Rotary Club of Kololo Strategic Plan 2015-2020


Is a process through which an organization analyses its internal and external environments as they affect its ability to fulfil its mission and makes decisions for action which enable it to achieve its preferred future.
The success of the Rotary Club of Kololo cannot rest solely with annually changing leaders who develop short term (Annual) goals. The issues facing the club require long term strategy and solutions.


2.1. The mission of the Rotary Club of Kololo is;

To Advance the object of Rotary in Kololo-Kampala area in particular and Uganda in general through outstanding programs and activities in each of the five avenues of service.

2.2. The vision of the Rotary Club of Kololo-Kampala is;
A club that is an icon of excellence in the ideals of Rotary.


3.1. What is the strategic plan of Rotary International?
Rotary International Values in Action

  • Through Fellowship, we build lifelong relationships that promote greater global understanding.

  • With integrity, we honour our commitments and uphold ethical standards.

  • Our diversity enables us to connect different perspectives and approach problems from many angles.

  • We apply our vocational expertise, service and leadership to tackle some of the world’s greatest challenges.

Rotary International Strategic Goals;

  • Support and strengthen Clubs:
  • Foster club innovation and flexibility

  • Encourage clubs to participate in a variety of service activities

  • Promote membership diversity

  • Improve membership recruitment and retention

  • Develop leaders

  • Start new clubs

  • Encourage strategic planning at club and district levels

  • Focus and increase humanitarian service:

  • Eradicate Polio

  • Increase sustainable service focused on programs and activities that support youth and young leaders and Rotary’s six areas of focus and connection with other organizations increase collaboration

  • Create significant projects both locally and internationally

  • Enhance public image and awareness:

  • Unify image and brand awareness

  • Publicise action-oriented service

  • Promote core values

  • Emphasize vocation service

  • Encourage clubs to promote their networking opportunities and signature activities

3.2. What are the goals of District 9211?
Strategic Focus Areas:
– Administration and leadership
– Membership
– The Rotary Foundation
– Youth services
– Public Relations
– Service Programs

i. Administration and Leadership:


  • Communication
  • Reporting
  • District & country payment obligations
  • RI Performance award
  • Leadership development
  • Synchronization of RI membership
  • Database with District Club runner


  • Effective and efficient
  • 100% RI Reporting
  • 100% Payment of obligations
  • Win > 1 RI performance award
  • > 5 leaders above District level
  • 80% of clubs in sync with RI data base and runner


The vision and mission of the Rotary Club of Kololo must be in tandem with the mission and vision
of the District and Rotary International. 5.0.  CORNERSTONE OF ROTARY
Based on the object of rotary, the four avenues of service are Rotary’s philosophical cornerstone
and foundation on which club activities are based. 6.0.  STAKEHOLDERS:

  • Club members
  • Community we serve
  • Country Rotary office
  • District 9211
  • Rotary International and Rotary Foundation
  • Companies and corporations that partner with Rotary Club of Kololo
  • International clubs
  • Family members
  • Hosts of the club (For fellowship)
  • Interact and Rotaract clubs (sponsored by Rotary club of Kololo)
  • Rotary clubs in Uganda
  • R.C.C. (sponsored by Rotary club of Kololo).


7.1. Our strength (what makes Rotary Club of Kololo attractive):
a) Good projects profile with a successful range of complete projects.
b) Good fellowship with occasional good guest speakers.
c) Our number at 73 is our strength giving us diversity in classifications and occupations.
d) Variety of high profile and respected specialities/professional membership in all spheres of our society with a wide range of pertinent contacts.
e) Generally economically sound membership with generous and sometimes selfless in terms of giving, up-to-date with RI and District dues.
f) Flexible and responsive membership as seen doing ad-hoc fundraising exercise.
g) With a core group with zeal to serve.
h) An all 100% PHF club.
i) Good governance through dedicated leadership structure, giving the club a good image in the country and district.
j) Diverse membership in age. Gender and professions.
k) A good number of Senior Rotarians with over 20 years in leadership and rotary, and with a good community and professional contacts.
l) Commendable recruiting and retention quality.

7.2. Our weakness (challenges)
a) Poor timekeeping and compacting programs with many items.
b) Inadequate participation of members in club projects (both proposal formulation and implementation).
c) A large part of the membership (30-40%) being onlookers; they don’t activate e.g club committees, buddy groups, visit projects.
d) Inability to let go of mature projects.
e) Unproductive complaints.
f) Inadequate interactions with e-mail facebook, Whatsapp……………..
g) Fatigue with ad-hoc fundraising.
h) Irregular club bulletin, it lacks participation, informative and educating information to Rotarians.
i) Need for an active website which deprives the club of publicity of our projects.
j) The opposition of members to change.
k) Inadequate record keeping leading to delayed accountability and audited accounts.
l) Gender imbalance; few female members.
m) Age imbalance – fewer younger members; average age 55 years.
n) At times, the recruitment procedure is not followed.
o) Inability to revitalize daughter clubs, especially those outside Kampala.
p) Declining attendance and poor visiting other clubs.
q) Allocation of fellowship time to allow guest speaker adequate time.
r) Most Rotarians are not well informed about rotary rules project formulation, RI and District functionality TRF – and Rotary in general.
7.2. Our Opportunities
a) Rich and various membership classifications with a wide range of skills in house and good contacts in the wider community-many members well placed/in influenced positions.
b) The strategic location of fellowship venue.
c) Our 25 years of service is an opportunity to raise members to serve above beyond the club.
d) Having vibrant Rotaract clubs, good catchment area for new members.
e) A lot of Rotary information on the website.
f) Many service opportunities in the community around us.
g) Membership derived from meaningful employment and professions.
h) Club has further potential for additional project from TRF contributions, global grants and matching grants available in international clubs & TRF.
7.4. Our threats (potential barriers to our progress/achieving objects:
a) Not optimal inter-personal relationship/acquaintances.
b) Over-expansion in membership which is killing current personal-level contacts.
c) Routine fellowship programs, which can be a threat to attendance.
d) Weak financial systems – lagging behind in audits and accountability.
e) High average age – a threat to the future of the club.
f) Failure to have home for Rotary in Uganda.
g) Frequent money collection without advance warning.
h) Conservation – opposition to change and low adaptability.
i) Gaps in classifications.

Strategic Focus Areas of the Rotary Club of Kololo

1) Administration and leadership
2) Membership
3) Rotary foundation
4) Youth services
5) Public relations
6) Service programs

Administration and Leadership:

  • Maintain high standards of Leadership and Administration:

  • Have good speakers at least every month.

  • Communicate programme monthly in advance.

  • Conduct fellowship according to the programme.

  • Set up club mail: club runner and other social media within the first year.

  • Every month have classification talk.

  • Get every of 70% attendance within the five (5) years.

  • Have regular home visits as guided by family of Rotary.

  • At least 10% of the members to have visited other clubs

  • Buddy groups to meet and report on their activities quarterly; change buddy group every year.

  • Be innovative with friends of the year, exchange gifts, and celebrate important dates.

  • Have special fellowships every quarter to remind club members of the roles of clubofficers.

  • Hold three (3) home hospitalities every Rotary year.


rotary attendance


To improve quality of membership by retaining and recruiting:

  • Court Rotaractors and interactors to grow to be Rotarians

  • Increase the percentage of female to at least 40%

  • Recruit young Rotarians and lower the average age.

  • attendance obligation should be their financial and the termination provision of Rotarians who do not Every board meeting should address the subject of attendance and club dues;

  • ambassadors to those clubs.Participate in rejuvenating the Rotary Clubs of Tororo and Masindi by sending

  • Sponsor new clubs of partners in service: Rotaract, interact RCC

  • Use effective retention plan e.g. by using buddy groups.

  • Rotarian to be assigned senior Rotarian for mentoring.Courtship of new Rotarians to be not less than three (3) months and each new

  • Carryout classification survey and fill missing classifications.

  • Maintain active membership committee.

  • Every year encourage at least two (2) Rotarians to serve beyond the club.

  • Increase female Rotarian membership to at least 40%.


Youth Service

  • Ryla (Rotary Youth Leadership Award)

This is training youths (ages 18-30) to be future leaders, to be elements of change for good in a
community. Rotaractors are good candidates for RYLA.

  • Vijana Poa.

This is a service under Youth which identifies and organizes Youths to be useful and productive members
of the community by giving them elements that lead to gainful productivity/ employment. It involves
giving them:
– Skills/ training.
– Leadership and organization
– Tools and equipment
– Income
– Hope.
A project proposal can be written and financed under Vijana Poa. Vijana Poa can grow into an RCC.


Public Relations:

– Hold social events with corporate companies
– Fill the classification of journalism
– Issue press statements, publicize club achievements
– Maintain at least monthly club bulletin
– Encourage members to submit articles for publication in bulletin
– Have an effective social media
– Have high profile guest of honour for media coverage
– Make Rotary activities news worthy
– Install signage on all Rotary Club of Kololo projects

– Establish an archive for all Rotary Club of Kololo projects

Service Programs:

Service projects is the reason Rotary exists


– Dedicate one fellowship per month to monitor projects
– Write up project proposals
– Visit projects
– Use buddy groups to ensure participation in project.
– Write and present project proposals to source for project funding locally and internationally
– Cause a training session on how to carry out community needs assessment
– Post on the website how to write a project proposal
– Utilize classification in formulating projects
– Post projects on the website
– Ensure accountability of project finances

Tumuhairwe Hamu. P P (PHF)
Chairman 2015-2020, Strategic Plan Committee
Rotary Club of Kololo District 9211

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