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October 16, 2014. Fall Board Meeting New Member Orientation. Agenda. Duke Alumni Board Overview Our Changing Alumni Body The Board Expectations Review of Board Goals Committee Overview Duke Alumni Scope and scale Key University Issues DAA Program Update. Alumni Demographics.

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October 16 2014

October 16, 2014

Fall Board Meeting

New Member Orientation


  • Duke Alumni Board Overview

    • Our Changing Alumni Body

    • The Board

    • Expectations

  • Review of Board Goals

  • Committee Overview

  • Duke Alumni Scope and scale

  • Key University Issues

  • DAA Program Update

Alumni demographics
Alumni Demographics

  • 153,971

  • Living Duke alumni

Mission of the duke alumni board
Mission of the Duke Alumni Board

To engage and connect alumni with Duke and each other and to celebrate their service to Duke and the world.

Composition of the duke alumni board
Composition of the Duke Alumni Board

  • Not less than 18 at large members (currently 28)

  • Grad and Professional schools reps (currently 10)

  • Editorial Board rep (currently 1)

  • Graduate and Professional students (currently 3)

  • Faculty members (currently 2)

  • Honorary members (currently 4)

  • Ex-officio for 2014-15

    • LGBT

    • DUHLAA

    • DUBAC

  • Young Alumni reps (currently 3)

  • Recent Grad rep (currently 1)

  • Total membership = 55

  • Term = 2 years. Eligible for re-election. Expect most members will not serve more than 2 terms.

What does the executive committee do
What Does the Executive Committee Do?

  • Executive committee serves as cabinet for president and acts for board in between meetings

  • Members chair and lead committees and task forces

  • Monthly conference calls

  • 3-day summer strategic planning retreat

  • 3 other in-person meetings

Selection process
Selection Process

  • Nominations Committee

    • Chaired by the immediate past president, comprised of board members and the current president who recommend new members to full board for election

  • Graduate and Professional School Reps

    • Selected by their school

  • Executive Committee—Vice Presidents

    • Selected by president annually for a 1-year terms

  • President/President-elect

    • Nominated and recommended by the nominations committee to the full board

Current executive committee
Current Executive Committee

Jack Boyd ’85 New York, NY

Christ Brandt ’00 Baltimore, MD

Nikki Gibson ’80, P’11,’15,’17 Dallas, TX

Winston Henderson B.S.E.’90, J.D.’96 Boston, MA

Amy Hepburn ’97, M.P.P.’01 Washington, DC

Jeff Howard ’76, P’06,’09,’11 Winston-Salem, NC

Kris Klein ’82 San Francisco, CA

ShepMoyle ’84, P’15,’17 Roanoke, IN

Joanne O’Connor ’92, P’15 West Palm Beach, FL

Sara Oliver B.S.E.’06 New York, NY

Mark Stalnecker ’73, P’06,’06 Wilmington, DE

Expectations of board members
Expectations of Board Members

  • Act as ambassador

  • Sharing of best practices

  • Reporting/communicating to the regions and alums

  • Act as resource to alums with respect to Duke alumni programming

  • Recruiting and leadership development to catalyze Duke volunteers

  • Program leadership (remaining active as a leader of programs while on the DAA Board)

  • Upholding standards (ensuring the quality of the Duke brand)

  • Assisting with fundraising identification and a spirit of Duke support

  • Representation of all alums

  • Pay Alumni dues and support the Annual Fund

Characteristics of great board members
Characteristics of Great Board Members

  • Attend and participate in all board and committee meetings and calls

  • Understand the role of board and relationship to staff

  • See the DAA Board as start of a journey not the completion

  • Actively attend Duke events in regions and share the message

  • Positive attitude and teamwork oriented

  • Willingness to work

Characteristics of less than great board members
Characteristics of Less than Great Board Members

  • Negative approach and outlook

  • Thinks staff works for them

  • Does not prepare for meetings/read materials or participate in calls and committee meetings

  • Poor attendance

  • Forgets that we are all volunteers who love Duke

2014 15 meeting dates
2014-15 Meeting Dates

October 16-18, 2014 Fall DAA Board Meeting

Football vs. University of Virginia

December 2014 TBD Board Conference Call

February 6-7, 2015 Winter DAA Board Meeting

Basketball vs. Notre Dame

April 2015 TBD Board Conference Call

April 30-May 2, 2015 Spring DAA Meeting, New York, NY

What to expect at this meeting
What to Expect at this Meeting

  • Thursday, October 16

    • 4:00-5:30 p.m. DAA Board Plenary Session

    • 5:45-8:30 p.m. Reception, networking exercise and dinner

  • Friday, October 17

    • 7:30-8:15 a.m. Breakfast

    • 8:15-8:30 a.m.Peter Feaver: 600 Seconds of Education—Global Chaos in American Foreign Policy

    • 8:30-9:15 a.m. Jay Bilas: NCAA and the State of College Athletics

    • 9:30-11:30 a.m. DAA Committee Meetings

    • 11:30 a.m.Lunch

    • 12:00p.m. DAA Board’s Amazing Race

    • 4:45-5:45 p.m. Homecoming Pep Rally

    • 6:30-8:30 p.m. Dine Around Durham

    • 8:00-9:30 p.m. VIP Lounge for Alumni

    • 9:30 p.m. President’s Homecoming Dance

  • Saturday, October 18

    • 7:30 a.m. Breakfast

    • 8:00-10:30 a.m. DAA Board and Regional Leaders Plenary Session II

    • 11:00 a.m. Lunch

    • 10:30 a.m.-12:30 p.m. DAA Pregame Celebration

    • 12:30 p.m.Duke Football vs University of Virginia

Role of board mentors
Role of Board Mentors

  • Assist and advise you as you begin this exciting journey

  • Introduce you to fellow board members tonight and throughout your first meeting

  • A “go to” resource for any questions

Review of board goals for the year the super 7
Review of Board Goals for the YearThe Super 7

  • Gain alignment and involvement of DAA Board and secure BOT approval of 2020 strategic plan

  • Successful rollout and implementation of new Duke Alumni Network

  • Successful design, approval and construction start of new alumni and visitor center that meets programmatic and strategic goals

  • Create a regional structure, investment and development plan that defines what success looks like for our regions

  • Embrace diversity and affinity groups in all of our efforts

    • Volunteer development (engage)

    • On campus and regional programming (connect)

    • Awards (celebrate)

  • Define the opportunity for alumni career development focused on engagement including student/alumni mentoring, young alumni and student connections

  • Assist in implementation of forever learning programs each as on-line learning, DAE expansion, WF and service learning while evaluating and developing plan for new opportunities such as Leadership Institute and Duke Forward 2.0 (Davos)

Strategic plan 2015 2020 big ideas
Strategic Plan 2015-2020“Big Ideas”

  • Build an agile and dynamic Alumni Network platform

  • Establish a consistent, inclusive, and Powerful Regional Presence

  • Strengthen our Investment in Education—the Concept of Forever Learning

  • Deepen Alumni Engagement with Students and With One Another

  • Create a Signature Campus Home for Duke Alumni and Visitors

Key university priorities
Key University Priorities:

  • DKU launch

  • Completion of new construction projects

    • West Union, Rubenstein Library, Page Auditorium, Chapel, 751 Parking Garage, Lake Trask, Athletics Complex projects

  • New Provost and new Chancellor of Health Affairs

  • Duke Forward momentum

  • Duke Alumni Network

  • NCAA changes

  • Sexual assault charges at the federal level

  • Federal funding for research


About daa
About DAA

Sterly L. Wilder ’83

Associate Vice President, Duke Alumni Affairs

University administration organizational chart
University Administration Organizational Chart

Daa what we do
DAA: What we do

  • Duke Magazine

  • Award-winning Features

  • Class Notes

  • Campus Engagement


  • Affinity Programs

  • Alumni Education

  • Alumni Travel

  • Careers and Networking

  • Students and Young Alumni

  • Communications and Digital Programs

  • Web

  • Network

  • Publications

  • PR

  • Reunions & Special Events

  • Reunions

  • Homecoming

  • Om-campus events

  • Regional events

  • DAA Partners

  • Admissions

  • Athletics

  • Career Center

  • Student Affairs

  • Deans and Academic Programs

  • Campus-wide Development Colleagues

  • Regional/Global

  • Engagement

  • Affinity Programming

  • Alumni Admissions

  • Regional programming—in the U.S. and abroad

  • Volunteers

  • Women’s Forum

Committee overviews
Committee Overviews

  • Awards

  • Campus Engagement

  • Communication/Networking

  • Nominations

  • Regional

  • Volunteer Development

  • Alumni Center Task Force

  • Diversity and Inclusion Task Force

Awards committee
Awards Committee

  • Purpose and Description of Committee

    • 6-8 members

    • Staff Liaison: Sterly Wilder ’83, Associate VP, Alumni Affairs

  • Members solicit, screen and select nominations for awards. Members help identify and research promising candidates and continue to work on ways to publicize the nominations process and the awards throughout the entire Duke community.

    • Distinguished Alumni Award

    • Charles A. Dukes Award

    • Beyond Duke Award

    • Forever Duke Award

Awards committee action plan 2014 15
Awards Committee Action Plan 2014-15

Statement of Purpose

To engage and connect alumni with Duke and each other and to celebrate their service to Duke and the world.

Target State – 6/30/15

  • Select the winners for 2015 DAA awards.

  • Finalize consistent guidelines, criteria and descriptions for all awards on Duke websites and in written materials

  • Detail a strategy for getting DAA regional clubs and affinity groups involved in identifying nominees

  • Look at ways to recognize regional volunteers and programs

  • Develop strategies to showcase Beyond Duke Award winners

  • Develop strategies to utilize award winners as speakers, regional leaders and DAA spokespeople

  • Move to a February 1 deadline for all award nominations

Initial State – 6/30/14

  • Process for identifying candidates and making awards to alums further enhanced and improved

  • Awards ceremony at President’s luncheon during Homecoming weekend a huge success

  • A new award: Beyond Duke Award, included in 2014

  • Annual calendar for the awards process revised to facilitate comparisons of candidates nominated (i.e.: review carryovers at fall committee meeting and move deadline for nominations to February 1)

  • Key Strategic Initiatives

  • Celebrate the service of Duke alums to the University and their communities through the Forever Duke, C.A. Dukes, Beyond Duke, and Distinguished Alumni Awards

  • Review and revise, as needed, criteria and descriptions of all awards, particularly the Distinguished Alumni Award

  • Review and recommend other means of DAA recognition of alumni in addition to formal awards

  • Further efforts to expand the pool of potential award winners through outreach to alums

  • and University-wide staff, particularly

  • through DAA regional clubs, affinity

  • groups and the DAA Board

  • Top Underlying Beliefs and Assumptions

  • We can achieve our goals assuming…

  • The committee receives input on worthy candidates to receive DAA awards

Campus engagement committee action plan 2014 15
Campus Engagement Committee Action Plan 2014-15

Statement of Purpose

To engage and connect alumni with Duke and each other and to celebrate their service to Duke and the world.

Initial State – 6/30/14

DAA Needs to:

  • Roll out new affinity group structure and maximize the value of the Network in creating new groups.

  • Implement Forever Learning enhancements and test new projects outlined in the recent programming audit

  • Develop a young alumni engagement strategy

  • Develop an alumni career mentoring strategy

  • Key Strategic Initiatives

  • Create 3 Working Groups to focus on:

  • Growing and expanding the affinity groups and networks as the network rolls out. Set goals and expectations for DAA role in increasing the number of affinity groups by May 2015

  • Assisting with Forever Learning implementation in conjunction with Network rollout to maximize alumni involvement, content approach and scale

  • Creating DAA Strategy to engage and sustain young alumni involvement 3 years post grad

  • Creating DAA Strategy to implement alumni career mentorship

Target State – 6/30/15

  • Charter affinity groups will adopt and understand the new structure and expectations. The number of new affinity groups will grow by 10%.

  • Outline DAA strategy for engaging and sustaining young alumni involvement within three years post graduation

  • Outline DAA strategy for creating an alumni career mentorship network

  • Implement DAA board FL strategy with Network rollout. Define and articulate marketing plan and content approach to achieve scale.

  • Top Underlying Beliefs and Assumptions

  • We can achieve our goals assuming…

  • The network is in place and is operational

  • We have adequate human and financial resources to implement our programs

  • We have strong relationships and support within Duke and externally from alumni, faculty, administrators, and student groups

Communication networking committee action plan 2014 15

Statement of Purpose To serve as influencers to facilitate alumni wide adoption and utilization of the network and identify best

practice methods in which to execute marketing strategies to serve the mission of DAA.

Initial State – 6/30/14

  • Most DAA program/event marketing is done through mass email sent from the DAA nearing limits of both staff capacity and audience tolerance

  • The New Duke Network is being developed to enhance the ability of alumni to make contacts with fellow alumni, participate in groups, and learn about opportunities that match their interests

  • Regional Groups develop their own unique systems of program planning, marketing, and data management- hard to track data and trends worldwide

  • Alumni have few formal opportunities to share feedback and opinion on issues related to Duke

Target State – 6/30/15

  • New Duke network launched with at least 10,000 profiles completed and 50,000 unique site visits

  • Completed a “wish list” of future capabilities to enhance the power of the network

  • Delivered a “Best Practices Playbook” of specific strategies and examples of successful alum-to-alum viral marketing

  • Identified a group of alumni influencers who can be deployed in viral marketing of DAA activities

  • Model for alumni council evaluated and recommended

Communication/Networking Committee Action Plan 2014-15

  • Key Strategic Initiatives

  • Promote the adoption and utilization of the New Duke Network through an ongoing OTM marketing plan and personal network leveraging

  • Create a “best practices playbook” of strategies to promote and take advantage of alum-to-alum viral marketing with special focus on further development and utilization of the Network

  • Create a model of a volunteer council of alumni who would provide feedback on key issues

  • Top Underlying Beliefs and Assumptions

  • We can achieve our goals assuming…

  • Board members and other key influencers can play a more effective role both in helping communicate DAA messages and in identifying influencers outside of the DAA Board

  • Alumni and students want to increase and deepen their connections and will find value in such connections

  • Alumni and students can forge these improved connections using emerging tools and technologies

  • Alumni will provide valuable feedback on the technology being developed to increase the power of the Network.

  • Regional Groups are looking for ways to streamline their processes and learn from each other

  • Alumni will find value in the power of the Network and not only populate their network profiles but utilize the power of the network to improve their lives and increase their interactions with the Duke community

Nominations committee action plan 2014 15
Nominations Committee Action Plan 2014-15

Statement of Purpose

To engage and connect alumni with Duke and each other and to celebrate their service to Duke and the world.

Initial State – 6/30/14

  • About 150 nominations for board positions received and reviewed

  • Well diversified board by graduation year, sex, race and ethnicity

  • Process streamlined to some extent through greater staff participation

  • Reinstated practice of inviting leaders of prominent affinity groups to serve ex-officio on board

  • Reviewed process for selection of President and Executive Committee members and presented to full board

Target State – 6/30/15

  • Charter affinity groups will adopt and understand the new structure and expectations

  • Graduate and professional schools will support 3 concrete measures to collaborate and coordinate on alumni engagement

  • 5 new and/or existing activities will be outlined as priority areas of support with suggestions for implementation and ensuring long-term success.

  • Key Strategic Initiatives

  • Nominate a President-elect through an open and well-communicated process

  • Nominate 4-6 new board members that will provide the necessary expertise, experience and enthusiasm to continue the work of DA and be representative of the alumni body

  • Review the bylaws relative to board member terms, categories and extensions and composition of the nominating committee and, if appropriate, recommend changes

  • Review the timing and process of the committee work to gain maximum input and avoid Spring time pressure

  • Top Underlying Beliefs and Assumptions

  • We can achieve our goals assuming…

  • The network is in place and is operational

  • We have adequate human and financial resources to implement our programs

  • We have strong relationships and support within Duke and externally from alumni, faculty, administrators, and student groups

Regional committee action plan 2014 15
Regional Committee Action Plan 2014-15

Statement of Purpose

To engage and connect alumni with Duke and each other and to celebrate their service to Duke and the world.

Initial State – 6/30/14

  • Noformal mechanismsfordocumentingandsharingbestpractices

  • Failure to celebrate best practices and signature regional programming

  • Lack of consensus and metrics in defining engagement, i.e., “success” in regions

  • Absence of uniform system ofmeasurement and informationgathering. Limited ability to captureand track data easily with existingtechnology platform

  • Variedprogrammingandboardstructuresand inconsistentinclusionofallDukealumni

  • Duke Alums Engage in more than 50 cities; DAE first service trip to New Orleans in May 2015

  • Women’s Forum and Duke Alums Engage growing rapidly but coordinated by a single staff member

  • Opportunitytostreamlineregional emailprocessincludingevent notifications and follow up surveys

  • DAAhasdevelopedandbegunto communicatebudgetstoTier1regions butlackshistorical financialdata

Target State – 6/30/15

  • Formal mechanisms in place for sharing best practices among regions with DAA

  • Achievements of regions celebrated and shared

  • “Success”includingkeymetricsaroundengagementinTier1andTier2Regionsisdefined

  • Framework for aspirational / minimal Tier 1 and 2 programming and board structures established.

  • Develop Alums Engage expanded to 75 cities

  • Streamlined communications tools for regional programming established and implemented

  • Move to a February 1 deadline for all award nominations

  • Budget process implemented in Tier 1 and 2 regions. Regions provided clear guidance regarding use of funds and financial tools in place to track budget

  • Key Strategic Initiatives

  • Sustain,expandanddeepenregionalengagementbysupportingeffort to developtoolstodefineengagementandtoenablemetric-basedevaluationanddecision-making

  • Define engagement and outline objectives for Tier 1 and 2 regions including programming and board structures designed to incorporate and promote involvement by all alumni and affinity groups

  • PromoteimplementationofbudgetsinTier1and2regions

  • Support roll out of the new Alumni Network platform and advise on ways to leverage it to track, promote and celebrate engagement

  • Celebrate and share the best practices going on throughout regions

  • Top Underlying Beliefs and Assumptions

  • We can achieve our goals assuming…

  • We can obtain a representative survey of and feedback regarding thepresent state of our Tier 1 and Tier 2regions including programming,board structure and volunteer development in those regions

  • WewillworkcloselywiththeVolunteer DevelopmentCommittee,AwardsCommittee,NetworkCommitteeandDiversity TaskForceto efficientlyandsynergisticallyachieveourgoalsandtoavoidduplicationofefforts

Volunteer development committee
Volunteer Development Committee

  • Cultivate, inspire and enrich our volunteers

    • Identify, recruit, train, engage, support, assess, repeat

    • In region, on campus, and online

    • Development and update of tools and infrastructure

    • Establish formal and informal ways to share best practices

    • Plan and execute VLEs, including VLC

    • Develop Leadership Development Ladder (Tiers of Engagements)

    • Regional Volunteer Coordinator; DAA Staff

  • Work closely with Awards Committee, Regional Committee, Diversity and Inclusion Task Force, and others

  • Sub-committees

    • Tools and Infrastructure

    • Training

  • How Board members can help

    • Share your volunteer experiences with VolDeCom members

    • Make recommendations for improvement to the process

    • Discuss VolDeCom goals in context of your committee

    • Tell us what you or other Dukies need to be better volunteers

Volunteer development committee action plan 2014 15

Target State – 6/30/15

  • Formalized training for volunteers in-region, on-campus, and online

  • Re-launch Volunteer Leadership Conference with a global reach making it the standard for volunteer training with video and text available online

  • Implement a Leadership Development Ladder that defines tiers of volunteer engagement to inspire and inform

  • Formalized methods to identify and recruit volunteers in all regions; pilot programs for Regional Volunteer Coordinators who report to a DAA Staff member

  • Established methods for formally and informally sharing best practices

  • Focus on developing a pipeline of volunteers

  • Enhanced volunteer experience that is meaningful and mutually beneficial through an active feedback loop

  • Centralized location for volunteer tools and opportunities on website with assigned responsibility for upkeep of records, including the DAA Handbook

Initial State – 6/30/14

  • No formalized training for volunteers

  • VLC is not longer offered

  • There is no volunteer track to set expectations for different levels of volunteer engagement

  • Inconsistent methods for identifying, utilizing and recruiting volunteers in the regions

  • No formal structure for sharing best practices between regions

  • No focus on developing a pipeline of volunteers

  • No emphasis on enhancing the volunteer experience with some sort of feedback loop

  • No central point to locate tools and volunteer opportunities with assigned responsibility for update, including the DAA Handbook

Statement of Purpose To develop and maintain globally consistent tools, including training and volunteer leadership events, 

that optimize and enhance the volunteer experience.

Volunteer Development Committee Action Plan 2014-15

  • Key Strategic Initiatives

  • By creating a central hub for information and training, DAA will cultivate, inspire and enrich volunteers, providing a more meaningful experience and making it easier for volunteers to engage with Duke in a mutually beneficial way

  • Support volunteers in their roles by providing standardized training that is strengthened by sharing best practices; increase volunteer satisfaction through the development of better-defined opportunities

  • Top Underlying Beliefs and Assumptions

  • We can achieve our goals assuming…

  • Both Duke and our volunteers will benefit from standardized training that is continuously being assessed and improved to address the needs of current DAA initiatives

  • VolDeCom will work closely with other DAA committees to achieve its goals in a strategic and synergistic manner

Alumni center task force action plan 2014 15
Alumni Center Task Force Action Plan 2014-15

Statement of Purpose

To create a new gateway to the University for all alumni and visitors.

Initial State – 6/30/14

  • Architect selected to create conceptual drawings

  • Lead donors identified

  • Initial programmatic and staff requirements identified

  • DAA target move out 05/2015 with move in date of 09/2016

  • Key Board of Trustee and administration support

  • Opportunity to create a new gateway to the university for alumni and visitors

  • Key Strategic Initiatives

  • Create a new gateway to the University for alumni and visitors to University

  • Enable alumni connection and education with each other, students and university through flexible spaces

  • Meet the projected growth needs for DAA Staff

  • A place to celebrate Duke Alumni and contributions to the University

  • Unique and dedicated space for Alumni education and events

Target State – 6/30/15

  • Alumni Center approved for construction by Board of Trustees with funding secured

  • Draft of programmatic functional needs and specifications for architects (Fall 2014)

  • Draft of programmatic schedule and utilization plan for 2016-17

  • Marketing and communications plan (Spring 2015)

  • Define DAA plans for core elements and communication within facility (summer 2015)

  • Top Underlying Beliefs and Assumptions

  • We can achieve our goals assuming…

  • University will approve plan to move to plans and construction

  • Gifts will be secured and gaps covered by University

  • Able to design a multi purpose facility adequate to meet evolving mission of DAA

Diversity and inclusion task force action plan 2014 15
Diversity and Inclusion Task Force Action Plan 2014 -15

Statement of Purpose

To engage and connect the entire range of diverse alumni with Duke, and encourage/support activity of Affinity Groups.

Target State – 6/30/15

  • Establish a baseline for effective communications between Affinity Groups and DAA on campus and in the regions

  • Involve Affinity Groups in two key DAA activities.

  • Incorporate diverse programming into DAA and regional schedules

  • Establish an Asian Alumni Association

  • Increase volunteer participation by members of Affinity Group demographic in DAA and regional board activities by 10%.

  • Key descriptors: significant exchange, energized, informed

Initial State – 6/30/14

  • Several existing Affinity Groups, operating largely independently from DAA, (on campus and in the regions) but with some coordination with and support from DAA

  • 34 Affinity and Identity Groups. The most active groups are - DUBAC, DUHLAA, Duke LGBT Network, Women’s Forum Programming and DEMAN

  • Good momentum with engaging and energizing Affinity Groups

  • Implement a formal process for incorporating diverse populations and/or activities in DAA or regional programming

  • Implement a formal process for interacting with Affinity Groups

  • Key Strategic Initiatives

  • Establish on-going dialogue with affinity groups to inform DAA’s direction

  • Harness energy of affinity group members and expand the tent to make DAA more inclusive

  • Create a deeper pool of qualified nominees to fill volunteer roles, regional boards and DAA Board

  • Strengthen the DAA through diversity of identity, opinion, passions, focus, background, experiences, etc.

  • Work with DAA Staff to implement key recommendations from DukeProceed report

  • Top Underlying Beliefs and Assumptions

  • We can achieve our goals assuming…

  • Both DAA and Affinity Groups can articulate benefits of diversity

  • The committee has significant input from Affinity Group leaders


  • Have fun

  • Work hard

  • Be on time

  • Be Forever Duke