STRATEGIC PLAN

Our aspirations

The period from 2025 through 2029 is a defining growth period for Larkin University. We will expand our health professions programs and our physical presence through the Orlando branch campus, the addition of the Washington Square building in Miami Gardens, and development of the medical campus in Naranja. These investments will connect education, research, clinical training, and community service across a broader university footprint.
Our responsibility is to ensure that this growth creates meaningful opportunity. Students should find rigorous teaching, accessible faculty, clear pathways into healthcare careers, and support that helps them complete their education. Our communities should see a university that listens, prepares professionals for local needs, and contributes to better health.
We will develop the Master of Biomedical Sciences program into the principal feeder for Dental Medicine, Physician Assistant Studies, Pharmacy, and Osteopathic Medicine, with guaranteed access pathways for eligible students. We will build a connected pathway from middle and high school through college, professional education, and residency or professional practice to attract and retain local talent.
Sustaining this ambition requires greater need-based student support, a growing endowment, stronger fundraising, and careful alignment of enrollment with faculty, facilities, clinical placements, and operating resources. We will also enlarge our international footprint through educational and research partnerships that contribute to LU’s mission and bring lasting value to students and the communities we serve.

Developing our strategic plan

This strategic plan defines Larkin University’s path forward for the next three years. President Ettrich established a dedicated Strategic Plan Steering Committee with representatives from the Provost’s Council, LU administration, the individual colleges, faculty, and university-wide offices to guide its development.

Recognizing that our local South Florida communities have a vested interest in the University’s success, the Committee sought input from university faculty, staff, and students, as well as healthcare providers, residents, employers, government officials, and other community partners. This plan incorporates hundreds of hours of listening and learning from individuals within and beyond LU who care about its future and its contributions to the communities we serve.

LU used several methods to gather and analyze stakeholder feedback:

1. University surveys. Surveys of students, faculty, and staff identified shared priorities, emerging needs, and key themes to guide the plan.

2. Pilot community outreach projects. LU developed pilot outreach initiatives to engage local communities, gather feedback, and better understand how the University’s programs and services can respond to community needs.

3. Independent feasibility studies. The University commissioned two independent feasibility studies to inform development at the Orlando and Naranja locations and assess alignment with regional educational and healthcare needs.

4. Key informant interviews. LU interviewed elected officials, business leaders, and other community leaders to understand their perspectives, priorities, and aspirations for the University.

5. Community review and validation. To complete the feedback process, the draft strategic plan will be shared with the LU community and broader community stakeholders through town hall meetings and breakout sessions in October and November 2026. These discussions will provide an opportunity to validate the findings, refine priorities, and confirm the plan’s direction before final adoption.