TIABC Voice of Tourism Newsletter – December 12, 2025

This past spring a close friend reached out with news that he had been fired from his sales job due to philosophical differences with the new company owners. He lamented that at age 60, his runway for another position was relatively short so asked if I could help. As a start, I offered to rewrite his verbose, seven-page resume to make it more digestible and to position his accomplishments in such a way as to attract a potential employers’ attention.

At the end of the day it mattered not who actually wrote the resume but more that it accurately reflected my pal’s skills, experience and successes. In a similar context, I submit the rest of today’s message…most of which was penned by a tourism operator who asked me to share it with key government officials but shield his identity. So here it is with a few of my edits for brevity.

Freedom to adapt to market forces is one of the principles of business in BC and Canada. A distinct separation of state and industry has allowed for the success of the free market and allowed our tourism industry, as well as our company to thrive and grow.

As a multi-generational tourism business, our company has evolved and adapted over decades to best serve our valued guests. Our path in business has taken us from focusing on large bus tours, to expanding FIT and adventure tourism products. Our company has grown incrementally with the changing travel market and we’ve been fortunate in each evolution to have found success.

Today we feel the need to evolve our product to remain competitive in global markets. Our company has already developed plans for its next phase with an impending investment of over $5 million. Yet we face new factors beyond our control that is causing us uncertainty and threatens our business model.

These factors include annual and delayed permit approvals, unresolved land claims, and overlapping jurisdictions that have created systemic uncertainty in British Columbia. More concerning is the blurring of boundaries between regulator and competitor. When the same entities (Crown corporations, or First Nations) are empowered to approve or deny permits to enter the tourism market, the division of power is compromised. Regulatory neutrality is no longer guaranteed and relations with businesses, locals, government and First Nations are strained. These are poor conditions for business and investment that our government must take leadership in and address.

To ensure long-term growth and continued private investment in British Columbia, a clear, predictable governance framework is essential for our company. We propose the following measures to reaffirm BC commitment to the tourism sector and industry investment:

1. Tenure and Permit Security

Establish a legislative or policy framework that safeguards existing tenures and operating permits for tourism businesses under defined terms. This protection should remain valid regardless of administrative turnover or changes in jurisdictional agreements (land claims, new land use plans).

2. Long-Term Operational Horizon

Move from annual or short-term permit renewals to a 10 to 20-year operational assurance model. Long-term commitments allow companies to plan infrastructure investments and employment growth with confidence.

3. Transparent Appeals and Oversight Mechanism

Create an impartial review process for permit or tenure disputes. This mechanism should include representatives from both government and industry to ensure accountability and consistency in decision making.

4. Separation of Regulatory and Commercial Functions

Clarify and enforce transparency and boundaries between governing entities that issue approvals and those that engage in commercial operations. This separation protects both public trust and private enterprise.

5. Defined Jurisdictional Coordination

Establish a transparent framework outlining the respective authorities of provincial and Indigenous governments in tourism permitting. Predictable jurisdictional processes will reduce administrative delays and prevent overlapping mandates.

6. Collaborative Indigenous Partnerships

Further encourage joint ventures and cooperative frameworks between established tourism operators and Indigenous businesses, supporting joint training, employment, and revenue initiatives that respect Indigenous rights while strengthening regional capacity. The objective should be integration, not separation.

A strong democracy and economy in BC depends on the integrity of its governance systems. The rule of law must remain consistent, impartial, and accessible to all. A clear division of powers between regulators and operators ensures that economic activity is guided by fairness rather than influence. By reaffirming these principles, British Columbia can position itself as a leader in responsible tourism management…one that balances Indigenous partnerships, private enterprise and sustainable development under a shared commitment to accountability and transparency.

In this spirit, we stand ready to invest, employ, and innovate for decades to come, provided that the framework we operate under reflects the democratic values that have long guided our province’s success.

Sound familiar? It should since TIABC and our sector partners have been raising similar concerns for years and often reference the same issues in this space. The tourism operator’s note is timely considering increasing pressure on government by multiple sectors to resolve issues currently before the courts. More importantly, the recommendations by the operator are consistent with those of the Adventure Tourism Coalition (including TIABC) who has been working with the Province for several months to address similar concerns. Look for a progress report sometime in the new year.

Sadly, my buddy never got a chance to present his newly polished resume to a potential employer. His passing was yet another reminder that we have a limited window to build a legacy for future generations…in this case on a professional level…by creating a healthy, sustainable, thriving tourism industry within a climate of certainty bolstered by strong partnerships with First Nations, favourable government policies, and new processes that work for all stakeholders.

Walt Judas,

CEO, TIABC