Report on the Nebraska Women’s Athletic Leadership Alliance (NWALA) and its Contribution to Sustainable Development Goals

This report details the formation, mission, and impact of the Nebraska Women’s Athletic Leadership Alliance (NWALA), an organization founded to address gender disparity in the state’s high school athletic leadership. The initiative’s objectives and outcomes are analyzed in the context of the United Nations Sustainable Development Goals (SDGs), particularly SDG 5 (Gender Equality) and SDG 10 (Reduced Inequalities).

1.0 Introduction and Organizational Mandate

Identified by veteran high school coach Jacque Tevis-Butler, a significant need for structured support for women in athletic leadership roles prompted the creation of the Nebraska Women’s Athletic Leadership Alliance (NWALA). The organization was established to systematically address the underrepresentation and unique challenges faced by women in coaching and athletic administration across Nebraska.

The core mission of NWALA is threefold:

• To empower current and aspiring female leaders in athletics.
• To support women in these roles by creating robust professional networks.
• To actively grow the number of women in athletic leadership positions.

2.0 Alignment with Sustainable Development Goals (SDGs)

The work of NWALA directly contributes to the advancement of several key Sustainable Development Goals by fostering an inclusive and equitable environment in the public sphere of high school sports.

• SDG 5: Gender Equality: NWALA’s primary mission is a direct implementation of Target 5.5, which calls for ensuring women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in public life. By tackling systemic issues like implicit bias and creating pathways to leadership, the alliance works to dismantle barriers to gender equality.
• SDG 10: Reduced Inequalities: The organization’s focus on increasing female representation directly addresses Target 10.2, which aims to empower and promote the social and economic inclusion of all, irrespective of gender. The data-driven approach taken by NWALA quantifies existing inequalities to create targeted interventions.
• SDG 8: Decent Work and Economic Growth: By advocating for more women in head coaching and athletic director roles, NWALA promotes equal opportunity for full and productive employment and decent work for women in the athletics sector, aligning with the principles of SDG 8.

3.0 Data Analysis on Female Representation in Nebraska Athletics

Initial inquiries by NWALA revealed a lack of official data on the gender composition of athletic leadership within state associations. In response, the organization conducted a statewide survey, achieving a response rate of over 50%, to establish a quantitative baseline. This data is critical for measuring progress toward SDG 5 and SDG 10.

3.1 Key Statistical Findings

The survey revealed significant disparities in female representation across various leadership roles:

1. Athletic Directors: Women hold only 12.8% of these key administrative positions.
2. Head Coaches: Women comprise just 25.7% of head coaches at the high school level.
3. Assistant Coaches: Representation is slightly higher, with women making up 32.4% of assistant coaches.
4. Overall Coaches: In total, women account for less than 29% of all coaching positions.
5. Athletic Trainers: This is the only field with majority female representation, at 58%.

4.0 Strategic Initiatives and Impact

In its first two years, NWALA has demonstrated significant progress through targeted strategic initiatives that reinforce its commitment to the SDGs.

4.1 Growth and Network Development

The alliance has rapidly grown to 375 members, establishing a vital network for support and professional development. This network is a key mechanism for supporting current leaders and encouraging new entrants, thereby building a sustainable pipeline of female talent in alignment with SDG 5.

4.2 Recognition and Visibility

NWALA has launched an annual “Awards of Excellence” to celebrate and elevate the visibility of women who are leading with purpose and inspiring change. This initiative, culminating in the “Set The Bar” event, directly addresses the need for visible role models. Promoting the principle that “if you can see it, you can be it,” this program is essential for inspiring young women and girls, contributing to the broader educational and empowerment goals reflected in the SDG framework.

5.0 Conclusion

The Nebraska Women’s Athletic Leadership Alliance serves as a model for effecting change at a local level in direct support of global development objectives. Through data collection, network building, and strategic recognition, NWALA is actively working to reduce gender inequality (SDG 10) and ensure women have equal opportunities for leadership in public life (SDG 5). Its continued efforts are crucial for creating a more equitable, diverse, and effective athletic leadership landscape in Nebraska.

Analysis of Sustainable Development Goals in the Article

1. Which SDGs are addressed or connected to the issues highlighted in the article?

The article primarily addresses issues related to gender equality and empowerment in the professional sphere of high school athletics. The following SDGs are relevant:

• SDG 5: Gender Equality – This is the most central SDG to the article. The entire narrative focuses on the underrepresentation of women in athletic leadership roles and the efforts of the Nebraska Women’s Athletic Leadership Alliance (NWALA) to “empower, support and grow the number of women in athletic leadership.” The article explicitly discusses the challenges women face, such as “implicit bias,” and the goal to “increase the number of women in these positions.”
• SDG 8: Decent Work and Economic Growth – The article discusses professional roles like coaches and athletic directors, which are forms of employment. By aiming to create “support systems for women in this position” and addressing the “unique challenges that women in this field face,” the initiative contributes to ensuring decent work conditions and equal opportunities for women in this sector of the economy.
• SDG 10: Reduced Inequalities – The article highlights a significant inequality in representation between men and women in athletic leadership. NWALA’s mission is a direct effort to reduce this inequality by promoting the “inclusion of all,” specifically women, in a field where they are a minority in leadership. The data presented on the low percentages of female coaches and athletic directors quantifies this inequality.

2. What specific targets under those SDGs can be identified based on the article’s content?

Several specific targets can be linked to the actions and data presented in the article:

1. Target 5.5: Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life.
   • The article directly addresses this target by focusing on the lack of women in “athletic leadership roles.” The formation of NWALA with the mission to “grow the number of women in athletic leadership” is a clear action towards achieving this target within the public and economic life of high school sports.
2. Target 10.2: By 2030, empower and promote the social, economic and political inclusion of all, irrespective of age, sex, disability, race, ethnicity, origin, religion or economic or other status.
   • NWALA’s mission to “empower, support and grow the number of women” is a textbook example of promoting the social and economic inclusion of women (a group defined by sex) in a specific professional environment.
3. Target 10.3: Ensure equal opportunity and reduce inequalities of outcome…
   • The article identifies a clear “inequality of outcome” through the statistics it provides (e.g., only 12.8% of athletic directors are women). NWALA’s work to combat “implicit bias” and provide support networks is an action designed to ensure more equal opportunity for women aspiring to these roles.
4. Target 8.5: By 2030, achieve full and productive employment and decent work for all women and men… and equal pay for work of equal value.
   • The initiative aims to increase employment opportunities for women in coaching and athletic administration. By creating support systems to help women navigate “unique challenges,” it contributes to making these jobs more “decent” and sustainable for them.

3. Are there any indicators mentioned or implied in the article that can be used to measure progress towards the identified targets?

Yes, the article provides several quantitative and qualitative indicators that can be used to measure progress:

• Proportion of women in leadership/managerial positions: This is the most direct indicator mentioned. The article provides a baseline for Nebraska high school sports that can be tracked over time.
  • Percentage of women as head coaches: 25.7%
  • Percentage of women as assistant coaches: 32.4%
  • Percentage of women as athletic directors: 12.8%
• Strength of support networks and institutions: The growth and activity of NWALA serve as an indicator of progress in building institutions that support gender equality.
  • Number of members in NWALA: 375 members in two years.
  • Establishment of programs: The launch of the “first-ever awards of excellence” is an indicator of the organization’s activity and its efforts to provide support and recognition.
• Availability of data on gender representation: A key initial challenge was the lack of data, as the Nebraska State Activities Association and Coaches Association “don’t know” the numbers. The fact that Tevis-Butler conducted a survey and produced data is itself an indicator of progress towards monitoring the issue. Future progress can be measured by the institutionalization of this data collection.

4. Summary Table of SDGs, Targets, and Indicators

Source: ketv.com