As DUSON begins the strategic plan implementation process, we know that a clear vision is of utmost importance as we — faculty, staff, and students — engage and enroll in the process.

In an effort to provide continuous communication to promote our strategic plan goals, strategies and process, the Monday Update will include feature articles on various aspects of the implementation process.

For the next several weeks, we will feature more about the importance, goals and priority strategies of the six focus areas — Education, Research, Clinical Practice, Community Health Improvement, Global Health and People & Environment.

This week, we highlight Research. The five goals identified for this area are:

1. Develop supportive infrastructure that will position DUSON as a leader in nursing science and its translation.
2. Recruit and retain outstanding research faculty, staff, students and trainees.
3. Focus on targeted research clusters of excellence for growth and investment.
4. Promote and accelerate DUSON research, innovation and accomplishments.
5. Diversify the research portfolio and funding sources.

The group identified three priority strategies to focus on for the 2016-2017 academic year:

1. Focus more extensively on faculty mentorship and research development.
2. Recruit, retain, recognize and develop a world-leading research faculty at DUSON.
3. Implement the following research clusters of excellence: Clinical Innovation, Population Health, Precision Health and Methodologies, Models and Analytics.

Let's hear from Executive Sponsor Marilyn Hockenberry on what this all means.

Q: Why are the goals for research so important?

Hockenberry: Opportunities for growth come at a time when nursing research at DUSON ranks higher than ever: ninth nationally with $4.8 million in annual National Institutes of Health funding. Fundamental to achieving continued growth in financial support is the creation of research communities that promote connectivity and partnership at DUSON, Duke Health and other schools and centers at Duke and beyond. These collaborative relationships are essential to address the most pressing health care issues facing us.

Q: Why were your three priority strategies chosen?

Hockenberry: We actually have nine priority strategies we are working on this year. The ones listed above are our top three. These top three will allow us to build capacity as a nursing research institution.

Q: What do you and your team hope to accomplish before the end of this calendar year?

Hockenberry: We hope to accomplish greater visibility as a Duke school that focuses on research that can change the lives of the individuals we care for. The next thing we would like to accomplish is collaboration among other Duke institutes and centers. We are meeting this fall with Duke Clinical and Translational Science Institute, Duke Center for Genomic and Computational Biology, Duke Pratt School of Engineering, the Duke Clinical Research Unit, as well as continue our collaborations with the Duke Institute of Health Innovation to foster our partnerships for the future.

The Research Leadership Group and the Research Steering Council will play an integral part of fostering these relationships and increasing visibility within DUSON for faculty collaboration.

Past Strategic Planning Updates

Strategic Plan Update: Becoming the Destination for Outstanding TalentStrategic Plan Update: Preparing Nursing Leaders Who Will Shape the FutureStrategic Plan Update: Taking DUSON to the World and Bringing the World to DUSONStrategic Plan Update: Collaborating With the Community to Advance HealthStrategic Plan Update: We're Ready for Take Off & Want You Onboard