The Aboriginal Tourism Association of British Columbia (ATBC), now recognized as Indigenous Tourism BC (ITBC), was founded in 1996 and was spurred by a research project that detailed the changing motivations of visitors to BC. The research results identified that specific target markets were particularly motivated to visit BC to experience local or regional Indigenous culture. Leveraging this information and initial organizational momentum, ITBC has matured to become a stable and effective organization by establishing funding partnerships with governments, developing a stakeholder membership model, and initiating a range of development strategies and tactics outlined in regularly updated action plans.

ITBC provides recognized leadership to support the estimated 401 Indigenous tourism related businesses operating in BC. These businesses generate $705 million indirect gross domestic output and provides 7,400 direct full-time jobs for Indigenous and non-Indigenous residents in BC through their activities (ITBC, 2019).

Since its inception, ITBC has grown to represent a diverse range of stakeholder businesses and organizations, including campgrounds, art galleries and gift shops, hotels, eco-lodges and resorts, Indigenous restaurants and catering services, cultural heritage sites and interpretive centres, kayak and canoe tours, adventure tourism operations, and guided hikes through heritage sites (Aboriginal Tourism BC, 2012). It has also proven adept at online promotion and social media, has also become world renowned for its strategic approach to Indigenous tourism development.

A Strategic Approach to Growth

In 2017, the organization now known as ITBC released its five-year strategic plan, entitled “Pulling Together,” which identified targets for Indigenous cultural tourism industry success in BC. Its goals by 2022 included:

• Increased provincial revenue of $75 million
• Employment at 4,950 full-time equivalent positions
• 128 market-ready Indigenous cultural tourism businesses

To achieve these targets, the plan focused on five distinct strategic performance areas:

• Marketing
• Experience Development
• Partnerships
• Leadership
• Organizational Excellence

Following good overall tourism planning principles, ITBC ensured its plan aligned with Destination BC’s strategy, Welcoming Visitors—Benefiting Locals—Working Together, A Strategic Framework for Tourism in BC, as well as Canada’s federal tourism strategy. Consistent with this sustained alignment, recent efforts have placed renewed emphasis on the need for market readiness.

Push for Market Readiness

As we’ve learned elsewhere in this textbook, today’s travellers are more complex than in the past and have higher expectations. Potential guests are well acquainted with technology and have the world at their fingertips. For this reason, it’s important that Indigenous operators ensure they are sufficiently ready to run as a tourism business and compete in an increasingly crowded tourism marketplace.

There are three categories of readiness, each with a set of criteria that must be met (Aboriginal Tourism Association of Canada, 2013):

• A visitor-ready operation is often a start-up or small operation that might qualify for a listing in a tourism directory but not be considered ready for cost-shared promotions with other businesses due to lack of amenities or predictability.
• A market-ready business must meet visitor-ready criteria plus demonstrate a number of other strengths around customer service, marketing materials, published pricing and payments policies, short response times and reservations systems, and so on.
• Export-ready criteria include the previous categories, plus sophisticated travel distribution trade channels to attract out-of-town visitors. They provide highly reliable services to all guests, particularly those traveling with groups.

By educating cultural tourism businesses about these standards, and then creating incentives for marketing opportunities, ITBC helps to raise the bar for BC Indigenous cultural tourism experiences. Its goal is to support as many operators toward market readiness (the second category) as possible so that they may eventually become export ready alongside other BC tourism experiences.

Drag the following descriptors to the appropriate category for market readiness:

FirstHost

Another key component of the Indigenous tourism experience is the host. In BC, the FirstHost program supports the development of Indigenous hosts who are well trained, know what guests are looking for, and who can help provide an authentic cultural experience. The one-day tourism workshop is offered through ITBC and delivered throughout British Columbia

FirstHost was inspired by Hawaiian tourism pioneer, Dr. George Kanahele (1913-2000), who saw the impact tourism was having on indigenous culture and set out to educate the industry that “the relationship between place, host and guest must be one of equality” (Native Education College, 2014, p. 28). Participants learn about hospitality service delivery and the special importance of the host, guest, and place relationship. This well-received workshop, delivered by Indigenous trainers, is another reason Indigenous tourism continues to grow stronger in the province.

Examples of BC Indigenous Tourism Development

Indigenous tourism in BC offers diverse visitor opportunities that range from arts and cultural attractions to authentic food and beverage experiences to wildlife tours that highlight the spiritual significance of BC’s natural places for Indigenous people.

Examples of BC Indigenous tourism enterprises include:

• The Bill Reid Gallery of Northwest Coast Art in the heart of downtown Vancouver, home of the permanent collection of Bill Reid as well as contemporary exhibitions.
• St. Eugene Golf Resort & Casino, a First Nation-owned 4.5-star hotel with a golf course and casino, outside of Cranbrook in the Kootenay Rockies.
• Cariboo Chilcotin Jetboat Adventures, offering exciting and scenic tours of the Fraser River.
• Salmon n’ Bannock Bistro, offering authentic Indigenous food in urban Vancouver.
• Spirit Bear Lodge, in the Great Bear Rainforest, specialize in wildlife and Indigenous cultural experiences.
• Talaysay Tours offering Indigenous cultural and eco-tourism experiences in and around Vancouver, Squamish and the Sunshine Coast.
• Skwachàys Lodge, a downtown Vancouver luxury hotel, art gallery and store operating as a social enterprise and supporting Indigenous artists.

While ITBC members are too numerous to detail here, one BC First Nation is often in the spotlight for its significant tourism and economic development activity, thanks to its physical and cultural assets and positive leadership. Let’s take a closer look at this example.

Osoyoos Indian Band

The Osoyoos Indian Band (OIB) is located in the Interior of BC. A main goal of the OIB has been to move from dependency to a sustainable economy like that which existed before contact (Centre for First Nations Governance, 2013).

Okanagan First Nations once travelled widely to fish, gather, and hunt. Each year, the first harvests of roots, berries, fish, and game were celebrated during ceremonies honouring the food chiefs who provided for the people. During the winter, people returned to permanent winter villages. The names of many of the settlements in the Okanagan Valley — Osoyoos, Keremeos, Penticton and Kelowna — come from Indigenous words for these settled areas and attest to the long history of the Syilx people on this land.

Forty-five years ago, the OIB was bankrupt and living off government social assistance. In 1988, it sought to turn the tide on this history and created the Osoyoos Indian Band Development Corporation (OIBDC). Through focused leadership and initiative, the band has been able to develop agriculture, eco-tourism, and commercial, industrial, and residential developments on its 32,200 acre reserve lands. It does have the good fortune to be located in one of Canada’s premier agricultural and tourism regions; however, it has also taken a determined and well-crafted effort to become an example of Indigenous economic success.

The OIBDC manages a number of tourism-related businesses including the Nk’Mip Campground and RV Park, Nk’Mip Canyon Desert Golf Course, Nk’Mip Desert Cultural Centre. In addition, the OIBDC have several prominent tourism-related partnerships, including with Baldy Mt. Ski Resort, Nk’Mip Cellars, Spirit Ridge Resort, and others (OIB, 2020). The area attracts about 400,000 visitors per year, and at peak tourist season there is essentially full employment among the more than 470 members of the Osoyoos reserve.

In addition to the core businesses and partnerships, many secondary businesses have formed. For example, the award-winning Nk’Mip Desert Cultural Centre promotes conservation efforts for desert wildlife and has also helped to create several spinoff businesses, including a landscaping business, a greenhouse for indigenous plants, a website development business, and a community arts and crafts market (LinkBC, 2012).