The Chronicle
See Inside Scandal casts cloud on college basketball
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T H E I N D E P E N D E N T D A I LY AT D U K E U N I V E R S I T Y
WEDNESDAY, OCTOBER 4, 2017 DUKECHRONICLE.COM
ONE HUNDRED AND THIRTEENTH YEAR, ISSUE 19
TOWERVIEW
NOT ALWAYS A QUICK FIX
What in the world will Brodhead do? By Shannon Fang Contributing Reporter
It has been three months since former President Richard Brodhead left office—what’s he been up to since then? When he announced his retirement last April, Brodhead told the University community that he would take a oneyear sabbatical before likely returning to teaching or writing—“the passions that lured [him] to academic life in the first place.” The Chronicle reached out to Brodhead, but after 13 years of being in the limelight, he wanted to avoid the spotlight for the time being. But he will be back for President Vincent Price’s Oct. 5 inauguration. “You can report that I am doing unimaginable things in an undisclosed location!” Brodhead wrote in an email. How have prior Duke leaders adjusted to life after the presidency? Let’s start at the beginning.
specific quad. On East Campus, there are four mechanics. Frank Horner, the general maintenance supervisor for West Campus, said mechanics use laptops to access the EAMs each morning to prepare for their day’s work. “When we start our morning, the staff assistants enter all those calls in the EAM, and we send them to the owners,” Horner said. “So [the general mechanics] open their laptops and go onto EAM. They can open it up and see all the calls in their area.” Horner said that his mechanics average six to seven calls a day during this time of year, but sometimes carry out over ten requests per day throughout the beginning of the school year. He added that the mechanics attempt to fulfill all the work orders either the same day or the day after they are requested. “We try to get everything done in a day,” he said. “[These are] the student’s homes. We want them to be comfortable, so we try to get it done pretty quickly.” Beville said that just under 90 percent of work order requests are fulfilled within 24 hours, and that the others require parts that take time to acquire. “The 10 percent is entirely up to when we can get
Advancing education outside Duke Brantley York was the was first president of the Union Institute in Randolph County, which would eventually became Duke University. His presidency lasted from 1838 to 1842—four short, but important, years at the school. In “The Autobiography of Brantley York,” he describes his time as president as “truly onerous,” with his “faculties both mental and physical having been taxed to their utmost capacity.” He also began going blind during his time at the Institute. After leaving, he continued to work in education. He was a professor at Rutherford College in North Carolina, teaching English, rhetoric and logic. He helped establish three high schools and two colleges, while simultaneously publishing three books on grammar and one on mathematics and the law. York was also an avid preacher, traveling across the country to preach an estimated 8,000 times. In addition, he served as president of a temperance society and ministers’ conference. York never returned to the Union Institute, instead focusing on other aspects of higher education. Like York, Nannerl Keohane—who preceded Brodhead and served between 1993 and 2004—pursued her educational interests away from Duke after her term ended. She focused on education and leadership equality for women and minorities and became a distinguished visiting professor at Princeton University, where she chaired a committee on women’s leadership. This committee found that there were “differential rates at which women and men were going into leadership,” Keohane said in an interview with the publication “AboutCampus.” She and the committee worked to develop methods to improve mentorship at Princeton. She also continued to serve on many committees, including Harvard’s governing body despite not having a degree from Harvard. In 2008, Keohane became the chair of the board of trustees for the Doris Duke Charitable Foundation, which supports the performing arts and
See WORK ORDERS on Page 3
See BRODHEAD on Page 3
Chronicle File Photo
Duke has a special system to fulfill work orders, but some still take longer to address than others By Anthony Cardellini Contributing Reporter
Work orders are a persistent mystery to many Duke students. While some work orders may be fulfilled within a few hours, others seem to be forgotten and never fulfilled. Despite the apparent arbitrariness surrounding work orders, certain systems determine how and when work orders are carried out, said Andy Beville, director of facilities planning and operations for Housing and Residence Life. When a student sends or calls in a work order request, a staff member places the request in an online database, which categorizes the work order by location. The requests make up enterprise asset managements, or EAMs, which are essentially groups of work orders categorized by building and campus. “EAM is our database that houses all of the requests for each building, for each asset. It’s an asset management system,” Beville said. “The work order request will always end up in EAM.” Mechanics who are assigned to different buildings and locations on campus can access the EAMs. The mechanic who has jurisdiction over the location of the EAM is responsible for fulfilling the work order. Six mechanics on West Campus are each assigned to a
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