TAXMAN MAY 2018

23
indicate that this function
needs to be streamlined under
one accountability centre.
During the closure of the
Service Support Enhancement
Project (SSEP), this function
was streamlined to PCA in
2015. Since then, the intended
objective of streamlining did
not take course because the
respective business units are
fully in charge of budgets fully
manage this entire Stakeholder
engagement process.
Aligning the planning,
budgeting, implementation,
analysis and reporting
responsibilities under PCA
would indeed help URA
achieve her Strategic goals.
However, close collaboration
with affected business units will
still continue because they are
the subject matter experts
For URA to provide the
required level of service to its
stakeholders, it is very critical
that we:-
1. Have the ability to address
the right stakeholder needs
and wants plus the needs
and wants of URA from those
stakeholders. The stakeholders
can have a massive impact
on the organisation and on its
ability to perform;
2. Develop and align
performance measures to
the organisational strategies,
processes and capabilities
(people, culture, infrastructure
and technology) with the aim
of meeting the above sets of
needs and wants.
For the above to happen,
measures should be aligned to
the URA strategies across the
functions in the value chain.
The support functions should
align their strategies to those
of the operational functions to
ensure a seamless attainment
of the overall desired
performance.
In conclusion,
Stakeholder engagement helps
you to manage the politics
that can often come with the
organisation / major projects. It
helps you win support for your
organisation / projects and
eliminates a major source of
project and work stress.