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Strategic Plan: 2012-13 Recap

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Casey Matthews was the 3-meter diving national champion.

PURDUESPORTSDOTCOM
Casey Matthews was the 3-meter diving national champion.
PURDUESPORTSDOTCOM

July 22, 2013

August 2013 Report to the President
2012-13 Program Recaps

WEST LAFAYETTE, Ind. - As part of its strategic plan, the Department of Intercollegiate Athletics releases comprehensive annual updates. Following is a look back at the 2012-13 school year.

Athletics

We accumulated 518.5 points in the Directors' Cup and ranked 42nd out of 335 schools, which placed us in the 88th percentile. When tallying only those sports that we offer, our ranking moved up five spots to 37th. Last year, we finished 47th with 493.5 points, with an adjusted ranking of 40th when counting only our sports.

Twelve teams earned NCAA postseason opportunities, matching our average over the last five years, while six squads had upper-half Big Ten Conference finishes.

Women's golf placed third at the NCAA Championships, its eighth consecutive top 10 finish, and volleyball advanced to the Sweet 16 of the NCAA Tournament for the sixth time in the last eight years. Three other programs finished in the top 25 nationally - men's indoor track and field (18th), women's swimming and diving (19th) and men's swimming and diving (25th), while wrestling placed 31st and women's basketball and women's tennis both advanced to the round of 32 of their NCAA tournaments. Football played in a bowl game for the second straight season - the Heart of Dallas Bowl on New Year's Day - and for the 12th time in the last 16 years.

There were 27 total All-America honors (by 24 student-athletes), led by women's 3-meter diving national champion Casey Matthews. Eight Boilermakers earned first team distinction, including high jumper Geoff Davis both indoors and outdoors. Purdue had eight first team All-Big Ten selections, as well. A year ago, Purdue had 20 All-America honors (by 16 student-athletes), including two first team picks, and 15 first team All-Big Ten selections.

We had one Big Ten regular-season champion (women's golf) and one postseason tournament champion (women's basketball - its ninth title in the 19-year history of the event). Individually, we won three Big Ten titles: Vanessa McLeod (800-meter run - indoor track and field), Paula Reto (golf) and Dani Bunch (shot put - outdoor track and field). Reto was named the Mary Fossum Award winner for having the lowest season stroke average in the conference, and Matthew McClintock of men's cross country was named Big Ten Freshman of the Year.

Purdue hosted NCAA Volleyball Regionals at Mackey Arena.

Academics

Student-athletes maintained better than a 3.0 cumulative grade-point average (3.02) for the sixth consecutive year, and they now have performed better than the student body for 32 consecutive semesters - or 16 years. Our four-year graduation success rate stands at 80 percent, 1.6 percent better than last year and equal to the Division I average. It is tracking to reach 81 percent in 2014, as we work toward our 85 percent goal. This GSR metric, which factors in transfer activity, is not available for internal comparisons, but our federal rate of 71 percent is 3 percent better than the student body. Overall, 90 percent of student-athletes completing his/her eligibility at Purdue graduate.

Ariel Turner was named the Academic All-American of the Year for volleyball, our first recipient of that exclusive honor for any sport since Drew Brees in 2001. Swimmer Lauren Gustafson also was a first team Academic All-American, giving us two such honorees for the first time since 2000-01, while Andie Varsho of softball was a third team selection. A total of 152 Boilermakers garnered Academic All-Big Ten distinction, similar to the 2011-12 total of 158.

Fiscal

Intercollegiate Athletics is a self-supporting auxiliary enterprise. As of March 31, 2013, we are forecasting a net operating income of $4.8 million for the fiscal year ending June 30, 2013, on revenue of $68.2 million. This amount along with $3.5 million of reserves will satisfy the Ross-Ade and Mackey debt of $8.3 million. Our reserves are in line with our forecasts, and we will have transferred about $1.7 million of the $12 million commitment to the Center for Student Excellence and Leadership (CSEL) from our reserves.

Final year-end numbers for FY 2012-13 will be available in early August.

Purdue was one of seven Division I schools who were self-supporting in FY 2011-12. But we are forecasting an operating deficit for 2013-14 (2.5 percent) and 14-15 (1 percent), which will be covered by accumulated reserves and then anticipate moving back into the black in 2015-16. We are receiving revised Big Ten revenue data associated with new bowl agreements and will update our rolling 10-year financial plan in September of 2013. At that time, we will have a clearer picture. Presently, we have reduced our reserve targets by 25 percent - the lowest we are comfortable with keeping - to support the affordability effort. As part of the September update, we will get consensus on reserve targets for the future. We anticipate additional television revenue to become available in 2017-18 as well as Big Ten Network profit sharing, so gaining consensus on the reserve levels and sticking to them will ensure Athletics continues to be self-supporting. The next two years will be a challenge for us which we anticipated, and reserves were built to cover this period.

Anticipated near-term facility major maintenance (MM) needs and new construction (NC):
* Ackerman Hills (MM)
* Softball Stadium (NC)

Both of these projects have received approval and detailed plans for Ackerman Hills are being developed, and bids for softball will be solicited and a selection made in the third quarter of 2013 with the anticipated start of construction fourth quarter of 2013, first pitch is set for the spring of 2015. Finally, by Sept. 1, 2013, a study of the Ross-Ade Stadium south end zone will have been completed by HNTB. In the next three to four years, we know we will have to repair concrete in the southeast and southwest corners of the main stadium horseshoe. This study will include removal of the south end zone bleachers, new video boards, new distributed sound system and ideas on how to program the available space to generate revenue and to enhance Ross-Ade aesthetics.

While JPC membership overall shows a 2.2 percent reduction from 8,407 (July 1, 2013) to 8,219 (July 1, 2012) - the bulk at the $200 First Team level - the annual scholarship fund production ended up slightly ahead of the average of the last four years and 10 percent better than last year's figure. Our membership recruitment efforts must continue so we can build the pipeline for the future. The implementation of the legacy fund in Mackey is helping with the scholarship costs and the limited introduction of this fund into Ross-Ade (22 percent of the seats) will, once football revenue grows, help us with scholarships. In the near term, it will help with increased staffing costs in football.

JPC will end fiscal year 2013 with about $6.4 million in annual funds contributions, about $1.7 million in endowment interest income and about $1 million from the Mackey Legacy fund to cover an estimated $10 million in scholarship costs. We will have to cover the short fall plus JPC operating budget from JPC reserves which along with the operating, major maintenance and debt reserves needs to be looked at during our September review.

Equity/HR

During 2012-13, 644 students participated in intercollegiate athletics. The equity rate stood at 56.5 percent for men (in 10 sports) and 43.5 percent for women (in 10 sports), which is in line with the University undergraduate gender distribution of 57.4 percent men and 42.6 percent women. Athletic-related aid closely approximates the University's undergraduate student gender distribution.

Exit interview data, senior leadership observations of equity practices and the Big Ten Advisory commission annual survey surfaced no systemic gender equity issues.

We provide developmental opportunities to our administrative and coaching staffs annually.
* The Staff Developmental Day included updates from Tim Sands, interim president and provost, on the University and Morgan Burke, followed with a review of the Governance Report provided to the Board of Trustees in June. Sessions covering fan experience, the Center for Career Opportunities and Sexual Violence Awareness concluded the day.
* The Coaches Development Day included a presentation from President Mitch Daniels, and then Jim Tressel led a session entitled "Breaking Out of the Middle." The afternoon activities included team-building activities, a JPC/Varsity P update and brainstorming session. Additional developmental sessions are held periodically throughout the year for specific groups as topics arise.

The University issued a new human resources policy - "Performance Evaluations for Staff" - in January of 2012 that supported our current practice of providing annual performance feedback to all employees. Our departmental form was revised and approved to incorporate additional sections required by the new policy. The policy was distributed to the entire department and discussed at an informational sharing meeting for coaches and administrative staff. The following activities occurred throughout the year associated with the performance management process:
* All new employees are provided an overview of the process and document at the departmental orientation. * All supervisors are providing the human resources consultant for athletics a copy of performance management documents finalized for this year. An electronic copy is saved annually. * Individual and group performance management overview sessions have been conducted upon request as needed throughout the year.

Image

We continue to utilize all social media platforms - overall the growth in impressions is favorable, but we are seeing some mix differences:
* Our monthly average web unique visitors is right around 173,000 - in line with the number reported last year.
* YouTube reviews (almost 300,000 last year), Twitter (80,000 combined followers of which 23,000 are football) and Facebook (103,000 "likes" - 66 percent increase over last year) have grown in popularity.

We continue to assess and adjust, but feel like we can get our message out to a broad audience in summary or in detail. It is a moving target we need to stay up with, however.

Leadership

The John R. Wooden Leadership Institute contains a leadership curriculum designed to accelerate leadership development for our student-athletes. Resources include the legendary Pyramid of Success, the teachings of Coach Wooden and books written by Coach Wooden. The curriculum includes a public service component during each year of enrollment at Purdue University.

The current components include:
* Monthly meetings of the Boilermaker Athletic Council
* Monthly meetings of the Emerging Leaders
* Fall and Spring EDPS courses for freshmen student-athletes
* Transition programs for exhausted eligibility student-athletes
* Community service projects
* D.I.S.C. Behavioral Assessment
* Pyramid of Success speakers

During the 2012-13 academic year, the following speakers have presented a Pyramid of Success session to our student- athletes:
* Chris Herren on Condition (November 2012)
* Scott McGowan on Self-Control (February 2013)
* Brian and Danielle Cardinal on Cooperation (April 2013)

Also, the following activities that support the leadership goal were completed:
* Purdue Project Purple: Anti-Drug Campaign sponsored by Purdue student-athletes. Project Purple is Chris Herren's foundation. As noted above, he spoke to our student-athletes in the fall.
* Bystander Intervention: We sponsored a workshop for our Boilermaker Athletic Council and Emerging Leaders.
* Pen Pal Program: A mentoring program pairing student-athletes with elementary-aged students to improve writing skills.
* IMPACT (Influencing/Mentoring by Purdue Athletes with Danielle and Brian Cardinal Tradition). A reading program that commenced in January of 2012 and is currently in 3 elementary schools - Klondike, Happy Hollow and Mintonye.

As to the community service benchmarks:
* 381 (72 percent) of the approximately 528 student-athletes participated in a leadership activity/up 2 percent from last year: EDPS (91), Emerging Leaders (76), Boilermaker Athletic Council (64), Pyramid of Success series (311), IMPACT (Influencing/Mentoring by Purdue Athletes with Cardinal Tradition) and Pen Pal Program (138)

Women's basketball player Drey Mingo received the Honda Inspiration Award from the Collegiate Women Sports Awards. She overcame bacterial meningitis that left her hearing impaired and a torn anterior cruciate ligament, received a sixth year of eligibility from the NCAA and led the Boilermakers to the 2013 Big Ten Tournament championship.

Summary

In 1992, the Board of Trustees declared, "Purdue University is committed to creating a nationally recognized athletics program that is excellent in all respects and that such a commitment is consistent with the University's academic mission and reputation."

We are committed to our strategic plan, knowing full well that only eight schools (Alabama, Duke, Illinois North Carolina, Notre Dame Penn State, Stanford and Virginia) in 2011-12 achieved the "25/85" designation. Over the last five years, we have ranked between the 80th and 90th percentile among all 335 Division I programs when combining both metrics (82nd in 2011-12 and likely to edge forward when final 2012-13 figures are available), and, within the peer group (same 16 schools as the University's) we have been between 10th and 15th during the same period. The entire peer group is in the top quartile of the 335 Division I programs. We believe the pipeline will produce enhanced performance next year and beyond. We believe 16 of our 20 sports can reach the NCAA postseason each year and, if eight reach top 16 status and the other eight make the top 30 to 40, we can hit the top 25 even with our current compliment of sports without adjusting for mix. All 16 schools in our peer group are at the 85th percentile or higher on the athletic component, so it's the right group to compete against. We also are committed to maintaining a 3.0 cumulative grade-point average and, over the next year expect the GSR to climb from 80 percent to 81 percent as we move closer to the goal of 85 percent. With an average cohort of about 80 students per year, the 4 percent differential means we must move from 64 graduates annually to 68.

The key is to ensure we have adequate resources, sound plans and capable personnel. If we stay focused, we can succeed, but it will require commitment at all levels. We have to believe this effort is an integral piece of building Purdue's reputation and its student body of the future as well as producing 21st century leaders.