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Romance, Recess Style For the couple that can't tolerate cheesy romance flicks, or the single person happy to be that way, here are the films for you.
THE INDEPENDENT DAILY AT DUKE UNIVERSITY
The guy who’s done it all Since 1956, Breyers lead man Arthur Brodie has watched Duke grow up By ELIZABETH BROWN The Chronicle
Arthur Brodie may not be the hot dog guy, the bagel guy or the crazy towel guy. But he is a cherished campus figure and friend to students, faculty and staff across the University. At the moment, many students may know him as the Breyers Ice Cream guy, but over the past two decades, his familiar face has graced several campus eating spots. “He knows just about everybody that comes through here,” said Dining Services co-worker Renee Jones. “Or they know him.” This fall, Brodie moved from Trinity Cafe to the new Breyer’s Ice Cream stand on West Campus. But his history at Duke started in 1956, when the Franklin County “farming country, cotton and tobacco land” native first arrived at the University. “I helped build the golf course,” Brodie said. “It was the first job I had—digging up trees, digging up stumps.” “I worked for Eddie Cameron—you know, [as in] Cameron Stadium. He was my boss at the golf course. He was the man we had to please and look good for when he came around,” he added. “He was a good guy, though.” In 1958, after serving in the Korean War, Brodie moved to Durham for good. Over the next few years, he worked at places THE BREYERS GUY, also known as Arthur Brodie, has made his mark on the University after See BRODIE on page 7 � 20 years of employment.
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WWW.CHRONICLE.DUKE.EDU
VOL 96, NO. 98
OIE focuses on worker mobility � By the end of the semester, the Office of Institutional Equity hopes to have a strategic plan that addresses ways to encourage employees to grow professionally. By AMBIKA KUMAR The Chronicle
As Vice President for Institutional Equity Sally Dickson walks around campus, she might notice the abundance of students of different ethnic backgrounds. And she might notice a diversity among employees. At the same time, she would find a prevalence of Latino and black employees at lowlevel positions and the relative dearth of such employees who work at the senior level. Developing a plan to eliminate this disparity will be one of Dickson’s top priorities in the coming months. “One of the areas I’m looking very carefully at is how people, particularly minorities and in particular, African Americans—how we as an institution offer opportunities for [them] to grow professionally within the organization,” Dickson said. By the end of the semester, Dickson hopes to have a strategic plan to address the issue of mobility. She and Vice President for Human Resources Clint Davidson are already reviewing the University’s training programs and launching several more. “This is a piece of work that never quits. You’re never done,” Davidson said. “We’re working on a new set of programs we hope will focus on critical skills as well as some of the basic skills, so that two years from now... these folks are well positioned to successfully compete.” Several employees said they did not know about programs currently offered to help them gain the skills necessary to get a better job at the University. Some said they would take advantage of such opportunities. “About 75 to 80 percent of my employees are [Latino], [English as a Second Language] classes would be great for them and for me,” said Moe Salim, manager at the Armadillo Grill. “I have to See MOBILITY on page 6
>
Hospital officials ponder Oakleigh’s uncertain future By AMBIKA KUMAR The Chronicle
For months, the status of Oakleigh Substance Abuse Treatment Center has hung in the balance as Durham Regional Hospital officials assess whether they can continue its funding. But even if the hospital decides to close the facility, the impact may
well be minimal. “There’s absolutely no talk about quitting providing the treatment, but there is serious talk about, ‘Would it be better to move patients into the hospital?”’ said Don Brady, Durham Regional’s administrative director of marketing. “You have a big building, and you do something else with it.... We’re not looking at not treating those particular patients.” Oakleigh treats people with drug and alcohol addictions. In addition to providing three- to five-day detoxification sessions, the center is one of the few remaining treatment locations nationwide that
Academic
has a 28-day treatment program. Established over 10 years ago, the facility itself has 27 beds but serves just 12 to 13 patients per year. It has its own dining facilities, basketball court, weight room and chapel—an environment that allows patients to remain completely isolated during their treatment. Between 20 and 40 full-time employees work at Oakleigh. But over the last five years, Oakleigh has been losing money, something that only compounds Durham Regional’s multimillion dollar deficit. “It’s almost impossible to find any insurance company that will pay for [a 28-day program],” Brady said. “We have a building and program set up to do long-term treatment, and what we’re doing is short-term detoxification.” Brady said that if Oakleigh were shut down, the program would be transferred to the hospital itself, where patients could acSee OAKLEIGH on page 7
page council oks long-range plan,
THE OAKLEIGH CENTER is on&of the few substance abuse treatment locations to offer a 28day treatment program, but may be closed by Duke for financial reasons.
4 � Women’s basketball tops Maryland, page 13
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