Creating a New Center

If a group of faculty find that they have a unique concept that cannot be adequately met through existing organizational units and wish to create a center, they may choose to establish a new center. This process may follow a number of pathways, but generally includes the following steps:

1. The faculty members define the unique purpose of the center, identify the initial director, and decide what the administrative home for the center will be.  
2. The faculty members discuss the center concept with the leader of the administrative home for the center and receive their endorsement. 
3. The director submits a Letter of Intent to [email address], who manages the process of center establishment on behalf of the Provost. This will begin a consultative process that will help the faculty and administrator of the proposed center develop a charter. It may include sharing the letter of intent with relevant Vice Provosts and Vice Presidents, and recommendations of additional organizational units or faculty to engage in the center.
4. The director works with the administrator, involved faculty, and additional leadership and stakeholders as appropriate to develop the charter. 
5. The director submits the charter to [email address]. The charter will be reviewed by the appropriate vice presidents and provosts.

In developing the charter, the faculty members and administrator should consider:

• What are the financial needs for center operations, and how will these needs be met during the establishment period and in the long term? FInancial needs may include programmatic or seed funding for the center’s scholarly aims; salary for administrative support; business development support; among others. Fund sources may include one-time or base funding from center stakeholder organizations; a share of the facilities and administrative overhead on relevant sponsored projects; philanthropy; or other sources. The fund commitments should be sufficient to support the center’s operation until it demonstrates its utility and prospects for longer-term sustainability; typically three to five years.
• What are the concrete metrics that best demonstrate the center’s progress toward establishment in the short term and its mission delivery in the long term, and what are appropriate goals for each of those metrics? Ideally, these metrics are specific, measurable, achievable, relevant and time-bound. Also plan for the specific mechanisms to capture this data. These metrics should be included in the center’s annual report, and should be the basis for evaluation in the center’s next five-year review.
• How will critical decisions about the center be made? For example, what input should participating faculty have in determining the next center director? Does the center need a stakeholder committee, and if so, who should be on that committee? How will the strategic direction of the center be determined? How can new faculty join the center? 
• Approximately what percentage of time will the director and other key personnel spend on center activities? How will these efforts be financially supported (if necessary), and how will they be recognized in performance evaluations?
• Which of the university’s mission lines (instruction, research, outreach) will the center engage with in fulfilling its mission?
• Should the center be time-bound, with an explicit sunset date?

The director and administrator may request assistance and advice from relevant vice provosts and vice presidents in answering these questions and others that arise while developing the charter.