Goal 5
Foster a culture of excellence and engagement by cultivating a community of passionate and engaged faculty and staff dedicated to student success, fiscal responsibility, and transformative education.
Culture and people are the backbone of NECO’s 2025- 2030 strategic plan. Employees enable alignment with our top-level goals, foster a productive and innovative work environment, and ensure NECO is adaptable, resilient, and positioned for long-term success. We need a strong, positive culture and the right people, with the right skills, in the right roles, to execute on this plan.
To cultivate a culture of skilled, engaged individuals focused on student success, impactful innovation, and responsible financial management, NECO will align all efforts with the institution’s strategic goals and core mission.
OBJECTIVES
A well-designed recruitment strategy to attract highly qualified candidates who possess the necessary skills, experience, and cultural fit to contribute effectively to the strategic goals of NECO, and who can adapt to changing needs and priorities.
Robust retention strategy that fosters work-life balance, supports professional growth, and prioritizes employee satisfaction and well-being, while aligning with our core commitment to student academic success and the financial resilience of NECO.
A welcoming and inclusive environment where all employees and students feel welcome, respected, and valued.
62% of our total revenue is used to fund salary and benefit expenses, which comprise ~75% of our total operating expenses. Workforce assessment and planning will be conducted to ensure employees are in roles that leverage their strengths and align with NECO’s current needs and future goals, as well as with the college and clinic operating schedules. It’s important that we continually adapt, allowing for the thoughtful redistribution of responsibilities to best support the institution’s direction. This will improve efficiency, reduce redundancy, enhance satisfaction, align with strategic goals, and help prevent burnout, while ensuring the continued success and sustainability of NECO.
Foster a positive, supportive work environment that prioritizes employee well-being and engagement to enhance productivity, job satisfaction, organizational performance, and retention.
Cultivate an organizational culture that fosters shared responsibility for student success, impactful innovation with measurable results, and prudent financial management and assessment at every level of the organization.
Foster a culture of continuous improvement and innovation, encouraging data-driven decision-making to enhance NECO’s performance. Set clear expectations with employees regarding NECO’s commitment to embrace technology and AI as part of what we do to ensure we remain at the forefront of academic and operational excellence.
Specific initiatives and tactics to achieve these objectives are understandably overlapping and intertwined. As such, they are organized into themes below, with tags denoting which objectives each tactic is aligned with:
Talent Acquisition, Workforce Planning, and Organizational Alignment
NECO will develop and implement targeted recruitment campaigns designed to attract highly qualified candidates who align with our values and culture. These efforts will be complemented by structured onboarding programs that immerse new employees in NECO’s mission, inclusivity, and strategic goals, fostering a sense of belonging from day one of joining NECO as an employee. Additionally, we will conduct role evaluations and workload analyses across the organization to optimize resource allocation, leverage data and analytics to enable NECO to identify talent gaps, refine recruitment strategies, and ensure continuity in key roles.
TACTIC 1
Develop and implement targeted recruitment cam- paigns to attract highly qualified faculty and staff candidates.
To attract highly qualified faculty and staff, NECO will implement a targeted recruitment strategy that leverages professional networks, academic associations, and optometry-focused industry publications to reach potential candidates.
We will develop clear and compelling job descriptions that highlight the unique opportunities offered at a small, specialized optometry school, emphasizing close student interaction, clinical practice involvement, and opportunities for professional development. We will streamline the application process to ensure a quick, transparent, and candidate-friendly experience.
ALIGNED STRATEGIC OBJECTIVES
SO1
RECOMMENDED TIMELINE
Ongoing
KPIs
Time to fill rate for key faculty and staff positions
Percentage of new hires meeting high performance standards at year one
Employee satisfaction rates with human resources as hiring partners
TACTIC 2
Create structured onboarding/offboarding programs.
We will create comprehensive and structured onboarding and offboarding programs that reflect NECO’s commitment to inclusivity, belonging, and alignment with the strategic plan.
The onboarding process will ensure that new employees understand and embrace the institution’s values, culture, and strategic goals from day one, fostering a sense of connection and commitment.
The offboarding program will ensure a smooth and respectful transition for departing employees, including clear and coordinated processes for terminating access to systems, returning equipment, and finalizing transi-tion plans. This approach will help maintain continuity, safeguard sensitive information, and provide departing employees with a positive experience.
ALIGNED STRATEGIC OBJECTIVES
SO1, SO2
RECOMMENDED TIMELINE
Ongoing
KPI
- Employee Satisfaction rates for onboarding and offboarding
TACTIC 3
Staffing and Role Alignment Assessment
Conduct a comprehensive review of employee staffing (faculty, clinical, and administrative staff) and skill levels across the institution to ensure roles are aligned and resources are distributed efficiently for maximum organizational effectiveness based on current and future strategic goals. This review will focus on achieving a balanced workload for both faculty and staff, ensuring that no one is overworked or underutilized. It will include a gap analysis to identify areas where additional expertise is needed, such as emerging disciplines and high demand courses and clinical expertise, and will assess the alignment of faculty teaching loads, clinical responsibilities, and non-teaching duties with institutional priorities.
Additionally, the analysis will consider the unique demands of the academic year and adjust work schedules accordingly, such as adjusting staffing during the summer months when demand is lower, or revising work schedules based on program needs. We will evaluate retirements, departures, and sabbaticals to anticipate staffing needs and ensure talent pipelines and succession planning are in place. The review will also look at reducing overhead costs by ensuring human resources are allocated where they are needed most, particularly in core teaching areas. This process will align hiring decisions with the institution’s long-term educational goals and strategic plan, ensuring that the right number and type of employees are in place to support NECO’s vision for 2025-2030.
ALIGNED STRATEGIC OBJECTIVES
SO1, SO2, SO4
RECOMMENDED TIMELINE
July 2025 – June 2026
KPIs
Percentage of faculty with 1.0 FTE work plans, and established benchmarks for didactic and clinical teaching
Percentage reduction in staffing inefficiencies, such as duplicated roles or administrative overhead, measured annually
Reduction in burn out as reported by employees
Number of identified skill gaps filled through hiring, training, or role adjustments
Employee Well-Being, Inclusion, and Belonging
TACTIC 1
Establish an Employee Well-Being and Satisfaction Council to work with Human Resources.
Establish an Employee Well-Being and Satisfaction Council to collaborate with HR to improve wellness and engagement, institutional communication, recognition and appreciation, training and professional development, and to build initiatives to support the physical, mental, and emotional well-being of employees.
ALIGNED STRATEGIC OBJECTIVES
SO2, SO5
RECOMMENDED TIMELINE
Launch group in May 2025
KPIs
- Establish council
- Faculty and staff satisfaction rates
- Turnover rates compared to historical trends
- Number and attendance of wellness programs
TACTIC 2
Establish a committee to work with Human Resources in evaluating and refining remote work policies.
NECO understands remote work continues to evolve across all sectors post-pandemic while remaining an important tool for recruiting and retaining employees. This committee will focus on continually assessing the guidelines around remote work expectations, such as communication protocols, work hours, performance metrics, data security, and how best to manage teams across different locations. Equally important is the need to strengthen relationships and maintain a cohesive organizational culture to ensure remote work does not inadvertently disadvantage the experience of any group or our students, aligns with evolving industry practices and trends, and makes certain NECO remains competitive in attracting top talent.
ALIGNED STRATEGIC OBJECTIVES
SO2, SO5
RECOMMENDED TIMELINE
Launch group in May 2025
KPIs
Percentage of employees satisfied with remote work policies
Annual benchmarking of remote work policies against industry standards
Percentage of employees utilizing flexible working hours or non-traditional schedules
Number of security incidents related to remote work (e.g., data breaches or policy violations)
Performance measures of remote employees compared to in-office employees
TACTIC 3
Continue to promote inclusion and belonging as deeply held institutional values, while ensuring NECO remains legally compliant.
Conduct a DEI audit/vulnerability assessment to ensure compliance.
Ensure policies align with anti-discrimination laws and support merit-based practices.
Stay the course in creating an inclusive, diverse, vibrant culture at NECO.
Foster an environment that encourages the open expression of diverse perspectives, and tolerance/forgiveness for unintentional mistakes.
Engagement and transparency with the community.
ALIGNED STRATEGIC OBJECTIVES
SO3
RECOMMENDED TIMELINE
Ongoing
KPIs
Completion of Assessment
Employee participation rates in training and initiatives
Satisfaction levels among employees regarding institutional inclusivity
Number of employee-driven inclusion and engagement indicatives
Organizational Culture to Achieve NECO’s 2025-2030 Strategic Plan
The implementation and success of this plan requires us to cultivate an organizational culture that fosters shared responsibility for student success across all academic and clinical programs, drives impactful innovation with measurable results, and ensures prudent financial management and assessment at every level of the organization.
TACTIC 1
Cultivate a Culture of Digital Literacy and Innovation
To foster a culture of continuous learning and technological advancement, NECO will invest in comprehensive training programs that empower faculty and staff with the digital tools and technologies needed to enhance the operational efficiency of the institution (embedded in other goal areas). Please note the investment in these tools are identified throughout other goal areas of this strategic plan. This cultural shift will encourage collaboration and innovation across departments, aligning technology with the institution’s goals of improving the student experience and operational outcomes. By creating a shared understanding of the role of technology in enhancing our work, we build a forward-thinking environment that is adaptable and resilient.
ALIGNED STRATEGIC OBJECTIVES
SO6, S07
RECOMMENDED TIMELINE
May 2025 – forward
KPIs
Percentage of faculty and staff proficient in using key digital tools and technologies
Participation rates in training programs for digital literacy
TACTIC 2
Cultivate a unified vision of student-centered success, patient satisfaction, and resource stewardship.
NECO will develop a unified vision that underscores the collective responsibility of all employees for enhancing the student and patient experience, driving continuous operational improvement, and managing resources responsibly. Training and development programs will be offered to employees to highlight the importance of their roles in creating an environment where students thrive, and institutional resources are handled with care and foresight. By embedding this vision into NECO’s culture, we will foster a shared sense of purpose and accountability, ensuring that every team member understands their contribution to the institution’s broader mission.
ALIGNED STRATEGIC OBJECTIVES
SO6, S07
RECOMMENDED TIMELINE
May 2025 – forward
KPIs
Employee awareness and understanding of the unified vision for student success and patient satisfaction
Percentage of employees who can articulate key aspects of resource management and stewardship
TACTIC 3
Build a culture of transparency and trust in resource allocation.
We will foster a culture of transparency and trust by clearly communicating the methods used to allocate resources and evaluate program costs and impact. Everyone should feel comfortable asking questions, reviewing budgets within their respective areas, and analyzing results in a respectful and constructive manner as part of our shared commitment to openness and accountability.
It is important that these efforts be seen as a collective responsibility to support NECO’s strategic goals and commitment to long-term financial resilience, rather than causing frustration or misunderstanding. By involving faculty and staff in understanding and shaping these processes, we will strengthen collaboration, enhance institutional effectiveness, and ensure long-term sustainability.
ALIGNED STRATEGIC OBJECTIVES
SO6, S07
RECOMMENDED TIMELINE
May 2025 – forward
KPIs
Percentage of faculty and staff who feel well- informed about resource allocation methods and processes
Trust levels among employees regarding resource distribution and decision-making
TACTIC 4
Foster a Culture of Strategic Thinking and Continuous Improvement
NECO will prioritize evidence-based decision-making over traditional approaches driven by institutional history or individual program passions. This shift in thinking will cultivate a culture that values strategic planning, continuous improvement, and accountability at all levels. By encouraging faculty, staff, and leadership to embrace data-driven insights and a mindset focused on sustained growth, we will create an environment where thoughtful, long-term decisions are made for the benefit of NECO students as our top priority.
ALIGNED STRATEGIC OBJECTIVES
SO6, S06
RECOMMENDED TIMELINE
May 2025 – forward
KPIs
Number of faculty and staff involved in strategic planning sessions and continuous improvement initiatives
Percentage of decisions made at all levels of the institution that are based on data and strategic analysis
Number of process improvements or initiatives focused on sustained growth
