Neil’s Young Trustee Application

Name: Neil Kondamuri Year: 2014 Email: [email protected] Phone: 219.384.7907 Class Year and School: Senior / Trinity College of Arts and Sciences 1. What is your perception of the role of Young Trustee?

“The reason for including students on the Board of Trustees was ... to get younger members on the Board ... whose viewpoint, close to students, would be a valuable addition.”

­ Terry Sanford on the role of the Young Trustee

The Young Trustee is a full voting member of Duke’s governing body for two years of a three­ year term. Thus, the Young Trustee is first a Trustee, with the primary goal of minding Duke’s best interests, and second, a Board member with the unique undergraduate perspective fresh in mind.

Similar to Sanford’s perspective, I believe the Young Trustee’s role is to offer the unique perspective of a current or recently graduated student. A typical Duke student is engrossed in a fundamentally different environment in college and post­college than most Trustees were. This distinctive position allows him or her to offer new insights into various questions that a typical Board member may not have. An ideal Young Trustee understands the complexities of life at Duke and should be able to translate that viewpoint into actionable policy. It is important to note that a Young Trustee is not an advocate of any group or its mission, but rather serves as a representative for the general student body’s issues. He or she must embody a typical Duke student and must have an excellent comprehension of problems that concern the student body.

An ideal Young Trustee is charged with three significant responsibilities. First, he or she must be able to integrate the wide range of experiences that encapsulate a Duke experience. In order to do so, a Young Trustee will engage him or herself in a diverse array of campus involvements. The breadth is particularly important, as Trustees should consider as many viewpoints as possible in their analysis. Second, a Young Trustee must be an active communicator. To sway discussion, he or she not only requires strong speaking abilities, but also an ability to judge when information is most valuable. Third, the Young Trustee must be able to project when and how a Board­level decision will affect students and must react appropriately. This requires a wealth of foresight regarding Board activities as well as an intuition on how to react to decisions.

2. Why do you want to be the Young Trustee?

When I first visited Duke, I noticed something special in its students that I had not seen at any other school: a vitality noticeable in everything students here put their mind to. Many schools had an intellectual vitality; some even had a passion for sports. At Duke, we possess a vibrant intellectual culture, a healthy regard for athletics, and an inspiring vigor for tackling challenges.

As I’ve spent time at Duke, this initial hunch proved truer than I could have imagined. In 2013 alone, students turned sign language into speech in a mere 24 hours, they set a world record for building a cardboard fort, all while researching cures for cancer, launching businesses and debuting singing careers in Los Angeles. They won a national championship in lacrosse and an ACC division championship in football. Somewhere down the line, these amazing students will have a brilliant idea that will change the world. By providing a nurturing environment that encourages students to be all they can be, this institution contributes to a lot of these successes.

I am running for Young Trustee because I feel I am best positioned to represent these amazing students. I have come to appreciate the complexities that exist in a Duke experience. I understand how other students feel about their time here. I have learned an incredible amount over the past three years and I have always loved giving back to my fellow students.

Over the last three years, I have enjoyed serving Duke in many aspects. My research sophomore year contributed heavily to selection of the GPS bus app, TransLoc, that now helps students find their way to class everyday. As a junior, my efforts to create a more inclusive Tailgate helped spark greater involvement in the event than ever before. I have served Duke in many different arenas, even serving on The Chronicle’s Editorial Board and as a member of the Wilson Recreation Center staff. I have lobbied on behalf of environmental groups in order to attain 15 additional recycling containers across West Campus. I have cherished my time serving Duke as an undergraduate and would love to continue post­graduation.

I will be an effective Young Trustee. I have experience on the Board and have worked with multiple sub­committees. As a result, I understand what it means to be a valuable contributor at this level. Furthermore, I have a diverse set of experiences beyond the Board that help me better understand the needs of Duke students on campus. I have taken classes in a diversity of disciplines, including in both Trinity and Pratt. I’ve enjoyed staffing a pre­orientation program for three years as well as helping students learn how to rock climb at Wilson. I’ve tutored in Durham and engaged with students abroad through an independent DukeEngage in India. I’ve tented during basketball season and studied abroad in London. I’ve written for The Chronicle and lobbied alongside Duke Student Government. I’m writing an honors thesis and have conducted research in biology and public policy. I’ve discovered an academic passion in health care policy as well as developed a palate for tasting Durham foods.

I want to be Young Trustee because I can combine my diverse set of experiences at Duke to contribute effectively at the Board level. My time at Duke over the past three years has given me much more than I could have ever expected and I would be honored to continue serving Duke. I want to ensure that the future of Duke is even brighter than the past. I want to make the Duke experience we had even more enriching for future students.

3. What personal qualities/values do you possess that enhance your ability to serve as a Young Trustee? What personal qualities/values do you possess that may limit your ability to serve as a Young Trustee? Please contextualize this through the lens of a specific past experience(s).

Everyone deserves a voice Duke does not function via tyranny of the majority but instead as a culmination of many opinions resulting in a decision. Every student’s experience is incredibly meaningful and I believe the Board functions best when it harnesses these diverse experiences. The Young Trustee ought to consider as many points of view as possible. I believe in the same principle, as exemplified by my efforts to make student tailgates more inclusive and launch DukeStarter.

As the Vice President of Social Culture in Duke Student Government, I took charge of operating one of the greatest hot button issues at Duke: tailgating. I worked extensively with various offices at the university, including the Executive Vice President’s and Student Affairs. In these negotiations, I successfully lobbied for groups without houses. I feel it is crucial to keep a keen eye toward unrepresented groups. These groups were allowed first registration for tailgating, creating a more inclusive environment. Seeing the debate team next to IFC fraternities next to religious groups next to new independent houses helped many people realize that the community aspect so cherished in Old Tailgate is replicable in our new version.

As a sophomore, I often found myself frustrated by the lack of funding for ideas or projects that the average student thought up. If you’re not part of an official group, the Student Organization Finance Committee, or SOFC, is not designed to help you. However, at Duke, it is often unaffiliated students that have great ideas, either as part of a class or through casual reflections. Thus, as a junior, I gave students the ability to make these ideas a reality through DukeStarter. DukeStarter will eventually be a popular school­wide competition between three ideas with a grand prize of up to $10,000 to implement the winning idea. In its inaugural year, we were able to fund Duke Olympics on the main quad, which drew over 1,000 people and had great success... all conceived from one student’s great idea.

Budgetary constraints Balancing the tension between finances and serving the best interests of Duke students is something I have experienced a few times. While the budgets I have dealt with pale in comparison to Duke’s annual budget, the lessons I have learned in the last four years will certainly be valuable.

One of my summer experiences led me to help calculate whether Indiana – my home state – would expand Medicaid through the Affordable Care Act. Many experts believe that every state should expand it, so as to provide care to millions currently without access to healthcare. I certainly believe in this sentiment, but upon further examination of Indiana’s finances, I realized that Indiana would be forced to sacrifice public education funds amongst other things.

I learned that with all expenditures – whether it is expanding Medicaid in Indiana or funding a library party in Perkins, there’s an opportunity cost: what aren’t we spending this money on? Translated to Duke, especially at the Board level, these tradeoffs are huge. Asking the right questions – what choice better serves the student body? What about Duke University as a whole? – is key to coming to solvent solutions.

Coalition building Through my Duke experiences, I have learned how important coalition building is in implementing any goals. At the Board level, all votes require gaining a consensus. This happens both before and at the meeting. Further, I have learned how to successfully navigate this process.

Last year, I predicted that Duke was going to win the Carolina game at Cameron. I took charge of the bonfire early on. I learned that successful implementation comes from months of planning. I had to work hard to convince administrators to allow the bonfire (after an incident on East Campus almost destroyed a 25­year tradition). I had to coordinate with the fire department. I had to manage the fire chief, Dean Sue, Wellness, and the vast student body with the ten people on my team. It was an intense few hours, but by the end, it was clearly a major success. GTHC.

A broad understanding of campus life Finally, I believe a strong Young Trustee should have a broad understanding of campus life. I have taken classes in a variety of disciplines. I’ve spent time volunteering in Durham and playing Frisbee on the quad. I have studied abroad in London and tented during basketball season. I’ve written for The Chronicle and lobbied alongside Duke Student Government. I’m writing an honors thesis. Having conducted research in biology and public policy, I have learned firsthand the value of blending disciplines in academic inquiry. As a student with a job in the gym and having served on various athletic committees, I have a particular understanding of the way athletics play into the university fabric.

On a broader level, I began Duke not partaking in any activities beyond dorm life, but as my career here progressed, I took on more challenges and put myself in more difficult situations. I have learned a lot about the wide swaths of Duke students that exist here and believe that my knowledge will help me make educated decisions at the Board level.

Learning about academic inquiry While much of my background at Duke will no doubt be an asset as a Young Trustee, I realize that my knowledge is limited. Duke is one of the best schools in the country chiefly due to its academic prowess. This is a particular area that I may lack knowledge. For example, I do not fully understand the methods that went into developing Curriculum 2000, nor do I understand exactly how Provost Lange goes about selecting professors to teach our classes. This is all particularly important to understand as the Provost search continues and a curriculum overhaul could be on the horizon.

Though I currently lack this knowledge, I am confident in my ability to learn quickly, to work hard to catch up to speed, and to seek support from students and Deans who may have greater knowledge in these areas. Indeed, as a member of the Chronicle’s Editorial Board, I have begun to overcome this limitation. I’ve learned a lot about Duke’s involvement in the online space as well as massive open online courses. I look forward to watching and learning from members of the Board, like Frank Emory, whose experiences have made him an expert on undergraduate education.

4. Using your knowledge of Duke and its past, provide one decision made by the Board of Trustees that you felt was not in the best interest of the University and explain why? What were some of the factors that went into their decision? Describe a potential alternative that you would have proposed in this situation.

In 2008, the Trustees decided to make the President and the Board Chair available for interviews but closed all meetings. This signified a departure from the days when President Sanford let student reporters and representatives record historic decisions – ones that certainly affected their lives. It is not in the university’s best interest for the Board to shut out the Duke community.

Duke functions at its best when the wealth of opinions in our student body and faculty are harnessed to make decisions. More importantly, if the Duke community understood the justifications for Board decisions, the media and others would be able to act as a watchdog over potentially irrational decision­making.

The Board closed the meetings partly because they decided there were too many people in the room. Dr. Tallman Trask, executive vice president, noted that including outsiders – like faculty, students, and the media – complicated proceedings and decreased efficiency. The Board argues that opening meetings has wasted time and will drive important discussions into back rooms.

The Board does have to make certain strategic decisions – like real estate acquisitions – that require confidentiality. These decisions must remain secret in order for Duke to stay competitive with peer institutions. However, the Duke community has a right to know what policies the Board has endorsed, and crucially, why it endorses those policies. All university officials, including Board members, would benefit from stronger justifications for major decisions. Board members can build support by providing robust arguments for their positions. At the very least, solid justifications force students and faculty to grapple with decisions rather than dismissing decisions as autocratic. Certainly, the Duke community would benefit by understanding the direction Duke is heading. The Academic Council deals with many issues that also arise in Board meetings and they are able to post a transcript of the meeting.

Thus, an alternative to the current situation lies in the “Summary of Actions Taken” report published after each meeting. It currently gestures toward major decisions, but does not provide any substantive material. This report should provide the public arguments for the Board’s major decisions. This solution allows students access to more arguments while also allowing the Board to retain its size and confidentiality. This alternative is a happy medium between opening up Board meetings and not providing any information to the Duke community.

A cautionary tale in Board secrecy lies in recent Duke Kunshan University discussions. In December 2010, the Board approved the initial $5.5 million of DKU funding. The justification, however, did not provide many convincing arguments, or even basic details, like what the curriculum would look like. Four years later, it is apparent that initial strong justifications in a report – ones that addressed the details of execution and the arguments for and against entering – could have resulted in a healthy Duke community discussion that challenged the Board to elucidate issues and resulted in the best implementation process possible.

5. Briefly describe the three most important initiatives that the Board of Trustees is currently facing or may face during your term. Given conditions of limited University resources, prioritize these projects and explain why. Elaborate on one.

In my view, the three most important issues the Board of Trustees will face in the coming years are as follows:

1) Ensuring successful endowment growth via Duke Forward in order to continue support for financial aid and other initiatives

2) Carefully weighing and implementing current facilities spending with our global ambitions in mind

3) Building on Duke’s flourishing curricular and co­curricular offerings

Ensure successful endowment growth In an ideal world, Duke would not be constrained by money and all our desires would be met. In a time when we know this is not true, though, it is crucial that we always remember what helps Duke students learn most: the resources at our disposal and the diversity of our student body.

With this in mind, the Board of Trustees launched Duke Forward in the Fall of 2012, with a lofty goal of raising $3.25 billion dollars across Duke’s ten schools (approximately 50 percent of which has already been raised). Donors can select the programs they would like to support. There are two primary reasons that ensuring successful endowment growth is the most important initiative the Board faces.

First, Duke Forward will allow Duke to retain and enhance a student body that is increasingly diverse. The Financial Aid Initiative concluded in 2008 and created a $308 million endowment for financial aid. Maintaining our commitment to domestic need­blind admissions is crucial for Duke’s future. Demand increased during the recession and Duke’s decision to meet 100 percent of demonstrated need distinguished us from many of our peer institutions.

Many Duke alumni and current students argue that the best aspect of life here is the other students and friends they made along the way. Duke cultivates great students with great minds that produce even better ideas. This comes from the exchange and debate of these ideas. And divergent ideas come from diverse backgrounds. Many students would be shocked to know that about one in two students at Duke receive some type of financial aid. This staggering number proves just how influential it is on the composition of our student body. If we hope to retain our student experience, we must continue our commitment to domestic need­blind admissions.

Second, the endowment provides students with resources that allow us to achieve great things. In order to continue funding innovative research like Dr. Robert Lefkowitz’s and providing top­ notch facilities like the French Family Science Center, the Board must support every opportunity to help Duke Forward become a success. Duke Forward could grow Duke’s annual budget by roughly 30 percent, a sum that could fundamentally change the quality of a Duke experience.

It is important to recognize that Duke is primarily an academic institution. Ensuring top facilities and resources to allow our students, faculty, and staff to continue to succeed is crucial to our success. New investments like the Mary Duke Biddle Trent Semans Center for Health Education

help students broaden their minds. Even campus hubs for Duke student artists in the Arts Annex and Baldwin Auditorium are important investments in the quest for further interdisciplinary studies at Duke. If we hope to retain and expand on our academic standards, Duke must continue to provide the adequate resources.

Weigh current facilities spending with global goals in mind Since the beginning of the year, it has been apparent that Duke’s campus is changing. Students walk around the Old West Union with recent Bryan Center closures. They spend greater time in classrooms studying due to renovations to the Gothic Reading Room. Off of our main pathways, the medical campus is constantly evolving and Duke Kunshan University is coming to completion. These buildings will be the homes to future Duke students. Duke students will forge bonds with lifelong friends in these buildings. They will cram for tests and discover their passions.

Duke’s strategic plan points out that these structures are vital to helping the university “realize its ambitions in research and education.” There is no sign of slowing these projects down. The Board of Trustees will have to seriously consider the costs of these investments, keeping our global goals in mind. What is the opportunity cost to all these investments? Duke will have to set priorities and the Board will soon be forced to decide what the objectives and goals are for a future Duke. Specifically, how do Duke’s global ambitions – currently including a thriving medical campus in Singapore and an impending campus in China – fit into our brand? Any conclusions will have repercussions for twenty to fifty years, not just the four years we spend on campus.

On this note, any facilities spending must be carefully thought out and implemented. DKU in Kunshan, China, is an ambitious project to create a global Duke. The Trustees made a decision to expand our offerings to a new arena and this choice will affect our brand for years to come. After years of delays, enrollment will begin in the Fall of 2014. The facilities must meet Duke standards and once classes begin, academic freedom may be contested. All these challenges will be important issues at the Board level for years to come.

Build Duke’s curricular and co­curricular offerings The Board of Trustees and Duke must continue to innovate around our current interdisciplinary and co­curricular offerings. Duke has amazing programs like DukeEngage and the Focus program. We applaud these programs in many brochures, but if we want to retain our cutting­ edge reputation, we must not be afraid to take another bold step that will elevate the academic experience for the entire campus. Settling here is not an option.

In recent years, we have touted Duke Immerse and other selective programs that offer great opportunities, but only to a handful of students. Bass Connections, though only in its first year, holds promise for expanding our hallmark idea of interdisciplinary training. We must take time to evaluate what types of interdisciplinary programs work best. Additionally, we must weigh our investment in online courses with our commitment to a valuable education for Duke students in Durham. Whatever the next venture for Duke is, it will be important for Duke to carefully yet boldly move forward with it. Duke has the ability and resources to craft the next big higher education endeavor if the Board makes it a priority.

6. What is one issue that the Board of Trustees may not currently be focusing on, but that it should focus on in the future? Explain why this issue is important.

As Duke Forward progresses, administrative turnaround in the next five years will shape Duke University for a long time into the future. This shift will certainly impact our fundraising abilities. Last May, the Board of Trustees extended President Brodhead’s contract for five more years. Luckily, that means that Duke will retain its President during the Duke Forward campaign.

Provost Lange is stepping down from his position as the University Provost. He has had one of the longest tenures as a provost in the country and his influence touches every corner of Duke. He is responsible for our current curriculum, as well as hiring over two­thirds of our current professors. He oversaw the creations of the Focus program and DukeEngage. He has strongly advocated for the transition toward online education. His replacement will certainly impact this university in a number of ways. The Provost search has already began, but will not be complete for another few months at least. Professor George Truskey is leading this important search committee.

In the next five to seven years, Duke may need to begin the search for a new Executive Vice President, Dean of Students, Chancellor of the Duke University Health System, and perhaps even a men’s basketball coach. Along with the President and Provost, many of these administrators are reaching retirement age. Most have far exceeded the expected tenure length of their positions. The significance of each of these posts has the potential to entirely shift this university.

Dr. Trask, as EVP, has become the intellectual architect behind university operations since his appointment. All of the vice presidents at Duke report to him. A shift in the office’s head and thus the office’s structure will surely trickle down to affect many aspects of Duke. His department controls aspects of life here that range from our meal plan to our academic culture to how we engage with Durham. As the Dean of Students’ office turns around, Duke’s social culture could be impacted in many ways, ranging from new Bryan Center plaza activities to lasting student conduct policy alterations. As Dr. Victor Dzau leaves his post as Chancellor of the Duke University Health System, the Board will have to consider how to continue our reputation as one of the best health centers in the country. In particular, the health system is the largest source of revenue for Duke University and ensuring the continual growth of this sector of the financial pie will be crucial. Finally, as Coach Mike Krzyzewski, perhaps the most visible icon at Duke, leaves his post, Duke will be hard pressed to keep up a tradition that has lasted over twenty­five years. Coach K, beyond leading Duke’s basketball team, has become one of our greatest fundraising tools. Eventually losing him to retirement will be difficult for Duke.

On that note, it is important for the Board to realize the impact all these shifts will have on Duke Forward’s fundraising. Each position head will enter Duke with a plan that he or she wishes to implement and each administrator’s mission will be a new advertising point for Duke. It will be vital for the Board to identify which direction it wishes Duke to head and then choose appropriate administrators that align with these goals. This is of intrinsic value to Duke. We want to ensure that our university officials have the experience, vision, and finesse to deliver the level of excellence that we depend on and expect as an institution.

7. Duke is constantly defining and re­defining its identity. What is your personal interpretation of “Duke?” How have you lived this identity?

“If all of that is seen as outrageously ambitious for Duke University, then let it be, but nevertheless let us set it as our goal.”

­ Terry Sanford in a 1984 address to the Faculty

The only way to talk about Duke is to recognize its relative youth as an institution. Even though our gothic wonderland may trick outsiders, we know that our school is still growing and crafting its identity. As Terry Sanford left Duke with his “Outrageous Ambition” speech, he charged the school to pursue excellence in all aspects of life. He cautioned us against trying to “catch up or follow any other university, no matter what its prestigious position.” We need to strive to be Duke University and endeavor to make that standard a desired one.

Since I first learned of Sanford’s concept of outrageous ambition, it has come to define my interpretation of Duke. I live by this standard and I find many of my Duke friends do as well.

My time at Duke began very slowly. I sat back and enjoyed everything Duke had to offer, but only from a safe distance. I saw the former Campus Council at work, Quidditch on the quad, and amazing events like Awaaz. But I was careful to only watch.

After a stark realization that I was not challenging myself to the fullest of my ability – not truly living a Duke experience – I decided to take advantage of anything that came my way second semester. I decided to begin a new sport, rock climbing, which has turned into a passion of mine. It has opened doors in Duke Athletics that I never would have imagined. I took a leap of faith in joining a fraternity, having not attended one event thrown by a Greek or selective organization the previous semester. I have taken away valuable lessons about selective life on campus and the intricacies involved with creating a fully homogenous campus environment. Having never been involved with student government, I ran a successful campaign for Duke Student Government. My involvement has allowed me to learn more about how the school operates and given me the opportunity to meet many administrators.

On the other hand, I found a quasi­hidden talent in sketch comedy while I (unsuccessfully) tried out for Duke University Improv. I found out that I was clearly unable to sing while trying out for Speak of the Devil. And what I really found was that if I was to become the best me, I would have to explore new areas and I might have to fail. But in the end, I would succeed and I eventually found what I was good at.

Duke is in the same boat. We are a young institution and sometimes we are afraid to go out on a limb and lead universities around the world in an academic endeavor. We need to recognize our youth as a strength. We don’t have an established history that dictates our agenda. And we can leverage new inventions and innovations whenever we are bold enough to take that first step. And then, we can reap the benefits. DukeEngage is a prime example of a time we decided to move into a relatively new arena and boldly take a step forward. If Duke is to become the academic standard Duke can be, we must not be afraid to fail. We must be ready to debate our academic offerings, take an educated leap of faith, and blaze new academic trails.

8. How do you envision Duke’s future?

Duke is already a school students love attend. Today, there are students who watch Jabari Parker hit a three on TV, simultaneously hear Dick Vitale talk about our stellar academic record, and thus, dream of attending Duke.

Duke’s future is bright. Our unique blend of academics and athletics draws many students. Our future will re­focus these priorities so that academics become the primary approach to campus life and athletics an extracurricular. Currently, our distinction between these two are hazy and it is important to remember that Duke is primarily an academic institution that happens to have outstanding sports.

This transition is certainly already in progress. A few years ago, DukeEngage became the number one reason high school seniors provided for attending Duke, supplanting basketball. Duke will continue along this trend and our persistent focus on civic engagement will become a hallmark of a Duke education. Knowledge in the service of society will truly become our mantra.

But DukeEngage is only one component in a larger mission to cross intellectual boundaries. DukeEngage supplements our academic class rigor by providing an outlet to learn outside the classroom. Interdisciplinary coursework inside the classroom will allow students to similarly blend their primary academic studies with new arenas. This will lead Duke students to not only understand how their majors fit in with other disciplines, but also help them realize real­world potential of their academic study. With the recent $50 million investment into Bass Connections, Duke has already pledged a commitment to interdisciplinary studies. If we allow it, Duke can make this catchphrase a real symbol of our institution.

None of this is possible without the key ingredient: our student body. Our student body is so amazing because of its diversity. Duke’s future only exists if we retain our commitment to domestic need­blind financial aid policies. Duke must further this mission by dedicating ourselves to actively recruiting economically disadvantaged students, a commitment echoed by President Brodhead in his opening remarks in 2004.

Every charge for Duke’s future made above is not simple. They all require a lot of hard work, a speck of luck, and most importantly, faith in Duke’s system. Duke’s future can go one of two ways. In one scenario, we can exist as a carbon copy of the Stanford’s or Harvard’s of the world. We can do all we can to reach a standard already attained by other schools. Conversely, we can identify a Duke education as an irreplaceable one, marked by an academic emphasis on service of society, civic education, interdisciplinary coursework, with sports as a dessert.

Many schools are too old or too structured to retain their freedom to explore. Duke’s strength lies in its youth and our future looks promising if we expand upon our amazing offerings and take them to their climax.