Student Life Cycle
ASYV will evolve our recruitment approach to enroll students
best served by the model, while ensuring all students are
supported and provided opportunities to live a life of dignity.
OBJECTIVE
ASYV will build a new recruitment model that
allows recruitment of vulnerable students whose
resilience and critical thinking abilities will enable
them to be actively involved in all programs and
acquire skills to prepare for life after graduation.
KEY RESULTS
• By March 2023, a recruitment policy that (i) reflects the target
population; (ii) formalizes the criteria for selection; and (iii) defines and
specifies methodology for assessing critical thinking and resilience
○ A detailed formalized recruitment tool/rubric, using defined
criteria and assessment guides for trained recruiters
○ Develop and incorporate questionnaire/focus groups for
alumni to assess existing recruitment process
• By March 2024, detailed data-informed selection guide based on existing
and ongoing data collection/assessment
OBJECTIVE
ASYV provides resources and tools that enable
struggling students to lead self-sufficient lives post
ASYV.
KEY RESULTS
• Students who score below benchmarks are provided with
the remedial education to be promoted to next level.
• Enrichment programs (as described further in Strategic Pillar
Two), mentorship, and job training, beginning in EY, create
career path options for struggling students.
○ By September 2023, develop two structured
non-academic training path options
• A 5% annual increase for three years in the number of
graduates who are self-sufficient (two years after leaving the
Village).
 Program
Our model will become more rigorous and holistic, drawing
upon data to educate, heal, and support the whole child
through all aspects of our program.

OBJECTIVE OBJECTIVE OBJECTIVE OBJECTIVE

Life Enrichment Applied Programs will enable students ASYV will refit departments to incorporate ASYV will have taken formal, documented ASYV will be a model of quality and
to acquire practical skills, healing, passion, and critical a comprehensive emotional and social action to address gender disparities effectiveness, utilizing data to inform
thinking skills. wellness program program impact and effectiveness

KEY RESULTS KEY RESULTS KEY RESULTS KEY RESULTS

• By February 2023, revise and review LEAP framework • By December 2022, identify and • By January 2023, Assistant Student Life • Remaining funding secured
contract trauma-informed curriculum Director is hired with responsibility for • Logframe and KPIs developed
and goals expert gender equity • Qualitative and quantitative
○ Develop calendar and process for students to move
• By February 2023, evaluate and adjust • By September 2023, develop key assessments of impact completed
through program towards specialization from EY to • Staff training program in data literacy
current programs that address self- performance indicators to track gender
S4 and M&E implemented
agency in students equity
○ Provide individual monitoring/counseling for student
• Staff support structure identified • By September 2023, implementation • Model kit for external communities
process in order to effectively match student to skills developed
○ Student Life Director hired by strategy developed for Gender Equity
○ Expected point person to be Assistant Student Life
September 2022 Assessment findings
Director
○ Review system of reporting • By September 2023, institutional
• By June 2023, fine-tune/simplify curriculum
○ Additional staff needs assessed gender equity policy developed and
○ Construct simplified and replicable lesson plans
○ Incorporate input from Mamas’ approved
within LEAP progressive framework
knowledge/experience • By September 2023, re-evaluate
○ Create transparency to encourage empowerment
• By September 2023, trauma-informed student pregnancy policy using best
and ownership
curriculum and professional training practices (UN Women)
• By August 2023, create trainers’ manual by subject
plan for all staff completed
○ Identify assessment/M&E process
• By September 2024, curriculum fully
○ Incorporate developing trauma-informed curriculum
implemented
and gender equity sensitivity
○ Inventory/equipment/maintenance
• M&E framework for LEAP devised

OBJECTIVE
Create a pipeline of talented
leaders through marketing,
referrals, and creative outreach
KEY RESULTS
• Recruitment incentives,
such as a referral bonus,
exist for current staff
• Mission-based and
career growth
marketing
• Targeted recruitment
with clear job profiles for
teaching and leadership
positions
• Existing partnerships are
leveraged for referrals.
Talent
Formalize practices to attract and retain top Rwandan
talent deeply committed to the mission of ASYV
OBJECTIVE
Create a competitive
compensation and benefits
package to both attract and retain
talented staff
KEY RESULTS
• Compensation packages
are aligned to the
appropriate market rate
percentile
• A robust benefits package
that meets the needs of
Rwandans and incentivizes
longevity
• Annual bonus connected
to Village performance and
job band
OBJECTIVE
Increase staff engagement and
support and strengthen our culture of
excellence
KEY RESULTS
• Overall staff retention increased
from current 90% to 92% by year
three
• Staff incentive, recognition, and
reward systems exist
• Kigali-based work is enabled as
appropriate by position
• Increased flexibility in travel
schedule for teachers
• Avenues for feedback from staff
and targeted development from
management
• Managers engage in
meaningful, targeted
conversations with staff
• Recognize positive
behaviors
• Promote accountability
OBJECTIVE
Develop a strategic
approach to performance
KEY RESULTS
• Clear competency
assessments/ KPIs
developed for all positions
• Career growth within and
across departments is
transparent
• Professional and leadership
development opportunities
available
• Consultants provide
strategic support on
performance management
system
• Develop a culture for
feedback and simplest form
of appraisal
• Review evaluation system to
start with self-evaluation
and message management’s
focus on serving better
 Institutional health (pt. 1)
ASYV’s institutional practices support sustainable, mission-
engaged work by Board and staff

OBJECTIVE OBJECTIVE OBJECTIVE OBJECTIVE OBJECTIVE

Develop deep bench of ASYV will have a deep and Investment goals support Pipelines result in Board The Intore Learning
Rwandan Board and meaningful organizational ASYV sustainability and and leadership staff Community (ILC) supports
culture around core values health succession sustainability and mission-
committee leadership
engagement

KEY RESULTS KEY RESULTS KEY KEY RESULTS KEY RESULTS

• Pipeline procedures • Training framework in
from RAB to committees Village philosophy and
and Board values-based policies
• Increased Rwandan developed
representation on Board • Staff member with
and committees responsibility to develop
core values orientation
and ongoing
professional
development.
• Formal process and
RESULTS
deadlines for Board position
and committee chair
• A semi-annually succession developed
updated five-year • Successors identified and
cash flow statement cultivation plans created
• Staff successors identified
that models bull,
for key positions and
bear, and base cases trainings created for skills
• Investment return development
and earned income
target.
• By September 2022, establish long-term
staffing goals for FY23-25
• Business plan with annual income goals
completed
• Marketing strategy recruits international
visitors
• By October 2023, three new annual
partnership contracts with local and
international organizations, including
tourist companies
• By January 2023, comprehensive ongoing
and long-term maintenance plan and
budget completed
• By year end 2023, develop market analysis
• Develop a formal calendar of staff events
and professional development workshops

ASYV’s institutional practices support stable, sustainable,
OBJECTIVE
Sustainable, long-view
financial practices that
reduce unforeseen errors
KEY RESULTS
• SOP for making changes to
the approved budget
• Target use of three-year
budget in place of current
annual budget
• ILC is shown in quarterly
financials
• Annual report financials are
approved by FC or Treasurer
• Quarterly SeeFar updates to
FC
Institutional health (pt. 2)
mission-engaged work by Board and staff
OBJECTIVE
Work towards sustainability by
ensuring stability in
fundraising practices
KEY RESULTS
• New York will have
adopted best practices in
fundraising management
incl. pipeline, grants, and
systems integration.
OBJECTIVE
Board governance is in line
with best practices and
composition ensures
sustainability
KEY RESULTS
• All Board members financially
support the organization and sit
on at least one committee
• SOPs around committee review
process and Board votes
• Leadership expectations built
into recruitment criteria and
Board role expectations
• Optimization of Board structure
to meet governance,
fundraising, and Board service
needs
OBJECTIVE
ASYV will have a system and
expectations for internal
communications and cohesion
KEY RESULTS
• SOPs for Village <-> NYC
communication
• System of information
capturing on Village events
• SOPs for Village calendar
• Monthly departmental-
NYC community building
events