Finance & Administration

Criteria for Center Reviews

Centers in TCA&S are intended to be sites of innovation and integration of research, education and service that demonstrate a broadening impact on the college and the university. They are expected to develop and adhere to a mission statement and to work towards budgetary self-sufficiency with the sun-setting of direct college support within an agreed upon time horizon and to follow a walk-down of support over an agreed upon schedule.

Proposals for new centers need to include a clear structure for governance, a method for generating by-laws, and a record of collegial collaboration amongst the potential participants.

See a listing and description of TCA&S Centers.

Major Categories of Evaluation

Goals and achievements in the categories below will be evaluated to the extent that they instantiate the center’s mission.

1. Mission 

A mission statement is required to serve as the road map for center planning. The clarity of the statement and the level of adherence to it will be evaluated. It should include relevant objectives in research, education and service.   

2. Research

Substantial productivity in intellectual or performative output should be demonstrated in relevant outlets including:

  • Publications
  • Internal and external grant applications and awards
  • Conferences; workshops; speaker series
  • Exhibitions
  • Performances
  • Other center-specific activities identified in mission statement

3. Education

Substantial contributions to educational activities will be evaluated including such plans and activities as:

  • Undergraduate curriculum development, assessment and delivery, including interdisciplinary innovations in programs like Focus, Duke Immerse, Bass Connections or others
  • Mentored research
  • Vertical integration of faculty, postdocs, graduate students and undergraduates
  • Other center-specific activities identified in mission statement

4. Faculty engagement

Substantial faculty engagement will be evaluated in terms of:

  • Level and breadth of faculty participation in Center programs
  • Interdisciplinarity
  • Others center-specific activities identified in mission statement

5. Service to society

Significant efforts in service through research- or educationally-based programming can include:

  • Projects in and outreach to the Durham community
  • Service-learning course development
  • DukeEngage
  • Others center-specific activities identified in mission statement

6.  Management

Sustained effectiveness and efficiency of Center management will be monitored by the following that are relevant:

  • Effective use of space and staff
  • Website maintenance
  • Budget report and justification in relation to 2-5 above

7. Sun-setting agreement

A plan for and progress towards self-sufficiency (i.e. independence from A&S budget) is strongly preferred. This should be based on a fair time horizon depending on options and opportunities for different centers (e.g. sources and levels of external support available, e.g. NSF; Mellon; NIH; etc.). The maximum time horizon for A&S support will be determined by the Dean of Arts & Sciences and may include a scheduled walk-down agreement.

Annual Reporting Schedule

An annual report due December 31st each year that reports achievements in categories summarized above and goals for the coming year. The budget report should be specific with justification of major items of expenditure. The Dean’s response to the annual report will arrive in May 1 each year with budgetary commitments and their rationale.