A Strong University,
A Stronger Connecticut
February, 1995
UCONN 2000 is a proposed public-private
partnership that will help rebuild, renew and enhance
the University of Connecticut over the next ten years
It will be paid for by the State of Connecticut,
UConn's students, and private donations.
(Please note: UCONN 2000 was enacted by
the Connecticut General Assembly in 1995 and signed
into law by Governor John G. Rowland. The following
outlines the original proposal. For changes, please
see the semi-annual Legislative Reports.)
Table
of Contents
Why
We Need To Act Now
How
It Will Work
UConn
And The Economy
How
The Money Would
Be Used
Questions
and Answers
Financing
The Initiative
The University of Connecticut is at a crossroads. Its academic and research
programs are recognized as among the best in the nation, but they are housed in
facilities that are rapidly decaying. If Connecticut is to offer its children the
opportunity for affordable, top- quality higher education, and give them the skills
they will need to perform the value-added jobs that future industry will demand,
we must rebuild our flagship University's infrastructure, and reinvigorate its
academic programs. If the state wants to retain and attract businesses that rely
on an educated, technologically skilled workforce, it must have a world-class public
institution of higher learning. And if the state's companies want to remain competitive
in a global economy in which applied research will pay a critical role, Connecticut
must have a superior public research university.
The UConn 2000 initiative will: Establish a structured 10-year program to rebuild
the infrastructure at Storrs and the regional campuses, and construct, renew and
equip University academic and research facilities. This comprehensive program will
address the needs, priorities and objectives defined in UConn's 10-year Strategic
Plan, and will ensure that all facilities, new and renovated, will be maintained
efficiently and intelligently from this point forward. Establish a matching grants
program similar to those employed by other public universities, enabling the State
to encourage and reward UConn efforts to increase private donations substantially
from alumni, corporations and individuals. Make the University accountable for
its facilities by authorizing it to manage all its capital projects. This will
increase management flexibility, decrease bureaucracy, reduce project costs and
significantly improve the quality and timeliness of all projects and maintenance.
An investment in UConn's infrastructure is an investment in the state's economic
future. Connecticut's security and prosperity are contingent on the state's ability
to provide a skilled workforce to meet the demands of high-tech industries, and
to maintain and support an attractive environment for the development of innovative
businesses and products. Connecticut's brainpower is its greatest natural resource.
A major research university is an integral part of this equation. In addition
to preparing our young people for the jobs of the future, UConn is also helping
business learn how to innovate. More than $100 million in research is conducted
annually at UConn, in such areas as:
- information
technology
- telecommunications
- precision
manufacturing
- biotechnology
- photonics
- marine
sciences
- environmental
technologies
- advanced
materials
This research is already playing a large role in increasing the ability of Connecticut
industries to compete globally. The enhanced computer and telecommunications capabilities
this initiative would support, developed through an unprecedented public/private
partnership, will add dramatically to our competitiveness.
In past years, we have invested in economic development projects in a very piecemeal,
unplanned fashion. The UConn 2000 initiative will be the first step in an effort
to use our funds to greater effect, and in a way that benefits all of Connecticut's
citizens.
The fund would cover the cost of rebuilding many of the facilities that are
falling into disrepair, construction of new facilities (particularly in the sciences
and technology), improvement of student life to a competitive level, and repair
of an aging infrastructure in desperate need of an overhaul. In addition, it will
fund the acquisition and installation of equipment and technology that will enable
students to learn 21st century skills, and increase access to resources on the
main campus for students at the regional campuses.
Categories of expenditures, with a few examples of the projects covered in each
category, include:
New
Building Construction. A
new chemistry building,
biotechnology facility,
School of Pharmacy,
School of Business,
and expansion of
the Technology
Quadrant, the heart
of UConn's applied
science and technology
programs.
Major
Renovations. Conversion
of buildings to
increase and improve
classroom space;
implementation
of new and current
initiatives on
regional campuses.
Deferred
Maintenance. Repair
the structural
problems at Babbidge
Library; bring
buildings up to
code; eliminate
chronic leakage
and drainage problems. Student
Life. Provide
for a complete
overhaul of University
dorms, starting
with Storrs' South
Campus. (UConn
already provides
its students with
far less room space
than the national
average µ a
strong competitive
disadvantage when
it comes to attracting
students.)
Equipment
Replacement and
Upgrades. Provide
for the purchase
of educational
and computer equipment
for all campuses;
create a telecommunications
system linking
all campuses and
other points across
the state to increase
learning opportunities.
Utilities
Improvements. Replacement
of decades- old,
inefficient electrical
and plumbing systems,
dangerously in
need of repair
in many locations.
Public
Access. Improve
parking, roadways
and walkways for
easier access for
all traditional,
non- traditional
students and visitors
to the campuses.
Why
does UConn want
direct financial
management control
of its capital
projects? Under
the current system,
the University
must often wait
years for initiation
and completion
of construction,
renovation and
maintenance projects
not under its control.
Its analysis estimates
that eliminating
bureaucratic obstacles
and increasing
management flexibility
would cut the cost
of the proposed
projects by millions.
The University's track record since it was given direct financial management
responsibility for projects under $2 million reinforces that analysis. Since UConn
was granted this limited autonomy, projects have been completed in one-third of
the time similar projects took under the old system of management.
The success of every thriving public research university in the country - institutions
like the Universities of Michigan, Wisconsin and Ohio State - rests on three factors:
consistent and reliable financial support from the state; direct financial management
control; and a significant fund raising capability. This initiative is designed
to secure all three for the University of Connecticut.
Is
a new stadium part
of this proposal? It
is not part of
the proposed legislation.
This initiative
is focused entirely
on academic concerns.
Why
should we do this
now, when we're
trying to cut state
spending? The
state must set
priorities, and
we are at an important
turning point in
Connecticut's economic
development. If
we allow UConn
to decay and diminish,
we will inevitably
lose our position
as a state recognized
for the skill and
brainpower of its
workforce. Technology-based
industry will abandon
Connecticut. We
cannot afford to
put this off. Rebuilding
and renewing the
University will
only cost more
if we wait.
Since
money is tight
right now, why
not just allocate
enough money to
make the repairs
that can't wait? For
decades we have
applied the same
philosophy to UConn.
Everyone knows
the result. The
Band-Aid approach
doesn't work. Delaying
investment will
only cost more
later. As we come
out of the worst
recession since
World War II, we
know that quality,
accessible higher
education will
be one of the foundations
of a renewed Connecticut.
If we neglect that
foundation - and
throw away our
greatest natural
resource, our brainpower
- we cannot regain
our economic strength.
What
is the benefit
to the regional
campuses? This
consistent funding
approach will enhance
UConn's ability
to serve the educational,
research and technological
needs of the entire
state. It will
ensure the success
of major enhancements
already underway
in Stamford, and
support the possible
Hartford campus
relocation; it
will help Avery
Point in its mission
to become a major
marine science
and technology
center; it will
renovate and add
classroom and lab
space on all regional
campuses, and improve
telecommunications
links with the
main campus.
Won't
this reduce the
state's oversight
of spending at
UConn? Increasing
direct management
control will not
decrease accountability.
The University
will submit annual
reports to the
Office of Policy
and Management
and the General
Assembly every
year with detailed
accounting of its
progress and expenditures.
How
will we pay for
this without raising
taxes? Nearly
20% of this initiative
will be privately
funded through
corporate, foundation
and individual
contributions.
More importantly,
this must be a
legislative priority
for the soundest
economic development
reasons. The majority
of the proposed
expenditures are
to be covered through
bonding, and the
cost is spread
over 30 years.
The money is there
to do this, without
raising taxes,
if we all agree
that our future
depends on it.
How
will UConn raise
$250 million? The
University is preparing
to launch a massive
institutional advancement
campaign. In the
last year, UConn
has named officials
with strong fund
raising backgrounds
from some of the
nation's most successful
public universities
to head its development
efforts. Research
shows tremendous
untapped financial
support among UConn's
friends and alumni,
and the program
outlined in UConn's
initiative is structured
similarly to those
in several states
which have conducted
successful campaigns
with equally ambitious
goals. Most importantly,
the matching grant
component of the
initiative provides
a powerful incentive
for corporate and
private contributors.
How
much of the cost
of these projects
will be covered
by student tuition
and fees? Tuition
at UConn has risen
129% in the last
five years. To
remain competitive,
the University
cannot pass the
burden for this
program on to students
through additional
fees and costs.
Some percentage
of current fees
will be used to
offset the cost
of this program,
and a modest fee
increase is possible
for students in
the future. But
no current student
will see an increase
in tuition and
fees due to this
capital initiative.
How
does state spending
on UConn compare
with what other
states spend on
their research
universities? Connecticut
spends less than
one-half the national
average of what
other states spend
on their universities
(as percentage
of state tax revenues
that go to higher
education; 8.3%
national average
vs. 3.8% for Connecticut).
Since 1989, state
spending on higher
education as a
percentage of the
total state budget
has dropped 37%.
We now rank 46th
among all states
in percentage of
tax revenue spent
on higher education.
How
will UConn fund
operation of these
new facilities? UConn
will not need any
additional funding
for the new facilities
at the Storrs campus,
but will for expanded
operation of the
regional campuses
in future years.
Building up its
endowment will
cover the cost
of additional operating
expenses, scholarships,
etc.
With
all its athletic
success, can't
UConn divert dollars
from its athletic
program to academics? In
a sense, it already
does. Unlike most
universities, athletics
at UConn are almost
completely self-supporting.
That means athletics
don't drain revenue
from the academic
side.
This is a 10-year, $1.75 billion program financed over 30 years. This includes:
- A
$1.3 billion building
program, including:
- $50
million
in savings
by transferring
control
of projects
from the
State
Department
of Public
Works
to the
University.
- $50
million
in private
donations
- $50
million
in matching
dollars
from the
state
- $1.150
billion
from state
bonds
- A
$400 million
endowment, including:
- $200
million
from additional
private
donations
- $200
million
in matching
dollars
from the
state
- A
$50 million fund
raised through
private donations
to support operating
needs.
