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Community Life and Campus Climate (e.g. reorganization of diversity, equity, and inclusion functions)
1 Given the concern of KU stakeholders for tenured professors, where is the avenue for expressing concern for the job security for other members of the KU community such as all the others that contribute to KU's mission but aren't tenured (e.g. lecturers, staff...)?
2 Why is every announcement, memo, email, or communication from the Provost framed through the lens of diversity. No matter what the topic or how irrelevant the link, the communication framework would have the reader believe that KU's reason for being is diversity, students come to KU because of diversity, professors and employees join KU because of diversity, and the primary goal and mission of KU is diversity. Can the Provost pledge that future communications will focus on the topic at hand and/or larger missing of KU (higher education) and not mindless repetition of buzz words designed to earn diversity merit badges.
3 Would you ever consider tuition waivers from out of state to in-state levels as a means to recruit graduate students who are not being offered or eligible for GTA positions? We are losing students to schools that offer these opportunities.
4 The effects of the pandemic have been felt particularly hard by caregivers, which are predominantly women. Some universities, including Virginia Tech, are indicating future support (e.g., graduate assistants, teaching releases) to recoup lost research time, particularly for caregivers. What is KU going to do to ensure that the pandemic doesn't further exacerbate the equity issues between men and women on the faculty?
5 As a faculty, my average work week is 60 hours. How am I supposed to and why should I stay motivated when all of my incentives (tenure security, availability of good graduate students caused by closed graduate programs and GTA lines, possibility of a reasonable salary raise ever) are being taken away?
6 Diversity, Equity, and Inclusion - The administration has slashed our community's diversity resources and support networks: firing two critical staff members; collapsing a number of race, gender, and sexuality-focused campus resources under the Office of Student Affairs; and failing to retain senior faculty of color. Much of this was done without consultation with relevant stakeholders. And all of it contradicts any claims to a sincere investment in the diversity and inclusion of faculty, staff, and students. How will the administration reinvest in and restore diversity centers and networks at KU?
7 Your actions tell us that academic scholarship is your lowest priority for KU. What actions will you take moving forward that will demonstrate that you do prioritize academics and quality student education?
8 With wages stagnating or even declining (relative to cost of living) for the past 10 years, recent salary cuts described as "cost savings", and increasing pressure to do more with less (on top of the dynamics of the pandemic), faculty and staff morale is at an all-time low.  What is the provost doing (or planning to do) to change faculty and staff morale?  
9 What are your plans for graduate education at KU? Cutting GTA positions and moving to a through-put budget model disincentivizes departments from maintaining graduate programs. Is this your intention? What are your criteria for supporting graduate programs at KU? 
10 What deliberate action steps are being taken to improve faculty and staff morale on the KU Lawrence campus?
11 In my 13 years at KU, faculty morale has never been lower.  We have had our pay cut, our jobs threatened, our research devalued, and have been not-so-subtly blamed for KU's financial woes given our low "throughput" numbers.  What, in concrete terms, are your plans to raise faculty morale, and prevent scholars with other options from leaving KU?
12 Many of us have concerns about the direction of the Diversity (DEIB) initiatives at the Lawrence campus. There are many genuine experts on campus, but as far as one can tell, there is no serious engagement with them, and there is a sense that KU is adopting an off-the-shelf program from another source, poorly adapted to KUs realities and needs.

What is true of many university programs is ESPECIALLY true for DEIB--we need independent input from students, staff, and faculty; we need scrutiny from stakeholders; we need accountability for programs.

This is one of the most important goals of the university, and speaks to its long-term viability. Whether it is a diverse and successful student body attracting non-White students from Kansas, or diversifying our faculty to train students to live in the real world, or providing opportunities for graduate training for a diverse future, we need DEIB for a solid foundation.

But where is faculty engagement? Where is student input? Where is an improvement over the comparatively ineffective climate survey from several years ago?

The only pathway to trust is openness. This is triply the case for DEIB. How can we become involved? 
13 Since at least 2017, there have been various studies and surveys related to DEIB.  How much progress has been made on those recommendations and what will be done to make a lasting and major improvement at DEIB at KU?
14 What concrete steps has KU taken to advocate for, protect, and promote the work of KU faculty, staff, and GTAs as crucial to KU's mission as a school in which all hardworking students can succeed - what messaging is KU officially sending to the legislature and public that this battle is not about protecting tenured-faculty, but about protecting *all* students' access to quality teaching, mentoring, and professional development at an excellent and equitable level, which is a great benefit to Kansas?
15 What happened with messaging about vaccine availability that resulted in Pitt State being able to do photo ops of vaccination events while KU faculty and staff struggled to get word out person-to-person of the availability of vaccines for all state employees? Why was the SSC message sharing the information RETRACTED?
16 Our national reputation appears to have been weakened but our institutions actions related to tenure policy, DEIB restructuring, and sports figures.  What will be done to repair this and how might we improve our faculty, staff, and student moral that has resulted from these decisions and/or mistakes?
Performance and Productivity (e.g. focus on production of student credit hours)
17 Increasing faculty "throughput" will mean increasing class sizes and decreasing faculty engagement with students.  This is contrary to the stated goals of incoming students.  Why believe that increasing "throughput" is a good thing, especially given that our aspirational peers all have lower throughput numbers than KU?
18 Please discuss your vision for maintaining KU's research excellence across the board. Beyond a few specific disciplines, the current budget model does not seem to prioritize maintaining our accreditation as an AAU institution. Please articulate the plan here. At the moment, it seems like you are reversing decades of strategic planning and investment without a longterm vision. 
19 Mission-focused Metrics - In her video message of February 17, the Provost introduced throughput (the total number of student credit hours (SCH) divided by full-time instructional faculty (FTE)) as a new metric with which to judge the performance of our departments. Throughput is a measure of efficiency not quality. Increasing throughput requires a decrease in faulty, larger class sizes, and an increase in student-faculty ratios, all of which undermine our ability to provide high quality public education. How will we maintain the core functions of a public research university, including research and public engagement, if they are not reflected in raw SCH? What mission-focused metrics can be used to evaluate the strength of our programs? 
20 How does the SCH-driven budget model reflect contribution of units on research, which makes KU attractive to students?
21 Why did we engage RPK, a company that has no background analyzing R1 Universities, in determining KU's future trajectory?
22 We are being urged to make a number of budget changes and cuts to reflect the 'earned revenue model' on which KU now operates. Can the Provost and Chancellor explain how cutting programs, increasing class sizes and teaching loads (via throughput) will sustain or increased our earned revenue (i.e. enrollments)? 
23 Scholarship on Teaching and Learning overwhelmingly indicates that small faculty-to-student ratios and intensive faculty-student interaction in small classes are the key criteria parents and prospective students use to choose a university. How will we maintain our excellence in these areas with a throughput budget model?
24 Does the upper administration have a policy for how it determines when to use consulting groups and when to use the skills and expertise of its faculty and staff? The former is more expensive and its process and findings are often not shared with other parts of governance. Faculty and staff often have the general knowledge and skills, as well as an understanding of KU in particular, and could provide many of the same resources for significantly less money. Does the administration consider this option - and why isn't it pursued more often? 
25 If the University runs more cheaply and does not prioritize graduate training or research investment, will you lower tuition?
26 It seems, from the comments at the last faculty senate meeting, that legislative and KBOR forces are pushing for teaching productivity-only based measures of KU.  What are the provost and chancellor doing to demonstrate the importance of research to the state?  It seems like this is an important part of the chancellor's job to shape this dialog.  
27 With the shift to a predominantly SCH model, what is your vision for research at KU over the next 5 years? How are faculty to continue innovative research while significantly increasing teaching loads necessary to meet your SCH goals?
28 I strongly disagree with Girod's statement that "research pays for research" since the 51.5% F&A goes to a lot more than just my personal research activities, so why is so little attention given to the university's research (and the revenue it creates) and why is the focus entirely on student credit hours?
29 The core function of the University is to create and distribute knowledge. The students and faculty are central to this--all else is support. I believe all other functions/members of the University should align to facilitate this rather than compromise this. Like the Med Center is evaluated on patient care metrics, do you think the Lawrence campus units should be evaluated on their service performance?
30 Could the Provost explain her emphasis on 'throughput' in undergraduate instruction? It seems that an increase in the student-faculty ratio will only harm KU's rankings. Setting a 'floor' for the average number of students per class will also limit the ability of departments to tailor course offerings to the needs of their students and the strengths of their faculty members.
31 Many of the reasons students choose to attend an R1 institution is to have access to faculty for research opportunities. This entails small class sizes, individual research and other such activities that are at odds with a high SCH model. Presumably, you are not suggesting that we abandon these activities, so what is your recommendation on how to offer these?
32 The messages from administration emphasize efficiency and productivity. Can the Chancellor and Provost define what they mean by these buzzwords? (e.g. bigger classes and scantron tests are quite efficient, but they are not ideal for student learning; the Provost encouraged caregiving faculty to step back from their research obligations during the pandemic, which will harm their research output)
33 How does the administration plan to preserve KU's status as a member of the AAU in the face of an increase in the student-faculty ratio and significant cuts to graduate funding? These cuts would appear to be the first step in transforming KU from an R1 to an R2 institution. 
34 Given the presumed shift to an SCH model for evaluation and decision making, how will traditional metrics of faculty scholarship (publications, grants, etc.) be taken into account? With the increased time necessary to teach these higher SCH, should departments lower research expectations for faculty, and if not, how do you suggest we meet these disparate goals?
35 The Provost cited increasing "throughput", namely the student credit hours per faculty as a goal of proposed cuts. The total credit hours is determined by the number of students. The number of faculty is fixed under the Provost guidelines. Has the Provost realized that throughput will not change, while the funding is transferred out of graduate programs and into undergraduate ones?
36 For tenure and promotion, should I now just show how I am increasing student credit hours?
Program and Departmental Decision-Making (e.g. elimination or restriction of graduate programs, area studies/center, and majors; use of interim administrators; etc.)
37 If there is not enough support to submit or manage grants, not enough TA lines to supplement grant funding for grad students, and no budgetary recognition of the role of research grants in the KU enterprise, what is the incentive and reason anyone here would continue to write and compete for federal funding?
38 It seems under certain circumstances (e.g. Financial exigency) Chancellor or Provost has the authority to terminate tenured faculty. If it comes to that would you own the responsibility?

 Most recently, math chair was asked to propose 10 percent cut. That essentially translate to two options:
1)  propose to terminate tenured professors or
2)  to cut GTA and Student hourly.

Not surprisingly, chair did the easiest thing.  He proposed to cut 53 percent of Student hourly, and 17 percent GTA funds. This is a direct hit on Undergraduate program and the Graduate program, which is constitute the heart and soul of what we do. You should understand how some undergraduate students depend on student hourly and what Graduate programs means to KU.

You deferred such a huge decision (pick from two difficult choices) to the chairs, instead of doing it yourself. By deferring this to the chairs, you (and Deans) have ABDICATED your leadership role! If so, why would you continue in your positions? 
39 Given that KBOR's shortsighted demand to merge or eliminate majors and departments actually saves very little money, why not explain this to KBOR rather than simply doing their bidding?  Why not explain that departments with low numbers of majors might simultaneously be producing high SCH in core courses, for instance?  To take just two examples, eliminating Art Education does not save money. Merging two classics majors into one does not save money. Does it?
40 Numerous program proposals have been submitted for approval to the Provost's office that would generate new revenue.  At least some of these proposals have been awaiting approval from the Provost's office for more than six months with no apparent action.  Why are these proposals on hold and what can be done to move the proposals along so that we can begin to generate additional revenue to help with our current budget situation?
41 Over the past month, departments and schools have had to make gut-wrenching budget decisions that directly impact the futures of our colleagues, graduate students, and programs. Meanwhile, we've received contradictory narratives from the administration: alarmist language of financial crisis on one hand, and celebrations of new campus construction on the other. Last week, KUEA's new chief financial officer reported that our budget shortfall and cash reserves are better than expected. Given this relatively good news, why are the reckless cuts to programs, faculty, and graduate studies going forward?
42 If it becomes necessary to eliminate departments/programs and their associated tenured/tenure track faculty, how will these decisions be made?
43 Your focus on the production of student credit hours and the cutting of GTAships in response to your budget cuts have made graduate education highly vulnerable. Weakening of graduate programs will hurt all aspects of the university. UG classroom and research experiences, graduate research, federal research dollars, and our AAU standing. Do you see any role for graduate education at KU? And what do you think it looks like? 
44 Increases in student-faculty ratios, as a result of the elimination of GTA lines in CLAS departments, will disproportionately affect KU's marginalized and non-traditional students. Without GTA support in large courses, instructors' availability to provide additional help and feedback will be limited, and the kinds of assessment available to these instructors will favor students from privileged backgrounds (e.g. multiple choice tests). How does the administration intend to address the consequences these cuts will have on student equity-- especially retention and graduation rates?

what should be the term limit for a interim dean who has not been vetted by the faculty to a minimum degree? This is a rather aggravating situation for many in the college.
46 Why should tenured/tenure-track faculty be insulated from job cuts when the population of staff and teaching assistants are routinely cut to make up for budget shortfalls?
47 Why hasn't CLAS had a Dean without the label "interim" since early 2018? No offense intended to our interim deans, who all have done what they were asked to do, but clearly the College needs more permanent and stable leadership than it has had for the last 3 years. 
48 Units such as CLAS as well as KUCR receive millions of dollars of external funding from federal research grants written by faculty. Will KU become liable for misuse of federal funds by transferring support away from the graduate programs that produce most of the research and into undergraduate programs?
49 Has the upper administration given up on remaining part of the AAU?  It seems to many that the threat to ignore tenure is the final straw that will push KU out of the AAU.  I have heard the provost say on several occasions that she wants KU to be  the best regional university around.  Explain that please?  Regional? 
50 Where does research fall in the priorities of the Chancellor and Provost? How exactly are they planning to support faculty research? Cutting budgets and graduate students, for instance, seems to be a significant harm to faculty research (e.g. decreasing the likelihood of receiving grants, increasing faculty time spent grading rather than writing, etc.).
51 The shrinking of the size of our faculty appears to be causing a decrease in our research grants and expenditures, which in turn may be contributing to a down turn in our rankings.  What are our plans to improve our rankings and academic stature in light of what is happening with our faculty?
52 Does your vision of KU as a right-fitted R1 university include strong research departments in the humanities (with thriving graduate programs)?
53 How essential is thriving CLAS research to KU's mission in your view?
KBOR Policy Response
54 On a scale of 1 to 10, how do you rate the importance of faculty tenure protection on KU's status as a research-intensive university?
55 Did a KU official ask the Board of Regents to consider the proposed policy? Who first proposed it?
56 The provost has said she believes that KBOR is "providing this tool, because they're concerned about our productivity, our relevance and even the value that we provide."  The Chancellor says no one is to blame.  But how did this happen?  Why haven't past administrations made sure that KBOR understood all the budget cuts we've made, the importance of what we do, and the great value we provide to the State of Kansas?  And what is this administration doing to set this right?  Do we need to hire a PR firm instead of efficiency experts?
57 In the event that it becomes necessary to terminate tenured/tenure-track faculty members due to budget, in the absence of the KBOR policy, will the existing financial exigency policy of eliminating departments/programs and their associated faculty be invoked?
58 Why did KU, unlike any other Regents university, not reject the KBOR policy? If the policy is meant to provide flexibility in a time of budgetary difficulties, then why wasn't financial exigency declared? The latter policy exists and is specified for the Lawrence campus (USRR ArticleVII). The fact that financial exigency has not been declared suggests that the reason to adopt the KBOR policy is not exclusively, or not at all, because of financial reasons. 
59 Given the serious impact on morale and trust among faculty at KU, can you cite anything positive that has emerged from your decision to diverge from other leaders of KBOR institutions with regard to the draconian KBOR policies related to tenure at KU?
60 Related to question 2: can the Provost and Chancellor articulate succinctly, as they are expected to do for state legislators, what the value is of tenure? Since the KBOR policy is rumored to be a stopgap measure to prevent worse actions by the legislature, but has effectively in the meantime given the impression nationally that KU has suspended tenure, it would be a morale-booster to hear our administrators speak succinctly about its value. Follow-up: it would be useful to see that messaging shared widely and nationally.
61 If you give in to the pressure and turn down the authority and tools you need that KBOR has granted to lead KU through this challenging economic time, do you believe this will be detrimental to your ability to deal with this problem effectively and equitably?
62 It has been said that engaging the KBOR tenure policy is a "last resort".  Does this mean that, prior to firing tenured faculty, the University will declare financial exigency?  Or is financial exigency more of a last resort than engaging the KBOR policy?
63 If the KBOR policy is adopted this summer, does that mean that tenured/tenure-track faculty can be out of a job in 30 days (even though nearly very few people will be able to find a tenured/tenure-track/non-contingent job before the beginning of the semester, which may mean they will be out of work for a year)?
64 Why has KU not yet publicly declined to use the optional KBOR policy that allows suspension of financial exigency requirements and due process protections for faculty and staff facing possible termination, when all other Kansas Regents institutions have seen it as unnecessary and harmful?  
65 Didn't the KU Administration request the new KBOR policy to bust faculty unionization efforts?
66 When will the Provost make a decision concerning the implementation of the recent KBOR policy that suspends tenure? As a tenure-stream faculty member I find it very difficult to engage with the administration, or to speak publicly about issues facing the university, knowing that I could soon be fired with just 30 days notice.
67 What exactly does tenure mean to the Chancellor and Provost? I can't see how tenure can be good for protecting the entire institution if it doesn't protect the individual faculty working here (if I am fired and there is no due process, how can I know that the firing wasn't because of something I taught? and how can the university attract new faculty when they don't have protections for the people here?)
68 Why do members of KBOR want KU to use the tenure-suspension policy?  What has KU's administration done to explain to KBOR the devastating consequences of employing such a policy? (Among other things, these include reputational costs, the loss of AAU status, faculty flight, decreased future enrollments, and substantial legal liability.)
69 Who first drafted the KBOR policy?  Who came up with the idea?  Be as specific as possible--which specific member(s) of KBOR, or which legislator(s), or which employee(s) of which Regents institution(s), or which non-governmental think-tank. 
70 Given that the KBOR tenure policy is still on the table, would the provost and chancellor either tell us their plan for how they are going to use the policy or tell us why they continue to use it as an intimidation tactic? The fact that I even have to ask this question should give you some idea of how you are perceived.
71 Why have the Chancellor and Provost refused to issue a full-throated defense of tenure? Do they not believe that it is core to the university's mission?
Budget and Financial Information and Decision-making 
72 Could the Provost and Chancellor explain what appears to be (but may not be) a mismatch between the recent messaging of CFO Jeff DeWitt about KU's financial health and the messaging of the Provost and Chancellor over the last year about the dire financial situation in which KU apparently finds itself?
73 In the recent past, there are a number of policies (including the one reducing the tuition fees for out-of-state students) that were made by the university leadership in a top-down manner and caused devastating financial hardship to the university. This trend seems continuing. Is there a lesson learned by the leadership?
74 By now it is abundantly clear that current model of Administration at KU, is a fully failed business model. Perhaps, same is true nationally. In my view, the US College education system has become a "hostage" to a cohort of indulgent Administrators in US. They have unchecked authority, and there is no accountability. Further, there is a LOT OF MONEY TO BE MADE (literally in millions), on campuses, for them (Deans and above), in this anemic industry. This is a deadly concoction, and is an ABSURD BUSINESS MODEL.

We know it is not working. We hear the same thing every year:
- Endowment keeps raising more and more money every year,
- State funding cuts every year,
- struggle to keep the enrollment at the same level every year,
- hiring Administrators at higher and higher prices every year, from the same COHORT,
- KU IS IN PERPETUAL CRISIS - for at least 20 years.

THERE IS NO FIX IN SIGHT. There is no ray of hope. At least you video messages do not indicate otherwise.

Administrators need not even care, because there is no accountability or any bench mark expectation to fix it. They need not even care about KUE's long term well being. They do whatever is needed to survive next five years in current position, MAXIMIZE FINANCIAL GAINS, then move on to the next campus. This is the story of last 20 years.

Do you feel there is a structural change needed. If yes, do you suggest any, to fix this dysfunctional business model? 
75 What is the right-size? Would the Chancellor quantify it? Chancellor has been saying KU would be "smaller".  Provost coined the expression that we have a "right-size" KU. Would you provide some numbers? Interim provost Lejuez already cut 5+ percent. Currently KU is implementing 10-20 percent cut.That would be total of 15-20 percent cut. What is the goal? Is it 50 percent or 100 percent? Is there any ROCK BOTTOM? Would you give a number that would be a sustainable operating budget? Would you also break it down to what percent would go to the departments and what would remain in the Administration? 
76 Why is there no mention of research in the budget model?
77 The $21M welcome center. We understand that a new welcome center will help recruitment. But, is it an urgent need for the university especially at a time when programs are cut, GTAs are reduced, and lecturers, professors, and staff members are let go?
78 While I support your ability and authority to consider the reduction of tenured faculty as part of your governance responsibilities to reduce costs/expenses (given the economic state and the significant tuition rates and fees students must pay), how do you make sure that non-tenured faculty aren't the ones that have to shoulder an unequal amount of the budget cuts?
79 Are students being included in budget conversations?
80 I have appreciated the provost's videos related to budget and finance but I remain confused about why expenditures on instruction seem to be the only focus or area of concern. Where is the discussion of our payments on loans and debt financing relative to other universities? Why the focus only on what administrators perceive as too much money spent on what is presumably the function of the university: teaching students?
81 The budget cuts. The university leadership discussed $74M shortfalls in budget for FY22. Many of those are temporary. The university will receive more funds from the relief bill. Why does the leadership want to cut into permanent budget now? Can the leadership show the data supporting the cuts of the budget and why 10% or 15%?
82 Are staff being included in budget conversations?
83 What is the true nature of our budget situation? Since draconian cuts were introduced, several important facts have come to light, including 1) much smaller than expected declines in enrollment; 2) no change in reserve fund balances; and 3) significant COVID relief funds to KU. Yet, budget cuts have not been adjusted at all. Why not?
84 When will higher administration make clear what percentage of budget cuts their offices will be taking?
85 Facing an ongoing crisis in state funding, how do you propose KUEA shift its focus to build endowments that fill the widening gap in operating support that would normally come from the state of Kansas?
86 How do you reconcile or understand or justify or even support our mission at KU to recruit AND retain AND educate our Undergraduate students and our Graduate students with the massive cuts you are forcing on departments, faculty, GTAs and staff at KU? 
87 Due to the recent permanent cuts to its budget, my department in the College was forced to eliminate many GTA positions. Going forward, this reduction in the number of GTA's will require us to make significant changes to our graduate and undergraduate programs. What is the Provost's positive vision for graduate education in the college? And how are we to staff discussion sections of large lecture courses with a much smaller group of GTA's?
88 How do the new enrollment and layoff policies affect our campus-wide units? Which units are affected the least or are not affected at all? Are all Humanities units badly affected? STEM units unaffected? Is the Business School affected? How is the Law School doing? 
89 The Provost's plans do multiple harms to KU's research mission. Allocating funds on the basis of student credit hours penalizes graduate courses, which have relatively small enrollments. The Provost has dictated a budget cut procedure which reduces the number of GTA's, which are the first rank of future scientists and research funding. How will the Provost maintain a viable research university by a budget process that fits a community college?

 to allocate funds on the basis of student credit hours harmsby penalizing graduate courses, which have relatively small enrollments. What is the Provost's plan to  
90 Based upon past roles, I understand our financial crisis to have been years in the making---merely accelerated by, not ultimately caused by, COVID and this year's statehouse cuts.  I fear our past solutions focused on "hopes" of massive international student enrollment and nonresident enrollment.  Like many hopes, these wishes were not fulfilled.  Please explain how the current plan(s) to right our financial ship, as painful as they are, are based upon most likely scenarios so that we don't find ourselves in this situation again in 3 years.  By that I mean, plans that assume likely continuing falling KS high-school graduates, falling statehouse support, falling international student interest, and the like.
91 One of KU's heaviest financial burdens at the moment is its debt.  In 2001 debt service cost us about 150K per year, today it costs us 30 million.  What is your plan for fixing this?  
92 Why did KU endowment choose to focus on raising money to build a new welcome center, rather than on raising money to pay off our enormous and crippling debts on the Central District?  (If donors are keen to have things named after them, we could name classrooms, labs, offices, etc. in the Central District after them.  We could even point out the savings on interest as a built-in donation multiplier.)  
93 Given outstanding fundraising abilities of Chancellor Girod, why cannot he raise funds for some of the core issues in KU that would be helped deeply by such a fundraising? The core issues include: GTA funding, graduate programs which have put KU on the international map.
94 Academic departments are being asked to make deep cuts to budgets that will compromise our research and academic mission, including decreasing SCHs due to lack of GTA support.  What budget cuts are being made in non-academic parts of the budget to meet the budget shortfall?  What percentage of the budget deficit is being pushed to academic units versus administration? 
95 If 'research funds research' as has been stated, where do the overhead costs of external grants go? Why are these funds not considered in your budget process? If the overhead is meant solely to fund research, why aren't these funds returned to individual PIs or used in manners more directly associated with the grants that provided these funds?
96 The cost of attendance for several thousand students at the University is more than the tuition fees--technology fees, Special fees, differential tuition fees, etc. I am presuming that when these were instituted clear rational and justification of expenses were presented. Can you certify today that the expenses today follow the original plan? For example, if Tech fee was for upgrading software and computer labs, that is what it is being used for today?
97 It appears that the current budget model does not include incentives for DEIB activities and plans for departments and colleges/schools?  What can be done to motivate leaders and individual contributors if there are not monetary incentives for these actions?
98 If we are so reliant on tuition and fees for revenue, how do things improve if we are making austere budget cuts that reduce our capacity to generate credit hours? Isn't that a self-fulfilling prophecy?
99 The general public believes that Kansas Athletics contributes enormous  financial support to the university via its multi-million dollar media and licensing contracts. Why does KU not receive any compensation from a private corporation for using its name and reputation, except for season tickets that top administrators receive to keep this disgrace a public secret? 
100 Where is the leadership and guidance with the budget cuts? Why don't the provost and chancellor make sweeping cuts in their own budgets to show some leadership and why don't they provide any guidance to departments on what should be cut?
101 Recent news has made it clear that KU has been receiving more money than previously reported, has not been spending its reserves, has not attempted to get loans from KU Endowment, and overall is no great financial crisis. How will the Administrations explain egregious harm to KU and its research mission when the general public finally sees the full accounting, which cannot be hidden forever? 
102 What plans are in place to restore the "savings" that were taken from faculty salary in fall 2020?
103 An important, if not the most important, aspect of the job of the Chancellor and Provost is to be an effective advocate for the university with respect to its diverse constituencies, including KBOR and state government. What letter grade would you give yourself for your performance in this regard over the past six months/year?
104 Does the Provost, or the Provost's office, which frequently encourages replies from faculty/the KU community in communications, have a policy for which emails and replies they reply to (or even acknowledge)? 
105 Explain how what you are doing currently is any different from the egregious errors that were done in the past.
106 Could the Provost and Chancellor, in 5 minutes or fewer, each articulate the value of research as they might be expected to do for outside stakeholders and legislators? (In this, could they include the economic value of KU's research to the state of Kansas?)
107 Do you believe that KU should be investing in research excellence, for its own sake?
108 In the past year, you have not meaningfully engaged with faculty, staff, or students. Instead, you have distributed videos with information that is incorrect, uninformative, or ambiguous at best. Despite faculty, staff, and student protests, you have not noticeably changed your interactions with faculty, students, and staff. Why should we trust anything that comes out of Strong Hall? 
109 What are you doing to maintain or enhance KU's status as an R1 university and longstanding member of AAU?
110 Could the provost and chancellor commit to responding when faculty email them?
111 The Kansas legislature is moving to refund student tuition for online courses. KU's ability to argue against that policy is significantly undercut by the misrepresentation of student survey data from summer 2020, when it was claimed that students desired in person courses, when the numbers did not reflect this. Does the administration have any plans for offering a retraction or reinterpretation of those results? 
112 During the past year, KU has (a) cut pay; (b) slashed department budgets twice; (c) eliminated graduate student positions, many of which were already offered; (d) faced a global pandemic.  Why is this the first event of this kind, and why did the faculty senate have to demand it?
113 Given the extraordinary reactions based on the KBOR policy options granted you, will there be an effort going forward to apply job protections for other employees at KU besides tenured professors?
114 The Chancellor has repeatedly (in nearly verbatim statements in response to the firing of different football coaches) said "a successful athletics department is inextricably linked to our mission as a flagship research university." Does the Chancellor also believe that tenure is inextricably linked to our mission as a flagship research university? What does the Chancellor view as essential to our mission as a flagship research university? 
115 Why, as you have indicated in several written communiques, is the Governor displeased with KU? What *exactly* are we failing to do to serve the state? And how do your plans for this year and next address those issues? 
116 Now that Governor Kelly has come out as an enemy of KU, who should I vote for in 2022?
117 Chancellor Girod, did you know about the allegations against coach Les Miles?  If so, why did you hire him and keep Jeff Long employed? If not, why not, given so many people did know about these allegations?
118 When will there be a search for a VP for Diversity, Equity, Inclusion, and Belonging?  This is the time that most searches are being conducted in order to have someone in place for the fall.  If there are not immediate plans, when can we expect a permanent VP for DEIB?
119 Could the provost please explain her statement (multiple times) that students overwhelming indicated in her survey that they wanted to be fully in person, but in actuality that question was never asked? 
120 If you could go back to the decision regarding how to present the student survey results from the spring as a way to encourage faculty to teach in-person last fall, would you handle it differently now?
121 Chancellor Girod, you are quoted in the press as saying that the silver lining of this public health crisis is that it forces KU to make changes that were long necessary. To what extent was the case for such necessity made in prior consultations with the faculty? How can it be prudent to exact permanent and deep cuts changing the nature of KU in response to a singular crisis?
122 If we exclude KU -Med, KU has few metrics that are consistent with AAU or Research I status.  Yet, we have stated mission statements and budgetary commitments that assume we authentically engage at this research level.  All the while, we fall to re-enroll 25% of our freshman.  Is it time for KU to make a frank re-evaluation of its mission, what our stakeholders actually desire, and what will best serve the students we currently enroll?
123 Why do the provost and chancellor continue to ignore the bloated academic administration budget? We don't need more vice provosts and associate deans creating more poorly thought out initiatives, having faculty committees do the actual work for them, and then they take the credit to justify their position.
124 The 2016 creation of KUCDC as a shell for the $350 million bond issue was designed to evade state scrutiny while encumbering KU and the state of KS in case of trouble.  This was before your time, but will you go on the record as disavowing ill-advised maneuvers of this kind in future?  How do you plan to rebuild trust with the people of Kansas and their representatives?  Will you promise to dissolve KUCDC as soon as possible and avoid sneaky and risky schemes like this in the future? 
125 Why is the search for a new Athletic Director and football coach such a high priority when the academic mission is being cut to the bone?  Are students really coming to KU for a consistently poor performing football team?  
126 How (and how often) should your performance be evaluated? What are pertinent metrics? Why? What should be the constituents' input into this?
127 Chancellor, how can we trust you with budget decisions when you just gave two failed hires a bunch of money to not do their job? Will you resign?
128 Aside from the Covid situation, where do you place blame for the current financial crisis, and how do your efforts to "right-size" the budget reflect correcting for past mistakes in budgeting and planning?
129 What is the root cause of the apparent animosity KBOR and the legislature bear towards KU?  What measures are we taking to address the root causes of this animosity?

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