From Struggle to Strategy - How the Diaspora Can Build the Future Before It’s Too Late.
Safeguarding the interests of the diaspora community must now go beyond the usual rhetoric of “we have signed this or that MOU.” This moment is a wake-up call for African communities abroad. In many cases, we have successfully come together to address the social question; supporting one another in environments that are fast-paced, unforgiving, and often lonely. That solidarity has kept many afloat. But we must now take the conversation further if we are to truly make the most out of the diaspora experience. The question should be posed plainly: How can we turn the $180 million sent from Australia to Kenya in 2024 into a higher, more impactful figure? Is it possible? Yes; but only with intentional effort. We must start by acknowledging a reality: most remittances go towards family support, education, and in some cases, small-scale capital acquisition. Some of it supports philanthropic causes—through individual contributions or grassroots foundations. All of that is commendable. But we must also be honest: there is untapped potential in these remittances; potential that, if better organized and informed, could lead to far greater economic influence back home.
If we, as diaspora communities, begin seriously advocating for upskilling, researching market trends, and nurturing a business and entrepreneurial culture, we will not only raise our earning capacity, but also create systems that absorb others; especially fellow citizens who wish to migrate or reintegrate. It’s time we stop thinking only as individuals sending money home, and start acting as a collective economic bloc. The lived experience of the African abroad must begin to translate into long-term, structured gains for the continent. The Next Obvious Question Becomes— “But How, Gitau?”
1. Maximizing the Potential of Existing Associations and Organizations
In many African communities abroad, there already exist associations and community structures that have played a vital role in addressing the social question. These groups have stepped up in times of need; repatriating loved ones, organizing community dinners, and providing mutual support. These associations have repeatedly proven that they have what it takes to bring people together, even across differences. However, while social cohesion has improved, economic potential remains largely untapped.
We must begin by engaging the leadership of these organizations—helping them understand what we mean by “missed potential.” The African diaspora, in many host countries, remains highly concentrated in a few sectors, particularly aged care and disability services. While these industries have offered immediate job access, they often lack vertical growth, long-term wealth-building opportunities, and market influence compared to other sectors.
There is a clear underrepresentation of Africans in high-capacity industries, in employer positions, and in sectors that require high levels of human capital. This segmentation has real economic consequences. We need to shift the focus of our community structures from purely social functions to strategic economic hubs.
Community leaders must be the first to consume and interpret market data; understanding emerging industry trends, high-growth sectors, and the gaps between our community’s current positioning and more desirable outcomes. They must spearhead awareness campaigns using tools that are already within reach—Facebook groups, WhatsApp walls, and other grassroots platforms—to disseminate information about alternative career paths, scholarships, business opportunities, and upskilling avenues.
To truly measure success, there must be clear KPIs (Key Performance Indicators) for community leadership. Metrics could include increased community participation in growth sectors, successful job transitions, business registrations, or even financial literacy outcomes. And here’s the hard truth—when leadership fails to meet these KPIs, they must step aside to allow new leaders with fresh ideas and strategic vision to take the mantle.
This won’t happen overnight. And yes, it sounds ambitious. But without serious economic intent behind our associations, we risk remaining stuck in survival mode while missing out on transformation.
2. Networking
For those who’ve risen to higher levels in their careers, the power of networking is well understood. The phrase, “It’s not who you know, it’s who you get to know that matters,” rings true in their lived experience. But for the majority in our communities, this remains a distant reality.
In professional spaces—particularly business forums, trade expos, and policy events—the African community is often underrepresented. This lack of presence leads to missed exposure to evolving market needs, fundingchannels, and recruitment trends. In essence, we remain on the periphery of key conversations shaping industries and economies.
What’s urgently needed is the intentional organization of inter-community networking forums. Events that bring together Africans with other diaspora communities and mainstream industries can generate fresh insights, opportunities, and partnerships.
A recent example: I was invited to a Jewish Community Youth event—an eye-opening space where we exchanged our experiences as African migrants navigating the job market. In just one evening, it became clear how shared dialogue across communities can generate understanding, access, and potential mentorship. Sometimes, the solution to a long-standing question is simply a conversation away.
Cross-community networking will not only diversify our social capital but also reshape how we see and position ourselves in the job market. These spaces can spark collaborations, open up new industries for exploration, and—most importantly—expand our thinking beyond the silos we've unconsciously inherited.
3. Business Forums within the community
One thing we’ve consistently demonstrated is our ability to organize and execute successful social events. Between May last year and today, I can confidently point to at least a dozen major social gatherings and countless smaller ones. Just within my own community, the first and second quarters of this year alone have seen around 14 social events. This highlights a clear truth: we have answered the social question quite well. But when it comes to economic development—business-related events, employment forums, and human capital conversations—the contrast is stark. In the same period, I’m not aware of a single structured event focused on business growth or career development. This imbalance reveals a concerning gap. Without economic forums, the result is fewer new businesses, slowed employment growth, and missed potential across the board. It’s imperative that we now pivot toward intentional economic engagement. Business forums and career workshops must become a part of our community calendar. Those who have built successful careers or businesses should be given a platform to share insights and offer mentorship. The lack of access to practical knowledge remains a major barrier for many. Interestingly, many Africans already run SMEs and MMEs back home—proof of our deep-rooted entrepreneurial spirit. Yet, when we migrate, this drive often fades due to unfamiliar systems, lack of exposure, or inadequate support. A well-organized forum can help us identify market gaps, understand industry trends, and prepare for future projections.
4. Promoting Intra-business within the community.
Another crucial area deserving attention is the growth of intra-community business. While many businesses within African diaspora communities are launched with the assumption that fellow community members will form a reliable customer base, the reality is more sobering. The culture of supporting businesses owned by community members remains underdeveloped, and this has been a contributing factor to the premature collapse of otherwise promising ventures.
This is where community leadership must step in—not just as symbolic figures, but as active facilitators of local economic ecosystems. Leaders should routinely assess whether businesses targeting the community are delivering value and meeting expectations. When they are, these businesses should be supported through visibility initiatives such as featuring them in community blogs, newsletters, events, and social media platforms. It’s not enough to start businesses—we must also ensure their survival, sustainability, and eventual scaling.
As I shared recently in a forum:
“I also advocate for promoting intra-business within our community. There are essential service areas—like lawn mowing, aged care certifications, and other basic needs—where Kenyans can offer value. These are recurring expenses for many of us, so why not channel that demand back into our own community? Given our growing numbers, encouraging support for Kenyan-owned businesses can significantly boost our collective disposable income. Think about it: how much do we, as a community, spend on basic services each year? Even a small redirection of this spending can have a meaningful economic impact. Beyond commerce, leadership must also place deliberate focus on Human Capital Development (HCD). It is not enough to support businesses alone; we must also ensure that our people are acquiring the right skills to adapt to shifting labour markets. This means asking: Which sectors are growing? What certifications are currently in demand? Once identified, communities can negotiate subsidized crash courses and skill-building initiatives to equip people with relevant, employablecompetencies. There are enormous untapped gains in combining intra-community commerce with a targeted HCD agenda. This dual approach not only enhances economic resilience but also builds a workforce that is competitive and strategically aligned with future opportunities.”
5. Connection with the home countries
In one of the most revealing studies on remittances, the researchers concluded that one of the key drawbacks for countries heavily reliant on remittances is this: once migrants become economically established in the host countries and acquire a few assets back home, their remittance behavior declines significantly. Over time, many migrants stop sending money altogether, choosing instead to reinvest their energy and resources into new opportunities where they currently reside. In economic terms, this means the motherland loses a vital financial lifeline.
There may not be a singular solution to this challenge, but one idea shows great promise—increase the migrants' disposable income and embed them in the broader political and economic framework of their home countries.
I must emphasize: throughout this writing, I have continuously supported the view that raising disposable income among migrants can directly lead to increased remittances. But this is only one piece of the puzzle. The other lies in recognizing migrants as full citizens—not just as foreign exchange generators.
The researchers suggest something bold yet necessary: migrants must be involved in the national decision-making processes of their home country. This includes granting them voting rights, incorporating their voices into key financial and social policy decisions, and maintaining active relationships through embassies and leadership forums. Far too often, visiting delegations from home countries engage in quiet boardroom meetings or ceremonial photo sessions, neglecting the chance to meaningfully interact with those living abroad and dealing with the realities of integration, labour, and life in foreign economies.
There are positive exceptions. For instance, the Kenyan Ambassador to Australia, Dr. Wilson Kogo, stands out for consistently engaging with the Kenyan diaspora. His approachability and consistent presence demonstrate a model worth replicating.
It is a grave misjudgement to assume that when long-settled migrants stop sending remittances, new arrivals will naturally replace them. This assumption is economically flawed and contextually outdated. Global migration patterns are shifting, and inflows are not as consistent or large as they once were. It is, therefore, in the interest of home governments to nurture and build upon the community that is already established abroad. These individuals are not only better positioned to become employers and investors—having gained host-country experience and skills—but they are also often in stronger financial standing to contribute in more sustainable ways.
In short, if African governments want to ensure the longevity and growth of remittances, they must treat their citizens abroad as integral to the nation, not as temporary contributors to the foreign reserves. This reframing— from extractive to inclusive—might be the key to unlocking the next phase of diaspora engagement and development.
This article has made the case for a structural shift within the African diaspora. Instead of placing disproportionate focus on social engagements, there is a growing need to prioritize business-oriented structures that can increase the community’s overall income and, in turn, lead to higher remittances to Africa. While many of the examples used have drawn from the Kenyan experience, the challenges and opportunities discussed are shared by numerous African communities abroad.
Rather than starting from scratch, it is more practical to build upon existing associations that have already proven effective in uniting people. These organizations can serve as vehicles for economic empowerment if guided with intention. Community leaders, in particular, have a vital role to play in driving this transformation.By organizing inter-community networking events, they can create valuable opportunities for knowledge sharing, mentorship, and access to broader job markets.
The article also highlights the clear imbalance between the frequency of social events and the lack of business forums. This calls for a shift in priorities, where economic development receives equal if not greater attention. Starting businesses is only the first step. Sustaining them requires a strong culture of support, especially from within the community. Encouraging members to buy from one another and feature local businesses in community platforms is one way to promote long-term survival and growth.
Lastly, a challenge is directed at home governments, policymakers, and diplomatic missions. To sustain and grow remittance flows, they must move beyond viewing migrants as sources of foreign currency. Instead, they should be treated as full citizens with the right to participate in democratic processes, policy-making, and national development. Recognizing their lived experience and market insights can unlock valuable contributions for both host and home countries.
Gitau, Mathew Ndegwa
Chairperson- Kenya Community NSW.