In 2025, the Rotary Club of Kampala North adopted a five-year rolling Strategic Plan to guide the Club’s priorities, strengthen effectiveness, and enhance its contribution to the communities it serves. The plan provides a structured framework for advancing service, strengthening membership, enhancing public image, and improving governance through to 2030.

As part of sound governance and accountability, the Club conducts an annual review of progress toward the achievement of the plan’s objectives. This year’s review will take place on 21 March 2026, marking one year since implementation commenced.

Our Strategic Direction

To realize this direction, the Club’s efforts are organized around four strategic pillars:

These pillars align the Club’s work with Rotary International’s priorities of increasing impact, expanding reach, enhancing engagement, and strengthening adaptability.

Translating Strategy into Action

Each Rotary year, the Board and Committees develop annual workplans derived from the Strategic Plan. These workplans translate long-term objectives into specific projects, activities, and targets.

Over the past twelve months, the Club has implemented initiatives across all pillars — including service projects, public image activities, membership engagement efforts, youth programmes, and improvements in governance and fellowship programming.

The forthcoming review provides an opportunity to assess whether these activities have meaningfully advanced the Club’s strategic objectives.

Reflecting on the First Year

One year into the Strategic Plan period, it is important to consider the current position of the Club in relation to the targets set out in the plan. Rather than a general appraisal, this review will examine progress within each strategic pillar to determine how far the Club has advanced toward its intended outcomes.

Members may reflect on whether the Club has remained aligned to its strategic direction and whether the Vision and Mission continue to resonate with both members and the communities served.

Under the Service pillar, members will consider the extent to which projects implemented during the year have contributed to improving the quality of life in the communities served. Have initiatives addressed priority needs and Rotary’s Areas of Focus? Have partnerships been developed and resources mobilized as envisaged? What progress has been made in supporting The Rotary Foundation as part of our commitment to global impact?

With regard to Public Image, members may assess whether the Club has effectively communicated its activities and achievements. Has the visibility of Rotary and of the Club’s work improved? Have our engagements strengthened awareness among stakeholders and the general public?

Under the Membership pillar, attention will focus on growth, diversification, retention, and engagement. Has the Club attracted new members in line with its targets? Are members actively participating in committees, projects, and fellowship activities? Membership sustainability remains a critical determinant of the Club’s long-term vitality.

The Governance and Administration pillar will prompt reflection on the effectiveness of club operations, programming, attendance, reporting systems, financial stewardship, and the functioning of committees and buddy groups. These elements are essential to ensuring that planned activities translate into measurable results.

Assessing Implementation of the Annual Workplans

Members will also be invited to evaluate whether the year’s planned activities were realistic and achievable, which initiatives were successfully implemented, and which were not. Consideration will be given to the factors that contributed to success as well as the constraints encountered, with a view to making appropriate adjustments for the coming year.

Central to this discussion is the recognition that successful implementation depends on sustained member commitment and active participation.

Looking Ahead

Beyond reviewing past performance, the session will focus on identifying priorities for the next phase of implementation. Members will have the opportunity to propose areas requiring greater attention, suggest new opportunities for service and growth, and highlight potential risks or challenges that should be addressed proactively.

Retreat Details

The Strategic Plan Review will be conducted as a Club Retreat to provide an environment conducive to thoughtful reflection and constructive dialogue.

A Call to Members

Members are encouraged to familiarize themselves with the Strategic Plan and the current year’s workplans ahead of the review session. An informed membership will enable thoughtful discussion and meaningful contributions toward shaping the Club’s future direction.

The Strategic Plan Review on 21 March 2026 is therefore not merely a reporting exercise, but a collective moment of reflection, accountability, and renewed commitment to the Club’s purpose of Service Above Self.

“A strategic plan succeeds only when members understand it, own it, and actively contribute to its implementation.”