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Action plan 2008





Action plan 2008



A.1. Construire et équiper les bâtiments de la filière hôtelière


The idea for the addition of a hotel/restaurant d’application that was built in 2007 contained in its original plan two stories.  On the ground floor a bar/restaurant and three rooms, and on the first floor another three rooms.  Due to insufficient funding at the time the two storey building could not be realised and the three rooms on the first floor were cancelled.  At the time it was more important to construct the hotel and restaurant, even if it would not be as planned.  The reason for continuing was to be able to provide at least a real restaurant for the first year and some rooms for the second year to continue their formation on the practical site of housekeeping and more important also their classroom. 

For the second half of 2008 there will be a problem since there is no classroom for the third year students.  Also the existing hotel rooms give a problem in regards to practical work due to the fact that the first year is a larger group than the current second year.  Therefore there is the necessity to expand.

During the construction a part of the terrain that is surrounding the school was sold to a Malagasy, before the Fondation Avenir Madagascar had a chance to acquire it.  A local entrepreneur constructed a three storey house there just to increase the price of the terrain before selling it.  This house was constructed during the same period that we build our hotel/restaurant and therefore it was inevitable to notice that the entrepreneur had included no prevision in the structure for plumbing and electricity.  Thus in its current status this house is forming a threat for the hotel, because if the house is rented there is a possibility there will be an outdoor sanitary solution.

Now that new funding has been found and assured by Fondation Avenir Madagascar the initial idea of constructing 6 rooms will be continued.  Not by adding an extra floor to the existing building (wrong foundation), but by acquiring the house and convert it into a classroom for the third year students, a multi functional room (banqueting, conference) and the three additional hotel rooms.  The multi functional room can also be used for temporary housing of students, like a dormitory.  This option can be included if there is a request to do some evening dinner functions.  Because there is no local transport at night the students have no means to go home.  With this dormitory option the students can stay the night and complete the service as it should be.  By ensuring a complete service to our students does not mean that there is a fierce competition with the existing professionals in Antsirabe.  It is just creating a complete hotel situation for the students.  Local entrepreneurs will be asked for advice to either convert or rebuild the existing structure and give an estimate for the costs.

A final advantage of acquiring the house build next to the school is that this adds to the terrain and will make a planned fence/wall around the school for security reasons more easily since the adjacent piece of ground is between the existing school buildings and the road that encircles this.



A.2. Concevoir et mettre en œuvre la formation continue des formateurs d’enseignement technique


The Fondation Avenir Madagascar in cooperation with the Ecole Hôtelière de Lausanne have foreseen to send an experts (in the first half of 2008) who in cooperation with de Responsable de Filière and teachers will evaluate the past six to seven months and adjust were necessary the program for this year and improve it for the upcoming years. 



A.3.1 Définir les programmes pédagogiques


The Fondation Avenir Madagascar in cooperation with the Ecole Hôtelière de Lausanne have foreseen to send an experts (in the first half of 2008) who in cooperation with de Responsable de Filière and teachers will create and finalise the third year.  For the moment there is just a plan that needs to be mise en page.  There is special attention to how to organise different projects for the third year.  These projects include the memoires, which is going to be a small business plan, and the year organise theme evenings completely run and by the students under supervision of the Responsable de Filière and teachers.  These evenings contain multiple disciplines learned in the two years before and also in their current year.


  • A challenge for 2008 will be to find all the teachers necessary to complete the team for all three years.  Not exceeding the initial plan of (2 kitchen profs, 2 service profs and some on hourly basis to complete the team

    8 For the first year we need a teacher that can organise and maintain the stock for the kitchen. 

    8 For the second year students a teacher for Housekeeping (practical & theoretical) and Menu planning.

    8 For the third year that still has to be written, and we have not yet decided on all the different courses, that are going to be taught, so there are no teachers at present time.

    There are six new courses (marketing, Human resources, F&B management, politics in tourism, rooms division and quality management) to be written.  The idea is to find teachers who can give multiple courses, meaning permanent staff.  These teachers can also be teaching in other filières of l’ESSVA.  During these first six to seven months of 2008 there will be several interview sessions in search of teachers.  This will concern teachers already working at l'ESSVA and people who have send their CV.



A.3.2 Mettre en oeuvre la formation des jeunes dans les métiers de l’hôtellerie et de la restauration


  • A trial to grow vegetables and herbs, on a small patch specially created for that, in front of our restaurant turned out to be profitable in multiple aspects.  First of all to supply the restaurant of some fresh and home grown goods (also reducing costs), but secondly it is providing a more important educational purpose.  Not all of the students come from rural backgrounds, so this shows them how to work, maintain and use a vegetable garden but also to keep it productive as long as possible.  Because the garden has proven its usefulness to the school and the kitchen chef it is going to be enlarged in size and choice of vegetables, so that if we get production up and running we can provide the canteen with its own vegetables (this will reduce the costs of exploitation) and get a professional aromatic herb garden for the restaurant (of course the vegetables are also used here).

The cost of running this vegetable garden will be included in the budget under point 4.3 materiel pedagogique cuisine/bar.  During the trial the investment was 13’450 Ar, this contained five different vegetables (Salad, coli flour, courgette, tomatoes and cucumber).  Two out of five did not work but on the others saved us at least for the moment 10’500 Ar, and still waiting for the tomatoes to begin.  The crops where not weighted to see the exact profit but during the weeks that the garden was running there was no need to order these product and that saved money.  It is a beginning but once rolling the investments will be a third or fourth of the savings.


  • As explained in paragraph A.1, the extension of the hotel with a multi functional room, that can be used for small conferences and banqueting events, will enrich the formation of the students.  They can enjoy the practical experience of setting up a room to guest wishes and have the experience of a different form of service.  The room will be about the same size as a classroom so it will be for a maximum of 30 pax.  This means also that they can not stay for the night, so it is going to be enrichment for the students in regards to their practical experience and minimal competition to the hotels surrounding ESSVA. The first meetings can be held by the Committee de Pilotage.


  • Another project is with the larger hotels here in Antsirabe to send them on a rotating basis on the Friday morning (between 8 and 12) a couple of students (second year) to work with them, this to bring the learned theory into practice.  The time will not be deducted from the obligatory internship at the end of the school year, but it will simply enhance their knowledge.  The main objective is to have them work in Rooms department of the hotel but if they can help out in service this will also increase their experience.



A.4.1 Créer des activités génératrices de revenus (AGR)


Now that the Hotel and restaurant are up and running, there is the necessity to make it better known in Antsirabe and Madagascar.  By making it better know, is to be sure to fill up at least 60% of the restaurant (meaning around 16 covers daily).  This will give the students the practical work they need for their future experience in the real life situation when working in a hotel/restaurant.  Since we are just open for lunch this should not have too much of an impact on are local competition.  Many of the smaller businesses are not open for lunch and others take a weekday to close the restaurant.  Better still for the competition, the more the students have practical experience the better personnel they will be when leaving the school and this is an advantage for the employers.  Looking at 2007 we had for the restaurant an average clientele of between 8 and 9 on a daily basis.  So our target is to double this amount.

To realise this marketing and visibility campaign a program needs to be created.  There are several possibilities to investigate:

1.      Make a jingle for the local radio Haja (also a project supported by the Fondation Avenir Madagascar), that will be played every hour.  Furthermore there is the possibility to organise interviews with teachers explaining the concept of the restaurant.

2.      All large companies in Antsirabe (Tiko, Star, Cotona,….) will be offered a fidelity program for eating restaurant and will be proposed to organise their smaller meeting (this can take place if we constructed the new building) in the schools meeting room.

3.      Make a study on the possibility to use the busses, which ride all day through Antsirabe, to place a fiche/poster on them and through this creating visibility.

4.      Create a weekly returning event like a buffet with a very sharp pricing strategy so that it is accessible for everybody in Antsirabe.

To make all this happen with a good follow up the best would be to hire someone on a freelance basis.  There is a possibility to outsource this marketing program to a group of third year students from the Filière communication here at ESSVA (this to reduce the expenditures).


For the hotel the best is hear say advertisement since we are to small to receive the organised tours.  Most of the tour operators work as of 9 to 10 people per tour.  Since the hotel in its current form can only accompany 6 guests max (being 3 couples) there is no use for a big campaign.  When we have the three extra rooms and the conference room there might be a possibility to talk with incentive agencies and also the larger companies to organise their board meetings or brainstorm sessions at l’ESSVA.  There might be a possibility to introduce the hotel for the smaller groups that travel (six singles or six couples).  The latter is also the maximum and although there is not often 100% occupancy, several rooms are reserved every month.


During 2007 it has been clear that the canteen service organised by the Filière Hotellerie et Restauration has increased in popularity (although slightly).  Still the amount of people that come and eat in the canteen varies strongly per day.  While conducting research on the figures it shows clearly that the starch product offered makes the difference, this is a cultural “problem”.  In Madagascar rice is the basis of all meals eaten.  The canteen offers 3 times per week rice, and twice another starch product (ie pasta, potato or bread).  The reason for not offering 5 times per week rice is to show and educate the locals that you can exchange rice for another product (as a precaution in case their would be a problem in the rice supply in the future).  This will in the end deliver a more balanced nutrition for the Malagasy people and a more technical advantage for the students preparing the meals.  I have also understood that there is “negative” publicity on the days that there is no rice.  While talking to chef and still willing to offer a balanced meal there is going to be a choice of starch when the students and staff – Ce inscrire – for lunch.  This way we do not create wastage and it will not always be rice.



A.4.2 Mettre en place un conseil d’orientation constitué de professionnels de l’industrie hôtelière


The search to find and create a panel (Committee de Pilotage) of “general manager” who will give feedback to the school will continue in 2008.  Up to now there has been some contact with several managers but the biggest problem is travelling around Madagascar.  For the moment the search and getting into contact is based on the travelling of the expats that are working for the project.  Whenever in a city while travelling around Madagascar they go and talk to the general managers of the bigger local hotels.  After they have shown interest in being part of the committee there is always the question what the indemnities are, and who is paying for the travel costs.  The indemnities can be covered by offering a meal and the overnight stay; the travel expenses are more difficult. The problem of a committee constituted of only local general managers is that there is no other point of view for the tourist development since Antsirabe is just one place in Madagascar and often just a city of passage.

Getting a more differentiated group will also facilitate finding internships in the future for all our students.  Optional is to change the location of the meeting and find a place in Tana for the bi-annual meetings.  Everybody needs to go to Tana once in a while to find people and/or goods for the hotel.



A.4.3 Renforcer la viabilité institutionnelle.


During 2007 there has been a great change in management of l’ESSVA.  A new Conseille d’Administation has been appointed together with a new principal.  When the two new management bodies met in September of last year a new strategy has formed almost naturally to guide l’ESSVA into a future of good governance.  Both parties are confident that with the presence of a representative of the Fondation Avenir Madagascar present at l’ESSVA many of the former problems will no longer trouble the management. 


To create an elevated management of l’ESSVA it is necessary to see where all the costs are.  Therefore it is utile to have a system called analytical accounting.  This gives the opportunity to distribute all the costs and generated benefits (if there are) to all the different departments.  When the accounting year is closed the results will show exactly who has consumed what.  This could give the opportunity to change the fee of the different filières.  The changes in the accounting system will take place during a running financial year, last years accounting will be adjusted to the same amount of months to have a correct comparison at hand.  To ensure a smooth change over and a constant control an expert from La Fondation Avenir Madagascar will come over to explain the essentials and the whole project will be supervised at a distance by the co operant that is living in the school. 


The current teacher body at the ESSVA is too large.  For the 400 students at the school there are between 65 and 80 teachers.  This means that for every 5 to 6 students there is a teacher.  The payroll charges are therefore high due to payment of travel and housing expenses.  Another problem is that 85% of these teachers are teaching on an hourly basis, and therefore there is no attachment to the school.  The idea is to reduce the amount of teachers by the hour and create a body of permanent staff that has affection to the school.  If the change is possible, meaning finding the right teachers who are multi disciplinary, the reduction can be up to 60%. 


A necessity is to get the school organised on a level of insurance and therefore the legal documents for it existence (the school is recognised by the state).  Due to fact that the whole project has been build over several year together with several NGO’s and entrepreneurs means that all the paperwork is not centralised with the school.  In case of natural disaster we can’t show all the figures of the construction costs.  There is insurance for all the buildings but the backup files are missing.  This needs to be recollected during 2008.


All work that needs to be done for l’ESSVA by outside companies will be handled the official way.  There will be a d’appel offre.  This means that everybody can bring out a estimate of the work to be done.  There will