ABSTRACT
The relationship between a university community and surrounding, external communities varies from one institution to another. This chapter presents an argument that the degree and success of an institution's inclusivity and commitment to the community depends on an involving process that entails a multidimensional spectrum of participants, from the President to the front-line staff. With the support of the community-at-large and the university community (students, staff, faculty, and administrators), purposeful strategic planning that is built upon genuine participation and meaningful measures can allow any institution to create an inclusive culture promoting successful community engagement. The leadership required to achieve the goal of an inclusive learning organization is not vested in a heroic individual, rather it requires leadership and leaderful behaviors to be promoted, valued, and modelled across the entire enterprise. More recently, a welcome change occurred when a university added a number of religious festivals in its calendar to recognize celebrations of various religions.
