NCAA Division I Institutional Performance Program. Recalibrate using data to increase student-athlete academic and competitive success
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1 NCAA Division I Institutional Performance Program Recalibrate using data to increase student-athlete academic and competitive success
2 Presenters Tricia Turley Brandenburg Towson University, Deputy Director of Athletics /Senior Woman Administrator (Moderator) John Broderick Old Dominion University, President Sandy Hatfield Clubb Drake University, Director of Athletics Cary Groth University of Nevada, Director of Athletics, Emeritus & The PICTOR Group, Co-Founder Co-Principal Kathy Lindahl Michigan State University, Assistant Vice President for Finance & Operations, Emeritus & The PICTOR Group, Co-Founder Co-Principal
3 How and Why to Use It The purpose of the NCAA Division I Institutional Performance Program is to provide vital and significant data to NCAA member institutions. The NCAA Division I IPP data management system helps make decisions concerning academic performance, competitive expectations and affordability of intercollegiate athletics. The IPP data management system plays an integral role in facilitating clear communications between the chancellor/president and the director of athletics, and helps both parties set realistic goals.
4 Chancellor/ President Director of Athletics Discuss expectations Review data Identify changes Analyze affordability Identify needed resources or changes Accountability
5 Discuss-Review-Identify-Analyze Goals Chancellor/ President Director of Athletics Dashboard Categories Academics Participation & Sponsorship Leadership Financial
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11 Selecting NCAA Dashboard Data Categories Where do you want to improve? GPA Academic Progress Rate (APR) Graduation Success Rate (GSR) Administration Ethnicity/Gender Head & Assistant Coaches Participation by Gender by Ethnicity Expenses per SA Grant-in-aid Revenue Self Sufficiency
12 Using the IPP data management system to build peer groups for data comparisons.
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14 Importance of Multiple Peer Group Selection Chancellor/President Director of Athletics Conference Private Public Carnegie Tier I & II Research Universities Association of Public and Land-grant Universities (APLU) Association of American Universities (AAU) Conference Number of sports Top Budget Size NCAA Division I Football Championship Subdivision (FCS) Division I Football Bowl Subdivision (FBS) Stadium Size NCAA championship participation Learfield Sports Director s Cup Ratings Percentage Index Geographic/regional
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17 Discuss and Debate the Trends Using Data Good Trend? Bad Trend?
18 Other Missing Relevant Data What additional data is needed? Where do you get the data and how do you analyze the data? Does the data significantly impact the category? What is the goal for change?
19 Any Resources or Emphasis Needed to Change? Study Table Accountability Academic Diversity Equity Retention coaches salaries Academic advisor for sport Travel Operations Increased APR/GSA Recruiting sport specific higher academics Financial Assistance Efficiencies in event management
20 Athletics Strategic & Long Range Financial Plan Develop a strategic and a long range financial plan AND identify resources needed for each goal Prioritize resources
21 Initial Long Range Financial Projection Revenue/Expenditure Trend for next 10 years Revenues Expenditures $35.00 $30.00 $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 Previous Year Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 The PICTOR Group
22 Desired Changes After Data Review New Long Range Financial Projection Trends for next 10 years $20.00 Revenues Expenditures $18.00 $16.00 $14.00 $12.00 $10.00 $8.00 $6.00 $4.00 $2.00 $0.00 Previous Year Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 The PICTOR Group
23 Moving Forward with Recalibrated Expectations Chancellor/ President Director of Athletics
24 Importance of Communicating with Constituents University board. Student senate. Athletic board. Athletic staff. Academic governance board. External communities.
25 Total Athletics Expenses vs. Revenues $18,000,000 $16,000,000 $16,120,105 $15,631,327 $16,100,267 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $13,039,059 $12,964,149 ($4,319,939) ($4,229,682) $8,719,120 $8,734,467 ($5,205,665) ($4,758,263) ($5,074,257) $10,914,440 $10,873,064 $11,026,010 $6,000,000 $4,000,000 $2,000,000 $0 FY 11 FY 12 FY 13 FY 14 FY 15 Total Revenues Total Expenses The PICTOR Group
26 FY $30,000,000 $25,000,000 Total Athletics Expenses vs. Revenues $13,039,059 $12,964,149 $16,120,105 $15,631,327 $16,100,267 $20,000,000 $15,000,000 ($4,319,939) ($4,229,682) ($5,205,665) Institutional Contribution ($4,758,263) ($5,074,257) $10,000,000 $5,000,000 $8,719,120 $8,734,467 $10,914,440 $10,873,064 $11,026,010 $0 FY 11 FY 12 FY 13 FY 14 FY 15
27 Total Athletics Budget as a Component of the Total Institution s Budget Institution's Total Budget Athletics Total Budget $24,000,000 4% $576,000,000 96% The PICTOR Group
28 Athletics State/Institution Distribution as a Component of the Total Institution s Budget Institution's Total Budget Athletics State $ Athletics Instution $ $12,000,000 2% $12,000,000 2% $576,000,000 96% The PICTOR Group
29 Intercollegiate Athletics Revenue History $25,000,000 Institution Student Fees State Funds Self Support $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 98/99 99/00 00/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 The PICTOR Group
30 Comparison of Stable and Unstable Revenue $25,000,000 $20,000,000 $15,000,000 $10,000,000 Ticket Sales Seat Premiums Game Guarantees Donor Funding $5,000,000 Institutional Fees General Education Fund $ Unstable Revenue $7,003,940 $7,917,865 $7,917,000 $8,611,500 $8,001,400 $8,472,630 Stable Revenue $11,063,170 $8,736,080 $10,877,371 $10,948,921 $11,034,046 $11,146,750 The PICTOR Group
31 Intercollegiate Athletics Total Debt Service Debt Service - Practice Facility Debt Service - Aquatics Center Debt Service - Training Room $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Debt Service - Training Room $128,550 $0 $0 $0 $0 $0 $0 Debt Service - Aquatics Center $112,175 $114,650 $115,500 $0 $0 $0 $0 Debt Service - Practice Facility $412,760 $394,350 $391,800 $395,550 $396,750 $393,750 $393,750
32 Graduation Rates of SA s vs. All Other Students 100% 90% 80% 70% 60% 50% 40% All-Students Student Athletes GSR 30% 20% 10% 0%
33 Panel Q & A
34 DRAKE ATHLETICS Drake Athletics Budget in Relation to the Overall Drake University Budget Drake Athletics Budget by Expense in Relation to the Overall Drake University Budget 1% 2%) (4%) 1% (96%) (96%) University Budget Athletics University Budget Operating Expenses Salaries/Benefits Grant In Aids Source: NCAA Report % of University budget for actual University spend 2%
35 Why this is Important for Institutions? Incorporating IPP into athletic & university strategic plans. A way to measure beyond traditional academic peer group to conference members. Review indicators at peer institutions who have made transition in subdivision. Use data to identify where we are losing points and begin creating strategies to address those areas.
36 Selecting a Team to Review Data Need to go beyond the department of athletics. Include staff from academics and students. Compare and contrast athletic findings to the overall university.
37 QUESTIONS
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