Academic leaders at community and technical colleges must balance institutional projects, student success initiatives, and academic programs. Many of the tasks associated with these endeavors involve faculty and staff members. As academic leaders plan for change, it is wise to involve faculty in a positive way. The goal of faculty members' involvement would be to increase their understanding of college operations, encourage their participation in decision making, and motivate their support for new projects or recommendations for change. Ultimately, an academic leader would be wise to invest the time in building a collaborative culture of shared governance to make wise decisions and meaningful change. Creating an environment of shared governance must be an intentional effort by college leaders. Research has noted that faculty desired to be a part of decision-making but believed that their leaders were operating the college using a corporate business model that did not allow for shared governance (Kater, 2017). As budgets tighten and state support fluctuates, leaders are tempted to centralize decision-making. However, the cost of such governance could be the lack of support from faculty and staff members and possibly failure of projects, initiatives, and academic programs. The purpose of this study is to explore methods that leaders may use to share information with faculty and staff about budgets in the process of strategic planning for change. Specifically, this qualitative study sought to understand the effect of the development and use of a return on investment (ROI) tool during an academic program review process. This study examined how the use of the ROI tool impacted communication, planning, and shared governance at a two-year college. Results of this study indicate that the development and use of an ROI tool increased communication between academic leaders and faculty members. Further, it necessitated further education regarding the institution's budgets which resulted in trust that faculty members offered sound recommendations for change. Finally, the use of an ROI increased faculty members' trust in the ability and intention of academic leaders to increase a positive culture of shared governance. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com.bibliotheek.ehb.be/en-US/products/dissertations/individuals.shtml.]