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A fter teaching 30,000 students, running through thousands more pieces of chalk and spending 43 years at the front of a packed freshman lecture hall, Professor of Chemistry James Bonk will hand over the reins of Duke's introductory chemistry class next year.
More than a few things have changed since I first visited Duke five years ago. The main quad is calmer, the basketball team is better and we have a nice gym.
Krishna Vara, a giving and caring Duke student with a dedication to community service and an extraordinary devotion to her friends, died Monday morning after a lengthy battle with cancer. She was 20.
"We've all seen those made-for-TV movies about heroes," one audience member said. "But to see a real movie about a real story about a real hero who's really here, that's so cool."
One of the most private offices at Duke, the University Counsel might also be its busiest, often fending off as many as 30 cases at once. This year, for example, Duke has balanced its regular staple of malpractice, personnel and intellectual property cases with high-profile lawsuits like the Title IX case Heather Sue Mercer v. Duke University.
Academic discourse and intellectual interchange are at the heart of the values of this nation and any university. Especially in controversies, opinionated exchange and open debate must not be sacrificed for comfort.
Kenneth "Ramon" Griffin, a passionate and respected Talent Identification Program administrator with a love for athletics and a commitment to community service, died Wednesday evening from injuries he suffered in a motorcycle accident that afternoon. He was 41.
The Duke Student Government presidential candidates' top platform items overlap on four key issues, and three other issues are addressed in one platform each.
One of the most successful years in Duke Student Government's recent history has given this year's presidential candidates plenty to build on and plenty to reinvent. The five-way race of all junior men boasts candidates of varying DSG experience, varying outside experience and, in some cases, vastly different ideas.
The Duke Student Government presidential candidates' experiences vary from DSG vice presidencies to board positions on clubs and independent student corporations. In their three years here, each of these junior men has enjoyed his share of successes and failures.
The trustees' business this weekend mapped the long-term path of Duke's academics along with its short-term finances. After unanimously approving "Building on Excellence," the University's new five-year academic plan, trustees passed significant financial aid increases, which include extending financial aid to cover one full summer and giving aid to international students. They also approved a 4.4 percent tuition and fees increase for Arts and Sciences undergraduates, a 4.1 percent increase for Pratt School of Engineering undergraduates and boosts of between 3.5 and 6 percent for graduate and professional students.
As the next Young Trustee, Duke Student Government President Jordan Bazinsky will be expected to abandon his commitment to represent students in favor of becoming an independent young voice on board discussions.
A Sports has built its video game empire by refining and tweaking its realistic sports classics year after year.
Renee Boozer is throwing a lawsuit back at the school that allowed its fans to throw bottles and batteries at her.
This is the third installment of a three-part series profiling the undergraduate Young Trustee finalists. On Feb. 12, Duke Student Government and the Inter-Community Council will elect one person to a three-year term on the Board of Trustees.
The hailstorm of batteries, bottles and gum Maryland fans threw onto Duke players' families at Saturday night's men's basketball game has produced a firestorm of controversy on the College Park campus. On Monday, Maryland President C.B. Mote, athletics director Debbie Yow and coach Gary Williams issued separate statements condemning the students' behavior and announcing that new regulations will be in place by Sunday's matchup with Clemson.
Even with complex offensive tactics in hand and the Carolina game in sight, Cameron Crazies couldn't find the endzone yesterday morning.
In a startling recognition of a pending administrative decision's impact on the University and Health System's 30,000 biweekly paid employees, Duke officials announced Friday that they will issue $7.8 million worth of bonus checks March 2.
Five years ago, the University founded a center for lesbian, gay, bisexual and transgender life to create a safe zone for LGBT students and staff. Now, the center hopes that a new program will extend that comfort zone throughout the University.
____simple_html_dom__voku__html_wrapper____>When Medical Center administrators sketched plans in 1991 for a 22-county multi-state health system, they hoped to keep Duke at the top of the nations' health care providers by preemptively attacking what they thought would be the industry's major nemesis-HMOs. By 1998, Duke, unlike other top academic hospitals, had survived two waves of revenue cuts, the first from HMOs and another by the federal balanced budget. But a recently discovered accounting error in the system's biggest acquisition, in addition to the continuing financial pressures, have come together to the crack the economic foundation of the health care empire. When Duke University Health System began negotiating with Durham County to control Durham Regional Hospital, the two parties disputed accounting projections eventually drove Duke to raise its $3.5 million annual lease payment bid to $7.1 million. The county's projections, upon which the deal was brokered, estimated that the hospital would be significantly more profitable than Duke's projections did. But Durham's figures both overestimated revenues and underestimated costs, and the hospital actually ended up losing $17 million in fiscal year 2000. This acquisition may prove the Health System's Achilles' heel-its nagging effects caused the system's $11 million operating loss this year. In the early 1990s, Medical Center officials anticipated that the size of a large system would be most attractive to HMOs and insurance companies and that it would provide administrative and purchasing cost-cutting opportunities. They were right. However, their attempt to manage their own HMO, Wellpath, which was the system's first major endeavor in Oct. 1994, proved less successful-DUHS sold Wellpath this summer for $25 million after it showed modest profits. By 1997, academic health systems began to face trouble spurred by the federal balanced budget's Medicare reimbursement cuts for hospital spending on patients. Costs for academic medical centers are over 20 percent higher than those of for-profit hospitals, because doctors who train students can only take on one-third as many patients; because academic hospitals often employ full-time researching physicians; and because as many as half-a-dozen residents could follow the same case. As a result, the sharp decrease in hospital revenue caused by the Medicare cutbacks has hit academic health care particularly hard. Between 1997 and 1999, the Georgetown University Medical Center lost $120 million; hospitals affiliated with the University of Pennsylvania, which took a strategy similar to Duke, lost $90 million in 1998; and Stanford University lost $15 million in the first quarter of 1999. Over the last six years, George Washington, Indiana, Saint Louis and Tulane universities and the University of Minnesota all sold their medical centers. "Am I concerned when I take a look at the Penns and Stanfords?" Duke Hospital CEO Mike Israel said last year. "It is a concern. If and until that relief comes, we have to understand what the constraints are. We believe we have done that and will do that going into the future." As a result, administrators spent fiscal year 2000 reevaluating spending on everything from pencils to prosthetics. During that year the $1.2 billion health system sustained an $11 million operating loss but was kept $68 million in the black by large returns on investments. President Nan Keohane said yesterday that Duke pursued the Durham Regional merger in an effort to find new resources to replace those lost from insurers and the government. "This is one of the reasons we have expanded the health system: to create new resources," Keohane said, adding that leasing DRH remains the right decision. "Another is to provide service to a wider group of patients, in order to expand our offerings, support expensive specialized care, and form new alliances with physicians." The Duke-Durham Regional merger was expected to consolidate health administrations and eliminate redundancies in Durham health care, but it has forced even more cuts in supply and service costs. When the error was discovered in October 1998, Israel pledged to cut $10 million from Durham Regional's $150 million operating budget and reiterated his original promise to avoid laying off any DRH employees for three years after the 20-year lease began in July 1998. At the time, he anticipated a $5 million deficit for the year. By November, though, Health System administrators backed away from that commitment after suffering huge losses in the preceding quarter. But officials did not realize the true severity of the error until this summer, and they promised program cuts and a streamlined system of revenue collection to bring the hospital $1.5 million into the black in the next fiscal year. Hospitals must maintain a 3.5 percent operating surplus in order to adequately invest in new equipment and replace old technology. At that point, hospital officials began a prolonged formal discussion with Durham County commissioners to negotiate a lowered lease payment plan in light of the accounting error. "In the business discussion we simply had a mistake made through nobody's bad intent... and it had a consequence in the setting of the lease price," DUHS Chief Financial Officer William Donelan said this summer. "This is a problem that can be remedied." County commissioners handily rejected the plan, arguing that Duke had plenty of time before the deal to review the hospital's accounting figures and countering that Duke was attempting to shortchange its community once again. But the first quarter-and-a-half of the new fiscal year has put DRH well behind its goal and only a hair ahead of its place last year. Between July and December 1999, DRH lost $2.9 million, which is $3.2 million ahead of last year. In only six months, Israel's no-layoff promise will become satisfied, though some observers are speculating that layoffs could start before then. Ironically, the trouble is not that Duke has too many health care-givers, but too few. The source of much of this year's extra spending has been on temporary nurses-a necessity caused by the shortage of nurses in the full-time job market. If the cuts come, they would probably affect technicians and administrative support.
