Phase 3

Planning to begin by Fall 2025

LGBTQIA+ Arts and Media Initiative

This new initiative brings together faculty, staff, students, alumni, and partners who focus on research, creativity, service, and teaching in the arts and media, featuring and focusing on LGBTQIA+ people, concerns, and community. A working group will explore potential focus areas for a new Center, and Institutional Advancement will explore potential partners and supporters for this initiative. We will develop recommendations for the scope, focus, and goals of a new Center, Institute, or program that can bring together Emersonians from across academic units to work together in this vital domain of research, practice, creative works, and instruction. 

Performance Targets Include

  • Develop recommendations from faculty, staff, students, and alumni for a new Center, Institute, or program by Fall 2025 
  • Plan, fundraise, develop, and nationally launch the new Center, Institute, or program by Spring 2026

Goals Supported

  • Goal A.1 : Increase innovation, interdisciplinarity, and collaboration throughout the academic enterprise

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.

Performance Targets Include

  • Increase the role of academic preparation and competencies on emerging media and technology into the curricula beginning in Fall 2025 with full implementation by Fall 2026
  • Invest in media and technological infrastructure upgrades on all campuses informed by industry best practices and employment trends and opportunities beginning in Fall 2025 with full implementation by Fall 2027

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

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. 

Performance Targets Include

  • Strengthen the Emerson Los Angeles program with new comprehensive operational plans by Spring 2026
  • Explore the creation of new Emerson programs and increased student recruitment in cities with significant alumni presences and increased employment opportunities for graduates, such as New York City; Washington, DC; and/or Atlanta, GA, by Fall 2027

Goals Supported

  • Goal B.1 : Enhance Emerson Los Angeles and increase engagement and recruitment in targeted US cities and regions

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. 

Performance Targets Include

  • Expand student participation and student satisfaction with the Kasteel Well program by Spring 2026
  • Increase international student enrollment by 25% with an emphasis on students from targeted regions by Fall 2027

Goals Supported

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

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 Fall 2025
  • Develop and launch the quiet phase of a comprehensive campaign, with a public phase launching 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

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, implement, and finalize a new comprehensive facilities master plan by Spring 2026 and a 10-year Institutional Master Plan (IMP) as required by the City of Boston by 2027
  • Fulfill our sustainability commitment to overall carbon neutrality by 2030

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