About: Fewer Sports Alternatives (position paper)/1

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I was appointed to the sports-reform committee established by Mark Roosevelt. When Dr. Lane became superintendent, she put those efforts and its findings to the back burner in favor of paying $2.7 million to consultants for an “envisioning process.” Rich discussions about philosophy with data, hard evaluations and long-term planning should occur with both district personnel and coaching leaders. With Doctor Lane's approval, I'll gladly re-convene and lead another sports reform process. It could continue in duration from a week to a year.

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rdfs:label	Fewer Sports Alternatives (position paper)/1
rdfs:comment	I was appointed to the sports-reform committee established by Mark Roosevelt. When Dr. Lane became superintendent, she put those efforts and its findings to the back burner in favor of paying $2.7 million to consultants for an “envisioning process.” Rich discussions about philosophy with data, hard evaluations and long-term planning should occur with both district personnel and coaching leaders. With Doctor Lane's approval, I'll gladly re-convene and lead another sports reform process. It could continue in duration from a week to a year.
dcterms:subject	PPS Athletic Reform 2014
abstract	I was appointed to the sports-reform committee established by Mark Roosevelt. When Dr. Lane became superintendent, she put those efforts and its findings to the back burner in favor of paying $2.7 million to consultants for an “envisioning process.” Rich discussions about philosophy with data, hard evaluations and long-term planning should occur with both district personnel and coaching leaders. With Doctor Lane's approval, I'll gladly re-convene and lead another sports reform process. It could continue in duration from a week to a year. Athletic participation is the single most popular school-sponsored extracurricular activity among adolescents regardless of gender, race, and ethnicity (e.g., U.S. Department of Education, 1995; Eccles & Barber, 1999) Example 1: A Title IX study for PPS was conducted by an outside consultant, Peg Pennypacker. The report took more than a year to research, was delivered months late, had dozens of blind spots. Findings reported what was already understood by those within the district. The report was a ploy to delay needed changes. Actions driven by earnest and open discussions are needed. Delays and outside consultants are not necessary. Example 2: The Envisioning process of 2013 cost $2.7 million more than the Athletic Reform Task Force. One PPS employee, Jake House, was hired for the project for one year with outside (soft) money. Mr. House later transferred to other duties and has since left the district. Volunteers and staff can make the Sports Reform Task Force work if political will flows from the board, PPS administration and/or city hall.

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