Plan 2020: 2015-16 Recap
Aug. 3, 2016

Report to the Board of Trustees / Plan 2020
Academic Services Annual Report

WEST LAFAYETTE, Ind. - We saw significant improvement in our final Directors' Cup position, but still need more consistent performances from several programs on a year-in, year-out basis.

Three programs finished in the top 25 at their respective NCAA Championships: men's indoor track & field (13th), men's outdoor track & field (15th), and women's swimming & diving (23rd). Men's golf and women's indoor track & field were close at 29th and 33rd. Two other programs were ranked in the top 25 of their sport's final national poll, men's basketball (12th) and volleyball (17th). It was great to see two regular NCAA Tournament participants that missed out in 2014-15 return this year - volleyball and women's basketball.

A year ago in this report, we stated, "We anticipate continued improvement by men's golf, softball and wrestling and bounce backs from sub-par performances by baseball, women's basketball, soccer and men's tennis." Most of those programs delivered, which is encouraging.

But, once again, we cannot overlook the elephant in the room: football. While we continue our steadfast belief in and support of Darrell Hazell, the fact is we are in a results-oriented organization, and we need to win ... for financial reasons as well as for department, campus and alumni morale. We are confident that the changes made to the coaching staff combined with an improving roster will result in more success and demonstrate a solid foundation has been laid during the first three years from which Purdue again can compete for a championship.

Our goal remains to achieve high-level performance from all 20 of our teams and climb further in the Directors' Cup standings. We truly believe that the coaching and support staffs - with their passion and work ethic - are in place to bring better showings across the board.

As part of Plan 2020, which was announced in January of 2015 as an epilogue to our strategic plan that covered the six-year time frame from 2008 and 2014, we will provide annual updates. The following is a recap of 2015-16.


We accumulated 491.75 points in the Directors' Cup - our most in three years - and ranked 45th out of 351 schools, which placed us in the 87th percentile. When tallying only those sports that we offer, our ranking moved up seven spots to 38th. Last year, we finished 60th with 405 points, with an adjusted ranking of 48th when counting only our sports.

We know that with only 20 sports, virtually all of them must score points (by advancing to postseason play). Combining each of our sports' best finishes from the last six years would yield us 866.25 points and place us 21st in this year's overall rankings and 10th in the adjusted rankings.

In 2015-16, 12 teams earned NCAA postseason opportunities, matching our average over the last five years, while 14 squads achieved upper-half Big Ten Conference finishes, an increase of five from a year ago. Our combined average finish in the Big Ten was 6.85, which ranked sixth, a significant increase from 11th a year ago and our best since we were fifth (among 11 schools) in 2009-10 at 5.75.

Five programs finished in the top 25 nationally - men's basketball (12th), men's indoor track & field (13th), men's outdoor track & field (15th), volleyball (17th), and women's swimming & diving (23rd) - while men's golf was 29th, women's indoor track & field 33rd, men's swimming & diving 43rd, and wrestling 52nd. Volleyball advanced to the second round of the NCAA Tournament, and both men's basketball and women's basketball earned NCAA Tournament berths.

We accumulated 53 total All-America honors (by 32 student-athletes). Ten Boilermakers combined to earn 16 first team distinctions, including Chukwuebuka Enekwechi, who was a two-time achiever during both the indoor and outdoor track & field seasons. We had 21 first team All-Big Ten selections. A year ago, Purdue had 30 All-America honors (by 21 student-athletes), including 12 first teamers, and 12 first team All-Big Ten selections.

We won seven individual Big Ten titles: Marat Amaltdinov (200 breaststroke - swimming & diving), Devynne Charlton (60-meter hurdles - indoor track & field), Chukwuebuka Enekwechi (weight throw - indoor track & field; hammer throw - outdoor track & field), August Kim (women's golf), Matthew McClintock (cross country) and Janae' Moffitt (high jump - indoor track & field), plus the women's indoor track & field 4x400-meter relay (Aarin Jones, Carmiesha Cox, Symone Black and Brionna Thomas) and the women's outdoor track & field 4x100-meter relay (Autumn Heath, Carmiesha Cox, Savannah Roberson and Savannah Carson). Enekwechi was named the Big Ten Field Athlete of the Indoor and Outdoor Championships and Field Athlete of the Year both indoor and outdoor. Matthew McClintock was the Big Ten Cross Country Athlete of the Year, while A.J. Hammons was Big Ten Men's Basketball Defensive Player of the Year.

We won the Governor's Cup - our all-sports competition with Indiana - for the third straight year by a count of 12.5-7.5. The 12.5 points are our most ever and tied for most ever by either school.

Six student-athletes have qualified for the 2016 Olympic Games in Rio de Janeiro: senior Carmiesha Cox (track & field, 4x400-meter relay/Bahamas), redshirt sophomore Steele Johnson (10-meter and synchronized 10-meter diving/USA), incoming freshman Jinq En Phee (swimming, 100-meter breaststroke/Malaysia) and alums David Boudia (10-meter and synchronized 10-meter diving/USA), who won a gold and a bronze medal at the 2012 Olympics in London, Paula Reto (golf/South Africa) and Kara (Patterson) Winger (track and field, javelin/USA). Another Purdue graduate, Amanda Elmore, is a member of the USA's eight-crew rowing team. In addition, diving coach Adam Soldati will serve as the assistant coach for the U.S. Diving Team.


Student-athletes maintained better than a 3.0 grade-point average for the 15th consecutive semester this spring, and they continue to regularly perform equal to or better than the student body. Following the spring semester, the cumulative GPA for all current Purdue student-athletes was a record 3.10. The current four-year average Graduation Success Rate remains at 84 percent, as we work toward our goal of 85 percent. This GSR metric, which factors in transfer activity, is not available for internal comparisons. Overall, 90 percent of student-athletes completing their eligibility at Purdue graduate, and student-athletes who graduated in May of 2015 realized a 92 percent job-placement rate.

Three Boilermakers were recognized as Academic All-Americans: Robert Kugler, football (second team), Ashley Evans, volleyball (third team) and Lilly Fecho, softball (third team). A total of 212 Boilermakers garnered Academic All-Big Ten distinction, up slightly from 208 a year ago.

The John R. Wooden Leadership Institute contains a 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 him. The curriculum also includes a public service component during each year of enrollment.

The current components include:
* Monthly meetings of the Boilermaker Athletic Council
* Monthly meetings of the Emerging Leaders
* Fall and Spring EDPS courses for freshman student-athletes
* Transition programs for incoming freshmen and exhausted eligibility student-athletes
* Community service projects
* D.I.S.C. behavioral assessment
* Boilers Back in Action

During 2015-16, the following speakers presented a Pyramid of Success session to our student- athletes:
* Duane Carlisle and Purdue sports performance staff: Recovery
* John Carlos and the Purdue Black Cultural Center - 50th anniversary of civil rights
* Lauren Link and Christine Steinmetz - Nutrition: Eating over the holidays
* Gene Keady: Traditions and work ethic

One of our 2015-16 objectives was to conduct a study of the leadership program within athletics, specifically the John R. Wooden Leadership Institute. With the help of Dr. Brad Alge, associate professor of management, a study was conducted which surveyed 977 of our former student-athletes. Former student-athletes from 2000 to 2015 were sent a survey to understand the career success of athletics alumni since leaving Purdue and evaluate the efficacy of the Wooden Institute on aspects of career success and satisfaction. The survey yielded a response rate of 35 percent.

A key finding from the survey showed that 93 percent agreed that their overall experience as a Purdue student-athlete prepared them for a successful career. The athletics department is doing a good job of ensuring its alumni possess positive attitudes toward Purdue and their experience as student-athletes. This satisfaction is particularly true for those who graduated since the launching of the Wooden Institute program.

A number of activities that support the leadership goal also were completed, highlighted by the following:
* Implemented a bystander intervention training program in order to educate about what consent means and create a culture that makes sexual assault unacceptable: "Boilers STANDUP." Seven of 18 programs have completed the training, and we will continue until every team gets trained.
* Teamed with student services and sports medicine to launch a new transitioning-out program: "BLAST" Boiler Life After Sport.
* Designed a student host training program with BAC and Emerging Leaders and created a "10 Tips for Great Recruiting" sheet for all teams to utilize. Shared the information with all assistant coaches.
* Introduced a mentoring program pairing BAC members with incoming freshmen and transfer students-athletes: "Boiler Bigs."

As to the benchmarks in this area:

Once again, 100 percent of our student-athletes participated in a leadership activity this year due to the synching of Boilers Back in Action and the John Wooden Pyramid of Success speaker series.
* Boilers Back in Action: 528
* Pyramid of Success Series: 224
* Workshops: 113
* Boilermaker Athletic Council: 88
* EDPS: 74
* Emerging Leaders: 48
* BLAST: 15
* IMPACT (influencing/mentoring by Purdue athletes with the Cardinal tradition) weekly meetings: 13
* Boiler-Maker-Wish: 11

Sports Medicine
This past year, we implemented a sports medicine leadership team, which is comprised of individuals from sports performance, athletic training/physical therapy, physicians, dietitians and sports psychologists. Their focus is to assess the current status of their respective areas and think about how things are changing within their field. Having a plan for implementation before changes need to be made is critical for future planning of our department.

We continue to put a lot of attention on the nutritional needs of our student-athletes. Our two fuel stations in Mackey Arena and the Mollenkopf Center continue to operate at a high level and serve as pre-and post-workout recovery stations with an investment of $125,000. We launched the Moocho program as a way for all of our student-athletes to gain an additional meal during the day while bouncing from class to class and then to practice. This program, to which we invested $280,000, was a huge hit with our student-athletes and also successful financially as we finished the year significantly under the allotted budget for the program.

We kicked off our rehab reimbursement project June 1, 2016. This initiative uses our long-term rehab patients (Surgical cases) and utilizes primary and secondary insurance rates for physical therapy billing. This process will allow for improved continuity of care, increased patient to clinician interaction and will also allow our department to get reimbursed for our services. The funds generated by this project will assist with the growth of our staff and department in the future. We will continue building steam as we work with our team physicians and nutritionists to implement their respective billing strategies.

Regarding our concussion policy and compliance within the Big Ten and NCAA, Purdue sports medicine did not have any incidents to report from 2015-16 and did not make any significant changes over the past year. The Concussion Safety Protocol Committee for the Big Ten acknowledged our efforts and has deemed that we met the necessary requirements for 2016-17.

During the 2015-16 academic year, Purdue Athletics again led the charge in helping to reform the NCAA amateurism certification process for incoming student-athletes. We participated in an amateurism summit, which was hosted by the NCAA and involved a number of member institutions, conference office representatives and various departments within the national office.

New legislation regarding student-athlete time demands will be voted on during the 2016-17 academic year. These changes will seek to provide greater transparency for student-athlete time demands (practice schedules, community service activities, travel, competition, etc.) and to rebalance the student experience between athletics and campus life, providing students with more time to focus on other college interests, including academics, work experience, travel and additional rest. Member institutions, the conference offices and the NCAA have been seeking feedback from student-athletes, coaches and administrators for the past two years via surveys and working groups. The culmination of these efforts resulted in the commissioners from the five autonomy conferences (Big Ten, ACC, SEC, Big 12 and Pac12) publishing a summary of the key concepts which is commonly referred to as "Flex 21." It will be voted on at the NCAA convention in January of 2017. It is hoped to be the beginning of a multi-year effort that will create the optimal balance between academics and the necessary sport specific preparation, competition and recovery cycles.


Intercollegiate Athletics is a self-supporting auxiliary enterprise. As of June 30, with final numbers still pending, we are forecasting a net operating income of $4.3 million for the 2015-16 fiscal year, $800,000 better than budgeted. Operating expenses this year included $2.8 million for concrete work in Ross-Ade, which needed to be completed for safety reasons. The budget amount for our debt service payment for Ross-Ade, the Mackey Complex and the softball stadium was $10.6 million. Due to favorable interest rates, the amount used for our debt service was $8.8 million, which was $1.8 million less than anticipated. In addition to the debt service payment, we paid $1.5 million toward our $12 million commitment to the Krach Leadership Center, of which $6.2 million has been paid to date. With the changes mentioned above, the amount we need to fund from reserves will be $6 million instead of the $8.6 million budgeted.

At year end, our reserve levels should be about $17 million. In November of 2013, it was recommended that, at the low end, 40 percent of our annual expenses should be in reserves and, at the high end, 62 percent of our annual expenses should be held in reserves. With expenses (including the Krach building and debt service) of approximately $80 million, we should have between $32 million and $50 million in reserves instead of the current $17 million.

Final year-end numbers will be available in early August.

Marketing/Fan Experience
We achieved record sales revenue for volleyball, soccer, wrestling and softball. Men's basketball and baseball had their third-highest sales years on record.

We sold 6,791 Student Boarding Pass packages in the first year. That total is more than double the 3,269 Student VIP Cards sold in 2014-15. In addition, student groups had their best years: Paint Crew sold out at 2,800 members (1,100 the previous year), Ross-Ade Brigade set all-time high with more than 2,600 members, Gold Mine had a record high of more 300 members for women's basketball and volleyball's Block Party sold out at 300 members.

The Boilermaker Kids Club continues to grow, ending the 2015-16 year at nearly 1,600 members, up from merely 60 members four years ago.

With the installation of LED lights and other special effects, we produced more exciting team introductions at men's and women's basketball games.

The major renovation to the Ackerman Hills Golf Course is complete. Spearheaded by world-renowned golf course architect Pete Dye, who donated his services, the renovation has made the course enjoyable for all to play and suitable to host championship-caliber events. Upon reopening in June, the course was renamed the Ackerman Allen Course. It will be included on the Pete Dye Trail, which consists of eight unique and challenging golf courses throughout Indiana, including the Kampen Course.

Construction of the $65-million football performance complex began in April and is on schedule, with an anticipated completion date of August of 2017. The majority of the work completed to date includes the mass excavation for the building footprint and the embankment shoring associated with that area, as well as utility installations. Some foundation work has started, as well. A new water main line has been installed, as has electrical service and a storm water drain. Steel is being fabricated off site. In May, during the installation of the new water main line, it broke, causing significant flooding in Holloway Gymnasium/Brees Academic Performance Center and Mackey Arena. New competition floors had to be installed in Holloway and Mackey, as well as all other flooring in Brees (including the football locker room). All costs are covered by contractor insurance.

LED lighting fixtures were installed in five of our major competition or practice facilities: Mackey Arena, Holloway Gymnasium, Mollenkopf Athletic Center, Cardinal Court and Lambert Fieldhouse. These projects were made possible with help from the university campus energy masterplan committee.

We completed two major projects to enhance safety at Ross-Ade Stadium, including replacement of the last remaining original concrete in the seating bowl. Concrete treads and risers in sections 1, 2, 3, 27, 28 and 29 were replaced and are ready for use this upcoming season. A new safety wall was installed in the television production truck area to protect workers in that area who install and connect electrical and communication lines for football games.

Other projects completed include the addition of new televisions on the Ross-Ade concourse, resurfacing six outdoor competition courts at the Schwartz Family Tennis Center, replacement of the indoor putting surface in the Spurgeon Golf Training Center and installation of new graphics in the hallway outside Holloway Gymnasium.

John Purdue Club
The John Purdue Club had its most productive year of fundraising in its 50-plus years of existence. Net production as of July 1 was nearly $37 million. This sum more than doubles the three-year average. More than $22 million in gifts and pledges was secured for the Football Master Plan as part of the "Ever True" campaign. (With respect to the "Ever True" campaign, we have raised more than $84 million of our $153 million goal.) An additional $5.25 million in miscellaneous gifts to the golf course, soccer facilities, Mackey Arena Lights Campaign and scholarship endowments were raised this fiscal year.

As of May 31, our total scholarship endowment is slightly more than $38 million. The interest generated allowed an additional $1.94 million to be used to help satisfy our annual athletics scholarship commitment to our student athletes. (For fiscal year 2016 that amount was just under $10 million, excluding cost of attendance.)

Our annual fund donations finished the fiscal year at approximately $6.5 million, up nearly $500,000 from last year. We believe that the Mackey re-seating event provided great motivation for donors to increase contributions to earn "more points" for better re-seating selection priority.

This past year, Intercollegiate Athletics' participation in the university-wide "Purdue Day of Giving" generated $3.45 million through gifts from 778 donors.

Membership continues to be a significant point of emphasis. Our current membership is 6,415, up 151 members from this point last year. We added "Brees" as our top level of support, annually supports a full-ride, out-of-state athletic scholarship. There currently are 10 John Purdue Club members supporting at this highest level. This year has seen healthy growth at the All-American ($2,500), Olympian ($7,500), Hall of Fame ($15,000) and Champion ($21,385) levels. Because data supports that the greatest attrition lies with those at the first two levels and those who have been members less than five years, our programming and stewardship initiatives heavily focus on our First Team and Captain levels.

On another positive note, the number of former student-athletes who are "paying it forward" through their membership in the Varsity "P" Club, a subset of the John Purdue Club, has increased from 796 to 893 members.

In summary, John Purdue Club members, tremendously loyal and supportive during some challenging times, have allowed us to raise almost $37 million for special projects, endowments, and the annual fund, yet we fell short of supporting our total athletics scholarship and cost of attendance commitment.

10-Year Financial Plan Highlights
Since 2011, we have annually updated our 10-year financial master plan. That work was completed in November of 2015. The update included:
* A review of all assumptions
* The decrease in football ticket sales continues. We have lowered the football projection by $12.7 million over the 10-year period. However, it's important to note that if we are able to increase sales, the upside potential for football is more than $3.5 million per year or $35 million for the 10-year period.
* Olympic sports ticket sales show a decrease of $1.2 million over the 10-year period due to free admission for Purdue students.
* Guarantees received for football will decrease by about $1.2 million, due to the change to a nine-game Big Ten schedule beginning in 2016. We don't pay guarantees to other schools in the Big Ten.
* Funds supporting scholarships show a decrease of $18 million over the next 10 years. This figure is a backed-into number. We take the tuition & fees and room & board expenses less the gift endowment interest. We now are assuming the cost of a scholarship will not increase as quickly as it had in the past.
* Legacy Fund for Ross-Ade shows a 10-year decrease of $1.5 million as this amount trends with football ticket sales.
* Premium Seating for Mackey is expected to increase by $1.7 million over the next decade. We anticipate an upward trend with the team's performance, recent recruits and the reseating of the arena.
* NCAA and Big Ten Distributions:
~ These distributions are projected annually by the Big Ten. We use the numbers provided by them.
~ The NCAA Basic Distribution is expected to increase by $1.3 million over the previous projection.
~ The Big Ten television dollars are expected to increase significantly over the 10-year period above the 2014-15 projections. The new television contract will commence with fiscal year 2017-18.
~ The Big Ten Network profit share has been decreased by $1.5 million over the 10 years.
~ The distribution received from the Big Ten bowl games is anticipated to increase by $1.9 million over the 10 years.

The projections show us continuing to deplete reserves through June of 2017. We begin to restore reserves dependent upon aforementioned television negotiations, football revenue and the Football Master Plan.

Looking to the future, there are several variables to monitor:
* Football revenue has the potential to increase, but we will need to watch this carefully.
* We will continue to watch student attendance. With the new, lower-priced option, students are purchasing in greater numbers, and attendance appears to be on the rise.
* We will need the financials from the new television negotiations in order to assess our fiscal situation. Exact projections have not yet been released by the Big Ten Conference.
* We will continue to work on the Football Master Plan. The phases are as follows:
~ Phase 1 - Ross-Ade concrete repair (completed at cost of $2.8 million in 2015-16)
~ Phase 1B - Ross-Ade steel painting
~ Phase 2 - Football Performance Complex, Brees Academic Performance Center and Mollenkopf Athletic Center retrofit (to be completed in early 2018 - debt payment for Football Performance Complex in plan)
~ Phase 3A - Technology and amenity upgrade in Ross-Ade (lights, new scoreboard, ribbon boards, sound system)
~ Phase 3B - Major maintenance to Ross-Ade structure (steel, paint)
~ Phase 4 - Updates to Ross-Ade Pavilion
~ Phase 5 - Repurpose South End Zone - multi-purpose building
* Legislation, NCAA rulings and NCAA governance regarding college athletics will be important to watch in the coming year(s). Some examples include the O'Bannon case, which is currently on appeal, the Kessler case, which seeks a free market to pay college student-athletes, and the FLSA Overtime Exemption, which was previously mentioned.
* If revenues allow, we will assess sport sponsorship in the future with a desire to add both a men's and women's sport.

To achieve the vision of the strategic plan and to remain self-sufficient, which only 12 schools have managed to do according to this "USA Today" article, will require a commitment to allow Intercollegiate Athletics to keep sufficient NCAA and Big Ten distributions revenue to compete with its peers. The NCAA Dashboard Indicators show we are in the bottom quartile of total revenue against our peer group even if you adjust for sport sponsorship, and yet we are still self-sufficient.


During 2015-16, 484 students participated in intercollegiate athletics. The equity rate stood at 56.2 percent for men (in 10 sports) and 43.8 percent for women (in 10 sports), which is in line with the university undergraduate gender distribution of 57.3 percent men and 42.7 percent women. Athletics-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 or minority issues.

We provide developmental opportunities to our administrative and coaching staffs annually:
* Staff Development Day included remarks from chief of staff Gina DelSanto, regarding the Purdue Moves initiative; senior vice president and director of innovation and entrepreneurship Greg Deason, regarding PRF initiatives; and vice president for development Amy Noah, regarding the "Ever True" capital campaign. Eva Nodine, director of benefits, provided an update on university benefits and Morgan Burke gave an update on the Football Master Plan.
* Coaches Development Day focused on the concept being introduced by the NCAA regarding the student-athlete experience and how it pertains to time demands. Morgan Burke kicked off the afternoon by discussing the overall concept, while the balance of the day was spent in breakout sessions focusing on the individual sport calendars with the coaches and support staff.

Additional developmental sessions are held periodically throughout the year for specific groups as topics arise.

All new Athletics Department employees are required to complete the following certifications:
* Equal Opportunity Module
* Americans with Disabilities Act Module
* Wage and Hour Issues for Employees and Supervisors Module
* Family and Medical Leave Act and University Leaves Module
* Title IX - Mandatory Reporter Certification

The Quality of Life team coordinated a community service initiative for the Athletic Staff members by participating in the Relay for Life Event in Lafayette.


We continue to utilize all social media platforms. Significant growth continued in 2015-16:
* Instagram saw a 94.6 percent increase in followers from last year, followed by Twitter (21.5 percent), YouTube (10.3 percent increase in views and 8.9 percent increase in subscribers), and Facebook (5.7 percent).
* Between July of 2015 and June of 2016, we created 1,157 videos that generated 7,665,925 views on our various platforms (Twitter via SnappyTV and Facebook). That's an average of 96-plus videos and 638,827 views per month (22-plus videos and 147,422 views per week). Video production increased 50 percent, while views increased 7.7 percent over last year.
* Our monthly average number of web site unique visitors is nearly 199,000, an increase of nearly 3 percent over last year.

We continue to assess and adjust, but are confident we can get our message out to a broad audience in summary or in detail.

From a branding standpoint, we continue to update outdated logos and wordmarks throughout our facilities. Among the significant updates in 2015-16 were the Boilermaker Aquatic Center, Brees Academic Performance Center and the Holloway Gymnasium lobby. A department style guide was created this year to help with consistent messaging and style.


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 16 schools in 2014-15 achieved the "25/85" designation: Stanford, UCLA, North Carolina, Virginia, Ohio State, Penn State, Texas, Notre Dame, Florida State, Georgia, Wisconsin, Michigan, Duke, Baylor, Washington and Alabama. Over the last five years, we have ranked between the 82nd and 87th percentile among all 351 Division I programs when combining both metrics. 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 351 Division I programs. We believe the pipeline of student-athlete talent 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 complement of sports. All 16 schools in our peer group are in 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 reach 85 percent. Combining each of our sport's best finishes from the last six years would have put us 21st (out of 351) overall or about the 90th percentile.

To achieve the vision of Plan 2020 and to remain self-sufficient will require a continued commitment to allow Intercollegiate Athletics to keep sufficient NCAA and Big Ten distributions revenue to compete with its peers. The NCAA Dashboard Indicators show we are in the bottom quartile of total revenue and expenses against our peer group even if you adjust for sport sponsorship. The key is to ensure that 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 as well as producing 21st century leaders.


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