Strategic Plan Draft

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STRATEGIC PLAN 2022/25
Contents

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Foreword
This Strategic Plan offers Diaspora International a pathway to implement her mission for the next three years.
Drawing on over half decade in consultancy engineering, project management/supervision with Government
Agencies, grant management with Non-governmental organizations, business development with Startups, and
property/wealth management with both local and diaspora based clients, Diaspora International founding directors
are now well best placed to consolidate this experience into a firm that offers a blend of specialist services that
can harness the investment potential of the diaspora community whilst solving economic and social problems of
Uganda in the housing, education and health sector.

Diaspora International has good governance, strong values and a sustainable vision. We are confident that the
way forward set out in this Strategic Plan will increase the value of investments in Uganda-contributing to
economic growth, whilst remaining faithful to our original concept of supporting the investment needs of the
Diaspora Community.

The Advisory Committee have supported the development and content of the Strategic Plan. Local businesses in
the housing, education and health sector were consulted. Our current clients in the Diaspora Community have
been consulted, as well as government officials, NGO partners and independent external consultants.

The Strategic Plan defines DI’s four key drivers, goals and objectives to guide our future developments over the
next three years.

……………………………….

Founding Director

Diaspora International (DI)

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Abbreviations
1. DI- Diaspora International

2. BOU- Bank of Uganda

3. ED- Executive Director

4. IFAD-International Fund for Agricultural Development

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Executive Summary

DI is a consultancy firm that was started in 2022 with wealth management. In year 2, having attained
an aim of harnessing the investment potential within market traction, we will engage in developing our
the diaspora community through offering investment resource mobilization strategy which will inform the
advisory services, strategic partnerships, wealth realignment of our strategic plan. By the end of year
management and value sustainability. As a company, 3, we envision that our strategic partnerships locally
we realized that by harnessing the economic and internationally will have grown as well as an
potential of the diaspora community, we would be increase in our portfolio projects.
able to contribute solutions to some social-economic The organization will be governed by the Founding
problems of Uganda such as youth unemployment, Directors who meet will quarterly in Kampala with
poverty and access to basic needs. members of the advisory committee. In the absence
According to the BoU (BOU, 2018), in 2018, the of the CEO in Year 1 and 2, the Founding Directors
largest share of cash transfers on non-consumption will support the company operations/project
items was spent on business related activities implementation. The Staffing needs will gradually
(US$108.6 million), building works (US$106.3 be improved to at least include company CEO,
million), and land purchase (US$30.9million). department team leaders, department officers,
Furthermore, the report states that the proportion interns and support staff to help with the growing
spent on business expenses in 2018 (11.3 percent, work and operations that will accrue in
equivalent to US$108.6 million) was higher when implementation of this strategic plan.
compared to 2017 findings. The Founding directors of DI; Tusiime Albert and
The rational for choosing the four drivers; strategic Hassan SSewajje have over half decade of work
partnerships, wealth management, investment experience in consultancy engineering, project
advisory services and value sustainability follows management/supervision with Government
after a thorough SWOT analysis that indicated our Agencies, grant management with Non-
critical path to achieving our mission. governmental organizations, business development
In year 1, we will focus on strengthening the with Startups, and property/wealth management with
company’s governance and visibility while raising both local and diaspora based clients.
revenue through investment advisory services and

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Introduction
Remittances in Uganda
According to a report published by IFAD (IFAD) in 2021, Uganda is a net receiver of remittances. The report
highlights that in 2020, The Bank of Uganda (BoU) reported that remittance inflows to Uganda amounted to
US$1.2 billion.
According to the BoU (BOU, 2018), the total personal transfers (cash and in-kind) received in 2018 were
estimated at US$1,337.8 million equivalent to 4.0 percent of Uganda’s GDP.

Sources and Uses of Remittances

According to the BoU (BOU, 2018), the main (US$30.9million). Furthermore, the report states that
sources of cash transfers in 2018 were countries in the proportion spent on business expenses in 2018
the Middle East, Europe, and North/South America. (11.3 percent, equivalent to US$108.6 million) was
The survey results revealed further that consumption higher when compared to 2017 findings.
related expenditures such as general household Table 1: Source of Cash Transfers received in 2018.
expenses and education were by far the main Region Amount (US$ Percentage
Percentage Million) share
expenditure items on which recipient households share
Africa 200.6 20.9
spent the funds received in 2018. The report showed
Australasia 23.3 2.4
non-consumption expenditures accounted for 29.2
Europe 254.9 26.5
percent, equivalent to US$280.6 million of total
Middle East 278.1 28.9
receipts in 2018. The largest share of cash transfers
North/South 204.1 21.2
on non-consumption items was spent on business
America
related activities (US$108.6 million), building works Grand Total 961.0 100
(US$106.3 million), and land purchase Source: Bank of Uganda (BOU, 2018)

Duration, Level of Education and Age of Remitters

According to the survey (BOU, 2018) done in 2018 by BoU, most remitters are youthful and fall within the working age
group of 20 to 49 years. With respect to gender, 6 out of every 10 remitters were male. With regard to the highest level of
education attained, the survey revealed that 67.6 percent of remitters had completed the Uganda Advanced Certificate of
Education (UACE) (or its equivalent qualification) or higher qualifications. Almost four out of every ten remitters (39.1

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percent) were graduates with a degree. Concerning the length of stay, the survey showed that about 23.7 percent of the
remitters had lived abroad for more than 10 years.

DI Background
DI is a consultancy firm that was started in 2022 with an aim of harnessing the investment potential within the diaspora
community through offering investment advisory services, strategic partnerships, wealth management and value
sustainability. As a company, we realized that by harnessing the economic potential of the diaspora community, we would
be able to contribute solutions to some social-economic problems of Uganda such as youth unemployment, poverty and
access to basic needs.
The Founding directors of DI; Tusiime Albert and Hassan SSewajje have over half decade of work experience in
consultancy engineering, project management/supervision with Government Agencies, grant management with Non-
governmental organizations, business development with Startups, and property/wealth management with both local and
diaspora based clients.

Mission & Vision.

The purpose for which the company is established is to harness the investment potential the diaspora community through
offering investment advisory services, strategic partnerships, wealth management and value sustainability.

Strategic Drivers

Strategic Investment
Partnerships Advisory Services

Wealth Value
Management Sustainablity

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Values
● Transparency- The Company; Founding Directors and Staff are conduct decisions in an open manner and are
accountable to her partners and clients.
● Human Rights and equality- We value, promote and protect the human rights of everyone.
● Evidence based programming- Our approach is research-based and Factual.

Strategic Planning Process

This strategic plan represents the three-year planning cycle for Diaspora International (DI) and provides the backbone for
our future growth as a company; qualifying our decisions and efficiency in the implementation of our process. The key
elements of this strategic planning process are outlined in Figure 1 below.

Figure 1 – Strategic Planning Process

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SWOT Analysis
Strengths Opportunities
● DI has qualified staff. ● Good national policies that encourage economic investment.
● DI has a strong network of qualified consultants looking ● Funding opportunities for development and job creation in developing
to contribute to the company content. countries.
● DI has a broad knowledge of investment opportunities in ● Strong political and partnership Will to integrate the Diaspora community.
Uganda.
● DI is the first diaspora focused consultancy firm in ● The diaspora community has some basic knowledge of how consultancy
Uganda. firms work hence making it easy to implement our projects.
• DI could diversify from general strategy and venture into other areas of business
in the diaspora countries.
Weaknesses • DI founders could diversify from general strategy and venture into political
administration roles like becoming ambassadors.
● The staff has limited experience in operating a consultancy ● DI founders to work with formerly diaspora-based business leaders in Uganda
firm. to establish networks.
● The company is only established in Uganda. ● Threats
● The company lacks local and diaspora partnerships. ● Economic recession and strict government policies can reduce business.
● The company lacks systems and policies to govern its ● Expansion of existing industry experts can reduce DI’'s business
operations.
● The company doesn't have a functional board.
● The company lacks a communications and sustainability
strategy.
● Tough competition from big industry consultants as well
as other knowledge consulting agencies.

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Strategic Drivers, Objectives, Activities, Timeline, Benefit, Cost, Key Performance Indicator
(KPI)
Based upon the Mission, Vision, Values and the SWOT Analysis, DIA determines and defines priorities in getting where it wants and needs to be.

Driver 1: Strategic Partnerships:

Goal: To establish a strong network of individuals and organizations keen to DI mission.

Objectives, Activities, Timeline, Benefit, Cost, Key Performance Indicator (KPI) to achieve this Goal:

Objective Activity/approach Timeline Benefit Cost KPI

To build strong • DI will undertake a mapping YEAR 1 • Database; containing contacts, DIRECT COSTS • Mapping lists.
relationships with out exercise of businesses and addresses, understanding interests, • hardware-2 • Interview
diaspora-based business leaders based in opportunities. computers correspondences.
business leaders diaspora. • software- MS • Interview data.
currently owning • DI will hold interviews with at office. • business cards.
businesses in Uganda. least 10 business leaders. • Insight of markets, insight of • Travel costs to • Deals signed.
• DI will hold pitch meetings perception, insight about how best 10 meetings.
with 10 business leaders. to organize diaspora communities, • Meeting
To build strong • DI will undertake a mapping YEAR 1 challenges faced by diaspora facilitation.
relationships with out exercise of businesses and communities, insight about • Printing costs.
Ugandan based business leaders based in demographics. • Information
entrepreneurs who Uganda. materials;
formerly were based in • DI will hold interviews with • Raise capital, recruit board business cards.
diaspora. business leaders. members, create partnerships, • Airtime costs.
• DI will hold pitch meetings collaboration on projects, • Salaries.
with business leaders. recommendations, endorsements.

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To build strong • DI will undertake a mapping YEAR 1 • International
relationships with out exercise of reputable • Visibility. travel costs.
businesses that could businesses that can benefit • Zoom call costs.
benefit from the from tapping into the diaspora
diaspora market. market. INDIRECT COSTS
• DI will hold pitch meetings • Licenses.
with the businesses and key • website
executives to prepare development. (
investment options for the email setup)
diaspora market. • P.O Box
• DI will create a framework for address.
a seamless transaction • Bank Charges.
process. • Rent.
To build strong • DI will undertake a mapping YEAR 1
relationships with out exercise of umbrella
diaspora umbrella- organizations.
organizations based in • DI will hold interviews with
Uganda and in the key executives in the Umbrella
diaspora organizations.
• DI will hold pitch meetings
with key executives in the
Umbrella organizations.
To foster formation of • DI will establish structures YEAR 3 • aggregate capital, partnerships with ● To be
investment/Savings locally to institute a savings third party organizations. estimated in
groups amongst the group. Year 2
diaspora community. • DI will hold pitch meetings
with individuals and peer
groups to recruit members.
• DI will foster partnerships with
complimentary institutions
leveraging the potential of the
Savings group membership.

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To participate in the • DI will participate in national YEAR 2 ● Insights about policy, government • hardware-2 Meetings attended.
development and international forums that and international opportunities. computers Email
diaspora are aimed on developing the • software- MS correspondences.
implementation Ugandan diaspora community office. End of year reports.
frameworks in • Travel costs to
Uganda 10 meetings.
• Meeting
facilitation.
• Printing costs.
• Information
materials;
business cards.
• Airtime costs.
• Salaries
• International
travel costs.
• Zoom call costs.

INDIRECT COSTS
• Licenses.
• website
development.
(
• email setup)
• P.O Box
address.
• Bank
Charges.
• Rent.

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Driver 2: Investment advisory services

Goal: To provide customized investment advisory services to the diaspora community.

Objectives, Activities, Timeline, Benefit, Cost, Key Performance Indicator (KPI) to achieve this Goal:

Objective Activities/approach Timeline Benefit Cost KPI

To increase access to ● DI will help in planning and executing successful YEAR Revenue, hardware-2 Meetings
qualitative and investment projects. 1,2,3 experience computers attended.
customized advisory ● DI will provide forensic services to prevent, respond Visibility. software- MS Email
services. to and remediate complex threats, risks and office. correspondences.
reputational challenges facing investors in the Travel costs to 10 Deals signed off.
diaspora community. meetings.
● DI will offer project management services. Meeting
● DI will issue a biannual newsletter highlighting facilitation.
investment opportunities for the Diaspora Printing costs.
community. Information
materials; business
cards.
Airtime costs.
Salaries
International travel
costs.
Zoom call costs
To provide Investment ● DI will map out investment options in the real estate, YEAR Revenue, hardware-2 Meetings
brokerage services. education and Health sector. 1,2,3 experience computers attended.
● DI will prepare investment proposals for identified Visibility. software- MS Email
projects. office. correspondences.
● DI will hold meetings to offer investment options in Travel costs to 10 Deals signed off.
real estate, education and Health sectors. meetings.
● DI will support the transactional processes. Meeting
● DI will provide project management services. facilitation.

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● DI will provide business development and recruitment Printing costs.
processes. Information
materials; business
cards.
Airtime costs.
Salaries
International travel
costs.
Zoom call costs

Driver 3: Wealth Management.

Goal: To provide customized personal wealth management services.

Objectives, Activities, Timeline, Benefit, Cost, Key Performance Indicator (KPI) to achieve this Goal:

Objective Activity Timeline Benefit cost KPI

To increase ease in conducting DI will help in setting up bankable systems and Year 2,3 Revenue, hardware-2 computers Meetings attended.
long distance wealth safety real time reporting tools that can help track experience software- MS office. Email
audits. wealth safety. Visibility. Travel costs to 10 correspondences
meetings. Deals signed off.
To maintain and sustain the DI will offer property/facilities management Year Revenue, Meeting facilitation.
growth of wealth services 1,2,3 experience Printing costs.
Visibility. Information materials;
business cards.
Airtime costs.
Salaries
International travel
costs.
Zoom call costs

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Driver 4: Value Sustainability

Goal: To transform DI into a self-sustainable firm

Objectives, Activities, Timeline, Benefit, Cost, Key Performance Indicator (KPI) to achieve this Goal:

Objective Activity Timeline Benefit Cost KPI

Strengthen the ● DI will appoint a functional board. Year 1 Good Governance, hardware-2 computers Board Appointment
governance and ● DI will process its operations license legitimacy, software- MS office. letters
visibility of DI ● The Board of DI will meet every standard operations, Travel costs to 10 Board meeting
quarter to review progress and agree visibility. meetings. minutes
on resolutions. Meeting facilitation. Signed off policies.
● Policies and procedures established, Printing costs. functional website.
recommended for action and reviewed Information materials; Signed Resource
every two years. business cards. mobilization
● Website development and Airtime costs. strategy.
maintenance a Salaries
● Develop and disseminate quarterly International travel costs.
newsletters. Zoom call costs
● DI will distribute marketing material
at Ugandan embassy offices in the
Diaspora.
Ensure financial and ● Develop and implement a resource Year 2,3 Strategic direction,
resource sustainability mobilization strategy investment
readiness.
Staff development ● Strengthen performance management Year 2,3 Professionalism.
system.
● Capacity-building of team members
through training courses.
● Linking with partner organizations
through placements to share good
practices.

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Organization structure.
The organization will be governed by the Founding Directors who meet will quarterly in Kampala with members of the advisory committee. In the
absence of the CEO in Year 1 and 2, the Founding Directors will support the company operations/project implementation. The Staffing needs will
gradually be improved to at least include company CEO, department team leaders, department officers, interns and support staff to help with the growing
work and operations that will accrue in implementation of this strategic plan.

Organogram.

FOUNDING DIRECTORS/
PARTNERS/CLIENTS
ADVISORY COMMITTEE

ED

DEPART. TEAM LEADERS

DEPART. OFFICERS

SUPPORT STAFF

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Bibliography
● BOU. (2018). Inward Personal Transfers 2018. Kampala: Bank of Uganda.
● IFAD. (n.d.). Uganda Country Diagnostic-Remitscope. Retrieved from https://remitscope.org/africa/pdfs/Uganda_Diagnostic_Remitscope_Africa.pdf.

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