Wealth Creation For All
The Problem
As with most of the problems with African DRC nation-states, the legacy of colonialism in the DRC has left the state very unstable. King Leopold II of Belgium took colonial rule of the in 1885 and regarded it as his person fiefdom and called it the Congo Free State. He had millions of people killed and limbs and more chopped off.
The Belgians left very rapidly in 1960, leaving the nation-state economic unable to flourish.
Patrice Lumumba was killed not long after he became the leader of the country and tried to manage the DRC in the interest of its People. European and USA political interest in the country natural resources played a role in his death.
Evidence had emerged that when president Dwight Eisenhower met his national security advisers to talk about the situation in Congo, he said he should get eliminated.
Basis Data
Land area
2,344,885 sq km
Population
77.3m (2015; World Bank, World Development Indicators)
Main town: Kinshasa (capital)
The Democratic Republic of Congo is not creating sufficient jobs for its young and rapidly growing workforce. And although the economy is growing, it is not at a rate that can keep up with the large youth population, so a more dynamic job creation programme is required.
The business environment for firms is poor, hampering the development of the private sector and the creation of productive jobs. Most firms are in the commerce sector, which allows them to exit if conditions change quickly.
Businesses are relatively young, informal and small and struggle to grow and therefore less likely to attract investment.
Typically a firm is relatively young and is about 70% of the market and have been in business for less than nine years. These businesses constitute almost 60% of non-farming employment, and this is a strikingly young population of businesses when compared with those of Burkina Faso, Kenya, Tanzania, Uganda and Zambia.
Our Target
The project aims to work with local government, community leaders, business leaders, private investor and large-scale infrastructure projects organisations.
It will be necessary to define a strategy and joint development partnerships to establish best policies and methods for ensuring products/services can be delivered both in the short and long term.
Working in cooperation and collaboration will enable projects activities to be monitored on a daily basis allowing problems to be flagged and revolved early in the business processes or operations.
Entering the market
We aim to work with financial/banking institutions and other grant funding bodies in order to establish long term capitalisation of our projects.
With support from our social and economic partners work with the Department of Education and other technical training structures to help us adapt to the local market.
Our innovation is delivering quality education with technical vocational hands-on training while ensuring student leaving go directly into full-time employment.
To achieve this, we will work with overseas expertise to exchange and transfer skills as part of upskilling the local trainers and social community agents.
Bringing About Change
We are aiming to think at the national level, but act at the local level in brining our innovative methodology to Kinshasa and sub-region. Projects providing technical vocational education generates many unmet demands and student ready to apply and attend the training centres. Still, at the end of their courses, no direct employment is provided.
The question then becomes where these thousands of students will go? Many will return to the streets that have nothing to offer them but bitterness, animosity and idleness to name but a few. We aim to provide students with an excellent certified course and interest in orientating themselves towards the business sectors with support from a professional integrated Technical Training Centre and endpoint services.