Goal 3

Goal 3

Advance NECO’s research programs through a transparent, data-driven strategy that leverages institutional strengths, modern technology, and standardized processes to ensure long-term sustainability and measurable impact, while generating new knowledge and forward-thinking educational opportunities for future optometrists.

A core component of NECO’s mission is to “advance the frontiers of optometric knowledge through evidence-based research and translate that knowledge to improve patients’ lives worldwide.” NECO’s existing strengths–faculty expertise, dedication and agile research environment–provide a strong foundation for this mission.
At the same time, NECO operates within a higher-education and healthcare landscape that is increasingly complex and marked by uncertainty. Rapid technological change–including the rise of artificial intelligence (AI), advanced analytics, and integrated data platforms–is transforming research practice and education, even as competition for limited research funding intensifies and public expectations around science and healthcare evolve. In this volatile environment, fostering a culture of rigorous, evidence-based clinical practice is more critical than ever. To remain competitive and relevant, NECO will invest in technologies and standardized processes that support efficient data management, transparent reporting, and data-informed strategic planning.
This research strategic plan provides a roadmap for advancing NECO’s research enterprise while recognizing that sustainability depends on continuous assessment, standardization, and adaptive use of technology. Through evidence-based evaluation and transparent decision-making, we will ensurethat each investment–whether in personnel, infrastructure, or technology–produces measurable returns that strengthen not only research but also NECO’s educational mission, student recruitment, and clinical innovation capacity.
Through this plan, we reaffirm our commitment to conducting robust data-driven research of the highest integrity, embedding research literacy across clinical and academic programs, and ensuring that our discoveries inform patient care, policy, and education. By continuously evaluating outcomes and disseminating knowledge broadly–within NECO, the optometric and scientific communities, and the public–we will strengthen our leadership role in shaping the future of vision science and optometric care.
Plan-Wide Standards for Technology, Data, and Transparency
To ensure accountability and comparability across years, NECO will adopt standardized metrics and digital dashboards to monitor research performance indicators (publications, grants, student engagement, collaborations, reputation). These data will guide resource allocation, annual reviews, and strategic refinements through a technology-supported, data-informed feedback loop. Unless otherwise specified, all initiatives will follow these plan-wide standards:
  • Use of centralized, secure platforms (e.g., Kuali Coeus/Huron/Cayuse/BI/Tableau) for continuous, transparent tracking of outputs, expenditures, compliance, and timelines.
  • Standardized templates and SOPs for reporting, internal funding, promotion & tenure dossiers, IRB/IACUC forms, data utilization/sharing agreements and data management plans.
  • Annual publication of a NECO Research Impact Dashboard summarizing progress for faculty, students, leadership, and trustees.
These efforts are defined by five specific objectives:
SO1. Evaluate NECO’s research program and impact to make informed future decisions.
SO2. Strengthen NECO’s research reputation.SO3. Advance NECO’s research program.
SO3. Advance NECO’s research program.
SO4. Foster a research culture that is both ethically rigorous and innovation-driven, translating compliant, high-quality science into advancements in patient care.
SO5. Create opportunities to engage students in research and critical inquiry.
Because many initiatives support multiple objectives, this plan is organized into five thematic priorities, with each tactic tagged to the strategic objectives it supports. As such, they are organized into themes (strategic priorities) below, with tags denoting which objectives each tactic is aligned with.
The following tactics will evaluate research impact—including deliverables, financial metrics, and other key outcomes—using technology-enabled tracking and standardized reporting. Findings will inform the paths of SO2–SO5.

TACTIC 1.1

  • Assess how student engagement in research contributes to program quality, institutional reputation, and overall mission fulfillment, including:
    • Students enrolled for whom NECO’s research plays a role in their decision (e.g., interest in research programs or faculty reputation).
    • Number of students enrolled in research programs who pursue optometry residencies, careers in academia or research, or leadership roles.
    • Number of student-coauthored research abstracts and publications.
  • Measure the number of research abstracts and publications produced by faculty and students, with an assessment of their impact (including metrics such as h-index values, number of citations, journal impact factor (IF), press releases, external recognition and distinctions).
  • Measure faculty and student abstracts/publications and assess impact (e.g., h-index, citations, journal IF, press coverage, awards), using automated bibliometrics feeds (e.g., Dimensions, Scopus APIs) into dashboards.
  • Measure the number of federal and non-federal research awards.
  • Assess the impact of seed (internal) funds on achievement of external funds, publications and/or other outcomes.
  • Develop a metric of international reputation based on invited presentations at international meetings.
  • Develop ratio-based metrics (e.g., outputs per full-time faculty) for efficiency comparisons.
  • Use centralized systems (Kuali Coeus/Huron/Cayuse + analytics dashboards) to track and analyze KPIs over time with consistent definitions.

ALIGNED STRATEGIC OBJECTIVES
SO1, SO2, SO3, SO4, SO5

RECOMMENDED TIMELINE
Two years, beginning Spring 2026

TACTIC 1.2
Access financial data and identify potential opportunities for improvement.

  • Assess 10 years of financial data for all research programs, including graduate programs (expenditures, revenues, allocated FTEs, overhead).
  • Identify needs for supporting faculty to increase outcomes.
  • Identify potential opportunities to improve utilization of existing resources (including infrastructure) for greater impact:
    • Inventory current laboratory equipment and facilities; define critical needs.
    • Develop a phased capital improvement plan for equipment and space.
    • Explore shared-equipment agreements with nearby institutions/consortia.
  • Build standard cost models and ROI scorecards to compare potential investments on scholarly, educational, operational, and reputational returns.

ALIGNED STRATEGIC OBJECTIVES
SO1, SO4, SO5

RECOMMENDED TIMELINE
Two years, beginning Spring 2026

TACTIC 1.3
Assess funding trends and future opportunities.

  • Develop a roadmap to monitor and adapt to the evolving research funding landscape.
  • Dedicate personnel (Research Administrator) to identify grant opportunities (federal, foundation, industry, philanthropy) and to push tailored alerts to faculty based on profiles.
  • Monitor federal funding trends; use data visualizations to brief leadership and faculty quarterly.

ALIGNED STRATEGIC OBJECTIVES
SO1, SO2, SO3, SO4, SO5

RECOMMENDED TIMELINE
Two years, beginning Spring 2026

The following tactic will be used to develop a plan to strengthen NECO’s excellent research visibility and reputation.

TACTIC 2.1
Increase research visibility and reputation through technology-enabled communications.

  • Develop a continuous content process to update research websites; revamp the site to showcase faculty expertise, projects, and outcomes; deploy a communications plan for widespread dissemination (alumni publications, press releases, social media).
  • Support faculty and students to present at major conferences via increased travel support and protected time beyond standard allowances for other faculty members.
  • Adopt analytics to track engagement with digital communications (web traffic, referrals, social reach, press impressions) and to optimize ROI on communications investments.
  • Use data visualization and storytelling to present results in accessible formats to the general public or stakeholders.

ALIGNED STRATEGIC OBJECTIVES
SO2, SO3, SO4, SO5

RECOMMENDED TIMELINE
Four years, beginning Fall 2026

TACTIC 2
Expand industry-funded, evidence-based clinical research

Increase externally funded specialized clinical research projects in key areas of interest, as informed by the overall research strategy. Identify opportunities for students to actively participate in research initiatives that further their understanding of the relationship between evidence-based research and patient care.

ALIGNED STRATEGIC OBJECTIVES
SO5

RECOMMENDED TIMELINE
Now and ongoing

KPIs

  • Number of research projects funded
  • Industry-sponsored research revenue
  • Increase in student participation in clinical research projects
The following tactics will be used to develop a plan to continue to grow NECO’s research profile and research portfolio.

TACTIC 3.1
Diversify funding development.

  • Proactively align with NIH/NSF/state/foundations priorities; use AI-assisted tools to parse FOAs and match to faculty expertise.
  • Build philanthropy for pilots/innovation/infrastructure with Development & Alumni.
  • Increase fundraising for equipment/facility upgrades.
  • Engage mission-aligned foundations; develop strategic industry partnerships; host networking events and lab tours with sponsors and partners (with the Center for Clinical Innovation and Translational Care).
  • Create a transparent submission tracker with outcomes and lessons learned (institutional learning loop).
This stratified approach will enable us to diversify funding sources, reduce vulnerability to shifts in any single sector, and rapidly adapt to new funding landscapes through regular review and realignment of our funding portfolio.

ALIGNED STRATEGIC OBJECTIVES
SO1, SO2, SO3, SO4, SO5

RECOMMENDED TIMELINE
Four years, beginning Fall 2026

TACTIC 3.2
Incentivize external funding (with transparency/standardization).

  • Elevate impact of submissions/awards in promotion and tenure using published rubrics and  clear weightings.
  • Provide institutional matching funds where required.
  • Increase recognition for awardees internally/externally.
  • Expand seed funding for preliminary data and continue with bridge support for resubmissions.
  • Expand pre- and post-award support (biostatistics, grant writing, mock study sections, editing, budget prep, compliance, admin support, APCs, mentorship).
  • Standardize internal funding application and review timelines with published success rates.

ALIGNED STRATEGIC OBJECTIVES
SO1, SO2, SO3, SO4, SO5

RECOMMENDED TIMELINE
Four years, beginning Fall 2026

TACTIC 3.3
Increase peer-reviewed publications.

  • Implement publication incentive program tied to recognized, non-predatory journals.
  • Provide writing retreats/workshops and manuscript sprints.
  • Encourage student co-authorship where appropriate.
  • Invest in relevant statistical/analysis tools; standardize data/reproducibility checklists.

ALIGNED STRATEGIC OBJECTIVES
SO1, SO2, SO3, SO4, SO5

RECOMMENDED TIMELINE
Four years, beginning Fall 2026

TACTIC 3.4
Foster interdisciplinary research initiatives.

  • Internal seed grants requiring at least two faculty with no prior collaboration.
  • Regular Research Mixers/symposia; online collaboration portal of interests/methods.
  • Support team formation for large collaborative grants.

ALIGNED STRATEGIC OBJECTIVES
SO1, SO2, SO3, SO4, SO5

RECOMMENDED TIMELINE
Four years, beginning Fall 2026

TACTIC 3.5
Build strategic external collaborations.

  • Identify local institutions, hospitals, community organizations, and industry partners for joint projects and internships.
  • Host joint mixers/seminars; establish MOUs for long-term partnerships.

ALIGNED STRATEGIC OBJECTIVES
SO1, SO2, SO3, SO4, SO5

RECOMMENDED TIMELINE
Four years, beginning Fall 2026

TACTIC 3.6
Develop faculty researchers.

A consistent research team around faculty is essential for momentum, continuity, and competitiveness. Data science, biostatistics, and modern technology will be integral to rigor and reproducibility. In order to develop clear pathways for hiring and retaining top-tier funded researchers:
  • Maintain or increase the current proportion of faculty members on tenure-track paths.
  • Increase the current proportion of faculty FTE dedicated to research (not scholarship). For purposes of this plan, “research FTE” refers to protected effort assigned to externally funded, internally funded, or institutionally prioritized research activities, distinct from general scholarship, teaching preparation, or clinical service.
  • When hiring faculty for teaching/clinical tracks, ensure at least two new faculty hired in the next four years show interest in conducting research and have protected FTE specifically for research (not scholarship).
  • 1Provide training and support for current faculty (easy access to biostatistics/data science consultation; design/analysis clinics; reproducibility and open-science workflows).
  • Implement a structured mentoring program for all new hires.
  • Standardize faculty productivity dashboards for transparent promotion and tenure evaluation and annual reviews.

ALIGNED STRATEGIC OBJECTIVES
SO1, SO2, SO3, SO4, SO5

RECOMMENDED TIMELINE
Four years, beginning Spring 2027

The following tactics will be used to foster an ethically responsible research culture and compliance as well as a culture that embraces innovation leading to advancements in patient care.

TACTIC 4.1
Enhance data management and security.

  • Implement secure, cloud-based, compliant data storage with role-based access.
  • Provide training on RCR and best practices in data collection, management, storage, analysis, and sharing.
  • Standardize DMP templates; maintain a searchable library of SOPs and forms.
  • Deploy compliance dashboards for training, IRB/IACUC status, and audit readiness.

ALIGNED STRATEGIC OBJECTIVES
SO2, SO3, SO4, SO5

RECOMMENDED TIMELINE
Two years, beginning Spring 2027

TACTIC 4.2
Strengthen ethical oversight and compliance (human and animal research).

  • Ensure IRB and IACUC are adequately staffed and trained; guarantee timely reviews and regular inspections.
  • Provide/monitor mandatory recurring training (e.g., CITI) for all personnel.
  • Implement a comprehensive RCR program covering misconduct, authorship, COI, mentorship, and data ethics/AI.
  • Require research-literacy training for clinical faculty; develop clear guidance on consent, recruitment, and privacy.
  • Maintain and improve animal facilities to meet or exceed standards.

ALIGNED STRATEGIC OBJECTIVES
SO2, SO3, SO4, SO5

RECOMMENDED TIMELINE
Two years, beginning Fall 2026

TACTIC 4.3
Develop programs to support innovation leading to advancement in patient care.

  • Identify external partners (institutions, hospitals, community orgs, industry) for interdisciplinary collaborations directly linked to care improvements.
  • Support translational research by faculty with advanced degrees.
  • Create an Innovation Advisory Board including the Director of Research and Faculty Research Committee; publish bylaws and annual reports.
  • Integrate digital health, AI-assisted diagnostics, and telehealth pilots that align with future care models.

ALIGNED STRATEGIC OBJECTIVES
SO1, SO2, SO3, SO4, SO5

RECOMMENDED TIMELINE
Theee years, beginning Spring 2027

TACTIC 4.4
Create a center for clinical innovation and translational care.

  • Establish the Center for Clinical Innovation and Translational Care; formal leadership roles; oversight committee for ethics, clinical compliance and responsible tech use.

ALIGNED STRATEGIC OBJECTIVES
SO1, SO2, SO3, SO4, SO5

RECOMMENDED TIMELINE
Theee years, beginning Fall 2027

TACTIC 4.5
Apply innovation to the curriculum.

  • Integrate RCR case studies into innovation courses (e.g., human subjects’ safety, conflicts, data fabrication, AI risks).
  • Use real-world ethical dilemmas in clinical innovation.
  • Standardize curricular outcomes and assessment rubrics.

ALIGNED STRATEGIC OBJECTIVES
SO1, SO2, SO3, SO4, SO5

RECOMMENDED TIMELINE
Theee years, beginning Fall 2027

Embedding research and critical thinking into NECO’s academic culture prepares future optometrists for evidence-based practice and leadership. Digital learning and analytics will track engagement and outcomes.

TACTIC 5.1
Increase research literacy across the curriculum.

  • Develop a Research Study Design online module for all OD students covering the value of research, study design basics, RCR, and critical appraisal.
  • Develop a new elective on Understanding Medical Research.
  • Allow all OD students to audit or take the Biostatistics & Research Design I & II courses.
  • Embed journal clubs, case-based discussions, and seminars into existing courses with research faculty support.

ALIGNED STRATEGIC OBJECTIVES
SO3, SO5

RECOMMENDED TIMELINE
Develop curricula in AY26-27, pilot Fall 2027, implementation Fall 2028

TACTIC 5.2
Research concentration track with capstone for OD students.

  • Develop an optional two-year capstone with mentorship, small projects, and presentation at Student Research Day; optional external submission.
  • Distinct from OD/MS: capstone emphasizes application and literacy; OD/MS emphasizes hypothesis-driven thesis.
  • Track student progress via LMS analytics and advising dashboards.

ALIGNED STRATEGIC OBJECTIVES
SO3, SO4, SO5

RECOMMENDED TIMELINE
Design AY26-27, pilot Fall 2027, full implementation Fall 2028

TACTIC 5.3
Revitalize and market the stand-alone MS in Vision Science program.

  • Conduct a comprehensive curriculum review of this program:
    • Incorporate emerging fields (e.g., AI in eye care, data science).
    • Develop flexible delivery options (hybrid/part-time) for working clinicians.
    • Provide enough credits to meet immigration requirements for international students.
    • Develop a hybrid program for international students where they take online courses (including the module in Study Design described above) and develop their project during the first year. They complete the research lab work in person during their second year.
  • Create applied research fellowships with industry/clinical networks (with the Center for Clinical Innovation and Translational Care).
  • International recruitment strategy targeting OD graduates and industry professionals.

ALIGNED STRATEGIC OBJECTIVES
SO2, SO3, SO5

RECOMMENDED TIMELINE
Review/redesign in 2025-26; launch Summer 2027

TACTIC 5.4
Expand student research exposure outside the classroom.

  • Launch Student Research Day for OD, OD/MS, and MS.
  • Annual 3-Minute Research Pitch Competition (tied to Lab Research Survey; open to all students).
  • Offer micro-grants for student-led projects (via Internal Funding Applications).
  • Increase student employment positions on research projects; create opportunities for undergraduates to participate.

ALIGNED STRATEGIC OBJECTIVES
SO2, SO3, SO5

RECOMMENDED TIMELINE
Micro-grants/Research Day in 2027; 3MT in 2028

TACTIC 5.5
Create a professional track MS program (1-year, capstone, non-thesis).

To broaden appeal and expand enrollment, offer a 1-year MS in Vision Science with a capstone instead of a research thesis. This program will target national and international optometrists, ophthalmologists and industry professionals seeking advanced training without the demands of lab-based research.
Sample Proposed Curriculum (30–36 credits, 12 months):
Fall Semester (12–15 credits):
  • New Research Study Design online module.
  • Biostatistics and Research Design I.
  • Core Vision Science courses.
  • Advanced Topics in Vision Science (e.g., Myopia).
  • Clinical Reasoning Seminar (separate from existing CR courses).
  • Elective (Public Health, Low Vision, or Contact Lenses)
Spring Semester (12–15 credits):
  • Biostatistics and Research Design II.
  • Visual Neurophysiology & Development of Vision.
  • Evidence-Based Practice in Optometry (capstone prep).
  • Elective (Ocular Disease, Optics).
Summer Term (6 credits):
  • Capstone Project (systematic review, clinical guideline, or case series).
  • Professional Development Workshop (scientific writing, presentation, grant writing).
  • In person, hands-on, clinical and research laboratory learning (3 weeks).
Capstone Requirement: Instead of a thesis, students complete a substantial scholarly project (literature review, guideline, or applied clinical project) and present at Student Research Day or 3MT competition.
This objective will make NECO’s offerings to students and professionals more flexible:
  • OD students: guaranteed research literacy with optional capstone.
  • OD/MS: rigorous research training culminating in a thesis.
  • Stand-alone MS: revitalized with tracks, flexible delivery, and stronger marketing.
  • Professional MS (1-year): accessible, non-thesis, international- and industry-friendly.

ALIGNED STRATEGIC OBJECTIVES
SO2, SO3, SO5

RECOMMENDED TIMELINE
Develop FY28, launch Fall 2028

Conclusion

By integrating technology, data-driven decision-making, and transparent assessment into every level of its research enterprise, NECO will strengthen its capacity to deliver measurable value—not only through scientific output but through enhanced education, institutional reputation, and clinical innovation. Each investment proposed in this plan represents a strategic opportunity to amplify impact across teaching, research, and community missions, ensuring that NECO remains a national leader in evidence-based optometric education and vision science.


Implementation & Evaluation

A Research Advisory Committee (Research Faculty Committee, Director of Research, Director of Graduate Studies, Dean of Academic Affairs) will:
  • Develop annual action plans with specific targets and resource implications.
  • Monitor progress quarterly via dashboards; present biannual summaries to leadership.
  • Conduct comprehensive reviews at end of Year 2 and Year 5 to assess effectiveness, identify oppotunities, and adapt to evolving landscapes.
  • Report annually to the President and Board of Trustees on achievements, KPIs, ROI by category, and next-year priorities.