Key Takeaways
- Major coalitions formalized shared language to coordinate systems change efforts across youth sports sector
- Framework distinguishes between addressing symptoms through programming versus transforming underlying systemic barriers
- Over 20 organizations spanning professional sports, regional coalitions, and policy groups now operate under unified approach
- Explicit focus on dismantling pay-to-play model through collective action rather than individual organizational efforts
- Three-phase implementation prioritizes translation, measurement, and visibility of existing change work
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White Paper Overview
The “Establishing Systems Change Language in Youth Sport” white paper was authored by the Systems Action Group, a formal collaboration between the Coalitions for Sport Equity (CSEq) and the Funders Collective for Play Equity. The initiative is led by Ashoka Sport for Changemaking and the Center for Healing and Justice through Sport (CHJS).
Released as part of a white paper series, the document aims to “surface a shared language for systems change in the US youth sport landscape” and represents input from over 20 organizations including the NBA Players’ Association, Dodgers Foundation, Chicago Cubs Charities, and regional coalitions across multiple states.
The Systems Action Group describes itself as bringing together “funders, practitioners, policymakers, and community leaders” who have “proximity to both structural levers (funding, policy, governance) and the lived realities of young people.” The white paper establishes standardized terminology and strategic approaches for moving beyond what the authors call “the pay-to-play model that limits access and equity.”
Learning #1: Individual Programming Cannot Solve Systemic Problems
The Coalitions for Sport Equity (CSEq) and Funders Collective for Play Equity joint white paper makes a clear distinction between direct service programming and systems change approaches. The document identifies that barriers to youth sports access “come from overlapping systems – education, economics, culture – not just program gaps.”
This represents a significant shift in how equity-focused organizations frame their work. Rather than developing more programs to address immediate needs, the framework emphasizes “transforming the conditions that make those needs so persistent.” The approach requires moving beyond what the document calls “patchwork programs” to address root causes across multiple interconnected systems.
The framework specifically notes that “real change means addressing these root causes and the systems that have shaped play access as we see it today.” This positioning challenges the traditional nonprofit approach of creating new programming to fill service gaps.
Learning #2: A Standardized Framework Now Exists for Systems Change in Youth Sports
The Systems Action Group developed a comprehensive framework consisting of five systemic barriers and six operational strategies. The five barriers include: systemic nature of inequities, interconnected stakeholders, fragmented efforts, power distribution issues, and cultural foundations that drive other systems.
The six operational strategies provide specific actions for implementing change: accelerating regional leadership and decision-making, building cross-sector coalitions, allocating material and human resources, reshaping cultural narratives, advancing policy and investment reform, and building knowledge to drive equity.
This standardization allows different organizations to coordinate efforts using shared terminology and strategic approaches. Previously, equity-focused youth sports organizations operated with varying frameworks and language, limiting their ability to align efforts and measure collective impact.
Learning #3: Cross-Sector Collaboration Reaches New Scale and Formalization
The Systems Action Group brings together over 20 organizations representing different sectors of the youth sports ecosystem. Participants include professional sports foundations (NBA Players’ Association, Dodgers Foundation, Chicago Cubs Charities), regional coalitions (Kansas City Play Equity Coalition, King County Play Equity Coalition, Philadelphia Youth Sports Collective), and policy-focused organizations.
Led by Ashoka Sport for Changemaking and the Center for Healing and Justice through Sport (CHJS), this collaboration represents formal coordination between previously separate networks. The white paper notes that these stakeholders have “proximity to both structural levers (funding, policy, governance) and the lived realities of young people.”
This cross-sector alignment indicates growing recognition that youth sports equity requires coordinated action across different types of organizations rather than parallel individual efforts. The formalization through a joint white paper and shared framework suggests this collaboration will continue beyond initial coordination meetings.
Learning #4: Explicit Focus on Dismantling Pay-to-Play Model
The framework explicitly identifies the “pay-to-play model that limits access and equity” as the current system requiring transformation. Rather than working within existing structures, the collaborative advocates for “policies that prioritize this alternative model and for funding structures that enable its equitable growth and sustainable scaling.”
This represents a direct challenge to the dominant economic model in youth sports. The white paper positions the work as creating “systemic investment in a new framework for youth sport – a framework that is for ALL youth” rather than expanding access within current pay-to-play structures.
The document emphasizes “moving beyond patchwork programs to systemic investment in a new framework for youth sport.” This language indicates the collaborative views incremental improvements within existing systems as insufficient for achieving equity goals.
Learning #5: Implementation Focuses on Translation, Measurement, and Visibility
The action group outlined a three-phase roadmap for advancing their systems change approach. The “Translate” phase involves using established building blocks to help others adapt the language to different contexts while maintaining core principles. The “Measure” phase requires developing metrics for both short-term wins and long-term systemic shifts. The “Make Visible” phase emphasizes highlighting existing change efforts to demonstrate possibility and inspire broader engagement.
This implementation approach recognizes that establishing shared language is only the beginning of creating movement. The emphasis on translation acknowledges that different organizations and contexts require adapted messaging while maintaining strategic alignment.
The measurement component addresses a significant challenge in systems change work – tracking progress on complex, long-term transformation goals while maintaining momentum through shorter-term victories. The visibility phase reflects understanding that demonstrating existing success stories can accelerate adoption and engagement across the broader youth sports sector.
Strategic Implications for Youth Sports Leaders
The formalization of this framework provides youth sports executives and operators with standardized language and strategies for addressing equity issues through systems change rather than programming expansion. Organizations currently working on access issues now have a template for positioning individual efforts within broader coordinated strategies.
For funders, the framework offers guidance on supporting systemic transformation rather than isolated program interventions. The emphasis on cross-sector collaboration and shared measurement approaches could influence how foundations and corporate sponsors structure grants and evaluate impact.
The explicit focus on dismantling pay-to-play models signals potential shifts in how youth sports access work gets funded and implemented across the sector.
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