Governance and Commitment to Rules Compliance

Self-Study Items

1. Describe any recent major changes in policy and organization that affect the institution's current efforts in matters related to the operating principles listed previously regarding institutional athletics governance and rules compliance, focusing on those implemented during the last three years.

The former Athletic Director retired in June 1992, after a nearly 20-year tenure. Vice President Emeritus John Hicks was appointed as Interim Athletic Director during the Director search.

Concurrent with the Athletic Director search, the President and Board of Trustees reaffirmed their commitment to the value of a strong, principled intercollegiate athletic program by passing the attached resolution (See Attachment A).

The new Athletic Director was hired in January 1993 and, as part of putting the organization together, met individually with each head coach and senior administrative staff member to initiate an expectation-setting process. The attached Intercollegiate Vision, Mission, Goals document resulted (See Attachment B). It reinforces high ethical standards, high expectations and individual accountability.

The organizational structure that evolved has the Assistant Athletic Director for Compliance, Academics, and Sports (Compliance Coordinator) reporting directly to the Athletic Director, and the Athletic Director then reporting to the President. The Athletic Director meets weekly with the President and provides periodic updates on the performance of the department to the Board of Trustees, as requested from time to time by the President. The Compliance Coordinator meets on a weekly basis with the Athletic Director and has access to that office on an as-needed basis.

As the number of sports has grown and with no abatement in the complexity and scope of NCAA rules, 1.25 FTE have been added to the compliance staff.

2. Explain how the mission of the athletics program relates to that of the institution as a whole.

As was referenced in Self-Study Item 1, the Board of Trustees reaffirmed its commitment to the value of a strong, principled intercollegiate athletic program that is excellent in all respects. The Intercollegiate Athletics Department's mission, which was crafted in late 1993, states:

"Within the framework of absolute integrity and fiscal responsibility, provide the leadership, support, services and facilities which will allow student-athletes to meet or exceed their expectations in all aspects of their careers at Purdue University."

We believe the mission statement appropriately focuses the Intercollegiate Athletics Department's efforts on the student-athlete in a framework of values which are consistent with the University's overall mission and values.

3. Describe the process followed and the role of various participants in the development, formal approval and most recent review of the mission of the athletics program. Also, describe how and to whom the completed mission statement is circulated.

The process utilized for the development and approval of the Intercollegiate Athletics Department's vision, mission and goals is as follows:

The Athletic Director and his senior administrative team drafted the document in September 1993 (See Attachment C).

The President then reviewed and gave his concurrence on December 3, 1993.

The Athletic Affairs Committee and the Purdue Alumni Foundation Board then reviewed and concurred later in December 1993 and, finally the Trustees of the University reviewed and concurred on December 18, 1993.

The document was then reviewed at a series of all-employee Intercollegiate Athletics Department meetings in December 1993 and January 1994 and, again, concurrence was received.

The Athletic Advisory Council consisting of former student-athletes reviewed the mission documents on January 21, 1994 and concurrence was received.

The Student-Athlete Advisory Committee, referred to as the Captains' Table, completed the review process in January 1994 and they concurred.

The vision, mission and goals also are referred to in our student-athlete handbook. Progress toward the goals is reviewed annually with all student-athletes at the initial meeting with them each fall. A copy of the presentation utilized at the September 1, 1997 meeting is attached (See Attachment D).

A similar annual review occurs at the annual all-employee Intercollegiate Athletics Department meetings. The document used at the 1996 meetings is attached (See Attachment E). This same format has been used and shared annually with the Athletic Affairs Committee, the Purdue Alumni Foundation Board and the President.

4. Describe the process by which the institution makes major decisions regarding intercollegiate athletics. In so doing, describe the role and authority of the institution's governing board, the chief executive officer, the athletics board or committee (if one exists), the faculty athletics representative(s), the director of athletics, and any other key individuals or groups (e.g., faculty, students) in this process.

Board of Trustees
President
Faculty Athletics Representatives
Athletic Affairs Committee
Athletic Director
Sr. Adm. Staff
Head Coaches
Captains' Table Work Teams

Board of Trustees
Holds final oversight and authority on all University enterprises. For Intercollegiate Athletics, this includes final approval of budget, personnel employment and separation, major facility projects, ticket prices, major fund-raising campaigns, major department policies and mission.

President
Oversees management of Intercollegiate Athletics through a direct line of authority over the Director of Athletics;
Approves recommendations from Intercollegiate Athletics about budget, personnel employment and separation, major facility projects, ticket prices, major fund-raising campaigns, major department policies and mission;
Makes recommendation to the Board of Trustees for hiring the Director of Athletics;
Responsible for evaluation of the Director of Athletics;
Responsible for appointment and evaluation of the Faculty Athletics Representatives;
Receives advice and counsel regarding Intercollegiate Athletics from the Faculty Athletics Representatives, the University Athletic Affairs Committee, and when appropriate, legal counsel;
Is the final authority and voting representative on all NCAA and Big Ten legislation.

Athletic Director
Accountable for establishing and carrying out plans for the Intercollegiate Athletics Department consistent with the vision, mission, goals, and values of the University;
Accountable for employment and evaluation of all Athletic Department staff, department operation, fiscal management, marketing/development and major maintenance plans;
Representative to the NCAA and Big Ten Conference;
Establishes all department plans, initiatives and projects;
Oversees final conduct of all sport programs and support staff areas.
Faculty Athletics Representatives
Serve on the Athletic Affairs Committee;
Represent Purdue on Big Ten Conference matters specifically related to conference rules of eligibility and other conference decisions and plans related to student-athlete welfare;
Approve all student-athlete documents, eligibility lists, awards lists, academic recognitions, progress toward degree and waiver petitions;
Are appointed by the President to represent the University in its relationship with the NCAA.

Athletic Affairs Committee Oversees the academic policies relating to the academic status of student-athletes;
Oversees student-athlete welfare issues as they relate to campus life;
May advise and recommend on other related matters in the Athletic Department as requested by the Director of Athletics or President;
Regularly reports to the Student Affairs Committee of the University Senate;

Collaborates on a yearly University Senate report to the faculty;
Acts on athletic waivers related to University athletic rules, which are more stringent than NCAA or Big Ten rules;
Provides advice on a variety of issues as requested by the President.
Work Teams
Formed as needed in the Intercollegiate Athletics Department to develop, manage or direct special projects or initiatives, focusing on continuous improvement;
Improve the effectiveness of communication within the department;
Improve customer service.

Captains' Table
Serves as Purdue's Student-Athlete Advisory Committee;
Is comprised of the captains of all 18 varsity sport programs;
Meets monthly during the academic year to make recommendations and provide advice concerning student-athlete welfare issues;
Organizes community-service projects for student-athletes.

Decision-Making Process Regarding Intercollegiate Athletics

Identification of an Issue A potential need is identified.
The President and/or Athletic Director determine that an initiative or recommendation for action is required by the Intercollegiate Athletic Department.
The Athletic Director and/or senior administrative staff formulate the purpose of a work team which will be charged with developing the issues and facts and formulating a recommendation.
The Athletic Director and/or his senior administrative staff decide the persons who will comprise the team and appoint the chair. They also determine other campus and/or community groups who need to be included to provide advice for senior staff.
The Athletic Director and/or senior administrative staff establish a time frame for the work to be carried out and completed.

Development of an Issue
The chair of the work team meets with the Athletic Director and/or senior administrative staff for briefing on expected outcome.
The chair convenes the work team to begin work.
The chair organizes the time frame to meet with other involved campus and/or community groups. These groups can include some or all of the following:
Athletic Affairs Committee
Captains' Table
Purdue Student Government
Related student groups/organizations
Head coaches
Community groups or organizations

Recommendation
The work team formulates the recommendation.
The chair and/or work team present the recommendation to the Athletic Director and/or senior athletic administrative staff.
The Athletic Director may take the recommendation to any or all of the following:
Captains' Table
Athletic Affairs Committee
President
Board of Trustees

5. Based upon the institution's experience in the last three years, list the decisions related to intercollegiate athletics in which the institution's governing board or individual board members have been significantly involved (if any).

May 1, 1997 - August 30, 1997
Reviewed the 1996-97 financial results and approved the 1997-98 Intercollegiate Athletics Department budget.
Approved hiring Carolyn Peck as the new women's basketball coach.
Was briefed on the ongoing investigation by the NCAA into the men's basketball program.
Approved the future role of Purdue's Internal Audit Department in the NCAA requirement of outside rules compliance evaluation.
Approved moving forward on a fund-raising campaign for a new aquatic center.

Approved installation of a Sony JumboTron in Ross-Ade Stadium.
Was briefed on all outside income for Athletic Department personnel.

September 1, 1996 - April 30, 1997
Was briefed on anonymous NCAA violation allegations which continued throughout the period and reviewed two NCAA self-reports from the men's basketball program.
Approved the resolution of a dispute with the former women's basketball coach.

Approved hiring a new football coach and a new women's basketball coach.
Reviewed the 1996-97 athletic budget.
Approved beginning a fundraising campaign for a new aquatic center and upgrade of the Recreational Gymnasium.
Was briefed on the NCAA Certification process.
Approved the addition of soccer as the ninth women's sport.
Was briefed on the Fort Wayne newspaper records-request lawsuit.

April 1, 1996 - August 30, 1996
Approved hiring a new women's basketball coach.
Reviewed the 1995-96 financial performance of the Intercollegiate Athletics Department and approved the 1996-97 budget.
Approved a price increase for men's basketball tickets.
Was briefed on the upcoming NCAA certification effort, focusing on activities to be completed prior to the 1997-98 evaluation visit.
January 1, 1996 - March 31, 1996
Approved the decision not to renew the contract of the women's basketball coach.
Was briefed on the mid-year financial status of the Intercollegiate Athletics Department.
Was briefed on the objectives and status report of the Intercollegiate Athletics Department.
Was briefed on the fundraising for the golf course project.
Was briefed on the proposed aquatic center financial model.

May 1995 - December 1995
Approved the Intercollegiate Athletics Department budget and objectives for 1995-96.
Approved the completion of the outdoor track renovation.
Was briefed on contract discussions with the women's basketball coach.
Was briefed on the annual outside interest requests from coaches.
Approved the golf course renovation project.
Was briefed on the aquatic center project.
Was briefed on the marketing partnership results.
Was briefed on the football program progress.
Approved the promotion of the Assistant Athletic Director for Marketing and Development to Associate Athletic Director.

April 1995 - July 1995
Approved new contract language for the men's basketball coaches agreement.
Approved the 1995-96 budget and reviewed an update on the 1994-95 financial status of the Intercollegiate Athletics Department.
Reviewed and discussed the two major capital projects under current consideration-the golf course and aquatic center.
Approved phase II of the outdoor track renovation.
Approved a plan to name a scholarship for the retiring volleyball coach.
September 1994 - April 1995
Passed a Board resolution reaffirming its commitment to developing a nationally prominent athletic organization which is excellent in all respects (See Attachment A).
Was briefed on sanctions relative to self-reports of NCAA rules violations by the women's basketball team.
Was briefed on a policy that all future athletically-related income for coaches be tripartite agreements between the supplier, coach and University.

Approved a new Athletic Hall of Fame.
Approved, in concept, plans to upgrade the University golf courses and to build a new aquatic center.
Approved hiring Joellen Vrazel as the new volleyball coach.
Approved a new athletic marketing partnership agreement.
Approved the annual budget and reviewed the mid-year financial review of the Intercollegiate Athletics Department.

6. Based upon the institution's experience in the last three years, list the decisions related to intercollegiate athletics in which the institution's chief executive officer has been significantly involved.

May 1, 1997 - August 30, 1997
Reviewed the 1996-97 financial results and approved and recommended to the Board of Trustees the Intercollegiate Athletics Department's 1997-98 budget.

Approved and recommended to the Board of Trustees hiring Carolyn Peck as the new women's basketball coach.
Received continued briefing and involvement in the ongoing investigation by the NCAA into the men's basketball program. A preliminary inquiry was reviewed in July, 1997 and Dr. Beering met with NCAA staff personnel for a briefing on the matter.
Approved and recommended to the Board of Trustees the future role of Purdue's Internal Audit Department in the NCAA requirement of outside rules compliance evaluation.
Approved and recommended to the Board of Trustees moving forward on a fund-raising campaign for a new aquatic center.
Approved and recommended to the Board of Trustees installation of a Sony JumboTron in Ross-Ade Stadium.
Signed outside interest forms and reviewed all outside income for Athletic Department personnel.

September 1, 1996 - April 30, 1997
Was briefed on anonymous NCAA violation allegations which continued throughout the period and reviewed two NCAA self-reports from the men's basketball program.
Approved and recommended to the Board of Trustees a resolution of a dispute with the former women's basketball coach.
Approved and recommended to the Board of Trustees hiring a new football coach and a new women's basketball coach.
Carried out a mid-year review of the 1996-97 athletic budget.
Approved and recommended to the Board of Trustees beginning a fundraising campaign for a new aquatic center and upgrade of the Recreational Gymnasium.

Approved the Chair and Steering Committee members for the NCAA Certification process.
Approved and recommended to the Board of Trustees addition of soccer as the ninth women's sport.
Reviewed information on the Fort Wayne newspaper records-request lawsuit.

April 1, 1996 - August 30, 1996
Approved and recommended to the Board of Trustees hiring a new women's basketball coach.
Reviewed the 1995-96 financial performance of the Intercollegiate Athletics Department and approved and recommended to the Board of Trustees the 1996-97 budget.
Approved and recommended to the Board of Trustees a price increase for men's basketball tickets.
Reviewed the upcoming NCAA certification effort, focusing on activities to be completed prior to the 1997-98 evaluation visit.

January 1, 1996 - March 31, 1996
Approved and recommended to the Board of Trustees the decision not to renew the contract of the women's basketball coach.
Reviewed the mid-year financial status of the Intercollegiate Athletics Department.
Reviewed objectives and status report of the Intercollegiate Athletics Department.
Continued to assist in and monitor the fundraising for the golf course project.
Participated in a review of the proposed aquatic center financial model.

May 1995 - December 1995
Approved and recommended to the Board of Trustees the Intercollegiate Athletics Department budget and objectives for 1995-96.
Approved and recommended to the Board of Trustees completion of the outdoor track renovation.
Approved a recommendation to commence contract discussions with the women's basketball coach.
Signed outside interest forms and reviewed all outside income for Athletic Department personnel.
Approved and recommended to the Board of Trustees the golf course renovation project.
Reviewed information on the aquatic center project.
Reviewed marketing partnership results.
Reviewed the football program progress.
Approved and recommended to the Board of Trustees the promotion of the Assistant Athletic Director for Marketing and Development to Associate Athletic Director.

April 1995 - July 1995
Approved and recommended to the Board of Trustees the new contract document language for the men's basketball agreement.
Approved and recommended to the Board of Trustees the 1995-96 budget and reviewed an update on the 1994-95 financial status.
Reviewed and discussed the two major capital projects under current consideration-the golf course and aquatic center.
Approved and recommended to the Board of Trustees phase II of the outdoor track renovation.
Approved and recommended to the Board of Trustees a plan to name a scholarship for the retiring volleyball coach.
Reviewed and signed the NCAA legislation for the 1996 NCAA Convention eliminating the restricted earnings coach position.

September 1994 - April 1995
Approved and recommended to the Board of Trustees Purdue sanctions relative to its self-reports of NCAA rules violations by the women's basketball team.
With other Big Ten Presidents, approved a policy that all future athletically-related income for coaches be tripartite agreements between the supplier, coach and University.
Approved and recommended to the Board of Trustees hiring Joellen Vrazel as the new volleyball coach.
Approved and recommended to the Board of Trustees a new Athletic Hall of Fame.

Approved, in concept, plans to upgrade the University golf courses and to build a new aquatic center.
Approved and recommended to the Board of Trustees a new athletic marketing partnership agreement.
Reviewed the 1994-95 financial performance of the Intercollegiate Athletics Department and approved and recommended to the Board of Trustees the 1995-96 budget.

7. Describe the activities that the institution has established for its athletics booster groups and other representatives of the institution's athletics interests, as well as those organized or initiated by the booster groups. Also, describe how the activities of these groups and individuals are maintained under the clear control of the institution, including whether institutional personnel serve on booster-club or foundation boards.

At Purdue University, there are one major and two minor booster groups. The major group, considered as an organization composed of representatives of athletics interest (Booster Group), is the John Purdue Club (JPC). The JPC was organized in 1958 and is operated by the Intercollegiate Athletics Department for the purpose of fundraising to provide athletic financial aid for student-athletes.

The Director of the JPC is employed by the department to develop the club's membership and promote its activities. Membership is open to any individual who makes a minimum donation and is interested in assisting the Athletic Department raise the funds required to cover the cost of grants-in-aid for the education of our student-athletes.

The JPC is an integral part of the Intercollegiate Athletic Department. Therefore, it has no officers, bylaws or constitution. Administrative staff coordinate its operations and oversight is carried out under normal University procedures.

Some of the major annual activities of the JPC include:
Complete financial support of all student-athlete grants-in-aid
MVP Receptions
Mollenkopf Classic Golf Outing, Naples, FL
Monticello Bogey Buster
Indianapolis Bogey Buster
Fort Wayne Bogey Buster
Lake County Bogey Buster
Under "33" Golf Outing
Chili, Cheers and Champions
Senior Salute (Student-Athletes)
Senior Reception (non-athletes with season tickets)
VIP Room Receptions at all home men's and women's basketball games
Schleman/Hovde Golf Outing
John Purdue Day Golf Outing
Big Top (after football game)
Indianapolis Mini-Marathon
Six Athletic Director Dinners (Friday evening before football games)
Six Football post-game parties

With the growth and development of women's intercollegiate athletic programs at Purdue, strong support for women's volleyball and basketball has resulted in two smaller booster groups. These are Gold Block for volleyball and Boilermaker NETwork for basketball.

Both of these groups are small in number with the majority of the members being local fans. Their activities include:
A newsletter to the members
Luncheons, dinners and socials for members and coaches
Development of promotional ideas to increase fan interest
Pep rallies to support the teams
Arrangement of group trips to away games.

The Gold Block and Boilermaker NETwork booster groups have constitutions which include a commitment to the support of and adherence to NCAA and Big Ten rules. The Intercollegiate Athletic Department holds an annual compliance meeting with these groups to provide NCAA and Big Ten rules awareness. At that meeting, members of the respective groups are informed of Athletic Department policies as well as Big Ten and NCAA regulations.

Members are specifically admonished not to involve themselves in any recruiting activity. They are also provided with an explanation of "extra benefits" and told not to provide any such benefits to student-athletes, their parents/guardians or friends. The membership is given a copy of the Purdue publication, "Purdue's Quick Reference to NCAA Rules and Regulations for Athletic Boosters." This publication provides questions and answers about many key NCAA bylaws commonly violated by boosters. Each group's banking is handled by the Intercollegiate Athletic Department's Business Office. This provides monitoring by the department of all expenditures of each organization.

All other varsity sports receive donated funds from alumni and friends. These funds are handled by the Purdue Alumni Foundation and are controlled and distributed through the Intercollegiate Athletics Department's Business Office.

8. Describe how the institution has organized itself to maintain compliance with NCAA rules. Include a description of the reporting lines for and responsibilities assigned to the faculty athletics representative, director of athletics, compliance coordinator (if any), coaches, and other key individuals inside and outside athletics (e.g., recruiting coordinator, financial aid officer, admissions director, internal auditor) who are responsible for documenting and monitoring compliance with NCAA rules.

Purdue University and the Intercollegiate Athletics Department administration agree with and adhere to the NCAA Principles of Institutional Control. Institutional control is a basic part of our attitude for the conduct of business within the Purdue Intercollegiate Athletics Department.

The Athletic Director is the Chief Administrative Officer of the department and is responsible for compliance within the department. He has delegated the day-to-day responsibility of conducting compliance activities to a Compliance Coordinator. The Compliance Coordinator is responsible for reviewing and providing interpretation of all Big Ten and NCAA regulations and is to communicate current and new rules legislation information to administrators, coaches, student-athletes, staff of the Intercollegiate Athletics Department and other University personnel.

The Compliance Coordinator provides oversight of departmental activities, especially those related to coaching personnel, recruiting, student-athlete eligibility, team travel, practice and playing seasons, awards and benefits, along with any other areas that impact Big Ten and NCAA rules and regulations. The Compliance Coordinator reports directly to the Athletic Director.

In maintaining compliance with NCAA rules, each academic year is initiated with an Intercollegiate Athletics Department compliance meeting. At that meeting, the University President, the Athletic Director and the Faculty Representatives preside over a meeting designed to emphasize the department's compliance philosophy. The entire staff of coaches, administrators and general staff is present.

The President of the University discusses our tradition of compliance with rules and regulations of the NCAA, the Big Ten Conference and the University. It is at this gathering that the "NCAA Institutional Certification of Compliance," and the "Certification of Compliance for Staff Members of Athletics Departments" are reviewed and completed with signatures.

In addition to the compliance message from the President, the Athletic Director addresses the staff and emphasizes the expectation that all coaches and staff will conduct themselves in a manner that is ethical and in compliance with NCAA, Big Ten Conference and institutional regulations.

The Intercollegiate Athletics Department works to maintain rules compliance by providing a monthly newsletter, NCAA/Big Ten Rules Information Newsletter, distributed by the compliance office to all coaches, administrators and clerical staff. All staff members are advised to review NCAA bylaws related to any issue or project about which they may have questions. Should they be unable to understand any NCAA rule, they are to submit a Request for Rules Interpretation form to the compliance office. That office reviews the area of concern and, if needed, consults with the Big Ten Conference compliance staff and/or the NCAA Membership Services staff to receive proper interpretations of the rule in question.

Coaches are provided with procedures to follow and forms to complete in the areas of personnel, outside employment, recruiting, student-athlete eligibility, athletic financial aid, awards and benefits, and playing and practice season activities. Coaches are required to complete forms in the above areas in order for the department to assist them in maintaining compliance documentation. A coach's signature is required on these forms prior to submission to the compliance office for review and filing.

It is the responsibility of every coach, staff member, student-athlete, University employee and representative of athletics interests to report any known or suspected violation of NCAA, Big Ten Conference or Purdue University rules. Such a report of a known or suspected violation can be made to the Athletic Director, Associate Athletic Director for Sports, the Assistant Athletic Director/Compliance Coordinator, or the Faculty Representatives. Information about the known or suspected violation is forwarded to the Compliance Coordinator, who has been designated by the Athletic Director as the individual responsible for conducting an investigation of the known or suspected violation.

Outside Responsibilities

Office of Admissions:
Reviews the academic credentials of all student-athletes applying to enter the University and makes appropriate admission decisions that meet University admissions requirements.

Division of Financial Aid:
Monitors the awarding of athletic aid to assure compliance per NCAA Bylaw 15. Monitors outside awards received by student-athletes to assure compliance. Prepares NCAA Squad Lists.
Maintains all records related to athletic financial aid and reports this information to the Assistant Athletic Director/Compliance Coordinator. Co-signs athletic grant-in-aid tenders.

Office of the Registrar:
Maintains all academic records of student-athletes.
Verifies the eligibility and continuing eligibility of all student-athletes.

Reviews athletic eligibility based on NCAA Bylaws 14.1 and 14.4 and Big Ten Conference eligibility rules.
Prepares graduation-rate reports of student-athletes as per NCAA requirements.

Intercollegiate Athletic Department Business Office:
Reviews travel requests from coaches conducting off-campus recruiting.
Approves or denies funding requests for on-campus, official visit, recruiting activities.
Coordinates these activities with the Assistant Athletic Director/Compliance Coordinator.

University Internal Auditor:
Reviews the financial records of the Intercollegiate Athletics Department. Monitors departmental activities to ensure compliance with NCAA bylaws. Reviews the compliance process in regard to NCAA regulations.

The Big Ten Conference:
Visits the University, as requested, to conduct reviews of the efforts of the Intercollegiate Athletics Department to be in continuous compliance with both NCAA and Big Ten Conference regulations.
Provides guidance in creating forms and procedures to track compliance education and process.
9. Describe the procedures by which the institution processes alleged or self-discovered violations of NCAA rules.

It is the policy of the Intercollegiate Athletics Department to investigate all alleged rules violations by coaches, staff members, student-athletes and other outside representatives of athletics interests. If it is determined that a violation has taken place, a self-report will be made by the Intercollegiate Athletics Department to the NCAA and to the Big Ten Conference.

The Intercollegiate Athletics Department's Policy and Procedures Manual contains a compliance section (See Attachment F) which provides the policy and procedures for handling violations of NCAA and/or Big Ten Conference regulations. Part "E" of that section outlines the process for reporting violations.

10. Describe the institution's rules-education efforts for student-athletes, athletics department staff members, other institutional staff members and representatives of the institution's athletics interests.

The Purdue Intercollegiate Athletics Department advises all coaches, staff, Athletic Affairs Committee members and student-athletes of its support of NCAA rules from the time that each of these individuals becomes associated with the University. All parties are advised of NCAA Bylaw 10, Ethical Conduct, and reminded that they are required to comply.

As part of the continuing effort to keep everyone aware of NCAA and Big Ten Conference regulations, the following are provided to enhance rules education:
Compliance orientation for coaches and staff.
Student-athlete/team NCAA orientation meetings.
NCAA/Big Ten Rules Information Newsletter (See Attachment G).
Student-athlete newsletter, "Pete's Page" (See Attachment H).
Compliance Handbook for Coaches, 1997-98 (See Attachment I).
Student-Athlete Handbook, 1997-98 (See Attachment J).
Quick Reference Guide to NCAA Rules and Regulations for Athletic Boosters (See Attachment K).
"Know the Rules" articles in Gold and Black Illustrated (See Attachment L).

NCAA Coaches Certification Exam.
Annual athletic staff rules education quiz (See Attachment M).
Annual review and vote by staff on proposed NCAA legislation.
Post-NCAA Convention video and discussion of new legislation.
Review of proposed NCAA legislation with the Student-Athlete Advisory Committee (Captains' Table). NCAA News

EVALUATION AND PLAN FOR IMPROVEMENT

1. Given the responses previously, evaluate whether the activities of the athletics program are in substantial conformity with each of the operating principles set forth in this section. The institution's evaluation should address each of the seven specific operating principles separately.

OP #1: Operating Principles
Conformity.
OP #2: Institutional Control
Conformity.
OP #3: Presidential Authority, Governing Board
Conformity.
OP #4: Shared Responsibilities
Conformity.
OP #5: Assignment of Rules-Compliance Responsibilities
Conformity.
OP #6: Rules-Compliance Accountability
Conformity.
OP #7: Rules-Compliance Evaluation
Conformity.

2. Given the responses previously, evaluate whether the activities of the athletics program are consistent with the mission and purpose of the institution.

In 1895, Purdue's President Smart recognized the importance of bringing athletics under institutional control and within the scope of the educational mission of the institution. In the same year he gathered like-minded Presidents from several major institutions in the Midwest at a meeting in Chicago, Illinois, where the Big Ten Conference was born. From that time forward, Intercollegiate Athletics at Purdue has been under the shared control of the Board of Trustees, the President, the Faculty Representatives, the Athletic Director and appropriate internal offices such as business, registrar, financial aid and admissions.

As the rules for Intercollegiate Athletics became more complex, it was necessary that rules-compliance, education and accountability responsibilities be expanded. In 1965, the first Athletic Affairs Committee was formed and approved by the University Senate. This strengthened the role of the faculty in institutional control of Intercollegiate Athletics. Today, the Athletic Affairs Committee brings student, faculty, community and alumni voices into the shared institutional control of Intercollegiate Athletics.

Today, we feel we are in compliance with the NCAA governance and commitment to rules compliance.

3. Where the institution concludes in its evaluation that it does not conform to one or more operating principles or that problems or deficiencies exist, describe the institution's specific plan for improvement, including: (a) the intended end result, (b) the individuals or offices that will be responsible for taking specific actions and (c) the specific timetable for completing the work. Where the institution concludes that these improvements may affect existing programs or activities in other areas, describe how the institution intends to maintain the current level of quality of those programs.

The Governance and Commitment to Rules Compliance Subcommittee concludes that Purdue University is in full compliance with all operating principles. It commends the institution on its long history of institutional control, shared responsibilities and rules-compliance accountability. The subcommittee recommends that Purdue University continue to be vigilant on all issues related to institutional control and rules compliance and make changes and improvements as deemed necessary and desirable to maintain the high standards set in motion by President Smart so many years ago. One area of improvement suggested is to explicitly include rules-compliance in the yearly performance evaluations of Intercollegiate Athletic staff, coaches and administrators.

Continuous Improvement Recommendation #1

Plan: Change the wording in the yearly performance evaluation form to explicitly evaluate each member of the staff on their commitment to rules compliance (See Attachment N). Intended End Result: Ensure that commitment to rules compliance is clearly spelled out in the performance evaluation process. Individuals Responsible: Director of Athletics and Compliance Coordinator. Timetable: January 1999.

LIST OF ATTACHMENTS

ACADEMIC INTEGRITY

1. Describe any recent major changes in policy and organization that affect the institution's current efforts in matters related to the operating principles listed above regarding academic integrity, focusing on those implemented during the last three years.

No major policy changes were made during the past three years. The self-study subcommittee did review a number of additions to services that were made during the past three years and found that such changes were appropriate and only served to enhance the academic services provided to student-athletes. Some examples of changes were conversion of the operation of the student computer laboratory from support by the Athletic Department to the University computing center, resulting in faster and more powerful computers, internet and world-wide web connection and an overall better computer environment for student-athletes; greatly expanded academic services by encouraging all incoming student- athletes to enroll in an orientation course; conducting a career fair; conducting time management seminars; presenting numerous life skills seminars; adding student interns to academic support services; and opening the Academic Learning Center.

A change was made in the reporting structure for the academic service staff. In 1992 the Academic Support Director, (A.S.D.), reported to the Athletic Director; in 1993 the A.S.D. reported to the Associate Athletic Director; and in 1995 the reporting structure was changed for the A.S.D. to report to the new Assistant Director of Athletics for Compliance/Academics.

2. Describe the process by which student-athletes are admitted to your institution, and compare it to the process for admitting students generally. Give careful attention to key decision points (e.g., establishment of admissions criteria, approval of special admissions) in these processes and the individuals or groups involved at each point, including the role, either formal or informal, the athletics department plays (if any) in the admissions process for student-athletes.

The academic quality requirements for admission are established by the faculty and approved by the Board of Trustees (See Attachment A). Professional staff in the Office of Admissions are the only individuals at Purdue University involved in the actual admissions decision process.

Application materials are received in the Office of Admissions either directly from the student, the high school counselor, from the athletic department or several third-party vendors selected by the student. A completed application consists of the application, high school transcript, standardized test scores, and the application fee. Other than collecting application materials and forwarding them to the Admissions Office, the Athletic Department has no role in the admissions decision process.

The academic quality admissions requirements for all students differ from program-to-program and from school-to-school, but the admitting process is the same. If the applicant meets predetermined admit guidelines, the student is automatically admitted to his/her first or alternate choice program. If the applicant meets pre-determined deny guidelines, the applicant is automatically denied.

If the applicant does not meet pre-determined automatic guidelines for admission or denial, the application is reviewed by an Admissions Officer. If the Admissions Officer determines that the applicant meets overall quality admissions requirements, the applicant is admitted to either his/her first or alternate choice. If the applicant does not meet admissions quality requirements, the applicant is denied.

However, if the applicant does meet quality admissions requirements in another school or program to which they did not apply, a letter is sent to the applicant explaining that they did not meet the quality requirement of their first or second choice, but that other opportunities for admission may still exist.

At this point it is left up to the applicant to contact the Office of Admissions to explore other admission opportunities at Purdue. Nonresident students with special status or talents (i.e., children of alumni; students with exceptional talent in music, art, drama or athletics; or students who have excelled in a particular academic subject area) applying to Purdue University may be considered for admission using resident quality requirements.

3. Compare the admissions profiles of student-athletes who received athletics grants-in-aid with the profiles of students in general by submitting the following information for the three most recent academic years for which this information is available: average standardized test scores and average overall high-school grade-point averages for freshman student-athletes who received athletics aid (by gender, by racial or ethnic group, and according to the eight sport groups listed in the NCAA Division I graduation-rates disclosure form - football, men's basketball, baseball, men's track/cross country, men's other sports and mixed sports, women's basketball, women's track/cross country, and women's other sports) and for all entering freshman students (by gender and by racial or ethnic group). [Note: Use Attachment No. 1 and the graduation-rates disclosure form methodology to compile these data.]

Attachments B 1-6 provide the comparisons of admissions profiles. Note: Overall high-school class rank average is reported in place of Grade Point Average, as Purdue University does not collect or use overall grade point average of incoming students as admission criteria. Copies of correspondence authorizing this substitution are attached in Attachment C 1-2.

4. Compare the number of freshman student-athletes receiving athletics aid who were admitted by special exception to the institution's standard or normal entrance requirements with the number of freshman students generally who were so admitted by providing these data for the three most recent academic years and, for the student-athlete data, for each of the eight sport groups organized by year listed in the Division I graduation-rates disclosure form. [Note: Use Attachment No. 2 to compile these data.]

Attachment D There are no special exceptions made for student-athletes to the University's standard entrance requirements; therefore, no freshman student-athlete received athletic aid who was admitted by special exception.

5. List the step-by-step sequence of actions taken by particular individuals on your institution's campus to certify initial eligibility for transfer student-athletes. Identify the individual(s) with final authority for certifying initial eligibility, and their title(s).

A. Transfer Students
1. The student-athlete's transfer credit is evaluated by the credit evaluation staff of Purdue's Office of Admissions.
2. The credit evaluation report is used by the respective school
to determine credit toward the degree.
3. The Associate Registrar, (A.R.), Roy Johnson, and the Athletic Department's Academic Support Services Director, (A.S.D.), Susan Aufderheide, review the student-athlete's official transcript to determine incoming GPA and use the credit evaluation report to document hours toward a degree.
4. The A.S.D. completes the Purdue Compliance Transfer Documentation form sample (See Attachment E) to document eligibility status.
5. The A.S.D. and the A.R. use the Student Information Teleprocessing screen of the Registrar's system to verify hours brought in by the student-athlete from his/her past institution(s).

B. The Certification Process
1. The A.S.D. brings the A.R. a copy of the Big Ten Conference Certified Eligibility List sample (See Attachment F) for the sport, along with the Athletic Department's annotated record copies mentioned above.

The eligibility list has normally already been signed by the appropriate coach and the Athletic Director, (A.D.), Morgan Burke, prior to the time it comes to the A.R. Among other information, the list identifies the number of years in residence for each athlete and the number of years of participation completed.

2. The A.S.D. and A.R. review the list name by name to check for eligibility. The A.R. and the A.S.D. review the Compliance Transfer Documentation and double-check computations against the following Big Ten requirements:

Yr. In Residence         Cum. Hours         GPA
         2nd              24 Sem.           1.80
         3rd              51 Sem.           1.90
         4th              78 Sem.           2.00
         5th              105 Sem.          2.00

3. Once all athletes on the team have been approved, the A.R. signs the eligibility list, and the A.S.D. takes it to the Faculty Representative, (F.R.), Phil Nelson, for final signature.

4. A copy of the final approved list is returned to the A.R. once it has been filed with the Big Ten Office. The A.R. then adds it to any appropriate Clearinghouse documents along with record copies for all names on the list. The entire packet is then stored, by team, in the A.R.'s office.

5. The A.R. files contain both current and historical folders for each team. As a new current packet is filed for a sport, the former packet is removed and the previous eligibility roster moved to the historical file for that team. All other materials from the prior year are discarded.

6. List the step-by-step sequence of actions taken by particular individuals on your institution's campus to certify student-athletes' continuing eligibility. Identify the individuals with final authority for certifying continuing eligibility, and their title(s).

A. New Students
1. The NCAA Clearinghouse office produces Weekly Status Reports of all high school athletes being recruited by each University, by team. This report summarizes scores in core units, core GPA, and eligibility status.

New reports are produced when a change in status occurs to one of the students on the list or when a new student is added to the list. The Associate Registrar, (A.R.), Roy Johnson, receives a copy of each new report from the Athletic Department Compliance Officer, (A.D.C.O.), Roger Blalock, and replaces the earlier version in the file.

2. Once the Clearinghouse staff has processed a student-athlete, an Initial Eligibility Certification Report is generated for the student-athlete and a copy sent to the A.R. A supplemental report is produced as a student-athlete is re-evaluated and a copy of that report is sent to the A.R.

3. The A.R. retains all of the team listings and individual reports.

B. Continuing Students
1. Big Ten eligibility requirements are more restrictive than NCAA requirements. In particular, NCAA credit hour requirements are based upon total hours completed, while Big Ten requirements are based upon hours applicable to the degree program. The A.R. serves as the liaison with the individual school advisors in identifying any hours the student has completed which are not applicable to the student's degree program.

2. Prior to meeting with the Academic Support Services Director, (A.S.D.), Susan Aufderheide, the A.R. orders two sets of record copies for each student-athlete on the team to be certified. The A.S.D. and A.R. highlight any courses not applicable to the degree, highlight any F grades still in the working hours and points totals, and highlight any usable credit not in the hours total (department credit, credit by exam, transfer credit hours, etc.). They then recompute an adjusted GPA using applicable hours and mark these figures on the record copy.

C. The Certification Process
1. The A.S.D. brings the A.R. a copy of the Big Ten Conference Certified Eligibility List for the sport (along with the Athletic Department's annotated record copies mentioned above). The eligibility list has normally been signed by the appropriate coach and the A.D. prior to the time it comes to the A.R. Among other information, the list identifies the number of years in residence for each student-athlete and the number of years of participation completed.

2. The A.S.D. and the A.R. review the list name by name to check for eligibility. For new student-athletes (res.=1, particip.=0), the A.R. refers to the lists and reports from the Clearinghouse to verify eligibility. For continuing students, the A.R. reviews the record copy and double-checks computations against the following Big Ten requirements:

Yr. In Residence     Cum. Hours      GPA
    2nd              24 Sem.            1.80
    3rd              51 Sem.            1.90
    4th              78 Sem.            2.00
    5th             105 Sem.            2.00

3. Once all student-athletes on the team have been approved, the A.R. signs the Eligibility List and the A.S.D. takes it to the Faculty Representative, (F.R.), Phil Nelson, for final signature.

4. A copy of the final approved list is returned to the A.R. once it has been filed with the Big Ten Office. The A.R. then adds it to any appropriate Clearinghouse documents along with record copies for all names on the list. The entire packet is then stored, by team, in the A.R.'s office.

5. The A.R. files contain both current and historical folders for each team. As a new current packet is filed for a sport, the former packet is removed and the previous eligibility roster is moved to the historical file for that team. All other materials from the prior year are discarded.

7. Describe the academic support system available to student-athletes. Include: (a) the specific academic support services (e.g., tutoring, posteligibility programs, study skills) offered; (b) any policies that govern which students can use these services; (c) the mechanisms by which student-athletes are made aware of these services; (d) the mechanism for institutional academic oversight of these services; and (e) any means of analyzing, explaining and addressing special academic needs of student-athletes (if any are identified).

The athletic academic support services are housed primarily in the Intercollegiate Athletic Facility, which provides convenience for student- athletes to use the services and maximum accessibility for the wide array of services provided.

A professional, service-oriented staff of three and one-half administrative/professionals, three half-time graduate assistants, one half-time intern, 300+ tutors and mentors, 20 study table/computer lab personnel, and a half-time clerical staff member provide outstanding academic support services for all student-athletes.

Excellent facilities support the work of the staff. The facilities consist of a monitored study table area, two small group study areas, 10 individual tutor rooms, a mini road trip reading library/career resource room, and a computer laboratory. The computer laboratory houses nine IBM and two MAC computers, plus a printer, a typewriter, and a scanner. The computer laboratory is fully supported by the Purdue University Computing Center (PUCC) and is connected to the University backbone providing access to all computing services on campus as well as internet and world-wide web capabilities.

All of the above services are provided for student-athletes in addition to the academic services provided by the University, the various schools, and programs.

a) Specific academic support services provided to student-athletes by the Athletic Department; supervised study tables for all student-athletes 8:00 a.m. - 10:00 p.m. Monday-Thursday; 8:00 a.m.-5:00 p.m. Friday; Noon-10:00 p.m. Sunday unlimited tutoring for all scholarship and coach-approved walk-on student-athletes mentor program for first year student-athletes standardized grade checks conducted on coach-identified student-athletes every four weeks athletic timeblocks entered for each student-athlete which minimize the conflict between courses and practice time personal and academic counseling provided through the athletic academic advisors computer lab available and staffed 7:00 a.m.-10:30 p.m. Monday-Thursday; 7:00 a.m.-6:00 p.m. Friday; 8:00 a.m.-5:00 p.m. Saturday, and Noon-10:30 Sunday. tape recorders available to be checked out by student- athletes in order to tape lectures while they are out of town competing career resource room which is staffed by a career intern a minimum of twenty hours a week computer-based career resource network for former student-athletes willing to discuss career issues with current student-athletes "road trip reading" library success seminars dealing with life and academic topics offered during a pre-determined life skills timeblock reading and writing assessments are conducted with all incoming student-athletes, information gathered from this process is used to help identify those student-athletes who may need special services through Purdue's Adaptive Learning Program.

b) Policies governing which students can use these services; All services are available to all student-athletes, with the exception of walk-ons. Walk-ons need their coach's permission to use tutor and mentor services-which are generally approved.

c) Mechanisms by which student-athletes are made aware of services; Student-athletes are told of and shown the services during their recruiting visits and again during their initial academic meeting each year. In addition, each student-athlete is given a Student-Athlete Handbook at the beginning of each year which outlines and describes all services, procedures and policies governing the services.

d) The mechanism for institutional academic oversight of these services; The services are provided by the Academic Support Services Staff. The Director of the program reports to the Assistant Athletic Director, who reports to the Athletic Director. The Athletic Affairs Committee of the University Senate monitors the services provided during monthly committee meetings.

e) Any means of analyzing, explaining and addressing special academic needs of student-athletes; Special needs of student-athletes that are identified by the staff are addressed by the staff and referred to the Dean of Students office for remediation and/or special services as required by Public Law 94-142. Special needs such as reading and/or writing problems are generally handled by one-on-one assistance from the staff.

High school grades and test scores of all incoming student- athletes are examined prior to the first day of classes to help identify those student-athletes who may be "at risk." These students are strongly urged to work with a mentor. The mentor assists the student-athlete in developing time management and study skills.

8. Describe the institution's policies related to the scheduling of intercollegiate athletics competitions and practices that minimize interference with class time and examination periods.

Practice times are chosen by each head coach. Coaches seek information from their respective athletic academic advisor in regard to the best practice time in relation to courses offered. The Office of Space Management and Academic Scheduling creates athletic timeblocks which are put into the registration system at the same time course requests are entered. The computer system then attempts to find a schedule which will allow the student-athlete to enroll in all courses requested while keeping the athletic timeblock in place.

If there is a conflict between a course and the athletic timeblock, the student-athlete is asked to meet with the coach to discuss the conflict. If the course is an elective, the coach will most likely ask the student-athlete to select another course which does not conflict with practice. If it is a required course that can be taken another semester, the student-athlete is asked to substitute another required course for the one causing the conflict.

If the course in question is required, and must be taken during that specific semester, the coach will relinquish demand on the student-athlete's time to allow the student-athlete to take the course and come later or leave practice early. A coach may move the entire team's practice to accommodate class times, i.e., move the practice from 3-6 p.m. to 6-9 p.m.

The Athletic Affairs Committee policy that examines potential conflicts between missed class time, final exam schedules, and competition is attached (See Attachment G). 9. Review the graduation rates for student-athletes and for students generally during the last three years, and comment on any trends or significant changes.

Purdue University graduation rates of student-athletes are comparable to the regular student body across all measures with one exception for male student-athletes compared to all male students. Some improvement has been experienced in the overall graduation rate of student-athletes over the past three years, while the rate of all University students remained the same.

For the past three years, four of the five most common degree programs continue to be the same four programs, with a slight change in order: business management, education, engineering, and communications. The distribution of student-athletes enrolled in the various schools closely models the regular student body (See Attachment H).

An examination of the diversity of the student-athlete population reveals little change over the past three years. Copies of the last four NCAA graduation rate reports are attached (See Attachment I). The graduation rate of student-athletes who have exhausted their eligibility has remained constant at 86%. The low male student-athlete graduation rate is attributed to the turnover in football coaches and the student-athlete transfers resulting from each change. It is important to note that the graduation rate information is a lagging indicator of the program's success in academics. The GPA trend reported in Self-Study Item 10 is a more current indicator. 10. Describe the specific goal(s) that your institution has set for graduation of students generally and for graduation of student-athletes.

The University has not established specific graduation rate goals for either the general student population or for student-athletes. The University's general goal is to maintain graduation rates for all students which are at or above the average among comparable institutions. The institution strives to achieve this goal by selecting and admitting qualified students, including student-athletes, who are capable of successfully meeting Purdue University's academic requirements. Appropriate academic and personal services are provided for all students and student-athletes to support them as they pursue their educational goals.

The Purdue Athletic Department has established two primary academic goals. One states that the graduation rates of our student-athletes will be at or above the all campus average. The preceding data illustrate that we are on our way to achieving this goal. While graduation rates are one indicator of how well the Athletic Department is doing in the academic area, it is a lagging indicator. A more current indicator is the cumulative grade point average of the student-athlete population.

The second academic goal of the Athletic Department states that the student-athletes will be at or above the all campus grade point average. The following chart demonstrates that positive trend in the cumulative grade point average of the student-athletes compared to the all campus average. It should be noted that during the Fall, 1997 semester the student-athletes' cumulative grade point average surpassed that of the general student body.

EVALUATION AND PLAN FOR IMPROVEMENT

1. Given the responses previously, evaluate whether the activities of the athletics program are in substantial conformity with each of the operating principles set for forth in this section. The institution's evaluation should address each of the five specific operating principles separately.

OP #1: Integrated in Student Body
Conformity.
OP #2: Admissions and Graduation
Conformity.
OP #3: Academic Authority
Conformity
OP #4: Academic Support
Conformity
OP #5: Scheduling
Conformity

2. Given the responses previously, evaluate whether the activities of the athletic program are consistent with the mission and purpose of the institution.

The Purdue University athletic program is consistent with the mission and purpose of the institution. Admitted by the same policies as all Purdue students, student-athletes are integrated into the mission of the University. Student-athletes are viewed first as students, and the academic success of student-athletes is clearly of the highest priority. The diversity of students' programs of study and their graduation success rates closely model those of the entire student body.

Student-athletes live, attend classes, and participate in student activities as do other members of the Purdue student body. Further, academic support services provided by the Athletic Department supplement services available for all students; they are outstanding, providing student-athletes with the support system needed for academic success.

3. Where the institution concludes in its evaluation that it does not conform to one or more operating principles, describe the institution's specific plan for improvement, including: (a) the intended end result, (b) the individuals or offices that will be responsible for taking specific actions and (c) the specific timetable for completing this work. Where the institution concludes that these improvements may affect existing programs or activities in other areas, describe how the institution intends to maintain the current level of quality of those programs.

The Academic Integrity Self-Study Subcommittee concluded that Purdue University is in full compliance with all operating principles and commends the outstanding academic support services provided to student-athletes. The subcommittee recommends that Purdue continue to provide the academic climate, policies, and services currently provided with continued analysis for continuing improvement opportunities. One area identified for possible enhancement of the services is the growing need for additional access to computers by student-athletes.

Continuous Improvement
Recommendation #1

Plan:
Expand the accessibility to computers for student-athletes, through increasing the number of workstations and laptop computers available in the athletic support services computer laboratory, study area, and for possible use on road trips.

Intended End Result:
Expanded accessibility to computers.

Individuals Responsible:
Director of Athletics for space and funding allocations; Athletic Support Services Director for implementation.

Timetable:
August 1999.

FISCAL INTEGRITY

SELF-STUDY ITEMS

1. Describe any major changes in athletics policy and organization that affect the institutions current efforts in matters related to the operating principles listed above regarding fiscal integrity, focusing on those implemented during the last three years.

The control environment, within which the Purdue Intercollegiate Athletics (ICA) program operates, is characterized by the following:

1. Intercollegiate Athletics is a department of the University, fully integrated into the University's organizational, budgeting, and accounting structure. The Athletic Director reports directly to the President of the University. The Chief Financial Officer of Intercollegiate Athletics, the Athletic Business Manager, is assigned to the Athletic Director, but also reports directly to the University's Vice President for Business Services and Assistant Treasurer (See Attachment A).

2. Intercollegiate Athletics is an auxiliary enterprise, responsible for generating all revenues sufficient to support the Intercollegiate Athletics program and maintain all athletic facilities.

The most significant change affecting the fiscal integrity of the Intercollegiate Athletic Department occurred five years ago (January 1993) with the hiring of a new Athletic Director, Morgan Burke. Since that time the following changes have been implemented:

A. Changes initiated within the Purdue Athletic Department:

1. The establishment of a Vision, Mission, and Goals statement (See Attachment B).

2. The establishment of zero base budgeting for the operating budgets of all cost centers in Athletics. A description of the step-by-step process for Athletics' budget development and incorporation of the zero base budgeting process is provided under Self-Study Item 5.

3. The establishment of a 10-year plan for addressing the major maintenance needs of athletic facilities, which is updated annually (See Attachment C).

4. The establishment of operating accounts in the Purdue Alumni Foundation for each of our recognized booster groups. The three recognized booster groups (Gold Block - volleyball; Boiler NETwork - women's basketball; and Boiler Backers - General Athletic Support) historically operated their activities via checking accounts at the Purdue Employees Federal Credit Union. In order to exercise greater institutional control as required by the NCAA, we asked these organizations to transfer their checking accounts into the Purdue Alumni Foundation. Revenue is generated through the collection of membership fees. All expenditures of these funds are reviewed by Associate Athletic Director Joni Comstock for NCAA compliance and Athletic Business Manager Glenn Tompkins for fiscal accountability (appropriate receipts, etc.) before submission to the Purdue Alumni Foundation for payment.

5. The transfer of the administration of sports camps to the Division of Conferences and Continuing Education. Quality control parameters related to camps (e.g., coach-to-camper ratio, injury-related medical insurance, on-campus housing, etc.) are established by the Athletic Director or his designee.

6. A significantly increased emphasis on both development and marketing efforts, including an exclusive partnership with an outside sports marketing firm which provides for an on-site Marketing Director.

7. An exclusive partnership with a local travel agency, which includes an on-site travel agent dedicated to Athletics' travel needs.

8. A reorganization of the management of the University's two 18-hole golf courses (under the supervision of Athletics), which has eliminated a recurring annual operating deficit.

9. A soon-to-be completed redesign of the University's two 18-hole golf courses with projected increased revenues sufficient to fund the maintenance of the golf course complex, as well as the operating budgets for both the men's and women's golf programs.

10. The reporting to the University's Payroll Office of staff taxable income attributed to courtesy cars and complimentary men's basketball season tickets, with appropriate withholding and reporting to the IRS.

11. The establishment of a consistent bonus structure for all Revenue sport coaches and Olympic sport head coaches. In addition, payment of these bonuses is made through either the University or the Purdue Alumni Foundation payroll systems with appropriate withholding and reporting to the IRS.

12. The execution of an agreement with Champion to provide competition and practice wear for football, men's and women's basketball, and men's and women's golf. The execution of an agreement with Nike to provide shoes for all sports, with the exception of men's and women's basketball, volleyball, wrestling and women's soccer. At the time the Nike agreement was negotiated, men's basketball and women's basketball were being provided shoes via personal service agreements between Nike and head men's basketball coach Gene Keady and head women's basketball coach Lin Dunn. Shoes were being provided to the volleyball team through an agreement with Mizuno Inc. (which has since terminated). The wrestling coach prefers to not use Nike shoes and the women's soccer program (our newest program recently established) did not exist at that time. We have recently initiated negotiations with Nike for an extension to the shoe agreement and have indicated to them that we want all of our sports covered except, possibly, wrestling.

13. The establishment of a relationship with the University's Department of Personnel Services, whereby a member of that department has been assigned to Intercollegiate Athletics on a recurring basis to provide Human Resources support.

14. The development of an internal reserves policy to provide for the maintenance of minimum balances in the department's operating fund as well as the major maintenance reserve. The Athletic Department's goal is to maintain a minimum operating cash balance of $2 M (actual cash balance at 6-30-97 was $2,433,863) and a Maintenance Reserve balance of $3.5 M (actual cash balance at 6-30-97 was $3,584,673).

If necessary, transfers are made from each year's operating cash surplus into the Athletic Maintenance Reserve to maintain the minimum balance of $3.5 M. In addition, the practice continues of transferring $250,000 per year from John Purdue Club operating funds in the Purdue Alumni Foundation (PAF) into the John Purdue Club cash reserve in order to rebuild the cash reserve to $3.4M. The cash balance had been utilized in 1990 in order to complete payment for the Mollenkopf Indoor Practice Facility.

The cash reserve provided not only an operating safety net, but also generated significant annual interest income that was used to supplement operating revenue. Actual cash balance in the John Purdue Club cash reserve as of 6-30-97 was $1,856,165.

B. Changes initiated by the Big Ten Conference:

1. Football and men's basketball gate sharing: With the approval of the Council of Presidents, the Big Ten modified the formula for sharing the gate revenue for conference football and men's basketball games. For each conference football game, the host school transfers 35% of the revenue generated by actual gate admissions to the Big Ten Office. For Fiscal Year 1996-97 the payment limits were a minimum of $267,000 per game and maximum of $678,000 per game.

The Big Ten Conference collects the payments from each host institution for its respective games and then divides the accumulated total into 11 equal shares which are returned to the institutions. The same formula is used for men's basketball conference games. For Fiscal Year 1996-97 the minimum payment was $29,000 per game and the maximum was $67,000 per game.

2. In the late 1980's each conference institution assigned to the Big Ten Conference their rights to the live telecast of all Big Ten football and men's basketball games (conference and non-conference; home and away). With this assignment, the Big Ten office has been able to negotiate TV rights with ABC, CBS, ESPN and Creative Sports to generate significant increases in revenues to each member institution. Revenue from television in Fiscal Year 1988-89 was $1,394,954 as compared to Fiscal Year 1996-97 revenue of $2,847,189.

2. Explain the institution's philosophy with respect to the funding of the athletics program.

The Athletic Department is established in the University chart of accounts as an Auxiliary Enterprise. With the exception of a small amount of funding provided by student fees (approximately $300,000 out of a $22,000,000 operating budget for Fiscal Year 1996-97), the Athletic Department is expected to generate all of the revenue necessary to operate an intercollegiate athletic program of 18 sports, including the maintenance and repair of all Intercollegiate Athletic facilities.

The Athletic Department directly funds the total Grant-in-Aid cost for all athletes, based on actual residency status (i.e., in-state or out-of-state). In addition, the Athletic Department pays to the University general fund approximately $800,000 per year as an administrative fee to cover central services provided by the University (e.g., services from Purchasing, Payroll, Physical Facilities, etc.).

3. Prepare a list of all revenue sources for Intercollegiate Athletics that are under the clear accounting and financial control of the institution.

Attached (See Attachment D) is a complete itemization of the revenue sources for Intercollegiate Athletics which are under the clear accounting and financial control of the institution. Although the majority of the gift funds received is initially deposited into the Purdue Alumni Foundation (see Self-Study Item 4 below), most of those funds are eventually transferred into the University to cover the actual cost of athletic scholarships, facility improvements, and sport-specific expenditures. Any expenditures made directly by the Purdue Alumni Foundation on behalf of Intercollegiate Athletics must have the approval of the Athletic Business Manager.

4. Prepare a list of all other sources (i.e., those not under the accounting and financial control of the institution) generating revenue on behalf of your institution's intercollegiate athletics program, including outside foundations.

The John Purdue Club is the fund raising program within the Athletic Department whose goal is to generate voluntary support sufficient to fund development activities, all athletic grant-in-aid costs, and the cost of academic support services.

As mentioned in Self-Study Item 3 above, most of the gift revenue in support of Intercollegiate Athletics is deposited into the Purdue Alumni Foundation. The majority of these funds is transferred into the Athletic Department's University accounts for expenditure in accordance with University policy. Expenditures made directly by the Foundation are subject to the review and approval of the Athletic Business Manager. These funds are also included in the NCAA Annual Financial Audit. Attached (See Attachment E) are the funds within the Purdue Alumni Foundation that support Intercollegiate Athletics.

5. Describe the step-by-step process for the athletics program's budget development and approval and highlight any areas that may differ from the institution's standard or normal budgeting procedures. Prepare a separate description for those sources of revenue described in Item 3 and another for revenue sources described in Item 4.

The Athletic Department operating budget is prepared in accordance with the University's general budget policies and procedures and budget preparation guidelines provided by the President to Intercollegiate Athletics (See Attachment F).

The Athletic Department has 62 accounts, or cost centers, each under the fiscal responsibility of a cost center manager (e.g., Coach, Facility Director, Sports Information Director, etc.). Each cost center budget is divided into three categories: Personnel (salaries, wages, and fringe benefits), Grant-in-Aid (if applicable), and Operating (everything except Personnel and Grant-in-Aid). The cost center managers are responsible for developing the budget for the Operating component and for managing activity during the year to adhere to that budget. As mentioned in Self-Study Item 1 above, the Athletic Department follows the practice of zero base budgeting.

That is, in January and early February of each year, the manager of each cost center develops (from a base of zero) his/her Operating Budget request for the upcoming fiscal year (July 1 through June 30). Attached are instructions provided to cost center managers to assist them in preparing their Operating Budgets (See Attachment G). Concurrently, the Athletic Department Business Office develops revenue projections, as well as projections of costs for the Personnel and Grant-in-Aid components.

The Athletic Business Office then accumulates these expense estimates with those provided by the cost center managers and compares the total projected expense to the projected revenue. If a deficit for the fiscal year is projected, the cost center managers are asked to reduce their budget request by a predetermined percentage. Only a balanced budget or one that projects a surplus is sent forward to the University's Office of Budget and Fiscal Planning for approval by the President and Board of Trustees.

The Personnel budget is developed by determining merit and market increases to base salaries of regular staff, as well as estimating costs for fringe benefits, overtime, and temporary wages. Increases to base salaries for both merit and market adjustments are determined in accordance with the guidelines determined by the University in conjunction with performance ratings provided by each employee's immediate supervisor. Attached are instructions provided to each supervisor for reporting performance ratings (See Attachment H).

The complete budget is reviewed by the President of the University and is subsequently approved by the institution's Board of Trustees as part of the annual budgeting process. This budget also includes anticipated gift funds initially deposited into the Purdue Alumni Foundation and subsequently transferred into University accounts for expenditures. The Director of the John Purdue Club, working with the Assistant Business Manager for Budgeting and Accounting, prepares estimates of John Purdue Club revenue and expenses. The development of the John Purdue Club personnel budget follows the guidelines described above. The estimated cost for grants-in-aid is developed based on the University's anticipated increases in tuition and fees and Resident Hall costs. The John Purdue Club Operating budget is developed following normal University guidelines for supplies and expenses.

6. Using the institution's established budgetary format, prepare a list of both the projected and actual athletics' revenue (by source) and expenditures (by budget categories) for the three most recently completed fiscal years. In doing so, make sure that all athletics' administrative costs are included. Provide any revenues and expenditures on a sport by sport basis. Prepare a separate list for revenues described in item 3 and another for revenues described in item 4.

(See Attachments I and J.)

7. Describe the process used in selecting the independent auditor for the institution's external financial audit for Intercollegiate Athletics, including any methods used to insure the independent nature of the auditor. Also, describe relevant corrective actions planned or implemented from the three most recent external audits.

The Annual Financial Audit requirements set forth by NCAA Bylaw 6.2.3.1 are coordinated by the institution's Internal Auditor, who reports to the Board of Trustees and to the Executive Vice President and Treasurer. This audit was initially performed for Fiscal Year 1992-93. At that time, the Internal Auditor recommended, and the Executive Vice President and Treasurer approved, the selection of the independent accounting firm of Ernst & Young since they were already conducting annual audits of the Dormitory System and the Purdue Alumni Foundation. As mentioned previously, most of the voluntary contributions in support of Athletics are initially deposited into the Purdue Alumni Foundation. Therefore, the NCAA requirement of an Annual Financial Audit involves two reports: 1) The Report of Independent Accountants on agreed-upon procedures applied pursuant to requirements of NCAA Bylaw 6.2.3.1 for the West Lafayette Campus, and 2) The Report of Independent Accountants on agreed-upon procedures applied to Purdue Alumni Foundation funds in support of Purdue Athletics. Since Ernst & Young was already performing annual audits on the Purdue Alumni Foundation, it was determined that it would be more economical to use them for the NCAA Financial Audit.

The contract with Ernst & Young covering the audits of the Dormitory System, the Purdue Alumni Foundation and Athletics was scheduled to terminate on June 30, 1997. Due to the increasing expense of the audits, it was determined that it would be prudent to rebid the Audit Services Contract. During Fiscal Year 1996-97, a committee consisting of the University Comptroller, the Fiscal Director for Housing and Food Services, the Vice President for Housing and Food Services, the Athletic Business Manager, the Assistant Treasurer and Secretary of the Purdue Alumni Association and the Senior Vice President of the Purdue Alumni Association developed a Request for Proposal, which was submitted to several major independent accounting firms. After receiving proposals from and conducting site visits by the following firms, KPMG Peat Marwick, Ernst & Young, Coopers & Lybrand, and Deloitte & Touche, the committee unanimously selected the firm of KPMG Peat Marwick to provide the audit services effective July 1,1997. Attached are copies of the audit reports for Fiscal Year 1994-95, Fiscal Year 1995-96, and Fiscal Year 1996-97. No corrective actions are recommended in any of the reports (See Attachments K through P).

8. Describe the ways in which your institution approves expenditures for intercollegiate athletics, including a description of different procedures based on various sources of funding (e.g., state funds vs. restricted/foundation funds). Also describe the controls, policies or guidelines (if any) the institution has in place in regard to staff expansion and approval of new positions.

Expenditures incurred by the Athletic Department are made either from University accounts under the control of the Athletic Department or Purdue Alumni Foundation accounts in support of Intercollegiate Athletics. All expenditures from either source of funds must have the approval of the Athletic Director or his designee. Attached is a copy (See Attachment Q) of the most recent delegation of signature authorization approved effective July 1, 1997. The Athletic Director has established internal restrictions on types of documents that can be signed by each individual listed on the delegation form. Attached to the Delegation of Signature Authorization Form is a chart which delineates these additional restrictions. This chart also indicates the preferred order of signature authorization. Due to the pace and spontaneity with which activities occur in Intercollegiate Athletics, it is necessary to have several people authorized to sign specific documents. It is not appropriate, however, that everyone be authorized to sign every document.

Since Intercollegiate Athletics is a department of the University, all expenditures of University funds under the control of Athletics follow normal University purchasing policies and procedures which are summarized below.

Purchasing

Orders for the purchase of equipment (including rental or lease), materials, supplies, food, and vendor services arising in the ordinary course of operations of the University are negotiated and executed in the name of the University by the University's Purchasing Department.

This responsibility and authority extends to all purchases made with University-controlled funds, regardless of their source. However, personal service expenses, travel expenses (Travel Section), Physical Facilities charges (Facility Section), and banquet expenses (Banquets) are covered by different procedures. Please see the appropriate sections below for these expenses.

All Intercollegiate Athletics (ICA) requests for goods and services are processed through the Athletic Department Business Office for proper authorization. Orders are not permitted to be placed directly with vendors without the prior written approval of the Athletic Director or his designee. The University has a variety of mechanisms for the purchase of goods and services, some of which can be used on an emergency basis for items that are needed on short notice. Certain goods and services require special reviews within the Athletic Department prior to being submitted to the Athletic Business Office:

TYPE OF PURCHASE                     SPECIAL REVIEW
Athletic game and sports equipment   Equipment Manager
Video equipment including cameras,   Video Coordinator 
   decks, etc.
Stationary, business cards, etc.     Associate Sports Information
                                     Director
Computer equipment, supplies and     ICA Business Analyst
maintenance
Facility-related items               ICA Facility Operations
                                     Director

Requisitions can be initiated by either processing a Departmental Requisition Form or a University Purchasing Requisition. The Athletic Business Office will complete the requisition process if the ICA staff member submits the request on a Departmental Requisition Form. The information on the Departmental Requisition is typed onto a University Purchasing Requisition. The purchasing process can be expedited by submitting a typed University Purchasing Requisition (instead of the Departmental Requisition Form) to the Athletic Business Office.

Prior to the Athletic Business Office submitting the University Purchasing Requisition to Purchasing, the request must be approved by the Athletic Director or his designee.

Purchases made without proper approval are not binding to the University and invoices may not be honored. The staff member may be held personally responsible for the charges of an unauthorized purchase.

Various mechanisms for purchasing goods and materials have been established within the University. A brief description of these procedures is provided below:

The Purchase Order is a contract between the University and a vendor for specific goods or services. The completion and submission of a Purchase Order to a vendor is the responsibility of the University Purchasing Department. The Purchasing Department's actions are a result of the submission of a University Purchasing Requisition from the Department to Purchasing.

A Standing Order is established for a definite time period and used for multiple purchases from one vendor. These items are not stocked in University Stores. A Ship Order Form is used to order material against a Standing Order.

University Stores provides commonly used supplies at volume-discounted prices. University Stores is comprised of General Stores plus outlying stores in Chemistry, Physics, and Pharmacy. The Stores Requisition is used for both stores and Stockless Purchases. Orders may be placed electronically to any of the University Stores by using SIRS (Stores Inventory Retrieval System). SIRS orders are placed instantaneously, but require access to the Administrative Data Processing Center through an access identification (ACID).

Stockless Purchases are used for supplies that are not available through the University Stores, but cannot be used for capital items. Stockless Purchasing Agreements have been made with several local vendors. Restrictions apply to each of the agreements. The Stores Requisition Form 100 is used for both Stores and Stockless Purchases.

Emergency Orders are placed directly with vendors when material must be ordered at once. The individual requesting the Emergency Order is responsible for confirming that funds are available to cover the purchase. The individual requesting the Emergency Order is responsible for justifying why it is necessary. Emergency Orders must be approved by the Athletic Director or his designee (either an Associate/Assistant Athletic Director or the Business Manager).

The Athletic Business Office will contact Purchasing for an Emergency Purchase Order number and will promptly send to Purchasing a requisition clearly marked "confirmation only."

Catering Requests are placed directly with vendors using the Purdue Athletic Department Catering Request Form (See Attachment R). The Catering Request requires the approval of the Athletic Director or his designee. At the conclusion of the event, the caterer submits an invoice with an attached copy of the Catering Request Form to the Athletic Business Office. The invoice is processed through the Athletic Business Manager to the Purdue Alumni Foundation for payment. Travel

See Intercollegiate Athletics Travel policies manual (See Attachment S).

Payroll/Personnel

Since Intercollegiate Athletics is a self-supporting auxiliary enterprise responsible for generating all funding to support its programs, the Athletic Director has substantial flexibility in determining when new regular staff positions (full-time or part-time) need to be created. The process for creating a new regular position follows normal University procedures. That is, a job description is developed by Athletics and submitted to the Department of Personnel Services, which determines the classification and exemption status of the position. The position is subsequently posted, applicants are interviewed and a successful candidate is selected.

All employees, regular and temporary (including event staff, tutor, mentor, camps personnel, etc.) are paid through the University payroll system, with appropriate withholding and reporting to the IRS. Enclosed is a copy of the Athletic Department Vacancy Recruitment Checklist (See Attachment T). Scholarships

Athletic Grants-in-Aid are approved by the appropriate head coach and are processed by the Athletic Department's Compliance Office. The Compliance Office processes the athletic Grant-in-Aid through the University's Division of Financial Aid, which then transmits the appropriate information to the University's Bursar Office. The Bursar charges the appropriate Athletic Department student aid accounts and processes fee statements for the student-athletes which, for those student-athletes not on full scholarship, reflect the balances due.

Major Facility Maintenance

Major maintenance of our Athletic Facilities is defined as those individual repair and maintenance projects with an estimated cost in excess of $10,000. The Athletic Department maintains a 10-year plan covering major maintenance projects that need to be addressed. At the conclusion of each fiscal year, a new 10th year is added to the plan and approved by the Vice President for Business Services and Assistant Treasurer. At the beginning of the new fiscal year, each project in that year's plan is initiated through the Physical Facilities Department, which establishes project accounts and processes all appropriate purchasing documents. Funding for project account expenditures is transferred from the Athletics Maintenance Reserve.

9. Describe the institutional procedures that are in place to address any deficit in the Intercollegiate Athletics Budget incurred during any fiscal year(s).

As mentioned earlier in Self-Study Item 1, Intercollegiate Athletics is an auxiliary enterprise responsible for generating all revenues sufficient to support the Intercollegiate Athletic programs and maintain all Athletic facilities. As an auxiliary enterprise, Intercollegiate Athletics is permitted to retain surpluses generated in a given fiscal year. Over the years, Athletics has been able to generate surpluses sufficient to establish cash reserves in both the Operating Fund and the Athletic Maintenance Reserve.

The annual budget preparation guidelines for Intercollegiate Athletics mandates that a budget be submitted that projects no worse than break even for the fiscal year. Should a deficit occur during the fiscal year, it would be covered via the cash reserves. At the end of each month, the Assistant Business Manager distributes copies of the monthly accounting statements to each cost center manager. Attachment I, which compares projected actual to budget for the fiscal year for each cost center is updated monthly. Unusual fluctuations in expenditures are reviewed with the Athletic Director and Athletic Business Manager and, if necessary, with the cost center manager. If it appears that an unexpected deficit will occur, appropriate corrective actions will be identified and implemented.

Additionally, the Athletic Business Office maintains projections for the two fiscal years following the current budget year. If these projections indicate the possibility of an operating deficit, program adjustments will be made so that expenses will be constrained to meet projected revenues.

10. Describe institutional policies and any state laws applicable to individuals including Athletic Department staff members who may enjoy economic gain as a result of University affiliation or the use of institutional facilities (e.g., faculty involved in product research and development, coaches involved in sports camps or shoe contract endorsements). Indicate whether, and if so, how, the institution has addressed issues related to conflict of interest, property rights, procurement regulations, and consistency of athletics department staff compensation with the various guidelines and regulations that govern compensation of other university personnel.

The State of Indiana has enacted two statutes which apply to Self-Study Item 10. The Indiana conflict of interest statute (IC 35-44-1-3) requires that all Purdue officers and employees employed in positions in which they were appointed by the Board of Trustees or in any positions involving any authority to purchase or contract on behalf of the University, must file disclosure statements with the Board of Trustees stating any financial interest which they may have in any University contract or purchase. Therefore, any coach (or any other University employee) that receives compensation from an outside organization (e.g., athletic apparel company) from which Purdue might purchase goods or services is covered by this statute and is required to disclose the financial interest the staff member may have in the outside organization. Executive Memorandum C-1 dated August 22, 1983 (See Attachment U), as amended by Executive Memorandum C-39 dated October 25, 1995 (See Attachment V), outlines Purdue Policy and Procedures for compliance with these conflict of interest disclosure requirements.

The Indiana criminal bribery statute (IC 35-44-1-1), which applies to employees of public employers such as Purdue, makes it a Class C felony for such an employee to accept, or agree to accept, any property with the intent to control performance of an act related to the employee's public employment. Therefore, a coach is prohibited from agreeing to have the team use the equipment and/or apparel of a company with which that coach has an endorsement agreement. The coach is merely permitted to make any free equipment or apparel available to the Athletic Department for use at the Athletic Department's discretion.

NCAA Operating Bylaw 11.2.2 regarding athletically-related outside income requires any full or part-time Athletic Department administrative or coaching staff member to receive prior written approval from the institution's Chief Executive Officer before receiving athletically-related income and benefits from sources outside the institution. The CEO may not delegate the prior written approval requirement, except for income that does not exceed an institutionally determined nominal amount (not to exceed $500) from speaking engagements and camp or clinic participation. A detailed accounting of all such income shall be provided annually by the employee to the CEO.

Purdue University policy requires that faculty and administrative/ professional employees must have the consent of the President of the University in order to engage in any outside activity which may divert their interest and attention from University duties (whether the outside activity involves athletically-related income or not). Approval shall be secured on Presidents Office Form 32A, Permission to Engage in an Outside Activity, and must be renewed each fiscal year (July 1). It is further a violation of University policy to utilize University resources, including facilities, for personal gain (i.e., other than institutional compensation) unless such use is covered by a contract with the University.

The Athletic Department has implemented a procedure intended to assure that any outside activities of Athletic Department staff comply with the above statutes and regulations. On approximately June 1 of each year, a memo is sent from the Athletic Director to all coaches and administrative staff in the Athletic Department, reminding each employee of the statutes and regulations regarding outside activities and conflict of interest and asking if the employee is involved in any outside activity (See Attachment W).

Those employees who answer "yes" are directed to fill out an Application for Permission to Engage in an Outside Activity and/or Disclosure of Potential Conflict of Interest for each outside activity. Each application is reviewed by the Athletic Business Manager to determine if the activity might involve an agreement between the employee and an outside organization, the existence of a potential conflict of interest, and any proposed use of University facilities for personal gain. All agreements between the employee and any outside organization are reviewed by the Athletic Business Manager, and the University attorney (if necessary), to determine if the agreement complies with the Indiana criminal bribery statute and is otherwise acceptable to Purdue University.

(Note: It has become commonplace for the Athletic Business Manager to work directly with the outside organization to revise language in outside agreements that violates state statute or is otherwise unacceptable to Purdue.) The outside activity request and the outside agreement are then forwarded to the President of the University for his review and approval. A memo from the President approving the outside activity is maintained in the employee's personnel file. If the outside activity involves the use of a University facility, the Athletic Business Manager prepares a Facilities Use Agreement which is executed by the employee and the University, and which requires that the employee compensate the University for use of any facility. The employee then submits a monthly facility use log indicating the revenue, if any, generated that month through the use of the facility and the facility use charge due from the employee.

Sports camps are conducted as University activities. Beginning in 1995, sports camps have been coordinated through the University's Division of Conferences and Continuing Education. The coaches, working with a conference coordinator, are permitted to manage each camp individually, but within the overall quality control parameters established by the Athletic Department. Those guidelines include the requirements that the camps purchase injury medical coverage, employ the use of Athletic Training staff, adhere to coach/camper ratios, and that campers be housed in University Residence Halls. The Athletic Department charges each camp a per camper facility rental fee. All compensation from these camps that is paid to Athletic Department coaches is processed through the University's payroll system with appropriate withholding and reporting to the IRS. Distribution of compensation to Athletic Department staff is reviewed and approved by the appropriate Sport Administrator. The Athletic Department believes that coordinating the camps through the Division of Conferences and Continuing Education provides control over risk management and legal issues, complies with applicable payroll tax reporting, and minimizes potential violations of NCAA regulations.

Complimentary use of vehicles is provided to coaches of the four revenue sports (football, men's and women's basketball, and volleyball), Associate/Assistant Athletic Directors and the Athletic Business Manager through a master agreement between the Athletic Department and the Lafayette New Car Dealers Association. The Athletic Department assigns the staff member to the specific dealer and collects information regarding the taxable value of the complimentary vehicle. This information is reported annually to the University Payroll Department for reporting to the IRS.

As discussed in Self-Study Item 8, positions in the Athletic Department are established and maintained in accordance with normal University procedures. That is, the University Department of Personnel Services reviews a proposed position description and determines the exemption status in accordance with the provisions of the Fair Labor Standards Act. For positions classified as non-exempt (i.e., subject to overtime) the University has established pay brackets for each level of the non-exempt position.

All staff in Intercollegiate Athletics ( regular and temporary) participate in the University's standard fringe benefit program.

Compensation packages for Intercollegiate Athletics staff (primarily coaching staff) may include components not typically found in other areas of the University. The department's compensation philosophy incorporates the concept of pay for performance (e.g., performance bonuses) as well as recognizing the compensation components (e.g., sports camps, courtesy cars, complimentary tickets to athletic events, etc.) typically utilized by Division 1 athletic programs across the country, which is the department's primary market competition. In developing a compensation package for a specific coach, information is gathered from the salary surveys conducted annually by the University of Texas, the University of Notre Dame and the Big Ten Conference. Compensation packages for Purdue coaches typically include a fixed base with opportunity for variable compensation based on athletic performance (e.g., conference finish and post-season competition) and academic performance (e.g., team grade point average and graduation rates). The balance between fixed base and variable compensation is occasionally the subject of negotiation when hiring a new coach. The package is usually structured so that a coach who chooses lower fixed base and higher variable compensation opportunities has the overall opportunity for greater compensation based on performance.

Another source of revenue for many coaches is the operation of sport camps. Sport camps are coordinated through the Division of Conferences and Continuing Education. All costs associated with the camps, including the use of Residence Halls and any Intercollegiate Athletic facility are charged to the camp account. The head coach is permitted to retain the net revenue from the camp, to be distributed between the head coach and the full-time assistant coaches. The proposed distribution of the net revenue must be approved by the Athletic Director or his designee. The financial structure of the camp was developed to provide an incentive to the coaches to generate more revenue, both for the coaches and Intercollegiate Athletics.

11. Describe the Policies and Standard Operating Procedures that help to ensure that all expenditures for Athletics are handled in accordance with NCAA rules.

Self-Study Item 8 describes the procedures for approving expenditures for Intercollegiate Athletics from both institution funds and foundation funds. All expenditures from institution funds on behalf of Athletics follow normal institutional purchasing procedures and must have the approval of the Athletic Director or his designee. All expenditures of Purdue Alumni Foundation funds on behalf of Athletics must have the approval of the Athletic Business Manager. After approval by the Athletic Business Manager, invoices are forwarded to the Executive Director of the Purdue Alumni Association who also reviews the invoices which are then forwarded to the Assistant Treasurer and Secretary of the Purdue Alumni Association for payment from Purdue Alumni Foundation funds.

The delegation of Athletic Director signature authorization described in Self-Study Item 8 indicates the priority order that staff are encouraged to follow when obtaining signatures on expenditure documents. For each document listed in the attachment to the Delegation of Signature Authority, the priority order of signature has been determined based on the degree to which staff are most knowledgeable about the policies and procedures that apply to different expenditures. The Assistant Athletic Director for Compliance and his staff work diligently to keep Athletic Department staff informed about NCAA regulations. Those individuals who have been delegated signature authorization are responsible for knowing the NCAA regulations that apply to the expenditures that they are approving.

Three categories of purchases receive scrutiny in light of stringent NCAA regulations which apply to each category, i.e., athletic game and sports equipment, stationery and other printed materials, and recruiting travel. Purchases of athletic game and sports equipment are reviewed by the Equipment Manager or his designee prior to being submitted to the Athletic Business Office. Purchases of stationary and other printed materials are reviewed by an Associate Sports Information Director. The Intercollegiate Athletic Department Travel Policies and Procedures manual referenced in Self-Study Item 8 (See Attachment S), outlines the procedures that need to be followed prior to initiating off-campus or on-campus recruiting.

EVALUATION AND PLAN FOR IMPROVEMENT

1. Given the responses previously, evaluate whether the activities of the athletics program are in substantial conformity with each of the operating principles set forth in this section. The institution's evaluation should address each of the two specific operating principles separately.

OP #1: Financial Controls Conformity OP #2: Established Policies and Procedures Conformity

2. Given the responses previously, evaluate whether the activities of the athletic program are consistent with the mission and purpose of the institution.

The mission of the Purdue University athletic program is consistent with the mission and purpose of the institution. With rare exception, the Department of Intercollegiate Athletics adheres to the same financial controls, policies, and procedures as other departments throughout the University. Exceptions are well documented and controlled. The department maintains proper budgetary preparation, accounting procedures, personnel contracts, and auditing procedures. As an auxiliary enterprise, the department consistently generates revenues sufficient to support the athletic program and maintain all athletic facilities.

3. Where the institution concludes in its evaluation that it does not conform to one or more operating principles, describe the institution's specific plan for improvement, including: a) the intended end result, b) the individuals or offices that will be responsible for taking specific actions and c) the specific timetable for completing this work. Where the institution concludes that these improvements may affect existing programs or activities in other areas, describe how the institution intends to maintain the current level of quality of those programs.

The Fiscal Integrity Self-Study Subcommittee concludes that Purdue University is in full compliance with all operating principles and commends the department for promoting and maintaining its fiscal integrity. As noted in Self-Study Item 1, since the employment of Athletic Director, Morgan Burke, the department has initiated 14 changes that have improved the fiscal operation and status of the department significantly. Equally, the Big Ten Conference has initiated changes that have substantially increased revenue to the department. Nevertheless, it is the belief of the subcommittee that improvements can be made within the department. The subcommittee proposes two recommendations for consideration.

Continuous Improvement Recommendation #1

Plan: Review the organizational structure and the operating procedures of the Birck Boilermaker Golf Complex and benchmark other University golf course operations. With the remodeling of the two University golf courses almost complete (the Kampen Course - formerly the North Course - is scheduled to re-open July 1, 1998), it is anticipated that the revenue, as well as the expenses of the golf course complex will increase significantly. Golf course operations by their very nature (e.g., early morning to late evening operating hours, physically distant from other Athletic Department offices, etc.) present a challenge with respect to fiscal control.

Intended End Result: Enhance fiscal operating procedures and organizational structure to provide sufficient fiscal control of the Birck complex. Individuals Responsible: Business Manager of Intercollegiate Athletics.

Timetable: The review process is presently underway with the goal of having a new system in place by March 1, 1999.

Continuous Improvement Recommendation #2

Plan: Review the conditions of employment of full-time, Olympic coaches and determine if the contractual structure presently utilized for the head coaches of football, men's basketball, women's basketball, and volleyball should be extended to Olympic Coaches. All full-time coaches in the four revenue sports (football, men's basketball, women's basketball, and volleyball) are covered by supplemental employment contracts which cover items such as term of employment, causes for termination, bonus opportunities, outside activities, and adherence to NCAA, Big Ten Conference and University Regulations. Given the unpredictable nature of coaching tenures, these contracts also address the issue of severance pay in the event that coaches, particularly assistant coaches, are terminated (unless the termination is for cause). This form of contract has proven to be beneficial for both the Athletic Department and the coach in providing a smooth transition from the outgoing coaching staff to the incoming coaching staff. Intended End Result: Establish similar contractual structure for all full-time coaches.

Individuals Responsible: Director of Intercollegiate Athletics, Associate/Assistant Directors of Intercollegiate Athletics, Business Manager of Intercollegiate Athletics.

Timetable: The review process is presently underway with a goal of implementing new contractual agreements for all full-time coaches by July 1, 1999.

LIST OF ATTACHMENTS (Referenced in the body of the Self-Study Report)

Attachment A Organizational Chart for Intercollegiate Athletics Administration - March 1998

Attachment B Intercollegiate Athletics Vision, Mission, Goals

Attachment C Intercollegiate Athletics Major Maintenance Master Plan (covering Fiscal Years 1996-97 through 2006-07)

Attachment D Purdue Athletics Total Revenue - Three Fiscal Years (1994-95, 1995-96, 1996-97)

Attachment E Purdue Alumni Foundation Year End Balances Three Fiscal Years (1994-95, 1995-96, 1996-97)

Attachment F 1996-97 Budget Preparation Guidelines

Attachment G Instructions to Help Prepare 1997-98 Supplies and Expense Budget Estimate (Memo from Colleen Garrity)

Attachment H Instructions to Supervisors for Reporting Performance Evaluations (Memo from Morgan Burke, dated February 9, 1998)

Attachment I Purdue Intercollegiate Athletics Summary of Income & Expenses Budget/Actual - Three Fiscal Years (1994-95, 1995-96, 1996-97)

LIST OF ATTACHMENTS, cont.

Attachment J Purdue Alumni Foundation / John Purdue Club Budget/Actual Summary - Three Fiscal Years (1994-95, 1995-96, 1996-97)

Attachments K - P Intercollegiate Athletic Audit Reports (conducted by KPMG Peat Marwick LLP )for Three Fiscal Years (1994-95, 1995-96, 1996-97)

Attachment Q Signature Authorization Instructions and Chart

Attachment R Purdue Athletic Department Catering Request Form

Attachment S Purdue University Intercollegiate Athletic Department Travel Policies and Procedures

Attachment T Purdue ICA - New Staff/Recruitment Checklist

Attachment U Compliance with New "Conflicts of Interest" Disclosure Requirements (Executive Memorandum No. C-1, dated August 22, 1983)

Attachment V University Policy on Conflicts of Interest and Commitment (Executive Memorandum No. C-39, dated October 25, 1995)

Attachment W Outside Activities and Conflict of Interest (Memo from Morgan Burke to all Coaches & Administrative Staff, dated June 1, 1997)

COMMITMENT TO EQUITY

SELF-STUDY ITEMS

1. Describe any recent major changes in policy and organization that affect the institution's current efforts in matters related to the operating principles listed above regarding gender equity, minority opportunity and student-athlete welfare, focusing on those implemented during the last three years. Explain how the institution is organized to further these efforts for both staff and students and provide evidence that matters concerning gender equity, minority issues and student-athlete welfare are monitored, evaluated, and addressed on a continuing basis.

The Purdue Athletic Department has undergone much change and improvement during the last five years. Five years ago, Morgan Burke became Athletic Director and, with the full support of the Board of Trustees and President, embarked on a goal of excellence for the Athletic Department. While many changes have occurred, one of the most dramatic was the environment for the student-athlete. The Athletic Department has become an organization that provides the opportunity for all student-athletes to succeed athletically, academically and socially.

The major investment of resources, staff and time during the past five years has been to provide this environment that promotes excellence. The Athletic Department has also changed administratively. Support areas (marketing and promotions, sports information, equipment, ticket sales) have been realigned to increase effectiveness and communication, and oversight of sport programs has been changed. Rather than assigning sports by gender to one of three administrators, these responsibilities now are divided among four sport administrators. Of those four, two are women, and one of the men is African-American. Sports represented by both genders are assigned, when possible, to the same sport administrator (e.g., men's and women's tennis, softball and baseball).

Many projects and improvements have been completed that enhance the entire Athletic Department. The Athletic Department is proud that these changes have created a quality academic and athletic experience for the student-athletes. The following changes and projects are examples of our commitment to all student-athletes at Purdue.

1. Instituted training table for two women's programs -- volleyball and basketball, 1993.

2. Added women's softball program as the eighth women's program, 1993.

3. Established a "compensation philosophy" for the department to ensure competitiveness of staff salaries based on national salary survey (See Attachment A). This compensation plan incorporates merit and market share as its primary values, 1993.

4. Special events and receptions, added on a recurring basis, in development to enhance and support women's athletic teams and events. Prior to this time, development activities had been associated only with football and men's basketball, 1993.

5. Completed remodeling of women's volleyball and women's basketball locker rooms, 1993.

6. Built new softball complex for women's programs, 1993.

7. Provided diversity training to all head coaches, administrators and heads of support areas, 1993.

8. Improved and updated the Senior Student-Athlete Recognition Banquet - Senior Salute. Includes John Purdue Club two-year membership, academic and athletic awards to individuals, video career highlights and individual introductions, 1993.

9. Provided financial support to provide pep band, cheerleaders and team mascot at home women's basketball and volleyball events, similar to men's basketball and football events, 1994.

10. Established practice times for all sports that allow for practice and competition times to be equally and fairly allotted and assigned, 1994.

11. Formed Student-Athlete Advisory Board - Captains' Table, 1994.

12. Developed annual student-athlete orientation for the beginning of the fall semester, 1994.

13. Established the Black Cultural Center New Student Orientation as part of fall semester events for student-athletes, 1994.

14. Developed Lifeskills Program, 1995.

15. Added academic counseling staff to provide similar services to all student-athletes, 1995. Previous staff: One counselor for football (1 FTE), one for all other sports (1 FTE). Currently four counselors (3.5 FTE), three graduate assistants and one half-time career intern. All counselors have similar numbers of student-athlete advisees assigned to them.

16. Established the availability of charter air flights for women's basketball and women's volleyball based on similar criteria as football and men's basketball, 1995.

17. Added an additional athletic trainer to provide staff (full-time, professional) for women's basketball and women's volleyball, similar to football and men's basketball, 1995.

18. Provided diversity training to all assistant coaches, junior staff members and all new administrative staff, 1995.

19. Developed Student-Athlete Career Fair, 1996.

20. Provided dealer-lease cars to women's basketball, women's volleyball full-time and assistant coaching staff members, and most senior administrative staff, 1997.

21. Added women's soccer program as the ninth women's program, 1997.

22. Plans approved for construction of a new women's soccer complex, 1997.

23. Added sports nutrition consultant to provide team and staff seminars related to sport nutrition and to identify and assist with eating disorders, 1997.

24. Developed staff and team seminars in sports psychology, providing educational seminars to teams and staff members and raising the level of awareness of the field of sport psychology, 1997.

1a. For the three most recent academic years, provide the gender and racial or ethnic composition for Athletics and Selected Institutional Personnel.

The data requested in this self-study item is provided as attachments (See Attachment B, Attachment C and Attachment D). The information was collected from Athletic Department and University records and reported using the NCAA methodology.

Attachment B Part A: Athletics and Selected Institutional Personnel

Attachment C Organizational Charts for Intercollegiate Athletics Administration - March 1998

Attachment D Athletic Affairs Committee, 1994-95, 1995-96, 1996-97, 1997-98

The Athletic Affairs Committee is comprised of six faculty members, two faculty athletic representatives, two student members, two alumni representatives, one community representative, and one appointee who represents the President. There are also five Athletic Department members who are ex-officio.

1b. For the three most recent academic years, provide the gender and racial or ethnic composition for student-athletes who received athletics aid and for students generally.

The data requested in this self-study item is provided as an attachment (See Attachment E). The information was collected from Athletic Department and University records using the NCAA methodology. (Student-Athlete information includes all medical and fifth-year aid student-athletes.) Attachment E Part B: Students Generally and Student-Athletes on Athletics Aid

1c. For the three most recent academic years, provide racial or ethnic composition of student-athletes who received athletics aid by the eight sport groups listed in the graduation-rates disclosure form. Also, for those sports not at the varsity level for three years, indicate the year in which the sport was recognized by the institution as a varsity sport.

The data requested in this self-study item is provided as an attachment (See Attachment F). The information was collected from Athletic Department and University records. (Student-athlete information includes all medical and fifth-year aid student-athletes.)

Attachment F Part C: Men's and Women's Sports Teams

1d. For the three most recent academic years, provide the same type of data as requested in 1997 NCAA Gender-Equity Survey Form. Comment on any trends or significant changes.

The data requested in this self-study item is provided as an attachment (See Attachment G). The information was collected from Athletic Department and University records using the NCAA methodology.

Attachment G Scholarships and Recruiting Participation Opportunities/Contests/Expenses Coaching Opportunities/Salaries

The following trends are noted:

a. Purdue University is offering the maximum NCAA limit of scholarships for men and women in the 18 sports. The total scholarships awarded increased by 10% for women over the three-year period and remained constant for men. b. The amount of total dollars spent on recruiting increased 24% for women over the three-year period. The total dollars for men's recruiting increased 4%. The recruiting cost per student-athlete in 1994-95 and 1996-97 was as follows:

     1994-95               1996-97
          male:    $1,219         male:   $1,242
        female:    $  880       female:   $1,008

c. The operating expenses for women's programs increased nearly 19% over the three-year period in contrast to a 16% increase for men's programs. Also in head coach salaries, the total increase for women over three years was 17% versus 12% for the men. The total assistant coaches salaries increased 24% for women's programs and 15% for men's programs.

d. The Purdue Athletic Department has increased athletic participation for women over the last three years. With the addition of soccer in 1998-99, Purdue will have a proportion of female student-athletes that is within +5% of the University undergraduate enrollment. This margin of +5% is within the guidelines for substantial proportionality found in the latest Title IX documents.

            Undergraduates      Student-Athletes
 
            Men         Women       Men     Women
 1994-95    56.9%       43.1%       65%     35%
 1995-96    56.9%       43.1%       63%     37%
 1996-97    57.5%       42.5%       62%     38%
 1997-98    57.0%       43.0%       61%     39%
 
 
e.  African-American representation
 Undergraduate Enrollment       Student-Athletes
 1994-95           4%                  21%
 1995-96           4%                  21%
 1996-97           4%                  22%
 
f. The percentage of non-white students at Purdue versus 
the percentage of non-white student-athletes.
Undergraduate Enrollment       Student-Athletes
 1994-95         12.4%              24%
 1995-95         12.5%              25%
 1996-97         13.0%              29%

2. Describe the institution's educational enhancement programs (e.g., education regarding substance abuse, AIDS and nutrition education; career guidance and counseling; personal counseling; academic skills enhancement) available to student-athletes. Describe practice/procedures in place to assure student-athletes access to these programs.

Purdue University offers comprehensive educational enhancement programs for all of its student-athletes. The focal point of these programs is the Academic Learning Center (ALC) which opened in 1994 and is located on the second floor of the Intercollegiate Athletic Facility (IAF). Within the ALC, the student-athlete has access to a monitored individual study table, two small group study rooms, 10 tutor rooms, a state of the art computer lab, a mini road trip reading library, and a career resource room. The ALC is open Monday-Thursday from 8:00 a.m. - 10:00 p.m., Fridays from 8:00 a.m. - 5:00 p.m. and Sundays from noon to 10:00 p.m.

In addition to the physical space available, we also have a professional, service-oriented staff of three and one-half administrative/professionals, three half-time graduate assistants, one half-time career intern, 300+ tutors and mentors, 20 study table/computer lab staff and a half-time clerical staff member available to meet the learning needs of our student-athletes.

To address program needs of the current student-athlete population, the Athletic Academic Services staff instituted a Life Skills program. On Tuesdays and Thursdays for a fifty minute period, the department offers a variety of seminars dealing with personal, social, emotional, and educational development. University, community, and/or department personnel teach these seminars. Examples of these include seminars on nutrition, time management, career planning, date rape, substance abuse, test anxiety, study skills, etc. While seminars can be mandated for all student-athletes as was our seminar on time management, most of the seminars are available for student-athletes to self-select. The Tuesday-Thursday period offers a time the majority of the student-athletes is available to attend seminars.

All academic enhancement programs and services are available to all student-athletes. Walk-on student-athletes need special permission to receive individual tutoring and mentoring services - no request has been denied to date. In addition to on-campus support, the Athletic Department also encourages academic counselors to accompany teams on lengthy trips and also arranges for tutoring when needed on longer trips.

Student-athletes are made aware of the academic enhancement programs and services during their recruiting visit and again during their initial team meeting at the start of the school year. In addition, each student-athlete is given a Student-Athlete Handbook at the beginning of each year, which outlines and describes all services, procedures, and policies governing the services. Life Skill seminars are highlighted on the calendar portion of the Student-Athlete Handbook.

I. Health Topics Presented in Seminars

The following seminars are offered on an annual basis to the student-athletes.

A. Nutrition--conducted by training staff and sports nutritionist tends to be sport-specific or even position-specific within sports. Topics include nutrition, dietary supplements and eating disorders.

B. Contraception--covers the effectiveness of methods of contraception. Attendees participate in a one-hour session with a health professional from Planned Parenthood.

C. AIDS and other sexually transmitted diseases--conducted jointly by medical staff and academic services counselor. Covers the nature, prevention, identification, and treatment of these diseases.

D. Date Rape--conducted jointly with head trainer and academic services counselor. Movie presented and discussion follows. Discussion is guided along two prongs--what constitutes date rape and how best to help someone who has been a victim of date rape.

E. Substance Abuse--conducted jointly by medical staff, training staff, and academic services counselor. Initial program is informational and follow-up programs are individualized as necessary.

II. Career Resources

The following services and seminars are provided by the University counseling staff, Athletic Department academic counseling staff or qualified staff within the community or at Purdue.

A. Goal Setting--group session outlines short-term and long-term goal setting strategies. Follow-up conducted on an individualized basis throughout the fall semester.

B. Resume Writing--offered on a workshop basis, but follow-up on specific resumes is primarily a one-on-one event due to the unique nature of each resume. General sessions usually include cover letters and thank you notes as well.

C. Interviewing Skills--primary emphasis on techniques of how to interview well and business etiquette for the interview.

D. Job Search Strategies--primary emphasis is placed on identifying companies who are hiring and then techniques that can be used to gain access to these companies.

E. Making the Transition to the World of Work--addresses networking in an office setting, identifying proper attire and the critical nature of good communication when one is starting a new job.

F. Career Decision Making I--generalized topics are discussed, such as how one identifies personal strengths and translates that to choosing a career or a major.

G. Career Decision Making II--looks more specifically at how different academic majors can lead to the same career path, how a major can lend to many different careers, how people move from one field to another, regardless of their college major, once they have become established in the work world.

H. Career Resources Network utilizing our former student-athlete Advisory Council members. Plans to include other former student-athletes are underway.

I. Career Fair--beginning in 1996, student-athletes were given the opportunity to interact with former student-athletes who have achieved career success regarding their majors, jobs, career paths, etc.

III. Personal Counseling and Adjustment

A. Academic Nuts & Bolts--a mini-orientation session for all incoming student-athletes to discuss University add and drop procedures, course changes, how to determine GPA, and the Purdue system.

B. Academic Nuts & Bolts II--specific to freshman football student-athletes. Session addresses the procedures, expectations, and rules regarding managing their academic career. Academic progress rules are covered but re-emphasized in individual meetings with coaches or academic personnel.

C. Rules and Regulations at Purdue--guest speakers representing the Purdue Police Department and the Office of the Dean of Students discuss the rules and regulations governing student conduct on this campus. Also, cover the penalties that can be invoked for failure to follow University guidelines.

D. Stress Management--covers managing stress with particular emphasis on primary prevention of stress. Focus is on academic stresses with only peripheral discussion of non-academic stresses, and then only as they apply to academic performance.

E. Life in the Fishbowl--this is purely a stress relieving activity to get the student-athletes to talk about the types of stresses in their life and their current strategies for managing that stress. Focus in this session is primarily on their social/personal lives rather than their academic lives. Conducted early in the semester for team building as this session breaks down barriers that can be created as competition within the teams develops.

F. Preparing Your Income Tax Forms--presented by a local tax preparer to assist the student-athletes in completing their own tax forms.

G. Student-Athlete Handbook - supplied annually to each student-athlete. A 219-page booklet that describes rules, regulation and eligibility factors. Includes a 25-page section that describes academic support services.

IV. Academic Skill Enhancement

A. Base-line skill analysis--reading rate and level are determined by administration of the Slosson Oral Reading Test, and if necessary, the Analytical Reading Inventory, the Stieglitz Informal Reading Inventory or the Slosson Intelligence Test. Study habits and attitudes are assessed by use of the Brown-Holtzman Survey of Study Habits and Attitudes. A follow-up discussion session is scheduled two-to-three weeks later. Base-line writing and mathematical skill levels are assessed as well.

B. Student-athletes identified as "at-risk" are scheduled to work one-on-one with a graduate student in our department to develop reading, writing and mathematical skills.

C. Library Orientation--includes tour of Hicks Undergraduate Library and an instructional session on using Purdue's computerized information retrieval system.

D. Tutor Program--an hour session which describes how to effectively use the Athletic Department tutors.

E. Time Management--this session is always scheduled in conjunction with goal setting. Once short-term and long-term goals are identified the student-athletes are instructed in setting up a timetable which will assist them in achieving their goals. This spring, student-athletes were required to attend a one-hour session conducted by members of the Liberal Arts Learning Center which covered time management strategies.

F. How to Know What to Study for a Test--conducted by a Liberal Arts Learning Center staff member. The session covers strategies to determine what content is most likely to appear on tests and how to identify what is most important to study.

G. Test-Taking Skills--this session covers various test-taking models and strategies for developing effective test-taking skills.

H. Test Anxiety--offered twice during each semester, assists student-athletes with strategies to recognize and deal with test anxiety.

I. Computer Lab Orientation--conducted by staff members in the computer lab. The sessions cover topics such as how to use e-mail, spreadsheets, and word processing software.

V. Community Service

A. Gentle Giants--program organized and run by football student-athletes--it involves their volunteering time to local elementary schools to either read to a class or participate in individual reading improvement sessions. The program develops the student-athlete's self-confidence, their sense of community belonging, and their sense of responsibility. Academic Services personnel involvement consists of assisting with scheduling coordination and conflicts that arise.

B. Fund Raising Activities for Charitable Organizations in Town--individual teams participate in selected fundraising projects.

C. Visits to Nursing Homes, Public Schools, Hospital and Day Care Centers.

D. Muscular Dystrophy Association (MDA) Telethon--student-athletes help staff the phones and handle assignments for Lafayette's MDA Telethon, 1995, 1996, 1997.

E. Affirming the Dream: A Day of Service - January each year--student-athletes spend part of the day volunteering their time and service to numerous community organizations across the city in honor of the University's Martin Luther King Holiday.

F. Big Ten Centennial-Day of Service-February each year--our student-athletes spend part of the day volunteering their time and service to numerous community organizations across the city.

G. Sponsor a Plot Care for various land plots throughout the cities.

3. Describe the institution's process for conducting the student-athlete exit interview required by NCAA Constitution 6.3.2 and the means by which this information is used to better the student-athlete experience. Describe other avenues available to student-athletes to provide input.

The Athletic Department has established formal and informal methods of gathering feedback from student-athletes. On a formal basis, the two primary methods are the Captains' Table and Senior Exit Interviews. Informally, the Athletic Department sport administrators have established an atmosphere that encourages discussion and interaction by student-athletes and administrators. The sport administrators visit practices, training rooms, study table areas and other areas frequented by the student-athletes. This encourages direct, informal discussion of issues, concerns or problems that may be present.

Captains' Table
Our Student-Athlete Advisory Council is a formal source of student-athlete input. The Captains' Table is the Student-Athlete Advisory Council at Purdue. This group was formulated in 1994. In the initial year of development, the Captains' Table met three times during the academic year. During the first two years, the Athletic Department staff initiated and conducted the agenda for the meetings.

In succeeding years, the Athletic Department staff have become resources to the Captains' Table. The student-athletes now develop the agenda and lead discussion. The Captains' Table has also developed in organization and focus so that the group now meets on a monthly schedule. The membership is comprised of the captains or designated representative from each team. A chairperson is elected annually from the membership to lead the group. A vice-chairperson is also elected to help create the agenda and record minutes of the meetings. Purpose is to allow the student-athlete to have input about personal and team concerns.

Leadership potential is enhanced as student-athletes conduct their own meetings and form their own goals. A democratic environment is obvious. Athletic administrators, academic counselors, staff and faculty leaders observe and answer questions at these meetings.

I. Examples of Topics and Outcomes of Captains' Table Meetings

Organization of Community Outreach Projects

1. United Way events: Men's and Women's Basketball Scrimmages and Volleyball Match.
2. Canned Food Drive - Tippecanoe County Foodbank.
3. Work Teams for Martin Luther King Day of Service. (Affirming the Dream)
4. Volunteers for Jerry Lewis Labor Day (MDA) Telethon.
5. Announcement and sign up for "Leadershape Lafayette".
Athletic Department Enhancement

1. Support and promote Anti-Drug/Violence speaker for student-athletes.
2. Assistance with Student-Athlete Fall Orientation.
3. Support of Career Fairs for Student-Athletes.

Student-Athlete Concerns

1. Addressed parking accessibility for student-athletes near practice-competition venues.
2. Reviewed late dining hours in Residence Halls to better accommodate practice times.
3. Installed campus phone for men's team locker room.
4. Added juice machine near Academic Learning Center.
5. Request for carpet installation in Academic Learning Center to reduce noise. Project completed.
6. Installed bike racks around practice and competitive facilities to accommodate student-athletes.
7. Installed copy machine in Academic Learning Center.

Senior Exit Interviews

The interviews were instituted in 1993 as one form of feedback regarding the student-athlete experience in Purdue athletic programs. The feedback is intended to assist in continuous improvement of the department, the individual athletic teams and staff involved in the program. I. Distribution

1. The target feedback group for exit interviews is student-athletes completing their eligibility.

2. Two weeks prior to the end of the regular season, the sport administrator gives copies of the written interview document to the captain or to one of the Captains' Table representatives from each sport.

3. Captain or representative takes forms to a practice session and distributes them to each student-athlete who is completing eligibility. Student-athletes may complete them at the end of practice or return them to the sport administrator as agreed upon by the student-athlete and captain/ representative.

II. Review and Follow up

1. Sport administrator reviews the returned documents for composite feedback to head coach and/or other related staff.

2. After written senior exit interviews are returned, sport administrator schedules a random subset of the student-athletes in each sport for an in-person interview. Pertinent feedback or suggestions are noted by sport administrator.

3. This feedback is shared in composite form (names remaining confidential) to head coach and/or related support staff. This feedback assists the coach and staff in preparing annual performance goals for the coming year.

4. The survey documents are compiled annually as a department feedback instrument to be used for continuous improvement.

4. Describe current policy, organization and resource allocation related to student-athlete or athletic support services (e.g., sports information, marketing and promotions, sports medicine, strength and conditioning, training-room services, sports equipment, travel and per diem, facilities) for both male and female student-athletes.

The Athletic Department's mission, supported by its goals, is to allow student-athletes to meet or exceed their expectations in all aspects of their career at Purdue. This mission is to be accomplished, in part, through equitable participation opportunities for men and women. A primary goal for all support service areas is to provide the opportunity to all student-athletes to have a quality experience.

In most support services areas in the department there is a central facility or office for providing services and a staff member in charge of each area. These areas include academic services, sports medicine, sports information, facilities, ticket office, marketing and promotions, compliance and development. The budgets, staffing and service allocations are established with the commitment to equal opportunities.

The staffing and services provided are designed to meet the needs of the student-athlete. These services may vary according to the needs of the sport and student-athletes. For example, laundry services are provided to all teams; however, the volume of laundry and equipment repair is much greater for football than for men's and women's swimming teams due to the number of student-athletes in each and, more significantly, the uniforms and equipment involved. The budgets, staffing and services are reviewed and approved through the administrator overseeing the area to assure that all student-athletes are receiving every opportunity to maximize her/his experience.

Resource allocation is done through a zero-based budgeting process for operating budgets and an annual request and review process for capital and large equipment expenditures. To determine annual operating budgets for support services, each support area department head meets with his/her staff to determine goals, plans, needs and any changes in their area that will effect operating expenses for the coming fiscal year. Then, budget requests are formulated and submitted to direct supervisors for review and recommendation to the Athletic Director. The Athletic Director reviews, then alters or approves the requests. Final budgets are returned to the department heads as soon as the department budget is approved through the University's annual budget review process.

For capital, major equipment or additional personnel needs, special requests are submitted through the Athletic Department Business Office. These requests are reviewed and approved or denied through a departmental committee. This committee takes remaining funds from the annual operating budget and evaluates and prioritizes all requests. The committee is comprised of: Athletic Director
Associate Athletic Director - Sports/Sports Medicine
Associate Athletic Director - Marketing and Development
Assistant Athletic Director - Academics, Compliance, Sports
Assistant Athletic Director - Development
Athletic Business Manager

All athletic promotions are guided by a Director of Promotions who is assisted by an Assistant Director and six-to-eight student promotion managers. The Director and Assistant Director are full-time professional positions and the students are receiving an internship opportunity for the semester in which they work. Of the 18 sports at Purdue, four of them (football, volleyball and men's and women's basketball) receive special attention because of their visibility and revenue potential. Schedule cards, posters and ticket solicitations are routinely produced. Print and electronic media advertisements are also created and distributed.

Special events such as basketball's Mackey Magic and Fan Fests for football and volleyball are also the responsibility of the promotions area. Generally charged with putting fans in the seats, promotions is also responsible for game day atmosphere. Bands in the parking lots, half-time entertainment and almost anything that adds to the fans' enjoyment creates additional challenges to the promotions staff. To support many of these activities, promotions is asked to identify and recruit sponsorships. Team hospitalities, prizes for contests, advertisers for posters and schedule cards, gifts for raffles and meals for visiting media, coaches and officials are all examples of sponsorship opportunities. The staff of promotions, marketing and development meets as a group on a weekly basis in order to coordinate their work. All areas are supervised by one of two Associate Athletic Directors.

Marketing

About five years ago, the Athletic Department realized that the department needed to increase outside contacts and expertise in sports marketing. To remedy this, several professional sports marketing groups were interviewed and Strategic Merchandising Associates (SMA) was selected. Terms of the three-year contract called for SMA to identify prospective major corporate partners and encourage them to support the programs. Payment to SMA only occurs if sponsorship dollars exceed the benchmark totals from the 1992-93 year and then only as a percentage of the dollars over the base.

An additional requirement of the contract calls for SMA to have a full-time professional on-site. This person is an employee of SMA and does not receive any pay or benefits that typically go to Purdue University staff members. Since the inception of this program, SMA has been reorganized and the on-site Director of Marketing is now the company's CEO.

A three-year contract extension has been granted and now goes through July 1, 2000. Secretarial support and an office in Mackey Arena are assigned to the company without charge. Major partnerships have been developed for athletic footwear, uniforms and football and basketball venue advertisers. Another example of a large partnership is the acquisition of financial support to purchase textbooks for all student-athletes. This support was arranged with a campus bookstore in exchange for venue advertising.

The Marketing Director also works closely with the Collegiate Licensing Company (CLC) to develop and enforce policies regarding the licensing of merchandise. Commissionable dollars from CLC are shared between the University and Athletic Department.

Substantial revenues also come from the department's merchandiser and concessionaire. Contracts were developed for each of these services and include both an exclusive rights fee as well as a royalty fee from gross sales.

The Director of Marketing works closely with all other department and University offices that deal with external relations. The areas of marketing, promotions, public relations and development are all guided by a rolling three-year plan that is jointly created, revised and implemented.

All sport facilities at Purdue University's Athletic Department are open to all student-athletes on a non-discriminatory basis. All the facilities do have primary users who are given priority when their sport is in season. However, other teams and individual student-athletes are allowed to use the facilities by following normal scheduling procedures.

Due to the inherent design of the various facilities, some are not very adaptable to use other than for the sport that the venue was designed for, and, therefore, not many requests are received for use by different teams (i.e., tennis courts). A facility such as the Mollenkopf indoor practice facility gets several requests for use over the course of the school year, simply because the large open indoor space is very adaptable to many uses.

Some examples of use of facilities by teams or individual student-athletes other than the primary user are commonplace. Both the men's and women's swimming teams often use Ross-Ade Football Stadium for workouts which vary from running sprints on the natural grass, to running steps up and down the 72 row bleachers. Many teams use the Mollenkopf indoor football practice building. In fact, we have had softball, baseball, golf, soccer, track and football all using the area simultaneously on a number of occasions. The football team occasionally schedules the use of Mackey Arena to vary their workout routine and build camaraderie among team members.

Purdue also prides itself in the "equality of status" each venue enjoys. The department works extremely hard to be sure the dollars available for venue upkeep and/or upgrade are distributed evenly throughout our budgets. This can be shown through the following examples. A complete renovation of the Volleyball Court in the IAF gymnasium, including bleacher modification, new floor graphics, and increased seating capacity is currently under way. Completion will occur within the next three-to-four years.

The Rankin Outdoor Track Complex recently received a makeover that included complete resurfacing, ADA rest room modifications, the addition of a field event area, a new press box, and remodeling of the track office and storage building and concessions building, new bleachers, and an irrigation system. Additionally, within the last five years, the Varsity Softball Complex (VSC) was built and has become one of the nation's premiere women's fastpitch facilities. The VSC won the 1997 award as "Best in the Nation" in field maintenance and grounds crew service from the National Fastpitch Coaches Association.

A new state-of-the-art basketball floor was installed in Mackey Arena in 1997, replacing the original floor. A new electrical service was installed at Ross-Ade Stadium to support an upgraded concessions area and service area used during football games. Also at the stadium, safety enhancements were accomplished by the removal of the chain link fence which surrounded the field, allowing for expansion of the area on the sidelines used by both the home and visiting teams. Projects currently in the planning stages include a Women's Soccer Complex and a new Aquatics Center.

Scheduling for use of a facility is handled through the Facilities Operations Director's Administrative Assistant. The head coach of each sport is asked to submit a proposed practice schedule for approval, along with its competition schedule, all of which are checked for conflicts with other events. A sport that is in season has priority for the venue where its competition is held. In cases where two different teams use a facility simultaneously, the coaches are asked to propose a balanced schedule to the Administrative Assistant, who approves the balanced schedule.

When problems have not been resolved, the Administrative Assistant contacts both coaches in an effort to resolve the scheduling conflict. If the Administrative Assistant is not able to coordinate the schedule, it is referred to the Athletic Director or Associate Athletic Director responsible for that sport to work out a fair solution.

 
Purdue Facilities
Facility Name                          Primary Use
Mackey Arena                            Basketball
Ross-Ade Stadium                        Football
Mollenkopf Athletic Center              Ind. Practice Fac. (football)
Lambert Fieldhouse                      Indoor Track
Intercollegiate Athletic Facility       Volleyball, Wrestling,
                                        Tennis, Basketball
Practice Gyms                           Volleyball, Tennis
Lambert Baseball Field                  Baseball
Varsity Softball Diamond                Softball
Varsity Tennis Courts                   Tennis
Lambert Pool                            Swimming
Football Practice Field (outdoor)       Football
Birck Boilermaker Golf Complex          Golf

Purdue Athletic Home and Away Game Schedule

This schedule is a composite of all team schedules (See Attachment H).

Athletic Public Relations Office

Reflecting Purdue's Intercollegiate Athletic Program in a favorable light, promoting events, servicing press requests and disseminating accurate information about Purdue sports are among the roles assigned the Athletic Public Relations Office.

The office is responsible for hosting media at events, press box and press row operation, internal and external public relations, website, television and radio shows and tapes, news releases, maintenance of historical records and related publications, production and distribution of yearbooks, brochures and game programs, in addition to editing clinic brochures and newsletters. The office also supervises the cheerleaders and Purdue Petes while serving as the contact point for the Purdue bands and other campus organizations.

The staff provides advanced game information, play-by-play reports, statistics, coaches' quotes and medical reports for all Purdue intercollegiate teams. The staff includes four full-time permanent professional positions (Athletic Public Relations Director, Sports Information Director and two Associate Sports Information Directors) plus a full-time secretary/ receptionist. The emphasis of the full-time staff is on the "revenue" sports of football, men's and women's basketball and volleyball. Three sports information assistants, one graduate assistant and undergraduate students work with these sports as well, but primarily concentrate on the sports of men's and women's track and cross country; men's and women's swimming and diving; wrestling; men's and women's tennis; men's and women's golf, soccer; softball and baseball.

The Athletic Public Relations Office also annually hires between 20 and 25 graduate and undergraduate students to work in the office (with some receiving class credit, some volunteering their services, some receiving pay through the work-study program and some receiving pay on an hourly minimum wage basis).

Sports Medicine

The Purdue University sports medicine staff consists of a head team physician and an assistant team physician (each supported at 50% FTE), a head athletic trainer (supported at 75% FTE), and an athletic training staff consisting of four certified athletic trainers supported at levels from 25% to 75% FTE. The physicians and athletic training staff attend to the medical needs of approximately 450 student-athletes. There is a walk-in clinic open daily in the Athletic Department complex centrally located in Mackey Arena. In addition, one of the two athletic team physicians sees patients by appointment at the Purdue University Student Health Center each weekday morning.

A support group of specialty physicians covering all areas of medicine and surgery, including cardiology, orthopedics, dermatology, internal medicine, radiology, urology, and pulmonology is part of the health care delivery system by referral from the team physicians. These specialty experts are located both within the Greater Lafayette community and in Indianapolis, a 60-mile drive from the Purdue University campus.

The team physicians and the certified athletic trainers have joint appointments in the Purdue University Student Health Center (PUSH) and/or Department of Health, Kinesiology and Leisure Studies (HKLS) where a certified athletic training curriculum is offered to approximately 30 students. The physicians and athletic training staff share teaching assignments within this curriculum. One of the athletic training staff (Ph.D.) serves as the curriculum coordinator. The athletic training program includes facilities in the co-recreational complex of the University which serves the more than 35,000 graduate and undergraduate students. These combined facilities of the Athletic Department, the Departments of HKLS, PUSH, and the Co-Recreational Gymnasium provide a broad base from which to provide medical care for Purdue's student-athletes. This cross-disciplinary base provides for increased qualified and competent personnel, increased office and training facilities, and increased exposure to a wide range of sports medicine-related injuries.

The team physicians for Purdue University are responsible for the nutritional care of the student-athletes, which includes training table and all supplements. The physicians are also responsible for the strength and conditioning activities within the Athletic Department (covered below). The services of a registered nutritionist (Ph.D.) are part of the health care delivery system and are under the direction of the head team physician. This nutritionist is supported at a 25% FTE level and is available for team- related activities and individual counseling approximately 10 hours per week.

Approximately 17-to-20 students are admitted to the undergraduate athletic training program each year. On an annual basis, these students provide more than 22,000 clinical hours of service, which assists in the delivery of health care to the student-athlete population. These clinical hours are required as part of NATA certification, and these students work shoulder-to-shoulder on a daily basis with the professional staff. These students rotate assignments between intercollegiate athletic teams on a regular basis.

The budget for the Purdue University medical care unit is approximately $265,000 annually. This dollar amount excludes professional staff salaries. A separate budget exists for strength and conditioning, which approximates $65,000 (exclusive of salaries).

A desire for easier access to sports medicine physicians was expressed by coaches and a small number of student-athletes. There is a large number of professional trainers and student trainers available to student-athletes. These trainers have evaluation and treatment rooms located in Mackey Arena that are open from 1:30 p.m. to 4:30 p.m. daily. Each team has its own trainer and/or student trainer.

Physicians are available to student-athletes at regular and also special hours at the Purdue Student Health Service and during afternoon hours at Mackey Arena. Consultation and assessment by a physician are required for certain protocols, such as returning to practice after injuries. In some cases, it is difficult for the student-athlete's schedule to allow easy access to the physician's consultation hours. This difficulty is particularly problematic when the physicians are traveling for off-campus competition with a sports team.

Strength and Conditioning

The strength and conditioning staff and facilities for the Purdue University student-athletes are under the direction of the head team physician. There are two full-time certified strength and conditioning professionals on the Athletic Department staff. The responsibilities for strength and conditioning are divided on a team basis. These full-time certified strength and conditioning professionals are assisted by three graduate students and teaching assistants. The physical facilities for strength and conditioning are located in the Intercollegiate Athletic Facility and in the Mollenkopf Athletic Center.

The strength and conditioning staff works closely with the head athletic trainer and the two team physicians to assure the safety, conditioning, and rehabilitation of the student-athletes. Strength and conditioning programs are tailored specifically for each sport and every workout is monitored by the professional staff. Since individuals require customized strength and conditioning programs, these are handled on both a sport basis and individual basis.

The strength and conditioning staff is available 12 months per year, and the availability for the strength and conditioning facilities approximates 14 hours per day for each facility.

EVALUATION AND PLAN FOR IMPROVEMENT

1. Given the responses above, evaluate whether the activities of the athletics program are in substantial conformity with each of the operating principles set forth in this section. The institution's evaluation should address each of the three specific operating principles separately.

OP #1: Gender Issues
Conformity.
OP #2: Minority Issues
Conformity.
OP #3: Student-Athlete Welfare
Conformity.

2. Given the responses above, evaluate whether the activities of the athletics program are consistent with the mission and purpose of the institution.

The activities of the Purdue Athletic Department are consistent with the mission and purpose of the institution. The Commitment to Equity Subcommittee determined this as a result of the evaluation and review conducted during the athletics certification process. The subcommittee urges the Athletic Department to remain focused on the University's commitment to all students and to maintain a positive environment for all student-athletes to learn and live.

3. Where the institution concludes in its evaluation that is does not conform to one or more operating principles or that problems or deficiencies exist, describe the institution's specific plan for improvement, including: (a) the intended end result, (b) the individuals or offices that will be responsible for taking specific actions and (c) the specific timetable for completing the work. [Note: Operating Principles Nos. 1 and 2 in this section require written plans for addressing gender equity and minority opportunities in the intercollegiate athletics program, regardless of the institution's current status in these areas.] Where the institution concludes that these improvements may affect existing programs or activities in other areas, describe how the institution intends to maintain the current level of quality of those programs.

The Commitment to Equity Subcommittee concludes that Purdue University is in full compliance with all operating principles. The Athletic Department supports the institution in its mission and provides consistent attention to the fair and equitable treatment of all student-athletes with particular focus on gender and minority issues. The subcommittee recommends that Purdue University continues to reinforce the fair treatment of all student-athletes. This has been and continues to be a point of emphasis and achievement for Intercollegiate Athletics. Continuous improvements suggested are to improve equitable representation of all student-athletes and teams in photos and displays in public and student-athlete areas of the facilities; to further define the mission, vision and goals for the delivery of sports medicine services to student-athletes; and to distribute University academic support services materials to all entering student-athletes. Continuous Improvement

Plan: Student-athletes from all Purdue teams should be represented in displays and wall hangings in public areas, as well as student-athlete areas in Athletic Department facilities.
Intended End Result: Ensure that commitment to equity is demonstrated throughout Athletic Department facilities in wall hangings, trophy cases, and other displays.
Individuals Responsible: Director of Athletics, Director of Athletic Public Relations, and Facilities Operations Director.
Timetable: August 1999.

Continuous Improvement
Recommendation #2

Plan: Evaluate the delivery of sports medicine services at Purdue and compare and contrast those services with delivery of similar services at other universities.
Intended End Result: Determine strategies for optimal delivery of medical services in order to provide high quality and equitable services in the 21st century.
Individuals Responsible: Director of Athletics, Associate Director for Sports and Sports Medicine, and Head Team Physician.
Timetable: August 1999.

Continuous Improvement
Recommendation #3

Plan: Provide University academic support services materials to all entering student-athletes.
Intended End Result: Ensure that all entering student-athletes are provided the general University information regarding academic support services available to all students at Purdue.
Individuals Responsible: Director of Academic Services and Director of Admissions.
Timetable: January 1999.

LIST OF ATTACHMENTS (Referenced in the body of the Self-Study Report)

Attachment A Compensation Philosophy for Coaches

Attachment B Gender and Racial or Ethnic Composition Self-Study Attachment No. 3, Part A: Athletics and Selected Institutional Personnel (1994-95, 1995-96, 1996-97) Attachment C Organizational Charts for Intercollegiate Athletics Administration - March 1998

Attachment D Athletic Affairs Committee (1994-95, 1995-96, 1996-97, 1997-98)

Attachment E Gender and Racial or Ethnic Composition Self-Study Attachment No. 3, Part B: Students Generally and Student-Athletes on Athletics Aid (1994-95, 1995-96, 1996-97)

Attachment F Gender and Racial or Ethnic Composition Self-Study Attachment No. 3, Part C: Men's and Women's Sports Teams (1994-95, 1995-96, 1996-97)

Attachment G Gender Equity Study Self-Study Attachment No. 4: Scholarships and Recruiting Participation Opportunities/Contests/Expenses Coaching Opportunities/Salaries (1994-95, 1995-96, 1996-97)

Attachment H Purdue Athletic Home and Away Game