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4 7TALKING WITHCLINT DAVIDSONDukes vice presidentfor Human Resourcestalks about theevolution of Dukeswork culture andchallenges ahead.
2SUSTAINABLE DUKELearn what you cando to help make adifference in Dukesefforts to become aclimate neutralcampus.
This paper consists of 30% recycled
post-consumer fiber. Please recycle after reading.
2008 Gold Medal, Internal Periodical Staff Writing
2007 Bronze Medal, Print Internal Audience Tabloids/Newsletters
ZIPCAR ROLLS INFour self-servicevehicles, including twohybrids, are nowavailable for rent 24/7on Dukes West Campusafter joining Zipcar.
Sitting in a classroom at Durham TechnicalCommunity College, Stan Jones studied ablackboard filled with algebra, fractions and
word problems.Jones, a utility worker with Dukes
Housekeeping Operations, paused for a moment,recalled the math formulas he reviewed over the
week, then picked up a pencil and startedscribbling in a notebook.
Good job, Durham Tech math instructorRichard Noble told Jones, as he looked over
Jones work.Jones is participating in Dukes employee
tuition assistance program to work toward anassociates degree in electrical technology fromDurham Tech. Hes among 1,000 staff andfaculty members who have enrolled in the tuitionbenefit in recent years for career-related coursesand degrees at accredited North Carolina schools.
As part of his job at Duke, Jones cleansfloors in East Campus buildings and hopes thenew skills he learns in school will open doors tobecome an electrician at Duke. When I heard
about the program, I jumped on the opportunity,said Jones, 48. Ive wanted to learn more about
wiring and circuit boards for a while.Although companies and other organizations
are eliminating or reducing benefits to tightenbudgets during the recession, Duke has expandedits employee tuition assistance program for facultyand staff. In January, the benefit expanded tocover up to $5,250 in tuition reimbursement andnine courses per calendar year. Employees canalso request a waiver to take courses at accreditedschools in other states if the courses are notoffered in North Carolina, or if the employeesprimary work location is in another state.
The tuition assistance is available to full-time staff and faculty with at least two years ofcontinuous service at Duke. Since 2007, Dukehas reimbursed employees nearly $1.5 millionfor tuition.
Lois Ann Green, director of Duke Benefits,said the program supports Dukes long-termstaffing and professional development strategiesby expanding the internal pool of talent to fill
positions at Duke.
It helps us to build a more skilled workforceand boosts retention because employees can growand have the opportunity to advance withinDuke as they expand their skills, she said.
Results show the program is meeting Dukesgoals of getting a diverse group of employees toutilize higher education opportunities andencouraging managers to help staff developcareer goals.
In a recent survey of staff and faculty whoparticipated in Dukes employee tuitionassistance program, 87 percent said knowledgegained by using the benefit will help them betterperform in their jobs; in a similar survey of Duke
managers, 85 percent agreed that the benefithelped improve employee performance.
The benefit program evolved from the2003 recommendations of the WomensInitiative, which called for greater opportunitiesfor professional development. It was designed toprovide more employees with opportunity forprofessional development by offeringreimbursement for classes not offered at Duke
or access to courses at local community andstate colleges with lower tuition.
Before the program was introduced, onlycourses at Duke were covered. Today, theprogram offers employees more options,including evening classes at communitycolleges. Durham Tech, University of NorthCarolina at Chapel Hill and North CarolinaCentral University are now among the mostutilized schools.
As a result of the expanded program,participation and diversity of enrollment haveincreased from 320 staff and faculty with anaverage salary of $66,172 in 2006, to 549
employees with an average salary of $53,060in 2008. Minority enrollment increased from19 percent in 2006 to 40 percent in 2008.
Since we expanded the program to includeother schools, theres been a lot moreparticipation among non-exempt employees,skilled labor staff and minorities, which is
wonderful because we want all Duke employeesto have the opportunity to developprofessionally, Green said.
When I heard about the
program, I jumped on the
opportunity. Ive wanted to learn
more about wiring and circuit
boards for a while.
Stan Jones
Utility Worker
Housekeeping Operations
N E W S Y O U C A N U S E : : V o l u m e 4 , I s s u e 1 : : F e b r u a r y 2 0 0 9
PayingForCollege
DUKES EMPLOYEE TUITION PROGRAM EXPANDS SKILLS, ADVANCES PROFESSIONAL DEVELOPMENT
Stan Jones, a utility worker with Dukes Housekeeping Operations, is using Dukes employee tuition assistance program to work toward an associates degree in electrical technology from Durham Tech.
>> See PAYING FOR COLLEGE, PAGE 5
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D
iane Gifford does her best to manage money wisely.She creates a monthly budget, uses online banking to
pay bills on time and regularly sets aside money in asavings account. But its the unexpected vehicle repairs,broken appliances or medical bills that drain her savings.
I put the money into the savings account with thebest intentions of keeping it there, but you know howthings go, said Gifford, a clinical trial coordinator withDuke Clinical Research Institute.
Gifford attended a recent Duke University FederalCredit Union workshop on Building a Better Budget,an important topic during the economic recession, which,financial advisors suggest, is a good time to revisit apersonal monthly budget.
If youre paying attention to the news and volatilemarket, its a scary time for everyone right now, said Scottie
Dowdy, a financial counselor with Duke Credit Union.The key is to manage your money as best as possible.
Managing money starts with preparing an accurate andbalanced budget based on net income with these suggestedbudget guideline allocations: 35 percent for housing (mortgage,rent, utilities, insurance); 25 percent for other expenses (food,clothing, entertainment); 15 percent for transportation (carpayment, fuel, maintenance); 15 percent to pay debt (creditcards, student loans); and 10 percent for savings.
When creating your budget, you should only listsources of income that you actually receive on a regularbasis, not overtime or bonuses, Dowdy said.
In addition to budgeting,Dowdy suggested creating a chart
with goals for longer-term needssuch as a house or new car, and to earmark savings towardthose goals. Developing a priority list for paying downcredit cards with high interest rates is also key.
People of all income levels are feeling the crunch,Dowdy said. Its not what you make; its how you use
what you earn, she said. A nest egg for unexpectedexpenses and emergencies guards against dipping intosavings, she added.
If you put money into your savings and then take itout to pay bills or unexpected expenses, then that is not asavings account, Dowdy said. If you know youre goingto need new tires or a new car in the next year, startsaving for it now.
Gifford, the Duke Clinical Research Institute trialcoordinator, has a new goal after attending the seminar:leave the savings undisturbed by creating an accuratebudget with an allocation for unexpected expenses.
Im determined to get on track and have moneyset aside for unexpected expenses, she said. Thats myfinancial goal for 2009.
By Missy Baxter
Senior Writer, Office of Communication Services
Valerie Schwartz needed a way to help student
organizations spread the word about events. Shewanted to find a student who could help the Officeof Student Activities and Facilities create a newcommunications group led by students.
We thought we should definitely do something to help,but it was obvious it couldnt be us, said Schwartz, a creativeprojects coordinator. We really wanted it to be students.
Schwartz responded to an e-mail inviting her officeto get involved in the universitys First-Year ApprenticeProgram, which introduces freshmen to a professionalenvironment by placing them in offices across Duke.She got a match.
The Career Center will begin recruitment inOctober, but departments interested in using the
apprentice program, now in its fourth year, can get moreinformation or sign up by contacting the Career Center.
The apprenticeship takes place in the spring andbenefits students by giving them an unique workexperience that builds stronger connections to the Dukecommunity, while enabling offices a chance to get extrahelp, said Leslie Calihman Alabi, program coordinator forthe Career Center.
This program offers departments the opportunity to tapinto the talent and energy of the first-year class to get assistanceon a project of the departments choosing, Alabi said.
Over the spring semester, student apprentices work fivehours weekly, concentrating their efforts on a pre-defineddepartment project. There is no financial cost associated withparticipating because students work on a volunteer basis.
More than 25 offices and departments, includingAlumni Relations, the Nasher Museum of Art, the Office ofHealth Promotion and others, have offered apprenticeships
to more than 50 first-year students to get projects off theground since the programs inception.Its a great way to feel connected to the students we
serve, said Schwartz, the creative projects coordinator forthe Office of Student Activities and Facilities.
With help from apprentice Alex Reese, a sophomorepublic policy major, Schwartz and her department createdthe Duke Innovative Design Agency, a student-staffedmarketing and design center run by students, for students.
This is one of the first times that Ive had to createsomething from the ground up and needed to have a lot offoresight and projection skills, Reese said. Now Im ableto take on a project and can immediately think of all theavenues it could go.
By Bryan RothWriter, Office of Communication Services
Stretching your dollarsduring a recession
Duke Credit UnionSeminars
Live Longer Retire StrongerFeb. 17, 12:30 p.m.
Searle Center
Ten Steps to FinancialSuccess
March 17, 12:30 p.m.Duke Credit Union,2200 W. Main St.
Hiring An Apprentice
Through early fall: Departmentscomplete a Department SiteCommitment Form, detailing aproject, associated learning goalsand qualifications.
Mid-fall: Career Center screenscandidates through first-roundinterviews. Departments conducta second round with up to threeapplicants and submit a rankingof students interviewed.
Late fall: Career Center makes aplacement recommendation.
Apprenticeship takes place in the
spring. The Career Center offerssupport, but departments andstudents are responsible fordeveloping, communicating andmaking progress on projects.Participants complete a mid-semester evaluation andconcluding evaluation.
Now casting departments forstudent apprentice program
Valerie Schwartz, left, creative projects coordinator for Student Activities and Facilities,
workedwith Duke student apprentice Alex Reese, right,in the springof 2008.
To register for a seminar, visit dukefcu.org and select seminar sign-up underQuick Links; send e-mail to [email protected] or call (919) 660-9745.
Want An Apprentice? Contact Leslie Calihman Alabi at (919) 660-1054 or [email protected]
VIDEO
See a video aboutbudgeting athr.duke.edu/finance
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Clint Davidson will retire this spring after 12 years at Duke.During his tenure, he has seen Dukes workforce grow from 17,000to more than 31,000. When he arrived at Duke, many described agoal of becoming an employer of choice. Early in his career here,Davidson developed a road map to reach that goal. Duke is nowcommonly cited as one of the best places to work by diverseorganizations and publications such as Carolina Parent, TheChronicle of Higher Education and AARP. Working@Duke sat down
with Davidson recently to talk about the evolution of Dukes workculture and the challenges ahead.
What were your first impressions of Duke?
The spirit of the place and love for the institution were deep, but when
you looked at the systems, policies and infrastructure to respond to diverse
and changing needs, it seemed lacking. Duke found itself with an emerging
health system and an economy that was heating up. You had people who
wanted to do things and do them fast, but we didnt have the infrastructure
to support it. We still had to do many things manually such as benefit
enrollment and changes, registering for training classes and compiling
information on applicants.
What steps did you take to respond to the needs of a growing organization?
We spent a lot of time during my early years integrating and aligningthe policies and programs that resulted from the expansion from a
university hospital to a health system with three hospitals and a growing
number of health care services. You not only had to understand the needs
at that time, but you had to be able to look down the road in anticipation
of the growth and evolution of Duke University & Health System to
understand needs three to five years out.
Part of our early work also involved identifying where we were and
where we wanted to be. People described a desire to become an employer
of choice, but when asked what that meant, the depth and breadth of
responses werent precise. We worked with former Duke President Nan
Keohane and her leadership team to help establish a set of values that
became Dukes Guiding Principles, which described the vision for the type
of institution we intended to be.
We can say with pride now that our work culture has strengthened year
by year as evidenced by the number of notable organizations now
recognizing Duke as a best place to work.
What key changes helped Duke get recognized as a best place to work?
Weve made major strides in several areas, including benefits,supervisory management, professional and career development, the health
and productivity of the workforce and communications. Our national
prominence in benefits, particularly retirement, tuition assistance and
health and wellness programs, is something that continues to move us
ahead as we compete with the best here in the Triangle and across the
country.
Much of our progress and our capability as an organization is defined
by the ability of our supervisors and managers. Human Resources doesnt
hire, develop, retain, or guide the performance of employees. Those
responsibilities are a function of the 2,500 supervisors we have across
Duke. Programs such as Managing at Duke and the First Time
Supervisors program have made a significant difference in the skills and
capabilities of managers. Through a redesigned performance managementprogram and new professional development options such as the Employee
Tuition Assistance Program, weve better equipped supervisors to support
the ongoing development of staff and prepare them for advancement.
Through the Professional Development Institute programs, weve also
seen a significant number of minority employees move up the ranks.
Another distinguishing effort is around health and productivity. Our
health promotion programs such as Duke Prospective Health are
considered a model by other institutions. These programs have helped
many people at Duke significantly improve their health and quality of life,
while keeping the cost of health care well below the national average.
The last area is around communications. Fundamentally, what weve
been about is trying to build successful relationships at Duke. That requires
more than just distributing materials. So, weve introduced new tools andresources such as Working@Duke, Primetime forums, manager
communications and open enrollment materials that have helped foster
dialogue and enhance understanding.
What challenges do you see as Dukes work culture evolves?
One of the things I think will continue to be a challenge is how we
integrate all of our diverse efforts. Weve got so many options and so much
data that it becomes hard to focus and prioritize around the discreet few
that will really make a difference. I think part of our challenge is making
strategic priorities and having things build on each other. There needs to be
a road map. That doesnt mean we wont need to take detours. If there is a
hole in the road or the bridge goes out, youve got to address those needs.But we need to be clear about where were going and what the priorities
for this institution are to fulfill the ambitions we have.
Amidst all the complexity and our busy agendas, we also need to
ensure that we are really superb when it comes to building and sustaining
relationships with each other and with those we serve. One of the things
I believe that has made Duke as good as it is over the years is the
commitment of the people who invest themselves in this institution. At
Duke, we bring together people to fulfill a common purpose. Going
forward, we must continue to reinforce, recognize and celebrate the impact
every individual can make through their work here. By Paul Grantham
Assistant Vice President
Office of Communication Services
AQ&
with Clint Davidson, vice president for Human Resources
Clint Davidson
For more information about Duke Human Resources, visit hr.duke.edu
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Adding community colleges makes it easier for healthcareworkers and non-exempt employees with non-traditionalschedules to tap into the tuition benefit, Green said.
Take Jones, the utility worker with DukesHousekeeping Operations. Hes a father of four who worksthe third-shift at Duke from 11:30 p.m. to 8 a.m. and
attends evening classes several timesa week at Durham Tech. Going backto school is challenging, he said, butthe rewards of career developmentare priceless. When he graduates inabout two years, he will be the firstperson in his immediate family toreceive a college degree.
Its a lot of hard work to beback in school with a full-time job
and family, but Imlearning a lot of skills,said Jones, who joinedDuke in 2004.
Patricia Agbai, a
health unit coordinatorin Duke UniversityHospitals Heart andLung Transplant Unit,is also tapping into thetuition benefit to learnnew skills that willexpand herresponsibilities at Duke.
Shes pursuing abachelors degree in social work at Shaw University, her firstdegree. Shes on track to graduate later this year.
In working with patients in the Transplant Unit, thesocial work skills Im learning will allow me to help families
who are coping with major medical challenges even more,Agbai said. When Im done, I want to be a wealth ofknowledge for Duke to use.
Although most Duke employees use the tuition benefitat local colleges, there is growing demand for the tuitionprogram in satellite offices. To address this, Duke expanded
the program this year to allowemployees to apply for a waiver toattend accredited out-of-stateschools in specific circumstances.
Thats especially helpful foremployees in highly-specializedfields who might not be able tofind the courses they need inNorth Carolina, Green said.And with the wayDuke is growingglobally, this willalso help theincreasing numberof Duke staff andfaculty basedoutside the state.
Convenienceis a big factor forDaniel Rudd, aclinical staff
assistant at The Preston Robert Tisch Brain Tumor Center atDuke. Hes taking evening classes at Alamance CommunityCollege, near his home in Prospect Hill in Caswell County.
When Im done, Ill have an associates degree and bea registered nurse without having a lot of loans to pay off,Rudd said.
In addition to using the Employee Tuition AssistanceProgram, Rudd is hoping to eventually enroll in Dukes newRegistered Nurse Tuition Assistance Program to continuedeveloping his skills.
Its great that Duke assists employees who want toadvance their careers, Rudd said. I love helping thepatients at Duke. By using the tuition assistance programto get my degree, I will be able to do even more to help
others.This semester, Jones, the utility employee inhousekeeping, is taking two courses in English and mathat Durham Tech.
Nowadays, almost every machine or appliance haselectronic components and circuit boards, he said. WhenI get my degree, Ill be able to work on those.
By Missy Baxter
Senior Writer, Office of Communication Services
Employee TuitionAssistance
2008 ParticipationBy the Numbers
$1,036,673Tuition paid by Duke
549Staff and faculty enrolled
88Participants at Durham
Tech
75Percent of female
participants
$53,060Average salaryof participants
38Average age of participants
9.45Average years of service
Tips for TuitionReimbursementI Read program details at
hr.duke.edu/tuition.
I Discuss professional development with your
supervisor to determine courses related to your
current job or continued career growth at Duke.
I Download the Employee Tuition Assistance
Program application at hr.duke.edu/forms andcomplete it with your supervisor.
I Complete and return the application by mail or
fax before the first day of each class to request
reimbursement.
I If approved, Duke Benefits will send an e-mail
with your eligibility confirmation and
reimbursement request form.
I Within 60 days of completing each class,
submit to Duke Benefits a copy of the e-mail
confirmation, proof of a C or better in
coursework and a reimbursement request form
completed by the school attended.
When Im done
I want to be a
wealth of knowledge for
Duke to use.
Patricia Agbai
Health Unit Coordinator
Duke Hospital Heart and Lung
Transplant Unit
Its great that Duke
helps employees who
want to advance their careers.
Daniel Rudd
Clinical Staff Assistant
The Preston Robert Tisch Brain Tumor
Center at Duke
Paying For CollegeCONTINUED FROM PAGE 1
FAST FACTS:The cost of books is not covered. And if you voluntarily
terminate employment within two years of receiving
more than $2,500 in tuition reimbursement, you must
repay 50 percent of the amount over $2,500.
Patricia Agbai
Daniel Rudd
Richard Noble, a Durham Technical Community College math instructor, hands
Duke Housekeeping Operations employee Stan Jones a math assignment.
VIDEO
See a video aboutthe tuition benefitwith Ask TheExpert athr.duke.edu/tuition
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Department: Office of Information Technology (OIT) Service Desk
Years at Duke: Established fall 1994
Who they are: Analysts with the Service Desk field questions from Duke faculty, staff and students by phone, the Web ande-mail, as well as a walk-up location at the Link in Perkins Library and live chat feature. They provide immediate, interactiveresponses to help users navigate the often-complex world of network connectivity, NetIDs and passwords, e-mail, software, spyware
and computer viruses, and a variety of computer-related issues.What theyre known for: Fielding more than 97,000 questions from Duke users in 2007-08;about 60 percent of those by phone. During peak times like registration and back-to-school,they can receive as many as 600 calls daily.
What they can do for you: Everything from resetting passwords to helping faculty post gradesand troubleshooting electronic access to online class registration or benefits, pay and directoryinformation. Name any Duke system, and we cover it whether its checking out a librarybook to appealing a parking ticket, said IT analyst Danny Williford.
Number of employees: Nine at OITs American Tobacco Campus call center, five at the Linkin Perkins Library, and about 35 student employees across campus.
Hidden department fact: Analysts often field questions unrelated to computers from collegeapplicants asking whether theyve been admitted to basketball fans wanting contact informationfor Coach K. A recent caller wanted help getting game tickets and a signed basketball after herfianc proposed during a Duke basketball game. Theres a lot of information we just dont have,
but we try to point people in the right direction, said Scott Valentine, interim manager.
Significant achievement: The Service Desk resolves about 80 percent of inquiries at the first point of contact. Analysts emphasizecustomer satisfaction: When hiring new staff, OIT first looks for customer service skills, then technical expertise. We acknowledgethe customer, said Williford, who worked in social services for eight years before joining the Service Desk. And we do a good jobof bringing people to the end of their search.
Big goal: To build a comprehensive knowledge base at dunk.duke.edu that provides Duke users with a searchable collection ofcommonly asked questions.
How they make a difference: As the front line for contact with users, the Service Desk puts customers first whether its doinga Google search to translate an e-mail request in a foreign language or talking a user through a Webmail question. We are Helpat Duke, Valentine said. We do our best to find a solution.
Interview by Cara Bonnett, Managing Editor, News & Information, Office of Information Technology
6
Learn more about Parking & Transportation Services at parking.duke.edu
OIT service desk assiststhousands of callers each year
Tanner Kinkead, left, and former
Duke student employee Chi Zhang,
right, take service requests in the
Link in Perkins Library last year.
________
Blue Devilof the Month________
To contact the Service Desk, call (919) 684-2200 or visithttp://oit.duke.edu/
Park this way:Traffic controllerGeorge Williams goes extra mile with a smile
George Williams waved andpointed as he directed hundredsof motorcyclists into a campus
parking garage during an annualtoy drive.
I know it looks like Im waving inan airplane for landing, said Williams,laughing as he flashed a warm smile ata Harley rider with a teddy bearstrapped on the back of his bike.
As a traffic controller withSpecial Events, a unit of Parking &Transportation Services, Williams playsa key role in coordinating parking forhundreds of special events at Duke
each year, ranging from basketball
games and business conferences to artexhibits and weddings.
Williams, 46, joined Duke in
2000 as a security officer with DukePolice, where he worked two yearsbefore transferring to Special Events.Prior to Duke, Williams worked asa vehicle traffic controller at Raleigh-Durham International Airport.
I enjoy my work at Duke becauseIm part of a great team, Williams said.Directing traffic at Duke is challengingat times, especially during basketballgames and other big events, but its apiece of cake compared to handlingsome of the drivers at the airport.
Williams also helps with strategic
planning for events and creates andinstalls signs to help motorists navigatecampus. He often finds himselfmanaging part-time and temporaryemployees during events that bringan influx of visitors. In recognition forhis service, Williams received anOutstanding Employee Award duringthe Auxiliary Services 19th AnnualRecognition Banquet in late 2008.
His accumulated and intricateknowledge makes him a sought-afterresource for others involved in eventmanagement, said his supervisor,
Renee Adkins, manager of Special
Events. Plus, his personable demeanorand great work ethic make him anasset to any event. Hes always willing
to go the extra mile.Co-workers and staff in otherdepartments often contact Williams foradvice about planning and parking forevents. And people booking specialevents frequently request him by name.I dont know what wed do withouthim, Adkins said of Williams.
When there are multiple events oncampus, Williams often works 12-hourdays. Sometimes we start before thesun comes up and finish way after ithas gone down, he said.
When hes not working, Williams
enjoys watching sports, especially BlueDevil basketball, and playing volleyballand badminton with his wife, Beverly,and their two adult children.
I stay pretty active, although Ialso like to just sit back and enjoy agood game on TV, he said. Its not asexciting as a live game at Duke, but Ican park myself right in my chair.
By Missy Baxter
Senior Writer, Office of
Communication Services
George Williams, a traffic controller
with Parking and Transportation,
directs motorcyclists in a Duke parking
garage during a recent event.
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Y O U R S O U R C E F O R G R E E N N E W S A T D U K E
Sustainable uke
7
Visit duke.edu/sustainabilityto sign the Duke Sustainability Pledge.
Sizing UpOur Footprint
ShrinkDukesCarbonFootprint
Find carpool buddies
with Duke GreenRide,
a ride-matching tool
parking.duke.edu or
(919) 684-7275
Order individual recycling
bins from Duke Recycles
duke.edu/sustainability/
campus_initiatives or
(919) 660-1426
Buy eco-friendly office
supplies through Dukes
Green Purchasing Program
duke.edu/sustainability/
campus_initiatives or
(919) 613-8353
Recycle office furniture
through the Duke Surplus
Property Program
procurement.duke.edu
or (919) 684-3166
Joelle Andrews recently formed arecycling brigade with colleaguesin Prospect Research,
Management and Analytics to tacklemounds of plastic bottles, aluminumcans and newspapers overflowing theoffice break-room.
The problem was that the smallrecycling bins in our break-room fillup quickly and no one was in chargeof emptying them into the biggerrecycling bin outside, she said. I
was concerned that people might betempted to toss recyclable items inthe trash.
She created a sign-up sheet andrecruited volunteers to empty smallerbins each Friday. The result: morerecyclables and a step toward creatinga more sustainable campus.
Andrews, 25, a staff assistant whojoined Duke in 2001, is among about3,000 staff, faculty and students whosigned the Duke SustainabilityPledge. The pledge encourages Dukecommunity members to consider theenvironmental, social and economiceffects of their actions.
Across campus, others are takinga proactive approach to help Dukebecome climate-neutral, a pledgemade by President Richard Brodheadin 2007, as part of the AmericanCollege & University PresidentsClimate Commitment.
Duke recently completed agreenhouse gas inventory to determinethe size of Dukes carbon footprint andestablish a baseline to measure theimpact of future sustainabilityinitiatives. The inventory found Dukeproduced nearly 434,000 metric tonsof carbon dioxide and othergreenhouse gases in 2007. Thats theequivalent of emissions generated by
using about 50 million gallons ofgasoline, according to theEnvironmental Protection Agency.
At Duke, the three biggestgreenhouse gas contributors arepurchased electricity (53 percent); steamproduced for heat and sterilization (24percent); and emissions and fuel fortransportation (23 percent), includingcampus buses, commuter vehicles andemployee air travel.
Determining Dukes impactrequires us to measure everything it
takes to transportthousands ofpeople, heathundreds ofbuildings, sterilize medical equipmentand keep Duke running around-the-clock, said Tavey Capps, Dukessustainability coordinator.
A committee led by ExecutiveVice President Tallman Trask III andWilliam Chameides, Dean of theNicholas School of the Environment,is exploring options to reduce Dukescarbon emissions. While many
initiatives involve institutionalchanges in facilities and operations,some require students, faculty andstaff to change behavior by usingalternative transportation, conservingenergy and reducing waste.
Staff and faculty can find waysto reduce their footprint with toolssuch as a personal emissions calculatorat epa.gov/cleanenergy/energy-resources/calculator.htmlorCarbonRally.com, a site created by
Jason Karas, a Nicholas School alum.Using a carbon footprint
calculator is an effective way forindividuals to discover specific waysto reduce their environmentalimpact, Capps said. By simplycarpooling or turning off yourcomputer, each persons actions canhave a sizeable impact.
For staff like Joelle Andrews,simple changes make a difference.
The little things like recycling doadd up. We cant just do them at home,though, she said. Its important tomake an effort at work, too.
By Missy Baxter
Senior Writer,
Office of Communication Services
Staff assistant Joelle Andrews empties recyclables in the Office of Prospect Research, Management and Analytics
to help make Duke a climate neutral campus.
Growing GreenBecoming A ClimateNeutral Campus
Growing Greener is a continuing
series about Dukes goal to become
a climate-neutral campus. This first
segment considers Dukes 2008
greenhouse gas inventory, the
major contributors to emissions on
campus and how you can make a
difference. Other segments,
coming soon, will examine options
Duke is exploring to reduce its
impact and create long-term
strategies to off-set emissions.
TotalCarbonDioxideEmissions(kgCO2)
Duke measured emissions from transportation,
steam and electricity to determine ways to reduce
environmental impact on campus.
DUKES GREENHOUSE GAS EMISSIONS
Transportation 23%
Steam Plant 24%
Electricity 53%
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D U K E T O D A YFor daily news and information, visit
PERQS
For her 31st wedding
anniversary, Rene Hamilton
wanted more than just a
meal. She wanted to treat her
husband, Bryan, to a one-of-a-
kind dining experience.
For a special night out, Hamilton
made reservations at The Melting
Pot, a fondue restaurant in
Durham. The restaurant offers
a 15 percent discount to Duke
employees and families Sunday
through Thursday, with a valid
DukeCard ID, a timely discount
with Valentines Day this month.
Tucked away in an intimate booth, Hamilton and her husband
passed a leisurely two hours, sampling a variety of sauces and
dipping items, including filet mignon, barbecue pork
tenderloin, chicken and lobster.
Its a very interactive experience, said Hamilton, staff
assistant in cardiology at Duke Hospital. The waiter comes to
your table and prepares the sauces in front of you, explaining
all the while what hes doing. Then its up to you to try
different combinations.
In addition to a variety of cheese combinations, The Melting
Pot offers seasoned vegetable broth, a burgundy wine sauce
and Caribbean-seasoned bouillon for dipping delight.
Vegetarian options are also available.
While Hamilton and her husband opted for the four-course
meal, other patrons come in just for dessert. A favorite is the
Cherries Jubilee Chocolate Fondue, flambed tableside.
I like to try new things, which is why The Melting Pot is so
much fun, Hamilton said. She admits that she has a fondue
pot at home but never uses it. Im not really comfortable
with the raw meat preparation. Id rather have someone else
prepare those dips for me.
By Jill Jenkins
Senior Communication Strategist, Human Resources
E M P L O Y E E D I S C O U N T S
The Melting Pot7011 Fayetteville RoadDurham(919) 544-MELT (6358)
Rene Hamilton and her husband, Bryan,
enjoy a one-of-a-kind dining experience
at the Melting Pot using Dukes
employee discount.
The most important thing is to share and care for others.Its important for each department to work as a team, so
the university is one body.
Queda Day
Clerk, Parking and Transportation Services
21 years at Duke
Whats an important lesson youve learned fromworking at Duke?
Working together and working as a team. Supportingeach other is one thing that we stress in my office because
working together and making sure we support each other on adaily basis is what makes us stronger.
James Watson
Staff specialist, Pratt School of Engineering
3 months at Duke
Always uncheck reply to all in your e-mail. Thats probably the most important lessonanyone can learn.
Elizabeth AnanatAssistant professor of public policy studies and economics
1 year at Duke
dialogue@DukeHOW TO REACH USEditor: Leanora Minai
(919) 681-4533
Assistant Vice President:
Paul S. Grantham
(919) 681-4534
Graphic Design & Layout:
Paul Figuerado
Photography: Bryan Roth and Missy
Baxter, Office of Communication
Services; and Duke University
Photography.
Working@Dukeis published monthly
by Dukes Office of Communication
Services. We invite your
feedback and suggestions for
future story topics.
Please write us at
Working@Duke, Box 90496,
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Call us at (919) 684-4345.
Send faxes to (919) 681-7926.
WORKING@DUKE
By Bryan Roth
Writer, Office of Communication Services
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Double Dipping at the Melting Pot:A Fondue Night Out