Initiatives

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    SI 10: Campus Alumni Center

    Emerson has identified the need for a physical Alumni Center on the Boston campus. The Center will house the Alumni Board meetings and the Alumni Relations staff and be an essential stop on campus tours for prospective students. The Hall of Honor will showcase alumni accomplishments from across industries, demonstrating the power of an Emerson education. 

    Goals Supported

    • Goal C.3 : Cultivate and strengthen robust alumni relations and engagement and increase campus involvement
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    SI 11: Internal Communications

    This initiative focuses on how the College fosters communication with and among members of the Emerson community. By developing people, processes, and products to support these efforts, the College will communicate administrative and academic priorities and goals more clearly and foster multidirectional communication with people across our campuses. These efforts will promote organizational alignment and bridge-building, supporting both the elimination of redundancies and the force-multiplication of efforts through shared intelligence. More effective internal communications will empower community members to feel engaged with and champion the Emerson College brand.

    Goals Supported

    • Goal C.2 : Strengthen internal communication, engagement, and collaboration among students, faculty, staff, and administrators
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    SI 12: Institutional Research and Data Initiative

    This initiative will evolve the College’s institutional research capacity to holistically track the student journey from admissions to job placement to drive opportunities that improve yield, retention, engagement, and outcomes. It will also assess performance against the strategic plan by measuring outcomes of strategic initiatives, identifying risks or new opportunities based on trends, and performing continuous peer benchmarking and environment scanning to perform mid-term adjustments to the plan. This initiative will perform targeted market analysis to identify opportunities and workforce needs to inform the launch of new programs and identify strategic partners in industry for institutional leaders to pursue. Finally, the goal is to build a team that will serve as the central hub for ongoing analysis of program effectiveness and institutional efficiency, lead accreditation processes and compliance reporting, and reduce the administrative burden of departments College-wide. 

    Goals Supported

    • Goal D.2 : Develop coordinated enterprise data systems, analyses, and infrastructure to inform strategic decisions and direction
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    SI 13: Queer Media and Arts Center

    Emerson’s Queer Media and Arts Center brings together faculty, staff, students, alumni, and community partners focused on research, creativity, service, and teaching in queer arts and media as part of Extraordinary Emerson 2030. The Center supports interdisciplinary research, curricular innovation, and creative practice that critically examine culture and representation. As a collaborative space for scholars and artists across disciplines, the Center will coordinate research opportunities, support graduate and undergraduate researchers, advance fundraising, and serve as a thought leader for the broader creative industries. 

    Goals Supported

    • Goal A.1 : Increase innovation, interdisciplinarity, and collaboration throughout the academic enterprise
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    SI 14: Emerging Technology Initiative

    This new initiative will help the College rethink how emerging technology interacts with students, faculty, and staff in a forward-thinking manner. It will focus on expanding support for teaching that goes beyond traditional models. This effort will also establish an ongoing assessment process to ensure cutting-edge technologies remain embedded in current facilities, curricula, and organizational structures. This approach will facilitate the seamless integration of emerging technologies such as XR and AI into academic and co-curricular activities, ensuring the continuous strategic and creative use of facilities in Emerson’s unique context.

    Goals Supported

    • Goal A.2 : Enhance student education and institutional capacity in emerging media and technologies
    • Goal A.4 : Recruit, develop, and support an innovative and inclusive faculty
    • Goal B.3 : Develop and diversify industry, organizational, and community collaborations and partnerships
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    SI 15: Strategic Cities Initiative

    This new initiative, based on the successes and opportunities from Emerson Los Angeles (ELA), will focus on New York City; Washington, DC; Atlanta, GA, and/or other cities in the US. The initiative will provide opportunities to think imaginatively about Emerson’s next level of success in terms of partnerships, internships, career and job placement, alumni engagement, student recruitment and retention, innovative degree models, and capacity-building initiatives. 

    Goals Supported

    • Goal B.1 : Enhance Emerson Los Angeles and increase engagement and recruitment in targeted US cities and regions
    • Goal B.2 : Enhance Kasteel Well, global programs and partnerships, and increase international student recruitment from targeted regions
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    SI 16: Global Engagement Initiative

    The new Global Engagement Initiative reimagines Emerson College’s approach to internationalization, setting the stage for transformative global impact. This initiative focuses on expanding global partnerships and pathway programs, creating innovative dual-degree models that enhance cross-cultural learning, and attracting an inclusive and talented international student body. By fostering more substantial connections with international alumni, Emerson will build a vibrant global network that supports lifelong engagement. Additionally, the initiative emphasizes institutional capacity building through global collaborations, positioning Emerson as a leader in arts and communication education on the world stage. 

    Goals Supported

    • Goal B.2 : Enhance Kasteel Well, global programs and partnerships, and increase international student recruitment from targeted regions
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    SI 17: Comprehensive Campaign Research

    A critical piece of the strategic plan is identifying the significant funding needed to accomplish many of our goals. This initiative will provide the scaffolding for Emerson’s first comprehensive fundraising campaign. The strategic plan’s early launch will align with the planning stages of a fundraising campaign, including a feasibility study and readiness assessment.

    Goals Supported

    • Goal C.1 : Support a vibrant community culture and experience that fosters creativity, curiosity, belonging, accessibility, and well-being
    • Goal D.1 : Increase financial strength through innovative academic and programmatic offerings, increased philanthropy, and operational efficiencies
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    SI 18: Emerson Experience Initiative

    The new Emerson Experience Initiative will draw upon our communication and arts strengths to create more creative and vibrant campuses and more dynamic and joyful experiences for all Emersonians. This initiative will contribute to our local, national, and global communities; break down barriers; and provide touchpoints for connecting with neighborhood communities in Boston, Los Angeles, and Well. It will also increase meaningful experiential and community-based learning opportunities for Emerson students. Thus, it should bring more laughter, fun, and positivity to all Emersonians. 

    Goals Supported

    • Goal C.1 : Support a vibrant community culture and experience that fosters creativity, curiosity, belonging, accessibility, and well-being
    • Goal C.4 : Use facilities strategically and creatively to enhance the Emerson experience