ABSTRACT
This chapter examines how to optimize center staffing and advisory boards in order to promote involvement with institutional change. It proposes that a series of actions involving center staff center capacity building, center strategic planning, initiating collaborative ventures, and formulating an attitude of letting go all work together to align center staffing with this broader role. Staffing to promote involvement in institutional change is neither simply nor solely a question of the number of staff members serving in TLCs. Teaching and learning centers that are themselves practicing continuous 'learning-centered' professional development and that invest in capacity-building among all of its staff are most likely to have the flexibility and broad skill sets required to move toward intentional involvement in institutional change. Further, as a center moves toward engagement in a wider variety of institutional change projects, it is critical to consider a broader constituency when forming an advisory board.
