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2022-2023 Strategic Plan

A Vision for Rosemont's Future

Update 2/24/2023

• Town Hall Meeting held with faculty and staff; Be Bold pledge shared with the community. Download the pledge here.

Update 1/27/2023

• Strategic Plan Draft presented to Board of Trustees and unanimously approved. Read Be Bold: Rosemont 2026 here.

Update 12/22/2022

• Strategic Plan Draft shared with Rosemont community.

Update 12/14/2022

• Core Planning Teams Are Hard at Work:
  • In early November, the core planning team reviewed and synthesized the feedback received from the campus & alumni survey's, focus groups, and tabling sessions.
  • From this five strategic pillars that reflect the aspirations of our community emerged: Finances, Infrastructure, Employee Satisfaction, and Student Experience.
  • The core planning team divided into workgroups for each pillar. Each workgroup was asked to invite at least 3 additional people to join them, ensuring representation from staff, faculty, and students.
  • Each workgroup was charged with identifying strategic objectives for their respective pillar.
  • On December 7th, the full planning team met to review and approve the proposed strategic objectives from each workgroup.
  • Workgoups then worked to develop tactics to support each strategic objective.
  • On December 12th, the full planning team met to review the tactics to support each strategic objective developed by each workgroup.
• NEXT:
  • College Leadership will review the strategic objectives & tactics for each pillar. This information will inform the development of a unified strategic vision.
  • A rough draft of the plan will be shared with the Rosemont community before the winter break. Our goal remains to have a draft plan submitted to the Board of Trustees for approved at their January meeting. 

Strategic Plan Process & Approach

Rosemont has launched an initiative to define a strategic plan for the next 3-5 years. The plan will answer: What unique role could Rosemont play in the higher education landscape? What is the value of this for current & prospective students? What would have to be true about Rosemont to successfully become this? 

Like many questions, there is no one answer. The process and approach defined for this initiative will bring the community together to explore and answer these questions, and to do so in a timely way. The college’s last ‘strategic plan’ ended in 2020. A lot has happened since then—a pandemic, leadership changes, a Middle States Accreditation review—so it is understandable there was a delay in this process, but it is essential that we move forward expeditiously.

There are two parts of a strategic planning process: 

• Part 1: Develop a strategy—a unique and valuable vision that defines where you are going. 
• Part 2: Define an action plan—these are the actions & initiatives that achieve the strategy—defines how you will get to where you’re going. 

Detailed process, approach, and timing for Part 1 of the process follows, with a high‐level outline of how
Part 2 will be approached.

Rosemont’s Strategic Planning Process, Approach, & Timing

PART 1: Develop a strategy—a unique and valuable vision that defines where you are going.

Step 1: Define Process, Approach, and Timeline (September)

• President & VPs meet to discuss potential approaches.
• President Cawley appointed Mika Nash, Provost and SVP for Academic and Student Affairs, and Meghan Haley, VP of Enrollment & Marketing to lead this effort. They will be supported by James Yarrish, Provost Office Operations Manager.
• This group partnered to define a process, approach, and timing (outlined below) that will allow for community‐wide input & collaboration, while ensuring things proceed in a timely manner.

Step 2: Development of Potential Strategies (October – November)

• Gather community input: The goal is to gather information to help inform what Rosemont’s strategic vision could be by gaining an understanding of what the community feels are priorities based on what they are proud of, what they think we struggle with, and what they hope for.
  • Online Survey (Sep 28 – Oct 11): This step begins with gathering community input through an anonymous online survey.
  • Focus Groups & Tabling (Oct 17 – Oct 28): we will next hold a series of virtual and inperson focus groups to gain community input that would inform what Rosemont’s valuable and unique strategy could be.
  • Identify Core Planning Team: A Core Planning Team will be identified during the information gathering phase.
• Share Initial Takeaways with Board of Trustees (October 27 & 28)
• Develop Potential Strategies (early Nov): The Core Planning Team will evaluate the input gathered from the online survey and focus groups and develop potential valuable and unique strategies for Rosemont.

Step 3: Finalize & Share Out (December)

• Present potential strategies to the community for input—via an online survey, tabling sessions around campus, and virtual meetings/presentations.
• Core planning team will take community input and finalize the strategy, this will be shared with the community in several ways to ensure everyone understands Rosemont’s future direction.
• Present final strategy to the community and move to action planning.

Part 2: Define an action plan—these are the actions & initiatives that achieve the strategy—defines how you will get to where you’re going.

Step 1: Action Planning (January ‐ Ongoing)

• Once we know where we’re going, we can develop a plan to get there. What are the set of actions & activities we will take to bring Rosemont’s strategy to life?
• We will work with teams throughout the college to define clear plans of action that will begin movement toward Rosemont’s strategy.
• It is important to note that this part of the process is iterative. Every action we take as a college will require us to ask—does this support our strategy/vision?