TIABC Voice of Tourism Newsletter – November 7, 2025

Albert Einstein is often credited with the phrase, “the definition of insanity is doing the same thing over and over but expecting different results,” yet there is no official record of him ever saying it. In fact, according to many sources, a variation of the quote first surfaced in a guidebook by Narcotics Anonymous a few decades ago advising addicts that “insanity is repeating the same mistakes and expecting different results.” In either case, the saying resonates with me.  

That said, whenever I start to recite the definition of insanity as part of unsolicited, eye-rolling fatherly advice, my oldest son threatens to put a sock in my mouth and cover it with duct tape because he argues the quote is over-used, misconstrued and simply bull#%@*.

Regardless of its origin or how flawed it is, this famous adage pops into my head when I can’t seem to advance key tourism issues through the usual means of lobbying government. While there is a method to the madness of advocacy, clearly the same approach doesn’t always work with elected officials, notwithstanding we can’t expect them to settle every problem we expose. Consequently, there are times we need to chart a new course.

While meeting with colleagues around the province over the past few weeks, I’ve been floating alternate solutions to a few long-standing issues that the tourism industry may need to take charge of rather than waiting and hoping for various levels of government to act. To be fair, some of the ideas are a tad out there and would require tremendous coordination, effort and resources but when all else fails, why not contemplate new tactics.

For example…on the issue of crime and safety that is driving visitors, locals and businesses away from key corridors or neighbourhoods…instead of lamenting about the problem or pointing fingers, what if communities created one or more ‘tourism safe zones’ where stakeholders such as DMOs, BIAs, police, private security firms, tourism ambassadors, businesses, attractions, as well as civic and provincial officials worked together to animate the area/s with activities, events, lighting, and art installations; monitor them 24-7 via foot patrols and security cameras, and actively promote them as a safe haven for both locals and tourists to enjoy? For the record, some communities are already practicing a variation of this approach.

Similarly, a decidedly different policy is needed to manage various crises, especially given the impact of government directives on tourism operators, guests and communities during major emergencies. In situations like mandatory and immediate evacuation for businesses under threat of a wildfire, what if we worked with the Emergency Management and Climate Readiness Ministry (EMCR) to introduce new regulations that allow tourism operators to stay and protect their businesses in the event of a wildfire provided a list of conditions are met such as: sophisticated water suppression systems and access to unlimited water on site; a defined fire guard surrounding the property; advanced emergency response training for all staff; involvement of local First Nations as protectors and first responders; a defined safe zone for guests and employees (replete with emergency provisions like first-aid supplies, food, water, backup power sources, communication equipment), alternate access/egress points in the event evacuation is absolutely necessary; as well as other measures? It’s worth exploring because on too many occasions operators have lost infrastructure, staff, bookings, revenues, and more when they could have played a key role in protecting their businesses under the right conditions.

The resources required to implement some of the aforementioned initiatives would be considerable at the start but eventually be offset by savings in what otherwise would amount to significant losses due to property and structural damage, theft and vandalism, cancelled business, and astronomical insurance rates.

Another idea worth exploring is to harness research of consumers and clients such as tour operators and destination management companies on what incremental tourism products, venues or experiences (e.g. agri-tourism, attractions) they believe is desperately needed in different regions of British Columbia. The data would be used to compel government to act more quickly in approving the infrastructure, licensing or regulatory changes required to implement new ventures, consequently paving the way to meet the growing demands of visitors while propelling the tourism industry forward as an economic powerhouse. Similarly, direct input from tourism operators or data collected from visitors could also help inform decision-makers on what kinds of incentives are needed, if any, to drive new or repeat visitation to BC (& Canada) rather than government-imposed enticements such as the Canada Strong Pass.

One more idea to ponder: perhaps it’s time for the tourism industry (i.e. DMOs, businesses, sectors) to galvanize around options to increase Destination BC’s budget since it’s been stagnant for more than a decade and is at the mercy of the government of the day (i.e. appropriation). Same goes for funding of the emergency accommodations portal which EMCR cancelled. I hesitate to prescribe what these options might look like other than to point out that levies such as destination marketing, sustainability, resort, Indigenous, and tourism improvement district fees already exist in some jurisdictions in BC and elsewhere as models to build from.

In these times of restraint, strikes, tariffs, a soft economy, competing priorities, stretched resources, and fading confidence, it’s essential that we work together to explore myriad options…no matter how unconventional…to fill gaps or solve problems if the usual avenues don’t yield the desired results.

At least now when I embark on another one of my Dad rants at a family gathering, I substitute the definition of insanity phrase for ‘banging your head against the wall again and again is stupid.’ So far I haven’t had my mouth stuffed with a sock and duct taped.

Walt Judas

CEO, TIABC