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Month: February 2013

University District Unveils Its Strategic Plan

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My name is Julia Martinelli and I am the Student Assistant for the Office of the University Architect within the Office of Planning and Budgeting. I am currently a Sophomore at the University of Washington and I am planning on majoring in Architecture with a minor in Urban Ecological Design and Italian. Within my position I will be writing about events, updates, and news regarding the planning and architecture.

Currently, the University District is preparing to undergo multiple changes in the upcoming years. In an effort to guide these changes, a group of residents, businesses, social service providers, the U District Chamber, City of Seattle, and University of Washington has come together to create The University District Livability Partnership. The University District Livability Partnership (UDLP) is a four-year strategic initiative that is working towards transforming the University District into a sustainable, walkable community. The vision of the UDLP for the University District is to have a vibrant and innovative district of entrepreneurs, major employers, talented workers, and diverse residents. The collaboration of partnerships in the UDLP are preparing to help the University District transition and grow as it experiences many changes in the upcoming years, especially with the emergence of the light rail station on NE 43rd St. and Brooklyn Ave.

Within the UDLP there are four components, which include the Commercial Revitalization Strategic Plan, an Urban Design Framework, U District Next: A Community Conversation and Long-Term Leadership & Partnerships, each of which focuses on different aspects and strategies to reach the final desired goal for the U District. Additional information regarding the different components of the UDLP may be found on the Livability Partnership website.

The UDLP Strategic Plan was formally released on January 31, 2013, at the third and final U District Next: A Community Conversation event. In order to preserve the unique and historical aspects of the University District as well as develop new enhancements that will enrich the already vibrant community, the Strategic Plan has developed five initiatives. The initiatives include organization, economics, marketing, clean & safe, and urban design, each of which has its own specific set of goals and strategies. The goal of the organization initiative is to create long-term leadership capacity and partnerships of effective and diverse voices. Whereas, the economic initiative is striving to create an attractive neighborhood for various startups, large companies, and businesses where they can both flourish and contribute to the community. The marketing initiative wants to both appeal to the current community of the U District as well as reach out and draw in new residents, investors and businesses by advertising the best elements of the neighborhood. The clean & safe initiative wants to develop a safe and clean environment that contains resources that will provide support to everyone. And lastly, the goal of the urban design initiative is to design and create a built environment that fits and reflects the culture of the University District community. All of these initiatives create a group of organized tasks that will contribute to The Strategic Plan’s strategic vision for the future University District. If you would like more information on the Strategic Plan, visit the UDLP website.

Report Says Colleges Should Prioritize Improving Graduation Rates

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Last week, the National Commission of Higher Education published an open letter calling on “every college and university president and chancellor to make retention and completion a critical campus priority” and asserting that such efforts are “an economic and moral imperative.” Six higher-ed associations assembled the Commission in 2011 at President Obama’s request. The 18 college presidents that form the Commission’s membership come from every sector, except for-profits, and were tasked with investigating strategies that individual schools can use to improve graduation rates.

The NY Times quotes Dr. E. Gordon Gee, chairman of the Commission, as saying, “We concentrate most on the admissions side of things, getting the bodies in, and there’s no one in charge of seeing that they get through and graduate.”  Although enrollment rates are strong, nearly half of all college students nationwide fail to earn a degree within six years (79 percent of
entering freshman graduate from the UW within six years).

Completion efforts should take into consideration the changing face of higher ed: first-generation, mid-career, part-time, and veteran students are an ever-increasing share of the nation’s student body. The report notes that “adult learners are far less likely than their traditional-age peers to complete their degrees” and will need flexible schedules, more financial assistance, and targeted student services in order to succeed.

Other recommendations from the report include:

  • Narrowing course options so that students prioritize completion;
  • Putting someone in charge of overseeing completion efforts; and
  • Giving credit for previous learning.

The Commission asks colleges to avoid one-size-fits-all solutions and to eschew inflating their graduation rates by admitting only the best-prepared, lowest-risk students and/or by making it easier for students to pass.

The report acknowledges, however, that colleges need assistance in these completion endeavors, saying, “Disinvestment in higher education is terribly damaging and undermines efforts to expand and enhance academic and support services for students.”

The Commission believes the report will trigger a sense of urgency among leaders (academic or otherwise) and, hopefully, meaningful action.