Board meetings, strategic plans, and buyer signals from Florian Schembri’s organization
Jan 28, 2026·StrategicPlan
Board
Collège De Rosemont Strategic Plan
This strategic plan by Collège de Rosemont aims to address the environmental and social impact of IT solutions by integrating these considerations into its IT education programs. It focuses on equipping teachers to educate students, future IT decision-makers, about responsible computing, with key areas including analyzing challenges in cloud offerings, developing teacher training, and embedding ethical design and sustainability into the IT curriculum. The plan seeks to promote environmentally and socially responsible IT practices and foster the development of sustainable cloud alternatives.
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This document, Cégep de Rosemont's annual report for 2024-2025, reviews the progress and results of its strategic plan, which spans until 2028-2029. The plan is structured around four key strategic issues: student perseverance, institutional attractiveness, staff engagement, and continuous improvement. The overarching vision is for Cégep de Rosemont to become a leader in student support for graduation through innovative approaches, fostering an environment of accessibility, excellence, collaboration, and openness.
Nov 1, 2024·StrategicPlan
Board
Cégep de Rosemont Strategic Plan 2024-2029
The 2024-2029 Strategic Plan for Cégep de Rosemont establishes a vision to become a leader in student support toward graduation through innovative approaches. It is organized around four key issues: perseverance, attractiveness, engagement, and continuous improvement. The plan aims to develop student competencies, facilitate university studies or job market integration, and foster responsible and engaged citizens, aligning with its core values of accessibility, exceeding expectations, collaboration, and openness.
Nov 1, 2024·StrategicPlan
Board
Cégep De Rosemont Strategic Plan 2024-2029
The 2024-2029 Strategic Plan for Cégep de Rosemont focuses on four key areas: perseverance, attractiveness, commitment, and continuous improvement. The plan aims to make the institution a leader in supporting students toward graduation through innovative approaches. Specific initiatives include strengthening student support systems, enhancing teaching practices, improving student integration, and fostering a strong sense of belonging. Attractiveness initiatives focus on increasing enrollment from surrounding high schools, becoming a first-choice college, and enhancing program distinctiveness. Commitment initiatives aim to improve staff engagement and foster a strong organizational culture. Continuous improvement will be achieved through professional development and organizational efficiency. The plan emphasizes data-driven decision-making and continuous evaluation of its effectiveness.
Extracted from official board minutes, strategic plans, and video transcripts.
