Clinical Laboratory Sciences
2024 – 2028 Strategic Plan
The Department of Clinical Laboratory Sciences in the School of Health Professions at Stony Brook University is pleased to announce its 2024-2028 strategic plan, purposefully aligned with the school’s and university's overarching plans to provide world-class education and foster continuous student growth. This strategic plan is designed to optimize student skills and knowledge through innovative educational practices and a commitment to professional development. By setting clear goals and objectives, our department aims to enhance academic excellence and ensure that students receive the highest quality of education possible. Through strategic partnerships with industry leaders and community organizations, we are dedicated to enriching the educational experience, preparing students to excel in their careers and make significant contributions to the field.
Mission
Our commitment to the students enrolled in the Clinical Laboratory Sciences program is to provide the highest quality of education and technical skills in laboratory science. The Department of Clinical Laboratory Sciences will facilitate professional development, provide leadership and direction, enhance the role of clinical laboratory scientists as integral members of the health care team and promote the laboratory profession.
Strategic Priority I - CLS Education Delivery
Goal I.1 – Growth | Grow the CLS program by improving quality reputation and best in class education
Objective 1 - Program Quality: Upholding accreditation standards
- Tactic - CLS will uphold the highest educational standards of its program to ensure continued accreditation with NAACLS.
Objective 2 - World-Class: Enhance educational opportunities within the CLS program
- Tactic - CLS will enhance interprofessional education opportunities for students to gain the skills and knowledge to integrate with, and excel on, the healthcare team.
Goal I.2 - Student-centric | Streamline CLS program processes to increase student engagement
Objective 1 - Streamlined Processes: Enhancement of processes and performance for recruitment and retention
- Tactic - CLS representatives will continue to strengthen pipelines for recruitment into the field of clinical laboratory science.
- Tactic - CLS will seek additional student-centered strategies to foster and promote retention.
Goal I.3 - Novel Education | Foster educational and clinical experiences
Objective 1 - Novel Education Model: Deliver exemplary didactic and clinical instruction to achieve optimal outcomes
- Tactic - CLS program will meet or exceed standard pass rates for ASCP certification and NYS licensure exams based on NAACLS standards.
- Tactic - CLS program will meet or exceed standard employment rates for the CLS industry based on NAACLS standards.
- Tactic - CLS program will meet or exceed standard graduation rates based on NAACLS standards.
- Tactic - CLS program will meet or exceed standard retention rates based on NAACLS standards.
Objective 2 - Skill Building: Optimize student skill-base for success as a clinical laboratory scientist
- Tactic - CLS will ensure students receive curricular instruction in quality protocols and practices that are in accordance with industry standards and accreditation requirements (instrument calibrations, use of positive-negative controls, and understanding of SOPs).
- Tactic - CLS will enhance current CLS practice by incorporating problem solving skills into didactic coursework based on NAACLS recommendations.
Objective 3 - Assessment of processes and outcomes
- Tactic - CLS program faculty and staff will review processes and outcomes of student exams, employer surveys, clinical feedback, and student evaluations.
- Tactic - CLS faculty will review program outcomes and student learning outcomes.
Strategic Priority II - CLS Workforce and Culture
Goal II.1 - High-performance culture | Cultivating engagement, wellness, and belonging of faculty, staff, and students
Objective 1 - Develop and retain qualified, credentialed faculty
- Tactic - CLS will support continuing education of faculty.
- Tactic - CLS will support professional development and growth in the profession with funds to attend conferences, webinars, and opportunities to present work.
Objective 2 - Create a diverse and inclusive culture that values and leverages the unique perspectives, backgrounds, and talents of all individuals
- Tactic - CLS will incorporate cultural competency components into the curriculum to enhance student awareness of diversity, equity, and inclusion principles.
- Tactic - CLS will cultivate innovation, professional growth, and create a thriving environment for our staff and faculty.
Strategic Priority III - CLS Research
Goal III.1 - Novel research | Promote and expand research initiatives that transcend traditional disciplinary boundaries
Objective 1 - Faculty Research: Support research opportunities for all faculty
- Tactic - CLS faculty will be encouraged to engage in scholarly activities such as publications and presentations on research / areas of expertise, and submission of grant proposals.
Objective 2 - Interprofessional Research: Foster interprofessional research and collaboration
- Tactic - CLS will develop partnerships with students, faculty, staff and community stakeholders to engage in interprofessional scholarly or creative activities.
Strategic Priority IV - CLS Resources
Goal IV.1 - Program-wide excellence | Support and advance excellence through the allocation and utilization of resources
Objective 1 – Advancement: Support advancement opportunities to increase philanthropy
- Tactic - CLS will create strategies for successful advancement and development opportunities by facilitating philanthropic relationships with potential donors.
- Tactic - CLS will create a fundraising campaign to include outreach, including connections with CLS community members.
Objective 2 – Reputation: Optimize marketing and communication initiatives to support CLS program awareness and engagement
- Tactic - CLS will grow its social media presence.
- Tactic - CLS will develop a marketing plan to create awareness around its program.
- Tactic - CLS will work with Dean's office and digital strategy experts to ensure search engine optimization and best end-user web experience.
Strategic Priority V - CLS Community and Partnerships
Goal V.1 - Expansion of CLS Community and Partnerships | Expand and advance internal and external partnerships to strengthen community connections and affiliate relationships
Objective 1 – Partnerships: Strengthen and expand partnerships
- Tactic - CLS will explore internal and external partnerships for educational, research, and scholarship collaborations within targeted areas of workforce growth.
Objective 2 – Affiliations: Expand and develop affiliations
- Tactic - CLS will explore external partnerships to facilitate a mutual exchange of ideas, resources, and talent with partners.
Objective 3 - Community Engagement: Supporting and strengthening partnerships with community members
- Tactic - CLS will support community engagement through initiatives in SHP's Center for Community Engagement and other initiatives across campus.
