[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"doc-detail-108744-en":3,"doc-seo-108744-105":31,"detail-sidebar-cat-0-en-105":93},{"code":4,"msg":5,"data":6},0,"success",{"doc_id":7,"user_id":8,"nickname":9,"user_avatar":10,"doc_module":4,"category_id":11,"category_name":12,"doc_title":13,"doc_description":14,"doc_content":15,"file_id":16,"file_url":17,"file_type":18,"file_size":19,"view_count":20,"is_deleted":4,"is_public":21,"is_downloadable":21,"audit_status":21,"page_count":22,"language":23,"language_code":24,"site_id":25,"html_lang":24,"table_of_contents":26,"faqs":27,"seo_title":28,"seo_description":14,"update_tm":29,"read_time":30},108744,1099514067415,"Rowan","https://ap-avatar.wpscdn.com/avatar/100002539d78ffe74a7?x-image-process=image/resize,m_fixed,w_180,h_180&k=1779092875211072502",8,"Research & Report","Country Private Sector Diagnostic - Creating Markets in Uganda - Growth through the Private Sector and Trade - Executive Summary","Executive Summary for a Country Private Sector Diagnostic examining how Uganda can expand private investment to address development challenges. It reviews Uganda’s pro-business policy foundation, privatization-driven market structure, trade performance, and foreign direct investment momentum. It then analyzes post-2015 growth weaknesses driven by limited productivity and human capital formation, constrained public spending, and climate and COVID-19 shocks. It proposes priorities and three promising sectors—agribusiness, energy, and housing—to support labor-intensive, export-linked job creation while improving productivity.","COUNTRY PRIVATE SECTOR DIAGNOSTIC  \nCREATING MARKETS IN UGANDA  \nPublic Disclosure Authorized Public Disc losure Authorized Public Disclosure Authorized  \nGrowth through the Private Sector and Trade  \nExecutive Summary  \nFebruary 2022  \nAbout IFC  \nIFC—a member of the World Bank and member of the World Bank Group—is the largest global development institution focused on the private sector in emerging markets. We work in more than 100 countries, using our capital, expertise, and influence to create markets and opportunities in developing countries. In fiscal year 2021, IFC committed a record $31.5 billion to private companies and financial institutions in developing countries, leveraging the power of the private sector to end extreme poverty and boost shared prosperity as economies grapple with the impacts of the COVID-19 pandemic. For more information, [visit www.ifc.org](visit www.ifc.org).  \n© International Finance Corporation 2022. All rights reserved.  \n2121 Pennsylvania Avenue, N.W.  \nWashington, D.C. 20433 [www.ifc.org](www.ifc.org)  \nThe material in this work is copyrighted. Copying and/or transmitting portions or all of this work without permission may be a violation of applicable law. IFC does not guarantee the accuracy, reliability or completeness of the content included in this work, or for the conclusions or judgments described herein, and accepts no responsibility or liability for any omissions or errors (including, without limitation, typographical errors and technical errors) in the content whatsoever or for reliance thereon. The findings, interpretations, views, and conclusions expressed herein are those of the authors and do not necessarily reflect the views of the Executive Directors of the International Finance Corporation or of the International Bank for Reconstruction and Development (the World Bank) or the governments they represent.  \nEXECUTIVE SUMMARY  \nUganda has a track record of pro-business and market-enabling policies, having helped to spur growth rates averaging six to seven percent since the 1990s. This period of growth has been the result of several factors, beginning with an aggressive privatization program in the 1990s, which reduced the number of state-owned enterprises (SOEs) in Uganda’s economy to one of the smallest SOE portfolios in the region. The result has been private markets relatively unencumbered from distorting state competition.  \nWith its increasingly competitive private sector, Uganda has leveraged intraregional trade to its advantage. In recent years, Uganda has been exporting more in terms of gross domestic product (19.5 percent in 2018) than the average East African country—a significant achievement for a landlocked country. Uganda also exports a more diversified basket of products than that of many other low-income countries. Further, it has been able to attract high levels of foreign direct investment (FDI), including investment that is efficiency-seeking: a testament to the competitiveness of its labor market and pro-business policy environment, compared to other countries in the region. The discovery of Sub-Saharan Africa’s fourth-largest oil reserves in the Albertine Rift basin in 2006 gave an additional boost to investor interest.  \nBut since 2015, Uganda’s growth model has started to show signs of weakness, with growth rates decelerating even before the outbreak of the COVID-19 pandemic.  \nGrowth has relied too much on factor accumulation (mostly labor) and too little on productivity growth and human capital. With labor increasingly entering the market via low-productivity informal services and microenterprises, productivity growth has weakened. Meanwhile, the contribution of human capital has been constrained by rapid population growth. Paired with one of the lowest resource mobilization rates in the region and inefficiencies in public spending, providing the education and health services that are needed to make a productive workforce has been increasingly difficult. ","cbCaiqp7nXtyX1Kb","https://ap.wps.com/l/cbCaiqp7nXtyX1Kb","pdf",294335,5,1,10,"English","en",105,"# Executive Summary\n## Uganda’s pro-business growth record and enabling policies\n## Emerging growth weaknesses and binding constraints\n## COVID-19 impacts and implications for structural transformation\n## Diagnostic purpose and labor market challenge\n## Priority sectors: agribusiness, energy, and housing","[{\"question\":\"What strengths has Uganda built for private-sector-led growth?\",\"answer\":\"Uganda has maintained pro-business and market-enabling policies, supported by aggressive privatization that reduced state-owned enterprises. It has also leveraged intraregional trade, diversified exports, and attracted high levels of foreign direct investment.\"},{\"question\":\"What are the main drivers of weakening growth since 2015?\",\"answer\":\"Growth has relied too heavily on factor accumulation, especially labor, with weaker productivity and constrained human-capital gains due to rapid population growth. Low resource mobilization and public spending inefficiencies also make education and health service delivery harder, while climate shocks add long-term risk.\"},{\"question\":\"How does the diagnostic address Uganda’s productivity and job challenge?\",\"answer\":\"It focuses on growth in sectors that can tap demand from abroad, remain labor intensive, and require low skills. It highlights agribusiness, energy, and housing as key opportunities to support productivity, employment, and export growth.\"}]","Country Private Sector Diagnostic - Creating Markets in Uganda - Growth through the Private Sector and Trade - Executive Summary | PDF",1784473655,25,{"code":4,"msg":32,"data":33},"ok",{"site_id":25,"language":24,"slug":34,"title":13,"keywords":35,"description":14,"schema_data":36,"social_meta":88,"head_meta":90,"extra_data":92,"updated_unix":29},"country-private-sector-diagnostic-creating-markets-in-uganda-growth-through-the-private-sector-and-trade-executive-summary","",{"@graph":37,"@context":87},[38,55,70],{"@type":39,"itemListElement":40},"BreadcrumbList",[41,45,49,52],{"item":42,"name":43,"@type":44,"position":21},"https://docshare.wps.com","Home","ListItem",{"item":46,"name":47,"@type":44,"position":48},"https://docshare.wps.com/document/","Document",2,{"item":50,"name":12,"@type":44,"position":51},"https://docshare.wps.com/document/research-report/",3,{"item":53,"name":13,"@type":44,"position":54},"https://docshare.wps.com/document/country-private-sector-diagnostic-creating-markets-in-uganda-growth-through-the-private-sector-and-trade-executive-summary/108744/",4,{"url":53,"name":13,"@type":56,"author":57,"headline":13,"publisher":59,"fileFormat":62,"inLanguage":24,"description":14,"dateModified":63,"datePublished":64,"encodingFormat":62,"isAccessibleForFree":65,"interactionStatistic":66},"DigitalDocument",{"name":9,"@type":58},"Person",{"url":42,"name":60,"@type":61},"DocShare","Organization","application/pdf","2026-07-30","2026-07-19",true,{"@type":67,"interactionType":68,"userInteractionCount":20},"InteractionCounter",{"@type":69},"ViewAction",{"@type":71,"mainEntity":72},"FAQPage",[73,79,83],{"name":74,"@type":75,"acceptedAnswer":76},"What strengths has Uganda built for private-sector-led growth?","Question",{"text":77,"@type":78},"Uganda has maintained pro-business and market-enabling policies, supported by aggressive privatization that reduced state-owned enterprises. It has also leveraged intraregional trade, diversified exports, and attracted high levels of foreign direct investment.","Answer",{"name":80,"@type":75,"acceptedAnswer":81},"What are the main drivers of weakening growth since 2015?",{"text":82,"@type":78},"Growth has relied too heavily on factor accumulation, especially labor, with weaker productivity and constrained human-capital gains due to rapid population growth. Low resource mobilization and public spending inefficiencies also make education and health service delivery harder, while climate shocks add long-term risk.",{"name":84,"@type":75,"acceptedAnswer":85},"How does the diagnostic address Uganda’s productivity and job challenge?",{"text":86,"@type":78},"It focuses on growth in sectors that can tap demand from abroad, remain labor intensive, and require low skills. 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