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Introduction

Centers and Institutes provide opportunities to explore interdisciplinary collaborations within ÍÃ×ÓÏÈÉú and often benefit from partnerships with external organizations. The work of Centers and Institutes enhances ÍÃ×ÓÏÈÉú’s strengths and expands its research and educational horizons by drawing together faculty, scholars, staff, students as well as external audiences (e.g., community members, scholars from other institutions) for academic inquiry, problem-solving and training. All ÍÃ×ÓÏÈÉú Centers and Institutes advance the mission and values of the University.

Definitions

Centers

Centers are organized to conduct research and/or provide a specific educational or public service, usually focused on a specific interdisciplinary theme or topic. They may involve faculty from one or more departments and divisions, but also may include individuals from within the same department or division of the University. Because Centers are meant to be flexible units, their scope, their mission and their size vary considerably. Centers may be involved in the offering of continuing education activities related to its area(s) of interest, community outreach, service learning or clinical services. The “Center” structure may facilitate efforts of the college or university to obtain extramural funding in specific areas. 

A Center serves as a formalized link between the academic and professional communities in the area(s) of focus. It is most often housed within traditional administrative structures, such as a department or a division. However, in rare cases some centers can reach across several divisions and report directly to the Office of the Provost. A “Center” is not involved in the independent offering of credit courses or degree programs. 

Research centers and laboratories are specifically focused on research, while service/consultation centers are usually focused on providing an academic or public service, such as faculty development, program evaluation/assessment, connecting with community stakeholders, or tutoring. 

Centers may hire and appoint staff members but not faculty. Faculty may have appointments in centers and institutes but only in addition to their appointments in academic departments.

Institutes 

Institutes share the center’s focus on research, provision of opportunity for interdisciplinary activity, involvement in continuing education activities, value in facilitating efforts to obtain extramural funding, advancement of diversity and equity principles, and service as a link between the academic and professional communities. 

An Institute, however, is a far more formalized structure and may be equivalent to an autonomous unit within the internal structure of the college or university such as a department or division. However, it can also be housed within a division (but not a department).  It may, unlike a “center,” be involved in the offering of credit-bearing courses and may offer degree programs and formal credentials. An Institute may also include a number of centers or laboratories within it, and may also be involved in community outreach or clinical services. 

Institutes may hire and appoint staff members. Faculty may have appointments in institutes (with the approval of the Chair, Academic Dean and Provost) but these are typically done in addition to their appointments in academic departments.

Approval Process

New Centers and Institutes must undergo a formal approval process that includes a proposal that is approved by appropriate stakeholders.

A proposal for a new Center or Institute first requires the approval of the relevant department chair (if applicable), Dean(s) and Vice President depending on where the Center or Institute resides.  

Formal approval then must be given by the Provost and Council of Academic Deans. 

The director of an Institute or Center that is housed within a division is appointed by the Dean, while directors of Institutes or Centers that are at the university level are appointed by the Vice President (if applicable) and Provost. 

“Named” Centers and Institutes (i.e., those that are established in the name of a person or organization and are typically based on a gift) must also be approved by the Naming Committee within Advancement, the Vice President for Advancement, the President, and University’s Board of Trustees.

A template and guidelines for proposals for new Centers and Institutes are available on the Office of the Provost website.

Additional Criteria for Centers and Institutes

1. Formal approval for a new Center or Institute is required before engaging in any marketing or publicity about the Center or Institute.  
2. A Center or Institute must operate within the policies and procedures of ÍÃ×ÓÏÈÉú University. It is not an independent agency or autonomous administrative unit.  This includes adhering to guidelines developed by University Communications and Marketing on brand, image, and likeness and adhering to all academic personnel and human resource policies and procedures. 
3. Except in the case of service & consultation Centers, the University normally will not use internal funds to operate, hire, or provide space for a Center or Institute. Whatever regular ÍÃ×ÓÏÈÉú personnel, spaces or funds are associated with a center simply represent the aggregation of the participants' times, spaces, and funds.
4. With ÍÃ×ÓÏÈÉú's endorsement, a Center or Institute may (and is expected to) apply for external funding which may be used for personnel, space, or programs of the unit.
5. Persons occupying positions funded from external sources have no guarantee of continuing employment at ÍÃ×ÓÏÈÉú University. Appointment letters offered to these persons will specify that the appointment carries no reappointment or tenure commitment by virtue of its association with the Center or Institute.
6. Each Center or Institute must have a director who manages the unit and is responsible for the day-to-day operation, including administrative review of expenditures and ensuring that a ÍÃ×ÓÏÈÉú website is created and updated regularly.
7. Faculty members associated with a Center or Institute will retain all rights and privileges of appointment in their home academic unit. All salary, promotion, and tenure considerations will be made by their home department and academic division within the regular review and evaluation process. Faculty with a joint appointment in a Center/Institute and an academic unit will hold their tenure in an academic unit. The home academic unit’s annual review of faculty associated with a Center or Institute should include contributions of the faculty member to the Center or Institute.  A faculty member’s research, teaching, and service contributions to a Center or Institute should also be considered in their promotion and tenure decisions.  
8. Classified and non-classified staff may be assigned to a Center or Institute.  Any staff position supported completely or partially by soft funds (e.g., an externally-funded grant) is dependent on the availability of those funds.  Each staff member must receive an annual evaluation from the Center or Institute Director or other Center or Institute supervisor.
9. Institutes are required to have an advisory board that includes internal and external membership, and Centers are strongly encouraged to have an advisory board.  In order to benefit from the expertise offered by an advisory board, such boards should meet a minimum of once per year.

Evaluation Process

All Centers and Institutes must submit an annual report to the supervising administrator (Chair, Dean, Vice President, etc.) and the Office of the Provost.  The report should follow the University template and include a summary of income and expenditures. 

The supervising administrator (Dean, Vice President) or Provost may request a formal evaluation of the Center or Institute no more than once every five years.  

Discontinuance of a Center or Institute

When faculty support for a Center or Institute no longer exists, if there is no interest among the faculty in participating in or leading the Center or Institute, or when a Center or Institute is no longer financially viable as judged by the appropriate Dean, Vice President or the Provost, the Center or Institute should be formally discontinued. 

A Center or Institute may be discontinued through the review process; or the Director of the unit may propose the termination. 

Requests to deactivate Centers or Institutes shall include a rationale for the deactivation of the unit, a detailed statement of the financial condition of the Center or Institute, a prospectus for fulfilling any contractual obligations of the center/institute, and a plan for phasing out the activities of the Center or Institute, including any recommendations for continuing activities of the deactivated center/institute through other organizational units of the University. 

If there is a disagreement relating to the discontinuation of a Center or Institute, the Director may make a formal request to the Provost that the procedure described in Section 8.A. of the University Senate Bylaws “Guide for the Consolidation, Partition, Transfer, or Elimination of Academic Divisions, Departments, or ÍÃ×ÓÏÈÉú,” be implemented.  

When discontinuing a Center or Institute, consideration should be given to the termination or transfer of any contractual obligations; the employment status of any employees; the transfer of any capital equipment or space, and the transfer or reassignment of any funds, including foundation accounts.

Related Form(s)

Not applicable.

Additional Resources and Procedures

Not applicable.

FAQ

Not applicable.

Policy Administration

Next Review Date

7/1/2026

Responsible Officers

• Provost and Executive VP of Academic Personnel

Legal Reference

Not Applicable.

Compliance Policy

No

Recent Revision History

New 2023

Reference ID(s)

 None

Reviewers

• Provost and Executive VP of Academic Personnel
• University Senate