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available for internal comparisons, but our federal rate of 72 percent is 2 percent better than the student body. Overall, 90 percent of student-athletes completing his/ her eligibility at Purdue graduate. Student-athletes who graduated in May of 2013 realized a 90 percent job- placement rate. Andie Varsho of the softball team earned first team Academic All-America honors. A total of 186 Boilermakers garnered Academic All-Big Ten distinction, up significantly from 152 a year ago. LEADERSHIP One hundred percent of our student-athletes participated in a leadership activity. Nearly 350 enrolled in the Pyramid of Success curriculum, which utilizes a series of speakers to highlight each of John Wooden's 16 building blocks for a better life. The John R. Wooden Leadership Institute is designed to accelerate leadership development among our student-athletes and includes a public service component. Among the myriad of service initiatives is Boiler-Maker-Wish, modeled after the Make-A-Wish Foundation and aimed at putting smiles on the faces of children facing physical adversity in the West Lafayette and Lafayette communities. Some 77 Boilermakers participated in that program in 2013-14. FACILITIES / FISCAL Construction of the softball stadium – adjacent to baseball, soccer and tennis on the northwest edge of campus – began in January of 2014, and the new ballpark is scheduled to be ready for the 2015 season. A major renovation to the Ackerman Hills Golf Course will begin in August of 2014 and will be completed by the spring of 2016. Our objective is to maintain the course's current parkland style and ensure that it is enjoyable for all to play with many of the same challenges that currently exist. At the same time, we want to add length in order to host championship-caliber events, while offering a variety of tee options to accommodate all skill levels. We elected to demolish the upper bleachers in the south end zone of Ross-Ade Stadium to avoid necessary maintenance and to repurpose the area with a new look and feel in anticipation of the previously announced proposed major renovation in the coming years. We will use the 2014 season and a market study that is currently under way to fine-tune the permanent option. This effort will include designs from five architectural firms and active engagement from our fans. Intercollegiate Athletics is a self-supporting auxiliary enterprise. As of March 31, we are forecasting net operating income of $5.8 million for the fiscal year ending June 30, on revenue of $69.9 million. This amount, along with $3.2 million of reserves, will satisfy the Ross-Ade and Mackey Complex debt payment of $9 million. Our reserves are in line with our forecasts, and we will have transferred about $3.2 million of our $12 million commitment to the Center for Student Excellence and Leadership (CSEL) from our reserves, as well. This obligation will be retired by June of 2020. Final year-end numbers will be available in early August. EQUITY During 2013-14, 506 students participated in intercollegiate athletics. The equity rate stood at 55.6 percent for men (in 10 sports) and 44.4 percent for women (in 10 sports), which is in line with the university undergraduate gender distribution of 57.2 percent men and 42.8 percent women. Athletic-related aid closely approximates the university's undergraduate student gender distribution. SUMMARY In 1992, the Board of Trustees declared, "Purdue University is committed to creating a nationally recognized athletics program that is excellent in all respects and that such a commitment is consistent with the University's academic mission and reputation." We are committed to our strategic plan, knowing full well that only 10 schools in 2012-13 achieved the "25/85" designation: Stanford, UCLA, Notre Dame, Michigan, Penn State, Duke, North Carolina, Ohio State, Virginia and Minnesota. Over the last five years, we have ranked among the top 10 to 20 percent of all 351 Division I programs. The key is to ensure that we have adequate resources, sound plans and capable personnel. If we stay focused, we can succeed, but it will require commitment at all levels. We have to believe this effort is an integral piece of building Purdue's reputation as well as producing 21st century leaders. As our annual scholarship bill surpasses $10 million, we must continue our recruitment efforts for the John Purdue Club in order to build a pipeline for the future. This year, annual fund and cash production figures are on pace with last year as of May 30, but our move to the "all-membership" renewal date of April 30 may have skewed the year-to-date comparison. At this time, actual club membership shows an increase of more than 3 percent, but that percentage may not be sustained when memberships are finalized at the end of the fiscal year. A new initiative introduced this year was the John Purdue Club Young Professionals, a reduced price JPC membership geared towards recent graduates and local young professionals. Every member – and every dollar – counts, and annual memberships begin at $17 per month – or just $200 annually. In addition to tax breaks, there are other tangible benefits, including priority ticket location and parking, a complimentary subscription to Gold & Black Illustrated, and invitations to exclusive John Purdue Club events. Thank you for sharing our passion.