The National Lotteries and Gaming Regulatory Board (NLGRB) held a strategic planning retreat from April 14 – 16, 2025, at Speke Resort Munyonyo. The retreat was to review the 2020/2021-2024/2025 strategic plan and formulate the 2025/2026-2029/2030 NLGRB strategic plan.
The National Lotteries and Gaming Regulatory Board (NLGRB), a corporate body mandated to regulate and oversee lotteries, gaming, and betting, was established under the Lotteries and Gaming Act Cap.334. The board’s mandate is to create a fair, transparent, and well-regulated gaming environment that benefits the nation while protecting Ugandans from the adverse effects of gaming.
- Starting a plan from scratch. Every organization must have a unique plan since the challenges, goals and growth are different. They had a retreat to review the old strategic plan and develop a new one. Businesses should always be involved in strategy formation from scratch, not just copying and pasting a plan from another organisation.
There is no such thing as a template strategic plan for sector ABCD. Just as the facilitator put it, ‘Strategy follows organizational structure,’ noted Prof. Gerald Kagawibirwe Karyeija.”
The Strategic planning retreat had four key strategic shifts:
- From manual systems to digital transformation, using technology for licensing, monitoring, and data analytics.
- From isolated operations to integrated partnerships, working more closely with law enforcement, local governments, and international regulators, as well as inter-departmental coordination.
- From revenue collection to revenue optimization, streamlining efficiency while safeguarding integrity.
- From internal focus to citizen-centred regulation, protecting players, addressing addiction risks, and promoting responsible gaming.
According to NLGRB CEO Denis Mudene, the strategic planning retreat was not just an administrative requirement, it was a leadership moment. It is an opportunity to renew our commitment to excellence and realign our institutional energies. “Deliberations will shape not just a document but a shared vision and strategy for a more effective, efficient, and future-ready NLGRB.”—Denis Mudene, NLGRB CEO.
- Involving staff in formulating the strategic plan. Involving employees in shaping a company’s strategic plan fosters ownership, innovation, and alignment. Staff input provides front-line insights into operational challenges, customer needs, and untapped opportunities, ensuring strategies are grounded in practicality.
Collaborative planning also boosts morale, as employees feel valued and invested in the organization’s goals. This inclusivity enhances adaptability, strengthens cross-departmental coordination, and increases the likelihood of successful implementation by bridging gaps between leadership vision and on-the-ground realities.
Every department was represented in the strategic planning retreat. Denis Mudene, NLGRB CEO’s address at the Strategic retreat challenged staff to approach the strategic planning retreat with focus, creativity, and a shared sense of purpose. To use the retreat to reimagine how NLGRB can be a model regulatory agency that ensures a safe, fair, and prosperous gaming sector in Uganda. The CEO thanked the staff for their dedication
3. Set clear goals for the strategic planning retreat to see results.
Setting clear goals is key to having focused Discussions and decision-making. It ensures that discussions stay on track and are aligned with the overall objectives. This prevents the retreat from becoming a series of unfocused conversations.
In his opening remarks, NLGRB CEO Denis Mudene challenged retreat participants with five critical questions, beginning with a reflection on the Board’s achievements: What strategic objectives have we accomplished, and why? He then urged introspection into past hurdles, asking which goals proved challenging and what barriers hindered progress. Shifting the focus to the future, he pressed the team to identify current and emerging sector risks, explore ways to leverage innovation for fulfilling their mandate, and ultimately define a clear vision: What does success look like for NLGRB by 2030?
Well-defined goals allow for the development of measurable outcomes. This makes it easier to assess the success of the retreat and track progress toward achieving the strategic plan’s objectives.
According to the CEO’s opening remarks, the strategic planning retreat aimed to:
- Evaluate the performance and impact of the 2020/21–2024/25 Strategic Plan;
- Re-examine our institutional mandate in the face of emerging trends and evolving expectations.
- Identify key result areas, strategic interventions, and enablers for the new plan.
- Propose viable implementation arrangements, including inter-departmental coordination and inter-agency coordination mechanisms;
- Agree on a financing strategy that is realistic and aligned to the Medium-Term Expenditure Framework (MTEF);
- Develop a robust Monitoring, Evaluation, Accountability, and Learning (MEAL) framework and theory of change;
- Lay the groundwork for a stakeholder-responsive communication and dissemination strategy.
Clear goals create a shared understanding of the retreat’s purpose and desired outcomes. This clarity fosters alignment among participants, ensuring that everyone is working toward the same objectives and that the strategic plan is well-defined and cohesive.
The Board used the retreat to evaluate the performance and impact of the 2020/21–2024/25 Strategic Plan, re-examined its mandate in light of emerging trends, and identified key result areas for the new plan. The retreat programme included Presentation of the Draft Strategic Plan, Discussion of the Draft Strategic Plan by the Board, Validation of the Draft Strategic Plan by the Board, and Development of the M & E Framework.
4. The Board hired an external consultant. This intensive 3-day strategic planning retreat was facilitated by Prof. Gerald Kagawibirwe Karyeija. During the retreat, the NLGRB CEO highlighted in his strategic note and guidance that, as the Board was charged with regulating one of Uganda’s fastest-growing economic sectors, they faced both unprecedented opportunities and emerging challenges.
He emphasized that technological advancements, shifting consumer behaviours, the rapid expansion of digital betting platforms, and rising policy demands necessitated greater agility, forward-thinking strategies, and enhanced coordination across the organization.
5. Involving Board members. Board members had a session at the retreat to contribute to the new strategic plan. Strategic planning benefits significantly from the involvement of Board members. Their governance expertise, industry foresight, and extensive networks ensure that strategies align seamlessly with long-term organizational goals. This oversight enhances accountability, mitigates risks, and builds stakeholder confidence by validating priorities and resource allocation.
Board members provide balanced decision-making, bridging high-level vision with practical market realities. Their diverse experience challenges assumptions, fostering innovative and sustainable solutions.
Enhancing strategic alignment and accountability, and involving board members in strategic planning leverages their unique expertise and networks. Board members typically offer high-level expertise, governance experience, and external perspectives. They might bring industry insights, risk management skills, and connections. Also, their role in governance ensures alignment with legal and ethical standards.
6. Strategic planning through structured dialogue and participatory sessions. This approach fosters organizational culture, especially the fact that the retreat reviewed the performance of the previous strategic plan and updated the institutional vision and mission, refining the core values, and redefining the strategic objectives that will anchor our next phase of development.
Structured dialogue and participatory sessions offer numerous benefits for both staff and board members. For staff, these sessions foster a sense of ownership and engagement in the strategic planning process, leading to increased buy-in and commitment to achieving organizational goals. They also provide a valuable platform for sharing diverse perspectives and insights, leading to more creative and effective solutions.
For board members, these sessions facilitate a deeper understanding of the organization’s operations, challenges, and opportunities, enabling more informed and strategic decision-making. The teamwork nature of the planning sessions strengthens relationships between staff and board members, fostering trust and mutual respect.
Strategic planning through structured dialogue and participatory sessions enhances communication, strengthens organizational culture, collaboration, and overall effectiveness in achieving strategic goals. Creates a platform for open and honest communication, facilitating the exchange of ideas and perspectives.
The National Lotteries & Gaming Regulatory Board (NLGRB) concluded a dynamic strategic planning retreat, marking a pivotal step in its mission to become a global benchmark for gaming regulation. The NLGRB Strategic Planning Retreat was a path to transformative regulation, increased staff productivity, and gaming sector growth.
