ucaeTable of Contents

Section 1: Introduction pg1-2• WelcomeLetter • MeettheUCAEStaff

Section 2: Rights and Responsibilities of a Student Organizations pg3• RelationshiptotheUniversity • Benefits • OrganizationStatusRenewal • AwardsforRecognizedStudentOrganizations

Section 3: Starting a Student Organization pg4-5• StudentOrganizationFinanceCommittee • FraternityandSororityLife • Typesof Organizations

Section 4: Organizational Practices pg6-8• Recruitment • EffectiveMeetings • Managingconflict • Delegation • LeadershipTransitioning • Teambuilding • DukeGroups.com • OnlinePresence

Section 5: Finances pg9-11• Accounts • Funding • Purchases,Payments,andDeposits • Budgeting

Section 6: Programming Guide pg12-14• Whyplanevents? • SpaceRequests• Policies• UCAETeams

Section 7: Policies pg15-17• DukeCommunityStandard• UCAEPolicies• TrademarkLicensing• Off-campuseventprotocol

Table of Contents

ucaeSection 8: Advisors pg18

• Rolesof Advisors• SelectingAdvisors• BuildingarelationshipwithAdvisors

Section 9: Risk Management pg19• Typesof Risk• MitigatingRisk

Section 10: Hazing pg20-21 • Policy• Facts,Myths,Alternatives

Section 11: Leadership pg22• OfficerResponsibilities

Section 12: Inclusivity pg23-24• DukeUniversityStatement/Commitment• Non-discriminationandHarassmentPolicy• CenterforLGBTLife• CenterforMulticulturalAffairs• InternationalHouse• JewishLifeatDuke• MaryLouWilliamsCenterforBlackCulture• MuslimLifeatDuke• Women’sCenter

Section 13: General Resources pg25-26• DiDA• LAUNCH• CorporateRiskManagement• Officeof TrademarkLicensing• UniversityArchives

Table of Contents

ucaeGreetings,

Asmembersof theUCAEStudentInvolvementteam,wewouldliketowelcomeyoutothe2012-2013academicyear.YourinvolvementinstudentorganizationscanplayapositiveroleinyourcollegeexperienceandinfluencethegreaterDukecom-munity.Ourroleistohelpyouandyourorganization(s)maximizeyourpotentialbybuildingcharacter,engagingincollabo-ration,andpromotingcampus-wideandglobalcitizenship.The2012-2013StudentOrganizationHandbookisthefirststepinfulfillingthisrole.Thisdocumentwillprovideyourorganizationwiththetoolsandresourcestonavigateyourwaythroughthecomplexandever-changingnatureof DukeUniversity.

Thestudentorganizationsof todaywillbeabletoshapetheculture,reputation,andhistoryof theDukeof tomorrow.Fromculturalshowcasestonationalcompetitionstolocalandglobalserviceprojects,studentorganizationspresentanopportuni-tyforstudentstoexpresspassion,reflectonexperiences,andunderstanddiversevoicesandperspectives.DuringyourtimeatDuke,wehopethatyoutaketheopportunitytoexploremultipleorganizationstoexpandyourknowledgeandexperiences.

Alongwiththishandbook,wehavecreatedastudentorganizationresourceseriesthatincludesworkshops,videos,andhandoutsregardingareasof policyknowledge,financialmanagement,organizationalmanagement,andcommunitybuild-ing.Besuretocheckoutourwebsite,studentaffairs.duke.edu/ucae/student-organizations,toseeourupcomingeventsandaccessouronlineresources.

Wehopethatthishandbookservesasavaluabletoolforyourorganization’ssuccessandwelookforwardtoworkingwithyouandyourorganization.YourexperiencesasastudentleaderatDukewillbechallengingandrewarding,andweareexcitedtoseewhatyouaccomplish.

~UCAEStudentInvolvementTeam

Section 1: Introduction Welcome

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ucaeAbout UsUniversity Center Activities & Events (formally OSAF and Event Management)UCAEstrivestooffertheDukecommunityandexternalcustomershelpwitheventplanningandcampusprogrammingneeds.Ournineuniqueteamsprovideawidearrayof servicesavailabletoDukecommunitymembersandcampusvisitors.

Mission and Goals

MissionWeenvisionacollaborativeorganizationthatharnessestheindividualcreativetalentsof adiversestaff andfacilitatesamodelof studentlearninganddevelopmentthatisuniqueamongstourpeers.Throughexcellenceinbothstudentandeventservices,weaimtocreateaholisticenvironmentthatincorporatesabestpracticesapproachinboththetransformationalandtransactional,wherelearningandmentorshipisembeddedwithinthedailylivesof studentsandstaff alike,andresultinginpersonaldevelopmentandtransferableskills.

GoalsAnorganizationthatisstudent-centricandrecognizeslearningtakesplacebothinandoutof theclassroom,andthatcre-atesopportunitiesforstudentstoexpandtheirknowledgeandskillsinnewsettings.

• Anorganizationthatisexemplaryof thebestpracticesinentrepreneurshipandfostersinnovation.• Anorganizationthatprovidesintegratedsupportservicesthatembraceandfurtherthestrategicgoalsandinitia-

tivesof theDivisionandtheUniversity.• Anorganizationthatisagileandresourcefulandchannelsrealizedefficienciesintofurtheringthegoalsandmission

of thedepartment.• AnorganizationthatseekstomaximizerevenueinordertosupportdepartmentandDivisionobjectivesandmini-

mizerelianceongeneralallocationresources.

Teams

Student ActivitiesStudentActivitiesisledbyDavidPittmanandconsistsof theLeadershipDevelopmentandSocialActionTeamandtheStu-dentInvolvementTeam.TheStudentActivitiesclusterisresponsibleforstudentorganizationsupportandadvising,programssuchasLeadershapeandAlternativeBreakProgram,theDukeBikesprogram,DiDAandtheHub,aswellasmanyotheropportunitiesforinvolvement.

Event and Production ServicesEventandProductionServicesisledbyChuckCatottiandconsistsof theMediaServicesTeam,ConferenceandEventSer-vicesTeam,TheaterOperationsTeam,SpecialEventandFacilityOperationsTeam,UniversityBoxOfficeandVisitorInforma-tionTeamandtheTechnicalServicesTeam.TheEventandProductionServicesclusterisresponsiblefortheplanningandexecutionof allsizesof eventsoncampus,fromsportingeventstograduation.

Business and AdministrationTheBusinessandAdministrationclusterincludestheBusinessandFinanceTeamwhoisresponsiblefordepartmentalac-counts,studentorganizationaccounts,officemanagementandservingasUCAE’sliaisontopayrollandHR.

Section 1: Introduction What is UCAE?

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ucaeRelationship to Duke University

TheDukeUniversitycampusisdesignatedasaeducationalenvironmentfortheintellectualgrowthandenjoymentof itscom-munitymembers.Studentorganizations,partof theDukeexperiencesinceabout1924,areavibrantandenrichingpartof studentlifeoncampus.Dukerecognizesthedistinctandpermanentinfluencethatstudentorganizationshaveonthecampuscommunityandlearning.Theactionsandviewsof studentorganizationsatDukeUniversitydoesnotnecessarilyrepresenttheviewof theUniversity.

BenefitsTherearemanybenefitstobeingarecognizedstudentorganizationoncampus.Tangible benefits include:

• Spacereservationsoncampus• On-campusfinancialaccount• Abilitytoapplyforfunding• Legitimacyoncampus• AccesstoallservicesprovidedbyUCAE• AccesstotheDukeInnovativeDesignAgency(DiDA)

Intangible benefits include:• Meetandinteractwithpeoplewiththesameinterests• Learnfromorganizationswithdifferentmissionsthroughcollaboration• Promotecampus-wideandglobalcitizenshipbytakingpartinsomethingbiggerthanyourself• Understandingyourself byreflectingonyourleadershipstyleandyourrolewithinanorganization

Organization Status Renewal

TostaycompliantwithUniversitypolicies,thePresidentandTreasurerof eachstudentorganizationmustcompleteapolicyandfinancialtraining,respectively,eachacademicyear.EachSpringsemester,studentorganizationsmustre-registertheirorganizationfortheupcomingschoolyear.Re-registrationincludesupdatinginformationonDukeGroups.com,asignedadvi-soragreement,andregisteringforthefallactivitiesfair.

Awards for Recognized Student OrganizationsTheDukeUniversityLeadershipandServiceAwardsprogramisacelebrationof leadershipandserviceandanopportunitytorecognizeaselectnumberof individualsandorganizationswhoseinfluenceandachievementshavemadeasignificantimpactonUniversitylifeandbeyond.

Previous‘LeadingatDukeLeadershipandServiceAwards’winnersinclude:

OutstandingNewStudentOrganizationUbuntu(2010)GreekWomen’sInitiative(2011)DukeStudentsforGenderNeutrality(2012)

OutstandingStudentOrganizationCenterforRaceRelations(2010)BlueDevil’sUnited(2011)BlueDevil’sUnited(2012)

Section 2: Rights and Responsibilities

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ucaeThereareafewtypesof studentorganizations.ThishandbookprimarilyfocusesonundergraduateorganizationsrecognizedbytheStudentOrganizationFinanceCommittee(SOFC).Theendof thissectionwillcoverbasicinformationregardingothertypeof studentorganizations.

Student Organization Finance Committee (SOFC)

TheSOFCisanupto17-personundergraduatecommitteeelectedbytheDSGSenatetoallocatethestudentfundtorecog-nizedandcharteredstudentgroups.Themaindutiesof theSOFCare:

• overseeingtheProgrammingFund,whichisopentoallrecognizedandcharteredgroups;• runningtheAnnualBudgetingprocess,throughwhichmoneyisallocatedtocharteredgroupsfortheupcoming

year;• reviewingandrecommendingnascentstudentgroupsforrecognizedandcharteredstatus;

Studentsmustfollowthesestepstostartastudentorganization:1.Formulateaclearpurposetoyourgroup. CheckDukeGroups.comtoensuresimilargroupsdonotexist.2.Decideif youwishtobecomeaRECOGNIZEDorCHARTEREDorganization. Somedifferenceinclude: RECOGNIZEDorganizationsmaybeselective; maychargemembershipdues; hasaccesstotheprogrammingfund(event-basedfunding,non-capitalexpenditures) CHARTEREDorganizationsmaynotbeselective; maynotchargemembershipdues(unlessmandatedbyanationalchapter) hasaccesstotheprogrammingfund; hasaneedforannualbudgetfunding(capitalexpenditures,retreats,travel,etc.)3.WriteaConstitution Constitutionsmusthavethefollowingcomponents:

• Officialgroupname• Thegroup’srecognitionsource• Thegroup’smissionorpurposestatement• Thegroup’srequirementsformembership• Therolesandresponsibilitiesof groupofficers• Therequirementsforvotingongroupissues• Thestructureandtimingforofficerelections• Therequirementsforamendingtheconstitution• Alistof amendmentdatesandotherimportantcertificationsormilestonesforthegroup

AsampleconstitutionmaybefoundontheUCAEandSOFCwebsite.4.ApplytoSOFCtobecomearecognizedgroupatDuke Downloadtheapplicationatdsg.dukegroups.duke.edu/sofc5.SendtheCOMPLETEDAPPLICATIONandCONSTITUTIONto: sofcgroups@gmail.com.SOFCwillscheduleatimeforyoutoappearbeforethecommitteetodiscussyournew group.Donotforgettobringhardcopiesof yourformsandtherequiredsignaturestothemeeting,andbesureto havedoneyourresearchandthoughtthroughallof theprevioussteps.6.If yourgroupisapproved:

• EmailaprogramcoordinatorinUCAEStudentInvolvementtoset-upanappointment• Don’tforgettoregisterwithdukegroups.com(Withoutdoingsoyouwillnotbeeligibletoapplyforfunding)

Section 3: Starting a Student Organization Student Organization Finance Committee (SOFC)

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ucae7.Makeyourgroupsustainable

SOFCmeetseveryTuesdaynightstartingat7pmtohearfundingandnewgrouprequests.Applicationsfornewgroupsareacceptedonarollingbasisduringtheacademicschoolyear.Formoreinformationabouttheapplicationprocess,pleasevisittheSOFCwebsite:dsg.dukegroups.duke.edu/sofc.

Other Types of Student Organizations

Fraternity and Sorority LifeTheDukeGreekcommunityoffersundergraduatesafraternalexperiencethatcomplementsthemissionof theUniversity.Inpartnershipwithfaculty,staff,alumni,families,and(inter)nationalorganizations,wechallengeandeducatestudentsintheareasof leadership,culturalawareness,personalandgroupdevelopment,scholarship,andcivicresponsibility.

Fraternities&Sororitieshavebeenanintegralpartof DukeUniversitysince1872(thenknownasTrinityCollege).GreekorganizationsatDukearecomprisedof groupsof individualswithvariousinterests.Theyarebondedtogetherbycommongoalsandaspirations.Thesebondsarestrengthenedbyhonor,friendship,truth,knowledge,andcharacter.Greekmember-shipcarrieswithitmanybenefitsincludingleadershipopportunities,academicsupport,anemphasisonservice,andabondof brotherhoodorsisterhood.

DukeUniversityrecognizesthatfraternitiesandsororitiesareanintegralpartof thecampuscommunityandcanhaveapositiveimpactformembersandnon-members.Theprivilegeof fraternitiesandsororitiestoexistaspartof theUniversitybringswithitahighlevelof responsibility.ToachievemutualsuccessfortheUniversityanditsGreekorganizations,theremustbetrustandsharedresponsibility.ThissuccessreliesonthefollowingcommitmentsfromtheUniversity,individualchapters,GoverningCouncils,national/internationalfraternalorganizations,andstudentmembers.

Graduate and Professional Student Council (GPSC)TheGraduateandProfessionalStudentCouncilof DukeUniversity(GPSC–pronounced‘gypsy’)istheumbrellastudentgovernmentorganizationforDuke’sninegraduateandprofessionalschools.Ourpurposeisto:

• representandadvocateonbehalf of graduateandprofessionalstudentsatDukeUniversity;• serveasaliaisonamongthestudentgovernmentsof thegraduateandprofessionalschoolsof theUniversity;• serveasaliaisonbetweengraduateandprofessionalstudentsandtheUniversityAdministration;• nominategraduateandprofessionalstudentrepresentativestoUniversitycommittees;• programeventsof interesttothegraduateandprofessionalstudentcommunity;andfinanciallysupportthepro-

grammingof graduateandprofessionalstudentgroups.

DepartmentalDepartmentalorganizationsareorganizationsthatarenotrecognizedbySOFC,Officeof FraternityandSororityLife,orGPSC.TheseorganizationsarehousedwithinaspecificdepartmentatDuke.Departmentalorganizationshavethesamebenefitsasallotherrecognizedorganizationsexceptfortheabilitytoapplyforfunding.Fundingandaccountsmustbehousedbythesponsoringdepartment.Thesponsoringdepartmentissolelyresponsibleforthestudentorganization’sactiv-ityandpresenceoncampus.

Section 3: Starting a Student Organization Types of Organizations

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ucaeRecruitment

Recruitmentreferstotheprocessof screening,andselectingqualifiedpeopleforajobatanorganizationorfirm,orforavacancyinavolunteer-basedsomecomponentsof therecruitmentprocess,mid-andlarge-sizeorganizationsandcompaniesoftenretainprofessionalrecruitersoroutsourcesomeof theprocesstorecruitmentagencies.Wordof mouth:oneof thebestwaystorecruitmembers• Haveyourgroupmemberspassoninformationaboutyourclub;usuallypeoplearemorelikelytojoinif theyalready

knowatleastonememberAdvertisement:agreatwayforstudentclubstocatchtheeyeof newmembers• Throughfacebook• Throughtablingatclubfairs• ThroughhandingoutflyersEventRecruiting:workstocreatealargermembershipbase• Atyourevent,whetheronoroff campus,trytoenticenewpeopletowanttojoinyourclub• Provideeasilyaccessibleinformationaboutyourorganizationattheevent

Running Effective MeetingsBefore the meeting:• Definethepurposeof themeeting• Developanagendawiththeofficersandadvisor(s)• Chooseanappropriatemeetingtimeandlength• Choosealocationthatiseasilyaccessibleforallmembers• Advertisethetimeandplaceof themeetingtoyourmembersDuring the meeting:• Greetthemembersandmakethemfeelwelcome• Startontimeandendontime• Reviewandfollowtheagendaandsetprioritiesforthemeeting• Encouragegroupdiscussionandfeedback• Keepminutesof themeetingandsendthemtoallgroupmembersincaseaquestionorproblemarises• Summarizetheaccomplishmentsof thatmeetingandendonaunifyingorpositivenoteAfter the meeting:• Sendtheminutesof themeetingtoallgroupmembersincaseaquestionorproblemarises• Discussanyproblemsthataroseduringthemeetingandcomeupwithwaystoimprovethem• Putunfinishedbusinessontheagendaforthenextmeeting

Managing ConflictThe 8 essential steps to conflict resolution

1. Createaneffectiveatmosphere2. Clarifyperceptionsof theconflict

Whatiseveryone’sperceptionof theconflict?Isitrelevant?3. Focusonindividualandsharedneeds4. Buildsharedpositivepower

Thisseekstopromotetheconstructivecapabilitiesof allpartiesinvolvedinaconflict5. Looktothefuture,thenlearnfromthepast

Usethepasttoseewhatmighthavegonewrong,thenfocusonthepresent-futuretohelpunder standandactontherealizationof thepast

Section 4: Organizational Practices Recruitment, Meetings, Conflict

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ucae6. Generateoptions

Allpartiesmustcreativelysuggestandimagineawiderangeof possiblewaystoresolvetheconflict7. Develop“do-ables”–steppingstonestoaction

Adoableisanactionthatembodiesthefollowing:1. Itstandsagoodchanceof beingaccomplished2. Itdoesnotfavoronepartyattheexpenseof otherparties3. Itmeetsbothsharedandindividualneeds4. Itusuallyrequirestheparticipationof allparties

8. Makemutual-benefitagreements Mutual-benefitagreementsmustbebuiltonclarifiedperceptionsof theconflict,thepartnersinvolvedin theconflict,andthespecificstepseachpartnerhasagreedtotaketoimprovetherelationship Theyalsoreplacedemandsandarebuilton“do-ables”

DelegationHowshouldyoudelegate?

•Clearlyarticulatethedesiredoutcome•Clearlyidentifyconstraintsandboundaries•If possible,includeothermembersinthedelegationprocess•Matchtheamountof responsibilitywiththeamountof authority•Establishandmaintaincontrol

Whenshouldyoudelegate? 4mainquestionstoaskyourself: 1.Doesthetaskprovideanopportunitytogrowanddevelopsomeone’sskills? 2.Isthisataskthatwillpossiblerecurinthefuture? 3.Doyouhaveenoughtimetodelegatethejobeffectively? 4.IsthisataskthatIshoulddelegate?Tasksforlong-termsuccessdoneedyourattention

Leadership Transitioning• Oncenewleaderiselected,haveatransitionretreatwithbotholdandnewleaders• Encourageinformalmeetingsbetweenincomingandoutgoingofficers• Leavebehindanyfilesthatwillbehelpfultothenewleader(constitution,meetingminutes,organizationpasswords,

etc)• Orientincomingofficerstoresourcesusedinthepast• Shareeffectiveleadershipqualitiesandskillsyoupreviouslylearned• Sharetheorganization’sstructureanddocumentswiththenewleader• Outgoing,incoming,andAdvisorshouldallmeettoestablishalastingrelationship

TeambuildingTherearemanydifferentwaystobuildacohesiveteam.Bybeingintentionalabouttheteambuildingexercisesandhostingaproperfacilitation,groupswillbeabletoseetangibleresultsquickly.It’simportanttosetrealisticexpectationsrelativetothesizeof yourorganization.It’smorelikelyagroupof sevenwillbeabletofindateamidentityquickerthanagroupof 25.Belowaresomeothernotesaboutteambuildingtokeepinmind:

• Memberswillfeelmoreconnectedtoyourgroupif theyknowothermembersbetter.• Formalteambuildingactivitiescanhelpwiththisascaninformalget-togethersoutsideof yourregulargroupmeet-

ings.Setgoalsforyourgroupwiththeentiregroupif it’ssmallenough,orhavetheexecutiveboardsetgoalsfortheentiregroup.

Section 4: Organizational Practices Delegation, Leadership Transitioning, Teambuilding, Online Presence

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ucaeOnline PresenceDukeGroups.com Featuresof DukeGroups.com

• YoucanlinktoandsharecontentbetweenyourDukeGroupssiteandyourorganization’ssocialmediaplatforms(Facebook,Twitter)

• Youcancreate“private”executiveofficerpageswithinyoursitetoshareinformationspecificallywithyourorganiza-tion’sleadership

• Amodernandeffectivewayof advertisingyourorganization’seventsisthroughsocialmedia(facebook,twitter,flickr,etc)

• Maintainaccuraterosters• HostelectionsbyuniqueIDlogin

Section 4: Organizational Practices Delegation, Leadership Transitioning, Teambuilding, Online Presence

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ucaeAccountsStudentorganizationaccounts,knownasfundcodes,areopenedapproximatelyfourweeksafterastudentorganizationisofficiallyrecognizedANDlistedintheDukeGroups.comdirectory.Fundcodesareuniquesevendigitnumbersthatareusedtoidentifystudentorganizationstoreservespaceandmakefinancialtransactions.FundcodesshouldbekeptprivateamongthePresident,Treasurer,andAdvisorof theorganization.

If youdonotknowyourorganization’sfundcode,visitoremailtheUCAEBusinessOffice.Monthlyfinancialstatementsaregeneratedbyfundcode;treasurersareexpectedtoreviewthesestatementsonamonthlybasisbyrequestingitfromUCAEBusinessOffice.

FundingTheprimarysourceof fundingforSOFC-recognizedgroupswillcomefromSOFC.Inadditiontorecognizingandcharteringstudentorganizations,SOFCischargedwithallocatingaportionof thestudentactivitiesfeetostudentorganizations.Stepstoapplyforfunding:1.DownloadapplicationfromtheSOFCwebsiteatdsg.dukegroups.duke.edu/sofc2.Fillouteventinformation(time,place,date,expectednumberof attendees,fundcode,etc)3.Createalineitembudget.

BadExample:Non-specific,vague,requestsarenotdirectquotes

GoodExample:Listsexactpricing,veryspecific,allwithinthescopeof SOFCfundingcapabilities

4.SubmitapplicationwithSPECIFICbudgettoSOFCatdukefunding@gmail.comat least 2 weeks before your event.5.Waittohearbackonhearingdateandtime.6.PresentyourproposedbudgetandbepreparedtoansweranyquestionsSOFCmayhave.SOFCwillcontactwithin48hoursof hearing.

Section 5: Finances

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Item/CategoryFood

DecorationsVenue

SpeakerFeeAdvertisingMisc.

Totalfromthispage

Request$200.00$50.00$250.00$1,000.00$25.00$100

$1,625.00

Granted AmountSpent

Item/Category4largepizzasfromLilly’sPizzaGreatHall(supervisionandstaff)

SpeakerfeeforJohnDoePosters,flyers,andDiDAboard

Totalfromthispage

Request$85.20$350.00$1,000$25.00

$1,460.20

Granted AmountSpent

ucaeTransactionsAlltransactionsof moneythroughyourfundcodemustbeinitiatedbythePresident,Treasurer,Advisor,oranyspeciallydesignatedmembers(socialchair,philanthropychair,etc.)andexecutedbyUCAEBusinessandFinance.Itisimportantthatalltransactionsforyourorganizationbemadedirectlythroughyourorganization’saccount.Studentsshouldnotusedepart-mentstomakepurchasesonbehalf of theirstudentorganization.

Purchasing, Payments, and DepositsTherearemultiplewaystomakepurchasesoutof astudentorganizationaccount.Thetypeof purchasemethodwilldependonthevendororpurchasetype.Thelistof formscanbefoundatstudentaffairs.duke.edu/ucae/forms.Eachtypeof pur-chasewillrequireaform.

Procurement CardStaff inUCAEBusinessandFinancehaveprocurementcards(p-cards)forstudentorganizationstouse.StudentsmustfirstfillouttheP-CardRequestOnlineFormfoundonthewebsite.Theadvantageof usingstaff procurementcardsisbeingtax-exemptfromNorthCarolinavendorsandthatnomemberhastopurchaseanythingfromtheirownpocket.

Cash AdvanceStudentshavetheoptiontogetacashadvancefromthecashier’soffice.Themaximumcashadvanceis$200andwillbepostedtothestudentpersonalbursaraccountuntilreceiptsandleftovermoneyhasbeenreturned.Thisisagoodoptionif thevendoriscashonlyorif membersdonotwishtousepersonalfunds.

Interdepartmental Request and Invoice (IRI)Thismethodof paymentisusedforinternalpurchasesof theUniversity.PurchasesfromtheLobbyShopforlastminutedrinksforaneventorGreatHallforsupervisionandmaintenancewouldbethemostappropriatetimetousetheIRIform.ThestudentwillneedaUCAEBusinessandFinancestaff membertosignoff ontheIRIformpriortomakinganypurchase.Studentsmustthengetacopyof thereceipttoturnbackintoUCAE.

ReimbursementsStudentswhomakepurchasesonbehalf of theorganizationmaybereimbursedoutof theirstudentorganizationaccount.Itcantakeupto4weekstoprocessthereimbursementsoitisimportantthatthestudentcanaffordandiswillingtofrontthemoneyknowingitmaytake4weekstobereimbursed.Itisnotrecommendedthatpurchasesover$200bepaidforoutof pocket.ItisimportantthatthestudentismakingpurchasesallowablebytheUniversityandisfollowingUniversitypolicies.T-shirts,mugs,towels,oranyparaphernaliapurchasedonbehalf of thestudentorganizationmustuseanapprovedlicensedvendor.Studentswhodonotuseapprovedvendorsandsubmitforreimbursementmaynotgetreimbursedoutof theirstu-dentorganizationaccount.If studentshaveanyquestionsaboutthis,theyshouldemailorvisitUCAEBusinessandFinance.

Check RequestWhenorganizationsneedtopayanindividualoravendorthatonlyacceptschecks,studentswillneedtosubmitafour(4)documents.Checksgenerallytakeaboutthreetofourweekstobeprocessedsostudentsshouldsubmitformsassoonas possibletoensuretimelypaymenttovendors.

1. AccountPayable(AP)CheckRequestform2. W-9of individualorvendor3. Invoiceorcontract-documentationof agreedprice.StudentsCANNOTsignanycontract.Bringthecontractto

UCAEConferenceandEventServicesforassistance4. IndependentContractorChecklist(ICC)

Section 5: Finances

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ucae TransferOrganizationshavetheabilitytotransfermoneyfromonefundcodetoanotherforco-sponsorshipsorpaymentforservices.TransferformsaremostcommonlyusedwhenstudentorganizationstransferunusedmoneybacktoSOFC.

TravelTravelformsareusedwhenstudentorganizationsgoonorganizationsponsoredtripssuchasretreats,competitions,orconferences.Besuretokeepyourreceipts!

DepositsAdepositformisusedtodepositcashorchecksintothestudentorganizationaccount.Organizationswilltypicallyusethismethodaftercollectingfundsforafundraiser.

Budgeting

Budgetsaremadeupof generalguidelinestooutlineexpensesof anorganization.UCAEBusinessandFinancedoesnothaveorganizationbudgets;rathertheycanofferorganizationstheirbalance,whichinformsthebudget.

Currentlythereisnotanonlinesystemavailableforstudentstoviewaccountbalances.StudentswillneedtocontactUCAEBusinessandFinancetoreceiveanaccountbalance.Incomingexecutiveboardmembersshouldchecktheirbalanceatthebeginningof theacademicyear.EventhoughSOFCisagreatresourcetoapplyforfunding,groupsmayhavemoneyintheiraccountthatrollsoveryeartoyearfromfundraisersinyearspastorsponsorshipstheorganizationhasgainedovertheyears.

Studentorganizationsarenotbusinesses;thegoalisnottomakemoney.Goodbudgetingandfinancialpracticesthroughastudentorganizationlensmeansthatanorganizationhasspentaboutasmuchastheyhavereceivedfromfundraisers,SOFC,etc.Unlesstheorganizationissavingmoneyfromfundraiserstomakealargepurchase,accountbalancesshouldbeasclosetozero($0)aspossibleattheendof theacademicyear.

Oncetheorganizationknowshowmuchmoneyisintheiraccount,thetreasurer,president,andadvisor(andotherrelevantexecutiveboardmembers)shouldreviewtheorganization’splanforbudgeting.Thisisessentialif thegrouphasreceivedannualbudgetfundsfromSOFC.Tocheckwhichorganizationshavereceivedannualbudgetmoneyforthe2012-2013schoolyear,visittheSOFCwebsite:http://dsg.dukegroups.duke.edu/get-funding/sofc/annual-budget/.

Oftentimesthepreviousyear’sexecutiveboardwillapplyfortheannualbudgetandnottransitionproperlysothecurrentexecutiveboardknowswhatthemoneywasallocatedfor.Again,SOFCislikelytoauditorganizationsthatreceivetheannualbudget,soitisimperativethatyourorganizationspendsmoneyonlyonwhatwasallocatedbylineitem.Approvedlineitembudgetscanbefoundontheannualbudgetpageof SOFC’swebsite.

Section 5: Finances

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ucaeWhy plan events?

Eventsareagreatwaytoshowcasestudentorganizations.Programmingeventsprovidesanoutletforcreativityandexperi-encestocomplementorsupplementtheclassroomexperience.Programmingeventscanprovideadifferentavenuetoexpe-rienceculture,politics,recreation,andart.Theybuildcommunityandenroucargecollaborations.Theyrangefromacademi-callyfocusedandphilantropictosocialgatheringsandpoliticaldiscourse.Whatevertheoccasion,well-plannedeventscancontributegreatlytothedailylifeof theDukecommunity.

Event Planning Questionstoconsider

1. Whoisthetargetaudience?2. Whenisthemostappropriatetimetoholdthisevent?3. Whereisthemostappropriatevenuetohavethisevent?4. Whatarethemajorexpenses?Whataretheminorexpenses?5. Whereisourfundingsource?6. Whoishelpingplan?(securingvenue,securingfunds,advertising,contentof event,etc)7. Whoishelpingonthedayof theevent?(set-up,breakdown,etc)8. Whatisthetimelinefrominceptiontoexecution?Besuretoincludecheckpoints!

Target AudienceItisimportantthatthestudentorganizationalwayskeepsthetargetaudienceinmind.Berealisticinsettingthisaudience.Justbecauseaneventisopentotheentirestudentbody,doesn’tmeanthat“entirestudentbody”isthetargetaudience.Theorganizationshouldaskitself,“Whowouldbeinterestedingoingtothisevent?”and“Howdowegetthesestudentstoourevent?”

TimingFindingtheappropriatetimingistwo-fold.Firsttheorganizationneedstoseewhatothereventsarehappeningduringthereproposedevent.If it’shomecomingweekend,abasketballnight,orjustotherprogramsgoingon,theorganizationshouldreallythinkcriticallyatthetimingof theevent.Onceadatehasbeenconfirmed,theorganizationneedstoevaluateif theeventisfarenoughaheadtoplanandexecuteasuccessfulprogram.Thingstoconsiderinclude:personalschedules(midterms,finals,travel),applyingforfundingandpurchasingsupplies,coordinatingwithvenue,coordinatingwithcatering,coordinatingwithspeaker(s),executingpublicityplan,etc.

VenuesFactorsthatwillinfluencethevenuewillbeanticipated size of the audience(again,justbecauseit’sopentoeverybody,doesn’tmeanthateverybodywillshowup),type of event(speaker,danceperformance,panel,social),andavailability.

InformationaboutanyvenueoncampuscanbefoundontheUCAEConferenceandEventServices(CES)website:events.duke.edu.UCAECESmanagesandreservesvariousUCAEfacilitiesincluding,butnotlimitedtoBryanCenterPlaza,WestMainQuad,andGriffithBoardRoom.Dependingonthevenueselection,theremayberequirementsforticketingthroughtheBoxOffice,approvedcaterers,securityortechnicalservices.OrganizationsshouldconsultwithUCAECEStoensureallvenuepoliciesarefollowed.

UCAE PoliciesUCAEisadynamicorganizationthataimstoprovideexceptionalservices.UCAEisconstantlychangingwiththelandscapeof theUniversityandadaptingtostudentneedsandculture.Thatbeingsaid,internalUCAEpoliciesarealsodynamictomake

Section 6: Programming Guide

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ucaetheexperienceof studentorganizationsandeventsassmoothandsuccessfulaspossible.Forthemostuptodatepolicies,pleasevisittheUCAEwebsite:studentaffairs.duke.edu/ucae.Studentsareexpectedtocheckthewebsiteregularlytostayinformedonthemostuptodatepolicies.Non-eventspecificpoliciescanbefoundinthe“Policies”sectionof thishandbookonpage15.

Off-campus eventsStudentorganizationshostingoff-campuseventsshouldrefertothe“Off-campuseventprotocol”sectiononpage17.

UCAE Teams

Business and FinanceTheBusinessandFinanceteamserveeverysingleareawithinUCAEbyensuringtheflowof allfinancialinforma-tionrunssmoothlyandappropriatelyaswellassupportingstudentorganizationfinance.Theteamalsomanagespayroll,revenuecollection,invoicepayments,studentp-cardtransaction,reimbursementsandmore.

Conference and Event Services Whetherit’satheater,ameetingroom,ortheoutdoorplaza,Conference&EventServicescanassistwithfindingtherightlocation,securingrentals,andworkingthroughtheplanningprocessfromconcepttocompletion.

Leadership Development and Social ActionTheLeadershipDevelopmentandSocialActionTeamisresponsibleforfulfillingthecommitmentslaidforthinthe2011LeadershipEngagementAllianceReport,conductingseminarsandworkshopsforstudentsandstaff onvarioustopics,facilitatingpersonalandprofessionaldevelopmenttoolssuchasDiSC,theLifeValuesInventoryandStrengthsQuest,andmanymoreprogramsandopportunitiesdesignedtoenhanceone’sknowledge,skillsandabili-ties.

Media ServicesMediaServicesprovidesprofessionalmediaproductionservices,fromconcepttocompletion,totheDukeUniversityandMedicalCentercommunity.Whetherit’salivebroadcastonamajornewsnetwork,afieldproductionunitENGstyle,orastudiorecordingof ascriptedprogram,ourexperiencedstaff of professionalscanhelpyougetthefinalproductyouneedatmarketcompetitiveprices.Withacombined80+yearsof broadcastandstudioproductionexperience,ourstaff isreadytohelp.

Special Event and Facility OperationsSpecialEventsServicesprovidesaone-stopserviceapproachforsponsorsof specialeventsthroughoutthecampusincludingmajorUniversityeventssuchasCommencement,Convocation,andAlumniReunionsweekendsaswellasmanyof Duke’sathleticevents.Italsoprovidessupportservicessuchasspecialeventequipmentincludingtents,stages,tablesandchairs.SpecialEventsactsasareferralforfacilitiesandservicesprovidedbyotherDukedepartmentsandoff-campuscommercialsuppliersensuringeventsponsorsfindthebestcampussiteforaneventwhilehelpingtosecuretheservicesneededfortheeventatthelowestcostandhighestquality.

Student InvolvementTheStudentInvolvementTeamiscommittedtoprovidingawidevarietyof waysforDukeundergraduateandgradu-atestudentstopursuetheirinterestsandactivelyengageintheDukeandDurhamcommunities.Wedothisthroughadvisingstudentleaders,coordinatingprograms,andprovidingsupportforstudentorganizations.

Section 6: Programming Guide UCAE Teams

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ucae

Technical Services TechnicalServicesprovidesequipmentandservicesacrossthecampus.OurextensiveinventoryincludessoundsystemsfromamicandpodiumtoaconcertPA.Audio-visualequipmentincludesdigitalportableprojectorstogoodoldfashionedslideprojectors.WeevenhaveportablepowerdistributionsystemsavailableinmanyWestCampuslocationsandcanarrangeforlargepowerportablesystemswhennecessary.Ourprofessionalstaff candeliver,set-up,andoperatetheequipmentforyourevent.TechnicalServicesassistsdepartmentsandstudentorga-nizationsthroughouttheDukecampusincludingDukeAthletics,academicclassesandmeetings,studentorganizedbandsandspeakers,andUniversity-wideeventssuchasGraduationandConvocation.

Theater OperationsDuke’sTheaterOperationsstaff providesoperationalandtechnicalsupporttotheatersacrosscampus,includingBaldwinAuditorium,PageAuditorium,SheaferLabTheater,ReynoldsTheater,andGriffithFilmTheater.Thedepart-mentworkswithbothproducersandpresentersinbringingtheperformingartstothestageoncampus.

University Box Office and Visitor InformationTheUniversityBoxOfficeandInformationDeskislocatedonthetopfloorof theBryanCenter.TheBoxOfficeisopenweekdaysfrom11:00am-6:00pmandonehourpriortoeventsatperformancevenues.TheInformationDeskisopenweekdaysfrom8:30am-8:30pmandweekendsfrom10:00am-8:30pm.Toorderticketspleasevisitourmainwebsitetickets.duke.edu.

Section 6: Programming Guide UCAE Teams

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ucae Section 7: Policies

Policies

Listedbelowarethemostrelevantpoliciesforstudentorganizations.Forthemostup-to-datepolicies,makesureyourchecktheUCAEwebsiteorappropriateoffice.

Duke Community StandardTheDukeCommunityStandardexpressesastandardforbehavior—asetof expectationsof studentswhoclaimmembershipinDuke’slearningcommunity.Allincomingundergraduates,uponadmittancetoDuke,arerequiredtosignapledgetoadheretothesevaluesandtoconductthemselvesinaccordancewiththesevaluesthroughouttheirundergraduatecareers.Likewise,uponcompletionof eachacademicassignment,studentsmaybeaskedtoreaffirmtheircommitmenttotheDukeCommunityStandardbysigningastatementindicatingthattheyhaveadheredtotheDukeCommunityStandardincompletingtheassignment.TheDukeCommunityStandard,thus,isastatementof principles.Thespecificpolicies,orrulesandregulationsof theuniversity,definetheconductforwhichstudentscanbeheldac-countable.

Event PoliciesStudentsandstudentorganizationsmayhosteventsanytimeduringtheacademicyear,exceptduringreadingperiod,exams,andnewstudentorientation,unlessauthorizedbythevicepresidentforStudentAffairs,theviceprovostanddeanof undergraduateeducation,ortheirdesignee.Theuniversityreservestherighttowithholdeventhostingprivilegesif properadvancearrangementsarenotsecured.Foracomprehensivelistof DCSpoliciesrelatedtoeventsbesuretorefertothe2012-2013DukeCommunityStandard.

NoiseStudentsandgroupsareexpectedtorespecttherightsof othersatalltimes.Duringspecifiedhours,highernoiselevelsarepermittedbutmustremainatalevelconsiderateof thosestudentswhowishtostudyorsleep:

East,Central,WestCampuses:Quiethoursareineffectatalltimesotherthanasnotedbelow,whenreasonablelevelsof noisewillbepermitted:5:00p.m.-7:00p.m.Monday-Thursday5:00p.m.-2:00a.m.Friday1:00p.m.-2:00a.m.Saturday1:00p.m.-6:00p.m.Sunday

WestCampus:AmplifiedsoundispermittedonthePlazabetweennoonand1p.m.onweekdays.

Events with alcoholEventswithalcoholmust:

• BedesignatedasBYOBordistribution,butnotboth.Auniversity-approvedbartendermustfacilitatedistribution.theareaof distributionmustbeclearlydefinedandalcoholisnotpermittedoutsideof thatarea.Eventswithalco-holaresubjecttosecuritycoordinatedbyDukePoliceandmustfollowtheuniversityalcoholpolicy.

• Haveonepartymonitorforevery25expectedguests.

GamblingItisagainstNorthCarolinastatelawandDukeUniversitypolicytogamble,withtheexceptionof thestatelottery.Aperson/organizationisgamblingif he/she/itoperates,plays,orbetsatanygameof chanceatwhichanymoney,property,orotherthingof valueisbet.Rafflesof anykind,includingthosesponsoredbystudentgroups,arealso

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ucaeprohibited.A“raffle”isdefinedas“agameinwhichtheprizeiswonbyrandomdrawingof thenameornumberof oneormorepersonspurchasingchances”(N.C.G.S.§14-309.15).Pokernightsandcasinogamesarepermittedonlyif noadmissionischarged,nobuy-inisrequired,andnorealmoneyiswagered.

UCAE PoliciesUCAEisadynamicorganizationthataimstoprovideexceptionalservices.UCAEisconstantlychangingwiththeland-scapeof theUniversityandadaptingtostudentneedsandculture.Thatbeingsaid,internalUCAEpoliciesarealsodynamictomaketheexperienceof studentorganizationsandeventsassmoothandsuccessfulaspossible.Forthemostuptodatepolicies,pleasevisittheUCAEwebsite:studentaffairs.duke.edu/ucae.Studentsareexpectedtocheckthewebsiteregularlytostayinformedonthemostuptodatepolicies.

Trademark LicensingTrademark Uses That May Not Require ApprovalSomeusesof DuketrademarksbyDukedepartments,groupsandregisteredstudentorganizationsmaynotrequirepriorapprovalfromDuke’sOfficeof TrademarkLicensing,including:• Theuseof DuketrademarksbyDukedepartments,groups,andregisteredstudentorganizationsintheordinary

courseof conductingDukebusinessprovidedtheymakenochangestothedesignorapprovedcolorsof Duketrademarks,andadheretotheGuidelinescontainedinthispolicy.Examplesincludetheuseof unmodifiedDuketrademarksonstationery,businesscards,reports,officialDukecatalogs,publications,reportsandsimilarmaterials,andmaterialsusedinacademiccourses.

• Useof theDukenameorotherof itstrademarksinconnectionwithnewsreportingandotherfairusesthatdonotundermineDuke’srightstoitstrademarks.

Trademark Uses That Require Approval• Allusesof DuketrademarksonproductsrequirepriorapprovalfromtheOfficeof TrademarkLicensing,evenif the

proposedusesdonotinvolvethesaleof aproduct;e.g.,promotionalitemsforconferencesormeetings,itemsforfundraisers,itemsforgiveaways,gifts,etc.

• Allusesof DuketrademarksonInternetwebsites,onlinepublications,andindomainnamesrequirepriorapprovalfromDuke’sOfficeof TrademarkLicensing.Allotheruses,exceptthoselistedaboveinthesection“TrademarkUsesThatMayNotRequireApproval.”

Domain NamesNoDukestudentorganization,oranyindividualactingontheirbehalf,mayregisteradomainnamethatincorporates“Duke,”“DukeUniversity,”“BlueDevils”oranyotherDuketrademarkorvariationorderivativethereof thatmaysug-gestanassociationwithDukewithoutthepriorwrittenapprovalof Duke’sOfficeof TrademarkLicensing.

Products must be Purchased from Licensed Manufacturers Only (Duke Licensees)AllproductsbearingDuke’strademarksmustbepurchasedonlyfromDukelicensees.Toensureconsistencyintheuseof Duke’strademarks,andtoensurecompliancewithawiderangeof requirementsassociatedwiththemanufactureanduseof Duke’strademarks,productsbearingDuke’strademarksmaybepurchasedonlyfromcompaniesthatareofficiallylicensedbyDuketomanufactureordistributeproductsbearingitstrademarks.Therearesome400companiesofficiallylicensedbyDuketomanufactureproductswhichbearDuke’strademarks.

Sweatshop IssuesDukeiscommittedtoconductingitsbusinessaffairsinasociallyresponsibleandethicalmanner.Dukehastakenalead-ershiproleineffortstoensuredecentandhumaneworkingconditionsinfactories.Dukerequiresthatallmanufactur-

Section 7: Policies

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ucaeersof productsbearingDuke’strademarksstrictlyadheretoaCodeof Conductinthemanufactureof thoseproducts.Dukeprohibitsproductsbearingitstrademarksfrombeingmanufacturedinabusiveandunfairlaborconditions.IssuesaddressedintheCodeof Conductinclude,butarenotlimitedto:wages&benefits,workinghours,overtimecompensa-tion,childlabor,forcedlabor,healthandsafety,non-discrimination,andharassmentorabuse.Inaddition,Dukerequiresallof itslicenseestopubliclydisclosethenamesandlocationsof allof theirfactorieswhichmanufactureproductsthatbearDuke’strademarks.DukeLicenseesarerequiredtosubjectthosefactoriestoindependentmonitoringof factorylaborconditionsthroughtwoorganizationswithwhichDukeisaffiliated,theWorkerRightsConsortiumandtheFairLaborAssociation.

Approval ProcessSendane-mailtotheDirectorof TrademarkLicensing,JimWilkersonatjim.wilkerson@duke.edu.Includethefollowinginformation:yourdepartment/organization,requestor’sname,e-mailaddressandtelephonenumber,descriptionof product(s)tobeordered,quantitydesired,thedatetheproductisneeded,andartworkincludingallnames/logostoappearonproduct.Pleasedescribethepurpose/eventtheproductisbeingorderedfor;thestartandenddateof theevent;whethertheproductisbeingsoldorgivenaway;andif theproductisbeingsold,wheretheproceedsfromthesaleswillbedirected.Thereviewandapprovalprocesscantakeuptotwoweeks.

Appropriate Use of TrademarksIninstanceswherethereisuncertaintyregardingtheappropriateuseof anyDuketrademarks,theDirectorof Trade-markLicensingwillconsultwithDuke’sExecutiveVicePresident,theSeniorVicePresidentof PublicAffairsandGovern-mentRelations,and/orDuke’sOfficeof LegalCounsel.Dukereservestherighttodisapproveanyuseof itstrademarks,evenif suchuseisnotexplicitlyprohibitedbythispolicyortheseguidelines.

ContactForthecompletepolicyvisit:http://www.trademarklicensing.duke.edu/policy.pdf.Forfurtherinformationorassistance,contactDuke’sOfficeof TrademarkLicensingat919-684-2065.

Off-campus event protocolForallstudentgroupsorganizingorparticipatinginafieldtriporsponsoringaspecialeventoff-campus,theDukeUniversityParticipationAgreementshouldbecompleted.ParticipationAgreementformscanbefoundontheDukeCorporateRiskManagementwebsite:http://finance.duke.edu/insurance/forms/index.php.Priortothedistributionof theparticipationagreement,thesponsoringcampusgroupshouldsendacopyof theparticipationagreement,accompa-niedbyadescriptionof theactivity,toCorporateRiskManagement.CorporateRiskManagementwillapprovetheform,andnotifytheappropriatedepartment.Allparticipatingstudentsormembersshouldsigntheform.Thesignedformsshouldbemaintainedbythesponsoringcampusgroup.

Section 7: Policies

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ucaeRole of Advisors

DukeUniversityrequiresthatallrecognizedstudentorganizationshaveanadvisor.Anadvisormustbeafull-timeemployeeof DukeUniversity,eitherasafacultymemberorstaff member.Studentorganizationsarerunandmanagedbystudentsthemselves,butadvisorscanplayakeyroleinofferingguidanceandadvice.

Theroleof theadvisormaynotbeclearlydefinedorpresentedinadvanceof theschoolyear.Studentorganizationadvisingisnotascience;thereisnoequationthatcanbeappliedtomakeasuccessfuladvisor/adviseerelationship;insteaditistheartof humandevelopmentandunderstandingthechangingneedsof agroup.Advisorsarealsooftenseenastheknowl-edgeholderforthegroupbecauseof thetransitorynatureof studentorganizations.

Herearesometypicalrolesthatadvisorsoftenfindthemselvesin:

• Maintainingaconsistentmentorrelationshipwithorganizationofficers(president,treasurer,etc.)• Assistinginuniversitypolicyinterpretationforthegroup• Mediatinginternalconflict• Providingexpertiseinaspecificareaof study• Assistinginconnectinggroupwithcampusresources• Advocatingforthegroupwithintheuniversity,department,orcommunity• Actingastheprimarycontactsourcefromuniversityadministrationintimesof crisis,discipline,ordisorganization.

Itisrecommendedthatstudentsandadvisorsmeetregularly(weekly,biweekly,monthly)toupdateeachontheprogressandstatusof theorganization.Theconsistencyandregularitythatstudentandadvisorsshouldmeetwillvarydependingonthenatureof theorganizationandtheschedulesof each.

Selecting an Advisor

Organizationsseeknewadvisorseveryyear.Whilethereisabenefitof havingconsistencyfromyeartoyear,sometimesanadvisorcangettoobusy,goonasabbatical,leaveDuke,orisnolongerabletosupportthestudentorganization.If thestudentorganizationislookingtofindastaff orfacultythathavesimilarinterestsastheorganization,thecorrespondingdepartmentisanaturalplacetostart.Forexample,if theorganizationisaperformancegroup,thetheaterdepartmentmaybeideal.Similarlyif theorganizationisfocusedaroundaspecificpopulation,anidentitycenterorlanguagedepartmentmaybebest.Whateverthecasemaybe,it’simportantthattheadvisorandthestudentsmeettodiscusswhattheexpectationsareof eachother.

Liability

Advisorsdohavepotentialliabilityexposure,andshouldunderstandtheirobligationstoactivelyandeffectivelyprovidead-vice(“legaldutyof care”)totheorganization.Dependingontheintendedscope,commentscouldbeassimpleas“totheextentadvisorsbecomethesubjectof claimsorotherliabilitiesasaresultof theirrole,theyarecoveredbytheUniversity’sliabilityinsuranceprogramssolongastheallegedactsgivingrisetotheclaims/liabilitiesfallwithinthescopeof theirofficialduties.”

Inadditiontosupportingstudentorganizations,UCAEStudentInvolvementalsodoessomesupportandprovidesresourcesforstudentorganizationsadvisors.If advisorshaveanyquestions,theycanemailanyof theteammembersof UCAEStudentInvolvement.

Section 8: Advisors

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ucae Section 9: Risk Management

Types of RiskPhysicalPhysicalriskscanincludethingssuchasfoodpoisoning,injuriesthatmayresultinphysicalactivities,injuriesthatmayresultfromtravelrelatedaccidents.ItisimportanttoALWAYStaketheappropriateprecautionswhenyourorganizationisselling/distributingfood,hostinganathleticcompetition,ortravelingfororganizationsponsoredevents.DukeCorpo-rateRiskManagementrequiresaparticipationagreementforallfieldtripsoroff-campuseventstonotifyparticipantsof potentialrisksincertainactivities

ReputationReputationalrisksarethosethatmayresultinnegativepublicityforyourorganization,membersof theorganization,Duke,youradvisor,orthevenuewheretheeventisheld.Consultwithyouradvisorif yourorganizationhasanyquestionabouttheappropriatenessof aflyer,aneventname,ornatureof anevent.If you’rehesitantaskingyouradvisor,it’sprobablynotappropriate.

EmotionalEmotionalrisksarethosethingsthatcancauseaparticipantatyoureventorinyourorganizationtofeelalienatedorcauseemotionalstressfromtheactivity.Emotionalstress(amongotherthings)isadirectresultof hazingandhazing-likeactivities.Whileaneventorgroupactivitymaynotbephysicallydangerous,emotionalstresscanhavejustalargeanimpact.

FinancialFinancialrisksarethosethingsthatnegativelyimpactthefiscalstabilityof yourorganizationand/orotherorganiza-tionsfinanciallysupportingyourorganization.Itisimperativethattheorganization’streasurerandrestof theexecutiveboard,includingtheadvisor,stayinformedandpresentaboutallaspectsof theorganization’sfinancialhealth.Thereareinstanceswhereunaccountedexpensesmaybechargedtotheorganization’saccounttoputtheorganizationinadeficit.Anexampleof thiswouldbewhenanorganizationusesavenueforfree,butincursacleaningfeebecausethevenuewasleftmessyaftertheevent.If thetreasurerdoesn’tregularlychecktheorganization’sbalanceintheUCAEBusinessandFinanceoffice,theorganizationrunstheriskof anoverdraftwhichincursamonthlyinterestcharge.

FacilitiesFacilityrisksarethosethingsthatmaypreventeventfrombeingheld(weather,firecode,etc)orcausepropertydam-age.If youreventoractivityisheldoutside,it’simportanttohavearainlocationoranotherdatereservedincaseof poorweatherconditions.Itisalsoimportanttopickanappropriatevenueforthenatureof youreventastopreventandamagetothefacilityandthusincurmaintenancefees.

Mitigating RiskThereareseveralwaystomitigateriskbutthebasicsof riskmanage-mentcomedowntoacyclicalprocess.Assess,Evaluate,Manage,andMeasure.Managingriskisnotanendproductrather,it’saconstantprocess.Firsttheorganizationneedstocreateameasurementof risk.Determinewhatisconsideredriskyandwhatisnot.If theorganizationhasissueswiththismeasurement,UCAEstaff memberswillbehappytoassistwiththisprocess.Withanyeventoractivityputonbytheorgani-zationtheorganizersshouldalwaysassesstheriskinvolved.Nexttheevaluatehowriskythedifferentcomponentsof theeventare.Finallydeterminehowtomanage andeliminaterisks.

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ucae Section 9: Hazing Policy

Hazing PolicyHazingisaseriousinfractionof universityregulations.Thepotentialforhazingtypicallyarisesaspartof astudent’sintro-ductiontoorinitiationinanorganization(fraternity,sorority,athleticteam,orothergroup)inwhichthereisoftenaper-ceivedorrealpowerdifferentialbetweenmembersof theorganizationandthosenewlyjoiningit.Hazingdefined.Hazingisdefinedasanyactiontakenorsituationcreated,whetheronoroff universitypremises,thatisharmfulorpotentiallyharmfultoanindividual’sphysical,emotional,orpsychologicalwell-being,regardlessof anindividual’swillingnesstoparticipateoritsbearingonhis/hermembershipstatus.

Suchactivitiesandsituationsinclude,butarenotlimitedto:Level I Violations• marchinginline• roadtrips• wearingapparelwhichisconspicuousandnotnormallyingoodtaste,and/orinappropriateforthetimeof year• calisthenics• line-ups• pledge/signaturebooks• periodsof silence• standingforalengthof time• personalservitude• activitiesthatwouldnotnormallyconstruehazingbutbecauseof time,place,ormannermaketheminappropri-

ate

Level II Violations• sleepdeprivationorinterruptionof consecutivesleephours• expectedorforcedconsumptionof food,drink(includingalcohol),orothersubstance• actsof humiliationordegradation(includingstreakingorwearingdegradingorhumiliatingapparel)• restrictionsoneatingorbathing• actsthatdisruptacademicinstructionorlearningof others• interruptionorinterferenceof academiccommitments

Level III Violations• branding• paddlinginanyform• compromising(sexual)situations

Anyindividualorgroupfoundresponsibleforhazingwillbesubjecttosanctionsoutlinedinthedisciplinaryprocess,includ-ing,butnotlimitedto:disciplinaryprobation,socialsuspension,suspensionof charter,restrictionsonmemberrecruitmentand/orgroupactivity,removalof theindividualfromthegroup,lossof housingprivileges,suspension,and/orexpulsion.Sanctioningwillincreasewiththelevelof violationandanyprevioushazingviolations.(Levelsof violationlistedaboveareguidelinesonlyandmaychangegivenparticularcircumstancesof aviolation.)StudentsshouldalsobeawarethathazingisamisdemeanorunderNorthCarolinastatelaw.Actsorpotentialactsof hazingmaybereportedtotheOfficeof StudentConduct(919-684-6938)orDukePolice(911or919-684-2444fromnon-campusphones).Inaddition,concernsmaybereportedconfidentiallyviavoicemailtotheuniversity’sHazingHotlineat919-684-5766.

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ucaeFacts

1. 82%of deathsfromhazinginvolvealcohol,accordingtonotedhazingexpertHankNuwer2. Hazingisoftenaboutpowerandcontrol.Hazershaveaneedtofeelpowerfulandincontrol3. HazingisnotjustassociatedwithathletesandGreek–letterorganizations.Itoccursacrossawidespectrumof

organizations.4. Youcanneverbesureyouknowthephysicalormentalbackgroundof anindividualandwhattheeffectsof hazing

forthatpersonmightbe

Myths1. Hazingbuildsunity.

Hazingbuildsanimositybetweenpeopleanddoesnothingtofostertrust,unityorrespect.Itsimplymakesbetterhazers

2. Thenewmemberswanttobehazed.Really?Thenwhydon’tyouadvertiseitinyourRush?

3. Iwentthroughit,sotheyshouldtoo!Oneclasscanbreakthe“tradition”of hazing-itjusttakessomecourageandintegritytodowhatisright.

4. I’llnevergetcaughtorturnedin!If youhaze,therewillbeatimewhenevenyourfriendswillhavetochoosebetweenyouandtheirintegrityandwell-being.Itisintheirbestinteresttoreportthehazing,nomatterwhoisinvolved.Also,someonemaydecidetocomeforwardevenaftercollegeandyoucanstillbeheldaccountable.

5. If theyagree,thenwe’renothazing.WRONG!Sincepeerpressureleadsstudentstoconsent,thefocusisonwhatyoudo,notwhethertheysaidyoucould.

6. Hazingmotivatesnewmemberstobebetter.Hazingmotivatesnoone.Ithindersacademicachievement,destroysself-esteemandcausesemotionalstrainandphysicalharm.

Alternatives to HazingIngeneral,groupsshoulddesignnewmemberactivitiesthatfocusonthemission,purposeandfunctionof theorganization.If anactivitydoesn’treflectfavorablyonthereasonthegroupexiststhenanotheractivityshouldbeused.Commitmentanddedicationtothegroup’svaluesandpurposeswillcomefromactuallyengaginginactivitiesthatpromotethosevaluesandpurposes.

• Ropes/ChallengeCourse• OutdoorAdventuresthroughCampusRecreation• AttendDukesportingeventsinadditiontobasketball• Doahands-onserviceprojectfortheelderly,children,etc.• Attendcampusspecialevents(plays,concerts,lectures)asagroup• InvitealumnitocampusforHomecomingactivities• Educationalprogrammingregardingthehistoryof thegroupand/ortheUniversity• MovieNight• GroupDinners• Community,campusorfacilitybeautificationprojects• Participateinamentoringprogram

*Facts,Myths,andAlternativesareadaptedfromtheUniversityof Michigan“SeethroughtheHaze”

Section 9: Hazing Facts, Myths, Alternatives

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ucae Section 10: Leadership Officer Responsibilities

Officer Responsibilities

Officerresponsibilitieswillvarydependingonthesizeandcultureof theorganization.Apresidentof a100-memberorgani-zationwillhavedifferentdutiesof apresidentof a10-memberorganization.Itisimportanttohaveaconstitutionthatclearlyoutlinesofficerresponsibilitiesandtorevisittheseresponsibilitiessemi-annually.Belowaresomegeneralresponsibilitieseachpositionmayhave.

President• Overseeexecutiveboardmeeting• MeetandcommunicateregularlywithAdvisor• Delegatetaskswhenappropriate• Assistinbudgetingprocess• Representorganizationin“bigpicture”meetings• Re-registerorganizationyearlyonDukeGroups.com• Takingadvantageof collaborativeopportunities

Vice President• Assistpresidentwhenneeded• Overseegeneralbodymeeting• Manageday-to-dayresponsibilitiesof organization• Actasliaisontogeneralbodymembers• Assistinbudgetingprocess• Responsibleforbuildingcamaraderiewithinexecutiveboardandgeneralmembership

Secretary• MaintainDukeGroups.comprofile• CommunicateupdatestoadvisorandUCAE• Takeanddistributeminutesfromthemeetings• Recordattendanceatmeetingsandevents• Sendoutemailsfromtheorganization• MaintainamembershiprosteronDukeGroups.com

Treasurer• CheckmonthlybalancewithUCAEBusinessandFinanceteam.• Maintainfinancialrecords• SubmitrequestforfundingformstoSOFCandrepresentorganizationathearings• Givebalanceupdatesatmeetings• Overseefundraisingefforts

Other positions to consider• Event Planning-becomesanexpertonknowinghowtoplaneventsatDukeandthepoliciesassociatedwith

eventplanning• Philanthropy-if theorganizationisphilanthropic,thisboardmemberwillchargethoseefforts• Advocacy-aboardmemberthatadvocatesonbehalf of thestudentorganization• Recruitment-chargedwithrecruitingandorganizationactivitiesfairsandgeneralrecruitmentefforts• Publicity-doesgeneraladvertisingfororganizationandspecificadvertisingforeventsheldbytheorganization

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ucae Section 11: Inclusivity

Duke University Commitment

“Welive,learn,andworkinaworldthatisincreasinglydiverse,andit’sourdiversitythataddsdepth,richnessandexcite-menttotheexperienceof beingapartof theDukecommunity.

Asthedemographiclandscapecontinuestoshiftandexpandonbothanationalandgloballevel,sotootheopportunitiestoexpandourindividualandcollectiveknowledge,understandingandskillsforworkingeffectivelywithpeoplewhomayhavedifferentworldviews,perspectives,backgrounds,valuesandexperiencesthanourown.Creatingaclimatewhereeveryonefeelsvalued,respectedandincludedismoreimportantthanever.”–OfficeforInstitutionalEquity,DukeUniversity

“Facultyandstudentsbenefitmostbyinteractingcreativelyandproductivelywiththewidestpossiblerangeof individuals,ideasandpeoples.Weseektomodelandteachthattherangeof humandifferencesintheclassroom,inthehospital,andinourlaboratoriesmattersatDukeandintheworld.”MakingaDifference–Duke’sStrategicPlan

Non-discrimination and Harassment Policy

DukeUniversityprohibitsdiscriminationandharassment,andprovidesequal[membership]opportunitywithoutregardtorace,color,religion,nationalorigin,disability,veteranstatus,sexualorientation,genderidentity,sex,geneticinformation,orage.

Campus Resources

Center for LGBT LifeTheCenterforLGBTLifeprovideseducation,advocacy,support,mentoring,academicengagement,andspaceforles-bian,gay,bisexual,transgender,transsexual,questioning,andstraight-alliedstudents,staff,andfacultyatDuke.

Center for Multicultural AffairsTheCenterforMulticulturalAffairsofferseducationallybasedcross-culturalprogramsandprovidingtechnicalsupportonmulticulturalissuesfortheuniversitycommunity.

International HouseTheInternationalHouseprovideseducationalservices,advocacy,andoutreachtotheinternationalpopulationandtheDuke/Durhamcommunity.

Jewish Life at DukeJewishLifeatDukeworkstofosterandenrichJewishlifethroughsocial,educational,religiousandculturalactivities.

Mary Lou Williams Center for Black CultureTheMaryLouWilliamsCenterforBlackCulturestrivestopromoteracialunderstanding,buildcommunity,andfosteranappreciationforandincreaseknowledgeof Blackpeople,Blackhistory,Blackculture,andthevastcontributionsof peopleof theAfricanDiaspora.

Muslim Life at DukeMuslimLifeatDukeiscommittedtoenrichingthelivesof Muslimstudentsandthewholecampusthroughorganizingeventsandactivitiesthatcatertothespiritual,socialandintellectualneedsof Dukestudents.

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ucaeWomen’s CenterTheDukeUniversityWomen’sCenterisdedicatedtohelpingeverywomanatDukebecomeself-assuredwithakindof streetwisesavvythatcomesfromactivelyengagingwiththeworld.Wewelcomemenandwomenalikewhoarecommit-tedtogenderequityandsocialchange.

Section 11: Inclusivity

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ucae Section 12: General Resources

Duke Innovative Design Agency (DiDA)TheDukeInnovativeDesignAgency(DiDA,pronounceddye-dah),sponsoredbyUCAEStudentActivities,isastudent-staffedmarketinganddesigncenterfoundedasaresourceforrecognizedstudentorganizationsatDuke.

Visitdida.dukegroups.duke.eduformoreinformationaboutservices,sampleworks,ortosubmitarequest.

LAUNCHThemissionof LAUNCH,astudent-ledprogramsupportedbyUCAEStudentActivities,istoenhancestudentinvolvementandleadershipdevelopmentatDukeUniversity.TheLAUNCHteamprovidesweb-basedresources,individualandexecutiveboardappointments,retreatplanningassistanceandworkshopstofacilitatepeertopeerdevelopmentforthepurposeof enhanc-ingindividualsandgroupsintheDukecommunity.

ServicesProvidedbyLAUNCH• IndividualAppointments:Assiststudentswithfindinginvolvementopportunitiesoncampus.• ExecutiveBoardAppointments:Assiststudentorganizationexecutiveboardswithidentifyingareasforimprovement

anddeveloping/implementingsolutions.• Workshops:Provideadvancededucationandtrainingonspecifictopicsrelevanttostudentsandorganizations.• Retreats:Helpstudentorganizationseffectivelyplanretreatstomaximizebenefitforindividualsattendingandthe

organizationasawhole.• OnlineResources:Provideincreasedresourcesandmakeinformationavailabletostudents24/7viatheLAUNCH

website.

TopicAreasLAUNCHSpecializesIn• Budgeting/Finance:Howtocreateandmanageabudget,fundraisingtips,maximizingyourorganization’smoney.• Transitioning:Howtoretainvaluableinformationaboutanorganization,effectivelypassalongthatinformationto

newleaders,andtrainanddevelopfutureleaders.• PublicRelations:Howtocraftanimageforyourorganization,repairadamagedimage,andrecruitnewmembers.• Teambuilding/Retention:Howtokeepmembersengaged,buildgroupcohesion,andfacilitateteambuildingactivi-

ties.• Involvement:Howtomatchinterestswithinvolvementopportunitiesandapplyco-curricularinvolvementtopost

graduationgoals.

TolearnmoreabouttheLAUNCHteam,ortorequestoneof ourservices,visitwww.dukelaunch.org.

Corporate Risk ManagementCorporateRiskManagementworkstoensurethesafetyof thepeopleandassetsof DukeUniversity,guardingthemfromriskof injuryorfinancialloss.

TheCorporateRiskManagementOfficemanagesthevariousinsuranceprogramsfortheUniversity,includingpropertyinsur-ance,generalliabilityinsurance,andautomobileinsurance.Aspartof theoverallgoaltosafeguardtheresourcesof theUniversity,CorporateRiskManagementalsoworksinpartnershipwithCampusPolice,theOccupationalandEnvironmentalSafetyOfficeandtheUniversityCounsels’Officetoevaluatepotentialhazards.

Visithttp://finance.duke.edu/insurance/todownloadparticipationagreementsorrequestacertificateof insurance.

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ucaeOffice of Trademark LicensingThemissionof theOfficeof TrademarkLicensingistoprotectandpromotethename(s),images,symbols,logos,andtrade-marksthatareassociatedwithDukeUniversity’snameanditsreputationasoneof thefinestuniversitiesinthecountry.

Tothatend,theOfficeof TrademarkLicensingprovidesinformation,guidelines,andproceduresrelatedtotheuseof Duke’strademarks,inamannerthatprotectstheintegrityof theinstitution’strademarksandensuressuchtrademarksareusedinanappropriatemanner.Duke’sTrademarkLicensingProgramisadministeredbyDuke’sOfficeof TrademarkLicensingandoverseenbytheDirectorof TrademarkLicensing.

Visithttp://trademarklicensing.duke.edu/TrademarkLicensingPolicySO.htmlforacomprehensivelistof alltrademarklicensingpoliciesrelatedtostudentorganizations.

University ArchivesDidyouknowthatthedocuments,videos,photographs,posters,scrapbooks,andsocialmediacontentproducedbyyourstudentorganizationarepartof DukeUniversity’shistory?TheDukeUniversityArchiveswantstopartnerwithyoutomakesureyourorganization’slegacyisdocumentedforthefuture!

TheDukeUniversityArchives,partof theDavidM.RubensteinRareBook&ManuscriptLibrary,preservestheofficialrecordsof DukeUniversity—everythingfromtheschool’soriginalconstitutionandtherecordsof Duke’spresidentstotherecordsthatyourstudentorganizationisgoingtoproducethisyear.

Beforeyoutakeyourorganization’srecordshomeforbreak,orfilethemawayfornextyear’sorganizationalleadership,getintouchwiththeDukeUniversityArchivesandtalkwithusabouttransferringyourpaperordigitalrecordstous,wherethey’llbeavailableforstudybyfuturegroupmembersandarchivalresearchersalike.Or,checkinwithustoseewhathistori-caldocumentationonyourorganizationwemightalreadyhave.Togettheconversationstarted,visithttp://library.duke.edu/uarchives/about/student-org-records.html.

Section 12: General Resources

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