Strategic Priorities and Goals

Emerson College will achieve its vision by pursuing the following four priorities:

Priority A

Academic Innovation to Shape the Future of Arts and Communication

Priority B

Collaborative Connections to Develop and Cultivate Stronger Relationships and External Partnerships

Priority C

Community Engagement to Build a Vibrant and Inclusive Campus Experience

Priority D

Operational Excellence to Ensure Effective Performance and Financial Strength

While these priorities represent distinct action areas for our College, their interconnectedness has power. Delivering on these priorities and advancing our mission and vision will require input and collaboration from our entire community of students, faculty, staff, leaders, and partners. Over the next five years, we will execute these four priorities across organizational units and academic disciplines, organizations, communities, and continents.

Concentrating on the four strategic priorities and their corresponding goals and initiatives will position our College to create extraordinary people and impact. These priorities will enable us to foster a culture of innovation, inclusion, and experiential excellence, ultimately achieving our mission to provide transformative education in the arts and communication that prepares our students and communities to make meaningful contributions to the betterment of society.

Priority A: Academic Innovation to Shape the Future of Arts and Communication

Build, adapt, and support programs, teaching, and infrastructure to meet the evolving needs of students and society.

As the boundaries and limits of arts and communication evolve, Emerson is committed to academic innovation at the forefront of these dynamic fields. We will advance the educational experience and prepare well-rounded students to become leaders in their respective disciplines by fostering a culture of creativity, critical thinking, academic rigor, hands-on experiential learning, and interdisciplinary collaboration. 

This strategic priority focuses on integrating emerging media, cutting-edge technologies, research and practice, and diverse perspectives to create a vibrant learning environment that nurtures talent, drives societal progress, and builds on our liberal arts foundation. Through the goals and initiatives, we will empower the next generation of artists, communicators, and scholars to push the limits of their disciplines and make a lasting impact on the world.

At Emerson, being at the forefront of delivering communication and arts education at the highest level has been a core tenet of our mission since 1880. To continue this pursuit of excellence, we must ensure that our academic portfolio is bold and timely by increasing innovation, technology, interdisciplinary offerings, career readiness, and faculty development. We will revitalize the curricular offerings to align with emerging needs, investing in state-of-the-art resources and faculty training, and providing targeted career support to students. 

By fostering a culture of innovation and collaboration, Emerson prepares students for high-demand fields and enhances their career prospects. We also actively support the education of incarcerated students to help increase access and the democratization of higher education. Emerson’s innovative faculty members bring creativity and industry experience and are crucial to this effort. The faculty contributes to dynamic curricula, research, and effective mentorship, ultimately driving the College’s reputation and success in producing skilled graduates ready to excel in communication and the arts.

  1. Increase innovation, interdisciplinarity, and collaboration throughout the academic enterprise.
    Develop forward-thinking and innovative academic programs, including majors, minors, master’s programs, and graduate certificates, that capitalize on the strengths of Emerson faculty’s scholarly, creative, and professional expertise. Increase curricular and instructional flexibility to widen and deepen experiential learning. Prioritize interdisciplinary opportunities that connect the curricula with co-curricular initiatives and pedagogical innovation to enhance the student experience. 
  2. Enhance student education and institutional capacity in emerging media and technologies.
    Build experiential components within the curriculum focused on emerging innovations such as artificial intelligence, starting in the first year and infused throughout the curricula. These will include the craft skills of the academic programs, relevant business and technological acumen, and exposure to industry partnerships. Regularly invest in updated media and technology to provide our community with cutting-edge resources for teaching and learning. 
  3. Expand and strengthen career readiness for all students. 
    Strengthen student career preparation at Emerson to expand career competencies inside every major and at every curriculum level, mapping and connecting those competencies to ensure they build on each other. Reimagine and reorganize the College’s career programs and initiatives to be visible, impactful, essential to students, and relevant to employers.
  4. Recruit, develop, and support an innovative and inclusive faculty. 
    Emerson will commit to recruiting, retaining, and supporting a world-class faculty by strengthening the structures that support their research and creative practice and the pedagogical innovations that will enhance the education of the next generation of artists and communicators. We will champion and celebrate faculty achievements internally and externally, bringing attention to the high caliber of the faculty and to the College that supports them.

  • SI 1: Academic Review and Future Visioning

  • SI 2: Faculty Research Hub

  • SI 7: Emerson Career Readiness Initiative

  • SI 13: Queer Media and Arts Center

  • SI 14: Emerging Technology Initiative

  • SI 22: Emerson Master Classes

  • SI 23: Student Modernization Initiative

  • SI 24: Creativity@Emerson

  • SI 25: AI@Emerson

Priority B: Collaborative Connections to Develop and Cultivate Stronger Relationships and External Partnerships 

Establish and enhance mutually beneficial relationships with alumni, employers, and community and industry partners locally, regionally, domestically, and globally.

In today’s interconnected world, the strength of our institution lies in our ability to forge and nurture meaningful relationships beyond our campus. This strategic priority centers on fostering collaborative connections that enhance opportunities for our students, faculty, staff, and alumni. These partnerships drive innovation and contribute to societal well-being and advancement. By engaging with industry leaders and community organizations in the US and around the world, we will create and develop partnerships that support our mission and help fulfill our vision. We will leverage shared resources, expertise, and perspectives to address complex challenges and create transformative experiences for our students, faculty, staff, and partners. Through these collaborative efforts, we will build a resilient and dynamic network that thrives on mutual growth and shared success.

Integrating industry and other external connections into Emerson’s academic ecosystem is crucial for providing educational experiences that prepare students for life after graduation. These connections ensure the success of our campuses in Los Angeles and the Netherlands, as well as global partnerships for study abroad and academic exchange programs. 

The LA campus, located in the heart of the entertainment industry, offers unparalleled access to internships and networking, enhancing students’ career prospects. Expanding Emerson’s outreach to additional locations in the US and beyond would further expose students to career opportunities. Developing industry partnerships provides real-world experiences and opportunities, ensuring the curriculum remains relevant and aligned with industry trends. Expanding campus-to-community engagement through arts, media, and civic projects will create meaningful experiences, bridging academic learning with real-world application and preparing students to be socially responsible leaders.

  1. Enhance Emerson Los Angeles and increase engagement and recruitment in targeted US cities and regions.
    The College will strategically strengthen and grow all aspects of its operations and engagement at Emerson Los Angeles and in Southern California, a priority market for the College. The College will also explore opportunities to expand its relationships in New England and its footprint in US cities like New York and Washington, DC. Emerson will enhance its well-established student recruitment in these areas and other centers of communication and the arts to strengthen recruitment, alumni relations, and industry partnerships, and increase access to internships, co-ops, and professional networks. 
  2. Enhance Kasteel Well, global programs and partnerships, and increase international student recruitment from targeted regions.
    This goal will expand Emerson College’s global presence and reputation by fostering partnerships with international institutions, creating more joint- and dual-degrees, building our exchange opportunities, and enhancing cross-cultural learning and scholarship. A targeted international recruitment strategy will focus on strengthening current markets and developing emerging markets to diversify the student body and promote a globally inclusive campus culture. Enhanced support services for international students will improve retention and contribute to their success. These efforts will reinforce Emerson’s position as a global leader in arts and communication education and scholarship.
  3. Develop and diversify industry, organizational, and community collaborations and partnerships.
    Emerson will develop and expand its strategic partnerships with organizations and companies that share our focus areas, priorities, and values. These relationships will benefit all partners, institutions, and communities surrounding our campuses. Engaging industries will open doors for our students and graduates through internships, job placements, and the sharing of best practices. By working together in a mutually beneficial manner, these partnerships will create richer learning experiences for our students, faculty, staff, alumni, and communities. 
  4. Expand external engagement and integration with our local communities through arts, media, service, and civic engagement. 
    Emerson has a robust history of partnering with local and regional government officials, civic organizations, and community-based and neighborhood organizations to support our local communities. We are also a regional provider of professional and student-led arts and media. Expanding these partnerships will contribute meaningfully and reciprocally to our local communities; bolster student experiential learning; and deepen engaged scholarship, coursework, and creative practice. 

  • SI 5: Retention Initiative

  • SI 7: Emerson Career Readiness Initiative

  • SI 8: Strategic Enrollment Plan

  • SI 9: Media Arts and Ventures

  • SI 14: Emerging Technology Initiative

  • SI 15: Strategic Cities Initiative

  • SI 16: Global Engagement Initiative

  • SI 23: Student Modernization Initiative

Priority C: Community Engagement to Build a Vibrant and Inclusive Campus Experience 

Develop and sustain vibrant and inclusive residential and online communities through respectful engagement, communication, and collaboration.

Community engagement, collaboration, and relationship-building are at the core of fostering a vibrant and inclusive culture. This strategic priority emphasizes creating a supportive environment in which every community member feels valued and empowered to contribute. We will cultivate a sense of belonging and shared purpose across all Emerson residential and online spaces, from Boston to Los Angeles, Kasteel Well, and MCI-Norfolk, by actively involving students, faculty, staff, and partners in meaningful dialogue and collaborative initiatives. Our focus on community engagement drives us to embrace diverse perspectives, promote inclusion, and encourage critical thinking. 

Through the goals of this priority, we will build a campus culture that harnesses our community’s strength to address challenges, solve problems, and seize opportunities. We must create a dynamic, inclusive environment that inspires growth, curiosity, creativity, and joy. Emerson will provide high-quality, equitable guidance and support to students from different backgrounds, experiences, and aspirations to create a strong sense of community and belonging.     

By fostering strong connections with alumni, we can build our brand and tap into valuable experience, mentorship, and networking opportunities that benefit current students and recent graduates. Engaged alumni are more likely to promote and contribute to the College’s growth through events, giving, and support for new initiatives. 

Students thrive academically and personally in an inclusive environment that respects diverse perspectives, enhances collaboration and innovation, and promotes positivity and mental health. In addition, by evaluating our physical spaces, we can intentionally improve how they foster community connection, ensuring long-term success and alignment with institutional objectives.

  1. Support a vibrant community culture and experience that fosters creativity, curiosity, belonging, accessibility, and well-being. 
    Our best learning and work happen when we feel supported, respected, and enabled with the knowledge and opportunities to be positive contributors. We will strengthen tools and processes to address barriers and grow and sustain an organizational culture centered on wellness and inclusion. We will connect creativity, belonging, and well-being through shared values and experiences across our classrooms, offices, departments, and residential and co-curricular settings. 
  2. Strengthen internal communication, engagement, and collaboration among students, faculty, staff, and administrators.
    As a College of communication, Emerson is committed to becoming best-in-class in communication and collaboration across our communities. We will work to create opportunities for improved engagement, bridge-building, and shared governance to align the people, processes, and products that allow our College to achieve its mission and goals successfully. Building collaboration and connection has never been more critical, and we will focus on developing and sharing in-person and virtual opportunities to engage across the silos that emerge in higher education environments. 
  3. Cultivate and strengthen robust alumni relations and engagement and increase campus involvement. 
    Emerson College is revitalizing its alumni engagement strategy based on feedback from the 2024 Alumni Survey to strengthen alumni relations and engagement. Recognizing the importance of alumni to the College’s success, we will demonstrate the ongoing value Emerson provides to alumni’s professional lives through a robust alumni engagement program. Efforts will include enhanced networking opportunities, increased interaction with faculty and students, and targeted regional events. A proposed Alumni Center will serve as a physical hub for alumni gatherings on the Boston campus, hosting events such as Alumni Weekend and Alumni Board meetings. These initiatives will foster deeper connections with Emerson, leading to increased philanthropic support, greater alumni participation, and a more substantial pipeline of prospective students.
  4. Use facilities strategically and creatively to enhance the Emerson experience.
    Emerson will create a culture of flexibility, transparency, and accessibility regarding facility utilization. This work will enable students, faculty, and staff to pursue their creative passions and academic goals and enhance their Emerson experience. It will also ensure that all community members know about the diversity of amenities and resources available at Emerson. We will expand facility access beyond academic programs through strategic space utilization and data-driven decision-making.

  • SI 3: Alumni Relations

  • SI 4: EmersonTogether

  • SI 5: Retention Initiative

  • SI 10: Campus Alumni Center

  • SI 11: Internal Communications

  • SI 17: Comprehensive Campaign Research

  • SI 18: Emerson Experience Initiative

  • SI 19: Campus and Facility Master Planning

  • SI 23: Student Modernization Initiative

Priority D: Operational Excellence to Ensure Effective Performance and Financial Strength

Maximize effective and efficient operations to deliver high-quality performance and a strong financial position, ensuring long-term success and sustainability.

This strategic priority involves optimizing Emerson’s processes, enhancing efficiency, increasing sustainability, and fostering a culture of continuous improvement. By implementing leading practices and leveraging innovative solutions, we strive to be known as the premier institution for studying and practicing communication and the arts. We also seek to increase our accessibility to exceptional prospective students regardless of their financial means. 

Our commitment to operational excellence involves rigorous performance monitoring, data-driven decision-making, and proactive risk management. Through these efforts, we will build a resilient and financially robust institution that can adapt to changing circumstances and sustain long-term growth. We will empower our community to achieve its highest potential and contribute to Emerson’s overall success and sustainability.

This priority will bolster the College’s operational and financial health, generating new opportunities and ensuring efficient resource use. This strategic approach, fostering strong philanthropic support and optimizing operations, secures financial stability and enhances the College’s reputation and innovative capabilities. Refining and creating Emerson’s branding and engagement with priority audiences will strengthen its reputation and expand its influence, attracting top talent and fostering meaningful connections. Finally, investing in our highly valued professional staff will maintain a thriving campus environment; boost morale, productivity, and retention rates; and enhance the overall student experience, driving Emerson’s mission and success.

  1. Increase financial strength through innovative academic and programmatic offerings, increased philanthropy, and operational efficiencies.
    Emerson relies on revenue from tuition, housing, and dining to operate and must diversify its revenue streams to ensure financial stability and future growth. New academic offerings, services, events, performances, continuing education, and other products and services are needed to grow new revenue streams and become less reliant on tuition. In addition, the College must continue to professionalize Institutional Advancement to increase fundraising productivity and alumni engagement. With the strategic plan comes the impetus to launch a comprehensive philanthropic campaign, which will add significantly to the endowment, enhance our ability to attract exceptional students independent of their financial means, and reduce tuition dependency. Finally, greater financial and operational efficiencies are needed, and we must carefully support Emerson’s most essential core programs. 
  2. Develop coordinated enterprise data systems, analyses, and infrastructure to inform strategic decisions and direction. 
    The most effective institutions of higher education use data and institutional research to help inform decisions and institutional effectiveness. To better utilize data in policies and decisions, Emerson will work to coalesce a coordinated campus-wide data system and bring people together in an informed manner to generate and support thoughtful, data-based decision-making. This goal will foster a culture of continuous improvement by leveraging robust data analysis to identify opportunities, address challenges, and adapt to emerging trends. Through enhanced coordination, we will ensure data-driven insights inform key initiatives, optimize operational efficiency, and strengthen alignment with evolving needs. Reducing administrative burdens and centralizing analysis will enhance institutional agility and impact, laying a foundation for sustainable growth and excellence.
  3. Refine and elevate Emerson’s branding, positioning, marketing, media, and engagement with priority audiences. 
    Emerson is a unique institution with a tremendous opportunity for impact in arts and communication, areas vital to human connection and expression. Still, the College has historically underinvested in sharing that value with the broader world. Through focused research to inform and develop the messages and visual expression of the Emerson brand, we will streamline and bring additional intention to how the College attracts excellent people to study and work at Emerson, as well as how we engage stakeholders in key areas of expertise and in the communities in which we operate, ultimately increasing the value of an Emerson degree in the marketplace. 
  4. Recruit, develop, support, and retain an innovative and inclusive professional staff.
    Emerson is committed to maintaining and retaining a world-class professional staff and leveraging multiple strategies and tactics to support our staff. These include ensuring robust and unbiased hiring practices and providing professional development that considers diverse learning needs, accessibility requirements, and Emerson’s strategic needs. We will focus on procuring and curating professional and management development programs that meet the needs of our professional staff, support our commitment to accessibility, and partner to support the diverse needs within the Emerson community.

  • SI 1: Academic Review and Future Visioning

  • SI 6: Emerson Branding Initiative

  • SI 12: Institutional Research and Data Initiative

  • SI 17: Comprehensive Campaign Research

  • SI 20: Executive Education

  • SI 21: Leadership and Management Institute

  • SI 23: Student Modernization Initiative

  • SI 25: AI@Emerson