Policy

Establishment, Approval, Administration and Review of Institutes and Centres - Policy

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1. Purpose and Objectives

This policy regulates the establishment, administration, approval and review of Centres and Institutes at The University of Queensland.

2. Definitions, Terms, Acronyms

No entries for this document.

3. Policy Scope/Coverage

This policy applies to all existing Centres and Institutes included on the University’s Register of Centres and Institutes, and to Centre or Institute applications under the categories outlined in this policy.

4. Policy Statement

This policy provides descriptions of each of the categories of Centre and Institute, as well as the mechanisms for their approval, review and annual reporting requirements.

5. Role of Centres

5.1 Centres are intended to reflect a focus of expertise; most, but not all, Centres at The University of Queensland have a research focus. They consist of a group of researchers that might be drawn from a variety of Schools and/or Faculties. A Centre differs from a group of researchers performing collaborative work on a particular research project. A Centre implies commitment by the relevant members to develop a program in a focussed, but broader fashion, than for a single research or consulting project. In addition, all Centres (regardless of size) have a Director, a formal management and reporting structure, a number of researchers (critical mass) and preferably also a group of research students whose work is part of the Centre.

5.2 Centres will often have research as their main focus. It is recognised, however, that there will be some cases where it is appropriate to create a Centre based on other criteria, such as community-based activity, or interdisciplinary teaching. Indeed, some Centres may play key roles in interdisciplinary teaching activity, which cannot be readily accommodated through the normal School structures. They also may collaborate closely with Schools in the development and delivery of programs, particularly fee-paying postgraduate course work and extension programs developed in response to industry needs. Similarly, Centres may be involved in providing consulting services to industry as a normal part of their activities.

5.3 Centres can facilitate and promote interdisciplinary and multi-disciplinary activity in the University. In addition, Centres provide a common and easily identifiable face to external users, and the means to achieve visibility and raised profile. Public recognition of nodes of excellence will also assist interactions and collaborations with external organisations, research institutions and government, as well as help to attract excellent staff and students. In the case of inter-institutional research collaborations where clear critical mass and external profile is being established, UQ proponents should formally apply for Centre status under this policy.

5.4 The critical mass of a Centre and its level of activity will determine how it is categorised (see section 6.1 of this policy). Centre status should not be taken to imply permanency to a structure in the way that School status might.

6. Centre and Institute Categories and Descriptions

6.1 Centre and Institute categories

6.1.1 There are four formal categories of centres:

  • School Centre (section 6.2)
  • Institute Centre (section 6.3)
  • Faculty Centre (section 6.4) and
  • University Centre (section 6.5)

In addition, the category of Institute (section 6.6) is defined within this policy.

6.1.2 In order to encourage collaboration between researchers, and allow Centres to develop, informal groupings of researchers may establish a 'unit' or 'group'. Such informal groupings within a Faculty, School or Institute are usually transitional structures, with a shorter lifespan than formally approved Centres, but may choose to retain this status on a long-term basis. It is acknowledged that informal groupings may often exist as a prelude to a more formal organisation of activity. Recognition of these groupings is a matter for Heads of School, Executive Deans and Institute Directors.

6.1.3 Cooperative Research Centres (CRCs) have a separate status and are not included in this policy. They are subject to different approval mechanisms under the auspices of the Commonwealth Government. For further information on CRCs, refer to the Office of the Deputy Vice-Chancellor (Research).

6.2 School Centres: description

6.2.1 School Centres are established generally around an existing or emerging area of academic strength or expertise, primarily within a single School. Although they may involve individuals from other Schools or Faculties or Institutes, they are primarily driven by and managed by one School. School Centres may be recognised nationally and/or internationally in the discipline.

6.2.2 The characteristics of a School Centre include:

  • activity is focussed mainly within one School but may involve contributions from individuals from other Schools, Centres or Institutes;
  • the level of activity constitutes only a small proportion of the overall School activity, as measured by research or other income/expenditure, publications and other indicators;
  • support staff are normally employed on a project basis, with minor or no dedicated full-time administrative, technical or support staff paid by the Centre, apart from those employed on research or analogous contracts; and
  • the Centre Director is usually part-time, with the Director's salary wholly met by the School that is taking responsibility for the Centre.

6.3 Institute Centres: description

6.3.1 Institute Centres are established generally around an existing or emerging area of academic strength or expertise, primarily within a single UQ Institute. Although they may involve individuals from other Schools, Faculties or Institutes, they are primarily driven by and managed within an Institute. Institute Centres may be recognised nationally and/or internationally in the discipline.

6.3.2 The characteristics of an Institute Centre include:

  • activity is focussed mainly within one UQ Institute but may involve contributions from individuals from other Schools, Centres or Institutes;
  • the level of activity of Institute Centres may vary in their proportion of overall Institute activity, as measured by research or other income/expenditure, publications and other indicators;
  • a recognised core of dedicated support staff may be employed by the Centre;
  • the Centre usually has recognized space, equipment and facilities; and
  • in exceptional circumstances where there is a significant level of activity within an Institute Centre, the Institute Director may approve the establishment of a separate UniFi Operational Unit.

6.4 Faculty Centres: description

6.4.1 Faculty Centres are created to recognise an established area of academic strength within one or more Schools within a Faculty or across Faculties (but where one Faculty is clearly the major driver and is prepared to manage the Centre). They are generally interdisciplinary in nature and established to take advantage of external opportunities. They may be recognised nationally and internationally in the discipline, and their programs have a broader focus than for School Centres.

6.4.2 The characteristics of a Faculty Centre include:

  • activity is focussed across several Schools, and may also involve staff from UQ Institutes;
  • the Centre's level of activity within the University is already significant in the terms of income/expenditure, publications and other indicators, and there is active involvement in the supervision of research students;
  • the School/Faculty contribution to the Centre is typically a combination of cash and in-kind. In addition the Faculty typically contributes some funds (i.e. T&R, or Director's salary);
  • may employ a small core of dedicated support staff in its own right; and
  • a separate UniFi Operational Unit is established.

6.5 University Centres: description

6.5.1 University Centres are created to recognise an established area of academic strength that benefits most from independent status as a separate academic unit. There is generally inter-Faculty participation in the Centre's activities. The research or other activity of the Centre is recognised internationally, with the Centre's programs including significant national and/or international collaborations.

6.5.2 The characteristics of a University Centre include:

  • activity is focussed across several Faculties/Schools/Institutes;
  • the level of activity in the Centre is similar to that of a School in the appropriate Faculty, for example in the generation of income, publications and higher degree research supervision load;
  • income is likely to be obtained from a variety of sources including competitive, industry and international sources;
  • international recognition is evidenced by the attraction of overseas postgraduate research students and staff (researchers or visitors);
  • there is likely to be a significant contribution to the Centre from the relevant Faculties. This may include a significant cash input, such as a share of earned T&R funds (according to University guidelines) and the Director's salary;
  • a recognised core of dedicated support staff are employed by the Centre;
  • the Centre usually has recognised space, equipment and facilities; and
  • a separate UniFi Operational Unit is created.

6.6 Institutes: description

6.6.1 An Institute is intended to indicate a broad structure that incorporates a number of quite diverse stakeholders. Institutes provide a focus or series of foci for its stakeholders so it can have a significant and relevant profile to the external community. It is envisaged that the University would have relatively few such entities and that use of the term signals a major strategic focus of the University.

6.6.2 It is likely that the activities and structures of Institutes will vary widely. Thus uniform detailed guidelines are inappropriate. However, types of structures may include:

  • an 'umbrella' organisation established to represent a range of diverse disciplines, Centres and external stakeholders, so providing a coordinated approach to the area and a focus that is highly visible to the external community (for example, the Sustainable Minerals Institute or the Institute for Social Science Research); and
  • a highly integrated venture involving Schools, Centres, and (possibly) external stakeholders (for example the Institute for Molecular Bioscience).

6.6.3 The Teaching and Educational Development Institute and the Institute of Continuing & TESOL Education are university-wide service activities that report directly to members of the University's executive in fulfilling their particular brief. They are not subject to this policy and are not included in the above definition of Institutes, nor is the Institute of Modern Languages within the Faculty of Arts.

6.6.4 The characteristics of an Institute include:

  • a significant organisational grouping, representing a number of different entities within the University, which provide a coordinated, university-wide focus for a major area of research and service to external or internal stakeholders;
  • significant or complex longer term, multi-disciplinary research activity focussed across several Faculties/Schools;
  • significant linkages and commitments/interests/relationships within external research, business and government groups;
  • international recognition demonstrated by attraction of overseas postgraduate research students and staff (researchers or visitors) and the nature of research project collaborations;
  • resourcing arrangements are variable and depend on the exact structure of the Institute and its external linkages;
  • usually have recognised space, equipment and facilities and employ a core of dedicated support staff; and
  • a separate UniFi Operational Unit will be created.

7. Academic and Resource Issues Associated with the Operation of Centres

7.1 Centres are normally included in the organisational structure of the Faculty for academic and resource purposes.

7.2 Centres are not normally responsible for enrolling research students. The University's policy is that research students will normally be enrolled through the Schools. However, in the case of a small number of UQ Institutes (section 6.6), where the number of research students is large and the number of Schools involved in joint supervision is significant, enrolling students through the Institute may be more appropriate. In such instances, a case would need to be made to Senate via the Higher Degrees by Research Committee, Research Committee and Academic Board for the Institute to enrol students directly. The case must clearly articulate that the Institute has appropriate resources for research students and the capacity, complexity and critical mass to warrant direct enrolment.

7.3 Research students associated with a Centre will normally be enrolled through the most relevant Schools (or Institutes, in the case of Institute Centres), and associated income allocated in line with established University funding guidelines. This does not preclude Centre staff from being either principal or associate advisors of research students within the constraints of University policy and guidelines on supervision. In such cases, however, the staff member is responsible through the Head of the enrolling School or Institute Director (if the student is enrolled directly through an Institute) to the Dean of the UQ Graduate School.

7.4 The University places a strong emphasis on its teaching and learning experience being informed by quality research. Centres and Institutes may engage in undergraduate or postgraduate teaching through collaborative arrangements with Schools and Faculties; however, they will not deliver undergraduate programs in their own right. In some cases Centres and Institutes may act as coordinators of interdisciplinary postgraduate and undergraduate teaching programs, where it is agreed that such activity fits with the directions of the relevant Faculties and with the mission of the Centre or Institute. As with research students, any income from these activities will be allocated in line with University funding guidelines.

7.5 Where a Centre is involved in the development and/or delivery and/or coordination of postgraduate coursework programs, the relevant Executive Dean will be responsible for managing the distribution of income associated with this work.

7.6 Joint appointments of staff may be pursued to facilitate collaborative arrangements between Centres and Schools. Such appointments will need to be carefully managed, to ensure that there are clear expectations in terms of the position's reporting lines and its work commitments for both the Centre and School.

7.7 Proposals for new Centres must clearly document that all relevant stakeholders (including those external to the University) have reached agreement on the following resource management arrangements:

  • cost/income splitting arrangements for research students;
  • cost/income splitting arrangements for teaching activity;
  • cost/income splitting arrangements for Centre staff, and, in particular the Centre Director; and
  • the distribution of returns from activity, based on outputs.

7.8 Reviews of Centres will examine whether these arrangements have been managed effectively.

8. Reporting Lines

8.1 School Centres

8.1.1 The Centre Director reports to the Head of School.

8.2 Institute Centres

8.2.1 The Centre Director reports to the Institute Director.

8.2.2 An Institute Centre may have an independent advisory board, chaired by an external member. The advisory board should include at least two members external to the University.

8.3 Faculty Centres

8.3.1 The Centre Director usually is full-time and reports to the Executive Dean or nominee.

8.3.2 Faculty Centres are required to have a formal advisory board, which is normally chaired by the Executive Dean or nominee. The advisory board includes at least 2 members external to the University.

8.4 University Centres

8.4.1 The Centre Director is full-time and usually reports to a nominated Executive Dean.

8.4.2 University Centres are required to have an independent advisory board (called Board of Centre xxxx) consisting of a number of external members, and a separate internal management committee.

8.5 Institutes

8.5.1 Institute Directors usually report to the Deputy Vice-Chancellor (Academic).

8.5.2 An Institute will have an independent advisory board (called Board of Institute xxxx) consisting of a number of external members, and a separate internal management committee.

9. Establishment and Approval

9.1 Centres and Institutes must be established and approved in accordance with the approval process outlined in the associated PPL1.30.06b Establishment, Approval, Administration and Review of Centres and Institutes - Procedures.

10. Annual Reporting

10.1 Annual reporting is a mandatory requirement of all Centres and Institutes established under this policy. Annual reports for a given year are required to be submitted by 31 March of the following calendar year.

10.2 Centre and Institute reports should be prepared and submitted in accordance with the associated PPL1.30.06b Establishment, Approval, Administration and Review of Centres and Institutes - Procedures.

11. Review, Reclassification and Closure

11.1 Centres and Institutes established under this policy are subject to a regular cycle of review. Details of the review cycle and process for the respective categories of Centre and Institute are outlined below and in the associated PPL1.30.06b Establishment, Approval, Administration and Review of Centres and Institutes - Procedures.

11.2 Reviews of Centres and Institutes should include an examination of the resource management principles outlined in section 7 of this policy.

11.3 The review process specified for each category of Centre is the normal mechanism for reclassifying Centres. Where Centres have either ceased activity or have lower than expected levels of activity, they may be closed down. It is expected that such Centres would be identified through the normal Centres review process or through the University's School review process (PPL1.40.05 and PPL1.40.08) in the case of University Centres and Institutes. The final approval authority under this policy endorses the decision. The Deputy Vice-Chancellor (Research) is notified of the reclassification and closure of Centres or Institutes for the purposes of updating the Register of Centres and Institutes.

12. Research Activity Involving External Partners

12.1 Research activity involving external partners may take a number of forms. Examples may include a joint venture on a single project, that has a defined outcome; or a joint program of research that is prescriptive in defining decision-making processes, contributions, and outcomes; or collaboration on a major program of research that relies on significant participation with and funding from an external source (such as some Cooperative Research Centres).

12.2 An important consideration in undertaking research or other activity with an external partner is the extent to which the University is prepared to share control of research, postgraduate programs, and resources. It is important that the partnership establish clear and unambiguous arrangements for its operation, and that these be vetted by the appropriate University authority.

12.3 Any collaboration with an external body requires a formal contract to be negotiated between the parties and signed by a recognised signatory of the University. Centres involving external partners must have formal management agreements signed between appropriate member institutions. Agreements with external agencies should include provision for intellectual property rights, publication delays and student rights.

12.4 Agreements must address the following issues:

  • structure of the joint venture - unincorporated joint venture versus incorporated joint venture;
  • how to measure and recognise contributions from each party e.g. equity and cash in-kind contributions, access to and use of facilities;
  • administration and distribution of external funding;
  • the composition of the board or committee that will manage the Centre;
  • the role of the board (powers and limitations), including control of resources;
  • determination of overall objectives;
  • determination of research, consulting and educational projects;
  • control of outputs;
  • status, selection procedure and conditions of appointment of staff;
  • appointment and role of Director (powers and limitations);
  • the extent to which the University maintains freedom to conduct teaching, research and consulting activities outside of the Centre in circumstances where there are overlapping interests;
  • ownership of intellectual property resulting from joint projects and control of its use in teaching, further research and commercialisation;
  • strategies for commercialisation and distribution of income;
  • the extent to which the parties agree to share information and allow cross fertilisation of research programs; and
  • arrangements for students, their supervision and the use of their intellectual property.

12.5 Any external collaborations must satisfy all relevant criteria as listed above. In addition, such a joint venture or collaboration may choose to seek Centre status and hence recognition and promotion as part of the University. In such cases, the collaborating parties should identify an appropriate Centre classification and submit a formal Centre proposal through the appropriate channels, ensuring that they comply with all relevant criteria. An external Centre that seeks such recognition is bound, once accepted, by the relevant reporting, governance and review parameters of that category. Where possible, internal review mechanisms will accommodate the requirements of external partners.

13. Nomenclature and Name Change

13.1.1 The terms 'Centre' and 'Institute' normally are used only for those organisational units that have been formally approved as a Centre or Institute under this policy.

13.1.2 Other terminology may be used for formally approved Centres from time to time, but this will be subject to consultation between the relevant Faculty or Institute, the Vice-Chancellor and the approval authority.

13.1.3 Existing Centres and Institutes will be given a period of time to satisfy the relevant criteria or to change their name.

13.2 Name change

13.2.1 From time to time established Centres may wish to change their name in order to reflect better the original focus of the Centre’s activities, to promote better the activities of the Centre to the wider community, or for simple pragmatic reasons. Name changes may be requested in accordance with the process outlined in the associated PPL1.30.06b Establishment, Approval, Administration and Review of Centres and Institutes – Procedures.

13.2.2 If the focus of a Centre's activities has changed over time, say, to encompass broader teaching and/or research interests, then it will not be appropriate for the Centre to proceed with a name change proposal. The Centre Director should submit a proposal for the establishment of a new Centre (and de-registration of the existing Centre) in accordance with the criteria and approval mechanisms for the appropriate Centre category set out elsewhere in this document.

14. Register of Centres and Institutes

Centres and Institutes established under this policy must be listed in the University’s Register for Centres and Institutes in accordance with the associated PPL1.30.06b Establishment, Approval, Administration and Review of Centres and Institutes - Procedures.

Custodians
Deputy Vice-Chancellor (Research)
Professor Robyn Ward

Procedures

Establishment, Approval, Administration and Review of Institutes and Centres - Procedures

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1.  Purpose and Objectives

These procedures enact PPL 1.30.06a Establishment, Approval, Administration and Review of Institutes and Centres - Policy.

2.  Definitions, Terms, Acronyms

No entries for this document.

3.  Procedures Scope/Coverage

These procedures apply to all existing Centres and Institutes included on the University’s Register of Centres and Institutes, and to Centre or Institute applications under the categories outlined in this policy.

4.  Procedures Statement

Centres and Institutes must be established and approved by the appropriate UQ approving authority, based on the category of Centre or Institute proposed under the policy. All approved Centres and Institutes must provide annual reports, undergo regular review, and be listed in the University Register of Centres and Institutes.

5.  Establishment and Approval Process

5.1 School Centres

5.1.1 Proposals to establish School Centres may address the criteria detailed in the Centres and Institutes Proposal Proforma, including details of the proposed Centre’s board and management committee.

5.1.2 Where relevant, memoranda of agreement with external bodies should be concurrently developed.

5.1.3 A proposal (which includes consultation with relevant stakeholders, including other Faculties/Institutes) must be submitted by the relevant Head of School to the Executive Dean for approval. Once approved, the Deputy Vice-Chancellor (Research) is notified of the establishment of the Centre for inclusion on the Register of Centres and Institutes.

5.2 Institute Centres

5.2.1 Proposals to establish Institute Centres must address the criteria detailed in the Centres and Institutes Proposal Proforma, including details of the proposed Centre’s board and management committee.

5.2.2 Where relevant, memoranda of agreement with external bodies should be concurrently developed. 

5.2.3 A proposal (which includes consultation with relevant stakeholders, including Schools/Faculties/Institutes) must be submitted to the Institute Director for approval. Once approved, the Deputy Vice-Chancellor (Research) is notified of the establishment of the Centre for inclusion on the Register of Centres and Institutes.

5.3 Faculty Centres

5.3.1 Proposals to establish Faculty Centres must address the criteria detailed in the Centres and Institutes Proposal Proforma, including details of the proposed Centre’s advisory board.

5.3.2 Where relevant, memoranda of agreement with external bodies should be concurrently developed.

5.3.3 Funding mechanisms, including funding for student supervision and teaching activities, are agreed by relevant parties to the satisfaction of the Executive Dean, during the approval process. Faculty Centres are eligible to receive a share of research-based income in line with University guidelines.

5.3.4 A formal proposal (which includes consultation with relevant stakeholders, including other Faculties/Institutes) must be submitted by the relevant Executive Dean to Research Committee for research Centres and to Academic Board Standing Committee for those primarily focusing on community service or interdisciplinary teaching. Following review and recommendation by the relevant Committee, the Vice-Chancellor approves the establishment of a Faculty Centre. Once approved, the Deputy Vice-Chancellor (Research) is notified of the establishment of the Centre for inclusion on the Register of Centres and Institutes.

5.4 University Centres

5.4.1 Proposals to establish University Centres must address the criteria detailed in the Centres and Institutes Proposal Proforma, including details of the proposed Centre’s board and management committee.

5.4.2 Where relevant, memoranda of agreement with external bodies should be concurrently developed.

5.4.3 Funding mechanisms, including funding for student supervision and teaching activities, are agreed by relevant parties to the satisfaction of the Executive Dean during the approval process. University Centres are eligible to receive a share of research-based income in line with University guidelines.

5.4.4 A formal proposal (which includes consultation with relevant stakeholders, including other Faculties) must be submitted by the relevant Executive Dean(s) to Research Committee and Academic Board Standing Committee. Following review by these two Committees, Academic Board Standing Committee forwards a recommendation to the University’s Academic Board. Senate approves the establishment of University Centres, following advice from Academic Board and the Vice-Chancellor. Once approved, the Deputy Vice-Chancellor (Research) is notified of the establishment of the Centre for inclusion on the Register of Centres and Institutes.

5.5 Institutes

5.5.1 Proposals to establish Institutes must address the criteria detailed in the Centres and Institutes Proposal Proforma, including details of the proposed Institute’s board and management committee.

5.5.2 Where relevant, memoranda of agreement with external bodies should be concurrently developed.

5.5.3 A formal proposal (which includes consultation with relevant stakeholders, including other Faculties) must be submitted by the relevant Executive Dean(s) to the Research Committee and Academic Board Standing Committee. Following review by these two Committees, Standing Committee forwards a recommendation to the University’s Academic Board. Senate approves the establishment of Institutes, following advice from Academic Board and the Vice-Chancellor. Once approved, the Deputy Vice-Chancellor (Research) is notified of the establishment of the Institute for inclusion on the Register of Centres and Institutes.

6.Annual Reporting Process

6.1 School Centres

6.1.1 An annual report is submitted to the Executive Dean through the Head of School. The annual report would normally be presented in a concise format and must provide an overview of the Centre's activities and achievements for the year, including current publications, grants, contracts, staff and students.

6.1.2 The Executive Dean provides a summary of the activities of School Centres within the Faculty to the Deputy Vice-Chancellor (Research) on an annual basis (by 31 March).

6.2 Institute Centres

6.2.1 An annual report is submitted to the Institute Director. The annual report must provide an overview of the Centre's activities and achievements for the year, including current publications, grants, contracts, staff and students.

6.2.2 The Institute Director provides a summary of the activities of Centres within their Institute to the Deputy Vice-Chancellor (Research) on an annual basis (by 31 March).

6.3 Faculty and University Centres

6.3.1 Faculty and University Centres will submit comprehensive annual reports to the Deputy Vice-Chancellor (Research) and the Research Committee through the relevant Executive Dean. Annual reports are due by 31 March each year.

6.3.2 At a minimum Centre annual reports must include an executive summary and provide a strategic overview of the Centre activities and achievements for the year (up to 3 pages). Annual reports must also include supporting statistics and performance indicators, including current publications, research grants, contracts, staff and students.

6.4 Institutes

6.4.1 Institutes are required to submit comprehensive annual reports to the Deputy Vice-Chancellor (Research) and the Research Committee. Annual reports are due by 31 March each year.

6.4.2 At a minimum Institute annual reports must include an executive summary and provide a full strategic overview of the Institute's activities and achievements for the year. Annual reports must also include supporting statistics and performance indicators, including current publications, research grants, contracts, staff, students and other output/outcomes measures.

7. Review of Centres and Institutes

7.1 School and Faculty Centres

7.1.1 The relevant Executive Dean reviews the Centre's progress in its fourth year since commencement or prior review.

7.1.2 The Executive Dean determines the nature and scope of the review, although it is expected that the review would include specific assessment of research and other outcomes from Centre activities, in line with the Centre's mission and key performance indicators and some measure of peer review. The review should also take account of the review requirements of external stakeholders (for example, reviews by funding agencies), if relevant.

7.1.3 The Executive Dean notifies the Deputy Vice-Chancellor (Research) of the review's outcomes confirming the Centre's continuing status, or otherwise.

7.2 Institute Centres

7.2.1 The relevant Institute Director reviews the Centre's progress in its fourth year since commencement or prior review.

7.2.2 The Institute Director determines the nature and scope of the review, although it is expected that the review would include specific assessment of research and other outcomes from Centre activities, in line with the Centre's mission and key performance indicators and some measure of peer review. The review should also take account of the review requirements of external stakeholders (for example, reviews by funding agencies), if relevant.

7.2.3 The Institute Director notifies the Deputy Vice-Chancellor (Research) of the review's outcomes confirming the Centre's continuing status, or otherwise.

7.3 University Centres and Institutes

7.3.1 Reviews of University Centres and UQ Institutes are conducted in accordance with PPL1.40.05 Organisational Unit Reviews and PPL1.40.08 Review of University Institutes and Centres and, therefore, reviewed by Academic Board every seven years. The terms of reference for review of University Centres and Institutes are outlined in PPL1.40.08 Review of University Institutes and Centres. Where external partnerships exist, review arrangements will be coordinated to take account of the requirements of both internal and external partners and stakeholders.

7.3.2 Senate, as the approving authority, is consulted about any such proposals to close a University Centre or Institute. The Deputy Vice-Chancellor (Research) is notified of the review's outcomes confirming the Centre or Institutes’ continuing status, or otherwise.

8. Name Changes

8.1 A proposal, setting out the reasons and justification for the name change, should be submitted by the Centre Director to the relevant approving authority, in accordance with the approval mechanisms for the appropriate Centre category set out elsewhere in this document. Name changes for Faculty and University Centres may be approved executively by the Vice-Chancellor (on the recommendation of the Deputy Vice-Chancellor (Research) and President of the Academic Board).

9. Register of Centres and Institutes

9.1 The Office of the Deputy Vice-Chancellor (Research) is responsible for maintaining the list of approved Centres and Institutes in the Register of Centres and Institutes, including those for which research is not the primary activity.

9.2 Following approval of a Centre or Institute the Office of the Deputy Vice-Chancellor (Research) should be advised so that the Centre or Institute can be added to the Register of Centres and Institutes. The Office of the Deputy Vice-Chancellor (Research) will notify Academic Administration so that the Centre can be included in the Organisational Units Database and an organisational unit number allocated. Inclusion in the database will allow tracking of a variety of information, including staff, financial, research and AOU.

9.3 Following approval of a Centre or Institute, approval of a name change of a Centre or reclassification or closure of a Centre or Institute, and updating of the Register of Centres and Institutes, the University community will be notified.

Custodians
Deputy Vice-Chancellor (Research)
Professor Robyn Ward

Forms

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Proposal to Establish Centre or Institute - Form

Proposal to Establish Centre or Institute - Form

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Description: 

Proposals to establish new UQ Institutes, University Centres and Faculty Centres must address the criteria detailed in this Centres and Institutes Proposal Proforma as outlined in PPL1.30.06 Establishment, Approval, Administration and Review of Institutes and Centes - Procedures.

The Centres and Institutes Proposal Proforma may also be used for School Centre and Institute Centre proposals. 

Custodians
Deputy Vice-Chancellor (Research)
Professor Robyn Ward
Custodians
Deputy Vice-Chancellor (Research)
Professor Robyn Ward
Custodians
Deputy Vice-Chancellor (Research)
Professor Robyn Ward