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Uganda Revenue Authority (URA) To Recruit 1,200 New Staff

Uganda Revenue Authority (URA) To Recruit 1,200 New Staff

Uganda Revenue Authority (URA) To Recruit 1,200 New Staff

Jan 11, 2024

5 min read

In a recent news article published by the New Vision, Uganda's largest news daily, it was reported that Uganda Revenue Authority (URA) is seeking for an additional sh167b in next financial year's budget to recruit 1,278 new staff in order to improve efficiency. The article quoted URA commissioner General, John Musinguzi, who appeared before the parliamentary committee on finance to defend the authority's budget estimates for the 2024/25 financial year. According to Musinguzi, URA has been allocated sh619.989b of which, sh253.595b will go towards payment of wages.

This announcement has raised mixed reactions from different stakeholders in the economy and the society. Some have welcomed the move as a positive step towards enhancing URA's capacity to collect more revenue and curb tax evasion and corruption. Others have expressed concerns about the sustainability and accountability of such a huge expenditure on salaries and the possible impact on the fiscal deficit and the public debt.

In this blog post, we will try to analyze the pros and cons of URA's recruitment plan, its implications for the economy and the taxpayers and how a jobseeker can position him / herself to be among the 1,278 new staff at URA.

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Uganda Revenue Authority To Recruit 1,200 New Staff

In a recent news article published by the New Vision, Uganda's largest news daily, it was reported that Uganda Revenue Authority (URA) is seeking for an additional sh167b in next financial year's budget to recruit 1,278 new staff in order to improve efficiency. The article quoted URA commissioner General, John Musinguzi, who appeared before the parliamentary committee on finance to defend the authority's budget estimates for the 2024/25 financial year. According to Musinguzi, URA has been allocated sh619.989b of which, sh253.595b will go towards payment of wages.


This announcement has raised mixed reactions from different stakeholders in the economy and the society. Some have welcomed the move as a positive step towards enhancing URA's capacity to collect more revenue and curb tax evasion and corruption. Others have expressed concerns about the sustainability and accountability of such a huge expenditure on salaries and the possible impact on the fiscal deficit and the public debt.

In this blog post, we will try to analyze the pros and cons of URA's recruitment plan, its implications for the economy and the taxpayers and how a jobseeker can position him / herself to be among the 1,278 new staff at URA.



Pros of URA's recruitment plan

  • One of the main arguments in favor of URA's recruitment plan is that it will help to fill the existing gaps in staff skills and competencies, especially in areas such as digitalization, data analysis, audit, investigation, enforcement, and customer care. These are critical functions that require specialized and qualified personnel who can effectively use modern technology and tools to enhance URA's efficiency and effectiveness in revenue collection and administration.


  • Another argument is that URA's recruitment plan will help to reduce the workload and stress on the existing staff who are often overstretched and overwhelmed by the increasing demands and expectations from the government and the public. By having more staff, URA will be able to improve its staff welfare and motivation, reduce staff turnover and absenteeism, and foster a culture of professionalism and integrity among its employees.


  • A third argument is that URA's recruitment plan will help to increase its revenue base and performance by expanding its coverage and outreach to more taxpayers, especially in the informal sector, rural areas, and emerging sectors such as e-commerce, digital services, and mining. By having more staff, URA will be able to conduct more audits, inspections, assessments, education, and sensitization campaigns to ensure compliance and voluntary declaration of taxes by all eligible taxpayers.


  • A fourth argument is that URA's recruitment plan will help to improve its service delivery and customer satisfaction by reducing delays, errors, complaints, and disputes in tax processing and administration. By having more staff, URA will be able to provide faster, easier, cheaper, and more convenient services to taxpayers through online platforms, mobile applications, call centers, self-service kiosks, and one-stop service centers.

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Cons of URA's recruitment plan

  • One of the main arguments against URA's recruitment plan is that it will increase the fiscal burden on the government and the taxpayers by adding more expenditure on salaries and allowances without a corresponding increase in revenue collection. According to some estimates, URA's wage bill will increase by about 40% from sh253.595b to sh355.595b if it recruits 1,278 new staff. This will widen the fiscal deficit and increase the public debt which is already high at about 50% of GDP.


  • Another argument is that URA's recruitment plan will not necessarily translate into improved efficiency and effectiveness in revenue collection and administration if there are no adequate measures to ensure accountability, transparency, performance management, and quality control among its staff. There is a risk that URA may end up with more staff who are incompetent, corrupt, or unproductive if there are no clear criteria for selection, training, evaluation, promotion, and discipline of its employees.


  • A third argument is that URA's recruitment plan will not address the underlying structural and systemic challenges that affect its performance and service delivery such as outdated laws and regulations, complex tax policies and procedures, poor coordination and cooperation with other government agencies and stakeholders, inadequate infrastructure and equipment, and low public awareness and trust in taxation.


  • A fourth argument is that URA's recruitment plan will not be sustainable or scalable in the long run if there are no reforms or innovations to enhance its capacity to cope with the changing dynamics and demands of the economy and the society. There is a need for URA to adopt a more strategic and proactive approach to revenue collection and administration that leverages on technology, data analytics, artificial intelligence, and behavioral insights to optimize its resources and maximize its impact.


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