Working@Duke - February, 2009

8/14/2019 Working@Duke - February, 2009

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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

[email protected]

Assistant Vice President:

Paul S. Grantham

(919) 681-4534

[email protected]

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

[email protected] or

Working@Duke, Box 90496,

705 Broad St., Durham, NC 27708

Call us at (919) 684-4345.

Send faxes to (919) 681-7926.

WORKING@DUKE

By Bryan Roth

Writer, Office of Communication Services

Haveideasforstories?

[email protected]

or Call681-4533

Double Dipping at the Melting Pot:A Fondue Night Out

Working@Duke - February, 2009

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