Overview
The 2022 NECHE External Reviewers Report, after commending Emerson’s successful integration of its mission in the existing strategic plan, recommended its timely update and a new strategic plan. The reviewers identified two main action items: more fundraising and a clearer connection of student experience from admission, to curriculum, to career services and job placement. The NECHE Self-Study and the two Future of Emerson Reports are groundwork for future plans.
As Emerson does an update to its mission, vision, and values and as it launches a new Strategic Plan, Academic Affairs will concurrently be engaging in an “Academics Review and Future Vision” process. This process will be informed by current data and previous reports to imagine the future of Emerson’s academic programs.
Goals
Provide a roadmap for the future of all academic programs, in all modalities, graduate and undergraduate, and a clear articulation of the role that arts, communication, and the liberal arts plays at Emerson. The aim is to create a more coherent academic infrastructure and portfolio – one that is forward-thinking, that responds to the needs of both today’s and tomorrow’s students, and that is distinctly “Emersonian.”
Particularly, the goals are to:
- Grow based on long term needs of the College
- Improve quality of academic programs
- Attract more students
- Improve student success
- Improve faculty life
Specifications
The project will be data driven, both quantitative and qualitative, with internal and external reports, through engagement with faculty, and with student feedback. The following are some markers guiding its map-making:
Majors, Minors, and Graduate Programs
Survey and evaluate current academic programs in all our campuses and in our global programs; assess what existing and what new academic programs require investment. This will involve, primarily, an assessment of:
- Current and prospective students’ desire
- The present and future of various fields
- Market demand
- Career outcomes for students emerging from these programs
- An analysis of peer institutions, competition, and market
Liberal Arts
Assess the past and current positioning of the liberal arts at Emerson, get a clear and shared understanding of the role that the liberal arts plays, and then accurately reflect this in:
- The overall structure of the college
- The curriculum and requirements
- Emerson’s branding and communications
Outcomes
- A more coherent academic infrastructure
- An organic connection—from Admissions and Enrollment, to Academics, to Career Services and job placement—of a student’s journey at Emerson and, when
- An alum, as an Emersonian-in-Residence
- A new five-year plan for Academic Affairs, a plan that will inform, and reflect, both the updated mission and the new strategic plan
Project Communication and Engagement Plan
As per Emerson’s shared governance process, the following stakeholders and academic units will be involved in the review, evaluation and final proposal to the Provost, President, and the Board of Trustees:
- Students—QR code questions and other surveys
- Faculty—members in the Task Force, surveys, focus groups, and in monthly updates in Faculty Assembly
- Chairs—data sharing, organizing department discussions, and in monthly updates at Academic Cabinet
- Deans—twice a month updates and discussions at Provost’s Council
Task Force
Members from the following College divisions:
Advancement/Alumni Affairs
Maria Vasallo
Enrollment
- Barbara Selmo (Graduate)
- Justin Sharifipour
Career Development Center
Linh Nguyen
Academic Affairs
- Amy Ansell
- Liz Chase
- Kate Eichhorn
- Phedra Hamilton-Reyna (online)
- Kim McLarin
- Brent Smith
- Finance
- Robert Butler
VP for Strategy and Innovation
Jon Derek Croteau
Emerson College Faculty Members
- Pelin Kivrak
- Brenna McCormick
- Jennifer McWeeny
- Tristan Raines
- Sharifa Simon-Roberts
- Jae Williams
- Sarah Zaidan
Timeline
September 2024
Data Collection and Analysis
- Chairs and Deans key to this collection from programs
- Taskforce members key to collection from other units
October 2024
- Community wide engagement: assessment of data and brainstorming of current and new structures ideas
- Make proposals and rank the efficacy of their implementation (short, medium, long-term)
November 2024
Narrow Down Ideas
- Use constraints (e.g., financial limitations, perceived impossibility of change) and evidence from data (e.g., fading program, market and field analysis) to narrow down list of proposals
December 2024
First Draft of Proposal
- Share first draft of proposal, identifying two top priorities to be included in the College’s Strategic Plan
January 2025
Community Assessment of Proposal and Goals
For example, consider:
- Will it attract more students?
- Will it improve the quality of the academic programs?
- Will it improve student success?
- Will it improve faculty life?
February 2025
- Draft proposal presented to Provost, who, with the Task Force will conduct a final evaluation before presenting it in March to the President and Board of Trustees