1. General Information
1.1 NZIZA NGO
NZIZA Non-Governmental Organization (NGO) as a catalyst for transformative change within Rwanda’s vibrant tourism sector aspires to join other public and private institutions in redefining and positioning Rwanda as the foremost cultural tourism destination. Central to this vision is an unwavering dedication to inclusivity, ensuring that every visitor enjoys authentic and enriching experiences. By fostering an environment that celebrates diversity, NZIZA is steadfast in its pursuit of providing unparalleled cultural encounters for all.
Building upon collaborative efforts, NZIZA NGO has formalized its commitment through a Memorandum of Understanding (MOU) with the District of Nyanza. This agreement entrusts NZIZA NGO with the oversight and management of the Tourist Information Centre in Nyanza, further solidifying its role as a key player in the region’s tourism landscape. Embracing the principles of equality and diversity, NZIZA NGO proudly declares itself an equal opportunity employer.
With a vision for a gender-balanced working environment, NZIZA NGO actively seeks to enhance inclusivity, by welcoming staff members with disabilities. This commitment underscores the organization’s belief that a diverse team fosters innovation, creativity, and an enriched experience for both employees and visitors alike.
1.2 Context
About Nyanza District
Nyanza District is a cultural tourism destination in Rwanda, known for its public museums, heritage sites, and cultural trails. It aims to become a cultural and historical tourism hub, fully functional with international competitiveness. Key stakeholders include the Rwanda Cultural Heritage Academy (RCHA), Rwanda Development Board (RDB), private sector, development partners, training institutions, and local government. Nyanza Tourism Information Centre is aimed at implementing the Nyanza Tourism Destination Management Plan with the following general and specific objectives:
General objectives
- Contribute to the visibility of the tourism products in Nyanza.
- Increase the number of visitors to different tourism sites.
- Increase employment, especially for guides within the district’s tourism industry.
- Assist in capacity building and raising the service level of the tourism experiences.
- Assist local communities in selling tourism products.
- A well-functioning visitor’s center will assist in preserving and promoting the cultural heritage.
Specific objectives
- Enhance the quality of recreation and tourism opportunities for all visitors,
Including visitors with disabilities.
- Provide information and market both the popular and lesser-known tourism
products and cultural events.
- Restore and preserve the old Kings’ Court.
- Fill in the existing service gaps present within the destination.
- Contribute to more extended stays of people visiting Nyanza.
1.3 Stakeholders Involved in the Promotion of Nyanza District
Rwanda Cultural Heritage Academy (RCHA)
RCHA is a government institution with the main objective to preserve and promote the Rwandan language, culture, and historical heritage. It coordinates and promotes activities related to culture and creative activities. With the overall mandate to manage all national museums and heritage sites around the country, the academy is currently the core stakeholder in promoting cultural tourism in Nyanza and other parts of the country, with the aim of national economic development.
Rwanda Development Board (RDB)
RDB is a government institution set up by merging government institutions responsible for the entire investor experience under one roof. This includes key agencies responsible for business registration, investment promotion, environmental clearances, privatization, and specialist agencies that support the priority sectors of ICT, Tourism and small and medium enterprises (SMEs), and human capacity development in the private sector. RDB, in partnership with the RCHA, has been much involved in the development of the heritage sites, especially their signalization (both directional and informative).
AIMF (Association Internationale des Maires Francophones)
Founded in 1979 around a certain idea of cities that share the French language, the AIMF has evolved at the same time as the status, scope of intervention and political leadership of local authorities have changed.
The privileged space for exchange and solidarity that it offers to mayors of French-speaking metropolises has been supporting changes in the local world and international solidarity between cities for 44 years.
AIMF co-finances the implementation of Nyanza Tourism Information Centre Project.
Private Sector (Rwanda Chamber of Tourism, Rwanda)
The Rwanda Chamber of Tourism (RCOT) is one of the 10 professional chambers that currently exist under the umbrella of the Private Sector Federation (PSF) with a mandate of enhancing business opportunities through effective lobbying and advocacy for the tourism and hospitality industry in Rwanda. RCOT, in particular the Rwanda Hospitality Association (RHA), has been involved in the capacity building and coordination of its members to offer quality services to tourists. Apart from the RHA, other private sector stakeholders are to be involved in the marketing and promotion of this destination. This includes, amongst others, potential private investors, transport, retailers in different services used by tourists, the private museum, Rwanda Tours and Travel Association, Rwanda Safari Guides Association, and the Community-Based Tourism Association.
Development Partners
The District works together with a variety of development partners on several projects. The District has been and will continue to collaborate with various development partners in the execution of the destination management plan in the tourism sector. The development partners’ experts will provide technical support to the Visitor Centre’s Manager in completing the specified duties.
Training Institutions
Training and skills development is key to ensuring that business has the necessary human resources to run successful businesses. There are several TVET schools as well as private training institutions which are key stakeholders to developing local destinations.
Local Government
The local government plays a crucial role in the development of tourism in their daily work. They are responsible for creating an environment that is conducive to tourism planning, promoting, and regulating tourism. Nyanza District local authorities are taking the lead in working to promote their destinations as tourists’ destination and create marketing campaigns to attract visitors. Additionally, the district local authorities will strive to provide support for local businesses through strategies that encourage tourism.
Stakeholders Coordination and Collaboration
Stakeholder’s coordination and collaboration are essential for the development and promotion of the destination.
1.4 Timeframe of the Assignment
The position is a full-time role, and the selected candidate will initially be offered a one year renewable contract which includes a three-month probationary period.
1.5 Key Responsibilities
The Manager for the Visitor Centre (Nyanza Tourism Information Centre) will be responsible for the seamless day-to-day operations of the Visitor Centre, ensuring it operates efficiently and effectively in line with the established schedule. Duties include but are not limited to:
1.5.1 Implementation of the Destination Management Plan
– Coordinate the implementation process of Nyanza Tourism Destination Management
Plan
1.5.2 Staff Oversight and Policy Adherence
The Visitor Centre Manager will lead a team of staff members, including guides, receptionists, and coffee shop personnel. Responsibilities in this regard include:
Develop and implement training programs for the Visitor Centre’s staff, ensuring they are well-versed in customer service, cultural heritage, and any relevant information about the Nyanza District. This extends to coffee shop staff if applicable.
Regularly assess the performance of the Visitor centre’s staff, provide constructive feedback, and implement strategies for continuous improvement.
Ensure that all staff members adhere to established policies and procedures. This includes policies related to visitor interaction, safety protocols, and any specific guidelines for the operation of the coffee shop.
Develop and manage staff schedules to ensure adequate coverage during operating hours. Adjust schedules as needed to accommodate fluctuations in visitor traffic.
Address any conflicts or issues among staff members promptly and professionally. Foster a positive and collaborative work environment.
1.5.3 Visitor Engagement
- Create and implement engaging visitor experiences.
- Maintain high standards of service, cleanliness, and safety.
- Receive visitor’s feedbacks and recommendations for the improvement of the centre services.
1.5.4 Program Development
- Oversee the development of exhibitions, displays, and interactive activities.
- Identify opportunities for educational and outreach programs.
1.5.5 Product Development
- Identifying the market needs,
- Researching the competition.
- Ideating a solution to develop a product roadmap.
- Building a minimum viable product.
1.5.6 Marketing and Promotion
- Implement marketing and promotion strategies.
- Establish partnerships with travel agencies and stakeholders.
1.5.7 Financial Management
- Prepare and manage the Visitor Centre’s expenses.
- Monitor financial performance and make cost-effective recommendations.
- Put in place internal controls to mitigate financial risks that may affect the delivery of operational and strategic objectives of the centre.
1.5.8 Maintenance and Conservation
- Oversee the maintenance, cleanliness, and security of the Visitor Centre.
- Collaborate with conservation experts to preserve cultural heritage items.
1.5.9 Centre Operations: Day-to-Day Management
Establish and maintain regular operating hours for the Visitor Centre to accommodate the needs of visitors. Coordinate any necessary adjustments to operating hours based on peak tourism times or special events.
Supervise and facilitate visitor services, including ticket sales, information dissemination, and the provision of visitor guides. Ensure that all visitors receive a warm welcome and have access to the necessary resources.
Oversee the daily operations of the coffee shop within the Visitor Centre. This includes managing staff, inventory, and ensuring high standards of service and cleanliness.
1.6 Eligibility Criteria
1.6.1 Qualification Requirements for the Applicant
- A bachelor’s degree in cultural heritage management, tourism, museum studies, or related field (master’s degree is a plus).
- Minimum 5 years of experience in managing tourism-related businesses, museums, or cultural heritage sites.
- Knowledge of Rwandan cultural heritage, particularly Nyanza’s history and traditions.
- A strong track record of successful operations and management, with measurable achievements and positive outcomes.
- Strong interpersonal and communication skills.
- Proficiency in English, French and Kinyarwanda, both spoken and written.
1.7 Application Process
Interested candidates should submit the following documents:
- Curriculum Vitae (CV)
- Cover Letter outlining qualifications and motivation
- Contact information for at least three professional references
Submissions of Offers
Interested applicants should send all their documents above to info@nziza.org. The application deadline is 19th January 2024. Shortlisted candidates will be contacted for interviews, and the successful candidate is expected to report on duty from 1st February, 2024. Please include “Visitor Centre Manager Application” in the email subject line.
NZIZA NGO is an equal opportunity employer and welcomes applications from individuals of all backgrounds. Only shortlisted candidates will be contacted for further assessments and interviews.
With the right subject line when applying, you’ll be sure that your application is placed in the appropriate folder to be seen in a timely manner. If not, you may be considered as disqualified.
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