Advancing Sustainable Development Goals through Gender Equity in Sport: A Case Study of Curling Canada

Introduction: Aligning Sport with Global Development Agendas

This report examines the strategic initiatives undertaken by Curling Canada to promote gender equity, directly contributing to the United Nations Sustainable Development Goals (SDGs), particularly SDG 5 (Gender Equality). While many national governing bodies acknowledge the importance of gender equity, Curling Canada has implemented a robust framework that empowers women to lead and shape the sport’s future. The “Women in Curling” (WIC) programme serves as a model for creating inclusive and equitable environments, aligning with the broader goals of promoting good health (SDG 3), quality education (SDG 4), and reducing inequalities (SDG 10).

The Women in Curling (WIC) Initiative: A Framework for SDG 5

Programme Origins and Strategic Integration

The WIC initiative originated in 2020 as a leadership development project and has since become a fully integrated and prioritized component of Curling Canada’s operations. This transition from a temporary project to a core business function underscores a long-term commitment to achieving gender equality and empowering women and girls, a primary target of SDG 5.

Core Objectives and Contribution to Multiple SDGs

The WIC programme is designed to achieve several key objectives that support a range of Sustainable Development Goals:

• Achieve Gender Equality (SDG 5): Develop grassroots initiatives and mentorship opportunities to increase female participation at every level of the sport, from athletes to coaches and administrators.
• Ensure Good Health and Well-being (SDG 3): Implement programmes like “Girls Rock” that aim to boost the mental and physical health of young girls through sport.
• Promote Quality Education and Lifelong Learning (SDG 4): Offer leadership webinars and professional development opportunities to build skills and confidence among women in the curling community.
• Reduce Inequalities (SDG 10): Actively work to dismantle barriers to entry and ensure women’s voices are amplified in the strategic direction of the sport.

Implementation and Impact Assessment

Governance and Strategic Execution

A seven-person, professionalised executive council, led by women, steers the WIC’s efforts. This structure ensures accountability and provides diverse, in-house expertise on gender equity, guaranteeing that investments are directed towards initiatives with tangible impact. The council’s monthly meetings maintain momentum on both short-term and long-term deliverables, institutionalizing the pursuit of SDG 5 within the governing body.

Key Performance Indicators and Measured Success

The programme’s impact during the 2024/25 season demonstrates significant progress towards its goals:

1. Membership Growth: WIC membership increased by over 400%, indicating a strong and growing demand for its programmes.
2. Community Engagement: WIC stories and promotions generated over 230,000 impressions on social media, raising awareness and fostering an inclusive culture.
3. Programme Expansion: The flagship “Girls Rock” initiative was successfully implemented by nine of Curling Canada’s 14 member associations, extending its reach and benefits nationally.

Fostering Partnerships for the Goals (SDG 17)

Attracting Value-Aligned Partners

The WIC’s demonstrable success in creating positive social impact has attracted corporate and government partners who wish to align with organisations that contribute to a better society. This aligns with SDG 17 (Partnerships for the Goals), which encourages collaboration across sectors to achieve sustainable development. Partners are investing not only in high-visibility championships but also in grassroots programmes like “Girls Rock,” creating deeper, more impactful relationships that support the long-term health and equity of the sport.

Future Outlook and A Replicable Model

Long-Term Sustainability and Growth

Curling Canada has embedded the WIC programme within its core business, securing its funding and ensuring its longevity. This sustainable model allows for long-term strategic planning and investment in ingrained, systemic improvements rather than relying on short-term, surface-level initiatives. Planned activities for the 2025/26 season, including a full slate of events, conferences, and webinars, illustrate a firm and expanding commitment.

Recommendations for Other Organisations

Curling Canada’s approach offers a replicable framework for other sports organisations aiming to advance the Sustainable Development Goals. Key recommendations include:

1. Identify Barriers to Entry: Conduct thorough research to understand the specific obstacles preventing women and girls from participating and advancing in the sport.
2. Develop Targeted Programmes: Create focused initiatives designed to systematically dismantle identified barriers.
3. Invest and Learn: Commit resources, even on a small scale, to pilot programmes and learn from their implementation to refine future efforts.
4. Champion a Vibrant Sports System: Foster a genuine organisational desire to create a safe, healthy, and inclusive environment for all participants, thereby contributing to broader societal well-being and equality.

SDGs Addressed in the Article

1. SDG 5: Gender Equality

   • The entire article is centered on achieving gender equality within the sport of curling. It details the efforts of Curling Canada’s “Women in Curling” (WIC) programme, which is described as a “female-led group” designed to “make curling a more equitable and inclusive space.” The program’s goal is to “encourage women to participate at every level of the sport,” from grassroots initiatives to leadership roles, directly aligning with the core mission of SDG 5.

2. SDG 10: Reduced Inequalities

   • The article addresses the reduction of inequalities by focusing on empowering a specific group—women and girls—to ensure they have the same opportunities as their male counterparts. The WIC program actively works to “remove the barriers that prevent women from being involved” and promotes their social inclusion. By creating targeted programs and leadership pathways, Curling Canada is working to reduce inequalities of outcome within its sport system.

3. SDG 3: Good Health and Well-being

   • This goal is connected through the “Girls Rock” initiative, which is highlighted as WIC’s “most successful flagship programme.” The article explicitly states that this program for girls aged 9 to 16 has an “overall aim of helping to boost their mental and physical health, forge new friendships, gain confidence, and build leadership skills,” which directly contributes to the promotion of health and well-being.

4. SDG 17: Partnerships for the Goals

   • The article demonstrates the importance of partnerships in achieving these goals. It mentions that the WIC program initially received “funding from its government partners.” Furthermore, it discusses how the program’s success has helped “attract partners who want to support those efforts,” citing the title partner for the Canadian Women’s Championships becoming the presenting partner for the “Girls Rock” programme. This illustrates effective public-private partnerships to advance gender equity.

Specific Targets Identified

1. Target 5.5: Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making.

   • This target is directly addressed through the structure and goals of the WIC program. The article states the organization “elevated them [women] into a position where they can advise and develop programmes.” The creation of a “female-led group,” leadership webinars, and a seven-person executive council led by women are concrete examples of actions taken to ensure women have equal opportunities for leadership and a say in the “direction of the sport.”

2. Target 10.2: By 2030, empower and promote the social, economic and political inclusion of all, irrespective of age, sex, etc.

   • The WIC program is a clear example of empowering and promoting the social inclusion of women and girls in sport. The article highlights that the program is not just about leaders but “about all women and girls in the sport.” Initiatives like “Girls Rock” for young girls and leadership webinars for adults are designed to include and support females across different age groups and stages of their curling journey.

3. Target 3.4: By 2030, reduce by one third premature mortality from non-communicable diseases through prevention and treatment and promote mental health and well-being.

   • The “Girls Rock” program, aimed at girls aged 9 to 16, directly supports the “promote mental health and well-being” aspect of this target. The article specifies that the program’s objectives include boosting “mental and physical health” and helping participants “gain confidence,” which are key components of overall well-being.

4. Target 17.17: Encourage and promote effective public, public-private and civil society partnerships.

   • The article provides clear evidence of this target in action. It mentions initial “funding from its government partners” (a public partnership) and later describes how corporate partners “want to invest in a sport that is making Canada better” (a public-private partnership). The example of the Canadian Women’s Championships’ title partner also sponsoring the “Girls Rock” program showcases a successful multi-level partnership.

Indicators for Measuring Progress

1. Indicators for Target 5.5

   • Proportion of women in leadership positions: The article implies this can be measured by the existence and composition of the “newly professionalised seven-person executive council,” which is female-led and includes members of Curling Canada’s senior management team.
   • Female participation rates: The article mentions the goal to “grow female participation” and “encourage women to participate at every level of the sport.” Tracking the number of women and girls in curling sessions, coaching, and administrative roles would be a direct indicator.

2. Indicators for Target 10.2

   • Membership growth in equity-focused programs: The article explicitly states that in 2024/25, “WIC’s membership increased by over 400 per cent,” serving as a quantifiable indicator of increased engagement and inclusion.
   • Program reach and adoption: The success of the “Girls Rock” program is measured by the fact that “nine of Curling Canada’s 14 member associations running at least one event within their region last year,” indicating widespread adoption and impact.
   • Social media engagement: The article notes that “WIC stories and promotions generated more than 230,000 impressions on Curling Canada’s social media channels,” which can be used as an indicator of public interest and the program’s reach in promoting inclusion.

3. Indicators for Target 3.4

   • Number of participants in health-promoting activities: The number of girls aged 9 to 16 participating in the “Girls Rock” events serves as an indicator for progress towards promoting mental and physical health among youth, as this is a stated goal of the program.

4. Indicators for Target 17.17

   • Number and type of partnerships formed: The article identifies partnerships with government bodies and private corporations like Scotties. An indicator would be the total number of such partnerships established to support gender equity initiatives.
   • Level of investment from partners: While not giving exact figures, the article implies this is a key metric. It notes the program received “initial funding” and now attracts partners who “invest in a sport that is making Canada better,” suggesting that the amount of secured funding is a measure of partnership success.

Summary Table of SDGs, Targets, and Indicators

Source: sportspro.com