Page 12 - GBC English Fall 2020

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Golf Business Canada
The gateway to a golf course, particularly a private club, can be intim- idating for a new arrival in Canada, who may not understand the oppor- tunities available beyond the gate. That includes not only playing the game, but also employment opportunities, as golf courses seek to recruit staff members who reflect the new communities building up around them. Connecting with those communities is critical.
FIRST NATIONS GOLFERS
It isn’t just new arrivals that golf in British Columbia is looking to attract, but also Canada’s First Nations golfers.
There are 198 First Nations in B.C. and the most current census showed 1,673,785 Indigenous people across the country, representing 4.9 percent of the population, up from 3.8 percent in 2006 and 2.8 percent in 1996.
The average age across the country for this rapidly-growing commu- nity, according to the census, was 32.1, almost a decade younger than the non-Indigenous population. It’s little wonder that the golf industry sees huge potential to grow participation in a young and growing community that has also invested in several golf courses across the province.
DIVERSITY IN GOLF
“Diversity. The word is deep and important with many definitions. With respect to golf, it doesn’t mean just getting more new Canadians into the game, but more girls and women, too. More Indigenous people. It means being accessible to physically challenged golfers — blind golfers, deaf golfers, amputee golfers. It’s about industry executive branches following the lead of British Columbia Golf, where appropriate, and becoming more reflective of this wonderful colourful nation,” wrote Jason Logan in “A More Diverse Universe” article for SCOREGolf magazine.
“Diversity is about shattering stereotypes too — that golf is too timely, too difficult and too expensive, which is only true in some instances. The Oakdales and Victorias of the country are too rich for most, sure, but there are more golf courses in Canada than any other country in the world except the United States, most of them public, many of them affordable, some of them just nine holes. And of course that other stereotype, that golf
“There are 198 First Nations in B.C. and the most current census showed 1,673,785 Indigenous people across the country...”
is too white, which it still mostly is on the PGA Tour, both inside the ropes and out, although walking around Oakville, Ont.’s Glen Abbey Golf Club during the RBC Canadian Open through the years has told an evolving tale. But this is important: Not one person of a minority background I spoke with for this story described any barri- ers in entering the game. Those walls crumbled long ago.”
PRIORITIZE DIVERSITY AND INCLUSION
Michael Bach, Founder & CEO, Canadian Centre for Diversity and Inclusion (CCDI) was recently asked about how businesses can improve. He confirmed that, “it’s not about the right thing to do; it’s about realizing the full potential. Research shows that an effective diversity and inclusion (D&I) strat- egy results in increased innovation, revenue and engagement.”
There are four major reasons why Bach feels that organizations should prioritize their D&I practice: 1. It attracts clients: Clients and potential clients are seeing D&I as more and more important, which means they increasingly seek to do business with companies that demonstrate active engagement in the area.