UCONN 2000

Legislative Update No. 3

October 1, 1996

Table of Contents

I. A NEW PRESIDENT’S VIEW
II. THE UPDATE
III. ACTIVITIES COMPLETED OR UNDERWAY:

• PLANNING, DESIGN AND MANAGEMENT
• CONSTRUCTION
• PRIVATE FINANCIAL SUPPORT
• FINANCE
• COORDINATION WITH OTHER STATE PUBLIC AND INDEPENDENT INSTITUTIONS OF HIGHER EDUCATION

IV. CURRENT PROJECT STATUS (as of October, 1996)
V. CURRENT PROJECTS FUND SOURCES: UCONN 2000 (as of October, 1996)

Phillip E. Austin began his duties as the 13th President of the University of Connecticut on October 1, 1996. An academic known for forging strong ties to the political and business community while Chancellor of the University of Alabama System, Austin stated in a news conference following his appointment by the University Board of Trustees that UCONN 2000 and the University’s potential for greatness attracted him to the Presidency. “The opportunity in Connecticut is perhaps unique in American public higher education these days and I very much look forward to becoming a member of this team and leading the effort,” he said.

Speaking of what brought him to the University, Austin said, “One of my initial attractions to UConn was the availability and presence of UCONN 2000, which is an opportunity to transform an already good institution into a much better one. By spending the resources available through UCONN 2000, you can develop a physical plant that will attract and enhance faculty resources. Then you get the message out that UConn has superior faculty and physical plants — which attracts junior faculty and students. UCONN 2000 allows the potential for transformation.” But, he noted, the first step is to determine programmatic and academic priorities, which should drive how the physical plant is assembled and what is built.

“The best thing about the University of Connecticut,” Austin has said, “is that at the end of ten years, it will arguably have one of the most magnificent sets of infrastructure in the United States. That’s the beginning of the process. Comprehensive libraries, clean, safe physical facilities; state-of-the-art instrumentation and laboratories are all necessary to pursue excellence at a research university. In the first instance and the last instance, it’s the quality of the faculty and how they interact with the students that determines whether or not one pursues, achieves and maintains national stature. What will be provided [via UCONN 2000] is a set of physical facilities that will allow us to improve facilities for faculty and to give them the environment they need to attract the best students in the country.”

This is the third in a series of semi-annual reports to the Governor and the General Assembly pursuant to the provisions of Public Act 95-230, An Act to Enhance the Infrastructure of the University of Connecticut, the law that is now known as UCONN 2000.

The first report, dated October 1, 1995, placed this historic undertaking in the context of the University’s strategic plan and provided a summary of the provisions of the law. Because the reporting deadline followed so closely on the heels of the enactment of UCONN 2000, many of the activities on which the University is required to report were in the earliest stages of development. This, and future reports, will contain an increasing level of detail as projects are implemented and completed.

While most of the activities mentioned in this report are projects specified in the UCONN 2000 legislation, some are supported in whole or part by other funding sources. All significant projects underway are presented in this report, however, for two reasons. First, it is essential that all major capital activities are developed, implemented and reported in a comprehensive manner. Second, UCONN 2000 did more than provide a funding structure for the rebuilding of the University. The law also conferred upon UConn the flexibility and management authority necessary to enable the University to move forward with this tremendous effort in a focused and expeditious manner. Every aspect of the University’s physical renewal has benefitted from the management oversight provisions of UCONN 2000.

• PLANNING, DESIGN AND MANAGEMENT

• On July 12, 1996, the Board of Trustees approved the list of Fiscal Year 1996-97 UCONN 2000 projects. (Please see Attachment A.)
• An Owner Controlled Insurance Program has been put into effect for Phase I. In undertaking authority for its own capital construction projects under UCONN 2000, the University also assumed responsibility for managing the associated risks. Although public works projects in Connecticut have traditionally 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), or “wrap-up”. Policies covering multiple construction projects at various sites, appropriate to UCONN 2000, are known as “rolling wraps”.

The possibility of employing an OCIP for UCONN 2000 was investigated because of several potential benefits:

• Greater savings through greater unified purchasing power and elimination of contractor markups
• Better coverage and limits
• Elimination of gaps in coverages
• Enhanced job safety through coordinated safety programs
• More opportunity for participation by minority and small business contractors who might otherwise find coverage unavailable or too expensive.

In March, 1996, interested firms were invited to submit their qualifications to provide brokerage services in structuring a UCONN 2000 OCIP should the University decide to use this insurance option. On the basis of their responses, five firms were invited to give oral presentations discussing their experience with, and planned approaches to, a “rolling wrap.” The two firms whose proposals were deemed strongest were then assigned insurance markets (i.e., carriers) and asked to prepare insurance programs according to University specifications, with price quotes, in sixty days.

Sedgwick James of New England, Inc., was named UConn’s prospective OCIP broker in June. The financial benefit of the OCIP was tested in bidding for the downtown Stamford relocation project, for which contractors were instructed to bid both with and without their own insurance. Sedgwick James assisted in review of the bids to confirm that all contractor insurance costs had been eliminated from bids “without”. After adjusting for attribution of insurance costs under an OCIP, the University estimated it would save a minimum of $400,000 as compared to the cost of contractor-supplied insurance on this project.

The University has, therefore, undertaken an OCIP with Sedgwick James, for projects in Phase I of UCONN 2000, effective September 20, 1996. Reliance Insurance Company is the carrier. Under terms of its brokerage contract, Sedgwick James will provide both a full-time, on-site insurance administrator and safety program consultant. While ultimate OCIP savings will depend on loss experience, particularly with regard to workers compensation, expected total savings in Phase I are between $4 and $5 million. The University has reserved the option to expend the OCIP to Phase II projects if justified.

• UCONN 2000 authorizes the University to prequalify contractors in accordance with set criteria. Potential responsible qualified bidders are evaluated with reference to seven governing categories of consideration:
• • Experience on similar projects
  • Bonding capacity
  • Financial ability
  • Managerial ability
  • Technical ability
  • Integrity
  • Absence of any conflict of interest.

A more detailed description of the prequalification process is available in Attachment B.

• In accordance with the pre-qualification process, contractors have been qualified for bidding on the Stamford, Chemistry and Drama/Drama Music projects. Major subcontractors were also pre-qualified on the Chemistry project. The process is continuing on the following projects:
• • Avery Point Marine Science Center
  • South Campus Dormitories
  • Ice Rink Enclosure
  • Central Warehouse
  • White Building
• The process of selecting architects has begun for the following Year Two UCONN 2000 Projects:
• • New School of Business Building
  • Parking Garage
  • Renovations to the Waring Building
  • Renovations to Wilbur Cross
  • University Programs Building
  • Renovation of the Northwest Dormitories
  • Litchfield Agricultural Center
• Interviews were held with five firms in order to choose a provider of Construction Administration Services. The firm of Fusco/Bechtel of New Haven, Connecticut was selected. The provision of such services will serve as an adjunct to the University’s Facilities Management Department in providing field services during the construction phase of several projects.
• Design for the South Campus residence complex is nearing completion. The final design has three residential halls and one dining hall building. The project will go out to bid this fall, with occupancy still scheduled for the fall of 1998. This project has been deemed absolutely critical in University planning; with a 7% increase in Storrs freshman enrollment this year, residential space is already at a premium.
• Preliminary construction documents for the Avery Point Marine Science Center will be finalized in October 1996. The project will be bid in November 1996, with construction to last two years.
• The Agricultural Biotechnology Laboratory project has moved into the design development phase. The nearby Dairy Barn will be preserved as the result of recent design modifications. To date, $3.85 million of federal funding has been authorized for this project. The design work will be completed by the summer of 1997 by Svigals Associates of New Haven, Connecticut. Groundbreaking for the facilty was held on September 29, 1996.

• CONSTRUCTION

• Bids have been reviewed for the Stamford downtown relocation project and the project will be awarded to the low bidder, Walsh Construction of Trumbull, Connecticut. The very competitive bids were within the construction budget. The project is set to be completed by the start of classes in the fall of 1997.
• Bids are due September 25, 1996 on the new Chemistry building. Eight contractors have been pre-qualified along with nine electrical, seven plumbing and seven Heating, Ventilation and Air Conditioning (HVAC) sub-contractors. The project will take two years to complete.
• The Gampel Seating Expansion Project is on budget and ahead of schedule. Originally scheduled for construction over two summers, all work will be completed by October 15, 1996. All concrete work is done and seats are now being installed. The contractor for this project is O & G Industries of Torrington, Connecticut.
• The Babbidge Library repairs are continuing. Structural steel has been placed on the east, south and west sides of the building. Masonry installation has begun. This project, the last at UConn to be completed under the management oversight of the state Department of Public Works (DPW), is scheduled to be completed in the summer of 1997.
• All demolition activity has been completed on the Field House Renovation Project. Footings and foundations have been poured for the areas of the expansion. Structural steel has been sandblasted and repainted. The completely renovated facility will re-open at the start of fall 1997 classes. The contractor is Konover Construction of West Hartford, Connecticut.
• The only remaining work on the Towers Renovation is the placement of some marble panels, scheduled to be installed in October 1996. The project, which included new roofs, windows and replacement/repair of the facade, has transformed the exterior durability and aesthetics of these residence halls.
• Classroom renovation took place this summer in the School of Business Administration, Design and Resource Management, Communication Sciences, Whetten Graduate Center, Ratcliffe Hicks and Monteith.
• The rebuilding of Gilbert Road was completed over the summer. Included in the project were replacement of the utilities (stream and storm water) under the road, new curbing, new sidewalks and repaving of the road surface. Additional parking was created at the Alumni Quad Dorms.
• Additional parking has also been created on Horsebarn Hill Road by a recently finished construction project. Lighting, curbing and sidewalks were included in the project scope, vastly improving access and safety.

• PRIVATE FINANCIAL SUPPORT

• The goal for private financial support for Fiscal Year 1995-96 was $12 million in receipts (pledges are no longer counted toward the goal). Actual gift receipts for the University totaled $13.34 million. This amount represents a 62% increase over Fiscal Year 1994-95. The goal for private financial support for Fiscal Year 1996-97 is $18 million.
• An analysis of the private giving results for Fiscal Year 1996-97, as compared with1995, reveals several noteworthy trends. Although all areas of the University benefited from increased charitable contributions, the academic program showed the most dramatic increases. Specifically, gifts to Storrs and the regional campuses were up 99%, gifts to the Health Center were up 57%, and gifts to the athletic program were up 48%.

• Many University supporters contributed for the first time, renewed lapsed giving, or increased their annual giving levels, which helped the Annual Fund raise $1.29 million through phonathon and direct mail efforts, a 46% increase. Fiscal Year 1996 unrestricted contributions totaled $1.05 million, an increase of 43% over the same period last year and 131% of the $800,000 unrestricted goal set for Fiscal Year 1995-96. Donors to the Annual Fund form a broadening base of major donors for the years ahead.

• Last July, the Board of Trustees approved guidelines governing the eligibility of private donations for the $20 million state matching funds made available under UCONN 2000. Generally, state matching funds are applied on a dollar-for-dollar basis to all private gifts and pledges of $25,000 to $2,000,000 which either create new endowments or add to existing endowments and are received in calendar years 1996, 1997 and 1998. (The State matching grant will be paid in Fiscal Years 1998, 1999 and 2000). By targeting investment to endowments, the matching program encourages new and existing donors to support the University’s long-term needs and assist the University in funding its highest institutional priorities.
• Alumni and other friends have shown great interest and enthusiasm for the endowment matching program made available under UCONN 2000. As of June 30, 1996, 91 documented, match-eligible pledges from private sources had been recorded. In total, these pledges amounted to $10.33 million and, once received and matched by the State, will permanently increase UConn’s endowment by $20.66 million. Actual cash receipts from donors against these pledges totaled $3.16 million through February 1996.
• Recent commitments to UConn illustrate what an incentive this unique public-private partnership is and how important private support is to the University.
• In June, the first payment of more than $500,000 was made on a three year, $1.5 million pledge by Ray Neag ’57. The gift will endow the Neag Family Center for Talent Development and the Lynn and Ray Neag Chair for Talent Development in the School of Education. The Neag Center will enhance UConn’s nationally recognized program for the gifted by linking the program’s three operating areas: summer outreach, graduate teaching and the National Research Center for the Gifted and Talented (NRCG/T). The new center will carry on NRCG/T’s cutting-edge research. It will also continue to turn out superior teachers, who now number more than 100 a year.
• A $1 million pledge by the Heilig family — Charles, wife Alice and daughter Cheryl — will endow the Murray-Heilig Chair in Molecular Medicine at the UConn Health Center. The chair is a major component of the Health Center’s strategic plan. When filled, it will pioneer gene therapy, a technology that underlies the future of medicine. The donors and the University believe that the chair will help catapult the Health Center into the top-tier of research schools. This is the second chair to be established by the Heiligs at the Health Center and was inspired by the opportunity of the state match.
• The School of Business Administration (SBA) will benefit from a commitment made by Robert Cizik ’53. Cizik’s pledge of $500,000 will establish the Robert Cizik Chair of Excellence in Manufacturing and Technology Management. It will be the first endowed chair in SBA. It will fund a full professorship, which will help SBA recruit a premier educator to foster joint business and engineering projects, conduct critical research, and forge strong ties with industry.
• Donyell Marshall continues to make history on the UConn basketball court. By making the largest initial donation by a recent UConn athlete, Marshall established an endowment to benefit a member of the men’s basketball team. With this $100,000 donation, scholarships for the program are now fully endowed.

• FINANCE

• UCONN 2000 authorizes the University to issue bonds to finance its capital infrastructure program. A significant amount of activity over the last year has revolved around this aspect of the legislation. The law provides that:
• The State pays the debt service on $962 million of UConn bonds.
• The State Treasurer manages the sale process and invests bond proceeds.
• The maximum annual issuance amount is limited to 120% of the estimated project expenditures during the following 12 months.
• The law also requires that the University of Connecticut Board of Trustees adopt a Master Indenture which is, in essence, a contract between the University and the banking and trust company providing services for bondholders. It authorizes the issuance of bonds and describes how the debt will be serviced. The Board of Trustees approved the Master Indenture in November 1995, and the State Bond Commission approved it as to form in December 1995. Also in November, the Board of Trustees approved the revised list of UCONN 2000 projects which will be financed by the state debt service commitment over the ten-year period.
• Consistent with the statutory provisions of UCONN 2000, the Board of Trustees has approved, and the Governor has accepted, Year 1 and Year 2 project lists totaling approximately $224 million. Of that amount, $83.9 million has thus far been financed by sale of the Series I bonds on February 7, 1996. Current cash flow projections show those funds will be exhausted in about fifteen months, or by May of 1997. The University thus expects, subject to discussions with the State Treasurer, to go to market with Series II bonds in the early spring of next year.
• The University has also been planning for the future operation and maintenance of facilities built or expanded by virtue of UCONN 2000. In addition to an in-depth examination of current maintenance activities and a focus on ensuring that new space is as efficient as possible, the University has adopted a budget plan which includes a new Infrastructure Maintenance Fee to become effective Fall 1997. The fee will fund new debt service to be incurred with the South Campus project revenue bonds and will eventually also partially fund operating and maintenance costs related to UCONN 2000 projects.

• COORDINATION WITH OTHER STATE PUBLIC AND INDEPENDENT INSTITUTIONS OF HIGHER EDUCATION

• The UCONN 2000 legislation contains a provision that, with regard to the issuance of securities or the initiation or expansion of academic programs at, regional campuses, the Board of Trustees:

… shall find and determine that the university has considered (1) whether there are opportunities to coordinate programs and services between the university and other state public and independent institutions of higher education and (2) whether there are opportunities to share programs and facilities with other public and independent institutions of higher education in conjunction with the projects being considered by the university.

The law also requires that such Board findings be included in the semi-annual reports mandated by the Act.

As Stamford relocation and program expansion plans proceed apace, the time had come in September for the Board to review the administration’s activities with regard to collaboration in order to determine whether “the university has considered” such opportunities. Clearly, the potential range of opportunity is broad and includes articulation between new and existing programs, joint offerings, shared curriculum planning, joint degree arrangements, coordinated services such as guidance/referral and library access and shared facility use. A brief summary of activities reviewed by the Board follows.

• Community-Technical Colleges

Over the course of the last fiscal year there were four meetings between administration and staff of UConn-Stamford and Norwalk Community-Technical College (NC-TC), with a focus on sharing information regarding each institution’s programs, enhancing the current course articulation agreement and exploring potential future coordination. These activities are on-going. A guide for NC-TC students who are interested in transferring into one of UConn’s articulated degree programs is already available.

• Connecticut State University (CSU)

Western Connecticut State University and Southern Connecticut State University are the CSU institutions within geographic proximity to Stamford. Beginning last spring, the UConn administration has participated in several meetings with CSU System Chancellor William Cibes and his staff; one of the meetings held at CSU offices included James Roach, President of Western Connecticut State University. Of prime concern to CSU representatives initially was a rumor regarding plans to include residential facilities at UConn-Stamford (UConn has no such plans); subsequently, discussions have focused on programmatic issues related to the institutions’ existing offerings and plans for course expansion, as well as the potential for better coordination among UConn, CSU and the Community-Technical College system in the area of instructional technology/distance learning. These discussions are continuing.

• Independent Colleges and Universities

There have been two meetings of representatives of UConn and Stamford area private institutions. The first took place on June 10, 1996 and was hosted by Michael Gerber, President of the Connecticut Conference of Independent Colleges. In addition to University representatives, present were Dr. Anthony Cernera, President of Sacred Heart University; Dr. Lawrence DeNardis, President of the University of New Haven; Dr. Richard Rubenstein, President of the University of Bridgeport; and Dr. Robert Wall, Academic Vice President of Fairfield University and members of their staffs. The discussion covered UConn’s plans regarding program expansion and the potential effect of those plans on the independent institutions in the region. While considerable interest was expressed in shared use of the UConn-Stamford downtown facility, the University cannot make any representations or commitments in this regard until renovations are completed, program and service offerings are in the final stages of preparation and emerging needs (such as presidential office space) have been accommodated. In addition, should space in the new facility be available, it may be appropriate to give priority to public higher education institutions’ needs. It was agreed at the conclusion of the first meeting that further discussions should focus on common programmatic interests.

The second meeting, hosted by Mark Swanson, Director of the UConn-Stamford campus, was held on August 13, 1996 with representatives of the four private institutions and representatives of the University of Connecticut. The nature of the discussion at this meeting was far more detailed, given the presence of individuals who were more deeply involved in local operations and offerings. The meeting started with the sharing of information about current offerings and future plans and ended with a commitment from UConn-Stamford to host meetings with local staff to enable discussions at a level of detail likely to produce concrete suggestions for cooperation. Several interesting ideas emerged, such as joint programs to bring in scholars of national and international reputation, non-credit assistance to local business where the needs exceed the capacity of any individual institution, technological hook-ups and a joint marketing effort with New York commuters as a potential target audience.

• The Department of Higher Education

On April 17, 1996, Commissioner Andrew DeRocco held a meeting of public and private sector representatives to discuss the UConn-Stamford initiative. This meeting culminated in the Commissioner’s suggestion that the group consider reshaping the initiative as currently conceived into a model more akin to a higher education center. The Commissioner has committed his agency to collecting data regarding educational consortia in other states to serve as the basis for further discussion.

• On September 13, 1996, the Board of Trustees of the University of Connecticut found and determined that the University “has considered,” in the words of the statute, opportunities for collaboration. Indeed, as the above information indicates, many of these activities go well beyond the level of “consideration” required by statute. Work with the above-referenced groups will continue, and these reports will apprise the General Assembly as some of the ideas currently under discussion move from the realm of theory into more concrete proposals.
• Approximately one year ago the University was invited to attend a meeting with the Connecticut Colleges Purchasing Group (CCPG), a purchasing consortium made up of private Connecticut colleges to discuss expansion of their membership to include public institutions of higher education. Clearly, one of the challenges to be met was the statutory requirements imposed on public institutions and how to meet those mandates in a private/public consortium environment. The University’s Director of Purchasing offered to perform the competitive bidding functions and public advertising services for consortium contracts, as required in the public sector, while simultaneously incorporating into the bidding and contract documents the specifications, terms and conditions necessary to meet the consortium members’ requirements. In June, 1996 the CCPG voted to expand its membership to include public institutions. In October, 1996, a meeting was held to set the direction for the expanded consortium, including a membership drive; UConn’s Director of Purchasing was chosen as contract coordinator for the group. The University is already contacting its present vendors to determine which are willing to extend UConn’s current discount rate to other consortium members immediately. All consortium members look forward to the cost-saving potential of this expanded collaborative effort.

CHART KEY:
*** = Planning and Design Completed

CURRENT PROJECT FUND SOURCES: UCONN 2000 – PHASE I

October 1996