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• Submitted by: Marilyn L. Williamson, Interim Provost and Senior Vice President for Academic Affairs

Center and Institute Rechartering Recommendations for 1999 Action Report

It is recommended that the Board of Governors approve continuation and rechartering of the following centers as recorded in the Wayne State University Code Annotated:

Center for the Study of Arts and Public Policy Center for Molecular Medicine and Genetics

The Center and Institute Advisory Committee's (CIAC) summary and recommendations for the units listed above are attached.

It is recommended that the following center be granted a charter:

Ligon Research Center of Vision

The CIAC summary and recommendation for the creation of the center listed above is attached.

It is also the recommended that the following charter be discontinued:

Detroit Neurotrauma Center

• The summary and recommendation for the discontinuance is attached.

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Background

At the regular meetings of the Board of Governors on March 29, 1985, (cf. pp. 4022-4023) and June 12, 1987 (cf. pp. 4237-4239) provisions were instituted for the periodic review of existing centers/institutes and for the establishment of new centers/institutes. The guidelines for renewal call for review, within a period of six years, by a committee external to the centers/institutes (CIAC). Guidelines for the creation of new charters are similar to those in the renewal process. The recommendations made by the CIAC are then submitted to the president and the Academic Senate. Final authority to approve or discontinue an existing center/institute or for the creation of a new center/institute rests with the Board of Governors.

The CIAC reviewed all available materials and interviewed the appropriate dean, faculty and staff for each center/institute. With respect to the centers slated for renewal, recommendations were made for one of three actions: renewal for five years, provisional renewal for a specified shorter duration, or discontinuance. These recommendations, along with supplemental information, were provided to the Academic Senate, which conducted a separate review process. Recommendations for the creation of new centers/institutes followed a similar process with recommendations for one of three actions: a five-year charter, a charter for a specified shorter duration, or not recommended. The recommendations above represent the concurrence of the CIAC and the Academic Senate. The charter for each center under discussion is also included in the appropriate appendices.

ACADEMIC AFFAIRS COMMITTEE AGENDA July 14, 1999

Resource Considerations

The rationale behind creating centers/institutes was to provide a structure to address contemporary interdisciplinary research, teaching or service issues. Unlike departments, which are permanent structures of the university, centers/institutes are designed to operate only for the period of time that the interdisciplinary agenda is viable to the interests of the university and community it serves. Viability is in part determined by the willingness of outside agencies to fund the enterprise. It is also determined by the willingness of faculty internal to the university to devote time to the agenda. Therefore, centers/institutes are independent of university funding to the extent that an independent operation can exist independently in an existing structure. If and when General Funds are used they take the form of indirect costs such as a reduced teaching load for a director or the costs incurred in processing paperwork. Also, many centers/institutes operate out of the director's faculty office and therefore indirect costs (lighting, use of space) are incurred, i.e., expenses that normally occur in the transaction of business at the university. Finally, in some cases, such as the Center for Academic Ethics and the African American Film Institute, the director is a faculty member who serves as director pro bono.

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In some cases, a school or college will use discretionary funds as seed money for a new center/institute. If the center/institute is not viable after a proscribed period of time, then the Center and Institute Advisory Committee will recommend to the Board that its charter be rescinded. Two recent examples are the Race Relations Institute and the Detroit Neurotrauma Center. In the former case, the State of Michigan allocated funds for the establishment of the Race Relations Institute under the Blanchard administration. These funds were withdrawn during Governor Engler's first term. Subsequently, there was a two-year period when attempts were made by the College of Urban, Labor and Metropolitan Affairs and the College of Liberal • Arts to generate support to continue the institute. When these attempts failed the Center and Institute Advisory Committee recommended rescinding the charter stating that the university is extremely responsive to the needs of its ethnically diverse student population and, as a hallmark of its mission, Wayne State University directs substantial energy and resources towards its urban goals. The Academic Senate did not support this recommendation insisting that the charter be maintained on the records since it was not creating any expense to the university. The Senate then urged the administration to use General Funds to maintain the institute. The recommendation to rescind the charter has been tabled until the CIAC reconvenes next fall. With respect to the Detroit Neurotrauma Center, the center did not generate outside funding and the director left the university. The School of Medicine elected to abandon the center. A request to rescind the charter is currently up before the Board.

Information on the centers/institutes which are on the agenda for Board consideration is attached .

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CENTER FOR THE STUDY OF ARTS AND PUBLIC POLICY

Mission Statement

The Center for the Study of Arts and Public Policy was formed in 1994. The mission of the center is to identify, discuss, research and disseminate information on issues having to do with public policies, in both the public and private sectors, affecting the arts as well as the study of the effects of art on policy.

Management

The center is housed in the College of Fine, Performing and Communication Arts (FP&CA). There are currently two co-directors, David Magidson, Professor, Department of Theatre, FP&CA) and Bernard Brock, Professor (Retired), Department of Communication, FP&CA. University funds are not used to support the center.

Center & Institute Advisory Committee Summary

Since its inception, the center has expanded its mission by extending information outside of the arts community. The kinds of partnering activities with the Michigan Council on Arts and Cultural Affairs (MCACA) have been more wide-ranging than originally anticipated. In addition to research, the center has hosted conferences, facilitated the training of grant requesters and trained evaluators. The Center has completed five studies for the State (including one that is credited partially with saving the arts appropriation which was about to be completely eliminated), has worked on behalf of the Detroit Institute of Arts and is a permanent research partner to the State Arts Council. Business groups have approached the center from the northern part of the State to help with arts planning and by the state council to develop assessment protocols. The CIAC was concerned that the center had not developed an external advisory board. Also, the charter is in error. Section 2.23 .30.160 states that the center will be renewed every seven years. This language should read every five years.

Recommendation

The Center and Institute Advisory Committee unanimously recommends that the Center for Arts and Public Policy charter be renewed for a period of five years contingent upon establishing an advisory board within the next twelve months.

Budget

The center has an annual operating budget of $65,000 and is supported solely from grants .

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2.23.30 CENTER FOR THE STUDY OF ARTS AND PUBLIC POLICY; CHARTER

2.23.30.010 Center for the Study of Arts and Public Policy

There shall be a Center for the Study of Arts and Public Policy whose mission is the identification, discussion, research and dissemination of information on issues having to do with public policies, in both the public and private sections, affecting the arts as well as the study of the effects of art on policy.

2.23.30.020 In pursuing this mission the Center does research and consulting work regarding such topics as alternative ways of funding the arts. It makes available sample legislation where called for (although it is never a lobbying group), authors frequent position papers on arts issues that affect the arts community as well as the general public, and publishes the quarterly Journal of Arts and Policy. It also maintains a data base and repository of arts/policy related materials which it disseminates.

2.23.30.030 The kinds of issues the Center is likely to take on include but are not limited to the following: 1) regionalization of arts funding; 2) the future of state arts agencies; 3) private giving as financial alternative; 4) the First Amendment and the arts; 5) government subsidy of "offensive" art; 6) the role of the responsible critic; 7) the ethics of the arts; 8) arts and commerce; 9) arts and higher education;

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10) pre K-12 arts education and training; 11) arts as enhancements of curricula; • 12) art and artifact curating art; 13) art and cultural elitism; 14) using the arts for political purposes; 15) activitist art; 16) public art; 17) commerce and art, the sponsorship question; 18) politically correct art; 19) shock value and the arts; 20) internationalizing the arts; 21) the social uses of art; 22) policy implications of human spaces as art; 23) the media as art; 24) the attitude toward the arts; 25) unions; 26) national and international copyright legislation; 27) policies toward women and/or minority-run arts programs; 28) international cultural exchanges and national interests; 29) artists and taxation; 30) government's role in the preservation of culture; 31) royalty structures for non-reproducible art; 32) health, safety and environmental regulations; and more.

2.23.30.040 The Center's eventual goal is to take on a significant share of its own support through fundraising and earned income opportunities such as membership fees, subscriptions, research and consulting activities. CAPP's agenda is to make a significant contribution to the level and subject matter of the national and international dialogue about arts as human activity.

2.23.30.050 Personnel

The Center shall be managed by a director appointed by the President or his/her designee and serving at his/her pleasure. The director shall report to the President or his/her designee.

2.23.30.060 The staff of the Center shall include, as necessary, research faculty paid fully or in part from Center funds, faculty and staff from university departments, artists, performers, researchers, research associates, research assistants, assistants,

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2.23.30.070

clerical/technical support, and such other personnel as may be necessary to carry out the Center's mission. In the case of a participating faculty member holding tenure or with tenure-track status, his/her tenure or tenure-track status shall be in his/her academic unit.

The primary responsibility of the staff in the Center shall be to edit publications, do scholarly research, author position papers, maintain arts data bases, raise internal and external funding in support of its research and other activities, arrange and carry out conferences, sponsor performances and exhibitions as appropriate, conduct membership campaigns and other duties as the Center's m1ss10n reqmres.

2.23.30.080 Staff paid fully from Center funds may or may not be asked to assume teaching responsibilities on occasion, and may or may not be asked to do consulting work or specialized workshops and courses on behalf of the Center. Teaching and other activities will be mutually arranged with appropriate academic units as the need anses.

2.23.30.090 Governance

2.23.30.100

2.23.30.110

The primary responsibility for the day-to-day operation of the Center shall reside with the Center director and shall also draw on the advice and counsel of an advisory board composed of faculty, administrators, artists and community members. The advisory board will be appointed by the director after consultation with the President or his/her designee and will meet regularly with the director to give advice on operation and development of the Center and the securing of resources for it.

The Center shall have a steering committee to give direction in setting priorities, assessing results, identifying new opportunities, and providing intellectual guidance and leadership. Steering committee members shall be appointed by the director after consultation with the President or his/her designee. Membership shall include representation from the arts community, the general public, the University administration, and appropriate faculty from throughout the University.

Operating and Financial Procedures

The Center shall follow all operating, personnel and financial procedures that apply to academic units in the University.

2.23.30.120 In seeking external funding to support research, publication, and performance/exhibition activities, the Center shall conform to the University's standard grant application procedures and to University research policies .

2.23.30.130 The Center shall be governed by standard University budgetary and financial procedures. It shall annually submit a budget for approval by the President and the Board of Governors in the course of the regular University budget review process.

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2.23.30.140 The Center shall be periodically audited by the Internal Audit Department. It may • lso be subject to such additional audits, by the state auditor or others, as are periodically conducted in the University or that may be specially conducted in connection with specific funding sources for the Institute.

2.23.30.150 Review

The Center shall prepare an annual report for the President or his/her designee describing its research, dissemination and creative accomplishments, and interactions with governments, foundations and art agencies as they relate to its m1ss10n.

2.23.30.160 Every seven years following the adoption of this permanent charter, the Center shall undergo a comprehensive review in accordance with the existing Statute on Centers and Institutes approved by the Board of Governors.

Legislative History

Adopted 6-0; Official Proceedings 38:5045, 15 April 1994

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THE CENTER FOR MOLECULAR MEDICINE AND GENETICS

Mission Statement

The Center for Molecular Medicine and Genetics (CMMG) was approved by the Board of Governors in 1994. Its creation combined the former Department of Molecular Biology and the Center for Molecular Biology. The mission of CMMG is to enhance research strength in molecular medicine and genetics at WSU and to develop interdisciplinary research and training programs in targeted human health areas that bridge basic and clinical science. By promoting interactions and collaborations throughout the university and its affiliated hospitals, CMMG programs should provide new opportunities for external funding and foster translational research and technology transfer.

Management

The CMMG is directed by George Grunberger, Professor, Internal Medicine.

Center & Institute Advisory Committee Summary

The CMMG develops interdisciplinary programs in areas of human genetics and gene therapy, cancer, AIDS, neurological diseases and human reproductive biology. The center is also broadening its programs to provide new opportunities for medical, graduate, and postdoctoral student research in more clinically oriented areas. An important goal for the center is to promote communication and interaction with medical biotechnology companies to facilitate the application of discovery research to the prevention, diagnosis and treatment of diseases; and to promote economic development in the State of Michigan.

Recommendation

The Center and Institute Advisory Committee unanimously recommends that the Center for Molecular Medicine and Genetics charter be renewed for a period of five years.

Budget

The annual operating budget is $8,040,419 of which 8 percent ($647,713) is from the General Fund. These funds are used to support primary and joint faculty, academic and non-academic support staff and for office supplies. The remaining resources are from extramural grants and contracts .

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2.23.18 CENTER FOR MOLECULAR MEDICINE AND GENETICS; CHARTER

2.23.18.010 Purpose and Mission

There shall be a Center for Molecular Medicine and Genetics whose mission will be to enhance research strength in molecular biology and genetics at Wayne State University and to extend its interdisciplinary programs to targeted human health research by:

- Promoting interdisciplinary interactions and collaborations between basic and clinical scientists throughout the University and its affiliated hospitals.

- Developing focused interest groups and novel approaches to clinical problems to provide new opportunities for external funding of individual and programmatic research and training grants.

- Developing educational and training programs m molecular medicine and genetics.

- Developing and using medical biotechnology in the prevention, diagnosis, and treatment of disease, and utilizing this technology transfer to benefit human health.

2.23.18.020 Personnel

The Center shall be managed by a director appointed by the President or his/her designee and serving at his/her pleasure. The director shall report to the President or his/her designee.

2.23.18.030 The staff of the Center shall include, as necessary, tenure-track and research-track primary faculty, research scientists, research associates and assistants, and clerical and technical support. All tenure lines of primary Center faculty will be based as tenure-retreat positions in regular academic departments of the University. Faculty with primary appointments in other academic units of the University may hold joint or adjunct appointments in the Center, but his/her tenure or tenure-track status shall remain in his/her academic unit.

2.23. 18.040 The primary responsibilities of the staff in the Center shall be to conduct basic and applied research in molecular medicine and genetics, to promote interdisciplinary interactions and collaborations between University basic and clinical scientists, to develop educational and training programs relevant to the Center mission, to obtain external funding in support of research and training programs, and to develop and use medical biotechnology in the prevention, diagnosis, and treatment of disease to benefit human health.

2.23.18.050 Governance

The primary responsibility for the day-to-day operation of the Center shall reside with the director who shall report to the Dean of the School of Medicine or other

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2.23.18.060

2.23.18.070

officer, as may be designated by the President. The Director shall also draw upon the advice and counsel of the advisory, operations, and steering committees that will be appointed by the director after consultation with the Dean of the School of Medicine or his/her designee or other officer as may be designated by the President. These three committees will meet regularly with the Director to give advice on the operation and development of the Center.

The advisory committee will give advice and counsel on the development of research and academic program priorities to effect the desired intramural linkages within the University. Membership shall consist of the Deans of the School of Medicine, College of Science, and College of Pharmacy and Allied Health Professions, and the Vice President for Research.

The operations committee will provide guidance for the implementation of strategies and program initiatives. Membership will include selected University Research Directors and Department Chairs from the participating schools and colleges.

2.23.18.080 The steering committee will give guidance and direction in setting Center priorities and will facilitate the establishment of effective relationships among the Center and other units of the University and its affiliated hospitals and with industry. Membership will include representatives from industry, the central administration, and other appropriate public and/or private institutions .

2.23.18.090 Operating and Financial Procedures

2.23.18.100

2.23.18.110

2.23.18.120

2.23.18.130

The Center shall follow all operating, personnel, and financial procedures that apply to academic units in the University.

In seeking external funding to support research and other activities, the Center shall conform to the standard grant application procedures and research policies of the University.

The Center shall be governed by standard University budgetary and financial procedures and shall submit annually a budget for approval by the President and Board of Governors in the course of the regular University budget review process.

The Center shall be audited periodically by the Internal Audit Department. It may also be subject to such additional audits, by the state auditor or others, as are conducted periodically in the University or that may be specially conducted in connection with specific funding sources for the Center.

Review

The Center shall prepare an annual report for the President or his/her designee describing its research accomplishments and its interactions with other units of the University and with industry as they relate to its mission.

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2.23.18.140 Every five years following the adoption of its permanent charter, the Center shall • undergo a comprehensive review in accordance with the existing Statute on Centers and Institutes approved by the Board of Governors.

Compiler's Notes

Legislative History

Adopted 5-0; Official Proceedings 31:4210 (1 May 1987)

Amended(l) 6-0; Official Proceedings 38:5056 (3 June 1994)

Prior Acts: Official Proceedings 30:4097

(l)The Board of Governors authorized a change in name from the Center for Molecular Biology to the Center for Molecular Medicine and Genetics, and a revision in the charter for the newly named center, effective Fall 1994. (OP 3 June 1994)

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THE LIGON RESEARCH CENTER OF VISION

Mission Statement

The mission of the Ligon Research Center of Vision will be to focus on the prevention of blindness and restoration of vision to the blind through the creation of artificial vision. In pursuing this mission, the center conducts interdisciplinary research on the neurobiology, biotechnology and physiology of prosthetic vision in the blind and other areas on the leading edge of vision research.

Management

The acting director is Gary Abrams, Professor and Chair of the Department of Ophthalmology and Director of the Kresge Eye Institute.

Center & Institute Advisory Committee Summary

The Ligon Research Center of Vision was created as a result of a gift from Robert Ligon for the purpose of research on restoring vision to the blind through artificial vision techniques. With the funds secured, the center was quickly developed. An acting director is currently in place and several faculty within the university are participating in the projects. A steering committee is in place and meets regularly, most recently on June 23, 1999 .

Recommendation

The Center and Institute Advisory Committee unanimously recommends that a five-year charter be granted for the Ligon Research Center of Vision.

Budget

The current budget is projected to be $451,500. Funding for the center will come from three main categories. A portion of the salaries will be supported by the General Fund. The remainder of the salaries will be supported by grants and endowed funds from the Ligon Center. The center will generate approximately $200,000 per year in endowed funds, which will be used primarily to support salaries for the scientists of the center There are opportunities with other grant agencies such as the National Science Foundation, the National Institutes of Health and through private agencies. Finally, there will be approximately $ 1. 1 million dollars available in operating funds to be used for construction and startup activities as necessary .

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The Ligon Research Center of Vision

1.0 Mission

1.1 There will be a center of vision named the Ligon Research Center of Vision. Its mission will be to focus on the prevention and restoration of vision to the blind through the creation of artificial vision. In pursuing this mission, the center shall seek to obtain and expand external funding support from both private and public sources. The center will conduct interdisciplinary research on the neurobiology, biotechnology and physiology of prosthetic vision in the blind and other areas on the leading edge of vision research.

2.0 Governance

2.1 A director appointed by, and reporting to, the president or his/her designee and serving at his/her pleasure will manage the center. The primary responsibility for the day-to-day operations will reside with the director and will also draw upon the advice and counsel of an internal committee. The director will appoint the internal and external advisory committees after consultation with the president or his/her designee.

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2.2 The internal committee will be composed of deans and faculty from the participating schools and colleges. The committees will be appointed by the director after consultation with the president or his/her designee and will meet regularly with the • director to give advice on the operation and development of the center.

2.3 An external committee will also be developed. The purpose of the external committee will be to meet regularly with the director to give guidance and direction in setting priorities, on assessing results, and in identifying new opportunities. Membership will include representation from industry, and other community interests as appropriate, the university administration, and the participating schools/colleges.

3.0 Personnel

3 .1 A director appointed by the president or her/his designee and serving at her/his pleasure will manage the center. The director will report to the president or her/his designee.

3.2 The staff of the center will include, as necessary, research faculty paid fully or in part from center funds, faculty and staff from university departments, research scientists, research associates and assistants, clerical/technical support, and such other personnel as may be needed to carry out the center's mission. In the case of a participating faculty member holding tenure or with tenure-track status, his/her tenure or tenure track status will be in his/her academic unit.

3.3 The primary responsibility of the staff in the center will be to conduct basic and applied research in select areas of vision research including research into the development of prosthetic vision. The center will obtain extramural funding in

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support of the research. Staff paid fully from center funds are not required to undertake teaching responsibilities but may have the opportunity to direct the research of graduate students and/or to engage in other teaching activities as may be mutually agreeable to them, the appropriate academic unit, and the director of the center. Staff may teach specialized courses and workshops from time to time as the need arises.

4.0 Operating and Financial Procedures

4.1 The center will follow all operating, personnel and financial procedures that apply to academic units in the university.

4.2 In seeking external funding to support research and other activities, the center will conform to the university's standard grant application procedures and to the university research policies.

4.3 The center will be governed by standard university budgetary and financial procedures; and it will annually submit a budget for approval by the president and the Board of Governors in the course of the regular university budget review process.

4.4 The Internal Audit department will periodically audit the center. It may also be subject to such additional audits, by the state auditor or others, as are periodically conducted in the university or that may be specially conducted in connection with specific funding sources for the center.

5.0 Review

5 .1 The center will prepare an annual report for the president or his/her designee describing its research accomplishments and industrial interactions as they relate to its mission.

5 .2 Every five years following the adoption of its permanent charter, the center will undergo a comprehensive review in accordance with the existing Statute on Centers and Institutes approved by the Board of Governors .

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DETROIT NEUROTRAUMA CENTER

Summary

Since its inception, the Detroit Neurotrauma Institute has not been operational. The original advocates of the institute have left the university. Internal support for, and external funding of, the institute has not been forthcoming. Finally, there are no plans by the School of Medicine to support the Institute.

Recommendation

It is recommended that the Detroit Neurotrauma Institute charter be discontinued.

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2.23.55 DETROIT NEUROTRAUMA INSTITUTE; CHARTER

2.23.55.010 There shall be a Neurotrauma Institute whose mission will be to enhance research strength in clinical and basic mechanisms of acute and chronic injury to the nervous system at Wayne State University and to extend interdisciplinary programs to target human health research at the Detroit Medical Center by:

2.23.55.020 Promoting interdisciplinary interactions and collaborations between basic and clinical scientists throughout the University and its affiliated hospitals.

2.23.55.030 Developing focused interest groups and novel approaches to research problems in order to provide new opportunities for external funding of individual and programmatic research and training grants.

2.23.55.040 To foster increased liaisons with community-based programs to provide increase from a clinical expertise in Neurotrauma at Wayne State University as well as provide for additional private sector support for clinical and basic research.

2.23.55.050 Developing and using medical biotechnology in the prevention, diagnosis, and treatment of traumatic brain injury, and utilizing this technology transfer to benefit human health.

2.23.55.060 The Institute shall be managed by a director or co-directors appointed by the President or his/her designee and serving at his/her pleasure. They shall report to the President or his/her designee.

2.23.55.070 The staff of the Institute shall include, as necessary, tenure-track and research-track primary faculty, research scientists, research associates and assistants, and clerical and technical support. All tenure lines of primary Institute faculty will be based as tenure-retreat positions in regular academic departments of the University. Faculty with primary appointments in other academic units of the University may hold joint or adjunct appointments in the Institute, but his/her tenure or tenure-track status shall remain in his/her academic unit.

2.23 .55 .080 The primary responsibilities of the staff in the Institute shall be to conduct basic and applied research in molecular and cellular mechanisms of Neurotrauma, mechanisms of acute and chronic disability, as well as to conduct appropriate clinical trials and to promote interdisciplinary interactions and collaborations between University basic and clinical scientists. In addition, they would develop educational and training programs relevant to the Institute mission, to obtain external funding in support of research and training programs, and to develop and use medical biotechnology in the prevention, diagnosis, and treatment of disease to benefit human health.

2.23.55.090 Governance

The primary responsibility for the day-to-day operation of the Institute shall reside with the administrative director who shall report to the Dean of the School of Medicine or other officer, as may be designated by the President. The director

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shall also draw upon the advice and counsel of advisory, operations, and steering • committees that will be appointed by the director after consultation with the Dean of the School of Medicine or his/her designee or other officer as may be designated by the President. These three committees will meet regularly with the director to give advice on the operation and development of the Institute.

2.23.55.100 The advisory committee will give advice and counsel on the development of research and academic program priorities to effect the desired intramural linkages within the University. Membership shall consist of the Dean of the School of Medicine, the Vice President for Research, and the chairs of the Departments of Neurology, Psychiatry, and Emergency Medicine.

2.23.55.110 The operations committee will provide guidance for the implementation of strategies and program initiatives. Membership will include selected University research directors and faculty from the participating schools and colleges.

2.23.55.120 The steering committee will give guidance and direction in setting Institute priorities and will facilitate the establishment of effective relationships among the Institute and other units of the University and its affiliated hospitals, and with industry. Membership will include representatives from industry, the DMC administrations, and other appropriate experts from public and/or private institutions.

2.23.55.130 Operating and Financial Procedures

The Neurotrauma Institute shall follow all operating, personnel, and financial procedures that apply to academic units in the University.

2.23.55.140 In seeking external funding to support research and other act1v1ties, the Neurotrauma Institute shall conform to the standard grant application procedures and research policies of the University.

2.23.55.150 The Neurotrauma Institute shall be governed by standard University budgetary and financial procedures and shall submit annually a budget for approval by the President and Board of Governors in the course of the regular University budget review process.

2.23.55.160 The Institute shall be audited periodically by the Internal Audit Department. It may also be subjected to such additional audits, by the State auditor or others, as are conducted periodically in the University or that may be specially conducted in connection with specific funding sources for the Institute.

2.23.55.170 Review

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The Neurotrauma Institute shall prepare an annual report for the President or his/her designee describing its research accomplishments and its interactions with • other units of the University and with industry as they relate to its mission.

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2.23.55.180 Every three years following the adoption of its permanent charter, the Institute shall undergo a comprehensive review in accordance with the existing Statute on Centers and Institutes approved by the Board of Governors.

Legislative History

Adopted 5-0; Official Proceedings 40:5213 (10 November 1995)

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