Strategies for Sustainability of University-Based Medical Laboratory Sciences Programs

1. Strategies for Sustainability of
University-Based Medical
Laboratory Sciences Programs

2. Abstract 1

3. “
The COVID-19 pandemic has had a
significant impact on the economy and
public education financing. As a result, the
pandemic poses a serious threat to the
long-term viability of Medical Laboratory
Sciences (MLS) training programs in
universities and colleges. University
administration, students, clinical affiliates,
and instructors are all stakeholders in
university-based MLS programs. Each
group has its own set of objectives and
obstacles, which have an impact on the
program's long-term viability. This study
outlines ways for achieving particular goals
for important stakeholders that lead to
long-term sustainability. These tactics are
applicable in both pandemic and post-
3

4. Administrators 2

5. When the economy is bad,
university administrators review
programs. Demand (enrollment),
quality, relevance to the
workforce, consistency with the
university mission, and program
cost are among the criteria used
to evaluate programs. 6,7 It is
critical that administrators are
informed on program quality,
including graduation rates, board
examination pass rates, job
placement rates, and community
support. The university's
accreditation with the National
Accrediting Agency for Clinical
Laboratory Sciences should be
reminded to administrators.
5

6. students 3

7. The MLS profession is not well-known
among the general public. 8,9 Many
students say they've never heard of
the major before. Faculty can market
their program to similar majors at
their university, such as biomedical
science (BMS)/biology. Inserting one
or more MLS courses into the BMS
curriculum, particularly as a
mandatory course, is an ideal method.
If the MLS program is not situated in
the same department or college as
the BMS program, this technique will
require major buy-in. Faculty can
share syllabi, attend each other's
faculty meetings, and demonstrate
how MLS course content will benefit
BMS students in their future careers.
Professors might also invite BMS
7

8. Clinical affiliates
4

9. The amount of clinical seats available is a constraint on program
expansion. 10 MLS and medical laboratory technician (MLT) students
from different programs are accepted at some training hospitals.
Students may not have access to a suitable test menu at local hospitals.
It is critical to increase the number of clinical locations. Faculty can
search for potential training sites using their state's hospital database,
which includesVeterans Administration and military hospitals. Faculty
should explore for opportunities outside of their own state, particularly
if they are near the state boundary. Many hospitals will argue that they
are unable to train students because they are experiencing a staffing
shortage.This is a benefit, not a disadvantage. According to the 2018
ASCP vacancy survey11, the second and third most problematic aspects
of hiring are growing competition for well-trained people and
applicants who lack the appropriate certification, education, and
9

10. faculty 5

11. Curriculum development is a fun and
creative task. Faculty can work together to
plan curriculum changes, and expect
brainstorming to take numerous sessions
over the course of at least a semester.
Setting an overarching timeline as well as a
smaller agenda for each session is critical.
During the strategizing, a faculty member
can be assigned as the devil's advocate.
This assigned task reveals potential
dangers and helps to avoid unpleasant
situations.The program director can set
work completion deadlines and allocate
professors as needed to meet objectives.
Faculty members on the tenure track
should be encouraged to present their work
at conferences and in publications on the
study of teaching and learning.
11

12. Table 1.Eleven Strategies for Sustainability (and
their stakeholders)
12
Strategy Stakeholders
Fulfill enrollment goal of institution Administrators
Promote the program to students in similar majors at
institution
Students
Recruit alumni of similar majors from institution Students
Add additional start dates to program Students
Consider categorical training Students
Create community within student groups to aid retention
and expand program reputation
Students
Add clinical sites Affiliates
Stretch clinical site capacity Affiliates
Shorten onsite clinical training Affiliates
Strategize curriculum changes creatively Faculty and affiliates
Be flexible Everyone

13. Conclusion 6

14. To be viable, university-based MLS programs must meet the
needs of their stakeholders.They must reach certain
enrollment goals to satisfy university administration.They
need to attract more qualified individuals to increase
enrolment.They need to increase the number of clinical
training centers to train applicants.The author's MLS program
used a variety of tactics to achieve these requirements, which
are detailed in this study. Putting these tactics in action takes
time and work. In 2020, the COVID-19 epidemic has imposed
additional limits, particularly in terms of hands-on experience,
and has necessitated a quick reaction.
14

15. Abbreviations
• MLS - Medical Laboratory Sciences
• BMS - biomedical science
• ASCP - American Society for Clinical
Pathology
• MLT - Medical LaboratoryTechnician
• CLEC - Clinical Laboratory Educators’
Conference
• SIM - simulated
15

16. References:
Behan, K.J. (2020), Laboratory Medicine,Volume 52,
Issue 5, September 2021, Pages 420-425.
https://doi.org/10.1093/labmed/lmaa109
Presented by: Jolene R.
Balmonte