ABSTRACT
This chapter examines the evidence of and strategies for embedding the center and director in both the institution’s strategic planning process and strategic planning document. One of the most powerful and sustaining factors that enabled both the center and director to function with greater involvement at the institutional level was being involved in the institutional strategic planning process for these broad level initiatives. Five of the eight case study directors discussed their involvement in the institutional strategic planning process and the role this played in enabling their role in broader initiatives. However, the obvious connections between the TLC and institutional strategic planning are often missed opportunities because of how narrowly centers have defined themselves. This chapter concludes with a series of recommendations and strategies for advancing the director's involvement in the strategic planning process and integrating the TLC within the institutional strategic planning document.
