This paper offers findings from a case study of western Canada's Tourism Learning System (TLS) initiative. TLS aims to facilitate possible adoption of a national tourism learning system, as well as adaptation of development principles to other industries. The tourism industry now accounts for more than 25% of the world's trade and nearly 10% of global employment. In Canada, tourism employs over 1.4 million people and includes over 90,000 businesses. But the Canadian tourism industry faces a number of significant challenges, including skills gaps, a shrinking workforce, an aging population, and immigration questions resulting from national labor shortages. The nature of the tourism industry and training in Canada result in a range of industries, ministries, and institutions each having a portion of responsibility for tourism human resource development. Education and training efforts conflict in terms of credentialing, content, and linkage. This document provides an overview of the need for Human Resource Development (HRD) planning; outlines the policy foundations that need to be considered; outlines the history of the TLS development process; analyzes lessons learned; and considers the possible application/adaptation of the TLS approach across Canada and within other sectors. (Contains 30 references.) (NB)