This episode kicks off the first Belize Tourism Futures conversation of 2026.
I sit down with Efren Perez, President of the Belize Tourism Industry Association, for a one-year check-in on where Belize tourism stands as the year begins.
We discuss what has changed over the past year and what tourism stakeholders should realistically expect next. Topics include how the BTIA identifies and prioritizes on-the-ground issues, the growing strain on high-intensity destinations like Ambergris Caye, and why coordination between the public and private sectors is now critical.
Efren also shares his perspective on efforts to diversify beyond the U.S. market, the challenges created by a hotel sector dominated by very small properties, and what it will take to prepare operators for European and regional travelers. The conversation also touches on infrastructure pressure, airport experience, destination readiness, and why Belize has moved beyond the easy phase of tourism growth.
Presented by BELTRAIDE, Belize's national economic development agency.
Belize Tourism in 2026 Transcript
Below is a lightly edited transcript of the conversation for those who prefer to read.
Introduction
LORENZO GONZALEZ: Hello everyone and welcome to Belize Tourism Futures. Today I’m joined by Efren Perez, president of the Belize Tourism Industry Association. Welcome, Efren.
EFREN PEREZ: Thank you, Lorenzo, for having me and for the opportunity to share what’s going on in the Belize tourism industry.
Efren Perez’s First Year as President
GONZALEZ: Efren, the last time we spoke was last year when you were just starting your role as president. You mentioned wanting to make improvements, including modernizing how the BTIA operates. One year in, what were you able to move forward, and what should tourism stakeholders realistically expect this year?
PEREZ: When you look at it from that perspective, it’s certainly been an interesting year. There were a lot of challenges we faced, but also a lot of opportunities we explored.
One of the key areas we’ve worked on since last year is improving how we communicate with our stakeholders. That includes being clearer about what the BTIA is doing in terms of enhancing the guest experience countrywide, marketing opportunities, our regional relationships, and the training activities we’ve been able to roll out.
All of that has really given us a launchpad for this year as we look for even greater opportunities, continue improving the services we offer our general membership, and explore new areas where we can put more focus.
Challenges Faced by Belize Tourism
GONZALEZ: Last year you traveled across Belize, meeting with tourism stakeholders. What were some of the challenges you kept hearing repeatedly?
PEREZ: There are a number of issues we see across the different destinations in Belize. We have chapters across the country, which gives us eyes and ears in each destination. Every destination is unique and faces its own set of challenges, but there are some recurring ones.
One of the most consistent issues is garbage management within destinations. We’ve been working closely with the stakeholders responsible for these areas to find solutions that actually work.
Another major issue, especially for beach destinations, is sargassum. Last year was one of the worst years on record, and it had a significant impact on many hotels across Belize.
Beyond that, we’ve also been working on border entry issues, and I’m very pleased with the government’s decision to remove fees for Mexicans entering Belize. That opens the door to growing tourism from an emerging market.
There are many other issues we work on throughout the year, but these destination visits give us a clear, firsthand understanding of what’s impacting the industry on the ground.
The BTIA’s Consultation Process
GONZALEZ: For anyone who may not be familiar with the process, when the BTIA identifies challenges and works toward solutions, can you walk us through what that looks like?
PEREZ: The way we’re set up as an organization is through chapters in every destination. We have 10 destinations, each with a local chapter and a local board made up of tourism stakeholders in that area.
Those boards meet with local operators—hotels, tour guides, tour operators, restaurants, artisans—and identify what’s impacting their destination. They then prioritize those issues and bring them to the national office in Belize City through our national board meetings.
At that level, we discuss the issues, identify available resources, and determine what actions the BTIA can take to help address those concerns. This structure has worked well because it allows us to truly understand the needs of very different destinations across the country.
Regional Collaboration and FEDECATUR Presidency
GONZALEZ: In 2025, the BTIA held the FEDECATUR presidency. Can you point to ways that role translated into real value for Belize’s tourism industry?
PEREZ: That role gave us more than just a seat at the table. It allowed us to actively participate in regional discussions around tourism growth and development.
It also helped us better understand issues we face nationally by seeing how other countries address similar challenges, and to learn from best practices that we can adapt locally to enhance the guest experience and support sustainable tourism.
The presidency also helped the BTIA strengthen regional integration, particularly with travel agents and wholesalers that operate in emerging markets outside of the U.S., such as Europe, Latin America, and Mexico. Belize also held the presidency for Mundo Maya last year, which allowed us to collaborate closely with the Ministry of Tourism.
We hosted the Mundo Maya Exchange, a private-sector-driven event that brought together key regional players to discuss airlift, regional integration, and multi-destination travel packages. Through this work, we’ve been able to provide real, tangible value to our local stakeholders.
Diversifying Belize’s Visitor Base
GONZALEZ: Belize often talks about diversifying its visitor base beyond the U.S., including attracting more European and regional travelers. From what you’ve seen, has there been real progress in 2025?
PEREZ: There has been progress, though not yet at a scale comparable to our main market, which is the U.S. Still, we’ve seen growth from Europe, Latin America, and Mexico.
With ongoing geopolitical issues, particularly in the U.S., some European travelers are choosing alternative routes into Central America. Countries like Guatemala, El Salvador, Costa Rica, and Panama now offer direct flights from Europe, and Belize benefits from connections through those hubs.
Because we have direct flights from Guatemala and Panama, and even from Honduras through Tropic Air, travelers are increasingly able to reach Belize without transiting through the U.S.
The data reflects this gradual growth. While it’s still modest, it’s an important market to watch. The Belize Tourism Board has been actively marketing in Latin America, Europe, and Mexico throughout 2025, and those combined efforts should yield stronger results over time. Marketing takes time, but I’m optimistic about what we’ll see later this year.
Encouraging Private Investment in Mid-Range Hotels
GONZALEZ: Over 75% of properties in Belize have fewer than 10 rooms, which shapes the type of traveler we can realistically attract. What could government do differently to encourage private investment in more mid-range options?
PEREZ: The uniqueness of Belize’s hotel offerings has worked well, particularly for the U.S. market. At the same time, the Ministry of Tourism and the Belize Tourism Board are actively looking at foreign investment in hotel infrastructure.
We’ve already seen major international brands like Marriott’s Alaia and Hilton’s Mahogany Bay, and other international chains entering the market. We also have the Four Seasons development at Caye Chapel.
These brands, especially in the mid-to-upper range, will attract a different caliber of traveler and allow the industry to adapt to new market segments. This supports growth in overnight tourism, which remains a key priority, and reflects stronger collaboration between the public and private sectors.
Preparing Stakeholders for Diverse Visitors
GONZALEZ: Another challenge I hear often is that stakeholders may not be fully prepared to attract and serve a more diverse mix of visitors. Is the BTIA helping with this?
PEREZ: Yes, absolutely. One of our priorities this year is working closely with industry partners to prepare them for emerging markets.
We’ve partnered with the Belize Tourism Board to deliver targeted training for hotels, focused on the tools needed to cater to different markets. Beyond marketing abroad, it’s essential to ensure stakeholders on the ground are ready to meet travelers’ expectations, whether that’s pricing, seasonality, or tailored marketing materials.
For example, having marketing materials in Spanish for Latin American markets is important. Many properties already have bilingual staff, which gives us a strong foundation, but ongoing training will be critical to ensure readiness as these markets grow.
Addressing Strain on Local Capacity
GONZALEZ: In high-intensity destinations like Ambergris Caye, where roughly half of Belize’s tourists go, tourism success is starting to strain local capacity. What pressures are you seeing, and what can be done?
PEREZ: When a destination reaches that level of intensity, challenges naturally emerge. That’s why collaboration between the public and private sectors is so important. The private sector cannot address these issues alone.
Local governments, area representatives, and the Ministry of Tourism all need to be part of the conversation to fully understand the industry’s needs, especially in places like San Pedro.
As tourism and hotel investments increase, pressure grows on local services, affecting both visitors and residents. Communities need to grow in tandem with tourism so we can maintain service quality year-round and prepare for future development.
Each destination has different needs. What San Pedro requires won’t be the same as Punta Gorda or Caye Caulker. While some challenges are shared, solutions need to be tailored locally.
Improving the Philip Goldson International Airport
GONZALEZ: At the end of 2024, the Philip Goldson International Airport received negative attention online, including being ranked the worst airport in Central America by Islands Magazine. From your perspective, did things improve in 2025?
PEREZ: Greater collaboration is needed among the entities responsible for airport operations to fully understand the needs of a growing tourism industry.
We’ve seen increases in long-haul and additional flights from the U.S. and Canada. Air Canada, for example, began night arrivals in December, which requires operational adjustments.
As tourism grows, airport infrastructure must evolve as well. Efficient processing and a comfortable arrival experience are critical, and that puts the airport in a position where investment and adaptation are essential to support continued growth.
Investing in Destination Readiness
GONZALEZ: The government has emphasized destination readiness through projects like Welcome Centers and Community Markets. Beyond those, what other investments would make the biggest difference?
PEREZ: Investment priorities need to be shaped at the destination level, based on input from stakeholders who experience these challenges daily.
Welcome Centers and Community Markets add real value by showcasing culture, experiences, and local products. The recent opening of the Punta Gorda Welcome Center is a great example of how these spaces can highlight cultural richness and support artisans.
Developing action plans and event calendars allows travelers to better understand what each destination offers, including areas they might not otherwise visit. These investments enhance the overall visitor experience and strengthen the connection between tourism and local communities.
Indoor Activities and Museums
GONZALEZ: With rainy season becoming longer and less predictable, some have suggested Belize needs more indoor activities, such as museums. What do you think?
PEREZ: Climate change is affecting us, from sargassum to flooding and longer rainy seasons. When weather limits access to outdoor attractions, we need alternative experiences so visitors still leave with something meaningful.
Indoor options like museums, cultural spaces, and Welcome Centers can play a major role. They allow guests to learn about culture, cuisine, and local history even when outdoor activities aren’t possible.
Not every destination currently has functional spaces like this, so continued investment in infrastructure is important. Making existing Welcome Centers more active, like in Punta Gorda and potentially San Ignacio, would be a strong step forward.
The BTIA’s Advocacy and Influence
GONZALEZ: When planning decisions fall outside the Ministry of Tourism, what real leverage does the BTIA have to influence outcomes?
PEREZ: Advocacy is one of the BTIA’s core functions. We rely on our chapters to understand what’s happening on the ground, then determine which issues we can address in the short term and which require longer-term solutions.
Through our network of stakeholders, we identify resources and partnerships that allow us to raise concerns and push for collaboration. Strengthening the relationship between the public and private sectors will be especially important as we move into 2026.
Tourism plays a vital role in Belize’s economy, and ensuring that its importance is understood across government remains a key priority.
Final Thoughts
GONZALEZ: Is there anything you’d like tourism stakeholders to pay closer attention to?
PEREZ: I encourage tourism stakeholders (tour guides, tour operators, hoteliers, restaurant owners, and even artisans) from across the country to become active members of the BTIA. We are only as strong as our membership, and it’s essential that voices from the ground help shape our national strategy.
By working together, we can ensure that our plans align with real conditions in each destination and support the continued growth of tourism in Belize.
Closing
GONZALEZ: My guest today was Efren Perez. Efren, thank you for joining Belize Tourism Futures.
Efren Perez: Thank you very much, Lorenzo. I hope this isn’t our last conversation this year and that we can reconnect to continue discussing tourism in Belize.
