duke school of nursing strategic plan

Mission, Vision, Values, & Philosophy

The mission of the Duke University School of Nursing reads as follows: "We, at the Duke University School of Nursing, advance health equity and social justice by preparing nurse leaders and innovators with a commitment to improving health outcomes through transformative excellence in education, clinical practice, and nursing science."

Vision Statement

Together transforming the future of nursing to advance health with individuals, families and communities.

Excellence: We are entrusted to provide the highest quality education for our students and lead in the discovery of advances that improve the health of others.

Integrity: We are committed to honesty, transparency, and accountability for our actions and outcomes.

Collaboration: Through collaboration and teamwork, we multiply the impact of our work for the greatest possible benefit.

Respect: We treat others with civility, kindness, and as equals in all interactions, and recognize that all members of our community offer valuable contributions.

Innovation: We thrive on bold creativity and ingenuity, finding solutions that define the future.

Diversity, Inclusion and Belonging: Celebrate our diversity, eliminate barriers that prevent full participation of all, and strive for institutional equity.

Duke University School of Nursing is committed to achieving distinction in research, education, and patient care predicated on our beliefs regarding human beings, society, and the environment, health and health care delivery, nursing, and teaching and learning.

Human Beings

We believe that the dignity of each human being is to be respected and nurtured, and embracing our diversity affirms, respects, and celebrates the uniqueness of each person. We believe that each human being is a unique expression of attributes, behaviors, and values which are influenced by their environment, social norms, cultural values, physical characteristics, experiences, religious beliefs, and practices. We also believe that human beings exist in relation to one another, including families, communities, and populations.

Society/Environment

As sociocultural beings, humans are affected by and, in turn, influence the environments in which they exist, environments that are both internal (i.e., physiological, psychological, ethical) and external (i.e., cultural, political, social, economic, professional, global). Such environments influence the health of individuals and groups, and also influence health care delivery systems, access to care, and health disparities. We believe that society has a responsibility for providing environments that are conducive to maximizing the potential of its individual members and of society as a whole, for eliminating long-term inequities that contribute to health disparities, and for creating systems and roles that protect its members.

We believe that optimal health does not preclude the existence of illness; health and illness exist on parallel continuums such that even people with chronic or debilitating illness may experience optimal levels of health through adaptation. We believe that all humans, from infants to the oldest of age, have a capacity to adapt to health and illness challenges whether they arise from environmental or genetic origins. Nursing’s role is to assess, support adaptation, or intervene when the appropriate ability does not exist within the individual or group. Because health is an innate characteristic of humans, we believe that high-quality health care is a human right.

Health Care Delivery

Maintaining optimal health and preventing disease for individuals, families, communities, and populations depend on collaborative partnerships between patients/families/communities, and teams of interprofessional providers of care. We believe that health care must be patient-centered and that mutual trust between patients and providers is created by relationships that reflect respect for dignity, diversity, integrity, self-determination, empathy, and a capacity for grace and empowerment. Patients/families/communities must be supported and encouraged in making care decisions and in engaging in the adaptive work needed for responding to health or illness challenges as they transition through all levels of the care system.

Nursing exists as a function of society for the protection of its members through legally sanctioned roles, responsibilities, and scopes of practice. We believe that nursing is a scholarly discipline centered on assisting people to protect, promote, and optimize their health and abilities, prevent illness and injury, and alleviate suffering. Nursing achieves this through the diagnosis and treatment of human responses to health-threatening conditions, advocacy in the care of individuals and groups, and the generation and translation of research findings for nursing practice. Nursing is committed to a holistic and evidence-based approach to human caring and compassion; respecting the dignity, self-determination, and worth of all human beings. It is our belief that nursing focuses on the uniqueness of each human being, guided by the systematic process of assessment, planning, implementation, and evaluation; the goal of which is to optimize the quality of adaptation in human beings.

We believe that nursing has a moral responsibility to the common good and an obligation to social justice and equitable access to culturally sensitive, high-quality care for all human beings. Nurses also are responsible for helping to reduce health disparities and reaching out to those, locally or abroad, who are vulnerable.

We believe that nurses begin as novices and progress to experts, with increasing complexities of knowledge, skills, and values needed to promote, maintain, restore, support, and maximize adaptation of humans as they fluctuate along the wellness and illness continuums. We affirm our commitment to scientific inquiry, the advancement of knowledge and understanding, and the transfer of that knowledge to others for the good of society through innovation and the novel application of technology. We believe that all nurses must practice to the full scope of their education and training in environments where laws, standards of practice, and reimbursement regulations are commensurate with education and experience.

Teaching/Learning

We believe that our purpose is to develop nurse leaders in practice, education, administration, and research by focusing on students’ intellectual growth and development as adults committed to high ethical standards and full participation in their communities. We recognize that it is the responsibility of all individuals to assume ownership of and responsibility for ongoing learning, as well as to continually refine the skills that facilitate critical inquiry for lifelong learning.

The Duke University School of Nursing promotes an intellectual environment that is built on a commitment to free and open inquiry and is a center of excellence for the promotion of scholarship and advancement of nursing science, practice, and education. We affirm that it is the responsibility of faculty to create and nurture academic initiatives that strengthen our engagement of real world issues by anticipating new models of knowledge formation and applying knowledge to societal issues. This, we believe, equips students with the necessary cognitive skills, clinical reasoning, clinical imagination, professional identity, and commitment to the values of the profession that are necessary to function as effective and ethical nurse leaders in situations that are underdetermined, contingent, and changing over time.

Bulletin Links

• Divinity School
• Fuqua School of Business
• Graduate School
• School of Law
• School of Medicine
• Nicholas School of the Environment
• School of Nursing
• Pratt School of Engineering
• Sanford School of Public Policy
• Undergraduate Instruction
• Archived Bulletins

2024-2025 School of Nursing Bulletin. Download PDF here.

A Leadership Framework for Implementation of an Organization's Strategic Plan.

Many schools of nursing have employed strategic planning as resources have become limited and demands for organizational efficiency have increased. Although the process of developing a strategic plan has been described in the literature, there is little information about how to implement and evaluate a plan. In this paper, we provide an overview of one nursing school's strategic plan development and the implementation and evaluation processes. Our paper provides a detailed description of the leadership framework used to shape, implement and evaluate the plan and makes recommendations for their application to other schools engaging in strategic planning.

Duke Scholars

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Publication date, start / end page, related subject headings.

• Organizational Objectives
• Implementation Science
• 4205 Nursing
• 1110 Nursing

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• Duke & Durham
• Human Resources
• Connect With Us
• External Applicants
• Current Duke Employees
• Duke Health Careers

VICE PRESIDENT, FACILITIES

Durham, NC, US, 27710

Occupational Summary

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The Vice President (VP), Facilities serves as part of the senior leadership group of Duke University and reports directly to the Executive Vice President. The VP, Facilities role includes oversight for the overall operations of the University to ensure the ongoing safety, integrity, value operation and sustainability of Duke’s world-class facilities.  Leadership responsibilities include:  Planning & Design, Project Management, Utilities & Engineering Services, Building & Landscape Services, University Environmental Services, and Administration (Human Resources, Safety, Business Services, Technology, Communications) – a total workforce of approximately 600 employees.    

Work Performed

• Oversee all departmental functional areas to ensure efficient and reliable facility operations in support of Duke University’s mission.
• Maintain high safety standards for students, faculty, staff and visitors.
• Direct operational and capital needs within allocated resources.

Facilities offers diverse services to campus customers, while similar services are provided by parallel organizations within their specific school/unit in the University and Health System.

Facilities has the general responsibilities (not exhaustive list) as noted below:

• Planning & Design, Project Management, Building Maintenance - Campus (including Marine Laboratory) with exception of School of Medicine/Nursing and Health System
• Utility Systems, Sanitation – Primary service provider for University and Health System
• Landscape Services – Campus (including Marine Laboratory) with exception of Golf Course, Duke Gardens and Forest
• Housekeeping – Campus (including Marine Laboratory) with exception of School of Medicine/Nursing, Health System and Residential Life

Ensure comprehensive and strategic planning, including space management, master planning and capital project programming. Support real estate operations concerning land use and leased property. Catalog all zoning designations for university land. Stay current on changes to zoning ordinance that may impact land use.

Follow University Planning Principles including protection of natural resources and sustainability goals. Maintain the Illustrative Master Plan and comply with the City of Durham’s planning submission requirements for traffic, parking, sidewalks, stormwater and tree conservation areas.

Adhere to Duke processes and charters for obtaining capital project approvals from clients, senior leadership and Board of Trustees, and comply with all local, state and federal permitting requirements.

Ensure capital project designs align with the Duke aesthetic, architectural, landscape and technical design standards.

Oversee design and construction of new and renovated facilities including buildings, utility plants and distribution, landscape and athletic fields, roadways, parking lots and sidewalks. resource allocation for timely and budget-compliant completion. Collaborate with finance colleagues for fiscal control of capital projects.

Oversee Duke Quarry operations to meet project stone requirements, maintain active permits, and ensure safety during quarry activities.

Manage and improve campus utility systems that serve both the University and the Health System facilities on the Durham campus and the Marine Lab, ensuring system capacity, redundancy, and resiliency.

Develop and maintain facility renewal data for use in component and capital renewal programs. Assist in prioritizing projects and renovations, and advise University administrators on future uses of existing facilities.

Ensure all renovations, new construction and component renewals are energy efficient and align with Facilities’ standards and Duke’s Climate Commitment.

Oversee campus building maintenance (maintenance engineering, skilled trades planning/scheduling, and vendors) and landscape services (campus landscape, athletic fields, tree management).

Oversee campus-wide sanitation/waste hauling functional area and partial campus Recycling.

Oversee management of union and non-union employees, ensuring adherence to Local 77 and Local 465 contracts.

Maintain employee safety programs, training and compliance (DART rate) at industry ‘best’ level, and ensure 95% achievement of Facilities’ monthly training goals.

Regularly update the Facilities Risk Assessment and work on mitigating identified issues.

Maintain and adjust facilities emergency preparedness plans as needed, including plans for chilled water, steam, power curtailment, and severe weather conditions like snow/ice storms.

Communicate departmental and project information effectively to both internal employees and the Duke community. Understand and address campus-wide customer needs in collaboration with unit directors. Actively participate in various committees and working groups. Perform other related duties incidental to the work described herein.

The above statements describe the general nature and level of work being performed by individuals assigned to this classification. This is not intended to be an exhaustive list of all responsibilities and duties required of personnel so classified.

Qualifications

Education/Training:  

Requires Bachelor’s degree in architecture, engineering or construction management or a related discipline; master’s degree in related field or business preferred. 

Experience:

A minimum of 10 years of progressive senior level leadership in Facilities Management. Experience in an academic or corporate organizational setting strongly preferred.

Skills and Experience:

• Working knowledge of functional areas (e.g. planning, design, construction, maintenance, utilities) incorporated within the facilities management portfolio
• Comprehensive knowledge of operational and capital project budgets
• Employee management experience with union and nonunion personnel
• Excellent skills in Excel and PowerPoint
• Written and verbal communications
• Professional license in architecture/engineering and/or certifications/training in relevant fields

The intent of this job description is to provide a representative and level of the types of duties and responsibilities that will be required of positions given this title and shall not be construed as a declaration of the total of the specific duties and responsibilities of any particular position. Employees may be directed to perform job-related tasks other than those specifically presented in this description.

Duke University is an Affirmative Action/Equal Opportunity Employer committed to providing employment opportunity without regard to an individual's age, color, disability, gender, gender expression, gender identity, genetic information, national origin, race, religion, sex, sexual orientation, or veteran status.

Duke aspires to create a community built on collaboration, innovation, creativity, and belonging. Our collective success depends on the robust exchange of ideas-an exchange that is best when the rich diversity of our perspectives, backgrounds, and experiences flourishes. To achieve this exchange, it is essential that all members of the community feel secure and welcome, that the contributions of all individuals are respected, and that all voices are heard. All members of our community have a responsibility to uphold these values.

Duke is an Affirmative Action/Equal Opportunity Employer committed to providing employment opportunity without regard to an individual's age, color, disability, gender, gender expression, gender identity, genetic information, national origin, race, religion, sex, sexual orientation, or veteran status.

Duke aspires to create a community built on collaboration, innovation, creativity, and belonging. Our collective success depends on the robust exchange of ideas—an exchange that is best when the rich diversity of our perspectives, backgrounds, and experiences flourishes. To achieve this exchange, it is essential that all members of the community feel secure and welcome, that the contributions of all individuals are respected, and that all voices are heard. All members of our community have a responsibility to uphold these values.

Essential Physical Job Functions: Certain jobs at Duke University and Duke University Health System may include essentialjob functions that require specific physical and/or mental abilities. Additional information and provision for requests for reasonable accommodation will be provided by each hiring department.

Nearest Major Market: Durham Nearest Secondary Market: Raleigh

Duke is an Affirmative Action / Equal Opportunity Employer committed to providing employment opportunity without regard to an individual’s age, color, disability, gender, gender expression, gender identity, genetic information, national origin, race, religion, sex, sexual orientation, or veteran status. Read more about Duke’s commitment to affirmative action and nondiscrimination at hr.duke.edu/eeo.

Advancing Research and Care: Duke Infectious Diseases Division’s Impact

Academic productivity is at the core of advancing medical knowledge, with research efforts driving improvements in patient care and shaping future treatment approaches. In the Duke Department of Medicine (DOM), this commitment to research is evident across all departments, where faculty continually contribute to the broader medical community. The DOM Division of Infectious Diseases is a prime example of this, with its faculty publishing over 400 papers between 2023 and early 2024 alone, showcasing the division's ongoing efforts to advance the field. 

Under the leadership of Dr. John Perfect, division chief for 14 years, the faculty has demonstrated a sustained commitment to research that spans basic science, clinical studies, and translational medicine. While the sheer number of publications speaks to the division’s productivity, Dr. Perfect emphasizes that the scope of research is what truly makes their work impactful. “It’s not just about the number of publications,” he said. “It’s the breadth and the impact of the research we’re doing. Our faculty members are involved in everything from basic science to clinical research to translational medicine, which directly improves patient outcomes here at Duke and globally.” 

The division’s work covers a wide range of critical topics in infectious diseases, including infection control, antibiotic stewardship, and transplant infectious disease. By tackling such diverse issues, the division’s faculty are not only advancing their field but also ensuring that their research has a broad and lasting impact on clinical practices worldwide. “Our goal is to not only treat patients but also to share what we learn so that others can benefit from our work,” Dr. Perfect said. 

In addition to its academic contributions, the Division of Infectious Diseases plays a key role in clinical care at Duke. Infectious disease physicians manage one of the highest volumes of clinical consults across the institution. Despite the demands of clinical work, faculty members remain deeply committed to advancing research. “We are very focused on delivering excellent clinical care, but we never lose sight of the importance of research and education,” Dr. Perfect said. “That balance is what makes Duke a leading research institution.” 

With 70 faculty members, the division averages roughly five publications per faculty member each year. While impressive in scale, it’s the diversity and impact of the research that Dr. Perfect highlights. “Our research spans diagnostics, therapeutics, infection control, and much more,” he said. “It’s important that we continue pushing in all these directions to advance the field.” 

As a premier research institution, Duke is known for fostering a strong research culture, and the Division of Infectious Diseases exemplifies this ethos. Dr. Perfect stresses the importance of maintaining Duke’s status as a leader in both clinical care and research, noting that the division’s success in research strengthens the institution as a whole. “At Duke, we are fortunate to have an environment that supports our ability to conduct cutting-edge research while also caring for patients,” Dr. Perfect said. “We have a responsibility to publish and share what we learn, and I’m incredibly proud of the faculty’s commitment to that mission.” 

With its impressive academic output and ongoing dedication to research and education, the Duke Division of Infectious Diseases continues to move medicine forward in both clinical practice and the advancement of infectious disease care. 

Duke Health

About our clinical enterprise strategic plan.

At Duke Health, we are committed to delivering tomorrow’s healthcare today. As we define the next generation of patient care, we seek to establish new standards for outcomes and safety that fully engage patients and their loved ones with dignity and compassion. We will achieve our vision through five goals that are purposeful, aspirational, and uniquely Duke:

• Foster Joy in Work. Promote a nurturing environment that is diverse, inclusive, and just — where everyone is deeply connected
• Lead in Clinical Excellence. Design and deliver remarkable, high value, personalized, and precise care, powered by advanced data sciences, clinical innovation, and a culture of kindness.
• Forge Our Digital Future. Create cutting-edge digital health services that are customized, convenient, high quality, and accessible to all.
• Build an Indispensable Network. Build unrivaled, seamlessly integrated health networks as the preferred provider and partner.
• Advance Health Equity. Establish health equity as the foundation of quality and promote the health and well-being of our communities, as we address the social and behavioral drivers of health and eliminate health disparities.

Learn more about our strategic plan

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DNP student's journey to Duke "a dream come true"

Duke University School of Nursing student Peter Caraballo is working to earn a Doctor of Nursing Practice degree in the Nurse Anesthesia Program.

When Peter Caraballo was in nursing school, he told his friends he was going to apply to Duke University School of Nursing for graduate school. At the time, it seemed like a faraway dream, but he enjoyed imagining himself as a Duke student. 

He knew he wanted to go to a school that provided an abundance of resources and would allow him to gain all the experience he could in a CRNA (certified registered nurse anesthetist) program. 

“Duke struck my interest when I found out about their simulation labs, regional anesthesia course and wide variety of clinical rotations that allow you to get the best experience you can throughout your three years,” he said. 

Caraballo is now living his dream as a student in the School’s Nurse Anesthesia Program as he works to earn a DNP (Doctor of Nursing Practice) degree. He says the experience has been amazing so far, especially connecting with other students from across the country who have similar career goals and passions. He also has high praise for the School’s professors.

“The faculty has been consistently available and flexible, allowing students to give feedback throughout the courses and feel like your voice is being heard,” he said. 

Caraballo originally began his higher education journey majoring in pre-medicine but decided during his first semester that he had no interest in pursuing medical school after graduation. An advisor recommended he switch to nursing since it was in the medical field and had flexibility for post-baccalaureate degrees. 

“At the time I knew little about the nurse's role, but I decided to take the chance and change my major,” Caraballo said. “Throughout nursing school, I was able to see how vital the role of the nurse is, and I truly enjoyed the profession.”

After graduation, he worked in a small community hospital in Long Island, N.Y., and was on a 35-bed telemetry/stepdown unit where he was first introduced to critical care. After a year of working as a new graduate, he applied for a position in Duke University Hospital’s Surgical Intensive Care Unit on a whim and received an interview. 

During his four years in the SICU he learned how to care for a wide variety of patients and gained vital skills in leadership, time management and critical thinking. He expanded his role by gaining experience as a charge nurse and eventually joining the Rapid Response Team.

After graduating from the School of Nursing, Caraballo plans to stay around Raleigh and Durham. 

“I am fortunate that I have most of my family, as well as my husband, who have all made lives for themselves and genuinely enjoy being here,” he said. “After a few years of clinical work, I would eventually like to pursue a career in education to help educate the future providers of the world.”

Duke Cancer Institute

Welcome to the Duke Cancer Institute, one of the premier cancer centers in the U.S.

Together, we can re-imagine how to defeat cancer. Learn about the many ways you can partner with us.

DCI offers access to groundbreaking clinical trials and treatments unmatched by other centers.

Appointments available within 48 hours. Call the Oncology Access Center and schedule an appointment today.

Learn about patient care, treatment advances and clinic locations on DukeHealth.org.

News from DCI

Read about important research breakthroughs, clinical innovations, and significant achievements made by DCI members, faculty, and staff.

Looking for the Achilles' Heel in Treatment-Resistant Tumors

While cancer treatment has come a long way, Christine Eyler, MD, PhD , isn’t satisfied. “We could do a lot better,” she said. Eyler, the Butler Harris Assistant Professor in Radiation Oncology, hopes her research will help find more effective ways to vanquish tumors. She examines how tumors change during radiation treatment, with the goal of identifying new targets for therapy.

Daniel J. George Received KCA’s Nicholas J. Vogelzang Humanitarian Award

Duke Physician Highlights Positive Ovarian Cancer Clinical Trial Results

Pfizer Reports Positive Phase 2 Results for Ponsegromab in Cancer Cachexia Patients

Dci centers of excellence.

DCI Centers of Excellence bring together multidisciplinary teams of nationally recognized specialists to move the needle in cancer research and treatment. Members of these unique, innovative Centers represent basic science, clinical research, patient care, and education. Our mission is to discover new approaches to research and treatment care that push the boundaries of what we know now.

Education and Training

Research and education, training opportunities.

Cancer Research at DCI

Community Outreach, Engagement and Equity

Our mission is to reduce the burden of cancer and promote health equity in the Duke Cancer Institute catchment area and beyond.

News and Events

Multiple myeloma, rare blood cancer: Bruce Springsteen's wife's diagnosis spotlights the illness

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Nc aya oncology symposium.

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at the Duke Cancer Institute

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Paul J. Mosca, MD, PhD, MBA

General surgeon, surgical oncologist, my locations, areas of expertise, ratings and reviews, training and education, clinical focus and research, external relationships.

Part of the Duke Cancer Institute

My primary areas of clinical interest are surgical oncology, general surgery, and palliative surgery. Melanoma and other skin and soft tissue tumors, as well as palliative surgery, are specific areas in which I have particularly strong clinical and research interests. In addition to patient care and research, I am committed to education and training. It is important to me to be accessible, engaged, and thoughtful in my approach to interacting with patients, colleagues, learners, and other stakeholders. For me, a principle guiding force is a deep-seated belief in patient-centered, multidisciplinary, compassionate, state-of-the-art care that aims to serve our community and support the mission and values of Duke Health.

• Surgical Oncology

Call for an Appointment

• Lymph Node Biopsy
• Lymph Node Dissection
• Merkel Cell Carcinoma
• Skin Cancer

The Patient Rating score is an average of all responses to care provider related questions on our nationally-recognized Press Ganey Patient Satisfaction Survey. Learn more about our survey process. Responses are measured on a scale of 1 to 5 with 5 being the best score. Patients who see some types of providers receive a different version of the patient satisfaction survey. Those results are not available on DukeHealth.org.

It is imperative that we not only provide the best state-of-the-art care, but also constantly strive to develop better care for patients. My primary research interests center around improving melanoma treatments -- with a particular focus on how to enhance the ability of a patient's own immune systems to destroy tumors. Another area of interest lies in understanding how to improve care for patients requiring symptom-directed palliative surgery.