Running head: YOUTH SPORTS LEAGUE 1

350: Community Psychology

Final Proposal

Adler School of Professional Psychology

Christie Ledbetter

Lindsey Marglous

Patricia McAtee

Dr. Nataka Moore

Fall 2010

YOUTH SPORTS LEAGUE 2

Background and History of Austin

Of Chicago’s 77 communities, Austin is the largest with a population of 117,527. Austin is located on the West Side of Chicago, Illinois approximately 27 miles west of the Chicago Loop/ Downtown area (Martin, 1973), and accounts for the largest community in the city by size. The Austin area spans 8.150 miles with approximately 13,000 residents per square mile (“Austin neighborhood in Chicago, IL,” 2010, para. 1).

Austin is one of the largest communities within Chicago, both in population and size, and its socio-economic demographics represent a mixture of different ethnic and social background when compared to the city of Chicago at large. According to the 2000 U.S. Census, the Austin population consists of 117,527 individuals, 63, 695 being females and 53,832 were males. According to the U.S. Census (2000), Austin’s ethnic profile was reported to be 89.7% Black, 4.8% White, 4.1% Hispanic, and .14% as Asian, Multi-Race, or Other in comparison to the city of Chicago’s ethnic profile consisting of 36.4% Black, 31.3% White, 26 % Hispanic, and 4.3% as Asian, Multi-Race, or Other.

Additionally, in comparison with the city at large, the Austin community represents a large economic discrepancy. According to the University of Illinois at Chicago Neighborhoods Initiative (“Austin,” n.d. para. 2), per capita income in Austin is approximately $12, 823, while the City of Chicago median Household income was $38,625.

Additionally, the education level in Austin is far lower than the national average. It was found that in Austin the education level was,” less than a high school degree was the greatest education level attained for majority of the population.” (“Austin neighborhood in Chicago, IL,” 2010, chart 6).

Socio-economic levels were reported as 46.6% “below twice” poverty level and 24.1% “below” poverty level (CDPH, 2006). In Austin, the total occupied housing is numbered at 35,251 with vacant housing units trickling at 3,002 (U.S. Census, 2000). The employment shortage is marked at 8,000 for the youth population (“Austin neighborhood in Chicago, IL,” 2010).

Austin was initially founded and developed by Henry Austin in 1865, as outlined by J. Martin (1973). During this era, Austin was referred to as Austinville, and was highly valued because it was the first stop at the Galena and Chicago Union Railroad. The population consisted of working class immigrants namely Scandinavian, German, Irish, Greeks, and Italians who were responsible for creating most of Austin’s historical landmarks. During this time, some of Austin’s most historical landmarks were created such as The Roman Catholic Parish and the Byzantine-style Assumption church which are still utilized today.

By the 1890’s, Austin experienced a rapid growth period where the population had increased to over 4,000 residents; making it the largest settlement in Cicero. In 1900, the city of Chicago annexed this area, yet Austin maintained a strong sense of independence and completed Austin Town Hall in 1929. By 1930, the Austin area had attracted 130,000 residents due to improved transportation and commute, expanded commerce, and dense housing developments (Martin, 1973).

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During the 1960s and 1970s race riots marked an economic turning point within the Austin community. The first change began during the civil rights movement which threatened landlords, bank investors, residents, businesses and diminished future plans for Austin development. Members were greatly affected by housing disruptions such as “blockbusting” and the effects of “white flight.” When the Caucasian and immigrant population moved to other suburban neighborhoods, the result was vacant housing, loss of jobs, and real estate disinvestments. As a result, the collective consequences were an increase in poverty, unemployment, and crime (Martin, 1973).

Over the past several decades, Austin has continually struggled to regain its stability after the community lost its economic base with closures of several major manufacturing companies.However, most recently, in a proactive attempt to revitalize the well being of the neighborhood, civic and community groups that have collaborated with local businesses and residents to create attractive cultural events, recreational activities, and economic opportunities. Despite these efforts, Austin is still experiencing various needs of positive change in order to revitalize the overall community.

Problem Statement and Needs Assessment

In 1991, Claire Kohrman and Jacqueline Reed, conducted surveys and focus groups to assess for the needs and concerns within the Austin community. The results included 22% of members’ utilities being shut off, 35% had experienced a close family member’s death, 50% of community members felt unsafe, 55% of children felt unsafe, and 64% worried about drug dealers within the area (Kohrman & Reed, 1994). A recent needs assessment, through the use of focus groups with community members, observations, and research of public databases, identified that the same concerns still exist nineteen years later. In regards to the youth and adolescents within the community, imminent concerns include: poverty and its effects, lack of youth and social services, the engagement in high risk behaviors, and high crime rates and violence.

Currently, there are approximately 11,000 school age youth in the Austin vicinity (T. Bowling, personal communication, September, 29, 2010). As of 2005, over 10,000 children, who made up 40-60% of the community population, were living below the poverty level (Goerge, Dilts, Yang, Wasserman, & Clary, 2007). Also, since 1990, Austin has had the largest increase of children living in poverty in comparison to other low-income communities. The results have shown that children, who continuously live at or below the poverty level, will most likely suffer from long term detrimental mental and physical health effects (Goerge et al., 2007). In 2001, mental disorders were a leading cause of hospitalizations; an estimate of 3,540 documented cases out of 20,639 total cases (CDPH, 2006). According to the Chicago Department of Public Health (2006), the leading causes of death in Austin during 2003 (total, 993), was heart disease (250) and cancer (214). Concurrently, Austin rated High on indicators of behavioral risk factors within the categories of: not having a health plan, never having cholesterol levels checked, no exercise within the past month, current levels of smoking, obesity, and non-daily fruit consumption (CDPH, 2006). In addition to poor health conditions, the Austin youth population also lack social activity opportunities to improve their overall health.

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Communities with high-growth populations have the fewest of out-of-school program slots per child. In 2006, the ratio of out-of-school time slots per child, ages 13 to 17, within Austin ranged from fewer than six to forty-three slots for every 100 children (Goerge et al., 2007). Currently, there are little to no social services for creative and positive development for the youth population. With idle time, lack of mentorship, and a lack of direction, children are more likely to be involved with illegal activities. Results have found that without adequate adult supervision and constructive activities to participate in during out-of-school hours, children are more likely to lead an unhealthy course of development. Some youth and adolescents are more apt to engage in high risk behaviors such as tobacco use, alcohol and drug use, and premature, unprotected sexual activities (Carnegie Council on Adolescent Development, 1990). The results stress an even greater need to accommodate youth activities to foster personal autonomy, increase active participation, and emphasize the importance of health and positive socially learned behaviors. Also, an advantage of youth involvement in positive, extracurricular activities provides a safe alternative in otherwise unsafe environments.

Crime rate and violence serves as another significant influence on individual and social functioning within the Austin community. In the 1990s, Austin led all Chicago communities with the greatest number of homicides (Diehl, 2005). Between 2007 and 2008, crime rates, within the Austin community, increased by 36.4% for murder, 26% for sexual assault, and 23.5% for burglary (“Circle Urban Ministries Makes an Impact,” 2008, para. 8). According to the Chicago Police Department, the latest crime count, within the last 365 days, ranked the Austin community in the top 10 for the most crime activity (“Clear Map,” n.d.). As stated before, a proactive attempt to decrease crime rates and violence within the community has been the implementation of youth violence prevention programs.

A violence prevention program attempts to tackle the issue of antisocial conduct by decreasing high risk behaviors, deterring violence, promoting safe environments, modifying learned behaviors, and offering positive alternatives. In efforts to overcome negative community influences, “researchers have emphasized the importance of increasing social capital as a means to escape poverty” (Jensen, 2007, p.196). In another analysis, multiple layers of support are necessary in creating a strong comprehensive system and durable reintegration process with the hope to restore psychological well being within a community (Wessells, 2009). These samples of crime statistics further support the need to expand the youth sports league as an alternative to increase youth participation within the Austin neighborhood.

Research has shown that sport participation has the capacity for positive youth development and healthy functioning across several domains including, but not limited to, physical, psychological, academic, and social areas. Also, youth sport participation allows for family and community engagement in a fun and safe environment (Theokas, 2009). According to the U. S. Department of Human and Health Services (2008), youth, ages 6 to 17, should be physically active for at least 60 minutes, daily. Regular physical activity promotes youth health by increasing lean muscle mass and healthy bone development, reducing levels of hypertension and blood pressure, reducing the risk of developing diseases (coronary heart disease, colon cancer, and diabetes) in adulthood, reducing stress and anxiety levels, and improving overall self-esteem levels (National Center for Chronic Disease Prevention and Health Promotion, 2010).

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Low-income communities within the Chicago area, surrounding the Austin neighborhood, have demonstrated the positive benefits of youth sport participation. The program, Beyond the Ball, located in the neighboring areas of North Lawndale and Little Village, has ran successfully for six years in building positive relationships between adults and youth. The program utilizes basketball to promote leadership and community service involving individuals from both communities (Kelleher, 2008). In the East Garfield area, also a neighboring community, a non-for-profit organization called Bright Determined Children demonstrated youth benefits through sports participation as well. The program consists of three sports: football, basketball, and baseball. These programs provide positive, adult role models to reinforce healthy youth development by building interpersonal skills, community engagement, leadership skills, and teamwork skills (“Youth Sports,” n.d., para. 1-3).

Program Description

The West Side Youth Sports League, in partnership with Westside Health Authority and Westside Park District, created a program for youth, ages 5 to 10, called the Bitty Ball League. Currently, there are two age divisions for basketball: youth (ages 5-7) and adolescence (ages 8-10). Each division consists of four teams with eight to ten players per team. Out of a total 160 participants, The Westside Health Authority accounts for 80 participants, while the Westside Park District accounts for the other 80 participants. Austin Town Hall is an indoor facility that serves as a safe and healthy environment for youth play. The basketball league hopes to expand their program with the addition of two divisions for ages 11-12 and 13-14. The basketball programs plan to operate during the months of October-March.

The West Side Youth Sports League, in partnership with Westside Health Authority and Austin Safety Networks, created a baseball program for youth, ages 10 to 18 in 2002. The league consists of an in-house league and a travel ball league, Wolfpack Baseball. Within the West Side Youth League, there are four age divisions including eleven teams: Mustang (ages 10-12), Bronco A and B (ages 12-14), Pony (ages 14-16), Colt (ages 16-18), and Fall Ball. Each age division consists of five in-house teams and six adjacent travel teams. Each team includes a range of players (10 to 17 per team) and one coach. The baseball teams utilize Levin Park and Austin Town Hall for practices and in-house games. The travel teams utilize fields outside of the community, mostly in Oak Park. The baseball league hopes to expand their program with an additional age division for youth ages 5 to 7. The baseball programs plan to operate during the September-June.

Coalitions Capability

The Westside Youth Sports League is a separate partner in coalition with Westside Health Authority (WHA), Austin Safety Networks, and the Westside Park District. Since 2007, the Westside Youth Sports League has been the channel needed to teach kids the basics of teamwork, loyalty, and commitment. Kids between the ages between 4 and 18 unite to share their achievements and have fun playing baseball. Austin Safety Networks is a program developed by WHA whose mission targets violence prevention, youth services, and youth leadership. The Westside Park District has helped WHA with funding the Bitty Ball basketball league. In an effort to keep costs low, the only fee charged was for the uniform, $5 jersey. The Westside Park

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District has also helped with the use of their facilities in charging little or no facility rental cost to WHA for the current year.

Westside Health Authority

Founded by Jacqueline Reed in 1990, the Westside Health Authority has grown to accommodate the numerous needs of the Austin community. WHA has been instrumental in creating jobs to improve community well being and outcomes. Their core services include: academic enrichment, cultural arts, mentoring programs, recreation and sports activities, nutrition and fitness classes, parental workshops, teen outreach, youth safety and youth after school programs, and student profile and performance data. To date, it has four adjoining locations: the Computer Technology Center, Youth Center, Community Development Center, and Wellness Center. The technology center was constructed to assist students, homemakers, and returning ex-offenders into the workforce. The most notoriety comes from the community development area: Every Block a Village (EBV) which is a program that connects neighbors with other neighbors for a safe and positive community environment. In just five years, it has grown to 68 blocks. The Business and Human Resource Center has been to focus on job skills and help with locating jobs. WHA is involved with various support groups, partnerships, coalitions, and numerous community projects such as Catch it Campaign, CSAC Prison re-entry program. WHA plays an active role as the prime facilitator for the Austin Safety Networks youth violence program. The grant is funded by the Illinois Department of Human Services (“Westside Health Authority,” 2009).

Austin Safety Networks

Austin Safety Networks was created in March 2008 by WHA. It is grant funded by the Illinois Department of Human Services. Austin Safety Networks is also a violence prevention coalition which currently handles the funding to organize the West side sports league in addition to organizing the Adopt a School Safety Initiative to work with parents, educators and youth. Together with the Austin Peace Force help build a supportive community made up of youth volunteers focused on pastoral care, prevention, outreach and increase public awareness and peach making solutions (“Austin Safety Networks,” n.d.).

Young Creative Minds

Young Creative Minds is a non-profit organization and all year long educational and performing arts program divided into two segments: a three month summer program and an after school program/mentor program during the school year. The program is designed for trouble youths between the ages of 13 and 19 of all ethnic backgrounds. The program implements self respect, motivation, integrity, leadership and education which represent the acronym S.M.I.L.E. Their mission is to provide educational services to those with low test scores and promote creativity and talent to low income individuals less fortunate to youth ages between the ages of 12 and 19 of any ethnic background. Their services consist of a variety of summer programs which offer educational tutoring, mentoring services, and business workshops (“Young Creative Minds,” n.d.).

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New Birth Christian Center

New Birth Christian Center (NBCC) was founded and established on May 23rd, 1999 by senior pastor Dr. Robbie Wilkerson as a faith based, not for profit organization with a mission to regenerate lives of individuals through gospel of Jesus Christ. The NBCC mission is “impact the lives of the Austin community and Chicago to create a healthy and prosperous lifestyle” (“Our Mission,” n.d., para. 1). NBCC has a wide range of services. Their programs include New Birth Christian Academy for high school diploma graduates and marriage retreats. They also sponsor Project Next Generation, for males and females, and Blossoming for Souls Initiative for females. Their services include professional development courses, daily job placement, baptisms, daily recovery groups, children’s ministries and volunteer training.

The Peace Corner

The Peace Corner offers homework assistance. Their mission is to prepare youth for the future and to increase necessary skills and enrichment activities. Currently, the Peace Corner is focusing on literacy and touch typing as important skills for academics and beyond. From June 28th through July 28th, there were 48 registered youth for the summer program with an average of 35 active youth each day. Last year’s daily average was 40, which illustrates a 15% increase in the summer. Currently, food is provided by a Food Service Program with a total of 1752 meals that includes lunch and a snack (“The Peace Corner Youth Center,” 2010).

Leaders Network

Leaders Network and St. John Bible Church’s involvement consist of a Safe Haven, Hangout After School Program, Youth Community Safe Parties, College Prep, Teen Leadership and Mentoring Program and Rapid Response Unit.

Target Population

The Westside Health Authority identifies the primary target population for the West Side Youth League as the youth and adolescents, ages five to eighteen, within the Austin area. Youth individuals are either currently involved or wish to participate in the baseball and basketball leagues during upcoming seasons.

Mission

To provide affordable services for youth and adolescents by strengthening and expanding current baseball and basketball leagues as a positive alternative. In doing so, the program will improve overall social functioning, health and fitness, communal sense of belonging, and well-being within the community.

Goals

The goal of the youth sports league is to teach Austin’s youth the fundamentals of sports and the aspect of teamwork. Mentors serve to instill principles of good sportsmanship, honesty, loyalty discipline and respect. In addition to acquiring positive life skills, the youth sports league will address and decrease the health concerns within the Austin community.

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1. Increase physical activity and overall physical health among the youth and adolescent population

2. Increase levels of interpersonal and social skills 3. Increase levels of self-confidence and self-esteem4. Decrease amounts of stress and anxiety levels5. Increase involvement and well-being within the community6. Decrease the likelihood of youth involvement in high risk behaviors

Objectives 1

1. Increase overall physical health by __% within a one year period through increased physical activity. Youth participants will be involved in physical activities, either baseball or basketball, for approximately 1-3 hours, 2-3 times per week.

2. Increase levels of interpersonal and social skills by __%, during this one year period, through youth interaction with similar aged peers and adult volunteers.

3. Increase levels of self-confidence and self-esteem by __%, during this one year period. Youth participants will be in a supportive environment that promotes positive feedback by providing planning skills, leadership skills, and the concepts of persistence and perseverance.

4. Decrease stress and anxiety levels by __% during this one year period by providing a safe and supportive environment in combination with physical activity engagement.

5. Increase community involvement and overall well-being by __% within a one year period by having volunteer, community members serve as mentors and coaches to the youth participants

6. Decrease the likelihood of youth involvement in high risk behaviors by __% during this one year period by providing a safe and healthy environment as an alternative outlet.

Methods/Activities

The Westside Youth League is a non-profit organization that is composed of volunteer coaches, parents and league officials. The program is designed to teach boys and girls the fundamentals of sports, teamwork, and to provide its participants the ideals of good sportsmanship, honesty, loyalty, courage, discipline and respect for authority.

The program targets the youth of the area who will grow to be citizens and whose adult lives will reflect those values. The objectives of the program will be obtained by providing the highest quality of supervision and completive games. The supervisors will be educated to bear in mind at all times that the attainment of exceptional athletic skill or winning of games is the secondary goal of the players and that the well being of the participants is primary.

Staff Selection:

1 Percentage amounts of difference cannot be determined at this time.

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The government of the WSYL will continue to operate under the direct supervision of the existing board members, and officers. The WSYL government is consists of the following positions: president, vice-president, secretary, treasurer, and division directors.

The WSYL Officers have will continue to have supervise, control, and direct the management of affairs and the property of the organization. The Officers are responsible for determining policies and will continue to supervise the distribution of funds.

President:

The President will be present at all board meetings, and act as chief administrative officer and head of the West Side Youth League organization. The President will appoint committee chairpersons as needed The President will be responsible for registration fees, paperwork, and obtaining appropriate accident and liability insurance before any player practices or plays. The president will have the authority to cal special meetings and his/her discretion and will serve as a member of the Coach Selection committee.

Vice President:

The Vice President will assume all duties of the President in his/her absence. They will provide assistance to the President in the performance of duties. They will reserve sufficient fields and field times to cover scheduled practices and games. The Vice- President (VP) will send out a copy of all game schedules to the park district of where the games are being played, and shall coordinate with the various owners of fields to maintain, improve and expand existing facilities. The VP will assume primary responsibility for all fundraising actives and serve as the Chairperson of the Coach Selection Approval Committee, an as a Chairperson on the Grievance/ Protest Committee.

Secretary:

The Secretary will be responsible for recording minutes of all regular board meetings. The secretary will notify board members of all regular and special meetings, and coordinate with the President and the Vice President on all activities dealing with special events. The secretary will assume the roles of the Personal Relations when interviewed by local news outlets and will keep a record of all Grievance/Protest Committee actions.

Treasurer:

The Treasure will maintain records of The West Side Youth League income and expenses. They will submit a monthly income and expense report the to the West Side Youth League board at each monthly meeting and an annual income and expense report to the board.

Division Directors:

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The Division Directors serve as a member of the Coach Selection Approval Committee and the Registration Committee. They will hold a meeting with the division coaches to review leagues rules and bylaws prior to the start of league play, and will inform coaches of rule changes. They will administer and enforce the rules of the division over which they preside and discuss safety polices with division coaches; they will determine game schedule, umpires, and field set-up for games. The will create the game schedule for their respective division and distribute copies to all officers, coaches and player prior to start of league play. Division Directions will provide weekly scores to secretary for distribution to local newspapers. They will approve make up of games suspended or rained out games, they are responsible for disciplinary actions on Coaches, Assistant Coaches and players and providing a written report the President and Sectary. The Division Direction will be responsible to obtaining valid and signed medical forms for each active player for their division, and must notify the board of any games played outside the West Side Youth League in Advance.

Coaches:

The coaches must obtain valid and signed medical forms for each active player on hand at all practices and games and all coaches are required to attend one coach’s clinic. All coaches and adult helpers must submit a Criminal History check. Coaches are responsible for notifying the Division Director immediately when a team loses a player for any reason The use of tobacco, alcohol, or any controlled substance is prohibited and immediate removal of any Coach, Assistant Coach or Board member if any controlled substances are used. Complaints against coaches behavior towards players other coaches parents or Directors should be reported to Division Director, and must be made in writing. All written complains will be brought before the board for review and actions.

Board Members:

Board Members will consist of the Board members, coach’s parents or legal guardians of player members.

Player Members:

Player members are any member meeting the age requirements and who have also me the appropriate registration requirements.

Tryouts:

Prior to tryouts, all teams will provide a Division Director a list of returning players. Tryouts will be held at a place, time and manner determined by West Side Youth League. All new players to the division must participate in the tryout. Players who register after tryouts shall be placed on teams by the division director.

Dates:

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Registration dates will be determined by West Side Youth League, and will approximately begin a month to two months prior to start of season and continue until teams have filled their rosters.

Registration Fees:

Registration fees will be set by governing board of WSYL. Discounts will be determined by the Board each year in conjunction with the regular annual budget meeting. Registration fees pay for the player’s uniforms. In case of need the Board can override the player fees. All circumstances must qualify as hardship.

Registration Locations:

The Location for the Registration will be set by the board on a yearly basis.

Registration Committee:

The committee shall process player registration at the time and location established by the Board. Vice president shall oversee the organization and administration of the registration process. Additional committee members include the Treasurer and each of the respective Division Directors.

Coach Selection Approval Committee:

The Coach Selection Approval Committee will approve the appointment of all coaches. The Co-Chairpersons are the Vice President, and the Director of Divisions. The committee will meet immediately following the last day of registration.

By Laws Committee:

The Bylaws Committee will be chaired by Vice President. The Board will meet annually to review, edit and propose changes bylaws. All changes to the Bylaws will only be made after a majority vote by the board Committee members are Officers and Board Members.

Baseball League:

The league consists of an in-house league and a travel ball league, Wolfpack Baseball. Within the West Side Youth League, there are four age divisions including eleven teams: Mustang (ages 10-12), Bronco A and B (ages 12-14), Pony (ages 14-16), Colt (ages 16-18), and Fall Ball. Each age division consists of five in-house teams and six adjacent travel teams. Each team includes a range of players (10 to 17 per team) and one coach. The baseball league hopes to expand their program with an additional age division for youth ages 5 to 7.

Basketball League:

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Currently, there are two age divisions for basketball: youth (ages 5-7) and adolescence (ages 8-10). Each division consists of four teams with eight to ten players per team. Out of a total 160 participants, The Westside Health Authority accounts for 80 participants, while the Westside Park District accounts for the other 80 participants. The basketball league hopes to expand their program with the addition of two divisions for ages 11-12 and 13-14.

Schedule:

*Lack of information; therefore, WHA can insert details.

Disciplinary Actions:

The League officers will have the authority to suspend, discharge or otherwise discipline any player, manager, coach, league officer or other person whose conduct is in violation or the rules and regulation of the bylaws, and/or is considered detrimental to the best interest of the WSYL.

Equipment and Uniforms:

The Division Director will distribute all equipment and supplies. All teams will be provided with equipment and supplies. All teams shall be provided with uniforms issued by Division Director. Parents or legal guardians shall be charged for all uniforms. All players must come completely dressed for all games.

Insurance:

West Side Youth League will provide secondary accident insurance and liability insurance.

Program Evaluation 2

The West Side Youth Sports League plans to continue and expand the baseball and basketball leagues to increase the physical, emotional, psychological, and social well being of the Austin youth population. As a result, these youth and adolescents’ lives will be enriched with healthy life skills and principles through adult and peer mentorship. Through implementation during early development years, youth participants are more likely to absorb these principles; which will provide a foundation for positive development into adulthood. The West Side Youth League aims to shape Austin’s youth to be future leaders and increase the community’s overall well being.

In order to evaluate the effectiveness of the programs, the West Side Youth Sports League needs to assess pre and post program physical, psychological, and social levels in the youth participants. Also, feedback and comments contributed by the adult members directly involved with the youth sports programs will be incorporated as a source of program effectiveness. Specific measures used will be included in the individual’s Wellness packet that will be distributed pre and post program; which will then be evaluated by the director of the program.

2 The resulting percentage amount of difference should correlate with the Objectives.

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In regards to the first goal to increase overall physical health through physical activity, several health measures will be taken pre and post program. A physical health form will be included in the Wellness packet. This form will include each individual’s health information such as weight, height, Body Mass Index (BMI), blood pressure, and heart rate. Certified personnel will gather this information during a pre and post program health screening session. The results from pre to post program should show an individual’s physical health changes within the one year period. The difference between results aims to achieve an individual’s quantitative levels as within or moving towards the descriptor of within normal limits relative to their age (Appendix A, B, & C). Collectively, an overall increase of ___ percent will demonstrate success for this goal.

Pertaining to the second, third, and sixth goals of increasing levels of self-confidence, self-esteem, interpersonal and social skills, and decreasing the likelihood of youth involvement in high risk behaviors, a self-report measure will be provided in the Wellness packet, pre and post program. The Youth At Risk Program Evaluation Tool (YAR-PET) utilizes 65 items to assess life skills and personal, social, community and environmental development concepts targeted by intervention programs associated with youth “at risk.” The youth participants may take this form home to complete and return it to their appointed adult instructor, such as their coach (Appendix D). Also, an Observer form is included for the adult to rate each individual concerning specific factors (Appendix E). The evaluation tool includes a self-report questionnaire as well as an Observer form to increase the tool’s internal reliability (Neill, 2006). A ___ percent increase as demonstrated by point scale responses will be necessary for this overall goal to have been successfully met.

The fourth goal of decreasing stress and anxiety levels will be measured using a self-report measure that will be included in the Wellness packet for completion pre and post program (Appendix F). The Spence Children Anxiety Scale utilizes a 4-point response scale to measure the level and nature of anxiety experienced by children (Spence, 1994). The youth participants may take this form home to complete and return it to their appointed adult instructor, such as their coach. A decrease of ___ percent as demonstrated by result responses will be necessary for this overall goal to have been successfully met.

To measure the fifth goal of increasing community involvement to improve the overall well-being of the community, a survey will be included in the Wellness packet to be completed by the youth participants and adult individuals directly involved with the sports programs (Appendix G). The Community Involvement Scale (CIS) attempts to measure changes in the level of community involvement as a result of participating in some aspect of the sports league (Staunton & Neill, 2001). The youth and adult participants may take this form home to complete and return it to the program director for evaluation. An increase of __ percent of community involvement and satisfaction as demonstrated by the result responses will be necessary for this overall goal to have been successfully met.

Budget

WHA In House Baseball

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T-ballPer

Individual MinorPer

Individual MajorPer

Individual

League Fee $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

Uniform Fee $1,500.00 $50.00 $1,500.00 $50.00 $1,500.00 $50.00

Jersey Combo

Pants Combo

Socks Combo

Belt Combo

Caps $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

Coaches Jersey $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

Insurance Fee $0.00 $0.00 $0.00

Equipment Fees

Balls $160.00 $115.00 $115.00

Team Bags $200.00 $200.00 $200.00

Medical Kit $40.00 $40.00 $40.00

Catcher's Gear $0.00 $0.00 $0.00

Catcher's Glove $0.00 $0.00 $60.00

Bat Caddy $0.00 $0.00 $0.00

Helmets $0.00 $0.00 $0.00

Bats $0.00 $0.00 $0.00

Dragger $160.00 $0.00 $0.00 Aluminum Rakes/Cans $170.00 $0.00 $0.00

Bases $465.00 $0.00 $0.00

Field Rental Fee $640.00 $640.00 $640.00

Trophy Fee $650.00 $650.00 $650.00

Banquet Fee $600.00 $600.00 $600.00

Umpire Fee $0.00 $800.00 $800.00 Hotel & Travel Fees $0.00 $0.00 $0.00

Tournament Fee $0.00 $0.00 $0.00

Internet Fee $200.00 $0.00 $0.00

Total $4,785.00 $4,545.00 $4,605.00

WSYL Travel Baseball

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Pinto Mustang Bronco Pony Colt Palomino

Per Individual Fee $168.33 $168.33 $140.00 $168.33 $175.00 $175.00

League Fee $200.00 $200.00 $150.00 $200.00 $300.00 $300.00

Uniform Fee $1,500.00 $1,500.00 $1,125.00 $1,500.00 $1,500.00 $1,500.00

Jersey Combo

Pants Combo

Socks Combo

Belt Combo

Caps $400.00 $400.00 $400.00 $400.00 $400.00 $400.00

Coaches Jersey $140.00 $140.00 $140.00 $140.00 $140.00 $140.00

Insurance Fee $80.00 $80.00 $80.00 $80.00 $80.00 $80.00

Equipment Fees

Balls $115.00 $115.00 $115.00 $115.00 $115.00 $115.00

Team Bags $60.00 $0.00 $0.00 $0.00 $60.00 $60.00

Medical Kit $20.00 $20.00 $20.00 $20.00 $20.00 $20.00

Catcher's Gear $130.00 $130.00 $130.00 $120.00 $120.00 $120.00

Catcher's Glove $50.00 $50.00 $50.00 $80.00 $0.00 $80.00

Bat Caddy $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

Helmets $0.00 $0.00 $0.00 $80.00 $80.00 $80.00

Bats $200.00 $100.00 $100.00 $0.00 $0.00 $0.00

Dragger $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Aluminum Rakes/Cans $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

Bases $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

Field Rental Fee $250.00 $250.00 $250.00 $300.00 $300.00 $300.00

Trophy Fee $500.00 $500.00 $500.00 $500.00 $500.00 $500.00

Banquet Fee $500.00 $500.00 $500.00 $500.00 $500.00 $500.00

Umpire Fee $400.00 $400.00 $400.00 $800.00 $800.00 $800.00 Hotel & Travel Fees $800.00 $800.00 $800.00 $800.00 $1,100.00 $1,600.00

Tournament Fee $500.00 $600.00 $500.00 $700.00 $500.00 $800.00

Internet Fee $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

Total $5,845.00 $5,785.00 $5,260.00 $6,335.00 $6,515.00 $7,395.00

Baseball Fees Total

YOUTH SPORTS LEAGUE 16

League Fees $1,350.00 Uniform Fees $13,965.00 Insurance Fees $480.00 Equipment Fees $4,655.00 Field Rental Fees $3,570.00 Trophy Fees $4,950.00 Banquet Fees $4,800.00 Umpire Fees $5,200.00 Travel Fees $5,900.00 Tournament Fees $3,600.00 Internet Fees $200.00

$48,670.00

Basketball Per League

  Bitty Ball ASNW Youth League

Ages 7u per indiv. 10u per indiv. 12uper

indiv. 14uper

indiv. League Fee   $5.00   $5.00 $1,800.00 $45.00 $1,800.00 $45.00Uniform Fee $0.00   $0.00   $560.00 $7.00 $560.00 $7.00Insurance Fee $0.00   $0.00   $0.00   $0.00  Equipment Fee $0.00   $0.00     $1.00   $1.00Referee Shirts $0.00   $0.00   $0.00   $0.00  Referee whistles $0.00   $0.00   $0.00   $0.00  Basketballs (3)         $30.00 $1.00 $30.00 $1.00Gym Rental Fee $0.00   $0.00   $385.00 $10.00 $385.00 $10.00Trophy Fee $0.00   $0.00   $240.00 $6.00 $240.00 $6.00Banquet Fee $0.00   $0.00   $250.00 $6.25 $250.00 $6.25Official Fee $0.00   $0.00   $0.00   $0.00  Travel Fee $0.00   $0.00   $0.00   $0.00  Tournament Fee $0.00   $0.00   $0.00   $0.00  Internet Fee $0.00   $0.00   $295.00 $3.75 $0.00 $3.75

Basketball Total

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League Fee $3,600.00Uniform Fee $1,120.00Insurance $0.00Equipment Fee $60.00Gym Rental Fee $770.00Trophy Fee $480.00Banquet Fee $500.00Total $2,930.00

Budget Summary Total Total Donated Total Requested

Baseball Fees ($48,670.00) $0.00 $50,000.00 Basketball Fees ($2,930.00) $0.00 $3,200.00

($51,600.00) $0.00 $53,200.00

Sustainability

There are two concerns to think about with funding future costs and expenses relative to program expansion. The first important concern is see how much will it cost to operate the activity and the other concern is where will the funds come from to sustain the expanded program.

The plan starts with a vision statement: To provide the Austin neighborhood youth with an environment that enriches and strengthens the community. The purpose of the sustainability plan is to keep the program affordable and look at the resources inside the Austin community as a self sustaining entity. The plan for future funding calls for continuous conglomerate and independent developments to incorporate financial foundation. The list below shows the major partners, collaborators, and stakeholders with WHA that help secure projected funded streams:

Catalyst Charter School Colombia College-Ella Flagg Young Elementary School First Defense Legal AidIllinois Afterschool NetworkMilton Brunson Specialty School-MLK Boys & Girls ClubRape Victims AdvocatesSER Central SlatesIllinois State Board of EducationAustin YMCAPeace CornerSouth Austin Community CouncilPolk Bros FoundationTeen Reach

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Greater Chicago Food Depository21st Century Community Learning CentersNew Birth Christian Life Center-Empowerment Through Education and ExposureIllinois Center for Violence Prevention

Proposed Ideas

West Side Youth Sports League could extend sports interests toward other sources pertinent to the athletic and recreation fields. One example is to collaborate with various sports injury clinics. This would serve as vital network and finance incentive for the injury prevention clinic market and also help to advertise, promote and initiate a Play Safe, Sports outreach program in the community.

Among other ways to secure funding and provide supplemental options are to hold annual fundraising events. Some examples include holding car raffles, sports celebrity events, silent auctions, or hosting a comedy event, or dance contests. Another way to continue is by starting up an Endowment Fund as a means to invest money received and spend 5% or so every year from the interest made from the investment of its assets.

Since 1988---WHA along with the Westside sports League and Safety Networks have clearly demonstrated program success through performance indicators by providing goals and objectives which called for a need to improve the lives of children, families, and communities. Their success has been because of the community collaboration, organizational cooperation and member dedication from various sources.

References

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Hastad, D.N., Segrave, J.O., Pangrazi, R., & Peterson, G. (1984). Youth sports participation and deviant behavior. Sociology of Sports Journal, 1, 366–373.

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Appendices

Appendix A

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*See attached Body Mass Index (BMI) chart and levels

Appendix B

*See attached Blood Pressure levels chart

Appendix C

*See attached Pulse and Heart Rate levels

Appendix D & E

*See attached YAR-PET Package and Forms

Appendix F

*See attached Spence Anxiety for Children Scale (SACS)

Appendix G

*See attached Construction of a Research Instrument measuring Community Involvement