Initiatives

  • Philanthropic Comprehensive Capital Campaign

    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.

    Performance Targets Include

    • Conduct the necessary research and planning to inform a comprehensive campaign by EO FY26
    • Develop and launch the quiet phase of a comprehensive campaign by 2030

    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

  • 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. 

    Performance Targets Include

    • Establish a comprehensive plan for increasing student, faculty, and staff satisfaction and joy within their respective campus experiences by Spring 2026
    • Increase year-over-year self-reported well-being and satisfaction across all audiences on all campuses starting in Spring 2026

    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

  • Campus and Facility Master Planning

    This campus-wide initiative will create a new Campus Master Plan to optimize space utilization and maximize the efficiency of existing facilities to support faculty, staff, and students while planning for future growth and evolving institutional needs within the existing footprint. It will adjust deferred maintenance to ensure buildings are well maintained; strengthen community collaboration; and create an accessible, vibrant campus that fosters collaboration and engagement and strengthens ties with the City of Boston. Finally, it will enhance campus sustainability by implementing environmentally sustainable practices to reduce the College’s carbon footprint, ensuring long-term operational resilience and preparing the campus for future environmental challenges. This effort will provide sufficient support and planning for regular renewal and support of existing spaces. It will also plan to integrate efforts across multiple campuses, ensuring that resources, facilities, and programs evolve to meet the College’s long-term goals.

    Performance Targets Include

    • Plan and finalize a new comprehensive facilities master plan by Summer 2026
    • 10-year Institutional Master Plan (IMP) as required by the City of Boston by 2027

    Goals Supported

    • Goal C.4 : Use facilities strategically and creatively to enhance the Emerson experience

  • Executive Education Initiative

    Building on the initial gains of Professional Studies, Emerson will investigate its potential role in the landscape of executive education, offering non-credit courses and micro-credentials to post-baccalaureate professionals seeking to increase their expertise in specific areas. Offered by existing faculty, accomplished alumni, and high-profile professionals in their fields, these courses and programs will situate Emerson in a new market in Boston, LA, and internationally. 

    Performance Targets Include

    • Create a plan for a new executive education program to pilot in Los Angeles, Boston, and/or online by Spring 2026

    Goals Supported

    • Goal D.1 : Increase financial strength through innovative academic and programmatic offerings, increased philanthropy, and operational efficiencies

  • Leadership and Management Institute

    Emerson’s new Leadership and Management training programs will allow employees to learn from and engage with the College’s leadership and professionals. This professional development program will be an excellent opportunity to continue enhancing and reinforcing Emerson’s leadership culture and driving collaborative behaviors. It will serve all managers, supervisors, and academic administrators and focus on management and leadership best practices and professional development.

    Performance Targets Include

    • Develop and/or expand opportunities for supporting and training managers and administrators throughout the faculty and staff by Fall 2026
    • Increase annual staff and faculty retention rates by at least 5% by Fall 2026 based on annual HR data tracking

    Goals Supported

    • Goal D.4 : Recruit, develop, support, and retain an innovative and inclusive professional staff