Goal 6
Innovate for the Future of Optometry: Optometric education faces unprecedented challenges, from shifting demographics to the increasing costs of traditional education models. We will explore new approaches to affordability, accessibility, agility, and technological integration to keep NECO at the cutting edge.
NECO will establish itself as a leader in optometric education by taking a strategic, coordinated approach to technology that drives ongoing advancement in educational outcomes, operational efficiency, and institutional effectiveness. Guided by a human-centered approach, we will foster a culture of forward-thinking innovation that prioritizes solutions to the most pressing challenges in optometric education while seizing opportunities aligned with our vision for growth and impact. We will employ sound, reliable methods for evaluating and implementing technologies that align with our strategic goals while balancing the needs and autonomy of individual departments. By thoughtfully integrating emerging technologies and data-driven approaches, we will enhance the educational experience, improve clinical training and practice, and streamline operations across the college.
OBJECTIVES
Foster a culture of curiosity, experimentation, and con- tinuous improvement, fueling innovation and inspiring transformative breakthroughs across the organization.
Champion technology as a critical enabler of strategic goals, innovation, and long-term success, unlocking new possibilities and shaping the organization’s future.
Adopt a more strategic and coordinated approach to technology adoption, implementation, and management that balances institutional priorities with the needs of individual departments.
Enable and improve data-driven decision-making and insight across the college by taking steps to build an agile, scalable, and interoperable data infrastructure.
Explore, test, and implement cutting-edge innovations and technologies that elevate student success, enhance patient care, empower employees, and drive operational excellence across the organization.
Explore, test, and implement breakthrough innovations and technologies that lower institutional costs, creating a more affordable and sustainable future for education.
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:
Coordinated IT Strategy
By adopting a more structured and coordinated approach to technology adoption, implementation, and management, NECO will balance. institutional priorities with the needs of individual departments. We propose an inclusive implementation of structured processes that align technology adoption/use with strategic priorities, fostering greater coordination across the institution. It also elevates IT to the role of strategic partner, helping demonstrate its role in addressing challenges, enhancing efficiency, and reducing costs.
TACTIC 1
IT Leadership: Recruit a Chief Information Officer (CIO) to Support Institutional Strategy
To enhance coordination and strategic alignment of IT initiatives across NECO, we recommend recruiting a CIO (redefinition of existing position) responsible for ensuring that technology decisions effectively support the institution’s educational, clinical, and operational priorities. This individual will provide technical expertise, strategic awareness, and cohesiveness to inform decision-making at the institutional level. The CIO will:
Emphasize the critical role of technology in advancing NECO’s mission and strategic planning
Provide a clear IT perspective on institutional priorities and help ensure technology projects align with broader goals
Facilitate communication of key IT performance metrics, project progress, and relevant updates to leadership and stakeholders
Strengthen coordination across departments, fostering a collaborative and transparent approach to technology that prevents siloed solutions
This new role will serve as an essential bridge between IT and institutional priorities, ensuring that technology decisions are well-informed, clearly communicated, and effectively implemented.
ALIGNED STRATEGIC OBJECTIVES
SO1, SO2, SO3
RECOMMENDED TIMELINE
Spring 2025
KPIs
- CIO hired
- IT Satisfaction Rate: Surveyed feedback from faculty and staff on the effectiveness of IT in ensuring projects undergo comprehensive review, testing, implementation, and seamless integration for optimal effectiveness
TACTIC 2
Roadmap
Develop a dedicated roadmap outlining short-, medium-, and long-term goals for technology implementation to ensure investments are purpose-driven and aligned with NECO’s broader objectives. The effort would begin with a landscape analysis of NECO’s internal IT infrastructure and data systems to assess the current state of our technology and data architecture and identify pain points and opportunities.
ALIGNED STRATEGIC OBJECTIVES
SO2, SO3, SO4
RECOMMENDED TIMELINE
Initiate discovery immediately with a finalized roadmap published by September 2025
KPIs
- IT Roadmap Completion: Formal publication of the IT roadmap by September 2025
- Roadmap Implementation Rate: Percentage of road map milestones completed on schedule
- Technology Alignment: Percentage of technology initiatives that directly support NECO’s strategic plan
TACTIC 3
Formal Processes
Establish a process and framework whereby IT is engaged throughout the entire process of evaluating and acquiring new technology and reviewing existing solutions, focusing on the needs of the vendor and the client while allowing NECO IT to ensure interoperability, future compatibility, and alignment with NECO’s mission. This effort would also include implementing enhanced tracking, communication, and project management practices to improve technology initiatives’ transparency, accountability, and resource efficiency. It would also include a structured change management program to manage the human impact of digital transformation at NECO, including training programs, release schedules, communication strategies, and support mechanisms.
ALIGNED STRATEGIC OBJECTIVES
SO3, SO4, SO5, SO6
RECOMMENDED TIMELINE
Following appointment of Tactic 1 with full implementation within 8 months
KPIs
- Technology Acquisition Compliance: Percentage of new technology acquisitions that follow the formalized IT review process
- Standardized IT Review Process Implemented: Confirmation that IT governance processes are in place and followed
- Project Completion Rate: Percentage of IT projects delivered on time and within budget
TACTIC 4
Quarterly Meetings
Implement quarterly meetings between IT and individual departments, including clinical administration to discuss technology needs and share strategic priorities. By adopting a customer-centric approach and prioritizing collaboration, transparency, and open communication, IT can showcase its value and position itself as a strategic planning partner. We need a deeper understanding of each department’s challenges and goals, ensuring technology initiatives align with college-wide and departmental goals.
ALIGNED STRATEGIC OBJECTIVES
SO2, SO3, SO4
RECOMMENDED TIMELINE
Immediate
KPIs
- Quarterly IT Meetings Held: Number of quarterly meetings conducted as scheduled
- Attendance Rate: Percentage of key department representatives who attend meetings consistently • Actionable Insights Implemented: Percentage of department-raised IT concerns that result in new projects or process improvements
TACTIC 5
IT Advisory Group
Establish a technology advisory group with cross-functional representatives from faculty, IT, administration, and students. Duties and scope of the steering committee include:
Recommending priorities and providing guidance surrounding technology needs and projects to ensure alignment with institutional goals
Providing insight and feedback on potential and executed IT projects
Help to socialize new initiatives and projects with stakeholders
Not as formal as a traditional committee; emphasis placed on dialogue and communication
Serve as ambassadors to the community surrounding the importance of technology and technology projects to NECO’s long-term success
ALIGNED STRATEGIC OBJECTIVES
SO1, SO2, SO3, SO4
RECOMMENDED TIMELINE
Committee formation would occur following Tactic 1
KPIs
- IT Advisory Group Formation: Establishment of a cross-functional advisory group with documented objectives
- Meeting Frequency & Attendance: Percentage of scheduled advisory group meetings conducted
- Advisory Group Recommendations Implemented: Number of advisory group proposals incorporated into IT strategy
TACTIC 6
Data Governance and Policy Steering Committee
Establish a Data Governance and Policy Steering Committee to ensure NECO’s data is managed securely, ethically, and effectively to support compliance, security, privacy, operational excellence, and data-driven innovation. This committee will oversee the development of data policies and frameworks that enable informed decision-making while addressing risks and fostering a culture of data stewardship across the organization. It would have cross-functional representatives from faculty, staff, and students. Duties and scope of the steering committee include:
Recommend a long-term plan for formalizing processes and policies surrounding data architecture, governance, security, privacy, and analytics across NECO.
Recommend a long-term plan for formalizing process- es, policies, and expectations surrounding knowledge management at NECO.
Facilitate the development of ongoing management of AI use and governance policies at NECO.
Regularly review the implementation and effectiveness of data governance initiatives.
Review and help communicate results of annual audit of policies and systems designed to ensure compliance and best practice.
Promote organizational understanding of data governance principles and the value of data.
ALIGNED STRATEGIC OBJECTIVES
SO1, SO2, SO3, SO4
RECOMMENDED TIMELINE
Immediate
KPIs
Data Governance Framework Adoption: Completion and approval of formalized data governance policies
Data Security Compliance: Percentage of IT systems audited for compliance with internal and external security standards
Policy Updates Implemented: Number of new or revised data policies approved annually
Data Accessibility Improvement: Reduction in time required for faculty and administrators to retrieve and analyze institutional data
AI & Compliance Audits Completed: Number of annual audits conducted to ensure adherence to AI governance, security, and compliance regulations
Purposeful Innovation to Solve NECO’s Most Pressing Challenges
Fostering a culture of innovation is essential to driving continuous improvement and advancing our mission. A culture that values curiosity, experimentation, and creativity empower individuals to think boldly, embrace change, and collaboratively solve complex challenges. By promoting an environment where innovative ideas are encouraged and supported, we create opportunities to explore new approaches in education, research, and operations. This culture enhances our ability to adapt to evolving demands and positions NECO as a leader in shaping the future of optometric education.
TACTIC 1
Expand the Center for Innovation (Center) to also include internal projects
Expand the Center for Innovation to focus also on internal innovation, wherein it serves as a hub for advancing, coordinating, and embedding innovative practices across NECO. The Center will leverage NECO’s unique position as a small institution with limited resources to create an agile, lean, and highly effective model for exploring innovation in education, clinical practice, research, and administrative operations. The primary goal is to drive innovation while maintaining a cost-efficient structure that maximizes the impact of limited resources.
Potential Services/Programs:
Provide more formal structure and resources to internal innovation projects by offering training, support, and opportunities for collaboration
Actively evaluate the impact of various innovation projects across NECO, communicating the results and making recommendations to leadership as to their continuation
Actively explore and pilot new technologies and methods for potential application at NECO
Sponsor various events to promote a culture of innovation, continuous improvement, curiosity, and experimentation
ALIGNED STRATEGIC OBJECTIVES
SO1, SO3, SO4, SO5, SO6
RECOMMENDED TIMELINE
Internal projects reviewed beginning FY2026
KPIs
- Number of Internal Innovation Projects submitted for review by Committee
- Number of Internal Innovation Projects approved and funded
- Impact of Innovation Projects: Assesses project outcomes through faculty, staff, and student feedback, as well as performance metrics tied to project goals
- Innovation Impact Relative to Cost: Evaluation of cost-effectiveness by measuring improvements or efficiencies generated per dollar spent
TACTIC 2
External Funding
Establish a structured approach to securing external funding by identifying and pursuing grants, partnerships, and philanthropic opportunities that align with the Center for Innovation’s mission. Develop compelling proposals highlighting the Center’s initiatives in educational innovation, technology integration, and research. Build relationships with key stakeholders, including government agencies, foundations, and industry leaders, to create a sustainable pipeline of funding that supports the Center’s growth and impact.
ALIGNED STRATEGIC OBJECTIVES
SO1, SO3, SO4, SO5, SO6
RECOMMENDED TIMELINE
Implement following the relaunch of the Center for Innovation.
KPIs
- Number of Grant Proposals Submitted: The Center for Innovation will apply for no less than three grants per year
- Total External Funding Secured: The total annual dollar amount of external funding obtained by the Center for Innovation will exceed $25,000 for the first full year of operation
- Year-Over-Year Funding Growth: The Center for Innovation will realize a 10% increase in external funding year-over-year for the duration of the strategic plan
TACTIC 3
Show-and-Tell
Integrate an “Innovation Showcase” event into the Industry Collaborative to highlight projects being done by faculty, staff, and students. It would also include specific roundtable discussions surrounding new and emerging technologies to promote awareness and collaboration. Doing so will provide more variety to the Industry Collaborative, promote more participation among faculty, staff, and students, and offer opportunities for more collaboration with industry, all of which elevate NECO’s reputation and help promote a culture of innovation. Could be expanded into an annual “Innovation Week,” featuring workshops, guest speakers, hackathons, and showcases of NECO’s innovative projects.
ALIGNED STRATEGIC OBJECTIVES
SO1, SO5, SO6
RECOMMENDED TIMELINE
2025/2026 Industry Collaborative
KPIs
Number of innovation projects shared during the annual Industry Collaborative Meeting
Satisfaction rate of industry collaborative participants
TACTIC 4
Explore Opportunities to Embed Innovation in Performance Reviews
This tactic involves thoughtfully exploring ways to encourage and promote innovation in NECO employees’ daily work through the performance review process. Performance reviews reflect the values most important to an organization and help establish shared expectations. By considering how innovation might be integrated into these reviews, NECO signals its commitment to fostering a culture where everyone, at every level of the organization, feels encouraged to think creatively and experiment with new ideas.
The emphasis would be on understanding how employees have approached innovation and what they have learned from their efforts, rather than solely focusing on the success of specific initiatives. For example, performance reviews could include optional questions such as, “Over the past year, where did you attempt to innovate? What processes, systems, or methodologies did you try to improve? How did it go and what did you learn? How did this contribute to your overall growth and development?”
This exploratory approach ensures that innovation is introduced in a way that supports growth, avoids becoming overly prescriptive, and creates a positive and inspiring framework for professional development. By starting with a pilot or consultation process, NECO can gather feedback and ensure the approach aligns with its culture and desired outcomes.
ALIGNED STRATEGIC OBJECTIVES
SO1, SO2, SO5, SO6
RECOMMENDED TIMELINE
Pilot during performance review cycle and iterate thereafter.
KPIs
- Employee Feedback: Evaluation of whether employees find the discussions useful for fostering creativity and growth
- Supervisor Feedback: Evaluation of whether super visors find the discussions useful for fostering creativity and growth
- Number of Employees Identifying New Innovation Goals in Reviews: Tracking of how many employees set innovation-related goals for the future
- Organizational Perception of Innovation Culture: Assesses changes in how employees perceive NECO’s commitment to innovation through ongoing climate surveys
Continually Innovating Towards An Agile Campus
NECO’s primary mission and responsibility lies in preparing and educating future optometrists, and while the goals and initiatives discussed above help enable better teaching and learning, we are also recommending tactics with a more direct application.
TACTIC 1
Expand efforts to develop and evaluate innova- tive courses and learning experiences.
Continue to design, test, and iterate on new educational formats and pedagogies, integrating cutting-edge tools and methods to enhance student engagement and outcomes. These efforts will include continuation of the work to develop online, hybrid courses, and blended learning, as well as sim- ulations and other new and evidence-based approaches.
ALIGNED STRATEGIC OBJECTIVES
SO1, SO2, SO5, SO6
RECOMMENDED TIMELINE
Continuing
KPIs
- Student Satisfaction: Online courses will achieve student course evaluation scores at or above the institutional average
- Academic Performance: Student outcomes in rede- veloped courses will meet or exceed those of previous course versions, as measured bypass rates and overall grade distribution
- Course Development: NECO will launch a minimum of two incremental online courses per year
TACTIC 2
Personalized (Agile) Learning Pathways
NECO will begin exploring systems and processes that allow students to customize their educational experiences based on career goals and learning needs. This includes offering modular content, adaptive learning technologies, and tailored mentorship to support individual aspirations.
ALIGNED STRATEGIC OBJECTIVES
SO1, SO2, SO3, SO4, SO5, SO6
RECOMMENDED TIMELINE
Begin exploration effort in 2026
KPIs
Adoption Rate: Percentage of students who actively use introduced tools and technologies promoting personalized learning pathways
Student Performance Improvement: Comparison of student performance before and after engaging with personalized learning tools (e.g., NBEO scores, GPA, skills assessments)
Student Satisfaction:Student feedback on perception of personalization, engagement, and support
Efficiency: Time and resources required to develop and implement personalized learning options
TACTIC 3
AI for Teaching & Learning
NECO will continue to integrate Artificial Intelligence (AI) into teaching and learning processes, leveraging AI tools to support learning, automate routine instructional tasks, and enhance faculty effectiveness. This tactic also includes faculty development to ensure AI is used ethically and effectively in the classroom.
ALIGNED STRATEGIC OBJECTIVES
SO1, SO2, SO4, SO5, SO6
RECOMMENDED TIMELINE
Continuing
KPIs
- Student Engagement with AI Tools: Percentage of students using AI-driven learning support, such as tutoring or adaptive learning platforms
- Student Satisfaction with AI-Enhanced Learning: Survey results on perceived value and effectiveness of AI-powered learning tools
- Faculty Participation in AI Training: Percentage of faculty who complete AI-related professional development sessions
- Courses Utilizing AI Tools: Percentage of courses incorporating AI for teaching, assessment, or student support
