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Anthony
Williams for Mayor

1634 I Street, N.W.
Washington, DC 20006
Ph: 393-TONY
Fax: 393-3598
Fax: 393-3567

The University of the District of Columbia

A Vision for the Future
The residents of the District of Columbia deserve access to a high quality public university that is affordable and of the highest quality. This institution of higher education must support the local community, be low-cost, and offer open enrollment in order to provide the District's residents with the greatest opportunity for advancing their lives. And the University of the District of Columbia (UDC) is that institution. I am convinced that a properly structured' effectively managed UDC has a central role in the life of the District community. I am committed to ensuring that UDC succeeds in providing the highest quality education to District residents. The Mayor's role in this regard is to provide leadership and vision in ensuring that UDC focuses on meeting the needs of its constituencies. As Mayor, I am committed to ensuring that UDC becomes that high-quality institution of higher learning that educates our residents, is an integral part of the community, and remains a quality university for many years to come.

The University of the District of Columbia is at a critical juncture. The leadership of UDC must decide its future as an institution of higher education. But any decision regarding its future must be the result of dialogue among the University leadership, faculty, students, and the community.

A Difficult Past
UDC is many things to many people. The range of opinions on what UDC ought to be to District residents and individuals continuing their education has posed challenges for the university. What is clear, however, is that, in order for UDC to succeed, we must define attainable criteria for success. And together we can accomplish this through a clear mission statement for UDC.

A Future of Promise
Where the past was filled with uncertainty, the future can be a promising one for UDC, so long as we - as individuals, as a community, or as a government — continue to support and challenge it. If UDC is to play a leading role in developing the knowledge, skills, and abilities of the District's residents and workforce, we must commit to making it a quality, affordable institution of higher education.

We can guarantee successful future in two ways. First, we must build upon the strengths of UDC. Second, we must overcome the challenges and obstacles that have plagued UDC.

Separating UDC from the District government
While UDC has overcome many internal challenges, it has often times found itself in the middle of the District's financial crises. Too often, the University has been put in a difficult financial position through no fault of its own. Second, the University has often times been hampered by the politics on the Hill. As Mayor, I will work with the Council, the Board of Trustees, the Authority, and the Congress to introduce legislation

Building on a Foundation of Strength: A Land Grant Institution
UDC has one thing that no other university in DC has: It is a land grant, historically black, public university. First, as a land grant institution, it serves the DC community. Additionally, the University has recruited students from other cities but has not received the benefits of being a land grant institution: the federal or state aid associated with attending the University. All land grant institutions receive the necessary support from their state. It is important that as a land grant institution, UDC receives the support from either the federal government or from the District government. As Mayor, I am committed to ensuring that the University receive the proper support from the District.

Secondly, in a majority African-American city, it serves the African-American community. Third, it is a public institution. These are noble purposes and should be encouraged and supported. UDC must focus its mission on meeting the specific needs of all of the District's population.

Strengthening UDC Endowment
One area that UDC will be able to improve is the management of its endowment fund. As CFO, I drafted legislation, in coordination with UDC, that will allow UDC to invest its endowment funds in mutual funds and other stock funds. Currently, UDC is prohibited from investing these funds in any other investment vehicle other than treasury bonds. I advocated for this legislation before the congress and am confident the legislation will be part of the District of Columbia's Fiscal Year 1999 Appropriations bill.

As a result of my work on behalf of UDC, the University 's endowment will generate $3 million over the next five years.

Establishing Post Secondary Education Commission
Many high school students move on to college after completing their high school work. Others want to attend either a two year college or vocational training program. Currently, the District has no mechanism to provide a comprehensive, coordinated approach to post secondary education. The Commission will develop a strategic plan that will serve as the blueprint for identifying, improving and sustaining post secondary education opportunities in the District.

Overcoming Present Challenges
The second step for UDC is to overcome the current challenges it faces. These challenges are related, but distinct enough that they can be resolved separately. First, UDC must strengthen its core mission. It cannot remain the UDC of the recent past or even the present and be successful; it must achieve stability and offer focused programs, targeted at meeting its mission.

UDC must review and look at refocusing its programs — academic or otherwise — to align them with its more tightly focused mission. Underutilized and redundant programs must be eliminated to free up precious dollars for programs in high demand. Furthermore, the university president and board of trustees must create a new academic structure that not only meets the core mission of the university, but also ensures long-term fiscal stability. This can be done in partnership with the federal government and private foundations, similar to what the University of Maryland, Baltimore Campus and George Mason University in Virginia have done with much success.

Third, the university's leaders must provide more effective governance and daily management. The current challenges UDC face, to a large extent, result from management that was not always focused on the University's mission. Additionally, lack of accountability and weak internal controls have resulted in multi-million dollar deficits, the selling of capital assets, and other short term actions have been created to "get by." DC residents deserve more than an institution that just "gets by" from one crisis to another but, in order for a high quality university to emerge, the leadership must commit itself to providing effective governance. Fundamental changes must occur, including:

  • providing for governance of a more mission-focused institution,
  • creating enhanced internal controls and oversight mechanisms,
  • establishing outcomes and performance measures for students, staff, and faculty,
  • developing structures for accountability to ensure integrity and efficiency, and
  • committing to the goals of financial and management responsibility and accountability.


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