Republic of Rwanda Private Sector Federation (PSF) Magerwa, Gikondo P.O. Box 319 Kigali
Studyon Trends &Skills for the Tourism Sector
2014 Carmen NIBIGIRA
Table of Contents Executive Summary......................................................................................... Pg. 4 Background.......................................................................................................Pg.10 Scope of the services .......................................................................................Pg.15 Economic aspect............................................................................................ ..Pg.19 Methodology............................................................................................. .......Pg.21 Emerging themes.................................................................................... .........Pg.22 International Trends and Benchmarking................................................... .......Pg.26 Skills and trends ..............................................................................................Pg.39 Direction...........................................................................................................Pg.45 Key Finding.......................................................................................................Pg.54 Future recommandation ...................................................................................Pg.64 Conclusion........................................................................................................Pg.68
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Abbreviations
EAC
East African Community
RDB Board
Rwanda Development
EDPRS Economic Development and Poverty Reduction SWOT Strategy
Strengths, Weaknesses, Opportunities and Threats
FDI
Technical and Vocational Education and Training
Foreign Direct Investment
TVET
GIS Geographic Information System TVT GPS
Global positioning system
UN
ICT Information, Communication and Technology IT
Information Technology
US
United States
USA
United States of America
WDA Workforce Development Authority
Private Sector Federation
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United Nations
UNWTO United Nations World Tourism Organization
MICE Meetings, Incentives, Conventions and Exhibitions PSF
Tourism Vision Team
WTTC World Travel and Tourism Council
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Executive Summary T
his is a study on trends and skills development processes of the tourism sector in Rwanda. The information presented in this series of research studies conducted is compiled over a period of six months in Rwanda in 2013. The focus of this study is anchored in previous studies prepared on skills enhancement reference materials, such as “Poor Customer Service and Its Impact on the Rwandan Economy” (2009), the “Rwanda Skills Survey” (2012). We will conclude, finally by examining the “National Customer Satisfaction Survey” (2013). These three studies are supported by the “Rwanda Tourism Policy” (2009). The “Pro-poor Perspectives in the Tourism Sector in Rwanda” (2005-2011), and the “Developing Customer Service Delivery: Development with A Smile” (2009) guidance.
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The recommendations and findings presented in these previous studies and reports, is the foundational cornerstone and architect of this new study in terms of narrowing down key factors that underpin reoccurring trends and skills development requirements within the tourism sector in Rwanda. The data collection method used to validate this study is the qualitative research approach (interview) design. The Rwanda Skills Survey (2012) used the qualitative and quantitative research approach to map results. According to the study, the skills lacking and those key skills required to function successfully within the tourism industry greatly varied within different sub-divisions within Rwanda’s economic culture. This research analyzed and measured findings to identify and understand the common link between skills and trends based on variables such as: tourism products and services, as well
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as fluctuating demands in the tourism market. The data revealed an apparent missing link in terms of the previous studies compiled that chronicled the “quantity� of jobs needed to be created, and number of employees required, opposed to investigating the rationale of tourism products and available skill-sets. The skills gap in Rwanda has been notably highlighted in previous studies conducted. Nevertheless, the evidence is inconclusive in specifically identifying a solid connection between the trends in development of the tourism industry and real time skills capacity requirements today. The focus is now drawn to satisfying future skills application to improve knowledge levels and abilities of the impending tourism workforce, as previous studies have carefully illustrated the need to investigate whether the skills required are actually demand-based requirements directly responding to the overall needs of product development with an uptick in both trends and markets.
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1
Tourism today & tomorrow – A global perspective
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ccording to the United Nations World Tourism Organization (UNWTO), worldwide arrivals in 2012 exceeded the 1 billion mark for the first time in history with 1,032 billion tourists crossing borders and staying overnight, up from 995 million in 2011. Many of these visitors arrived from emerging markets in Asia, Africa, Central and Eastern Europe, which led to growth in tourism demand. While Europe continues to be the most popular destination worldwide, Asia and the Pacific recorded the strongest growth in arrivals, followed by Africa. In 2012 the tourism sector created and sustained over 260 million jobs worldwide (direct and indirect) counting for 1 in every 11 jobs generated in other sectors of the national economy. It is estimated that by 2030 the number of travelers is expected to reach 1.8 billion, which implies that in two
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decades’ time 5 million people will cross international borders for leisure, business, or other purposes such as visiting friends and family (UNWTO). In the future, arrivals will spread more widely across the globe; with the share of international tourism to emerging economies surpassing that to the advanced economies, and many of the new arrivals will be to destinations in Africa, Eastern Europe, Asia and Middle East (UNWTO).
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Projections for 2030 indicate that visiting friends, religion, and other purposes will represent 31% of all international arrivals, 54% for leisure, recreation and holidays, and 15% for business and professional purposes (UNWTO). Over the past half-century tourism has developed into a key driver of socio-economic progress through creation of jobs and enterprises, infrastructure development, and for many countries, representing an export-revenue earned sector.
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• •
There is still substantial potential for further tourism expansion for existing and new destinations (UNWTO). The success of tourism in existing and new destinations will have to be based on:
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• Making optional use of environmental
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resources, maintaining essential ecological processes, and helping to conserve natural resources and biodiversity as key elements in tourism development. Respect of the socio-cultural authenticity of host communities while conserving their built and living cultural heritage and traditional values. Tourism being the driving force for socio-economic benefits to all stakeholders involved in tourism, fair distribution, participation in job and incomeearning opportunities, and social services to host communities towards poverty alleviation. Customer satisfaction will be at the core of tourism success. Destinations will need to offer meaningful experiences to tourists, putting sustainability values at the heart of their products and services. Consumer trends will shape the tourists’ choice of destination, and will be based on health, safety, demographics, advancement in technology, environment, and economy, searching for authenticity, hedonism, and luxury. Adaptability and flexibility of destinations to change in order to offer heterogeneous products to new profile of tourists with high expectations.
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2 1.
What on the Rise?
term needs of destinations. • Well trained and skilled manpower involving local communities in the tourism industry. • Profits of tourism reinvested in conservation and preservation of natural and cultural resources.
Adventure Tourism:
• Adventure tourism is worth $263 billion annually with 42% of travelers (USA, Europe and South America) taking at least one adventure trip in 2012 (UNWTO). • Adventure travelers spend money, stay longer, and more of their spending remains in the local community. • Seeking professional services; guides, instructors, tour operator and other services. • Multiple adventure activities such as sport, water and nature based on diverse products.
2.
4. Family and multi-generational travel: • About 115 million trips per year include children. • Strong interests and curiosity in wildlife, history, and culture. • In 2012 40% of all leisure travelers from US took at least one trip with their children. • From 2014 onwards over 77 million Americans will turn 65, and have keen interest in traveling to Africa for safari and cultural oriented trips taking with them their younger family members.
Food Tourism:
• 100% of travelers eat and consume food in their tourism destinations, and this segment of the tourism sector is on the rise. • Competitive advantage for a destination, which creates a unique image. • Economic advantage for local business and destinations. • An opportunity for special events and festivals attracting new tourists. • Managing high and low seasonality.
5.
• Africa is one the fastest growing airline markets in the world. • International arrivals in emerging countries by air are expected to surpass those in advanced economies by 2015. • Cruise industry booking also offers newer and more affordable opportunities to younger families. • Train services are increasingly connecting countries and offering alternatives to travel-
3. Sustainability: • Travelers are seeking destinations that value the concept of sustainability in today’s tourism industry. • Long-term economic needs achieved through a balance of the short and medium
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Destination Access:
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ers around the world.
6.
jump from 2011 (UNWTO).
Hotel Growth:
8.
• It has been proved that Africa is increasingly attracting the attention of major international hotel chains • Boom in leisure and business travel are having an impact on the hotel industry to diversify and open to new markets. • Statistics show that 40,000 of the rooms being planned for construction by 2017 will be on the African continent (i.e., Nairobi in East Africa with 1,437 rooms; Marriott Hotel in Kigali with 237 rooms).
7.
• 54% of bookings and reservations in USA and Europe are done online (UNWTO). • Social media platforms (Facebook, twitter, YouTube and Instagram) lead the way for marketing tourism destination, sharing experiences, opinions, and reviews. • Branding message across various platforms and targeting a wide audience. • Virtual discovery of destination before the trip is purchased and done. • Engaging and interactively using the power of sight, sound, and motion (Google+).
Emerging travel markets:
9.
• Russia ranked 5th in 2012 with US$ 43 billion on international tourism expenditures. • Brazil ranked 12th with US$ 22 billion in 2012 in tourism spending. • India, China, and Russia being the most promising source markets with predictions that by 2020 India will account for 50 million outbound tourists. • Adapting to new markets based on their needs, travel behaviors, and patterns. • China is the number one outbound tourism source market in the world with more than 83 million borders crossing from the country. • Chinese top international tourism spenders; US$ 102 billion in 2012, which was a 40%
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Going Digital and social-media:
Skills and Standards:
• Service standards, professionalism with a focus on international norms coupled with local knowledge • Capacity building and knowledge transfer at the heart of any tourism development plans • Local empowerment, job creation and sustainability as the pillars for tourism • Quality versus quantity – specialization dimension incorporated in development plans • Diaspora tourism and diaspora skills, knowledge as solutions to tourism development in developing countries
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3
Background The Private Sector Federation (PSF) acknowledges the fact that tourism is very important for the Rwandan economy. Based on feedback from PSF’s Chamber of Tourism, and similar stakeholders, PSF has come to realize that the need for perspective-oriented research and analyses of new and changing skill needs in the labor market that serves Rwanda’s tourism sector. Hence, this study was commissioned to dissect tourism from the local, regional, and international standpoints to support this growing sector. Rwanda is currently experiencing rapid growth in tourism
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demand, and asserting itself in the East African region as an emerging and fast-growing tourism destination. The total number of tourists to Rwanda increased from 242,000 in 2010 to 666,000 in 2012, with revenues of 282 million USD in 2012. The Rwanda Development Board (RDB) announced that Rwanda collected $142.5 million in tourism revenues, and registered 664,729 visitors in the first semester of 2013. If safety and security are assured, tourism in Rwanda will definitely continue growing rapidly. The increase in tourism revenues and visitor num-
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bers are important in driving economic growth and also generating prosperity for the country as a whole. However, Rwanda risks potential setbacks if the issue of “skills” and “human resources” are not properly (and quickly) addressed in this development process, which is the case to be argued in this study.
many (9,180) in 2012 (RDB, 2013). An average of 48% tourists in Rwanda visited the “Volcanoes National Park”, and 23% of all tourists are Rwandans, which is a significant domestic number supporting tourism (National Statistical Handbook of Rwanda, 2012). The hospitality industry is recording the largest number of tourists, and this is an industry that has increased from 201,000 in 2009 to 372,000 in 2011, registering a 45% increase over 2 years (National Statistical Handbook of Rwanda 2012). Between 2000 and 2009, 20% or 258 billion RwF of Foreign Direct Investment, (FDI) was injected into the hotels and leisure sector, commensurate with the tourism industry.
Tourism in Rwanda has been identified by the government as one of the major backbones contributing to the economy. This sector is intended to be used as a vehicle to support other development sectors such as Information, Communication and Technology (ICT), manufacturing, and services in a bid to provide employment and foster greater business opportunities while continuing to contribute to the conservation of natural and cultural heritage of Rwanda.
The contribution of the sector to direct investment totals approximately $700 million, which was achieved within a ten-year period indicating the pivotal role of the tourism industry in the Rwandan economy (Rwanda Tourism Policy, 2009), and the sector projects to generate $317m receipts in 2013.
Leisure tourism in Rwanda accounted for about 97,000, while business visitors were about 422,000 with the US recording the highest number of visitors (24,041), followed by India (14,957), UK (13,355), Belgium (9,192) and Ger-
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3.1 Tourism Vision for Rwanda The tourism vision of Rwanda is embedded in this global vision: “Through well-managed marketing, development and public-private partnerships, Rwanda will become established as a leading wildlife and eco-tourism destination and a regional conference hub, with a high quality, diversified tourism product that makes a growing contribution to the overall socio-economic development of the country�. This vision can be summarized in these three pillars:
Tourism three pillars Tourism as a national priority sector Tourism is placed at the heart of a political agenda, and other economic sectors. Strong collaboration between the private and public sectors, and local communities, with the support of different local or international organizations is also at the heart of tourism development. Integration of domestic and international tourism shares and revenues is valued from a national economy perspective.
Conservation and Enhancement of the Environment Rwanda has shown, and continues to demonstrate leadership in applying responsible environmental practices in flora and fauna, through adherence to environmental legislation, and encouraging conservation and sustainable usage of natural resources. Rwanda is also putting forward ethical standards as a priority through tourism in order to minimize social, economic, and environmental harm.
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Broad-based socioeconomic development Spreading benefits in the community by fully engaging local communities not only in tourism development, but also in entrepreneurship. However, full participation of tourism activities and engagement in order to secure livelihoods for women and youth, and also the alleviation of poverty emerge from a political will highlighted in the development phase of the tourism industry. At the same time a cultivated and well-trained workforce needs to be established with adequate and appropriate capacity building programs put in place to meet the needs of the changing human resource professional development, training, and management requirements.
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3.2 Rwanda tourism as a fast growing industry
T
ourism involves many economic and social sectors making it an excellent development indicator for developing countries including Rwanda. With growing international competition among tourism destinations, and higher contestability of investment projects, effective promotion is crucial in order to remain competitive in the tourism sector.
leisure visitors in Rwanda with 14,050 visitors to 290,000 in 2012, and the prime product being the mountain gorillas, which has been the signature of tourism in Rwanda for the past decade. Leisure, as a segment of the tourism industry, still remains the leading variable followed by visiting friends and relatives, business, and visitors in transit for other purposes.
Rwanda has made significant efforts to attract investors in tourism through different incentives such as opening and operating business in Rwanda easy as well as an economic inductive environment for businesses.
For the purpose of this study, the focus will be on trends and skills. However it has been observed and recorded that when it comes to human capital and skills, Rwanda still has a long way to go with an acute deficit of 69.4% (WDA, 2013) human resource that is required to support the sector.
Rwanda attracts financial capital from abroad by sending the message that Rwanda is opened for businesses. Rwanda is seeking manpower, such as entrepreneurs, hospitality and travel managers, and international franchises to market and develop local tourism products and attractions.
Shortage of human capital is among many of the obstacles for tourism development in Rwanda; hence this study has been commissioned with the overall aim embedded in the vision of Rwanda based on their product:
Tourist is estimated to have generated an estimated 71.5 million USD in the first quarter of 2013, compared to 70.5 millions USD in 2012, a slight increase of 1% with almost 290,000 visitors an increase of 17% from 2012 were 242,000 visitors were hosted in Rwanda (RDB, 2013).
The eco-tourism product is understood to be a product that is occurring in natural, pristine, and relatively undistributed natural settings and which can be used for natural conservation and has strong links with sustainable development and practices while offering benefits (social, economic and cultural) to local communities.
The national parks offering the eco-tourism product accounted for the biggest share of
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3.3 Overal Objectives
A
s per the Terms of Reference for this study, the overall objective is “to provide insight into current and future trends for the development of tourism, not only in Rwanda, but also to depict highlights in EAC region”. In order to compete against international counterparts the study particularly aims to:
ening both human and institutional capacity-building for development of the tourism sector in Rwanda. The Tourism Bill in Rwanda which is passing through parliament in 2013, identified that, “The Rwandan tourism sector is a pillar of economic development in Rwanda. The tourism industry doesn’t have its own mother ministry in charge, however it is managed in the Rwanda Development Board within a special department: of tourism and conservation. Guided by the current Tourism Law, it has been recognized that Rwanda needs to place skills at the center of its Tourism Development. Furthermore, it is acknowledged that the tourism sector is often influenced and shaped by trends which generate beyond its borders. It is vital that these factors are neither ignored nor left in isolation in the development phase of the tourism sector in Rwanda. The study has focused in recommending long-term measures aimed at strengthening both human and institutional capacity-building for development in the tourism sector in Rwanda. An identification of the role of Information Communication and Technology in tourism has been associated with this study in relation to the changes in skills and trends shaping tourism.
1. Analyze the skill-sets needs in the labor market that serves the tourism sector by offering a clear depiction of past, present, and future trends, specifically in relation to the sector’s current demands for labor/skills, and also needs that are based on future tourism-related aspirations, expectations, and trajectories. 2. Promote an efficient tourism sector in Rwanda, which is adaptable to tourism laborrelated needs, not only within the country, but also regionally; that is, taking into account the nature of ‘availability’, or possible ‘unavailability’ of the human resource that can serve this sector in a complementary and progressive manner. 3. Identify and recommend long-term measures that are specifically aimed at strength-
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4
Scope of the Services
I
t was agreed with the PSF, the contracting authority for this assignment, that the scope of this study should cover three specific areas which are considered key criteria for a full understanding of labor-related needs in the tourism sector. These three classifications or categories are described in the following chapters in more detail.
4. Social trends and economic aspects: To respond to the dynamics and the nature of tourism demand, Rwanda has to be aligned with emerging trends and be equipped with the necessary human capital. Tourism is being shaped and influenced by economic and political paradigms. According to the UN World Tourism Organization (2013), the prin-
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cipal determinants and influences that will positively influence the development and growth of tourism in the future, include: prosperity, affordability, accessibility, events, culture, globalization, competition, information technology and climate. Social trends such as changes in leisure consumption expenditure and patterns, product differentiation, demographic shifts and greater health consciousness are some of the patterns to observe. Consumer trends will shape the tourist’s choice in the future; hence the necessity to understand what the consumers want and their trends will be prerequisites to the tourism sector in Rwanda. As the 2020 Vision of Rwanda strives to be transformed into a middle-income country by the year 2020 (Republic of Rwanda, 2000; 2007), tourism is being identified
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as one of the driving sectors and the Government of Rwanda has taken steps to address the issues of skills shortage in this sector.
and vocational training, which is the core of the tourism sector. Rwanda’s plan to reach medium-term development over the next five years was adopted by Cabinet to meet targets set by the strategy.
Through the second “Economic Development and Poverty Reduction Strategy” (EDPRS2) adopted in 2013 to run from 2013 to 2018, Rwanda aims to target at least 200,000 new jobs annually. In line with the objectives stated in the Terms of Reference, therefore the study will focus on these points:
The Rwanda tourism policy goes further in focusing on integrating its tourism sector with other complementing industries. Rwanda is targeting high-end tourism, and has identified tourism as a major segment of the market. However, it has been observed that there is a shortage of skilled trainers to teach technicians, and there is a total gap of 69.4% of skilled people to work in the tourism industry (WDA, 2013). Fostering hands-on skills through a competence-based approach can contribute to sustainable tourism development for Rwanda.
• Existing social trends observed in Rwanda and East African Community. • International trends, and in particular, a benchmarking of the trends in successful tourism destinations. • Strengths and weaknesses related to the social trends. • Economic implications and considerations. • The impacts of social trends from tourism for the economic development in Rwanda. 4.1.
It has been established that Rwanda does not only have a shortage of qualified skilled workers, it has also been discovered that developing funding, and implementing a strategy to meet this need is major challenge. Educating and training and unskilled labor force to respond to the various diversified roles in tourism may come as a hurdle for the country (Rwanda’s Human Capital Development: Strategic Options and the Imperatives 2008).
Required skills for the tourism sector:
The ambitious target of EDPRS2 of creating at least 200,000 jobs annually could be achieved through the reform of the national education curriculum, and also by strengthening technical
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The deficit of skills in the tourism sector is acute, ranging from basic skills (soft) to hard skills in a country with an embryonic sector, with limited tourism and hospitality education institutions. Therefore, Rwanda needs to aim at developing high-end and eco-tourism related skills in order to reflect the requirements of the targeted markets.
international perspectives. • A regional approach to forecasting skills needs in Rwanda. 4.2
Understanding the tourism landscape of Rwanda has also been taken into account from a regional perspective; therefore, a comparative analysis has helped to give outline and guided direction to this study. An orientation of this study towards East African regional perspectives was deemed vital from the standpoint of the Private Sector Federation as well as all the tourism stakeholders in general in Rwanda.
The hospitality industry, which is the backbone of the tourism sector, is facing severe labor shortages, especially in the technical area (i.e., supervisors, mid-level management, and assistant chefs) with a 96% deficiency. As for trained waiters and cleaners; the deficiency is recorded to be as high as 70%.
The leading tourism destinations in EAC such as Kenya, Uganda and Tanzania, have assisted this study to grasp the context and direction in which the tourism industry should take-off in Rwanda, and thus formulate the trends trajectories.
The shortage of skills in the hospitality sector is as serious in the other sectors where the gap among professionals is 55%; technicians 12% and artisans 53% (WDA, 2013). The severity of the shortage, especially at the professional and supervisory levels, without doubt impacts on the quality of the tourism products offered. In line with the objectives stated in the Terms of Reference, the study will therefore focus on these specific points: • General tourism skills existing in Rwanda. • New skills and occupations in tourism –
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Specific angles guiding this study:
A SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis has been incorporated, as it was judged important to guide all dimensions of this tourism study. Without understanding Rwanda’s missing gaps and the country’s opportunities, it may be challenging to understand and formulate a clear direction for this study;
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hence a concise SWOT analysis is strongly endorsed.
This study has a strong focus on “resulting skills needs” in the labor market that serves the tourism sector by offering a clear depiction of past, present, and future trends specifically in relation to the sector’s current demand for labor and skills. There is also a need to look towards future tourism-related aspirations, expectations, and trajectories of the tourism sector.
Customer care and service delivery have now become a prominent concern for ev¬eryone; from the public to the private sector in Rwanda. Due to the nature of this study, capturing a mechanism on how to improve service delivery is at the heart of the skills required, and the trends shaping the tourism sector in Rwanda.
The purpose of this study is to promote an efficient and effective tourism sector in Rwanda, which is adaptive to tourism labor-related needs not only within the country, but also regionally, that is, taking into account the nature of ‘availability’ or possible ‘unavailability’ of the human resource that can serve this sector in a complementary and progressive manner.
Many initiatives were undertaken to support the efforts made in the enforcement of service delivery for the public and private sector; however, there is a need to look into this critical topic further. 4.3. Recommendations:
This study is also expected to identify and recommend long-term measures that are specifically aimed at strengthening both human and institutional capacity-building for development of the tourism sector in Rwanda. This assignment will also identify the role of ICT in tourism and related changes in skills (e.g., electronic commerce and revenue management).
Recommendations are derived from regional and world trends in tourism to inform the model of tourism in Rwanda. Practical scenarios of tourism in Rwanda will emerge from this study supported by indicators of newly required skills, and also trends that are increasingly emerging in different tourism destinations to Rwanda, whether comparatively or competitively.
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5 A
Economic Aspects
ccording to the United Nations World Tourism Organization (UNWTO), worldwide arrivals in 2012 exceeded the 1 billion mark for the first time in history, with 1,032 billion tourists crossing borders and staying overnight- up from 995 million in 2011 (UNWTO).
nent. It is worth noting that one such change brought about is tourism’s contribution to employment causing a shift from its direct to indirect contributions. It is estimated that travel and tourism generated 8.2% million jobs directly to Africa in hotels, restaurant and leisure industries, travel agents, airlines and other passenger transport services (WTTC, 2013). The total contribution to employment in Rwanda (according to WTTC) was 136,000 jobs in 2012 (6.5% of total employment), and it has been forecast to rise by 1.8% in 2013 to 138,000.
In 2012, Africa recovered well from its setback of the previous year when arrivals declined, largely due to a reduction in tourists traveling to North Africa. Whereas in 1990, Africa attracted just 17.4 million international visitors, in 2012 this rose to 63.6 million. East Africa received 7,621,000 of tourist arrivals with 2,727,000 of long haul travelers and received $7,596 million (UNWTO, 2013); Tanzania (422,000) and Kenya (232,000) being the leading countries in East Africa for direct employment in the tourism industries in 2012 (WTTC).
5 Tourism in Transition Within the past decade, thanks to support from a strong political will, tourism development has established a sound footing as a key economic sector in Rwanda.
Rwanda is ranked fourth in terms of tourist arrivals – after Kenya, Uganda and Tanzania – in terms of tourism receipts and tourist arrivals (UNWTO). These indicators suggest that some changes are taking place on the African conti-
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Seeking to change and adapt the sector with reforms and structures, Rwanda has focused on developing its “competitiveness” based on its tourism products with specific relevance to what the marketplace requires, and a determined at-
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tempt to solve some of the challenges associated with competition.
proximity, demographics, etc. On that note, understanding trends in tourism for Rwanda requires a deep look into its promotional activities, and also understanding a global and regional development and landscape. The biggest challenge perceived in Rwanda is lack of diversity of the tourism product. Rwanda has what it seen to be a “signature product” named “Mountain Gorilla”.
One key area is skills and human capital, which are essential for supporting the tourism sector. The transition is precipitated by a clear shift in tourism demand and supply, which has occurred since 2003, , the starting point of the revival of the tourism sector in Rwanda (RDB, 2013). While it is not feasible to provide a detailed picture of the chronological events of the past years, the study will focus more on tourism product, skills, and trends which have shaped the tourism sector in Rwanda.
With this single product it has placed and marked itself as a high-end destination. Consequently, the Gorilla market has reached its peak of saturation, and now requires significant innovation and diversification.
Historically and currently, the Rwandan tourism product was centered on one feature, the “mountain gorilla”. Faced with the challenge of having to diversify its tourism product(s) experience(s), efforts are underway to add more products countrywide.
The key success factor has been anchored in the gorilla product over the past decade. The 2010 “Sustainable Tourism Development Master Plan” of Rwanda highlights the fact that among a number of constraints and issues currently existing, tourism faces over-reliance on a single tourism product, and this is now at the top of the agenda. One critical issue raised in the same “Master Plan” – within the context of this study – is the challenge of low capacity and under-skilled human resources.
Rwanda as a tourism destination is, therefore, evolving and taking steps towards a new era requiring more than just diversified products to enhance and nurture rich tourism experiences and memories. The country exists in a very competitive region, and to survive the country needs improve its competitive advantage regionally, as well as on the global stage.
The key success factor has proved that for Rwanda a strong tourism niche product like “mountain gorilla” has been viable and resourceful for the tourism industry. The product cannot sustain itself in the long term if it is not presented now in terms of what the market needs and demands.
A variety of factors determine the ability and interest of tourists to travel, and how far they are willing to travel. The classic determinants of tourism destinations are demand, volume, income, consumer tastes, preferences, security,
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Methodology
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his study followed a “qualitative” interpretive approach framed by an acknowledgement of the philosophy that knowledge is socially constructed, and that there can indeed be multiple perspectives on a single subject. Additionally, the research aimed to “understand the phenomena under the scope of this study in order to develop conceptual insights rather than test a hypothesis” (Novelli et al. 2008). Qualitative research methods were deemed appropriate to allow formalization with the subjects and personal reflexivity. It enabled the views of participants in the research to be included, and also encouraged listening to the knowledge and opinions of key informants considered to be tourism experts in Rwanda. The quantitative aspect of the research study was underpinned by secondary data collected from various sources, mainly reports, studies, and official Government documents. The research will follow five steps from the sources of data: desk research focused on secondary data, interviews, field observations, and feedback workshop and study refinement. After conducting desk research, the important step was to understand who the tourism
stakeholders are across all levels of the tourism industry. Their representation of the study’s participants included: Rwanda Development Board (5), representatives from international and regional development organizations (3), educational institutions (3), and representatives from ministries of education, labor and East Africa Community, tourism (3), tourism and hotel associations (5), Workforce Development Authority (3), business and operators (4), and private consultants and researchers (4). Semi-structured interviews were carried out during the summer 2013 using the rapid note-taking technique with the intention of seeking participatory research methods to explore perceptions and practices in partnership with tourism stakeholders, gaining knowledge and insights benefiting the research. Interviews lasted between 45 minutes and one hour, and were conducted either in Kinyarwanda or English. Although some interview questions were designed to be semi-structured, there was also room for the participant interviewed to drive the conversation and provide insight from their own experience. This was done through establishing rapport and interactions as a useful practice
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when analyzing, interpreting, and contextualizing each participant’s responses to the interviews. Responses of all participants interviewed were coded under key themes, which emerged from each participant response to the semi-unstructured interviews. This allowed for identification of potential codes for subsequent deeper analyses, the revision of any priority codes identified prior to data analysis from secondary data helped in the analysis. The data collected from interviews and secondary data required that clear structure and management of data was done in order to retrieve the most meaningful and insightful information in succinct categories. Interviews were transcribed and analyzed using qualitative content analysis, which is based on structuring the analysis themes in order to identify core consistencies and meanings. Field observations made throughout the duration of the study also assisted in the research to help understand the context of the tourism sector. The final and most important phase of this study will be a workshop in Kigali to communicate, discuss, and refine the research findings with the stakeholders interviewed and the major client (PSF).
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6
Emerging Themes
6.1
R
This is to be found in what is associated with these three parks as a means of offering (in the country, region, and internationally) a more diverse, attractive, and competitive product.
The Tourism Product:
wanda has successfully sold itself as a tourism destination based on a niche product (the mountain gorillas). This is a product set in a natural setting hence the whole product is very much associated with nature and environment. A radical restructuring on the tourism product is important for the country; however, after a decade it cannot – any longer – rely on marketing a single product to be sold to an ever-changing customer base of travelers with different needs and expectations.
Due to lack of sufficient linkages between what these parks offer inside and outside their boundaries, coupled with lack of sufficient knowledge of the product and a clear gap in the holistic understanding of the product, Rwanda is navigating through this transition cautiously. Packaging the product has also been a weakness.
Responding to changes in the travel and tourism market requires that Rwanda understand what is at the core of its destination as a country, and their position on the tourism market regionally or internationally.
The selling of wildlife and eco-experience is still in its infancy and not rounded enough to incorporate interpretations due to the low skills of guides and rangers working in these national parks. For example, the Nyungwe experience is all about the forest and its attributes, biodiversity rather than full interpretation for a better and a seamless experience for visitors and tourists.
Diversification has been the key word underlined in this study and logged in all interviews undertaken. The eco-tourism product promoted, developed, and sold by Rwanda is around the triangle of three national parks Akagera, Nyungwe and The Volcanoes National Park. Each park has its own product themed around it, but at its heart is the eco-tourism product.
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The new product suggested by those interviewed was that the product in Rwanda (centered around the eco-tourism product) should be enhanced to offer the “natural experience
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– based on knowledge of the forest and natural resources”. Such accounts from 4 interviewees revealed that a decade later, much expectation from the tour operators and the tourists is expected.
visitors a tourism destination chooses to accommodate. The high-end segment of the market is associated with high quality and better service delivery; virtues that Rwanda has struggled to meet over the years (Delivering Customer Service: Development with a Smile, 2010).
Accessibility and connectivity are also part of the tourism product in Rwanda. The study revealed that these two points made the tourism product (built specifically around eco-tourism) very weak as there is not a seamless connection between Volcanoes and Akagera and Nyungwe.
6.2 Social trends observed in Rwanda and Wider EAC:
Rwanda has a long way to go if public, private, and voluntary sectors are to deliver and meet customer expectations. The issue on hand is what is ‘delivered’ and ‘perceived’ as value for money. It became apparent from the study that owing to lack of a more diversified product, poor customer service, and purported expense of the destination; Rwanda has been cashing in on the mountain gorilla product with very limited scope for a more robust future tourism products articulated on quality and improved customer service delivery.
Rwanda is perceived and sold as an “expensive” destination compared to other African destinations (e.g., Uganda and Tanzania), and has made it clear that its interest lies in high-end tourism, which is very selective on the type of market, pricing strategies, and the number of
Looking at the profile of tourists visiting Rwanda, it is clear that it was a niche market predominantly for USA, UK, Germany, and Australia. The trend observed is that even the current market targeted is becoming common-place, which demands and expects a lot in terms of
This is a weak point undermining the vision of the tourism product in Rwanda. It also makes it challenging to diversify in terms of incorporating not only local communities, but also arts and culture around these national parks.
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Tourism Sector of Rwanda
service and product diversification in Rwanda.
ing the horizons to potential markets. It is also about Rwanda attempting to diversify by transitioning from culture products involving communities, arts and crafts, museums, a trail linking corridor crossing the Congo Nile and connecting to two national parks Nyungwe and the Volcanoes, bird-watching, cave tourism as well as exploring the aquatic (lake) experience.
The demand is driven by the quality of the product which meets changing needs and goes beyond expectation. In keeping promises of a high-end tourism destination, and also an eco-tourism product – while simultaneously delivering on the services and standards promised expected from a high-end tourism destination – Rwanda has to address some of the pressing issues sooner rather than later.
The major question (ambition) is how these experiences can be connected and sold to tourists from a high-end perspective while maintaining similar standards is the challenge facing Rwanda tourism, especially as newer markets emerge.
The trends from tour operators’ perspectives on basis of the tourism market were anchored on the mountain gorilla products as the main product. Interest in longer stay options and preferences and additional spending in the country will imply a requirement to open the country’s doors from East to West and North to South so as to offer more products, accessibility, and connectivity, and also proximity to the surrounding region.
6.3
The new profile of today’s (modern) tourist takes into accounts the products and services which are not only good “value for money”, but also products associated with a degree of “modern sophistication” and concurrent “product knowledge”. To promote and portray the country as a diverse (and competitive) destination will require Rwanda to capture these three essences owing to the fact that they are the center stage of decision-making processes of the new tourist Rwanda is looking for.
A rich and diverse experience is the lacking component to enrich the tourism product, the core of what the new vision of Rwanda in terms of diversification is struggling to achieve. It is not all about creating products to complement “mountain gorilla” tourism. Rather, it is about innovation to address the expectations and demand of the market as well broaden-
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New tourist profile:
Focusing on the financial condition, holiday prices, and value for money are not the only
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determining factors; added to this is the diversity of the product from a wide range of varieties and offers, which are only few among several. An independent-well travelled and educated tourist is more likely to be the next tourist visiting Rwanda, seeking diversification of interests and tastes, and also looking for a more constructive and more memorable experience (UNWTO).
ed as more travelers are looking to be independent to the extent that they can directly connect to the form of transportation, accommodation, and holiday plan they desire. “We are expensive compared to Uganda; Kigali is expensive and when you look at the service offered in many of our hotels, the amenities and customer care, it is sad to say that we are not really doing a good job at all. We are still lacking the “Five Star Factor” in all we do, whether guiding tourists, hotels and service, without mentioning our people who need to be trained, some of us have no background in tourism, this is new to us, and this business is different to anything else we have done”
From 15 interviews conducted for this study it is clear that product diversification is the missing part, while innovation in the product has been reported as the weakest link as well as offering a tailored experience to meet changing attitudes and beliefs. Below is one quotation (from an interview) to illustrate the point. “We have been selling gorillas in Rwanda for years; our other products to complement this unique product are not strong enough. Lack of diversification, for instance in Kigali, to offer leisure, entertainment, arts and theatre based on our culture is still the missing part, on a professional level” The high-end experience perceived to be offered in Rwanda is compared to the high standards in the product yet services are not seen. Highly personalized small-scale and designed to meet the highest expectations are required and need-
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7
International
T
he future trends in tourism will be determined by the diversities of destinations. Destinations will be competing for tourists, each one wanting a share of the market and expectantly hoping to attract using the same platforms and networks.
in mind the authenticity factor as part of the product offered by the destination. Rwanda is being marketed as a destination following the eco-tourism, making it a perfect destination for those seeking this type of experience. Constant and instant feedback on travel and tourism information is changing the landscape of marketing and communication. The tourist is now able to undertake diligent research through volumes of information available on the destination, tourism experience, hotels and travel services in a more democratic (self-managed) fashion.
Sustainably managed local resources and communities will be the key trends to drive tourists to destinations. Locally sourced food and renewable energy are also on the list of expectations of tourists, but such expectations may not currently be feasible in Rwanda. Tourists expect highest standards from both their experience and their choice.
The word of mouth, trip-advisor, twitter, Facebook and other seemingly irrelevant, yet very powerful, sources of social-media are revolutionizing the industry by discrediting and blacklisting those who are falling short on promised services and standards while praising and offering credit to those who are doing a great job by offering a memorable tourism package. Using technology to track and monitor where they prefer to travel will not – anymore – be in the hands of the marketing office based in Rwanda, but within the domain of those who have actually been to Rwanda; they are the best ambassadors and agents of change on how tourism products will be marketed and sold from within
Rwanda’s accessibility from (and to) the rest of the world will be determinant factors in making the country competitive. Currently the major travel markets Rwanda is targeting can only access Rwanda via other international hubs from Europe or USA. Accessing Rwanda through numerous routes and hubs will bring competitiveness in the routes and bring the element of affordability into the pricing equation. International trends keep pointing in the direction of attractiveness of wilderness and national parks with a mixture of interaction with local communities’ experiences while keeping
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Tourism Sector of Rwanda
or outside Rwanda. Trends are showing that feedbacks and reviews are now shifting from “word of mouth” to “click of the mouse” where the whole world has an instant say in the feedback process.
construction with a clear vision of opening up the country to new markets, and generating revenues from this new segment with expectantly trickle-down effects on other sectors of the economy. Rwanda’s vision to establish itself as a hub for hybrid meetings and conventions in East and Central Africa will put the country not only in the leading role, but also at an advantage and at a competitive edge to attract a new market supplementing the low seasons for leisure tourism currently associated with mountain gorillas.
Technology is becoming the driving force for tourism. Mainly for business tourism it is a very lucrative segment if all elements are put together in Rwanda. The country is trying to position itself not only as a leisure destination, but also as a “business hub” in the region. For the segment of business, one would definitely understand "Meetings, Incentives, Conventions and Exhibitions" (MICE), where prerequisites are based on a totally new set of requirements.
The new market segments for MICE to be attractive will be different from the current ones Rwanda was aiming for. They will range from corporate meetings, international events, organizers, participants, exhibitions (national and internationally), government and non-government organizations, and corporate entities (travel and tour operators).
The expectations move from just good hotels to high-standard world-class hotels; meeting capacities in terms of rooms and conference halls with international norms and standards; with connectivity and affordability in terms of air, road, and other means of outbound and inbound transportation. Impeccable infrastructure from information communication and technology, customer services, and all domestic providers serve as buffers of this segment.
This segment is different, and could be considered distinct whereby visitors and locals meet at one place/event/destination and interact with the obvious expectation of receiving all forms of high-level of service and top-notch customer experience. This would create a paradigm shift of the nature of tourists and visitors. It will do the same for locals and residents who are also
A “Convention Bureau”, which will broaden Rwanda’s tourism product, is currently under
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Tourism Sector of Rwanda
consumers and have similar expectations (that is, just like foreign tourists and visitors). Therefore, new sets of skills are needed from managers, such as accredited safety standards, venue management, crowd control, medical, security, transport, waste and recycling management, etc.
terms of offers. Customer choice is seen in the destination offering; therefore, can Rwanda fit into the new form of the “cheap all inclusive” segment whereby price is very sensitive in the decision making process of the new tourist. The new ingredients are to offer a similar experience of the high-end tourism products and services to a new segment of tourists and travelers who want to experience Rwanda at an “economy-class” price.
These skills are currently missing in Rwanda, but they also need to be attuned to all aspects of the MICE segment in collaboration with the tourism sector in Rwanda.
At the same time, ease and comfort are still demanded and need to be taken into consideration when it comes to marketing Rwanda’s new and diversified products. This point is highlighted by tour operators in Rwanda who are starting to see a shift in the new market of tourists who are inquiring to visit the country in a way that will add variety and offer ownership.
7.1 What a destination can offer is more important: Tourists are still keen to travel miles away from home; however, the new motivation of their travel is now determined by activities available rather than the destination itself. Returning to the point rose on Rwanda’s tourism product; with a strong emphasis on diversification and product development the quest for personal fulfillment, passion, and quest for wellbeing, coupled with sensitivity to environmental and social issues are transforming the profile of the tourism that Rwanda has been seeking and trying to market.
The critical point to take into account is the fact that “customer-choice” and “diversity”, and also an understanding of the importance of “price” are determining factors shaping both regional international trends. Today’s tourists demand exceptionally high levels of comfort and service, seeking more of the tailor-made experience and service previously associated with the high-end tourism for their personal preferences. What is being called for is a huge selection of choices from long-haul to short-haul experiences
The sector is now driven more by ethical aspect of the experience, and the products he or she (i.e., the tourist) had been sold and presented in
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Tourism Sector of Rwanda
offering quick and indulgent vacations. Experience-based travel and tourism offering escapism, adventure, and relaxation also need to be on the itinerary.
tourism products. For economic benefit, it will also be about how to engage the Rwandan population to benefit from tourism as manpower, entrepreneurs, and investors or in business.
The high-end market sought-after by Rwanda cannot be ignored as the market itself is changing and shifting to satisfy a new segment of “super-exclusive” tourists governed now by personalized excellence and the highest global standards from transportation, accommodation, food, and service. The guidelines of this new segment are molded around tailor-made, educational, private tours, personal service, and high expectations. This very tiny and niche market requires much more. For a destination like Rwanda competing in this fierce, lucrative, and limited market requires that the country moves away from just the mountain gorilla pricing strategy to offering other services where enhancement of the added-value components of the products is critical. The key attractions in Rwanda that are promoted worldwide include mountain gorillas a core product mostly likely to sustain itself and be a critical product to Rwanda. Bird watching, several species of primates, game reserve, resorts and islands in the Lake Kivu plus culture and crafts around local communities show that Rwanda has the potential to in diversify its
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7.2
Strengths and weaknesses:
Information Technology From the Rwanda Development Board (RDB): the biggest strength Rwanda possesses is its advancement in information technology as the new gateway to a better tourism service and product in the country. Understanding that there is “no hiding place”, and tourists are taking a huge part in the marketing process of Rwanda via social media platforms has been a concern for RDB’s “Research Development Department”, which bears a responsibility to report trends and monitor changes taking place in the tourism industry so as to inform RDB’s “Tourism and Conservation Department”. Through social media and internet, tourists have ways of communicating information quickly and disseminating the information efficiently and cost-effectively, hence pushing the tourism department to take another look at in-house activities and events. Through the “Monitoring Department” it was observed that the country is
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lacking the skills required to support the industry. Taking note of customer feedback recorded via social media and the internet – to the extent that it could raise un-recorded alarm – is something that needs to be addressed.
perceived as a resistance to feedback of constructive criticism, and this needs to be addressed most particularly in development and in-service training phases of all organizations. Managers and customers in Rwanda have yet to understand what steps and procedures are required in service delivery. According to RDB, poor customer service has been identified as a key impediment to achieving “Vision 2020” (October, 2013). However, some improvement has been recorded as the level of customer satisfaction in Rwanda, currently standing at 71%, based on research carried out in May and June, 2013, within various public and private institutions.
“We have challenges in finding the right people to help us understand how to navigate through new technologies. We are told having a website is no longer enough, making it adaptable and interactive is something we are learning. Facebook, twitter and other social media are revolutionizing how we conduct business, but the missing link is the fact we are doing it ourselves without understand really where we are going.” Customer Service: A statement derived from a report on Rwandan Customer Service and its impact on the Rwandan Economy (2009), supported by another, and in 2010 on Developing Customer Service Delivery ("Development with a smile") rated Rwandan customer service as the worst in the region.
This is a significant improvement compared to the 60% level of satisfaction recorded in 2010. A target to increase the level of satisfaction to 80% by 2017 has been set (RDB, 2013). Efforts towards encouraging customer service in Rwanda need to be placed specifically around basics such as how to deal with customers with greater attention to improving what is already delivered and making sure that all organizations involved in the tourism sector understand that customer service delivery is at the heart of tourism.
The report also highlighted that 1 in 4 tourists have experienced negative customer service in Rwanda, and their perception is very negative towards service delivery. The quality of customer service is not only linked to tourism services, but it is also inter-connected to other sectors related to tourism; mainly transport.
As one interviewee stipulated, the concern of Rwanda in the past was focused more on the tourism product and marketing the mountain
There appears to be (in Rwanda) what might be
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gorillas; what has been missing and requiring urgent attention and action is to acknowledge that Rwanda is not a “customer service-centric” destination for tourism. The same individual went on to say that customer service in Rwanda needs to be addressed from a “top-down approach”, and implemented as a government mandate to all institutions and businesses in the country.
service in all spheres of the economy. With the vision of fast tracking economic development in order to achieve the social and economic goals of Rwanda, customer service is at the heart of the development of Rwanda. “We have a terrible record of customer service in this country. People have not yet understood that tourists visiting our country have high expectations on how we deliver our services to them.
It has emerged, through this study, that RDB has pushed for new measures improving customer service in Rwanda through the “No Yambi” campaign with the purpose of informing and raising awareness of the population of Rwanda on the rights to good customer service as well as increasing their knowledge about the importance of complaining when good customer service is not delivered as expected.
Our culture needs to change. In Kenya tourists are appreciated and valued and their level of customer service is far ahead of ours. As managers we need to set examples ourselves” Globalization and competition: All tourism destinations are now competing at the macro and micro level due to globalization. Rwanda is part of the global economy, and will not succeed in isolation. Being a member of the East African Community, pursuing the concept of one single tourism visa between Kenya and Uganda, and opening its borders to complementarity in terms of products gives an added value to Rwanda.
The campaign is pushing for a shift in the population’s behavior and attitudes regarding how they receive and provide customer service within their own country. The country is hoping that through such measures, customer service deliverers (Rwandans) will develop skills, and adapt new attitudes and behavior in favor of customer service to be delivered to guests and visitors of Rwanda.
Marketing East Africa as one single tourism destination and joint efforts in marketing, finance, planning and policies can surely be seen as positive ways for Rwanda in a region so rich in tourism products.
With the vision of transforming Rwanda into a dynamic global hub for business, investment and innovation it makes sense that the Rwandan Development Board pushes for customer
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“We face fierce competition especially from Uganda and Kenya, but soon we will be one East African Tourism Destination with one single tourism visa. It will be hard to compete if we don’t work together by offering products across our borders. It is going to require that we work on pricing for us to be competitive and be aggressive on our marketing strategies”
tination demonstrates real achievement when contrasted to its past; when it was marketed as 'dark tourism'. Branding Rwanda as a destination with a distinctive image leaves it positioned in the global marketplace as a high-end tourism destination with high quality guarantees, but it is trying to attract other niches of tourists towards its new products; bird-watching, culture, walking and trails, etc.
Safety and security: Over the years, Rwanda has gained a credible reputation for its records of safety and security, which can be the most important aspect of the destination that any tourist needs to know before even making any decision on his or her holiday purchase.
However, the weaknesses of this image and brand lies in the fact that Rwanda is struggling to marry its “image” and “brand” with the quality of service-delivery across the spectrum, whether from customer service, communication, and professionalism.
The high levels of security and safety are being aggressively sold as prime factors for Rwanda as a tourism destination. The country can be proud to say that in comparison with other East African Countries, Rwanda is scoring highest in this aspect, and has indeed kept its promises; “Feedback we have from our clients is that they feel secure as soon as they arrive in Kigali, something they didn’t expect or experience in other African countries. The cleanness of the city gives them comfort and reassurance.
From government reports to interviews done for this study it has been reported that Rwanda now needs to work on its customer service delivery in order to keep the promise of its brand and image; it is by doing so that the country will meet demands of the new market looking for values associated with destination and consumer satisfaction. Rwanda has to its advantage a strong brand of sustainability that is environmentally driven, safe and secure, and trustworthy; words which will resonate with many consumers that Rwanda would like to attract as potential customers; therefore, it will be necessary for products, service, and quality to can mirror those points while simultaneously improving in areas where scoring have predominantly been low (i.e., customer service and product diversity).
Tourists who visit us after having been in Kampala and Nairobi arrive here and are immediately impressed. We need to increasingly make sure the whole world is fully aware of this important aspect which, for us as a country, is unique” Image and branding: The image of Rwanda as a safe and secure des-
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How Rwanda sends its image and brand across
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the world will be important, because several other destinations have been demonstrated such as New Zealand, India, Thailand and Malaysia all of which have resources similar to Rwanda, and also have rich, natural, and unique resources with which they have worked to develop long-lasting images and brands specifically based on nature and environment. Bearing in mind these potential competitors, the mountain Gorilla image and brand does not capture all the other best assets the country has and which could work in its favor to promote, market, and
compete. “Selling gorilla and using their images has been important for Rwanda, but there is a need to move to a new image which can attract new tourists. Rwanda is not just about the Gorilla, we want people to stay longer, spend more money, but if the only image they have of us is just the Gorilla, then we are not really marketing the beauty of country and other many things we are offering and can potentially offer.�
Tourism destination revamped
Amazing Thailand
100% Pure New Zealand
Diversity, Warm welcome Heritage and culture Unspoilt Pristine natural Adventure Socio-culture
Wildlife , enviroment- Gorillas Safe and secure Culture and people
Rwanda? Malaysia: Truly Asia
Incredible India
Old and New Traditions and modernity Variety Culture
Different segments Diversity Heritage and culture
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Demographics:
pattern in western society.
Society is changing demographically differently from the tourism market Rwanda is targeting.
Catering for everyone, from grandparents to grandchildren, will be hard for the country as a high-end tourism destination with very limited products to offer to this very broad segment of tourists.
The main concerns of the American, European, and Australian market populations is that it is ageing, and the make-up of households are also changing with high income, low income, smaller families, and the older generation wishing to travel.
The question could be; does Rwanda want to be the “all-round destination” or does it perceive itself as a niche tourism product-type destination catering for few who consist a specific market, and if this is the answer; is Rwanda likely to lose out?
On the weak side, Rwanda is not appropriately gearing up to offer a multi-generation product in alignment with this demographic change. It is important to note that the potential USA, Europe, and Australian market is ageing; therefore, three generations often wish to travel in a single party.
“The majority of our clients are American, Australians, Germans, and British who rarely travel with children, and they are above 40. Nyungwe with the new trail could be the best place for young people – backpackers, but the problem is the cost. Nyungwe is expensive for this market, and I am not even sure if this is the market Rwanda wants to target”
One of Rwanda's weaknesses from that aspect is that it does not offer a multi-generation product that is attuned to this changing demographic
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Demographics and social factors: Political
Social
Technological
Economic
Ecological
Ageing society Individualization
The spread and performance of information and communication technology
Growing vulnerability of financial markets
Unspoiled nature Uncertainty destination become prime choices
New family struc- Faster and cheap- Greater competitures er services sought tive pressure after Health consciousness population Younger generation
Climate change – open new areas for competition
Security measures
New search and Expecting more for Accountability in mapping services less money in safe sustainability and Instant information and secure environ- standards ment
Heath threats and migrations regulations
Environmental con- Wealth trol technology Shift from West to East New market Value orientation
Entry controls Generation without borders
Extreme engineerWorking and profesing – revolutionsionals izing the tourism industry
Certified and high and environment standards expected Ethic and social concerns
Long working hours Polarization of de- Climate change mand for cheap and Environment issues Taxes and wages luxury offers (diversification price and product) Leisure time declining
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Tourism Sector of Rwanda
From traditional tourism value chain to new tourism value network: There is a shift taking place in the tourism sector moving from the traditional value-chain that is commonly associated with the sector. It is becoming apparent that traditional vertical distribution chains are giving way to the more complex value chain, which is moving from the range of different suppliers from within and
beyond the tourism sector. The sector is becoming very integrated where the traditional pillars of the sector such as accommodation. Local transport and tour agents are now entering into a new era of connectivity and networks. The inter-relationships between tourism, other economic sectors, and the wider society in general are becoming one.
Traditional Tourism Value Chain
Transport Accommodation Food
Products
Travel Agent Transport Company
Private Sector
Hotels & Restaurants
Tourism Authority/ Public Sector
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Events & Tours
Site & Event Organizer
er. Understanding that skills and competences in tourism require insight and appreciation of rounded skills will help the sector train people to be multi-skilled, flexible to adapt to changes, and move to new occupations that the sector can offer.
New value network: In the new tourism value network; the destination, rather than being a simple supplier of inputs to the traditional tourism value chain, is becoming an integral part of the value creation process in tourism.
This new value network offers an opportunity for cross-boundary opportunities in terms of jobs for people from Rwanda. The job market, and opportunities available in tourism, should be seen from a more regional and global perspective.
All elements of the new tourism value network are now working together inter-changeably, and are becoming increasingly connected to each other. Rwanda should fit into this new network where all segments supporting the tourism industry are intertwined and working togeth-
Impact on the economy
Education
Accommodations
Local Communities
Food
Events & Sites
Tourists
ICT
Products
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Impact on the Economy As much as they are good economic impact on a tourism destination, it is worth mentioning that missing to develop skills and knowledge required for tourism, a destination cannot yield much from tourism.
er it is worth saying that economic gains from tourism need to reflect a more equitable distribution of wealth in terms of jobs to benefit Rwanda as a country. For skills those with low skills are more likely to be left out bringing to the table the issue of economic benefits. Competitiveness in tourism is based on market relevancy and job creation to respond to the demand. Skills needs to be embedded in the sphere of economic dialogue in Rwanda, it calls for skills to be lifted to the dimension of capital investment from government to any stakeholder involved in tourism.
There has been significant foreign investment in Rwanda in hard infrastructures, from hotels, restaurants and cafes have been recorded. Nonetheless, tourism is very much linked to leakages (import and export) when direct income from tourism cannot remain in the local economy. It is estimated that up to 80% of travelers’ expenditures go to airlines, hotels and other international headquarters in charge of marketing, communication whereby local businesses do lose. There is no study up to date which can highlight what Rwanda is losing in terms of leakages in tourism.
Tourism serves as a tool for microeconomic catalyst and stability where communities are equipped with skills needed to participate fully in the development of the economy of the country. This is the true reflection of Rwanda tourism is pushing to develop in Rwanda where the vision is to move from low skills to high and competitive skills.
Rwanda has demonstrated that they put tourism at the center of their development, howev-
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8
Skills and Trends
To better illuminate the picture of trends, a scan of what is available in literature about development of the tourism sector in Rwanda over the past ten years was taken into consideration. Information of the key stakeholders in the industry also informed this study.
wide-ranging demographics from solo travelers to family holiday and retirement segment. Needs, expectations, and financial capabilities of increasing tourism arrivals, coupled with new tastes and knowledge, will have a considerably impact on Rwanda and force it to adapt to this change.
Appreciating that tourism is a “multi-product� industry, and different players offer a wide range of occupations and opportunities is key to understanding the trends. Rwanda as a tourism destination lies within a very competitive region of the East African Community. It therefore calls upon all relevant agencies, both private and public, to widely adapt and make a concerted effort at operational and policy levels.
Survival and success will also be based on pricing and competitiveness on service and product – from the high-end market to differentiation of the different markets in the sector. This may require another look of the regional market, the expatriate community, and the international market three different segments requiring different products and experiences with an element of price differentiation and quality service across the board.
A collaborative approach is what is observed in many trans-boundary and connected tourism destinations around the world. The anchor of the tourism sector is sustainability from all perspectives; economic, environmental, social, and political. Tourism is driven by customer demand and customers have different profiles,
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Emerging innovations affecting ICT, energy efficiency, air and road transportation may determine how people chose their destinations and assimilate new and existing products while enhancing their travel needs. Choosing destina-
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tions may also be based on pricing of products and services on the market whether as a single destination or as part of a regional (East African) package. Implications of this transition may be huge on the know-how for the tourism sector based on these new trends.
Rwanda features its core eco-tourism products at the heart of its development, which hinges on unspoiled natural environment (volcanic mountains and the natural parks). The biggest selling product over the past ten years has been anchored on mountain gorilla tourism and the experiences surrounding these primates.
This will determine the attractiveness of Rwanda as a destination either in a region or on global map. How inbound, advanced, and emerging economies will affect Rwanda is yet to be seen.
No significant progress has been taken to diversify the tourism product. Efforts to develop relevant skill-sets have been sluggish. With this said, due to the complexity and sophistication of the general tourism sector some important sub-sectors need to be packaged in a holistic manner in order to accommodate diverse tourism experiences.
The World Tourism Organization predicts that in 2020 there will be 100 million out-bound tourists from China, and – on average – 50 million from India. Forecasts continue to project a growth in international tourists’ arrivals expecting to reach 1.8 billion by 2030 as noted above. 8
Access and infrastructure have improved; however, the quality of facilities and services in many areas, including accommodation, restaurant services, and tour guiding, are still inadequate or inexistent by international standards.
Skills and missing gap:
From a skills development standpoint, Rwanda’s tourism industry is still in a relatively early stage of development. Looking at key economic indicators, Rwanda has both low literacy and low income levels. The country’s human development index as well as its services industry within the overall economy in Africa is very low.
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As one interviewee stated: “Rwanda is behind ten years when it comes to skills for the tourism industry. The skills required have not captured the needs, trends and
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the changes taking place in the tourism sector, we have been very slow�.
as these two sectors have been incorporated into the education system of Rwanda.
Trends in tourism that are seen to govern the sector in Rwanda are driven by high skills in communication (language), understanding of tourism products, and interpretation, guiding, quality in customer service and, most important to many of the tour operators, the right attitude to work in a service industry.
The University of Rwanda has a business faculty and for ICT it also has a faculty mandated to train people in these two key sectors of the country. Considering the role and revenue generated from tourism in Rwanda, it is important for the public university to offer courses related to tourism, as is the case in countries like Kenya (Utalii College) and Uganda (Makerere University). Both universities offer programs from diplomas, and also bachelors and master’s degree in hospitality, event and tourism management. Skills needed for tourism in Rwanda go far beyond the classical and traditional way of education and learning. The new trends look for business skills, accounting, finance, information technology, marketing, and languages; with the right attitude to learn in a very dynamic and changing sector.
As the tourism product evolves, the skills needed to support this change are still lacking on the ground due to the fact that the current education system in Rwanda has been slow in incorporating into their curriculum courses related to tourism or enhancing learning and research geared towards preparing students to meet the needs, and standards expected, of Rwanda’s tourism as a growing economic sector. Another interviewee stated that currently at the National University of Rwanda, a public education institution, tourism courses are not offered in any faculty within the whole institution. Stating that tourism is an important sector of the economy as ICT and business in Rwanda, tourism should surely be given the same importance
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One of the key findings of this study is that the young training within institutions in Rwanda will graduate students with limited knowledge about the industry expecting them to have at their first entry into the job market.
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Hospitality, Tourism and Travel, Education Institutions in Rwanda Rwanda Tourism Univer- Akilah Institute for Wom- Remera Hospitality and sity College (Private) en (Private) Tourism Training Academy (Public - WDA) • Bachelor degrees in Tourism, hospitality, travel and information technology • Short courses with diploma in the same • Graduated 426 in 2012 • Train graduates in basic and lifelong skills that make them more competitive and industry-ready • Over 4000 students have graduated since 2008
• Diploma in Hospitality Management • Diploma in culinary art, • Diploma in Information food and beverage, front Systems office, housekeeping, Tour • Graduated 32 students in guiding, room division, 2012 food and beverage • A three year diploma with a • Short courses training - 6 focus on leadership, public moths speaking, communication • 2,182 hotel and restaurants skills and business skills employees since 2009 technical skills and quality customer care service
Above are the existing education institutions making an effort to address the shortage of skills in Rwanda; however, what is needed is what is presented in the table directly below.
are at the heart of training (communication, leadership and teamwork) offered in the curriculum. Training and apprenticeships need to be offered in institutions valuing hands-on experiences with high levels of professionalism. The role of the private sector is to make sure that the sought after hands-on experiences being sought are generated from training and apprenticeships. Such commitment from the private sector requires guided investment in terms of training the trainers, offering opportunities for experi-
To address the deficit in skills and competences supporting the tourism industry in Rwanda should not revolve around numbers of graduates and just generic courses; the focus should be on courses adapted to suit the needs of job market. The key element is a highly skilled and multi-task work-force that Rwanda needs in order to be competitive in the region. Soft skills
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ence, as well as offering a conducive environment for employees to develop their skills.
and career. “In the past we would hire family members due to unemployment or whoever we could find, now we are hiring new trained people on specific jobs like chefs. It is hard to recruit good people in Rwanda, even those from school lack experience, full of theory which can’t be of any good to us. We are constantly looking for skilled people and once you get one, either expensive or is offered a better salary next door. It is an endless circle.”
Hiring skilled people and paying them for their inputs is crucial in the success of addressing the issue of skills in the tourism sector. Poorly trained or untrained and unemployed people are those attracted to the sector owing to low wages and unemployment. The culture needs to change so as to offer a new image of a sector where those who work in it are required to not only be trained, but also take pride in their jobs
Workforce Scenarios for Rwanda Highly Skilled workforce
Quality workplace
Expanding the traditional workforce
Focus on Managemt and business skills
Retention Strategies Incentives
Engaging young people in the tourism industry
Technical skills and hands-on practices
Tools for training of high quality Hands-on experience
Labor force mapping
Soft skills Leadership, Communication
Flexible work practices
Improving industry image and provision of career pathway
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Strengths • Growing tourism sector • Jobs in demands • Technical and Vocational Education and Training programs available • Private education insitutions supporting the tourism sector • Private sector taking the leading role in skills and training
Weaknesses • Lack of competence (hard and soft skills) on the job market • Lack of hands- on experience - theory based training • Lack of trust between the private sector and educational institutions (poor quality of graduates and recruitment process of potential students) • Curriculum not responding to the needs of the job-market • Basic skills and knowledge versus high skills and knowledge • Right people to work in the industry • Bad image of the sector and provision of career pathway • No tourism related courses offered in secondary school • Lack of investment • Lack of strategic plan incorporating tourism education in the tourism masterplan
Opportunities • Tourism still at a development phase • Knowldge transfer • Public and private sector working together • Tourism levy - supporting education and training • Regional collaboration, recruitment and collaboration • Product develpment driving skills development • Private sector (hotels and tour operators) offering internships apprentership opportunities • Incorporating at university and technical colleges tourism courses related to the industry
Threats • Lack of cordination between private and public sector • Poor image of the tourism sector for career • Poor image of working conditions in the tourism sector • Jobs offered to foreigns - leakages
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9
Direction
R
wanda is a young tourism destination still without appropriately assertive tourism-related education programs. Yet, with tourism policies in their implementation stages there is a deficit in human resources coupled with an ever-expanding tourism industry that is growing at an unprecedented pace.
To gain a sustainable workforce Rwanda has started thinking about incorporating relevant programs from primary to secondary education in customer services, entrepreneurship, and languages to prepare young people who want to work in the tourism sector to be prepared with a set of skills needed for the industry. At the primary school level social studies are part of the curriculum, and are aimed at giving students the basic foundation for customer care in civic education classes.
A shift in the culture in Rwanda has to be a priority; tourism has its socio-economic advantages for the country, and has been recognized as one of the pillars of the economy. Acknowledging that tourism is an industry where skills are required to gain employment, a sector where career opportunities are available from young to old, men and women still has to be immersed and infused into the Rwanda culture. Instilling a service culture, customer care, right attitude to work in the tourism sector represent the foundation of the success of the tourism sector in Rwanda.
When it comes to secondary level; entrepreneurship supplementing social studies as one of the objectives set by the “Education Sector Strategic Plan” for Rwanda (2010 -2015) is to ensure that the post-basic education system is better tailored to meet labor market needs by encouraging the private sector’s involvement in post-basic education and also strengthening education in science and technology.
Soft Skills Development or Interpersonal Skills Building: Problem-solving, critical thinking, teambuilding and cultural sensitivity skills training is not encouraged in academia in the EAC.
The TVT programs supplementing primary and secondary education are designed to answer the skill gap by offering training between 3 to 6 months, but this cannot be a long-term solution. However, for a country facing severe shortage such training resources, it can still be very helpful and useful for those in the job market without skills to make some gains offer expedient response to needs of the job market. TVT is designed to meet the basic needs of the tourism industry and offer a foundation for human
“Soft skills need to be spotted from the selection process of those who are enrolling for training, this is where rigor will make a difference and will save us time and money in investing in the wrong people.”
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Tourism Sector of Rwanda
resource development. 9.1 Setting clear goals and high standards: The majority of interviewees (28) expressed concerns about the fact that skills and human resources in Rwanda will not be solved in a matter of one or two years. This multi-faceted issue calls for different ministries to work together; from the ministries of labor, education, immigration, and trade. The lack of confidence in what the private sector sees in terms of training, and the people trained, calls for serious consultations. Hiring from outside the borders of Rwanda has become a norm as Kenya and Uganda seem to offer solutions and alternatives. Workforce Development Authority, Rwanda Tourism University College including Akilah Institute for Women (the three institutions approached for this study), are on a mission to graduate a young workforce ready for deployment into the job market. They are all required to offer training that meets the needs of the job market. The interviewees believed that some of these institutions were failing to reinforce on the core of their mission, quality and standards. Twelve interviewees reported that the operations of some of these institutions resemble the “cash cow concept�, that is, their exhibition of more interest in the number of students enrolled and money generated than the quality of education and training offered.
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It is up to the industry to push for changes, and demand high standards by being involved actively, not only in the curriculum and training programs as it is currently done, but even in the selection process of the candidates they wish to see entering such institutions. The end result will be that which they gain from such investment for the benefits of their business and the tourism sector in general. The role of WDA and other government institutions is to making sure that the labor market is conducive in terms of laws, education, and business climate while the role of the private sector is to work hand-in-hand with the government by guiding their needs based on quality and standards. Enforcing standards is not an easy job for a sector like tourism, which is still making an effort to assert its own standards, and seek skilled human resources and competences. As Rwanda moves from an eco-tourism product (mountain gorilla); its success depends highly on its shift to a multi-functional destination. 9.2 Closing the skills gap: The skills of local citizens also have a huge impact on effectiveness of the tourism sector. It is understood that the tourism labor markets can be comprehended as a shift from a horizontal to a vertical perspective. In the horizontal sense; this implies a change from traditional forms of work to multi-task work, which required learning several new skills. These jobs are reflected by the products on the
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market and are affected by service changes in the sector such as accommodation, food, and beverage. Functions and tasks require crossover with work that falls outside traditional jobs.
ditional sense of the tourism sector extending from unskilled to semi-skilled labor. This traditional perspective is what is seen in Rwanda where the sub-sector of the tourism industry, from hospitality to guiding, is dominated by a poorly trained and semi-skilled workforce.
The moves and trends observed stretch beyond the standards and traditional skills with a shift is geared towards IT System management, a specialist area, which holds very detailed and specialist information about the tourism sector, requiring technical operating skills and very technical dimensions of the tourism sector. The human dimension of soft skills is centered on cutting edge innovation and service delivery.
There is indeed a weak internal labor market for the tourism sector that typically acts as pillars of tourism development and growth. Higher educational requirements – which are key points of entry into the workforce – workplace pay, location and ownership of tourism businesses are some of the indicators that this sector has to underpin in its development phase.
The vertical approach is anchored in the tra-
Vertical Approach • • • • • •
Curriculum for all No ability tested before courses are taken No screaning process No optional subjects Focus on core subjects and less alternatives on other options Unflexible
Horizontal Approach • • • • •
Core subjects selected to meet specific learning outcomes Two or three options subjects Flexible to meet the demand of the job market Incorporate the learners’s stages of education Link with other skills and competences
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9.3 Delivering internationally competitive tourism products and services: Effective productivity and cross-functional skills development is required to enhance human resources. They are the core ingredient of any successful tourism development prospect. Rwanda is not an exception. Tourism sector in the country operates with workforce at all levels that have been exposed to very limited training and education for their jobs, from the top to the bottom levels. The skills deficiency and training requirement point towards some challenges ahead for Rwanda which may come as a detriment to the sector if not addressed effectively and efficiently. Moving from a more generic education and training approach, to a technical and vocationally specific skill, alongside languages, communication, interpersonal skills, organizational and business skills is imperative in this transition.
Survival and success will also be based on pricing and competitiveness on service and products – from the high-end market to differentiation of the different markets in the sector. This may require another look of the regional market, expatriate community, and the international market as three different segments requiring different products and experiences with an element of price differentiation, and quality of service across the board. Implications of this transition may be huge on the know-how for the tourism sector based on these new trends. This will determine the attractiveness of Rwanda as a destination in a region or on global map. How inbound, advanced, and emerging economies will affect Rwanda is yet to be seen. As already stated, the World Tourism Organization predicts that in 2020 there will be 100 million outbound tourists from China, and – on average – 50 million from India. Forecasts continue to project a growth on
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international tourists’ arrivals expecting to reach 1.8 billion by 2030. For purpose of this study, it is worth asking whether Rwanda going to be ready to respond to these inevitable changes. It is hoped that the study will give some insights in terms of recommendations on the steps to follow. 9.4 New skills and occupations in tourism – international perspectives: Addressing the issues of skills and occupations in tourism in Rwanda comes back to what Rwanda is trying to be as a tourism destination. In its diversification process, the direction taken moving from the main mountain gorilla’s product and eco-tourism products is determining the new skills and occupations required to address the issue in the tourism sector. From a regional and national perspective, communication in English is number one priority and prerequisite for the success of other programs to be devel-
Tourism Sector of Rwanda
oped in the country. Communicating in the English language, professional development, and redefining the meaning of tourism sector can be composed under the same umbrella of “soft skills development and human capacity building.” Efforts have been made to address this from TVET, secondary, and higher educational institutions; but, addressing the skills gaps requires development of a strong curriculum meeting the standards and the requirement of the job market. This will remain a challenge due to the fact that the Education Sector Strategic Plan (2010-2015) from the ministry of education warned of the momentous challenges ahead for the education system. Historically levels of English language proficiency amongst teachers are very low. In 2009, 85% of primary teachers and 66% of secondary teachers only had beginner, elementary, or pre-intermediate levels of English. Coupled by
the fact that pupils’ own exposure to English is also limited, particularly in rural areas, and among those for whom languages are above the pupils’ competence levels. Opening doors to learning new skills points towards a new profile of persons seen to be working within the eco-tourism product. Scientific knowledge and interpretation with good communication skills, customer service, good understanding of biodiversity, environment and an understanding of the needs of the tourist whole tourism experience will open doors to the future both for workers, the industry and nation. Such training is costly in terms of time, money and resources, and requires that training moves from a classroom base to a more internships/apprenticeships base as part of the training program. It also requires that technology, and the use of Geographic Information System (GIS) is incorporated in a learning
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setting which incorporates environment. It also entails the good-will of all participants, learners, teachers, industry, and government. New skills require technical know-how on marketing via the use of new technologies, interpreting data, and monitoring as well as product development. Managing an eco-tourism product around the three parks in Rwanda goes beyond guiding, rangers and local communities; it reaches as far as to policy level, concession and management of protected areas and parks. Financial, business, accountant, statistician and investment operators come to change the landscape of the traditional form of tourism. Rwanda as a destination, as it evolves, requires a set of new skills, technicians, mechanics, and information systems people in the process of product diversification and development. Tourism is not a long one-dimensional subject, it gradually becomes multi-dimensional,
Tourism Sector of Rwanda
and the scope of skills becomes wider with innovation along the way – in training and capacity building – being driven by adaptability, resilience, and sustainability. Diversification of the tourism product in Rwanda brings another set of skills and occupations to support the leisure, entertainment, and recreation segments of the sector. Kigali, the capital city, is still lacking a strong emphasis on these three segments as stated by tour operators. The entertainment segment of the tourism product is seen as non-existing or unresponsive to needs of tourists amongst whom Rwanda is marketing. City tour, guided experience, culture discovery, shopping and recreation make up the experience of the tourists. The genocide memorial center does not appeal to every tourist, and the culture experience still lacks that cutting-edge and falls seriously short on knowledge to interpret and convey the message in an entertaining fashion and manner. Rwanda
urgently needs to have professional guides, managers, planners, facilitators in heritage, cultural and entertainment for this segment of the fast growing tourism industry. The skills needed in the tourism sector in Rwanda have to come from a more focused approach. From technical colleges (TVET) to university institutions, both the private and public sector need to understand that tackling the issue of skills in Rwanda is not an exercise that can be done in isolation. Efforts are encouraging; however, the study in its findings saw that there was no component of the skills in the tourism product development in Rwanda. As it has been observed and gathered from interview the skills developed through education institutions are not capturing the needs of the tourism market and its dynamics. Some products are being developed without a clear consideration of who or what skills will be required before the product is even launched on the tourism market.
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This has implications and consequences on the anticipation of the market as well as setting the standards to be followed throughout the whole value chain of tourism service and service delivery. 9.5 A regional approach to forecasting skills needs in Rwanda: The skills necessary in Rwanda from a regional perspective move from eco-tourism products anchored in conservation and wildlife parks, to a business approach of tourism products, and management whereby the private sector should take a leading role with the public sector supporting this development. Management of the Rwanda’s biggest assets is in its national parks, which seem to be moving from a state to private management schemes. Uganda and Kenya are the leading countries in how such partnerships work to the benefit of the country’s economy. A seamless transition between the private and public sector, when it comes to management of natural parks, requires a set
Tourism Sector of Rwanda
of organization and structure with a business and analytical mindset, and skills from both parties (private and public sectors). Forecasting skills for Rwanda in a regional context should be based on how Rwanda is positioning itself against other competitors in the region. It is important to note that the Mountain Gorilla product is offered in Rwanda and Uganda at two different prices and marketed differently. Game reserves offered across East African Region – whether in Kenya, Uganda or Tanzania – will not make Rwanda unique. The cultural and other products will be unique to each destination; however, Rwanda interviewees believe that will determine their success is the ability to offer complimentary products, and sell Rwanda as destination packaged within a region-centric tourism destination. In the course of developing new products Rwanda needs to make sure it has attained the competences required before the product is launched on
the market, while a monitoring system is in place to make sure the standards expected in terms of service delivery match the market requirements. The trends have shown that in Rwanda, products are first (pre) developed and launched, then (post) skills pushed to come after.
terviewee responded that they have taken their own initiatives to invest in training as well as recruitment from outside the country.
The shortage of manpower from the standpoint of the investors in hotels and tour operators require building a partnership in training and The “Sector Skills Council”, education. The main challenge under RDB, is making an effort faced is the fact that the skills to monitor needs of the job they were looking for, such market, and matching them as soft skills, leadership, and with the new businesses and communication are missing inproducts developed in Rwanda. gredients offered in the current The EAC has becomes a source education system in Rwanda. of skilled manpower, and also a community of knowledge The technical part of the trainsharing, experiences, skills, ing is something they are conand training. fident their in-house training can handle and can provide. 9.6 High demand and exInstilling the culture of cuspectations from investors: tomer service and appreciation From this study three hotels of the sector as a career path and tour operators managand the right attitude are some ing and having businesses in of the things the investors Rwanda and in the EAC report- coming to Rwanda are struged that the deficit in skills in gling to achieve. Rwanda has been a very huge concern to them, and a costly Perspectives of candidates experience as well. hired to work for these companies are also very narrow and Due to the lack of employing short. Their understanding of and hiring sufficient and qualthe scope, opportunities, and ified human resource, the inprospects of the tourism indus-
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try is something worth working looking into in Rwanda. With a young tourism industry, Rwanda needs to equip itself with a spirit of service, and pride for working in the tourism sector. The current perspective is that the sector is still marginalized (low-class) within the society in general. Collaboration and investment by investors should be nurtured to support growth of the tourism industry in human capital. Rwanda is progressing towards being competitive by equipping itself with expertise and skills matching international expectations and standards by opening doors and horizons to new opportunities within the region, and the rest of the world. Strong development programs and training academies and institute have been created over the years, which are some of the key attributes being introduced to Rwanda through training being offered to the local population. Failure of
perception lies in the fact that the right candidates might not be readily prepared with the right mind-sets through which they can offer valuable knowledge and service. With a global brand and international influence on hand, investors want to see a credible local impact through their partnerships with government and education institutions. Through their powerhouse, strengths, and wide networks in marketing, communication, ICT, distribution channels, and financial resources; investors believe that to make a difference to Rwanda will require offering assistance to market Rwanda to a wider global market in a bid to expand their tourism products and profile around the region and the world. Bringing expertise to Rwanda implies bringing the know-how required to training teams to similarly deliver such training within the country, for the long-term benefit of the country.
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Operating and maintaining the international standards of hotels and operators are at a higher level compared to that which currently exists in Rwanda; Marriott Hotels specifically is taking ownership of its human resource development by partnering with the Akilah Institute for Women in hiring students, and funding travel to their Middle East properties for a year's training before their hotel in Kigali opens next year (2015). Training to be received ranges from revenue management, housekeeping, front office, marketing, sales and finance all key skills for the operation of the hotel. 9.7 Open door policy for skills, a regional perspective: Currently, Rwanda has an “open door policy� for sought-after skills in demand in Rwanda, and tourism is one of the highlighted sectors in the country with such incentive immigration policy. Training conducted in the
Tourism Sector of Rwanda
country through different sources such as RTUC, Akilah Institute for Women and TVET with the Workforce Development Authority is deemed by many interviewees as the first stage of addressing the issue of skills in Rwanda. The concern of the private sector and also operators in the tourism industry in Rwanda is that the development of skills and human resources is urgently needed, because it is increasingly hard both to hire and retain staff. This has resulted in recruitment of young and talented Kenyans and Ugandans entering the Rwanda tourism market with needed skills. According to one interviewee; the advantages they bring to Rwanda are more of a technical nature together with experience acquired in the tourism business coupled with a mindset geared towards hard work, and also ability to multi-task. Skilled human resource from Kenya and Uganda, as one tour operator stated, is that they
have an edge of quality compared with the local human resources. Their training and experience in tourism goes beyond the traditional way of doing business, they have problem-solving mind-sets, leadership skills, and are more versatile in what they can do and can offer, thus making them more attractive to employees. Business skills, accounting, finance, marketing and high proficient level of English, and also their attitude are some of the attributes bundled for tourism in comparison to our still young manpower in Rwanda. One of the reasons why Kenya is leading in skills and competences in tourism is particularly due to the Kenyans attitudes towards professional skills and career-perspectives towards the tourism sector. Kenya has over five decades’ experience in tourism with strong programs offered through various accredited universities and colleges (Moi University and Utalli College).
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They also provide high level management skills in tourism and have also been leveraging their competitive skills, which render expatriate managers jobs and other opportunities. Over the years, graduates from these education institutions have used their skills to influence policies related to tourism, education, and labor in favor of the tourism sector. As the sector and the tourism product develop, Kenya remained readily flexible and adaptable to the changes needed. To solve the issue of skills and human resources to support the business model and structure of tourism shifting to a more professional and complex sector; Rwanda will have to look at recruiting from outside its borders while it continues developing its own human resource base, and creating a mechanism whereby knowledge transfer and learning culture is encouraged and adopted.
Tourism Sector of Rwanda
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Key Findings
Finally, the study will look at the transfer (or implementation) of research results into policy and practice, particularly concerning the identification of examples of “good practice” through which the “tourism chamber” will be able to formulate – for the tourism sector as a whole – strong, relevant, and sustainable long-term “advocacy programs”.
dents, and migrant laborers coupled with high turnover. Based on the fact that this study has focused on the skills, product diversification and trends, it is vital for a change in the nature of skills in tourism. The development of new characteristics determining the nature of the new call for soft skills, and that emotional and aesthetic labor should come into play in the new dimension for skills required in Rwanda. The traditional way of understanding hard skills as being particularly technical with accreditation and qualification only through formal education, training and entrepreneurship may not be seen as one of the “ways forward” to solving the problem in Rwanda.
10 Re-considering skill: The tourism industry in Rwanda is merging to be both a production and service industry: an industry still dominated by owner-managed hotels consisting of family members and a small number of helpers. It is also an industry characterized by different size(s) of tour operating companies, travel agents, restaurants, cafes, airlines (national and international), and so on.
10.1 Functional Flexibility: The aim of this concept is to help the industry grasp the logic within “multi-task” and “multiskill.” All hotel managers, tour operators, and companies in Rwanda who were interviewed for this study reported that they have to constantly cope with staff recruitment, retention, and motivation so as to maintain high-standards of customer service.
As wide and complex as the industry is itself, the variety of customers seeking to be satisfied in terms of needs and expectations is larger too. Leisure, business, and conference services can be supplied directly or indirectly, and all require proficiency in technical and crafted skills as well as in management. Rwanda needs many different skills, but there is a relatively large number of semi-skilled and unskilled staff currently employed on the job market. The majority is relatively low paid and working long hours as part-time, casual, stu-
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They repeatedly stated that there is a need to create a linkage between organizations on how to share, exchange, and compare information; recruit the best; share training schemes to im-
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prove employee skills; and help them cope with the requirement of their jobs, while keeping them updated on the changes of the market.
The model recommended for Rwanda will be along the lines of the UK “Investors in People”, which aims to link training and development to business strategy for improved business performances and secure competitive advantages for organizations with key elements such as learning and development, leadership and management, performance measurement and continuous improvement.
This will increase horizontal and vertical integration in terms of skills and professional development throughout the tourism industry, which is an exercise PSF, can take on and initiate through the Chamber of Tourism under its umbrella. This program could target every person seeking employment in the tourism sector by offering them information regarding available jobs; opportunities for training; and capacity building for the critical needs in their current jobs.
10.2 Apprenticeships approach – long and short: Apprenticeships are offered to people who want to obtain skills by combining a paid job with training, ranging over intermediate, advanced and higher level. This alternates between productive employment with on-and-off the job training, providing a mixture of occupationally specific training, as well as more generic key skills.
Already through the Chamber of Tourism training and capacity building are being carried out; however, there is a missing-link between job seekers, the industry, and education institutions.
This is in line with training offered by the Workforce Development Authority through the “Hospitality and Tourism Training” programs available at the Hospitality Academy in Kigali. Already this organization is a publicly funded training academy with a mandate to train and create a pool of human capital to serve in the growing tourism industry in Rwanda. A major point picked up from interviewees is lack of confidence in the recruitment and selection process of those in education institutions.
The program could also help address two critical problems faced by Rwanda: (i) measuring performance while enforcing standards, and (ii) keep a record of those trained and receiving training in the country across the whole sector. A “Balanced Score Card” that electronically records progression of each employee could be a way of monitoring those entering the industry, offer them training required, while keeping an eye on their career progression.
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The missing element of selecting the right candidates to work in the industry is one of the major concerns highlighted from interviewees. The apprenticeship programs can remedy this challenge by offering the prospect of a voice to the private sector in the selection process for the apprenticeships program, which will be a supplement from the 3 to 6 months programs offered by WDA.
land-locked countries with a long tradition of paying specific attention to human resource development particularly in the tourism industry, are well known for their high-quality services and skills related to hospitality. Their strengths have been in the qualified manpower and quantity of entrepreneurs who form tourism businesses and sustain the industry as it continues to be competitive in meeting the needs of the tourism industry.
This would require that the private sector or the workplace is capable of offering a mentor who is usually an ex-apprentice, or one who is more experienced, and skilled to provide support and inspiration, and help new apprentices learn and progress.
The success of these two countries bears close comparison to Rwanda’s case. Rwanda could indeed call upon the private sector to act as facilitators in developing the apprenticeship program, supported by vocational education and training.
It has also been noticed that many companies operating in tourism in Rwanda are orientated towards hiring skilled and experienced migrant labor. This program – if well-structured, funded, and sustained – could help the transfer of knowledge to take place and allow indigenous people to benefit from skills of migrants, i.e., in the interest of sustainability.
The suggestion being made here is to offer a “Dual” program in which the Private Sector and Workforce Development Authority can combine both educational and employment systems with the two contributors, that is, the employer (private sector) and vocational schools (WDA), working in parallel. Linking together theoretical and school-based instruction and the on-job training would offer a better chance for apprentices, because they will receive that much-needed higher quality practical training while on their jobs, and will also be taught the theoretical aspects of their occupations.
Rwanda could be the leading country in the region, and follow in the steps of countries like Switzerland, Austria, and Germany whereby such practices are very current and have been very successful. Switzerland and Australia, which are small
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Lessons from Switzerland • High Influence of industry associations - specilized schools and education • Founding specialized schools for local communities - working in the tourism industry • Vocational hotel and gastronomy schools • Vocational schools at university level based on experiences sectors (segmented and niches) • Government intervention in terms of education and structural policy • Education carried out in small unit (quality) • Specializing towards industry requirements rather than to provide more general type or generic education • Strong influence of the industry and sectoral interests compared to general education
Lessons from Austria • • • • • •
Traditioanl apprenticeship education and training (dual system) Full time vocatioanl (secondary) tourism schools Tourism education at the university level Apprenticeship: two parallel level - the employer and by the vocational schools Compulsory vocational training Accepting only successful completed high - school education and strict admissions exams • Specialized Tourism Education at the universtiy level
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ing fast and changing rapidly. However, what was not occurring was the development of skills and knowledge of those who were investing and managing the key segments of the tourism sector, mainly the hospitality business.
10.3 Professionalizing the tourism industry: There has to be a shift in thinking about skills development in Rwanda, which should be based on the understanding that skills development is not only about enhancing the tourism sector issues, but is also an integral part of a larger development process calling all stakeholders, owners of businesses, managers, operators, middle and low level management. The industry inherited a tradition of owners and managers of tourism related business, without any knowledge or understanding about the tourism industry.
On that note, professionalizing the tourism industry should follow the example of one interviewee from the private sector:
Without any qualification to operate, manage, and comprehend best practices techniques in hotel operations, restaurants, travel companies, and holiday properties. Unprofessional behavioral practices have become accepted as the norm, and have hindered improvement schemes that promote sector modifications. Investment in hotel properties without proper consultation with professionals in the industry has led to mayhem and low standards, with serious adverse consequences on the quality of the products Rwanda wants to market and sell. From interviewees, it was reported that a decade ago several investors – without understanding how the tourism business works – responded to the government by investing mainly in hotels and properties and also in tourism development in Rwanda. The sector was grow-
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“Rwanda needs to approach the skills shortage by pushing for training for all, top to bottom, in all parts of the country, at all level of skill for all occupations, without any exception, as we realized we are not where we need to be and we are still navigating through a new system and changing world, where we have no clue or needed skills to make us professional and competitive.” This will come from an integrated approach to skills development for the tourism industry, instilling a sense and culture of professionalism, and pride in working, operating, and investing in tourism. 10.4 The role of ICT in Tourism: In the case of ICT, Rwanda has made significant progress and substantial investment in building the necessary infrastructure. ICT has helped to improve services in terms of quality, availability, and affordability of telecommunications infrastructure around the country. Its role in
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tourism is very crucial for marketing, communication, and the quality of service made available to tourists whether on leisure or business. However, due to what is still considered to be relatively high cost and connectivity; when it comes to education it is still early days for Rwanda to tap into e-learning. Notwithstanding cost and affordability, e-learning curriculum and training need to be available as of now (sooner rather than later). Rwanda still needs to work on establishing a foundation for the skills needed to support the tourism sector. Proficiency in ICT is still out of the reach of many, and the quality of teaching in this arena of technology is more directed towards quantity rather than quality of those taught; yet it is the quality – above all else – that is critical.
and the hunger for technology in Rwanda could help in leaping over some of the stages of technology-based learning. It has to be taken into account that in the East African region, no country, not even the leading tourism countries of Kenya, Tanzania and Uganda, have reported using ICT for training in tourism. Rwanda could emerge as a leader in the region to offer such training by teaming up with countries like US and Singapore, Mauritius Islands etc. in such training; they have education institutions already offering e-learning training relevant to tourism. There is consensus that e-learning and talent development program may not work without being blended with other types of learning (traditional whether it is vocational, apprenticeships or high education).
Additionally, the culture of learning and education in Rwanda has not yet caught up with the e-learning approach; however, this could be a cost-effective mechanism to explore skills related to language development, business development and product development, through the core of the skills needed in tourism. There is a rich variety of e-learning/ICT facilities such as webinars, learning management systems, virtual classrooms, and wikis or smartphone technologies to support learning. Perhaps this emergent national development in ICT
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Areas where ICT would be most useful for tourism:
Employee - Balance Score Card • • • • •
Electronic card Given to any new employee recruited in the tourism industry Tracking their progress in terms of training, career progression Census of skills Planning training based on the needs of the market and the availability of skilled manpower per segment and sector of the tourism industry • Information shared with all stakeholders in the tourims industry for recruitment
E-learning • • • • • • • • •
Destination management system Transport system Environment management information system Global positioning system (GPS) Geographical information system (GIS) Enterpratation of data - through similation Location based services Economic impacts - e-commerce Convergence (data, digital and media)
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Different aspects of industry and ICT application Site development
Geographical information systems (GIS) used for identify of tourists site and destinations
Marketing
Customer Services
Monitoring
Operations
Advertisement Promotion
Management of customer relationships through booking travel and lodge
Geographical information systems (GIS) and Global Positioning Sytems (GPS) for managing and monitoring tourist sites
Buying Management of suppliers and services Human resources training
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to know beyond what they are doing. Collecting data to converting, interpreting, and applying the valuable information into useful knowledge and insight is needed to develop tourism.
10.5 From information to knowledge : The dynamics of information exchange among the tourism industry players has changed the landscape of the tourism sector. The traditional value chain is now more complex, and anchored in tourism value network.
10.6 Revisiting tourism policy: Delays in the “Tourism Bill” have been reported by the interviewees as being a serious concern for the development of the tourism industry. The tourism policy acts as a set of guidelines to determine which specific objectives and actions should be pursued to meet the needs of the tourism industry, but also to help those in the private and non-profit sectors to understand the rules of the game. If human resource development is not well articulated in the tourism policy it will be a challenge to implement good practices that will enhance human resource development.
The linkages between different sectors and segments of the tourism sector are making ICT the gluing factor. Rwanda with its ICT advancements and all stakeholders in the tourism sector need to value the tourism value network, considering how it can be beneficial and add value to the tourism sector. Educational institutions should have access to knowledge derived from ICT and offer ICT base courses. Technical training as well as field based training and practical experiences in the industry should be at the core of the tourism sector and its development. IT educational institutions and tourism industry stakeholders such as tour operators, hotels and travel agencies need to have access of high technology and develop culture of skill base for successful tourism industry
The national “education” and “tourism” policies should be crafted to complement each other. In that vein, one interviewee observed that without greater appreciation of the tourism industry in Rwanda’s education system so as to ensure that tourism is incorporated into the policy, the goal to change the culture and perception of tourism in Rwanda will not be achieved. The younger generation urgently needs to learn about the natural resources around them, and take pride in what these resources represent to their coun-
Excessive information generated from the industry from different sources need to be managed and utilized optimally, and ICT provides tools and solutions for the tourism sector; however, people need to be trained and skilled
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try in economic terms. There is a need inculcate into the children’s and youth's curiosity an enthusiasm to work in and around the tourism industry. Secondary education also needs to change by beginning to offer entrepreneurship courses related to tourism, encouraging young people to start thinking of how to tap into this industry creativity and innovatively. The current “Education Sector Strategic Plan” for Rwanda (2010 -2015) is ensuring that the post-basic education system is better-tailored to satisfy labor market needs by encouraging private sector involvement in post-basic education and strengthening education in science and technology. By incorporating education into the tourism policy will help establish a systematic process and mechanism for delivering tourism education according to national tourism needs and objectives. One could also advocate for a single tourism education policy which will combine the needs of both the tourism and education policies, based on the political and economic climate, as well as socio-cultural and environmental perspectives. It can be argued that the nature and role of Rwanda’s tourism education policy is worth putting on the agenda to be advocated for.
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11
Future
Recommendations
11.1 Investment on skills development It is necessary for tourism to move to a new level when it comes to investing in skills. Rwanda has invested in ICT, business education, and training, as these two support the economy of Rwanda. Rwanda’s emerging tourism industry has won a reputation as one of the strong pillars of the economy; therefore, deserves investment. Tourism should be incorporated into the national education curriculum from secondary school to a public university as is the case for “business” with the Kigali School of Finance and Banking and for ICT with the Kigali Institute of Science and Technology.
sage through the services and competences. The “Switzerland of Africa” will not only be based on the product, but more on the excellent service; Switzerland is well known not only for their quality, but also for their slogan “Get Natural”.
The role of the Workforce Development Authority, a government agency, is deemed important, but it does not address the bigger picture of helping tourism gain reputation as an academic discipline, hence changing the perceptions and reputation of the sector as a low skilled and without a path career in Rwanda.
This triangle is very important in the success of training and skills development. A fee should be charged to tourists (percentage on their bed– night costs of accommodation), and the money given to WDA for management of training and skills development. There should be an initiative for all hotels to be encouraged to take part into this scheme.
Rigorous admissions to enter into the training programs will make sure that those selected to work in the industry are best fitted for the sector with a focus on quality rather than quantity. For a destination like Rwanda pursuing a “high end” and “high quality”, those working in the industry should be picked to transmit the same mes-
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11.2 Tourism levy: Government cannot be solely responsible for training and skills development for tourism. The private sector is a key partner with keen interests (and responsibilities) in skills. The three actors in the tourism levy are the government of Rwanda through Workforce Development Authority (WDA), hotels, and clients (tourists).
Training should then be compulsory to all hotels in Rwanda operating licenses that will be renewed only for hotels that can prove that they have taken advantages of training offered by WDA or other education institutions (public or private).
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How the tourism levy can assist in skills development
Tourists - Clients
A percent of the levy paid
Hotel to pay WDA
Government - WDA Joint training programs Education institutions part of the training program (public and private)
Inspect quality of education Certifie triners and develop training programs Levy council to monitor the programs and effictiveness
Benefits for Tourism
Training available and paid by the tourism levy Investment from clients and tourists
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11.3 Tourism and Hospitality Management : What has emerged from this study is the fact that Rwanda should consider having a “Ministry of Tourism” and the industry benefitting from having its own ministry.
skills, however we don’t feel like our comments and our concerns are incorporated in their training programs. The level of training we expect from their training academy does not meet our needs, we have high expectations.”
As it is, in the case in all East African Countries; Kenya, Uganda, and Tanzania have ministries responsible for tourism with key roles mandated towards advocating for benefits of the sector. Skills development needs to be approached from not only the Ministry of Education, but also from the Ministry of Tourism with its own budget for human resource development, and allocating resources generated from tourism to areas where improvement is needed. At a policy level, from having its own ministry, tourism will be able to set clear agenda and implementations of policies.
A second interviewee went far in questioning whether decisions made in tourism from the Rwanda Development Board are coming from research, or if decisions are not haphazardly made overnight without consultation and proper research, with reference to the increase of “gorilla permit fees” as an illustration. This lack of trust and partnership between the two sectors may come to be an obstacle for tourism development in Rwanda. “We want to see education institutions in Rwanda admitting into their colleges, institutes and universities, students who can work in the industry, not just picking anyone who has failed in other schools and enter them to be trained with perspectives of working in our industry. The foundation is already not strong; our education ministry should put policies in place to avoid such practices to occur.”
11.4 Private and private partnership: Skills development in Rwanda needs to be strategically approached from a “private and private partnership” perspective. 20 people interviewed referred to the lack of collaboration between the Government and the private sector when it comes to issues related to tourism. One quoted:
The private sector is offering job and employment opportunities, they are also accountable
“WDA was created to help us for training and
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to offer workplaces conducive for training, having proper human resources practices which enhance training and skills development. The current culture of cheap labor associated with the tourism industry in Rwanda was captured by a minimum of nine interviewees who reported that this is one of the key issues the tourism sector is facing. It is about investing also in incentives given to those who are skilled and push forward for retention practices across the sector.
made on how the product could be marketed and sold on the market. It is not about product development, it is about looking at whether we have people skilled to respond to the needs of emerging jobs in the country. Rwanda is lobbying for the “Meetings, Incentives, Conventions and Exhibitions” (MICE) sector; however, the country has not yet even developed a clear strategy of the skills needed to work in the sector. 17 interviewees commented on this suggesting that if this is the new segment for tourism in Rwanda, it is today to address the issued which will be associated with skills needed for the MICE sector.
11.5 Tourism product development: “Tourism product are pushed and developed over night, without skilled people to do them and we (tour operator) are expected to sell these products and incorporate them in our services when actually we don’t even have people who can even speak English and offer good customer services.”
“Skills needed for MICE are different from tourism, it is from transport, translation, technology, event management, is we recruiting or training in these key segments of the tourism industry? We are even locally struggling to find skilled people who can deliver simple task, how about a new segment requiring more skilled and qualified people. This will be a burden to us for recruitment if nothing is done now; we are going to fight for manpower.”
This comment from this interviewee reflects a similar message recorded from five interviewees from the private sector who mentioned that development of the tourism product should take into consideration the fact that it cannot go further unless those involved in the sector are equipped with fundamental skills. Before a product is launched, an assessment should be
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Conclusion T
he study had a mission to look at trends and skills for the tourism sector in Rwanda from various aspects and has attempted to capture key themes and information collected from various sources (reports and literature reviews) on tourism trends and skills.
ernment as it seeks to address this issue. Policy alone will not change much, unless the private sector is also part and parcel of the support working towards the implementation stage and willing to invest in skills development in Rwanda.
Key themes which emerged from interviews and secondary sources helped to guide this study. Suggestions made are not exhaustive, the ones highlighted were deemed vital in the context of Rwanda, and will be useful give insightful to all stakeholders from the Private Sector Federation, the Tourism Chamber, and Non-Governmental Organizations supporting tourism in Rwanda, and Government Agencies in charge of tourism.
Propositions offered range from information communication system to more practical approaches the private sector can push forward, and also the changing landscape of the skills deficit for tourism in Rwanda. Product development and diversifications were at the core. It is important that in the development phase of the tourism sector, Rwanda should address the issues related to skills. Rwanda has a golden opportunity to develop its young tourism sector on the right footings, and ensure that those who will be working in the sector (today and in the long-term) are responding to current and future needs and trends by diverging from traditional ways of learning to
It is worth articulating the fact that the shortage of skills and expertise to support the tourism sector in Rwanda will need to be approached more from a “policy” level with the “private sector” as a key instrumental partner to gov-
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focusing more on high skills, and job-market relevant education, which is more adaptable and flexible. This is definitely a step in the right direction for Rwanda.
ernment cannot, and will not, do it alone.
Investment into tourism infrastructure, marketing, and businesses should not be the only investment to be considered. The well-informed and knowledgeable economy also requires investment in soft skills training and value handson experience. To convert tacit knowledge into practical knowledge which is transferable, marketable, and attractive to other countries is what Rwanda should aim at targeting and achieving. Summarily, this study recommends that Rwanda should move towards improving quality of education by developing teacher quality across the board, that is, from primary to university level. Leadership, communication, and teamwork are the lungs of the tourism sector but more hands-on practices should be given a prominent role in the education system. Gov-
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It will work well if the public and private sector work together to change the culture of how the tourism industry is viewed as a sector; that is, as a credible employment sector and economic pillar for the country to policy makers, practitioners, and non-government organizations. Career guidance services need to be organized – locally and nationally – to direct the new generation on the role of tourism to their country, and why this sector is worth investing into for education and future career purposes. The relationship between ‘supply’ and ‘demand’ will be improved through education and training and professional development enrichment courses. In a push to lobby for increased prosperity and development of tourism in Rwanda; it is important to note that no development will bear fruits unless human capital is first and foremost, taken into serious consideration.
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