Chapter 1: The University

Excellence, Diversity, and Inclusion

A statement by the Faculty, Provost, and President

To achieve our mission and meet the needs of a rapidly changing world, Duke strives to create a climate of collaboration, creativity, and innovation within and across disciplines. Our success depends upon the robust exchange of ideas - an exchange that flourishes best when the rich diversity of human knowledge, perspectives, and experiences is heard. We nonetheless acknowledge that our policies and practices have often failed to ensure equality of participation within our community. Our renewed commitment and responsibility to one another is articulated in the following statement: https://trustees.duke.edu/mission-statement/.

Duke University Community Commitment

Because diversity is essential to fulfilling the university’s mission, Duke is committed to building an inclusive and diverse university community. Every student, faculty, and staff member —whatever their race, gender, age, ethnicity, cultural heritage or nationality; religious or political beliefs; sexual orientation or gender identity; or socioeconomic, veteran or ability status—has the right to inclusion, respect, agency and voice in the Duke community. Further, all members of the University community have a responsibility to uphold these values, to uphold the institutional statement of values and culture outlined on the https://values.duke.edu/ site and actively foster full participation in university life.

Governing Documents

The governing documents of Duke University (aims, bylaws, charter, and indenture of trust) can be found at https://trustees.duke.edu/governing-documents.

Senior Administration

Administrative Officers

Responsibilities and duties of the trustees and administrative officers of the university are provided in the bylaws of Duke University (see Appendix A). However, the functions of the trustees and officers are described briefly below.

The Board of Trustees

The Board of Trustees is the governing body of Duke University. As the university’s fiduciary, the board is responsible for Duke’s long-term health, overseeing and aligning its strategic direction, educational policy, finances, and operations with the mission of the university. Through its two affiliated boards, it oversees the Duke University Health System and DUMAC, Inc. (Duke University Management Company), the university’s investment company. The board consists of thirty-six elected members and the president, ex officio, and it regularly meets four times a year but may call special meetings at the chair’s discretion. Its Executive Committee acts for the board between meetings and normally convenes five times each year.

The board elects from its membership a chair and vice chair(s) and organizes itself into both standing and ad hoc committees and strategic task forces. The former includes the Audit and Compliance Committee, Executive Committee, External Engagement Committee, Governance Committee, Graduate and Professional Education and Research Committee, Resources Committee, and Undergraduate Education Committee. Both standing committees and ad hoc committees and strategic task forces may undertake other functions as are delegated to them by the trustees. However, in all cases the powers and duties of committees are subject to the direction and approval of the board.

President

As chief educational and administrative officer of the university, the president is responsible to the Board of Trustees for the supervision, management, and government of the university, and for interpreting and carrying out the policies of the board. The president, or someone designated by the president, presides at meetings of the university faculty. Under the bylaws, the president may overrule the decisions of the faculty after stating reasons for such action. The president is responsible for recommending to the Board of Trustees persons to hold the other senior offices of the university.

Provost

The provost is the executive officer of the university responsible for all educational affairs and activities, including research and the libraries of the university. The provost has powers and duties as assigned by the president, including appointments and promotions of faculty, and strategic, academic, and budgetary oversight and authority for all schools. The provost is a member of the faculty of each college and school, and an ex officio member of each committee (other than committees of the Board of Trustees) or other body concerned with matters for which the provost is responsible. The provost also receives recommendations developed by the faculty and educational officers for consideration and recommendation to the president.

Executive Vice President for Health Affairs

The executive vice president for health affairs is the chief academic officer for Duke Health and Dean of the School of Medicine, exercising strategic, academic, and budgetary oversight and authority over the School of Medicine and all affiliated academic institutes and programs. The executive vice president for health affairs is also the university official providing oversight of the Duke-NUS Medical School in Singapore. The executive vice president for health affairs reports to the president and consults regularly with the provost and the president on all relevant academic matters, particularly those that are strategic, interdisciplinary, and have major budgetary significance. The executive vice president for health affairs ensures that the president and the provost are satisfied fully that the standards of quality for the university with respect to academic strategy, programs, and faculty development are met or exceeded within the academic entities within the purview of the executive vice president for health affairs. The executive vice president for health affairs also serves as dean of the School of Medicine and, in that capacity, reports to the provost.

Executive Vice President

The executive vice president is the university's chief financial and administrative officer, under the president, responsible for all business and finance, including accounting and auditing, preparation of budgets, fiscal planning, and the non-academic operations of the University.

Vice President and University Counsel

The vice president and university counsel reports to the president, and at the request of the Board of Trustees, shall report directly to that body, and is responsible for providing legal counsel, advice, and representation to the university in all matters and proceedings, and when appropriate shall employ outside counsel to assist in the carrying out of these responsibilities.

Secretary to the Board of Trustees

The secretary to the Board of Trustees reports to the president and is a member of the President’s Cabinet. The secretary has the powers and duties as outlined in the university bylaws and as assigned by the president, and is the custodian of the seal of the corporation.

Treasurer

The treasurer, reporting to the president or other office er of the university as directed by the president, directs the preparation of the annual statement of the university’s assets, liabilities, and operating results; serves as the university’s primary liaison with external debt rating agencies; manages the university’s external debt and the related reporting and payment requirements associated with external debt compliance matters; and is responsible for the university’s banking relations.

Faculty Affairs

The Office of the Vice Provost for Faculty Advancement

The Office of the Vice Provost for Faculty Advancement provides leadership, guidance and oversight of university-wide strategies and programs to support Duke faculty throughout their career stages, including early career faculty, mid-career faculty, senior faculty, and emeriti faculty.  The office offers faculty and leadership development programs and partners with Duke schools, departments and other academic units to recruit, hire and retain faculty; works collaboratively with academic units and relevant administrative units to help promote an environment that lives up to the Duke values of respect, trust, inclusion, discovery and excellence; and advocates for policies and practices that ensure that faculty have the resources and support they need to succeed at Duke.

The Office of Faculty Affairs Administration

The Office of Faculty Affairs Administration encompasses all provost-area activities related to appointments, promotion and tenure (AP&T), professorships, faculty HR records, and faculty data systems and analysis, which includes Scholars@Duke and dFac. The office provides assistance to the provost and deans’ offices on a range of faculty matters. The office also works with academic, administrative units, and technology units across the university to coordinate the processes, standards, and systems that make information about Duke faculty easier to collect, process, maintain, analyze, and share. The office strives to build a culture of efficiency, stewardship, and transparency as it relates to faculty procedures and faculty data.

Academic Organization

Each college and school of the university has its own faculty, which in each case includes the president and the provost.

Trinity College of Arts and Sciences and the Pratt School of Engineering confer undergraduate degrees. Each is administered by a dean who is responsible for its academic affairs.

Vice Provost for Undergraduate Education

The vice provost for undergraduate education (VPUE) develops and articulates Duke’s vision for a transformative undergraduate experience designed to prepare students to become engaged global citizens and future leaders. To this end, the VPUE works closely with the president, provost, vice provost/vice president for student affairs and other senior administrators and faculty in Trinity College, the Pratt School of Engineering, the Sanford School of Public Policy, and the Nicholas School of the Environment to provide strategic vision and leadership related to academic, co-curricular, and residential aspects of the undergraduate experience. The VPUE directs the Office of Undergraduate Education (OUE), which includes offices that support academic success, provide intellectual community, and offer experiential education opportunities for students across Duke’s four undergraduate-serving schools. OUE is home to the university’s first-generation, low-income access and outreach efforts, study away programs, academic support resources, pre-major advising, and faculty-student-engagement programs, to name a few. Learn more at https://undergrad.duke.edu/.

Undergraduate Education

Trinity College of Arts and Sciences

This body is composed of the dean of Arts and Sciences; dean of academic affairs, Trinity College of Arts and Sciences; dean of the humanities; dean of the natural sciences; dean of the social sciences; and the members of the faculty whose primary Academic Council constituencies are the humanities, social sciences, and natural sciences.

Pratt School of Engineering

The dean of the Pratt School of Engineering is advised by the Engineering Faculty Council and by members of the faculty who hold a primary or secondary appointment in that school.

Graduate Education

Graduate School

The Graduate School is administered by the dean who, with the advice of the Executive Committee of the graduate faculty, is responsible for coordinating the graduate offerings of the various departments of Arts and Sciences, the nonprofessional degree programs of the professional schools, the basic science departments in medical and allied health education, and certain professionally oriented graduate programs as well. The faculty of the Graduate School, which is represented by the Executive Committee, consists of those members of the general faculty who have been designated by their departments and approved by the dean. Departments, schools, and programs where graduate degrees are offered appoint a director of graduate studies (DGS) who works closely with the Graduate School and the graduate students in their area.

Professional Education

Each of the eight professional schools at Duke University has a separate faculty and academic administration and is administered by a dean who is the chief administrative officer of the school.

Divinity School

The dean of the Divinity School is advised by the Committee on Faculty and by faculty.

Fuqua School of Business

The dean of the Fuqua School of Business is advised on administrative and academic matters by the Faculty Advisory Committee and by members of the faculty.

Nicholas School of the Environment

The dean of the Nicholas School of the Environment is advised by the Faculty Council and by members of the faculty. 

Pratt School of Engineering

The dean of the Pratt School of Engineering is advised by the Engineering Faculty Council and by members of the faculty who hold a primary or secondary appointment in that school.

Sanford School of Public Policy

The dean of the Sanford School is advised on administrative and academic matters by an Executive Committee and by faculty.

School of Law

The dean of the School of Law is advised on administrative and academic matters by the faculty.

School of Medicine; Medical and Health Professions Education

The executive vice president for health affairs/dean of the School of Medicine is the chief academic officer for all health professional education programs, except those administered by the School of Nursing. All medical and allied health education programs are administered by the executive vice president for health affairs/dean of the School of Medicine, through the vice dean of medical education with advice from the relevant faculty committees and faculty in constituent instructional groups including physical therapy, physicians’ assistants, doctorate and occupational therapy and other health professions programs. The vice dean of education is responsible to the executive vice president for health affairs/dean of the School of Medicine and the provost for all academic activities in School of Medicine. The executive vice president
for health affairs/dean of the School of Medicine maintains consistency between university and School of Medicine academic policy.

School of Nursing

The dean of the School of Nursing is advised by the Faculty Governance Association (FGA) Executive Committee and by members of the faculty.

Departments

The department is the basic academic administrative unit in Arts and Sciences, the Pratt School of Engineering, and the School of Medicine. In some cases, programs or sections function like departments; in this chapter "department" refers to all three kinds of units.

Each department will maintain bylaws, approved by the department's faculty, endorsed by the dean of the school, and approved by the provost.

Each department is administered by a department chair, who is the official link between the department and the dean, presenting the department's needs, objectives, and evaluations of achievement to the dean. Chairs nominate directors of undergraduate studies to their dean and directors of graduate studies. They lead the department in planning, recommend allocation of space to their dean, and are responsible for budget preparation and surveillance, annual faculty evaluations, evaluations of faculty for promotion and tenure, assignment of academic and nonacademic staff, assignment of teaching loads and student advising, and adherence to departmental bylaws.

Selection of Department Chairs

In general, chairs in Arts and Sciences and the Pratt School of Engineering are on term appointment of three years if appointed from within the department, and five years if appointed from without. Chairs do not automatically rotate but are reviewed early in the last academic year of the term. The review procedure begins with a letter from the appropriate dean to each member of the department concerned asking advice regarding the next chair's term. Each individual is invited to write to the dean directly. These letters are reviewed by the dean. These deans recommend appointment to the provost. After approval is obtained, the dean of Arts and Sciences or the dean of the School of Engineering will send the letter of appointment.

When the dean, with the approval of the provost, decides that a chair should be appointed from outside the university, the dean will appoint a search committee to undertake a search and recommend one or more qualified persons for consideration. Search committees have representatives from the department faculty and at least one faculty member from another department or school in the university. They may also have members from outside the university.

After the search committee has made its recommendations, the dean will seek the approval of the provost. The appointment as chair is usually for five years.

The selection of a chair for a basic science or clinical department within the medical school is initiated when a search committee is appointed by the dean of the School of Medicine. The committee is composed of faculty members and, when appropriate, medical and/or graduate students or house staff from Duke University Hospital, and occasionally representatives from Duke University Health System, Inc. (DUHS) administration. Candidate recommendations are solicited from a wide variety of sources, and announcements and advertisements are placed in various publications. Specific attention is given to addressing unconscious bias in the search process and to identifying a diverse candidate pool. At the end of the interview process, the search committee obtains input from interviewers and from the department (faculty, trainees, and staff). After reviewing the input and discussing the candidates in detail, the committee informs the dean of the Medical School of the candidate(s) they endorse. After final selection of the preferred candidate, the dean of the Medical School makes their recommendation to the provost and the president of Duke University.

Interdisciplinary University Institutes, Initiatives, and Centers

The university institutes, initiatives, and centers (UICs) are non-departmental, university-wide bodies that foster interdisciplinary, cross-school teaching, research, service, and community engagement, and that receive central core funding as a portion of their budget. UICs typically convene cross-school faculty and graduate student working groups and facilitate external grant proposals.

All UICs have the opportunity to develop curricular programs (e.g., certificates, minors, co-majors, and master’s degrees) so long as they are approved by standard university processes, as well as co-curricular programs. UICs may also appoint non-regular rank faculty and collaborate with a school or department on a joint faculty appointment. University institutes, but not initiatives or centers, have the opportunity to appoint non-tenure track, regular rank faculty through established processes if so authorized by the provost and Academic Programs Committee. Centers may affiliate within an institute, with any associated curricular programs or faculty appointments residing in the host institute.

UICs, both individually and collectively, periodically undergo formal review processes established by the provost and engaging the wider university faculty community. A review of the UICs as a whole should take place every five to seven years. The resulting findings and recommendations inform decisions regarding ongoing operation, sunsetting, or reconfiguration, as well as the extent of central core investment. Upon the invitation of the provost, units may be considered for institute status through an established and rigorous governance process that includes careful consideration by the Academic Programs Committee.

Institutes establish and conduct review processes for any affiliated centers, hubs, and projects, which may be established on the basis of a clearly defined time span without the possibility of renewed internal funding. The conclusions and recommendations that emerge from such reviews will inform decisions regarding continuation of individual centers and ongoing institute funding.

Each institute will maintain bylaws that are approved by the institute’s faculty governance body, endorsed by the vice provost for interdisciplinary studies, and approved by the provost. Each university institute or initiative is administered by a director, who reports to the provost or vice provost for interdisciplinary studies. Directors of university institutes which are jointly funded by the provost and School of Medicine also report to the executive vice president for health affairs/dean of the School of Medicine.

Selection of UIC Directors

UIC directors will generally be appointed for a five-year period, with annual performance reviews. In year four of the five-year term, assuming the director seeks an additional term, the provost begins a more formal appointment and review process that includes appointment of a special faculty committee to evaluate the performance of the director. The committee will conduct interviews and invite comments from relevant stakeholders and units, and will present the provost with a written report. At the conclusion of the review process, the provost will recommend reappointment or initiate selection of a new director.

Whenever the university seeks a new director, the UIC faculty governance body and relevant faculty and faculty leadership will be consulted, and the provost may appoint an internal candidate or launch an internal or external search. As needed, the provost may also appoint an interim director. For a search, the provost will appoint a search committee which will include representation from both the UIC and the wider university faculty. Search committees may also contain members from outside the university, such as a representative from a UIC external advisory board. The search committee will seek and vet qualified individuals from inside and/or outside the university, depending on the search scope, and make recommendations to the provost. The provost will report the appointment to the Board of Trustees.

For UICs with dual reporting structures to the provost and School of Medicine, the executive vice president for health affairs/dean of the School of Medicine and provost will jointly initiate and direct director search, appointment, and review processes.

Directors of centers affiliated within an institute are appointed for a specified time, typically no longer than three years, by that institute’s director, in consultation with the institute’s faculty governance body and the vice provost for interdisciplinary studies. Reviews of center directors involve similar consultation.

Interdisciplinary School-based Centers

Other units of an interdisciplinary nature, not otherwise designated as UICs, may be designated as school-based centers. Each school is responsible for maintaining and applying regular approval and review processes for school- based centers, and for appropriately reporting on them to the provost’s office as part of the school’s standard annual report.

Learning Innovation and Digital Education

The Vice Provost for Learning Innovation and Digital Education oversees Learning Innovation and Continuing Studies. 

Learning Innovation 

Learning Innovation helps Duke students learn more, and helps more people learn from Duke by partnering with faculty to support student-centered, active learning for more equitable, accessible, and inclusive experiences that help all learners achieve learning outcomes. Opportunities to receive support from Learning Innovation include:

• One-on-one consultations via open office hours and email
• Self-service teaching guides on course design and delivery
• Workshops and events on teaching strategies and educational technologies
• Services that provide ideas and feedback on current teaching practices
• Advising and support for original teaching and learning research
• Fellowships and institutes to create connections among faculty who are passionate about learning, sharing ideas and contributing to education innovation

Additionally, Learning Innovation builds and supports Duke’s learning technology ecosystem, provides online learning support and opportunities, and conducts and disseminates teaching and learning research. Learn more about Learning Innovation’s work and opportunities for faculty at learninginnovation.duke.edu.

Continuing Studies

Duke Continuing Studies provides local and global programs to lifelong learners of all ages. Local adult learners pursuing an undergraduate degree are admitted and receive academic advising through the Academic Studies unit of this office. Undergraduate and graduate non-degree coursework and auditing of Duke classes are also arranged through Academic Studies. The Duke Continuing Studies Employee Tuition Rate Program offers discounts on up to two courses in fall and spring semesters or one course per summer term. The program is designed to make Duke academic coursework more accessible to employees through reduced tuition and audit rates for most undergraduate courses.

Other programs in Continuing Studies include:

• Duke Pre-College provides advanced summer academic enrichment experiences for middle and high school students through commuter, residential and online options.
• The Nonprofit Management program offers capacity building, leadership, and skill workshops specialized for the nonprofit industry.
• The Professional Certificates unit provides online continuing education programs that award completion certificates in business/finance, technical writing, human resources, legal studies, management, Six Sigma/Lean, and technology solutions.
• The Osher Lifelong Learning Institute is a membership organization offering noncredit online and in-person educational, social, and volunteer opportunities to older adults and the Duke community.

All continuing education programs are open to faculty members and their families. 

For detailed information, see https://learnmore.duke.edu/.  

Summer Session 

Summer Session, housed within Duke Continuing Studies, is part of Duke University's twelve-month academic offerings and upholds the same academic standards and credentials as fall and spring semesters. While some professional schools offer summer coursework, virtually all offerings in arts and sciences are at the undergraduate level. The Global Education Office for Undergraduates and the Marine Lab both sponsor summer coursework in addition to Summer Session offerings. Each school and department is responsible for selecting their courses and faculty, subject to consultation with and approval from the director of Summer Session.

For detailed information, see https://learnmore.duke.edu/.

Libraries

The university librarian and vice provost for library affairs administers all libraries except those in the Divinity School, the School of Law, the Medical Center, and the Fuqua School of Business, which are under the direction of their respective deans.

The Library Council, established in 1929 by action of the faculty of the university, advises the university librarian and the provost on matters relating to general policy. In addition, it acts as a sounding board for proposed major changes and serves as a communication link between the library and the faculty. The council is composed of nine faculty members nominated by the Executive Committee of the Academic Council and appointed by the provost for three-year terms and one librarian and two students who serve one-year terms. The university librarian and members of the library’s Executive Group are also members of the Library Council.

University and Duke Health Archives

The Duke University Archives is the official archival repository of the university and is part of the Rubenstein Rare Book and Manuscript Library. The University Archives identifies, acquires, manages, and preserves university records of enduring value and makes them available for use in accordance with policies approved by Duke University's Board of Trustees, administration, and faculty. For information concerning access, collection, and transfer to the Archives, go to https://library.duke.edu/rubenstein/uarchives/.

Medical Center Archives is the official archival repository for Duke Health including the School of Medicine, the School of Nursing, Duke University Hospital, and Duke University Health System departments and divisions and other programs and administrative units. Duke Health Archives collects and preserves administrative records and documents, including images and oral histories, that capture the history of the medical center. The archives staff assists departments in records retention, as well as with locating documents and images for special events, publications, and exhibits. For more information, visit online at https://archives.mc.duke.edu/.

Administrative Services

The executive vice president oversees Duke’s administrative and financial affairs, including facilities, finance, human resources, operations, and information technology.

The Office of Audit, Risk and Compliance (OARC) performs independent internal audits, plans, and oversees the university risk management process, and oversees the institutional ethics and compliance program. To ensure OARC's independence, the chief audit, risk and compliance officer reports administratively to the president of the university and the chief executive officer (CEO) of DUHS, and functionally to the audit committees of the Board of Trustees, Duke University Health System, and DUMAC, Inc.

Office for Institutional Equity (OIE)

The Office for Institutional Equity (OIE) provides education and support for the Duke University and Duke Health community to advance Duke's shared values of respect, trust, inclusion, discovery, and excellence. OIE responds to and supports the prevention of complaints of discrimination, harassment, and sexual misconduct. OIE also publishes the annual Affirmative Action Program and can provide education, data, and other resources to support hiring and promotion practices to encourage diversity. Finally, the office offers outreach, education, team building and coaching, and diversity publications in support of the Duke community. OIE collaborates internally and externally to best leverage its resources to support all students, staff, and faculty at Duke.  

Harassment Prevention, Non-Discrimination, and Title IX

Duke University is committed to encouraging and sustaining a learning and work community that is free from harassment and prohibited discrimination. The institution prohibits discrimination on the basis of individual’s age, color, disability, gender, gender expression, gender identity, genetic information, national origin, race, religion, sex, sexual orientation, or veteran status, in the administration of its educational policies, admission policies, financial aid, employment, or any other university program or activity. It admits qualified students to all the rights, privileges, programs, and activities generally accorded or made available to students.

Questions or comments about discrimination, harassment (including sexual harassment and sexual violence), relationship violence, and stalking can be directed to the Office for Institutional Equity. Additional information, including the complete text of the Policy Prohibiting Discrimination, Harassment and Related Misconduct, and appropriate complaint procedures, may be found by contacting the Office for Institutional Equity or visiting its website at https://oie.duke.edu/. Questions or comments about discrimination, harassment (including sexual harassment and sexual violence), relationship violence, and stalking committed by a student may also be directed to the Office of Student Conduct; additional information, including the complete text of the policy and complaint procedure for such misconduct, may be found at https://studentaffairs.duke.edu/conduct/z-policies/student-sexual-misconduct-policy-dukes-commitment-title-ix.

OIE responds to protected-class-based discrimination and harassment including sexual misconduct matters. This area also implements and monitors Duke’s Policy on Prohibited Discrimination, Harassment and Related Misconduct (PPDHRM). OIE provides advice, assistance, and education to individuals and groups concerning harassment prevention and non-discrimination, including handling complaints. OIE also addresses gender equity in the workplace and classroom, working to ensure that Duke complies with Title IX, a federal law banning sex discrimination.

Faculty, staff, and students can use the confidential online Incident Reporting tool to provide OIE with preliminary information concerning incidents of protected status harassment, discrimination and related misconduct involving students, faculty, or staff. OIE will respond to all submissions regardless of the nature of the report and will forward it to the office responsible for addressing it, as appropriate.  Report a concern here: https://oie-duke-gme-advocate.symplicity.com/public_report/index.php/pid555357.

Affirmative Action Programs, Equitable Hiring and Promotion Practices, and Data Evaluation

The Equal Opportunity and Affirmative Action area of the Office for Institutional Equity is responsible for preparing Duke's Affirmative Action Plans (AAPs) and Equal Employment Opportunity reports (EEOs). This area also works to implement Duke’s policies on Equal Opportunity and Affirmative Action related to pay discrimination and prejudicial promotion practices, including performing investigations. In addition, OIE conducts federally mandated and internal EEO data analytics; provides consultation services, education, and training; and serves as a liaison between Duke and governmental agencies in the areas of contract compliance, reporting, and regulatory matters.

Diversity, Equity & Inclusion

The Diversity, Equity, and Inclusion area provides consultation, needs assessment, strategy design, coaching, educational workshops, and learning solutions related to diversity, equity, and inclusion. OIE also offers the Duke University Health System (DUHS) Diversity Education for Staff course to improve patient-centered care. OIE programs are designed to raise awareness, increase understanding, and enhance skill development to optimize the working and learning environments at Duke.  

See the following link for a list of educational offerings: https://oie.duke.edu/training-workshops-and-educational-sessions.

Accommodating Persons with Disabilities

The Vice President for Institutional Equity is the designated compliance officer for the Americans with Disabilities Act of 1990 and Section 504 of the Rehabilitation Act of 1973 so if you have a concern about the implementation of a reasonable accommodation or disability discrimination you may report it to OIE. If you are seeking a disability accommodation, please contact Disability Management Systems (DMS).  https://access.duke.edu/.

Disability Management System

Disability Management System--Student Disability Access Office

Pursuant to the Rehabilitation Act, the Americans with Disabilities Act (ADA) and the ADA Amendments Act; Duke University through the Student Disability Access Office is prepared to explore possible coverage and reasonable academic adjustments and accommodations to graduate, professional and undergraduate students. Students who wish to request to be considered for reasonable accommodations should contact the director of the Student Disability Access Office at (919) 668-1267 or sdao@duke.edu.

Disability Management System--Employment and Public Accommodations

Faculty members wishing to explore possible coverage and reasonable accommodations under the ADA should visit the DMS website at https://www.access.duke.edu/ and submit a request for accommodations.  If you have questions about the ADA process, please contact the Program Director, Employment and Public Reasonable Accommodations at (919) 684-8247. Faculty members with concerns, questions or complaints involving discrimination based on disability may contact the Office for Institutional Equity at (919) 403-3284.

Web Accessibility Initiative

The Web Accessibility Initiative provides training on how to make web content accessible to people with disabilities and how to meet Duke’s Web Accessibility Guidelines. For more information visit https://web.accessibility.duke.edu/ or contact web-acessibility@duke.edu or (919) 613-4811.

Office of Information Technology

The Office of Information Technology (OIT) is committed to supporting and enhancing teaching, research, and innovation at Duke University in collaboration with departments, groups, and individuals within the university community. 

OIT effectively manages technology resources providing training and support for tools and services including: account access; collaboration and productivity; phones and conferencing; email, calendar, and events; video and audio; data and analytics; and high-performance virtual computing environments.  It also supports labs and computer classrooms; wireless and wired computer networks; and other advanced technology spaces. The OIT Service Desk and knowledgebase website offer direct customer support. To learn more, visit the OIT website (oit.duke.edu) to learn more, or contact the OIT Service Desk by live chat (oit.duke.edu/help), to get help. You can also submit a help request by phone at (919) 684-2200, or by walking up to the OIT Service Desk at The Link on the lower level of Perkins Library.

Duke University Information Technology Security Office

The Duke University IT Security Office (ITSO) provides leadership in the development, delivery, and maintenance of an information security program to safeguard the university's information assets and the supporting infrastructure against unauthorized use, disclosure, modification, damage, or loss. The ITSO supports a comprehensive set of university-wide security services, technologies and processes, education and awareness training, monitoring for IT security related events, threat and vulnerability management, and incident management. ITSO, reporting directly to the University’s Chief Information Officer, collaborates with campus schools, departments, and business units on a wide variety of IT security-related issues and practices. Faculty may be interested in Duke Unlock multifactor authentication (https://oit.duke.edu/what-we-do/applications/duke-unlock); 1Password Password Manager (https://oit.duke.edu/what-we-do/applications/1password); or participating in the Duke Security Challenge (https://idms-web-selfservice.oit.duke.edu/security).

Other key resources include:

• Security policies and procedures: https://admin.trinity.duke.edu/policies/technology
• Duke’s minimum security standards: https://security.duke.edu/policies-procedures-and-standards/device-security/minimum-security-standards-laptops-desktops/
• Offered services, including vendor risk assessments: https://security.duke.edu/security-services/
• Security guides: https://security.duke.edu/security-guides/

To learn more, visit https://security.duke.edu, or contact ITSO by email at security@duke.edu; or on a public Microsoft Teams channel – IT Security Office.

Office of Communications, Marketing and Public Affairs

The Office of Communications, Marketing and Public Affairs (CMPA) leads Duke's communications and marketing programs to advance Duke’s strategic priorities and promote the university’s reputation, including crisis communications and issues management. The staff works with administrators, faculty, staff, and others across the university to communicate the programs, people, policies, and accomplishments of the university to a wide range of audiences including the media. CMPA sets and maintains university policies on media, visual identity, social media, digital and strategic communications, and related matters. Those policies and standards can be found at https://communications.duke.edu. In addition, the office provides counsel and information to institutional leaders on internal and external communications and related issues.

Duke University Office of Government Relations,  Duke State Relations and Duke Health Government Relations

Several offices at Duke University work together to advocate for favorable policies and inform the community about the activities of the federal and state governments that affect Duke. The Office of Government Relations and Duke State Relations are University-based, while Duke Health Government Relations is based in Duke Health. All three offices maintain productive relationships with policymakers and federal and state government officials, as well as work closely with faculty, staff, students, alumni, and others to promote Duke’s priorities and interests. The Duke University Office of Government Relations is responsible for national public policy issues related to the university and includes Duke’s office in Washington, D.C. (Duke in DC) https://dukeindc.duke.edu/. The office also coordinates and works with faculty and senior leadership on issues involving international government relations. Duke State Relations is responsible for relations with the State of North Carolina policymakers for the University, Duke Health and Duke LifePoint Healthcare, while Duke Health Government Relations focuses on federal issues for the Duke University Health System and Schools of Medicine and Nursing. The Duke University Office of Government Relations and Duke State Relations report directly to the vice president for government relations, while Duke Health Government Relations reports jointly to the vice president for government relations and the CEO of DUHS.

Duke Office of Durham and Community Affairs

The mission of the Duke Office of Durham and Community Affairs (DCA) is to forge purposeful partnerships with our neighbors to improve health and well-being in communities through enduring, equitable and impactful community engagements. DCA partners strategically with entities across local and regional communities and throughout Duke, providing support services, facilitation, and expertise as needed.

The office builds upon a history of university and community relationships extending back to the 1990s with the Duke-Durham Neighborhood Partnership (DDNP) and later the expansion to the Office of Durham and Regional Affairs (DARA). Building upon this 30-year foundation of community engagement work, today DCA connects area community partners and local government with the people, research and institutional resources of Duke University and Duke Health.

In 2021, DCA launched the Strategic Community Impact Plan (SCIP) which was developed with input from more than 650 community partners and Duke collaborators.  This document now serves as a guide for prioritizing Duke’s community engagement efforts around five focus areas:

• Housing - Housing affordability and infrastructure
• Health - Food security and nutrition
• Education - Early childhood and K-12 readiness
• Employment - College and career readiness
• Community - Nonprofit capacity

Learn more about the Duke Office of Durham and Community Affairs at:

https://community.duke.edu.

Office for Research and Innovation

The Office for Research & Innovation (OR&I) supports Duke’s commitment to excellence and integrity in research and scholarship by providing infrastructure to empower, enable, and safeguard research and scholarly activities at Duke. In addition, Duke is committed to translating our research for the substantial benefit of society, and works to encourage and support faculty, trainees, and staff to ensure that their research serves the public good. We enable partnerships with other entities, including government, industry, non-profit, community organizations, and academic institutions in order to achieve Duke’s mission. 

OR&I provides a centralized focus for the development of research activities across the institution, and has university-wide responsibility for research policy, coordination with  external research sponsors (including federal funding agencies), compliance, scientific integrity, research conflicts of interest, and technology transfer. In addition, the Office for Research & Innovation works closely with management center-based resources and provides pre- and post-award services, animal and human subjects research oversight, and research development activities.

Within the Office for Research & Innovation are the Offices of Scientific Integrity, Export Controls, Translation and Commercialization, External Partnerships, Postdoctoral Services, and Research Initiatives. The office also works in concert with such university committees as the Executive Research Oversight Committee (EROC), Research Administration Continuous Improvement (RACI) initiative, the Research Policy Advisory Committee, and the Authorship Dispute Board. OR&I coordinates with the deans of all university schools, to facilitate research excellence throughout the university.

Fiscal and Academic Years

As established in the bylaws, the university's fiscal year begins on July 1 and ends on the following June 30. The academic year, also established in the bylaws, starts on or about September 1 and ends one calendar year later.

The undergraduate and graduate bulletins and the bulletins of the professional schools contain the academic calendars as approved by the provost.

DUMAC, INC

DUMAC, Inc. is a separate non-profit support corporation organized and controlled by Duke. Its primary responsibility is to manage Duke University’s endowment assets.  In addition, DUMAC manages the university’s defined benefit pension plan assets, Duke University Health System’s investments, and much of the university’s working capital.  DUMAC also manages the assets of The Duke Endowment, the private charitable trust established by Duke University’s founder, James B. Duke.

Accreditation

Duke University is accredited by the Commission on Colleges of the Southern Association of Colleges and Schools to award baccalaureate, masters, doctorate, and professional degrees. Contact the Commission on Colleges at 1866 Southern Lane, Decatur, Georgia 30033-4097 or call (404) 679-4500 for questions about the accreditation of Duke University.

Acronyms Appearing in This Chapter