Phase 2

Beginning Stages of Planning

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    SI 8: Strategic Enrollment Plan

    This initiative involves developing a new comprehensive strategic enrollment plan for Emerson College focused on its mission, fostering growth, and ensuring excellence. It emphasizes strategic recruitment in key markets, utilizing data analytics to enhance enrollment, optimizing financial aid, and strengthening Emerson’s positioning. Key aspects include promoting inclusive access while boosting success through innovative programming, improved partnerships with high schools and communities, and retention strategies for undergraduate and graduate students. The strategic enrollment plan will attract, enroll, and retain an inclusive student population, supporting Emerson’s long-term goals and priorities.

    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 9: Media Arts and Ventures

    Emerson College is advancing and elevating the arts and media that serve, support, and enrich our campus and local communities. Through the Division of Media Arts and Ventures (DMAV), we will strengthen, coordinate, and strategically align our constellation of arts and media assets, positioning Emerson as Boston’s preeminent cultural destination and serve as a national model for arts-integrated higher education. DMAV will also explore and develop new opportunities for sustainable revenue generation, ensuring that Emerson’s distinctive creative assets are leveraged to their fullest potential.

    Goals Supported

    • Goal B.4 : Expand external engagement and integration with our local communities through arts, media, service, and civic engagement
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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 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
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    SI 19: 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.

    Goals Supported

    • Goal C.4 : Use facilities strategically and creatively to enhance the Emerson experience
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    SI 20: Executive Education

    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. 

    Goals Supported

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