Phase 3

Beginning Stages of Planning to Commence FY 26

  • 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. 

    Performance Targets Include

    • Launch an Alumni Center on the Boston campus by Spring 2026 featuring exhibits on the history of Emerson, an alumni hall of honor, and event space
    • Capture the number of alumni visiting the Boston campus, measured year-over-year by Alumni Center visits beginning in Fall 2027

    Goals Supported

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

  • 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 in emerging media and technology into the curricula beginning in Spring 2026
    • Invest in media and technological infrastructure upgrades on all campuses informed by industry best practices and employment trends and opportunities beginning in Fall 2026

    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

  • 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 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

  • 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