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).
YOUTH SPORTS LEAGUE 3

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.
YOUTH SPORTS LEAGUE 4

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).
YOUTH SPORTS LEAGUE 5

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
YOUTH SPORTS LEAGUE 6

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.).
YOUTH SPORTS LEAGUE 7

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
YOUTH SPORTS LEAGUE 8

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.

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-esteem
4. Decrease amounts of stress and anxiety levels
5. Increase involvement and well-being within the community
6. Decrease the likelihood of youth involvement in high risk behaviors

Objectives1

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.

1
Percentage amounts of difference cannot be determined at this time.
YOUTH SPORTS LEAGUE 9

Staff Selection:

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:
YOUTH SPORTS LEAGUE 10

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:

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:
YOUTH SPORTS LEAGUE 11

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:

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
YOUTH SPORTS LEAGUE 12

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:

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 Evaluation2

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.
2
The resulting percentage amount of difference should correlate with the Objectives.
YOUTH SPORTS LEAGUE 13

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.
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.
YOUTH SPORTS LEAGUE 14

Budget

WHA In House Baseball

YOUTH SPORTS LEAGUE 15

Per Per Per

T-ball Individual Minor Individual Major Individual

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

$1,500.0 $1,500.0
Uniform Fee $1,500.00 $50.00 0 $50.00 0 $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

YOUTH SPORTS LEAGUE 16

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

$1,500.0
Uniform Fee $1,500.00 $1,500.00 $1,125.00 0 $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

$6,335.0
Total $5,845.00 $5,785.00 $5,260.00 0 $6,515.00 $7,395.00
YOUTH SPORTS LEAGUE 17

Baseball Fees Total

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

per per
Ages 7u per indiv. 10u per indiv. 12u indiv. 14u indiv.
$1,800.0 $1,800.0
League Fee $5.00 $5.00 0 $45.00 0 $45.00
$0.0 $0.0
Uniform Fee 0 0 $560.00 $7.00 $560.00 $7.00
Insurance $0.0 $0.0
Fee 0 0 $0.00 $0.00
Equipment $0.0 $0.0
Fee 0 0 $1.00 $1.00
$0.0 $0.0
Referee Shirts 0 0 $0.00 $0.00
Referee $0.0 $0.0
whistles 0 0 $0.00 $0.00
Basketballs
(3) $30.00 $1.00 $30.00 $1.00
Gym Rental $0.0 $0.0
Fee 0 0 $385.00 $10.00 $385.00 $10.00
$0.0 $0.0
Trophy Fee 0 0 $240.00 $6.00 $240.00 $6.00
$0.0 $0.0
Banquet Fee 0 0 $250.00 $6.25 $250.00 $6.25
$0.0 $0.0
Official Fee 0 0 $0.00 $0.00
Travel Fee $0.0 $0.0 $0.00 $0.00
YOUTH SPORTS LEAGUE 18

0 0
Tournament $0.0 $0.0
Fee 0 0 $0.00 $0.00
$0.0 $0.0
Internet Fee 0 0 $295.00 $3.75 $0.00 $3.75

Basketball Total

League Fee $3,600.00

Uniform Fee $1,120.00
Insurance $0.00
Equipment Fee $60.00
Gym Rental Fee $770.00
Trophy Fee $480.00
Banquet Fee $500.00
Total $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 Aid
Illinois Afterschool Network
YOUTH SPORTS LEAGUE 19

Milton Brunson Specialty School-MLK Boys & Girls Club

Rape Victims Advocates
SER Central Slates
Illinois State Board of Education
Austin YMCA
Peace Corner
South Austin Community Council
Polk Bros Foundation
Teen Reach
Greater Chicago Food Depository
21st Century Community Learning Centers
New Birth Christian Life Center-Empowerment Through Education and Exposure
Illinois 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.
YOUTH SPORTS LEAGUE 20

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YOUTH SPORTS LEAGUE 23

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YOUTH SPORTS LEAGUE 24

Appendices

Appendix A

*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

YOUTH SPORTS LEAGUE 25