Center reviews should assess whether the unit is fulfilling its particular mission and objectives as defined in its charter, by considering the following questions:

1. Does the unit bring sufficient value to its constituencies, associates and students in each of the areas specified in its mission statement and statement of objectives? If so, does the added value justify a unique administrative organization in order to be effective? Is the organizational plan appropriate to meeting the mission of the unit, and is it effective in doing so?
2. Does the unit have a realistic business/strategic plan for meeting its mission and objectives with the resources available to it? What are those resources, including:
   1. Institutional Resources: Space, special facilities, faculty/staff lines, opportunities for faculty interaction, funds from philanthropy endowments, institutional seed money grants, research enhancement funds, research stimulation funds, and General Fund (GF) support? For GF support: how is it utilized, how much of it represents added incremental investment over the university's obligation to faculty and staff should the unit not be re-chartered? For philanthropic funds: what are the total dollars involved, what are the restrictions on those funds, what is the involvement of the unit in raising them?
   2. External Resources: What is the current level of external funding (DC and IDC), what are the sources of external funding, what are the types of external fundinggrants or contracts; what are the projects/programs that are being funded externally? What is the history of external funding since the time of last review and what is the potential future funding, as estimated by continuation of current grants/contracts, currently pending applications and planned submissions?
3. What is the evidence that the unit's activity, relative to its mission, is interdisciplinary? Evidence may include, but is not limited to, shared grants or contracts, publications, working groups, conferences, workshops, curricula, and topical requirements for expertise.
4. Who are the active participants in the Center/Institute, including faculty and advisors, both WSU employees and external participants? How are they selected and what is the evidence they are active in the life of the Center/Institute?
5. Is the Director an effective leader in meeting the unit's mission and objectives?
6. Does the unit seek and benefit from advice through its internal/external advisory committee(s)? Through previous reviews by CIAC?
7. Does the unit add academic value to the university? Does it offer opportunities for faculty and students? Does it enhance or detract from the missions and functions of the involved departments and colleges?
8. Does the unit contribute to the university's mission in the larger communities it serves: Detroit, southeastern Michigan, the State of Michigan, the region, the country and abroad?