UCONN 2000
FOUR
YEAR PROGRESS REPORT
1995
- 1999
EXECUTIVE
SUMMARY
Table
of Contents:
UCONN
2000: 1995
On June 7, 1995, the General Assembly adopted Public Act 95-230, An Act to Enhance
the Infrastructure of the University of Connecticut, now codified as Sections 10a-109a
through 109y of the Connecticut General Statutes. When the final vote was cast
for the act now known as UCONN 2000, the renaissance of the University of Connecticut
began.
On June 22, 1995, Governor John G. Rowland signed UCONN 2000 into law at a ceremony
in front of Babbidge Library, the symbol of the University's crumbling infrastructure.
Through UCONN 2000, the executive and legislative branches recognized and addressed
the University's need for a comprehensive infrastructure renewal program to attract
Connecticut's high-achieving students, to educate a top-notch workforce and to
compete effectively for job-creating research grants. The legislative program was
designed to rebuild, restore and enhance the University's physical infrastructure,
but it was also designed to enhance programmatic excellence by jump-starting the
University's private fundraising with an endowment matching grant program. The
overwhelming bipartisan support for UCONN 2000 reflected the depth of consensus
regarding the goals as articulated in the law's statement of purpose:
The
purpose of the
University of
Connecticut 2000
Act is to promote
the welfare and
prosperity of
the people of
the state and
the continuation
and improvement
of their educational
opportunities
by approving
a special capital
improvement program
for the University
of Connecticut
and enabling
the University
of Connecticut
to borrow money
and enter into
financing transactions
in its own name,
on behalf of
the state, to
expand the authority
of the University
of Connecticut
to construct
projects and
to assure a state
commitment to
support the financing
of the acquisition,
construction,
reconstruction,
improvement and
equipping of
facilities, structures
and related systems
for the benefit
of the educational
and economic
development needs
of the state
and the University
of Connecticut,
all to the public
benefit and good,
and the exercise
of the powers,
to the extent
and manner provided
in the University
of Connecticut
2000 Act, is
declared to be
for a public
purpose and to
be the exercise
of an essential
governmental
function.
Section
10a-109b
Legislative finding of purpose
On February 10, 1995, the University Board of Trustees adopted Beyond 2000:Change, the
Strategic Plan which articulates the University's aspirations for its academic renewal:
The
University of
Connecticut aspires
to be the outstanding
public university
in the nation...
a center for
lifelong learning
which excels
in both teaching
and research...
a diverse community
whose values
promote mutual
respect, inspire
intellectual
curiosity and
encourage service
to society...
an environment
that fosters
academic and
artistic achievement
as well as productive
and responsible
student life...
an institution
with a global
perspective that
recognizes its
special obligation
to enhance the
quality of life
and economic
well-being of
Connecticut.
Just as UCONN 2000 is the General Assembly's blueprint for transforming the
physical infrastructure, the Strategic Plan is the blueprint for reshaping UConn's
scholastic and social environment. These blueprints may be separate, but they are
interdependent: while it is the Board's vision of renewal that sets the context
and direction for the capital building program, it is the legislature's support
that turns the vision into the bricks and mortar of lecture halls, research labs
and residential and recreational facilities. Still, the finest buildings in the
world are not enough. It is first class faculty, programmatic focus, community
spirit and eager young minds that bring a university to life. The Strategic Plan
is the value system for UCONN 2000. Neither blueprint can become reality without
the other.
On September 5, 1995, almost 2,700 freshmen entered the University as the Class
of 1999-- the last class of the 20th century.
UCONN
2000: 1999
On January 1, 1999, only three and one-half years after its passage, UCONN 2000
has already seen many of its goals realized. When members of the Class of '99 receive
their diplomas this spring, they will leave a campus in transformation, a campus
they could not have imagined upon enrollment. When members of the 1999 General
Assembly review the progress of the UCONN 2000 program, they will see tangible,
measurable results which demonstrate attainment of the original policy objectives
of keeping high-achieving students in state, rebuilding the University's campuses
and increasing private investment.
- Student
Recruitment and
Enrollment: Student
enrollment has
increased in
size, diversity
and academic
skill. 1998 freshman
enrollment has
jumped nearly
17 percent over
the prior fall
semester; minority
enrollment is
up 27 percent.
Additionally,
enrollment increased
significantly
at four of the
five regional
campuses, including
42 percent growth
at the new downtown
Stamford campus.
The average SAT
score of the
freshman class
is eight points
higher than that
of last year's
class.
Although
the impact of
UCONN 2000 on
enrollment cannot
be measured
with
strict
precision, the
physical transformation
of the campuses
is clearly a
major
contributor.
For years, surveys
of students who
were accepted,
but who chose
not to attend
UConn said the
physical condition
of the campus
was a primary
reason for going
elsewhere. (Many
of these students
were Connecticut
residents who
then left the
state; Connecticut
is the second
highest state
exporter of college
students nationally
after Alaska.)
The quality of
academic buildings
and on-campus
housing was consistently
cited as a significant
reason for choosing
not to enroll,
and the surveys
showed that prospective
students lacked
confidence in
the academic
program as a
result of the
poor impression
left by the University's
physical state.
UCONN 2000 is
helping to slow
the "brain
drain."
- Rebuilding,
Restoring and
Enhancing UConn's
Facilities: Even
before the close
of the program's
first phase,
a profound physical
transformation
has already taken
place at the
University's
main and regional
campuses. Since
1995, 97 construction
and renovation
projects have
been completed;
51 are currently
underway. At
Storrs, the major
projects that
are completed
include the Chemistry
building, South
Campus dormitories,
North Campus
Parking Garage,
the enclosure
of the Ice Rink,
the addition
of 2000 seats
to Gampel Pavilion,
and the Field
House renovation.
More than 60
classrooms have
been renovated,
enabling the
integration of
modern technology
into curriculum.
Construction
is underway on
the Biological
Sciences building,
the Agricultural
Biotechnology
building, and
the Fine Arts
building; groundbreaking
for the School
of Business Administration
building will
take place this
spring.
The
main campus at
Storrs has been
rethought in
accordance with
a new Master
Plan. In 1998,
a pedestrian
core was put
in place, featuring
a new central
mall with plazas
and major crosswalks
that signal the
heart of campus.
Less visible,
but critical
improvements
to the University's
backbone infrastructure
-- roadway, transportation,
utility and information
technology networks
-- are completed
or underway.
Similar transformations
are completed
or taking place
at the University's
regional campuses.
A new campus
in downtown Stamford
opened in January
1998. Design
is done on the
agricultural
facility at the
Torrington campus
and upgrades
at the Greater
Hartford and
Waterbury campuses
are planned.
An already enhanced
School of Law
campus has further
improvements
in the planning
stage. Utility
infrastructure
improvements,
a new marine
science building,
and extensive
renovations to
Branford House
are underway
at Avery Point.
The
infrastructure
program recognizes
that state-of-the-art
equipment is
essential to
good instruction
and research.
Expenditures
for equipment
during Phase
I will total
$60.5 million,
93% of which
is for educational
equipment: computers
comprise the
lion's share,
but research
and education
require microscopes,
incubators and
oscilloscopes,
too. The remaining
7% of expenditures
is for physical
plant (maintenance
equipment), safety
(fire and police),
administrative
(primarily systems-related)
and transportation
services (shuttle
service has tripled
with the transition
to a pedestrian
campus). Sixty-three
high tech classrooms
have been equipped.
This commitment
has enabled the
University to
recruit new researchers
and attract federal
and private grant
funds.
UCONN
2000 funding
has had a profoundly
positive effect
on the University's
library system.
The development
of digital information
resources has
meant that the
benefits of a
major research
library at Storrs
can now be extended
not just to students
and faculty throughout
the main campus,
but to the regional
campuses, Law
School, and Health
Center as well.
UCONN
2000 funds have
been instrumental
in changing the
very character
and services
of the library.
The telecommunications
infrastructure
of the entire
building was
brought to state-of-the-art
readiness with
data ports available
at most student
and faculty study
seats. The entire
reference floor
was reconfigured
into an electronic
information center
complete with
information cafés,
micro-computer
labs, electronic
classrooms, and
a faculty development
center where
teaching faculty
can learn the
most current
techniques of
technology-facilitated
instruction.
Early indications
of the success
of the renovations
show that use
of the library
is running 25
percent above
its previous
all-time high.
This
transformation
will only continue
as UCONN 2000
unfolds.
- Private
Fundraising and
Investment: The
UCONN 2000 endowment
matching program
has proven to
be a tremendous
incentive for
private giving
by alumni and
other benefactors
to the University.
The initial three-year
$20 million matching
grant initiative
was fully subscribed
in only 18 months.
Annual gift receipts
have risen from
$8.2 million
in 1995 to $20.4
million in 1998.
During the course
of UCONN 2000,
total endowment
assets have grown
from $53 million
in 1995 to $128
million in 1998.
Total assets
of the University
of Connecticut
Foundation reached
$154 million
at June 30, 1998.
In addition to
individual gifts
supporting a
vast range of
activities (from
cancer research
to chemistry
education to
insurance law
to teaching gifted
children), the
excitement of
UCONN 2000 has
led to commitments
from private
sources to cover
the costs of
a new University
Visitors program
and a permanent
home for the
University of
Connecticut Foundation
on the main campus
in Storrs.
RETURNS
ON THE UCONN 2000
INVESTMENT
- Educating
Connecticut: Since
87% of the University's
undergraduates
are residents
of Connecticut,
the financial
investment of
UCONN 2000 benefits
-- first and
foremost -- our
own.
- Jobs
for Connecticut: As
of November 30,
1998, the University
had awarded 95
contracts valued
at $277 million
pursuant to its
UCONN 2000 authority.
93 percent of
the contracts
(88 contracts)
have been awarded
to in-state vendors
(primarily construction
contractors,
architects, engineers
and similar service
providers). In
dollar terms,
86 percent, or
$237 million,
has been awarded
to Connecticut-based
contractors from
more than 40
towns. Of the
$277 million
in construction
contracts, $63.8
million has gone
to minority-owned,
women-owned or
small business
enterprises.
In a report recently
commissioned
by the University,
its Connecticut
Center for Economic
Analysis indicates
that benefit
to cost ratio
estimates for
the program range
from 2.03 to
3.76 dollars
returned for
each dollar invested
in UCONN 2000;
the economic
model displays
this value in
terms of employment,
income and population
growth.
- Academic
Excellence: UCONN
2000 is enabling
the University
to align its
physical infrastructure
with its strategic
goals for academic
excellence by
matching first-rate
facilities with
carefully targeted
investments in
academic programs.
For example,
new buildings
planned for the
Schools of Business
Administration
and Pharmacy
as well as for
the Biological
Sciences/Physics
are consistent
with the University's
strategic plan
to enhance these
growing centers
of excellence.
Investments in
regional campus
facilities provided
impetus to clarify
their academic
role and scope
and tailor academic
programs to regional
strengths - such
as degree programs
in information
technology and
coastal studies
at Stamford and
Avery Point respectively,
that anticipate
and respond to
the unique social
and economic
identities of
their communities
and markets.
Renovations and
improvements
to the Greater
Hartford, Waterbury
and Torrington
campuses reflect
the commitment
the University
has made to these
campuses through
the Tri-campus
initiative, designed
to streamline
administrative
operations and,
for the first
time ever, offer
students the
chance to obtain
four-year degrees
at those campuses.
- Faculty
Recruitment: Having
new, state-of-the-art
facilities and
equipment has
greatly enhanced
UConn's ability
to recruit a
world-class faculty.
In the past two
years, new teaching
hires have been
among the most
talented and
diverse faculty
classes in the
University's
history. In 1997,
43 percent were
women and 31
percent identified
themselves as
members of under-represented
racial groups.
In 1998, 49 percent
of the new faculty
class were female
and 22 percent
identified themselve
s as members
of under-represented
racial groups.
In the fall of
1994, 11 percent
of UConn's faculty
was minority;
by 1998 that
number had risen
to 15 percent.
In choosing UConn,
these outstanding
academics are
demonstrating
the growing national
and international
reputation of
the University.
As
it recruits new
faculty members,
the University
has been particularly
well poised to
invest in areas
of excellence
because of the
opportunity provided
to refill a portion
of the faculty
vacancies created
by the state's
Fiscal Year 1997
Early Retirement
Incentive Program
as well as the
University's
own early retirement
incentive the
previous year.
The ability to
refill positions
has enabled the
University to
make strategic
hiring decisions,
enhancing areas
of academic excellence
and improving
faculty diversity.
This, combined
with the growing
number of state-of-the-art
facilities, labs
and equipment,
is in turn increasing
UConn's capacity
to attract federal
and private research
grant funds.
- Private
Partnerships: Private
sector decisions
to invest in
the University
have not been
limited to the
more traditional
forms of gifts
and grants. The
University and
Pfizer, Inc.
have formed a
partnership to
create a Center
for Excellence
in Animal Vaccine
Research on the
Storrs campus.
Pfizer will fund
the state-of-the-art
laboratory facility
to expand research
into the prevention
of livestock
diseases that
compromise food
safety and increase
agricultural
animal production
costs. The University
will manage the
facility and
occupy 20 percent
of the building
for use by UConn
researchers.
In
southwestern
Connecticut,
GE Capital, XEROX,
and KPMG Peat
Marwick, are
just a few of
the Fairfield
County corporations
that have partnered
with the University
at its new Stamford
campus to create
the Connecticut
Information Technology
Institute (CITI).
CITI's mission
is to build a
hub in information
technology that
responds to the
educational needs
of the region
by providing
flexible, creative
and instructionally
sound solutions
to workforce
development.
The program is
so important
to the business
community that
$3.4 million
of the estimated
$6 million endowment
necessary to
fund the program
has already been
raised.
- Collaboration
With Institutions
Of Higher Education: The
UCONN 2000 legislation
looks to the
University to
consider opportunities
to coordinate
programs and
services with
other state public
and independent
institutions
of higher education
as it initiates
or expands programs
at regional campuses.
The past four
years have seen
increased collaboration
with the Community-Technical
College System
and the Connecticut
State University
System across
a broad range
of opportunities,
including articulation
agreements, joint
offerings, shared
curriculum planning,
joint degree
arrangements,
coordinated services
(such as guidance/referral
and library access)
and shared facility
use.
The
University's
Board of Trustees
has adopted new
role and scope
statements, currently
awaiting approval
by the Board
of Governors
for Higher Education,
for all of the
regional campuses;
activities at
each campus reflect
a heightened
level of collaborative
activity. Discussions
have also been
held with independent
higher education
institutions
regarding the
Stamford campus
relocation and
the University
has become a
member of the
Greater Hartford
Higher Education
Consortium, a
public/private
collaborative
now working with
the MetroHartford
Millennium Project.
KEY
PROVISIONS OF UCONN
2000
- Reliable
Funding: The
law provides
$962 million
in bonding authority,
over a ten year
period with annual
caps, to construct
new buildings,
renovate and
repair existing
facilities and
purchase new
equipment. $382
million is authorized
for Phase I,
the first four
years of the
program.
- Authority: UCONN
2000 authorizes
the University
to plan and implement
a capital construction
program independently,
with the authority
to issue securities,
in cooperation
with the Governor
and the State
Treasurer, on
behalf of the
state to finance
UCONN 2000. The
law also gives
the University
the responsibility
to manage, prioritize
and sequence its
own construction
projects. This
reflected the
understanding
of the General
Assembly that,
unlike discrete
and separate state
agency building
projects, UConn
must construct
an integrated
system of buildings,
utility systems,
roadways, and
electronic networks
servicing and
linking its campuses
in furtherance
of its strategic
plan and academic
priorities.
- Flexibility
and Local Control: Recognizing
the uncertainties
and exigencies
inherent in managing
a ten-year building
program, the
statute provides
authority to
move projects
between phases
as well as to
increase or decrease
project funding
with the approval
of University's
Board of Trustees,
so long as the
University observes
the annual statutory
bonding caps.
This flexibility
takes account
of the fact that
the project cost
estimates in
the law were
preliminary projections
done years in
advance without
detailed program
and design specifications.
The "local
control" afforded
the University
has been important
for other reasons.
On the main campus,
where an enormous
amount of building
is going on in
a relatively
confined space,
balancing the
logistics of
construction
work, traffic
flow, delivery
needs, safety
and user access
has required
flexibility,
as has the need
for swing space
for instructional
activity and
faculty offices
during renovations.
- Endowment
Matching Grant: UCONN
2000 established
a three-year
pilot program
that provided
a $20 million
matching grant
to encourage
the University's
private fundraising
efforts and build
its endowment.
Every private
dollar raised
through this
program is matched
by one state
dollar. Funds
support student
scholarships,
faculty positions,
and academic
programs. (Note:
Based on the
tremendous success
of this program,
which was fully
subscribed in
only eighteen
months, the General
Assembly extended
the match for
the duration
of UCONN 2000
and made available
an additional
$52.5 million
on a 1:2 basis
- one state dollar
to every two
private dollars.)
- Accountability: The
Act requires the
University to
submit semi-annual
reports on the
status and progress
of UCONN 2000
to the Governor
and the General
Assembly. The
University is
also required
to submit a four-year
UCONN 2000 performance
review report
to the Governor
and the General
Assembly through
the Education
and Finance, Revenue
and Bonding Committees
by January 15,
1999.
UCONN 2000 provided the University with a predictable and stable source of capital
funding and authorized it to plan and manage its capital construction program independently.
The University has sought to maximize the potential of this unprecedented opportunity.
- Comprehensive
Planning: To
assure maximum
return on the
state's investment,
the University
created a new
physical Master
Plan to guide
development at
its main campus.
The plan creates
a coherent campus-wide
blueprint, with
a pedestrian
core, major pathways
and "neighborhoods" that
emphasize the
special character
of academic,
recreational
and residential
areas. The Plan
also sets strict
siting and design
standards which
capitalize on
the existing
beauty of the
campus, while
at the same time
ensuring the
efficient, durable
and technologically
sound infrastructure
necessary to
meet the needs
of the 21st century.
- Integration: UCONN
2000 enables the
University to
take a comprehensive,
rather than piecemeal,
approach to rebuilding
its physical plant.
The University
is developing
long-term and
integrated roadway,
transportation,
utility, and technology
networks that
will support new
construction as
well as the needs
of the institution
well into the
next century.
Roadways
have been added,
realigned and
closed 1) to
move traffic
out of the core
of the campus
in keeping with
the new pedestrian
focus 2) to enhance
safety and 3)
to ensure an
efficient and
user-friendly
shuttle system
for students,
staff, faculty
and visitors.
The opportunity
to plan comprehensively
has led to a
centralized utility
infrastructure
which will produce
significant savings
due to efficiencies
in terms of energy
use, standardization
of control systems
and ease of maintenance.
Additionally,
architectural
building guidelines,
materials specifications,
and fixture and
landscape standards
have been adopted
to unify the
overall look
of the Storrs
campus. Signage
across the entire
University will
also now be standardized.
This type of
coordinated approach
is not possible
when infrastructure
needs are addressed
on a project
by project basis.
- Customer
Focus: UCONN
2000 also recognized
that, unlike
state agencies,
the University
exists in a competitive
marketplace and
must be responsive
to its primary
customers: students.
The authority
and flexibility
provisions of
UCONN 2000 allow
the University
to do just that
by creating a
campus that is
student-friendly
with safe, comfortable
housing, new
and renovated
academic buildings
containing state-of-the-art
classrooms and
research laboratories,
pedestrian walkways,
accessible campus
transportation,
and athletic
and recreational
facilities. Students,
faculty and staff
have been involved
in every phase
of development,
from the conceptual
framework of
the Master Plan
to project-specific
program and building
design.
UCONN
2000 PROGRAM GOALS:
HIGH QUALITY, EFFICIENCY AND COST-EFFECTIVENESS
With the independent management authority vested in the University by UCONN
2000 came the increased responsibility for administering funds and projects in
an efficient and accountable manner. The University has implemented management
practices and controls that ensure quality, save money and add value.
- Streamlined
Administration: The
University has
contained costs
for administering
and supervising
project construction
through its decision
to utilize private
sector contract
administration
services to supplement
a small in-house
project management
staff. Administrative
costs for internal
project management
since the program's
inception total
$1.3 million,
or one-half of
one percent of
the total cost
of the program
to date. The
resulting savings,
as compared to
pre-UCONN 2000
project management
fees (which were
never below 4%
and sometimes
exceeded 20%
for campus projects),
have been directly
invested in buildings,
equipment and
infrastructure
improvements
on the University's
campuses. UConn's
project managers
have frontline
responsibility
for delivering
projects on budget
and on schedule,
ensuring adherence
to the Master
Plan and collaborating
with the rest
of the University
community to
produce maximum
programmatic
benefits.
- Prequalification
of Contractors: UCONN
2000 specifically
directed the
University to
prequalify contractors
in accordance
with set criteria.
The process was
developed to
assure that contractors
who bid on a
project possess
construction
experience and
financial strength
commensurate
to the specific
project undertaken,
thereby increasing
the University's
and the State's
fiscal protection
and quality control.
Potential bidders
are evaluated
according to
criteria including
the following:
experience on
similar projects,
bonding capacity,
financial ability,
managerial ability,
technical ability,
prior project
quality, use
of subcontractors,
integrity, and
absence of any
conflict of interest.
Only those determined
to have met these
criteria are
eligible to submit
bids; the contract
is then awarded
to the lowest
bid by a responsible
bidder. A good
example of the
value of prequalification
is the recently
completed Chemistry
building. Only
contractors who
had been involved
with similar
large-scale high-technology
teaching and
research facilities
were selected
to bid on the
project. As a
result, the building
is one of the
most advanced
academic chemistry
buildings in
the nation. The
breadth of the
UCONN 2000 program
is such that
contractors who
do not meet the
criteria for
a project like
the Chemistry
building may
well be qualified
for smaller projects
like the Ice
Rink, Visitors
Center or the
many renovation
activities planned.
- Owner
Controlled Insurance
Program: In
undertaking authority
for capital construction
projects under
UCONN 2000, the
University also
assumed responsibility
for managing
the associated
risks. Although
state projects
in Connecticut
have always required
that contractors
and subcontractors
purchase their
own insurance
for workers compensation
and general liability,
it is also possible
for the construction "owner" (e.g.,
UConn) to secure
a single policy
in its own name
for the same
coverage. Such
coverage is known
as an Owner Controlled
Insurance Program
(OCIP). UConn's
OCIP has provided
the University
with a number
of benefits including
greater savings
through unified
purchasing power
and elimination
of contractor
markups, better
coverage and
limits, elimination
of gaps in coverages,
enhanced job
safety through
coordinated safety
programs, and
more opportunity
for minority
and small business
contractors who
might otherwise
find coverage
unavailable or
too expensive.
Over
$4 million in
savings have
been realized
to date through
the use of the
OCIP, with an
estimated total
of $8.9 million
in savings projected
through the completion
of UCONN 2000.
UConn has also
put into place
a more comprehensive
professional
liability insurance
program to ensure
protection beyond
that offered
by traditional "errors
and omissions" coverage.
- Technology
Support and Access: An
undertaking the
magnitude of
the UCONN 2000
program requires
powerful information
technology support.
With the need
to track more
than 100 capital
projects in process
at any given
time, UConn is
putting into
place CAPSTAT,
a new project
management database
system covering
all financial,
design and construction
aspects of the
program. A home
page on the World
Wide Web provides
information (including
architectural/engineering/materials
standards and
bid advertisements)
to those seeking
general knowledge
about, or professional
engagements with,
the UCONN 2000
program.
UCONN
2000: INVESTING
IN THE FUTURE
- Financing: Since
February 1996
three series of
Debt Service Commitment
Bonds have been
issued with a
face value totaling
approximately
$308 million and
a single Special
Obligation Bond
for South Campus
has been issued
with a face value
of $33.6 million.
The outcome of
the collaboration
with the State
Treasurer has
been very positive:
UCONN 2000 bonds
have met with
excellent marketplace
response.
In
October, Standard & Poor's
credit rating
agency upgraded
the State of
Connecticut's
General Obligation
ratings from "AA-" to "AA".
The "AA" rating
was also extended
to the University's
General Obligation
bonds back by
the State's Debt
Service Commitment,
and the University's
Special Obligation
bonds secured
by the State's
Special Capital
Reserve Fund.
The ratings upgrade
will result in
debt service
savings from
lower interest
costs. Equally
important, in
announcing this
news, Standard & Poor's
cited as one
of the reasons
for the upgrade
the focus of
the State's capital
budget on strategic
investments like
UCONN 2000, which
will enhance
the State's economic
competitiveness.
For
the complete Four
Year Progress
Report, contact
University Communications at (860) 486-3530.
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