Campus Duck Store

University of Oregon students know The Duck Store as their source for textbooks and other college essentials and Duck fans know us as their source for game day shirts and accessories. With a long history serving the campus community and beyond, we are both those things and more.

Here are five things you may not know about The Duck Store:

  1. The Duck Store turns 100 this year. Amid increasing enrollment and limited options for affordable textbooks and supplies, in June of 1920, a group of students and faculty established the University of Oregon Co-operative Store modeled after a similar venture established at Harvard University. 100 years later, we continue to support students and also serve all customers from artists to fans.
  2. We are led by a board of directors made up of University of Oregon students, faculty and staff. Since our co-op days, our nonprofit has been headed by a group of both University students and staff who serve on our board of directors. It has grown from five students and two faculty board members to eight students and three faculty positions.
  3. The University of Oregon’s student bookstore (predecessor to The Duck Store) was sold to pay off a debt to the football coach. In 1916, the University of Oregon’s Associated Student Body owned and operated the student bookstore. However, the 1917 football season was a “financial disaster,” and the University was forced to sell the store to pay off a $3,500 debt to the football coach.
  4. The Duck Store contributed 1.4 million dollars to the University of Oregon last year. As a nonprofit, it is our mission to serve the students, faculty and staff of the University of Oregon. Last year we were able to support our community through donations, sponsorships and operating expenses paid to the University and affiliated organizations.
  5. Our student employees collectively earned over 1 million dollars last year. Not only is our board of directors made up of students, but we are also proud to employ over 300 throughout the year across our eleven locations in Oregon and

Braydee Mahan
The Duck Store

Cascade is pleased to feature The Duck Store, striving to advance and foster the educational goals of the University of Oregon by creating an enduring sense of community among all Ducks—past, present and future.




As laws tighten and awareness of pay equity continues, employers are faced more frequently with the pressure for pay transparency. Pay transparency is the degree to which employers are open about employee compensation in regards to what it is, how it is set and why.

A recent pay transparency study conducted by WorldatWork and Mercer states “67% of organizations view pay transparency at an increasing level of importance, while only 14% of organizations have approached pay transparency beyond a ‘moderate’ level highlighting individual pay rates, range and how pay is determined”.

There are different levels of transparency within an organization and deciding what level is appropriate for your organization is an extremely important step. Some organizations opt for complete transparency and publish the wages of every single employee for everyone to see, while others only communicate the pay rate they are paying to each individual employee and no further detail. Most organizations could benefit from pay transparency somewhere in the middle.

Below is a transparency spectrum example, adapted from WorldatWork, of what pay transparency may look like at different organizations. This spectrum may look differently for employees vs. managers and may have additional steps.

5-Step Pay Transparency Illustration

With increased access to salary data, a tight labor market, and employees discussing pay, we recommend at least having pay conversations with your employees and clearly aligning the work they perform to the compensation they receive. It is best to have a well-thought-out compensation philosophy and strategy that is widely communicated to employees so they understand how pay decisions are made and when.

Having a salary grade and range compensation structure is also very beneficial and at least being transparent with employees about what their pay range is and how they can move to the next level within their range. If you’ve gone through the work and analysis of evaluating jobs, creating a pay structure and documenting your compensation philosophy and strategy, communicate it to employees. Show them you value them and have done your due diligence.

Once you have decided which transparency level is appropriate for your organization, you typically don’t want to make a drastic change (unless it’s necessary for potential legal reasons) but rather incremental steps. Develop a well-thought-out plan and anticipate questions and concerns that will arise and forecast impact on employee morale. Train your managers how to talk to their staff about pay and the importance of it.

View pay transparency as an opportunity. It is a great chance for compensation education, providing a proactive stance on pay fairness, showing the value of pay for performance as well as career pathing and development. And, if executed appropriately, compensation education can increase employee engagement.

If you need help developing your compensation strategy and structure, let us know. We’re happy to help.



Time is Money

Cascade’s traditional Nonprofit Pay and Benefits Survey is being replaced with two separate surveys: Regional Pay Survey and Regional Benefits Survey. What does this mean for you, why is this an improvement and why should your participate now?

Cascade has a proven track record with its Nonprofit Pay and Benefits Survey. Before we changed anything, we wanted to make sure that our new surveys would be even more successful and useful to organizations. In 2019, we partnered with another employers association in Washington to add their members to our Regional Pay Survey and collaborate on a Regional Benefits Survey.

As a result of the partnership, 130 new nonprofits from Oregon and Washington were added to the Regional Pay Survey, providing even better pay information for you. In fact, we were able to have reportable nonprofit data for 282 positions – that is 124 more positions than we could report on in our combined survey!

Similarly, the Regional Benefits Survey was designed to be as close to the benefits portion of the Nonprofit Benefits Survey as possible. As it was, there were 106 nonprofit participants in the Regional Benefits Survey in 2019. For comparison, there were 66 participants in the benefits portion of the 2019 Nonprofit Pay and Benefits Survey. Most organizations who participated in the 2019 Nonprofit Pay and Benefits Survey did not participate in the Regional Benefits Survey, so that participant rate also has the potential to go way up!

So now that you know about why the new surveys are replacing the old, how do you go about participating? Well, chances are that if you participated in the previous Nonprofit Pay and Benefits Survey, we already have your contact information and will send out participation reminders for the new surveys.

If you already have an Evergreen account, go ahead and update your pay data to be considered a participant in the Regional Pay Survey. If you don’t have an Evergreen account, have forgotten your login information, or want to be added to the contact list for the Regional Benefits Survey, contact McKenna Arnold, Survey and Research Manager, at Any organization in Oregon or Washington is encouraged to participate and receive large discounts off the final reports.

If you are interested in obtaining both nonprofit pay and benefits data, we will be offering both reports combined at a discounted price from purchasing the reports separately. The exciting new benefit is that both reports will now be available for FREE to all participating members.

You can purchase the combined reports now, and they will be sent to you as they become available. You must participate in both surveys to receive the discounted price. Failure to participate in both surveys will result in your organization being charged the remaining fee for the relevant non-participant price.

The Regional Pay Survey is open now. Get your compensation data in by March 16, 2020 to be considered a participant.

The Regional Benefit Survey will be open for participation in June. Make sure you are on our contact list and we will send you an email when it is open.

We look forward to hearing from your organization!



Beautiful woman with grimace beacuse of bad smell. Isolated on white.

The first thing is to just remember to be sensitive to the person, as they may not know there is an issue. If an employee who you supervise brought up the issue, inform them that you will address the problem, and they should not try to handle the situation on their own. Remember that these things should be kept confidential to respect the other employee’s privacy.

Someone trained in difficult conversations is the best option to handle the matter. Make sure to have the conversation in a private location, where other employees are not around. Be upfront, and inform the employee that the conversation you are about to have will likely be uncomfortable, but that it is necessary and something you think they’d want to know.

Be delicate, but also straight forward. Inform the employee that at times, there is an odor about them, and ask if they are aware.

Don’t make assumptions. Remember that you may not understand the actual cause of the odor. It is possible the cause of the odor could be due to a medical issue, or a cultural or religious custom and may not be related to grooming practices at all.

Allow the employee an opportunity to respond to the issue by saying something like, “I am not sure if it is a personal hygiene issue, your clothing or something else. Are you aware of this issue?” This will give them the chance to answer back with a possible reason for the odor.

If the employee indicates that the issue is due to a medical issue, or religious reason, you should begin the interactive process for possible reasonable accommodations.

Inform the employee of how the odor may be affecting the workplace. For example, you may have had customers or employees express concern. If the problem is with a fragrance as opposed to body odor, review your policy on fragrances in the workplace if you have one.

At the end of the meeting, verify that your employee understands your expectations regarding their personal hygiene and discuss what steps need to be followed going forward; whether it be discussing possible reasonable accommodations, or if the onus falls on the employee to make any necessary changes. Confirm the employee understands possible consequences if they fail to comply with the expectations, document the conversation, and follow-up as necessary.

If there is a need for a reasonable accommodation, document those conversations as well as possible accommodations and how those might be implemented, going forward.

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