key growth areas j) Improve data availability on the private sector; and Improve Dialogue between the private sector and Government k) Increase accessibility to serviced industrial parks l) Mobilize alternative financing sources for private investment m) Strengthen the legal and regulatory frameworks for Private Equity and Venture Capital n) Build private sector capacity to access green financing and green growth response o) Establish National, regional, global and business links for registered local enterprises p) Increase Automation of business processes q) De-risk Sub-county skills-based enterprise associations (EMYOGA) r) Develop and publicize a transparent incentive framework that supports local investors 6 Manufacturing Under this Programme, UIA will intervene in; i. Construction of 4 fully environmentally sustainable serviced industrial parks (1 per region) ii.Support of local automotive assembling and manufacturing iii.Formulation, implementation and enforcement of standards, laws, and regulations to facilitate adoption to green manufacturing 7 Sustainable Energy Development UIA will Expand the transmission network to key growth economic zones (industrial and science parks, mining areas and free zones, etc.) 67 51 8 Sustainable Urban and Housing UIA will Development a) Support establishment of labor-intensive manufacturing, services, and projects for employment creation including development of bankable business plans b) Upgrade accredited institutions to offer certified skilling, entrepreneurship and incubation development in sustainable urbanization and housing related fields c) Improve urban safe water and waste management services and associated infrastructure for value addition and revenue generation d) Incentivize real estate companies to undertake affordable housing projects to address the housing deficit e) Conserve and restore urban natural resource assets and increase urban carbon sinks 9 Regional Development UIA’s Strategic Plan will focus on; Operationalization of the Industrial and Business Parks situated in the target regions Source NDP III 2020-2025 68 52

9.6 Other Planning Frameworks Other key higher-level planning frameworks and policies that the Strategic Plan takes into consideration are summarized in Error! Reference source not found.below. Table 1: Linkages of UIA Strategic Plan with Key Policy and Planning Frameworks Framework Strategic Focus  The 2030 Agenda for Sustainable Development and its associated 17 Sustainable Development Goals (SDGs) were adopted by all world leaders as the global strategy for development.  Investment promotion is especially important for Goals No. 8 and 9 namely ‘sustained, inclusive and sustainable economic growth with increased economic productivity through diversification, (UN) Sustainable Development technological upgrades and innovation’; and ‘build resilient Goals (SDGs) infrastructure, promote inclusive and sustainable industrialization and foster innovation’4.  The agenda further emphases the role of private business activity, investment and innovation as major drivers of productivity, inclusive economic growth and job creation and hence calls for a dynamic and well-functioning business sector in every country.  AGENDA 2063 is Africa’s blueprint and master plan for transforming Africa into the global powerhouse of the future. It is the Continent’s strategic framework that aims to deliver on its goal for inclusive and sustainable development and is a concrete manifestation of the pan-African drive for unity, self- determination, freedom, progress and collective prosperity pursued Africa Agenda 2063 & the under Pan-Africanism and the African Renaissance. African Continental Free Trade  An initiative of the African Union, AfCFTA aims to enhance Area (AfCFTA) Agreement prosperity through continental economic integration and to unify Africa under a single market for goods and services.  The investment protocol will contribute to the increased transparency, efficiency, and improved investment governance throughout Africa by creating a uniform set of treaty rules across the Continent.  Partner States seek to cooperate in order to spearhead investment East African Community in the region within the framework of EAC Vision 2050. (EAC) Investment and Trade  This objective is pursued within the framework of the East African Promotion Protocols Investment Policy and Strategy as well as an EAC Model Investment Code.  The goal of the Uganda’s NIP 2020 is to speed up investment growth and diversification for socio-economic transformation.  The specific objectives of the NIP are to: a) boost public and private investments in alignment with national development priorities b) strengthen and streamline national investment National Investment Plan (NIP) mobilisation and management efforts c) create an enabling 2020 environment for enterprises to be able to improve their productivity and competitiveness d) strengthen the investment legal and regulatory regime and e) provide a coordinated governance and institutional framework for multi-sectoral and inter-agency approach to investment. 4 The 2030 Agenda for Sustainable Development, United Nations 69 53 Framework Strategic Focus  GOU has consistently pursued a private sector–led economic development policy and strategy for its socio-economic transformation.  The objectives of the national PSDS 2017-2022 are to: a) enhance coordination of Government and Non-Government efforts that promote private sector growth and competitiveness; b) identify and address barriers that impede the Private Sector’s capacity to exploit Private Sector Development market opportunities; c) foster competitiveness of the Ugandan Strategy (PSDS) 2017–2022 markets and attract increased domestic investment and FDI; d) harness the Private Sector’s potential to foster socio-economic transformation, particularly through increased entrepreneurship, innovation, productivity, employment creation, and value addition and skills development.  This economic development strategy has delivered both economic expansion and diversification over the last two decades. 70 54

9.7 Summary of mandates of UIA Directorates Directorate Core Mandate Office of the Director General (ODG)  Implementation of Board policies and directives; incorporating Board Affairs/Legal, and rendering due accountability to Board & Research, Internal Audit, Communication MFPED; and Public Relations, and Procurement &  Providing strategic leadership to all directorates & Disposal overall day-to-day oversight of the support services under the ODG;  Overseeing procurement & disposal function; and indirectly, internal audit; ODG contributes to NDP III Objectives by ensuring good corporate governance of the Authority Investment Promotion and Business  Attract FDI and DDI through promoting sectors and Development (DIPBD) projects;  Carry out periodic monitoring and evaluation of investments to ascertain status of investment  Provide essential investor aftercare services to enable foreign and domestic investors to enjoy increasingly lower costs of doing business in Uganda;  Work with the legal Unit to draft the regulations and contents of the certificate of incentives;  Provide expert advice to GOU designed to promote Uganda’s competitiveness for FDI  undertake annual evaluations of the progress and state of investment in the country DIPBD contributes to NDP III Objective II: Strengthen private sector capacity to drive growth and create jobs by:  Attracting value adding Foreign Direct Investment that compliments Domestic Direct Investment through backward and forward linkages;  Developing quality and update investment promotion materials that provide quality investment information to enable private sector to make informed investment decisions;  Implementing a robust investor tracking system using a Client Relationship Mechanism (CRM) to track investment with the view of facilitating investment faster and easier implementation, retention, expansion and diversification of investment; and  Engaging in proactive advocacy and championing continued improvement of Uganda’s business environment and competitiveness as a favored FDI destination and enabling environment for Domestic invest to thrive. To NDP III Objective IV: Increase productivity, inclusiveness and well-being of population By:  Developing and implementing an effective Regional Investments Strategy that spreads investment away from the urban areas leading to 71 55 balanced regional economic growth and development;  Promoting environmentally friendly investments in the priority sectors identified in the NDP III. Small and Medium -scale Enterprises  Mobilizing DDI, from and into, all regions of (DSME) Uganda;  Facilitating domestic investors with post- investment support services designed to lower the costs of doing business;  Coordinating mutually beneficial linkages between foreign and domestic investors including technology transfer;  Providing expert advice to GOU designed to promote SME investment growth, competitiveness, and transition into larger scale firms with enhanced investment capacity. One Stop Centre (OSC)  Facilitating investors to navigate establishment, licensing, start-up and expansion of their operations.  OSC contributes to NDP III Objective 1 - Sustainably lower the cost of doing business; Industrial & Business Parks Development  Developing well serviced industrial sites that enable (IBPD) all investors to enjoy economies of scale and operate competitively. IPDD contributes to NDP III Objectives I, II & III. Finance & Administration (DFA)  Mobilizing and making available in a timely manner the resources needed to implement UIA’s strategic and annual plans;  Putting in place responsive policies, systems and financial processes to support competitive delivery on UIA’s mandate;  Putting in place the staff establishment needed to deliver on UIA’s mandate  Providing timely accountability for all UIA’s financial resources including facilitating external audits. DFA contributes to NDP III Objective V: Strengthening the role of the public sector in the growth and development process.

9.8 The Research Function The support function most fundamental to UIA’s successful investment promotion and facilitation is research, as it has to provide the information which other specialists need to reach and persuade investors. DIPBD, DSME, OSC and IBPD all require information on: i) investor needs and circumstances, ii) market conditions and trends, iii) production processes and costs, iv) value chain characteristics, and v) government procedures and services as they relate to the selected priority sectors. To ensure excellence in information generation, the Authority will develop the following: • A strong research culture and capacity; • Standard operating procedures for the development and maintenance of database for investor-inquiry- handling • Style, branding, and quality guidelines for the preparation and deployment of investor information • Good institutional relationships with relevant public offices including Uganda’s foreign missions • Budget for commissioning sector studies or otherwise filling vital information gaps. 72 56

9.9 The Communication Function Within UIA there are many departments and activities involving communications with external parties, such as existing and potential investors, public officials, various public and private sector partners, international partners, and the public at large. Each of these parties will need to be reached through multiple channels. In the case of investors, communication channels will include inquiry responses, web sites, one-on-one meetings, business events, and advertising, as well as numerous emerging forms of social media. Dedicated staff, agency-wide communication protocols, standards of style, and an Authority-encompassing communication strategy are needed to ensure that all UIA communications are harmonized in terms of style, branding, and level of professionalism while also tailored to each audience for maximum effectiveness. The Communications Unit in the Office of the Director General will support the communications expertise in other units, for example, in constructing sector pitches, framing advocacy initiatives, designing informational packets, and presenting web content. The Unit will be led by an officer of sufficient seniority to elicit collaboration from other managers and key staff. Internal Systems UIA will adopt three internal systems: an investor information system (IIS), an investor relationship management system (IRMS), and a system for monitoring and evaluation (M&E). Good information on sector characteristics, government procedures, suppliers and service providers, etc. is at the core of BOI’s ability to persuade investors to come to Pakistan. Investor relationship management converts investment leads into actual investments. M&E will keep everyone focused on impactful activities and acknowledge success. Investor information system (IIS) An IIS is an internal collection of electronic files containing information an investor would need to make a well-informed decision about whether to invest in a location or not. The information should be up to date, concise, and presented in a standard, branded format. For consistency, mutual validation, and coordination, IIS files will be shared between with all other partners in investment promotion, with each contributing information in its area of responsibility. Anticipating common investor questions in this way and having information prepared before-hand, will allow UIA staff to respond to investor inquiries more quickly and completely, and to make useful information available more readily to investors through UIA’s e-Biz web site. Investor Relationship Management System (IRMS) An IRMS is essential to maximizing realization of investment potential from every lead and monitoring and evaluating the performance of individual staff and UIA overall against performance indicators. The IRMS management will involve assigning each investor a single point of contact, an “account manager,” to promote personalization, good customer service, and deeper institutional memory. A suitable customer relationship management (CRM) software will capture the key data including investor contact details, project details, project status, anticipated development impact, and other vital information. 73 57

9.10 DETAILED RESULTS-BASED LOGICAL FRAMEWORK (UIA-RLF) GOAL: Accelerated Industrialization and Employment Creation through Investment Results Chain Indicator Performance Indicators Means of Assumptions Risks Verification (Refer to (Refer to section 8.3 Chap.7 on Baseline Target Target on key Risk FY2018/19 FY2020/21 FY2024/25 assumptions) Mgmt) (Cumulative) IMPACT Increased Indicator 1: 21.4% 18.5% Annual household Population below the Statistical incomes and poverty line (percent) Abstracts- improved UBOS/UIA Quality of life Indicator 2: 0.52 0.64 Annual Human Development Statistical Index Score Abstracts- UBOS/UIA OUTCOMES 1. Increased FDI Percentage FDI 3.68% 5% Periodic UIA contribution to contribution to GDP Performance GDP Report 2. Increased Percentage diaspora 5% 10% Periodic UIA diaspora remittance into Performance remittance into investment Report investment 3. Increased value Percentage value of 24.5% 50% Quarterly of Domestic Domestic Direct reports, Direct Investment annual Investment reports 4. Reduced Cost of Cost of Doing Business 116 91 Quarterly and Doing Business Ranking (WB) annual Environment reports, resulting into monitoring improved Global reports Ranking Global Competitiveness 115 90 Quarterly (WEF) reports, annual reports 5. More Jobs Number of Jobs resulting 150,000 187,000 1,000,000 Jobs Periodic UIA created as a from Value Addition, jobs Performance result of Value Technology and Reports Addition, Knowledge Transfer Technology and Knowledge Transfer 6. Increased use of % of MSMEs utilizing the 20% 100% Periodic UIA research and services of Research and Performance innovation innovation facilities Reports instruments by the private sector 7. Increased access Number of firms using 4,000 6,000 Periodic UIA and use of market information Performance market systems Reports 58 74 Results Chain Indicator Performance Indicators Means of Assumptions Risks Verification (Refer to (Refer to section 8.3 Chap.7 on Baseline Target Target on key Risk FY2018/19 FY2020/21 FY2024/25 assumptions) Mgmt) (Cumulative) information system by the private sector 8. Improved Number of MoUs signed 0 60 Periodic UIA collaboration with Implementing Performance among Partners Reports Implementing Partners 9. Improved % of businesses having a 10% 50% Periodic UIA business capacity business expansion plan Performance and local in place Reports entrepreneurship skills OUTUPUTS (by NDP-III Programme) AGRO-INDUSTRIALISATION Output 1: Agro- Indicator 1: Number of 1 1 4 Periodic UIA industrial fully serviced industrial Performance parks/export parks Reports processing zones established Output 2: Indicator 1: Number of 0 0 30 Periodic UIA Scholarship and agro-processing Performance apprenticeship technologies imported. Reports programme in strategic agro- Indicator 2: Number of 0 0 90 Periodic UIA industries scholarships and students Performance established on apprenticeship Reports programmes. Indicator 3: Number of 0 0 60 Periodic UIA Exchange programmes Performance established Reports Indicator 4: Number of 0 0 5,000 Periodic UIA copies of the new Performance investment code printed Reports MINERAL DEVELOPMENT Output 1: Bankable Indicator 1: Total 0 0 15 Periodic UIA projects developed number of bankable Performance projects developed Reports annually Output 2: Increased Indicator 2: Percentage 0 5% 10% Periodic UIA employment, business of locally produced Performance activity and incomes mineral products used in Reports associated with infrastructure projects infrastructure projects Output 3: Increased Indicator 1: Percentage 0 5% 10% Periodic UIA domestic production change in the volume of Performance of mineral-based locally produced mineral- Periodic UIA products based products (%) 75 59 Results Chain Indicator Performance Indicators Means of Assumptions Risks Verification (Refer to (Refer to section 8.3 Chap.7 on Baseline Target Target on key Risk FY2018/19 FY2020/21 FY2024/25 assumptions) Mgmt) (Cumulative) Performance Reports Output 4: Increased Indicator 1: Percentage 0 25% 50% Periodic UIA private sector change in the value of Performance investment along the private sector investment Reports minerals value chain in minerals value chain (%) Indicator 2: Percentage 0 5% 10% Periodic UIA change in Established and Performance support partnerships with Reports the private sector to increase mineral based products Output 5: Indicator 1: 0 25% 50% Periodic UIA Partnerships with the % growth in number of Performance private sector Partnerships with the Reports established private sector Output 6: Indicator 1: 0 3 15 Periodic UIA Prospectus of Number of bankable Performance bankable projects projects established Reports Output 7: Increased Indicator 1: % growth in 0 25% 50% Periodic UIA exploitation of number of industries Performance mineral resources incentivized Reports for industrialization Output 8: Market Indicator 2: 0 12 60 Periodic UIA information acquired Number of Mineral Performance and disseminated Investment Promotions Reports participated in. Output 9: Indicator 2: 0 10% 80% Periodic e-Platform to % growth in number of System disseminate market clients accessing market Generated information information on the e- Reports developed. platform. SUSTAINABLE ENERGY DEVELOPMENT Output 1: Indicator 1: Number of 0 0 12 Periodic UIA Comprehensive Special Agro-industrial Performance report on power Processing Zones Reports demand projections (SAPZ) assessed for for 12 proposed power demand Special Agro- projections industrial Processing Zones (SAPZ). NATURAL RESOURCES MANAGEMENT Output 1: Forest- Indicator 1: Number of 0 0 4 Periodic UIA based wood industry forest-based wood Performance and technology industry and technology Reports established transfer centers 76 60 Results Chain Indicator Performance Indicators Means of Assumptions Risks Verification (Refer to (Refer to section 8.3 Chap.7 on Baseline Target Target on key Risk FY2018/19 FY2020/21 FY2024/25 assumptions) Mgmt) (Cumulative) SUSTAINABLE URBANISATION AND HOUSING Output 1: Real Indicator 1: 0 0 20 Quarterly and Estate Companies Number of housing annual incentivized development sites reports serviced by government with tenet infrastructure Output 2: Field Indicator 1: Number of 0 4 30 Quarterly and supervision and field supervision and annual monitoring reports monitoring visits reports, conducted monitoring reports Output 3: STEi Indicator 1: Number of 0 200 800 Quarterly and Incubation Centres STEi Incubation Centres annual created created reports Output 4: Profiles Indicator 1: Number of 0 100 400 Quarterly and of apprentices apprentices Profiled and annual ready for job market reports TOURISM DEVELOPMENT Output 1: Uganda Indicator 1: Number of 0 1 5 Quarterly and National Tourism investments annual Marketing Strategy (accommodation services) reports reviewed/developed set up in/close to the conservation areas Output 2: Tourism Indicator 1: Number of 0 0 42 Quarterly and investment bankable Tourism investment annual projects developed projects developed reports, surveys on the tourism investment projects. Output 3: Tourism Indicator 1: Number 0 39 Periodic UIA investment bankable of Tourism investment Performance projects marketed projects taken up Reports. and taken up Output 4: Regional Indicator 1: Numbers of 0 5 Quarterly and Clusters and Local Clusters and Local annual Content SMEs Content SMEs developed reports. developed and and linked to Large linked to Large tourism industry players tourism industry players PRIVATE SECTOR DEVELOPMENT Output 1: Legal and Indicator 1: 0 1 5 Quarterly and regulatory Number of financial annual framework for policies and regulations reports Private Equity and that encourage start up Venture Capital innovation strengthened 77 61 Results Chain Indicator Performance Indicators Means of Assumptions Risks Verification (Refer to (Refer to section 8.3 Chap.7 on Baseline Target Target on key Risk FY2018/19 FY2020/21 FY2024/25 assumptions) Mgmt) (Cumulative) Output 2: Business Indicator 1: % of 10% 50% Quarterly and capacity and local businesses having a annual entrepreneurship business expansion plan reports skills enhanced in place Output 3: Increased Indicator 1: % of 20% 100% Periodic UIA uptake of research MSMEs utilizing the Performance and innovation services of Research and Reports instruments by the innovation facilities private sector Output 4: Clients’ Indicator 1: Number of 3 12 Periodic UIA Business continuity Regional Business Performance and sustainability Development Service Reports Strengthened Centers established Indicator 2: Number of 0 200 Quarterly and clients served by the annual Regional Business reports Development Service Centres Output 5: Access Indicator 1: Number of 1000 5000 Quarterly and and use of firms accessing these annual incubation centres services reports by the private sector enhanced Output 6: National, Indicator 1: Number of 100 450 Quarterly and regional and global investors targeted in the annual business links Priority Programme Areas reports created for using the FDI intelligence registered local tools enterprises Output 7: Business Indicator 1: Number of 2 10 Quarterly and processes automated key business processes re- reports engineered thru the OSC Indicator 2: Number of 5 25 Periodic hands-on trainings in Performance business automation held Monitoring Reports Output 8: Indicator 1: Number of 15 125 Periodic Producer Partnerships in form of Performance cooperatives formed contractual linkages Monitoring and pooling of between skills-based Reports resources for credit enterprises with facilitated established manufacturing firms formed Output 9: Access Indicator 1: Number of 4,000 6,000 Periodic and use of market firms using market Performance information system information systems Monitoring by the private sector Reports enhanced 78 62 Results Chain Indicator Performance Indicators Means of Assumptions Risks Verification (Refer to (Refer to section 8.3 Chap.7 on Baseline Target Target on key Risk FY2018/19 FY2020/21 FY2024/25 assumptions) Mgmt) (Cumulative) Output 10: One Indicator 1: Number of 2 8 Periodic stop center for additional business Performance business registration services accessed at the Monitoring and licensing One Stop Centres (OSC) Reports established per year Output 11: Pipeline Indicator 1: Number of 0 200 Quarterly and of bankable priority Transparent incentive annual NDP3 projects frameworks in place reports developed for private investment Output 12: Basic Indicator 1: Number of 1 4 Periodic UIA infrastructure fully serviced industrial Performance including; Road parks Reports Network, Water, Electricity, Optic Fibre and Solid Waste Management established in industrial parks MANUFACTURING Output 1: Indicator 1: Number of 4 4 Periodic Feasibility studies Industrial Parks whose Performance reports on feasibility studies Monitoring development of undertaken. Reports industrial parks Output 2: 3,000 Indicator 1: Acreage of 500 3,000 Periodic acres of Land land acquired for the 4 Performance acquired for the 4 sites Monitoring sites Reports Output 3: Indicator 1: Number of 0 4 8 Quarterly and Masterplans and Masterplans and ESIAs annual ESIAs for Industrial for Industrial parks reports parks prepared developed Output 3: Requisite Indicator 1: Number of 0 4 8 Quarterly and infrastructure for the Industrial Park sites annual four industrial parks Equipped with Requisite reports (roads, water Infrastructure reticulation, HV power, solid waste management/ waste water system, ICT/CCTV, service ducts, perimeter wall fencing and landscaping MSME and common user Buildings, One Stop Centre) designed and maintained 79 63 Results Chain Indicator Performance Indicators Means of Assumptions Risks Verification (Refer to (Refer to section 8.3 Chap.7 on Baseline Target Target on key Risk FY2018/19 FY2020/21 FY2024/25 assumptions) Mgmt) (Cumulative) Output 4: Indicator 1: Number of 4 4 Quarterly and Feasibility studies to feasibility studies to annual develop investment develop Manufacturing reports profiles for key investment profiles industrial subsectors conducted to inform investment undertaken Output 5: Reports Indicator 1: Number of 4 40 Quarterly and on investment investment promotion annual promotion missions missions Undertaken reports for targeted industrial value chains prepared Output 6: Support Indicator 1: Number of 5 35 Quarterly and to Local Manufactures Supported annual Manufacturers in in attracting FDI and DDI reports identifying, attracting and establishment of FDI and DDI (Domestic Direct Investment) for joint ventures and partnerships Output 7: Reports Indicator 1: Number of 2 8 Quarterly and on investor forums Investor Forums annual for matching local reports and foreign investors REGIONAL DEVELOPMENT Output 1: Four Indicator 1: Acreage of 0 500 3,000 Quarterly and regional industrial land acquired for the four annual and business parks sites (Arua, Nakasongola, reports established Tororo, Arua) Indicator 2: Number of 0 4 4 Quarterly and Environmental annual Management Plans, reports Livelihood restoration plans, EIA, Master Plans, boundary opening, surveying and installation of border markers Indicator 3: Number of 0 4 4 Quarterly and requisite infrastructure annual facilities (roads, water reports reticulation, HV power, solid waste management/ waste water system, 80 64 Results Chain Indicator Performance Indicators Means of Assumptions Risks Verification (Refer to (Refer to section 8.3 Chap.7 on Baseline Target Target on key Risk FY2018/19 FY2020/21 FY2024/25 assumptions) Mgmt) (Cumulative) ICT/CCTV, service ducts, etc) constructed Indicator 4: Number of 0 0 4 Quarterly and public and SME buildings annual constructed reports Indicator 5: Number of 0 0 4 Quarterly and solar power generation annual systems reports Indicator 6: Number of 0 1 5 Quarterly and Project management, annual support services and reports Maintenance of infrastructure facilities Indicator 7: Number of 3 15 Quarterly and Local Governments and annual other relevant institutions’ reports technical capacity in industrial park development and management developed. Indicator 8: Number of 4 4 Quarterly and feasibility studies for annual industrial parks conducted reports ACTIVITIES REFER TO APPENDIX 9.1 ANNUAL COSTED OUTPUTS BY PROGRAMME INPUTS REFER TO APPENDIX 9.1 ANNUAL COSTED OUTPUTS BY PROGRAMME 81 65 Figure 5: Regional Distribution of Industrial and Business Parks 82 66 Strategic Plan 2020-25 Uganda Investment Authority (UIA) new home, located on Plot 1 Baskerville Avenue Kololo