HomeMy WebLinkAboutCommunication No. 2022-19 Hawaii Island Destination Management Plan
‘Ōpelu ha‘alili i ke kai.
‘Ōpelu that make the sea ripple.
Said of active, quick-moving people.
HAWAI‘IISLAND
DESTINATION MANAGEMENT
ACTION PLAN 2021–2023
Communication Number 2022-19
Contents
2 I. INTRODUCTION 9 Situation Analysis Summary
2 Purpose of the Plan 9 Strengths
4 Formation of the DMAP 10 Weaknesses
5 Implementation Framework 11 Opportunities
6 II.OVERVIEW OF TOURISM IN HAWAI‘I 12 Threats
6 Overall Trends 14 III.VISION FOR TOURISM ON
7 Tourism Forecast HAWAI‘I ISLAND
7 Resident Sentiment 15 IV.GOAL
8 Tourism on Hawai‘i Island 15 V.OBJECTIVES
8 Visitor Statistics 16 VI.ACTIONS
8 2019 Hawai‘i Island Vistor Satisfaction 25 VII.TOURISM HOTSPOTS
8 2019 Resident Sentiment
8 Jobs 26 Acknowledgement
8 Visitor Accommodations 28 Glossary
29 Sources
ON THE COVER This ‘ōlelo no‘eau speaks to the art of ‘ōpelu fishing. Like the holili schools of
‘ōpelu, fishermen look for the ripples on the ocean, but the real work is hidden and unseen.
‘Ōlelo No‘eau—Hawai‘i Proverbs & Poetical Sayings by Mary Kawena Pukui, Number 2532
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Communication Number 2022-19
I. Introduction
PURPOSE OF THE PLAN
In 2019, the Hawaiian Islands received a record high of 10.4 million visitors.
While this brought in $17.75 billion in total visitor spending to Hawai‘i’s
businesses, $2.07 billion in taxes generated, and supported 216,000 jobs
statewide, it has also put pressure on some of our destinations and communities.
This situation is not unique to Hawai‘i. Other popular destinations—from
Venice, Italy to Machu Picchu, Peru, to Kyoto, Japan—also felt the negative efects
of tourism, which not only impact the residents’ quality of life but also the quality
of the visitor experience.
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HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
The Hawai‘i Tourism Authority (HTA), in partnership
with the counties and the respective visitor bureaus,
developed community-based Destination Manage-
ment Action Plans (DMAPs) that aim to rebuild,
redefne and reset the direction of tourism over a
three-year period. The focus is on stabilization, recov-
ery, and rebuilding to the desired visitor industry
for each island. The actions put forth in the DMAPs
are guided by an island-based Steering Committee
for each island, and includes a collaborative process
which encourages participation and vital input from
the community, visitor industry and other sectors.
The DMAPs identify areas of need as well as action-
able solutions for enhancing the residents’ quality
of life and improving the visitor experience across
the islands.
HTA’s 2020–2025 Strategic Plan is organized
around four interacting pillars—Natural
Resources, Hawaiian Culture, Community,
and Brand Marketing, with more emphasis
on addressing tourism impacts and greater
destination management. In it, HTA defned
Destination Management to include:
• attracting and educating responsible
visitors;
• advocating for solutions to overcrowded
attractions, overtaxed infrastructure, and
other tourism-related problems; and
• working with other responsible agencies to
improve natural and cultural assets valued
by both Hawai‘i residents and visitors.
The DMAP initiative is a part of HTA’s strategic vision
and plan to manage Hawai‘i tourism in a responsible
and regenerative manner.
The idea of “regenerative tourism” has gained momen-
tum in 2020, especially as the global COVID-19
pandemic has made people more aware of tourism’s
opportunities and vulnerabilities. What is regen-
erative tourism? About 15 years ago, the model for
“sustainable tourism” was instituted, built on tourism
that was environmentally friendly, culturally sensitive
and had less impact than high numbers of visitors.
Regenerative tourism takes sustainability one step
further and focuses on the net beneft of the visitor
economy to a destination, looking at the social and
cultural benefits. “Regenerative tourism is bolder
and more inspiring. It aims not just to do less harm,
but to go on and restore the harm that our system has
already done to the natural world, and by using nature’s
principles, to create the conditions of life to fourish. It
views wholes and not parts, and is a very diferent way
of looking at the world.” (Anna Pollock, international
tourism consultant and founder of Conscious Travel)
Many of the actions in this plan take a regenerative
tourism approach.
Communication Number 2022-19
HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
Oversight by
Hawai‘i Tourism Authority (HTA)
Partnership with
County, Dept. of Research & Development and Island of Hawai‘i Visitors Bureau
Guided by a Steering Committee for the island
Input from island's community
FORMATION OF THE DMAP
The process of the development of the Hawai‘i Island
DMAP started in July 2020 with HTA and the County
of Hawai‘i building of of the 2020 Hawai‘i Island
Tourism Strategic Plan (TSP) process. Together, HTA
and the county developed a list of Hawai‘i Island resi-
dents who not only represented the visitor industry
sectors (hotel, attractions, activities), diferent busi-
ness sectors (e.g. agriculture, retail), the community
(e.g. Hawaiian culture, education), and other nonproft
organizations, but also the communities that they live
in. Invitations were sent, and 19 members volunteered
their time to participate on the Hawai‘i Island Steering
Committee. Also fundamental to the DMAP process
were the 38 members who have been volunteering
their time to serve on the Hawai‘i Island TSP Action
Cohorts (see Acknowledgement section).
At the frst Steering Committee virtual meeting, the
members reviewed HTA’s Strategic Plan in addition
to the 2020 Hawai‘i Island TSP, including HTA’s key
performance indicators and four pillars, as well as the
county’s tourism goals. These two plans are the foun-
dation of the Hawai‘i Island DMAP. From there, the
Steering Committee and Hawai‘i Island TSP Action
Cohorts identifed and prioritized actions that built on
the Hawai‘i Island TSP. The actions were grouped, and
overarching actions and sub-actions were identifed.
They were presented to Hawai‘i Island residents at
two virtual public meetings via Zoom on November
17 and 23, 2020. The community was encouraged to
provide input at the virtual public meetings, as well as
through an online input form. The results to the online
input form can be found on HTA’s website.
On December 4, 2020, the Steering Committee gath-
ered virtually to review the high-priority sub-actions
under each of HTA’s pillars. The Steering Commit-
tee members, along with representatives from HTA
and the county, reviewed the proposed actions and,
where necessary, provided additional feedback and
clarifcation. The Steering Committee then met on
January 15, 2021 to critically examine destination
attributes valued only by residents, only by visi-
tors, and by both residents and visitors. They also
discussed the destination attributes that were at risk
or threatened. The Steering Committee brainstormed
actions—what to protect or mitigate, what to preserve
or grow, and where the gap can be closed or bridged
using the identifed actions from prior meetings—and
then developed new ones. On February 5, 2021, the
Steering Committee reviewed the updated refned
anchor actions. On February 12, 2021, the Steering
Committee selected the 10 anchor actions that the
DMAP would focus on. Employees of HTA, the county,
and the Island of Hawai‘i Visitors Bureau (IHVB)
reviewed the proposed sub-actions to verify they could
be done under their respective purviews. All of the
actions were developed by the Steering Committee
with input from the community.
Figure 1 Collaborative Process
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Communication Number 2022-19
‘A‘ohe hana nui ke alu ‘ia.
“No task is too big when done together by all.”
‘ŌLELO NO‘EAU (HAWAIIAN PROVERB)
IMPLEMENTATION FRAMEWORK
Hawai‘i’s tourism industry is at a critical point and residents’ livelihoods depend on the recovery of the visitor
industry—whether directly or indirectly. Tourism needs to be managed responsibly so that the residents and
destination can thrive. HTA is leading many of the eforts in the Hawai‘i Island Destination Management Action
Plan. However, there needs to be collaboration and support of other state and county agencies, in addition to the
community, visitor industry and other sectors, to help move the actions forward. This three-year plan is a living
document that will be evaluated annually.
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HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
II. Overview
of Tourism
in Hawai‘i
OVERALL TRENDS
Tourism has remained the primary economic driver
for Hawai‘i’s economy across all islands. In 2019,
tourism was 16.2% of Hawai‘i Gross Domestic Product
(GDP), second to real estate and rental and leasing at
18.8% of Hawai‘i GDP. Jobs in the tourism industry
accounted for 20% of total jobs in Hawai‘i while jobs in
the real estate and rental and leasing sector accounted
for 4.4% of total jobs. For the past eight years, the State
of Hawai‘i’s visitor industry sustained annual growth
in terms of arrivals and expenditures. In 2019, tour-
ism was the largest single source of private capital
for Hawai‘i’s economy. Total visitor spending reached
$17.84 billion (1.1% increase compared to 2018). Tour-
ism generated $2.08 billion in state tax revenue. A total
of 10,424,995 visitors came to the Hawaiian Islands
by either air service or cruise ship (5.4% increase
over 2018).
The visitor industry has provided steady employ-
ment opportunities and supported the development
of small businesses throughout the state. In 2019,
tourism supported 216,000 jobs throughout the state.
Hawai‘i experienced record arrivals over the past few
years with no signifcant increase in the number of
traditional lodging units (e.g., hotels and resorts).
However, unpermitted short-term rentals grew in
Hawai‘i’s neighborhoods.
Prior to the global COVID-19 pandemic, 2020 was
set to be another year of record growth for Hawai‘i.
However, the year ended with visitor arrivals down
73.8 percent to 2,716,195, with signifcantly fewer
arrivals by air service (-73.8% to 2,686,403) and by
cruise ship (-79.2% to 29,792). The average daily
census or the number of visitors in Hawai‘i on any
given day was 78,421 (68.3% decrease over 2019).
Compared to 2019, the average length of stay increased
by 21.5% to 10.57 days. This was a result of visitors
staying double-digit days during the state’s trans-Pa-
cifc 14-day quarantine requirement that started on
March 26, 2020. The state’s pre-travel testing program
started on October 15, 2020 as a way for travelers to
bypass the mandatory quarantine requirement.
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HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
The majority of visitors to Hawai‘i arrive by air, and
thus air service to the islands is vital for Hawai‘i’s
tourism industry. Total air capacity (number of seats)
decreased 60.9 percent to 5,318,667 seats as a result
of a reduction in air service to Honolulu (-60.0% to
3,370,122 seats), Kahului (-61.9% to 1,102,166 seats),
Kona (-59.2% to 514,422 seats), Līhu‘e (-67.7% to
322,993 seats) and Hilo (-81.3% to 8,964 seats).
Sails on the Hawai‘i home-ported cruise ship, Norwe-
gian Cruise Line’s Pride of America, were suspended
since April 2020 and out-of-state cruise ships were
not permitted into the islands due to the Center for
Disease Control and Prevention’s (CDC) “No Sail
Order” from March 14 to October 29, 2020. There-
after, the CDC took a phased approach to resuming
passenger operations.
Hawai‘i’s unemployment rate increased from 2.6
percent in the frst quarter of 2020 to 20.3 percent in
the second quarter and then decreased to 13.9 percent
in the third quarter. The Hawai‘i Department of Busi-
ness, Economic Development & Tourism (DBEDT)
projects that for 2020 overall, the average annual
employment rate will be at 11.2 percent, then decrease
to 7.9 percent in 2021 and 7.1 percent in 2022. These
rates are signifcantly higher than Hawai‘i’s average
unemployment rate of 2.5% from 2017 to 2019.
TOURISM FORECAST
According to DBEDT’s 2020 fourth quarter Outlook
for the Economy, total visitor expenditures is fore-
casted to end the year at $5.11 billion (-71.4%) with 2.73
million visitor arrivals (-73.7%). Economists predict
that it will take a couple of years before Hawai‘i’s visi-
tor industry returns to previous levels.
RESIDENT SENTIMENT
HTA conducts an annual Resident Sentiment Survey
(RSS) to gauge resident attitudes toward tourism
in Hawai‘i and to identify perceived positive and
negative impacts of the visitor industry on residents.
Resident sentiment is important to maintain a
healthy industry. The 2019 RSS report showed that
resident sentiment had generally weakened compared
to the previous year. The report identifed that the visi-
tor industry’s impact on the resident’s overall quality of
life is essential to improving resident sentiment—the
balance of economic, social and cultural, and commu-
nity benefts from tourism. Furthermore, providing
residents with a voice in tourism development, creat-
ing jobs with opportunities for advancement, and
creating shopping, dining and entertainment oppor-
tunities are key to improving resident sentiment.
Communication Number 2022-19
HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
TOURISM ON HAWAI‘I ISLAND feeling that “tourism has brought more benefts than
Visitor Statistics
According to HTA’s Tourism Research Division,
almost two million visitors came to Hawai‘i Island
in 2019 resulting in roughly 35,700 visitors (+1.9%)
on any given day based on the average daily census.
Provided that Hawai‘i Island’s resident population
was 200,980 in 2018 and grew by 1% then, on average,
visitors comprised of about 15% of all inhabitants on
the island in 2019. Total visitor spending was $2.315
billion. Half of the visitors stayed in hotels while
condominiums, timeshare resorts and vacation rentals
were also used. The majority of visitors were from the
U.S., followed by Japan and Canada.
The global COVID-19 pandemic signifcantly afected
visitor arrivals to Hawai‘i Island in 2020. Visitor
arrivals dropped 72.1 percent to 492,325 visitors. The
average length of stay grew 37.5 percent to 10.11 days.
The average daily census was 13,604 visitors, a decline
of 61.7 percent over the same period a year ago. There
were signifcantly fewer air seats (-59.2% to Ellison
Onizukua Kona International Airport at Keāhole and
-81.3% to Hilo International Airport from the domes-
tic market and -75.3% to Kona from the international
markets) year-over-year.
2019 Hawai‘i Island Visitor Satisfaction
According to HTA’s 2019 Visitor Satisfaction Report,
U.S. visitors rated their Hawai‘i Island visit “excel-
lent” and were likely to recommend the destination.
However, they expressed concerns about trafc, want-
ing to experience more local culture, and variety of
restaurants/dining options.
2019 Resident Sentiment
According to HTA’s 2019 Resident Sentiment Report,
residents felt that visitors were responsible for trafc,
showed no respect for culture/‘āina, contributed to
the cost of living, played a role in damaging the envi-
ronment, and also added to the issue of overcrowding.
Though there was just a slight increase for residents
problems” compared to 2018, overall resident senti-
ment on this topic has actually decreased throughout
the past decade. As the visitor industry seeks an equal
balance of socio-economic, cultural, and community
benefts, the key to improving resident sentiment will
be improving the quality of life for residents.
Jobs
In the third quarter of 2020, Hawai‘i County lost
10,900 jobs (-15.6% over the same quarter of 2019).
Jobs decreased the most in the Accommodations
sector which lost 4,000 jobs (-69.0%), followed by
Food Services and Drinking Places which lost 1,500
jobs (-21.7%), Retail which lost 1,300 jobs (-13.4%),
and Transportation, Warehousing, & Utilities which
lost 1,200 jobs (-35.3%). Year-to-date third quarter
2020, the unemployment rate increased to 11.9 percent
compared to 3.5 percent during the same period
last year.
Visitor Accommodations
In 2020, hotel occupancy for Hawai‘i declined to
38.0 percent (-39%) from 77.0 percent year-over-
year. The average daily rate (ADR) dropped slightly
to $254.27 (-4.2%) from $265.44 in 2019. Room
demand was 674,000 room nights or 62.8 percent
lower than 2019. The room supply was 1.772 million
room nights (-24.7%).
In comparison, Hawai‘i Island’s vacation rental supply
for 2020 was down 42.1 percent to 1.4 million unit
nights. Hawai‘i Island vacation rentals ended the year
with 44.6 percent occupancy (-32.7 percentage points)
and ADR of $188 (-20.5%). A vacation rental is defned
as the use of a rental house, condominium unit, private
room in a private home, or share room/space in private
home. The data does not determine or diferentiate
between units that are permitted or unpermitted.
The “legality” of any given vacation rental is deter-
mined on a county basis.
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HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
SITUATION ANALYSIS SUMMARY
As a part of the DMAP process, a SWOT analysis
was conducted by various community members and
stakeholders who identifed the destination’s existing
strengths and weaknesses, as well as opportunities
and threats present in the external environment. The
SWOT analysis is a useful tool in the decision-mak-
ing process, as it can be used to evaluate strategic
positioning, as well as identify projects that would be
reasonable to execute in the short term.
This feedback was supplemented with research and
data that helped to support the observations that were
made. The information below provides more details
on each section of the SWOT analysis matrix shown
on page 13.
Strengths
The participating community members and stakehold-
ers highlighted several strengths that would be import-
ant to leverage as plans are put into actions.
Collaborative nature of the Hawai‘i Island tourism
industry. Many industry representatives indicated
that they were willing to work together and that they
already had existing relationships with whom others
might consider competitors. This willingness to
communicate and collaborate will be necessary for
many of the proposed actions to be successful.
The culture of Hawai‘i Island. The strong sense
of ‘ohana and kuleana provides motivation to
support actions happening on the island and also
helps to support communication and collaboration.
The multicultural diversity of Hawai‘i Island was
also mentioned as a strength. This diversity provides
visitors with an experience that they cannot get
anywhere else.
The uniqueness of Hawai‘i Island as a tourist
destination. Hawai‘i Island is unique in terms of its
atmosphere and the feelings that it evokes. It also has
an abundance of natural and cultural resources, which
are a draw for travelers from around the world and
will continue to bring visitors to the island, as long as
the resources are properly maintained and sustained.
Current projects that are already in development or
are already being rolled out. For example, although
transportation was mentioned as a challenge for many
visitors, there are several transportation-related
projects that could help to address this challenge.
The County of Hawai‘i has been researching and
developing a hydrogen bus system for the island, and
has taken into consideration major aspects of such a
project, including the geographic placement of refu-
eling stations and the cost of maintenance and repair.
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HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
Weaknesses Measuring impacts and tracking data. This weak-
Although a signifcant number of existing weaknesses
were mentioned by community members and stakehold-
ers, many participants had already been thinking about
how to overcome them. Some of the opportunities listed
in the following section provide avenues for addressing
these weaknesses.
The need to keep tourism dollars circulating on
Hawai‘i Island. After visitors spend money on the
island, it has been difcult to keep those dollars in
motion within the local economy. Finding more ways
to allow community members to spend their income
locally is a specifc goal.
Getting visitors to understand that Hawai‘i Island
is more than just a tourist destination. For many
visitors that view Hawai‘i Island as an island para-
dise, it can be difcult to understand that this is home
for many families and individuals. Helping visitors
to understand this and to understand that what they
do while on vacation can have signifcant negative
impacts on those living here has been a challenge.
Relatedly, the need to increase resident satisfaction
with the visitor industry was also presented as a weak-
ness. However, should visitors have a more positive
impact on the island in the future, this would help to
increase resident satisfaction.
Lack of training programs for workers. More
training is needed in several areas, including natu-
ral resource management and cultural resource
management. Such programs would help to promote
the wonderful natural and cultural resources in an
authentic way and help to educate visitors about the
need to and importance of respecting, maintaining,
and sustaining these resources. This would help to
improve both the visitor mindset and resident satis-
faction.
ness is especially true of tracking and recording an
inventory of natural resources, which can be very
difcult. However, should this weakness be improved
upon, it would create more opportunities to acquire
various sources of funding. By attaching hard fgures to
illustrate the positive impacts of current projects and
programs, funders will be more likely to support these
programs, as well as similar programs in the future.
Siloing. Most community members and stakeholders
have to work very hard to make a living on Hawai‘i
Island, which can make it difcult for them to think
outside of their day-to-day activities. It can be hard to
fnd time to connect with those outside of their inner
circles and certainly those outside of their particular
industry. However, more communication between
industries and with other stakeholders could help to
unearth additional opportunities for a wide range of
community members.
Transportation for both visitors and community
members alike. Given the geographic concentration
of tourism industry jobs and the high cost of land and
homes in the surrounding areas, many community
members are forced to commute long distances.
In addition, those without access to cars are often
extremely limited in terms of the distance they can
cover due to limited public transportation options.
However, as previously mentioned, there are multi-
ple projects underway that hope to address some of
these weaknesses.
The lack of afordable workforce housing. Again,
due to the high cost of land and homes in and around
the resort areas where most of the jobs are, afordable
housing within a reasonable distance is difcult to
fnd. Finding creative solutions for workers to have
afordable housing options near their place of work
could help to address this weakness.
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HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
A lack of funding for public spaces. In particular, it
was mentioned that more funding is needed to main-
tain parks and trails. The need for better management
of public spaces in general was mentioned as a chal-
lenge, but the lack of funding also provides a barrier
to the stafng and resources needed for that manage-
ment activity.
Opportunities
Most community members and stakeholders had a very
positive mindset and focused on the various opportuni-
ties currently available or available in the near term.
COVID-19 as an opportunity to make a change for
the better. Given that the pandemic essentially put a
halt to the tourism industry on Hawai‘i Island, many
see this as an opportunity to change the economy to
have a tourism industry that is more sustainable than
it has traditionally been.
Share an authentic Hawai‘i with visitors. Survey
fndings show that an increased number of visitors are
looking for more authentic experiences that are difer-
ent from the conventional tourist vacation. To support
this type of experience, more training programs for
workers are needed so that they can provide accurate
and authentic information to visitors. In addition, a
resource center was presented as an opportunity to
provide visitors and community members alike with
historically and culturally accurate information. The
use of the Pono Pledge is also an opportunity to support
positive visitor interaction with Hawai‘i Island.
Creative solutions to address afordable housing.
Creative solutions include afordable housing land
trusts and self-help housing. One looks to address
the issue of the high cost of land, while the other one
looks to signifcantly decrease the cost of the vertical
construction. Either option would help to increase
the possibility of community members living closer
to their places of work.
Better align marketing and sales strategies between
businesses and organizations. Better alignment
would help to create clearer and more cohesive
messaging to both visitors and residents. Relatedly,
the current utilization of social media and existing
websites leaves signifcant room for improvement.
This is also an opportunity to improve marketing and
sales strategies and alignment.
Community partnerships to manage resources.
This could be an effective and cost-efficient way
to manage both natural and cultural resources, as
community groups are the most knowledgeable in
regards to resources within the community and could
Communication Number 2022-19
HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
present a better alternative to outsourced resource
management services. An increase in stewardship
opportunities for community members would provide
new, local, sustainable businesses with potential
income generation. This would help to improve the
management of natural and cultural resources, and
provide local workforce opportunities for commu-
nity members. In addition, stewardship opportunities
could also be ofered to visitors looking to make a posi-
tive impact in the communities they visit. This would
be a low-cost way to additionally support the natural
and cultural resources on Hawai‘i Island.
Establish an airport and harbors “ambassadors”
program. Members of this program would help to
make airport signage and educate visitors, prior to or
upon arrival, on basic information that will enhance
their safety, enjoyment and understanding of local
and Hawaiian culture and natural resources. Such a
program would help to address several threats and
weaknesses that have been identified and could
potentially help to improve both visitor and resident
sentiment and satisfaction.
Use currently underutilized facilities that are
already in existence. Community members and
stakeholders have already identifed several diferent
facilities that are currently not in use. These facilities
present potential low-cost opportunities for both new
ventures, as well as the expansion of existing busi-
nesses, organizations, programs and activities.
Reimagine measures of success. This can be achieved
by developing measures that focus on supporting
communities and residents rather than attracting
visitors. For example, allocating a higher percentage of
the Transient Accommodations Tax (TAT) to support
community-driven initiatives and improving commu-
nity facilities to demonstrate a relationship between
tourism success and resident well-being.
Threats
The COVID-19 pandemic has clearly had a signifcant
impact on the visitor industry, the economy, and the
local workforce.
The pandemic initially halted virtually all travel
and it is possible that visitor numbers for Hawai‘i
Island will never return to their pre-pandemic peak.
Resorts and hotels are still dealing with low occupancy
and the new regulations present new challenges for
visitors who want to visit the island. All of this is in
addition to the immediate COVID-19 health concerns.
Difculty for hotels to purchase local goods and
products. Working to break down these barriers
would not only beneft the hotels and the visitors stay-
ing there, but it would also provide local producers and
distributors with new revenue stream opportunities.
Lack of job opportunities and the need for
greater diversity in terms of jobs available to
community members.This has been an ongoing issue
and drastic changes due to the COVID-19 situation
will afect how people can travel. The type of visitor
and the experiences they desire could also change
signifcantly. This could necessitate the incorporation
of new activities and a new way for visitors to expe-
rience Hawai‘i Island. This, in turn, would require
a workforce to help manage and operate these new
activities, which would provide new job opportunities
for community members.
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HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
Situational Analysis Summary
Strengths Weaknesses
• Collaborative nature of the Hawai‘i Island
tourism industry
• Strong sense of ‘ohana and kuleana
• Hawai‘i Island as a unique destination
– Strong sense of place
• Abundance of natural and cultural resources
• Multicultural diversity
• Transportation projects already in the works
– Hydrogen buses
– Bikeshare program
Opportunities
• COVID-19 and related impacts
– Opportunity to positively
change economy
• Share an authentic Hawai‘i with visitors
– Training programs for workers
– Resource center
• Aligning marketing and sales strategies
– Better utilization of social media and
existing websites
• Use of the Pono Pledge
• Difcult to keep tourism dollars circulating
on island
• Lack of understanding that Hawai‘i Island is
more than just a tourist destination.
• Measuring impacts and data tracking, including
natural resources
• Siloing due to lack of communication between
stakeholders, industries, etc.
• Need for more training programs
• Transportation is difcult given the size of the
island and lack of options
• Need for increase in resident satisfaction with
visitor industry
• Funding for parks and better management of
public spaces overall
• Lack of afordable workforce housing
Threats
• COVID-19 and related impacts
– Decrease in number of visitors
– Low occupancy for hotels and resorts
– Health concerns
• Barriers preventing hotels from purchasing
local goods and products
• Lack of job opportunities and the need for
a greater diversity of positions
Communication Number 2022-19
III. Vision for Tourism
on Hawai‘i Island
The vision for Hawai‘i Island’s Destination Management Action Plan (DMAP) is “Ola ka ‘Āina, Ola ke Kānaka”
(“Healthy Land, Healthy People”), which uplifts the vision of Hawai‘i Island’s 2020–2025 Tourism Strate-
gic Plan (TSP). “Ola ka ‘Āina, Ola ke Kānaka” represents a vision afrmed by data and stakeholder feedback.
The vision maintains a connection to our past, grounds us in the present, and envisions a collective future
that puts this place and the people of this place frst. It is carried forward from the 2006–2015 Hawai‘i Island
Tourism Strategic Plan and 2016 Hawai‘i Island Tourism Roadmap, and lays the foundation of the TSP.
Without ola (health), there is no responsible tourism.
14
The vision is supported by the Connections Framework that supports connection to place, community, past and
future, and to your better self. It is also supported by the understanding that if we are grounded in place, we are
able to intentionally share our love of place with others, beginning with our family, our community, and including
visitors. This vision also sets out the importance of a high quality of life for residents and a focus on social benefts
that will support a meaningful, reciprocal experience for residents and visitors.
Communication Number 2022-19
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HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
IV.Goal
The goal of the Hawai‘i Island
DMAP is to rebuild, redefne, and
reset the direction of tourism over
a three-year period.
V. Objectives
There are six objectives to achieve the goals and vision
of Hawai‘i Island’s DMAP.
OBJECTIVE 1
Create positive contributions to the quality of life for
Hawai‘i Island’s residents.
OBJECTIVE 2
Support the maintenance, enhancement, and protec-
tion of Hawai‘i Island’s natural resources.
OBJECTIVE 3
Ensure the authentic Hawaiian culture is perpetuated
and accurately presented in experiences for residents
and visitors, materials and marketing eforts.
OBJECTIVE 4
Maintain and improve visitor satisfaction of their
experience on Hawai‘i Island.
OBJECTIVE 5
Strengthen the economic contribution of Hawai‘i
Island’s visitor industry.
OBJECTIVE 6
Increase communication and understanding between
the residents and visitor industry.
Communication Number 2022-19
HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
VI. Actions
The following actions were developed by the Steer-
ing Committee and the community, and they address
what the residents desire for Hawai‘i Island’s visitor
industry and their communities. In a few instances,
HTA took the essence of the community’s feedback
and transformed them into actionable initiatives.
The actions were shaped by overarching themes that
were identifed by the Steering Committee and also
appeared in the community input:
• ‘Āina-based education and actions centered
around community-driven stewardship.
• Opportunities for community-led decision making
and involvement of ‘āina-based/place-based
organizations in tourism.
• Two-way communication and engagement
between government, the visitor industry
and communities.
• Importance of pono practices undertaken by both
residents and visitors.
• Management and protection of natural and
cultural resources.
• Residents’ quality of life is looked after.
The actions were also cross-referenced against the
four interacting pillars of HTA’s Strategic Plan—
Natural Resources, Hawaiian Culture, Community
and Brand Marketing—to ensure alignment and for
organizational purposes.
The following tables identify opportunities and needs
for each of the anchor actions, including the identifca-
tion of responsible agencies and timing of the action’s
commencement and/or delivery over a three-year
period. As HTA carries out the DMAP, there will be
more organizations and businesses identifed to help
move this plan forward.
The long-term measures of successwill be measured
through HTA’s Strategic Plan’s four overall Key Perfor-
mance Measures: Resident Satisfaction, Visitor Satis-
faction, Average Daily Visitor Spending, and Total
Visitor Spending. A “milestone” is a qualitative way of
determining progress toward accomplishing a specifc
defned action. The milestones for success are the
completion of each sub-action in the phase indicated.
16
Communication Number 2022-19
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HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
HAWAI‘I ISLAND
Action A
Protect and preserve culturally signifcant places and hotspots.
ACTION ACTION LEAD (L) PHASING
NO. SUPPORT (S) 1 2 3
A.1 Develop and support opportunities to mālama and steward
the places and culture of Hawai‘i Island for both residents and
visitors, including using Native Hawaiian practices of resource
and cultural stewardship.
L = County, Dept.
of Land & Natural
Resources (DLNR)
S = HTA, Island of
Hawai‘i Visitors Bureau
(IHVB)
X X X
A.2 Emphasize local area cultural history and expertise to further
expand Hawaiian cultural values, knowledge, and language
with an emphasis on connection to place.
L = County, DLNR
S = HTA, IHVB
X X X
A.3 Increase opportunities for community-led initiatives that
steward and manage these resources, including closure of
areas and managing trafc.
L = County, DLNR
S = HTA, IHVB
X X X
A.4 Work with the diferent stakeholders to communicate areas
that need to be protected with the visitor industry and visitors.
L = County, DLNR
S = HTA, IHVB
X X X
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HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
Action B
Develop resources and educational programs to perpetuate
authentic Hawaiian culture and ‘Ōlelo Hawai‘i.
ACTION ACTION LEAD (L) PHASING
NO. SUPPORT (S) 1 2 3
B.1 Identify and assess proper providers and learning tools. L = Native
Hawaiian Hospi-
tality Association X (NaHHA)
S = HTA, County
B.2 Support Hawaiian cultural educational and training programs – L = NaHHA
including ‘Ōlelo Hawai‘i (Hawaiian language) for the employees in X X XS = HTA, County, the visitor industry (e.g. hotels, tour guides). IHVB
B.3 Develop a recognition program for businesses who complete the L = NaHHA
Native Hawaiian Hospitality Association (NaHHA) programs (e.g. X XS = HTA placards/certifcation).
B.4 Actively promote HTA’s Ma‘ema‘e Toolkit to the visitor industry and L = HTA
business communities. X XS = County, IHVB,
other associations
B.5 Increase support and opportunities for cultural practitioners and L = NaHHA
community members to interact. Educate the visitor industry and X X XS = HTA, County, individual companies about place-based practices to become more IHVBplace-based.
B.6 Support a Tour Guide Certifcation Program. L = HTA X X
S = County, IHVB
B.7 Continue support of programs and projects that perpetuate the L = HTA
Hawaiian culture with the community and visitors, such as HTA’s X X S = County, IHVB Kūkulu Ola program.
B.8 Encourage the integration of ‘Ōlelo Hawai‘i into workforce and adult L = NaHHA
training programs. X X X
S = HTA, County
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Communication Number 2022-19
HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
Action C
Support and promote ‘āina-based education and practices to protect and
preserve our natural resources so that residents and visitors will aloha ‘āina.
ACTION ACTION
NO.
C.1 Identify, support, and partner with existing and new ‘āina-based
groups that are protecting and stewarding wahi pana (legendary/
celebrated places or landmarks), cultural practices, and people.
C.2 Create opportunities for community members to share in an
ongoing way about the impact of tourism as well as the wahi
pana, historically signifcant sites, and sacred sites that need to
be protected.
C.3 Pilot a certifcation program, in collaboration with community
leadership and the university system, for workers tied to natural
resources, cultural resources, and stewardship. Identify and review
existing ‘āina-based curricula, and create new curricula when
necessary, that emphasizes Native Hawaiian knowledge, culture,
place, and pono practices-based management. Develop curriculum
that is led by eforts from that area and connects frmly to place-
based management and stewardship.
C.4 Support interested ‘āina-based groups to serve as interpretive
educators, trainers, and/or cultural ambassadors to share cultural
knowledge with the guest and visitor industry, tour operators, and
other business owners.
C.5 Support enhanced interpretation and education on Maunakea,
including partnership with the Hawaiian community and residents.
C.6 Work with the diferent stakeholders to communicate areas that
need to be protected in collaboration with the visitor industry
and visitors.
LEAD (L) PHASING
SUPPORT (S) 1 2 3
L = County, DLNR
X X X S = HTA
L = County, DLNR
X X XS = HTA
L = County
S = University of
Hawai‘i (UH), HTA X X X
L = County
XS = IHVB, HTA
L = UH – ‘Imiloa
X X XS = County, IHVB,
HTA
L = County
X X XS = HTA, IHVB,
DLNR
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Communication Number 2022-19
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HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
Action D
Connect with community networks and partner with community-based
organizations to collaboratively identify sites, identify limits of acceptable change, and
implement stewardship plans to protect and preserve our natural resources.
ACTION
NO.
ACTION LEAD (L)
SUPPORT (S)
PHASING
1 2 3
D.1 Build capacity in communities to support increased opportunities
for community-led stewardship actions and initiatives to manage
resources, such as closing areas or limiting access (visitor and
potentially resident) during certain times of the year.
L = DLNR, County
S = HTA X X X
D.2 Implement regenerative management strategies, like those found in
the kapu system, Hā‘ena on Kaua‘i, East Maui, and Hanauma Bay on
O‘ahu. Provide clear opportunities and processes for local commu-
nities to participate in visitor access and resource and congestion
management in their communities.
L = County, DLNR
S = HTA X X
D.3 Support and advocate for stewardship eforts of coastal waters and
beaches that incorporate and emphasize a mauka to makai collabo-
rative approach given broader environmental implications.
L = County, DLNR
S = HTA X X
D.4 Work with communities in each place to identify the limits of
acceptable change as associated with public impact on natural and
cultural resources and develop a process for ongoing stewardship
that is community-led. Explore the creation of pilot projects and
employ adaptive management principals to fnd the optimal balance
between visitation and associated impact.
L = DLNR
S = County, HTA X X
D.5 Support opportunities that tie in Native Hawaiian practices of
resource and cultural stewardship.
L = HTA, OHA
S = County X X X
D.6 Explore policies and regulations that aid in the implementation of
stewardship plans and enforcement of critical need areas.
L = County
S = HTA
X X X
D.7 Explore implementation of geo-fencing technology to aid manage-
ment of sites.
L = HTA
S = DLNR, County,
IHVB
X X X
D.8 Find ways to support communities who do not know how to deal
with “rogue” users of natural and cultural resources.
L = County
S = DLNR, HTA,
IHVB
X X X
Communication Number 2022-19
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HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
Action E
Create opportunities for ongoing dialogue, communications,
and engagement between the visitor industry, government and communities
to improve community-industry relations and better serve the community.
ACTION ACTION LEAD (L) PHASING
NO. SUPPORT (S) 1 2 3
E.1 Develop an education and awareness campaign targeted at resi-
dents using traditional and social media vehicles.
L = HTA
S = County, IHVB
X X
E.2 Create opportunities for visitor industry, government, and commu-
nity stakeholders to connect on a regular basis for ongoing dialogue
to 1) create shared understanding of the issues that our communi-
ties and the visitor industry face; 2) ensure that the visitor industry
is supporting a sustainable and healthy Hawai‘i Island; and 3)
inform about tourism’s contributions to the community.
L = HTA
S = County, IHVB X X X
E.3 Increase and maintain regular opportunities to collaborate with HTA
on its outreach eforts in the community to ensure a more robust
and coordinated efort. This includes informing the industry and
community about HTA’s mission and its resources, and sharing the
destination’s marketing eforts and activities to orient businesses
and communities about HTA, IHVB and the Global Marketing
Team’s initiatives.
L = HTA
S = County, IHVB
X X X
Communication Number 2022-19
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HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
Action F
Implement a comprehensive communications and education plan that facilitates positive
community-visitor relations and pono practices, including the Pono Pledge.
ACTION ACTION LEAD (L) PHASING
NO. SUPPORT (S) 1 2 3
F.1 Increase messaging eforts to uplift and improve access to the
Pono Pledge, and shift visitor and resident mindsets as they travel
around Hawai‘i Island.
L = IHVB, County
S = HTA, private
sector, community
X X
F.2 Provide visitors with easy access to messaging, including increas-
ing information pathways and educational materials, related
to protecting culture and sense of place (i.e. in-fight videos on
in-bound fights in multiple languages; rental cars; radio station
public service announcements; podcasts; required place-based
visitor orientation, etc.).
L = IHVB
S = HTA, GMT X X
F.3 Continue to encourage and work with visitor industry stakeholders
and businesses to integrate the Pono Pledge into their practices,
such as business booking reservations, QR codes, phone apps, and
monitors at the baggage claim.
L = IHVB, County
S = HTA, private
sector, community
X X
F.4 Collaborate with all segments of the visitor industry and communi-
ty-based organizations for stewardship opportunities for visitors to
leave Hawai‘i Island a better place.
L = IHVB
S = HTA, County X X
Communication Number 2022-19
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HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
Action G
Promote agritourism, and partner with Hawai‘i Island’s
agriculture industry to support local food security.
ACTION ACTION LEAD (L) PHASING
NO. SUPPORT (S) 1 2 3
G.1 Create, support, and promote agritourism initiatives to connect
local producers with visitors; provide visitors an active experience
with nature and agriculture; and support legal vacation rentals in
rural areas (e.g. farm stays) to alleviate the need for illegal vacation
rentals in rural areas.
L = HTA
S = County, IHVB X X X
G.2 Encourage the visitor industry (e.g. hotels and restaurants) to buy
local produce, products, and goods.
L = HTA
S = County, IHVB
X X X
G.3 Support eforts of local producers to sell their goods online by
strengthening online infrastructure, transportation of goods,
marketing, and fulfllment of orders.
L = County
X X
Action H
Invest in community-based programs that enhance quality of life for communities.
ACTION ACTION LEAD (L) PHASING
NO. SUPPORT (S) 1 2 3
H.1 Support community-led and activated eforts and ofer capacity
building/education opportunities to strengthen Hawai‘i Island’s
product oferings.
L = HTA
S = County
X X
H.2 Uplift approaches to tourism that are refective of Hawai‘i Island
and its diferent communities.
L = IHVB
S = HTA, County,
GMT
X X
H.3 Revisit measures of success and visitor industry activities so
that the relationship between increased tourism and resident
well-being would lead to an increase in community improvements
and benefts.
L = HTA
S = IHVB X
Communication Number 2022-19
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HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
Action I
Advocate/create more funding sources to improve infrastructure.
ACTION ACTION LEAD (L) PHASING
NO. SUPPORT (S) 1 2 3
I.1 Engage in cohesive infrastructure planning to address community
and industry needs, such as incorporating plans to widen bike
paths in tandem with other necessary road repairs.
L = County
S = HTA
X X X
I.2 Coordinate with government entities, institutional stakeholders,
and nearby private landowners.
L = County
S = HTA
X X X
I.3 Advocate for CIP projects for infrastructure related to residents and
visitors.
L = HTA
S = IHVB
X X
Action J
Improve enforcement of vacation rental regulations.
ACTION ACTION LEAD (L) PHASING
NO. SUPPORT (S) 1 2 3
J.1 Confrm the existing baseline of (number of) vacation rentals.
Gauge the capacity for current and new rentals.
L = County
S = HTA
X X
J.2 Explore ways to improve enforcement. L = County X X
J.3 Work with the rental platforms (i.e. AirBNB, VRBO) to help with
regulation.
L = County
S = HTA
X X
Communication Number 2022-19
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HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
VII. Tourism
Hotspots
A “hotspot” is an area/site that attracts visitors due to
its popularity, and may result in overcrowding, conges-
tion, degradation of resources, safety hazards, and a
negative experience for both the resident and visitor.
While HTA is not an enforcement agency, it can be a
catalyst to bring together respective state and county
agencies, the community and private sector to develop
solutions to address hotspot sites/areas.
HTA reviewed the community input from the surveys
and community meetings, in addition to receiving
feedback from the county, IHVB and the Steering
Committee. Below are the “hotspot” areas/sites that
HTA will monitor and work with respective agencies
as needed to help mitigate the issues. Other areas/sites
were identifed, but the ones listed below are the ones
that are of utmost concern.
The following hotspots were carried forward from the
County of Hawai‘i’s TSP:
• Waipi‘o Valley
• Ka‘ū – Papakōlea/Green Sands Beach
• South Kona – Ho‘okena, Miloli‘i
• Kahalu‘u Bay
• Kumukahi
• Keaukaha
• Maunakea
• Punalu‘u
The following additional hotspots were identifed by
community members and stakeholders through the
HTA DMAP webform in November 2020:
• Ali‘i Drive
• Pololū Valley
• Māhukona
• Kalae (South Point)
• Kailua Pier
• Kealakekua Bay State Historical Park
• Ho‘okena Beach
• La‘aloa Beach (Magic Sands Beach)
• ‘Akaka Falls State Park
• Keauhou Bay
• Banyan Drive
• Hawai‘i Volcanoes National Park
• Hōnaunau Bay, Captain Cook Monument
• Wailuku River State Park
• Hāpuna Beach State Recreation Area
• Kiholo State Park Reserve
Communication Number 2022-19
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HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
-
Acknowledgement
HTA would like to mahalo all individuals
who contributed their time and efort in the
DMAP process for Hawai‘i Island. Also, we
mahalo all of the community members who
attended the public meetings and shared
their mana‘o. We want to mahalo every
person who participated in the list below.
However, some names may have uninten
tionally been left of or misspelled and we
apologize in advance for any oversight.
Steering Committee
Members
Micah Alameda, HTA Board
member, Nā Leo o Hawai‘i
Craig Anderson, Island of
Hawai‘i Chapter Chairper-
son, Hawai‘i Lodging and
Tourism Association
Ross Birch, Executive
Director, Island of Hawai‘i
Visitors Bureau
Ka‘iulani Blankenfeld,
Director of Hawaiian
Culture, Fairmont Orchid
Margo Mau Bunnell,
General Manager,
Roberts Hawai‘i
Ulu Ching, Senior Program
Manager, Conservation
International
Tane Datta, Owner,
Adaptations, Inc.
Jessica Ferracane, Public
Afairs Specialist, Hawai‘i
Volcanoes National Park
Ka‘iu Kimura, Executive
Director, ‘Imiloa Astronomy
Center
Ku‘uipo Kumukahi, HTA
Board member, Hyatt
Regency Waikīkī
Wendy Laros, President
and CEO, Kona-Kohala
Chamber of Commerce
Cheryl Kauhane Lupenui,
President and CEO,
The Kohala Center
Linda Nako, President,
Hawai‘i Island Visitors
Bureau and Sales Manager,
Hilo Hawaiian Hotel
Jesse Potter, President,
Pōhāhā I Ka Lani
Rachel Solemsaas,
Chancellor, Hawai‘i
Community College
Pomai Weigert,
AgBusiness Consultant,
GoFarm Hawai‘i
Miles Yoshioka, Executive
Ofcer, Hawai‘i Island
Chamber of Commerce
Charles Young, Ho‘okena
Representative, ‘Aha Moku
Advisory Committee
Kuha‘o Zane, Designer
and Entrepreneur,
Sig Zane Designs
Hawai‘i Island
Tourism Strategic
Plan Action Cohort
Members
Anna Akaka
Danny Akaka
Karen Anderson
Michael Bell
Domino Cohn
Jason Cohn
Samantha Collins
Noland Eskaran
Becky Fernandez
Leina‘ala Fruean
Pualilia Hanamaika‘i
Debbie Hogan
Janice Ikeda
‘Aina Ioane
Deanna Isbister
Uilani Kanda
Taimane Kaopua
Ka‘imi Kaupiko
Leila Kealoha
Grayden Ha‘i Kelly
Cindi Punihaole Kennedy
Kea Keolanui
Donna Kimura
Brad Kurokawa
Tristie Licoan
Ilima Livingston
Lauren Manuel
Tamia McKeague
Luka Mossman
Darryl Olivera
Susie Osborne
Rhonda Pollard
Manu Powers
Earl Regidor
Pete Stackwoods
Franz Weber
HTA Staf
John De Fries, President
and CEO
Caroline Anderson, Direc-
tor, Community Enrichment
Maka Casson-Fisher,
Hawaiian Culture & Natural
Resources—Program
Specialist
Jennifer Chun, Director,
Tourism Research
Pattie Herman, Vice
President, Marketing and
Product Development
Dede Howa, Manager of
Hawaiian Cultural Afairs
Kalani Ka‘anā‘anā,
Director, Hawaiian Cultural
Afairs & Natural Resources
Michele Shiowaki,
Administrative Assistant
Marisa Yamane, Director,
Communications &
Public Relations
HTA Board Members
Micah Alameda, Assistant
General Manager/Head of
Marketing, Nā Leo o Hawai‘i
Ku‘uipo Kumukahi, Luna
‘Ike Hawai‘i a Pilina Kaiāulu,
Hyatt Regency Waikīkī
Communication Number 2022-19
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HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
County of Hawai‘i
Staf
Doug Adams, Director,
Department of Research
and Development
Michelle Agbigay,
Economic Development
Specialist, Department of
Research and Development
Bob Agres, Manager
for Disaster Recovery,
Community Engagement
and Collaboration
Frecia Cevallos, Tourism
Specialist, Department of
Research & Development
Keiko Mercado, Long
Range Planner, Planning
Department
Riley Saito, Energy
Coordinator, Department of
Research and Development
Marcia Timboy,
Community Member
Hawai‘i Alliance
For Community-
Based Economic
Development
Brent Kakesako,
Executive Director
Keoki Noji, Chief
Operating Ofcer
Sean Tangco,
Program Specialist
Pua Yang, Research
& Planning Support
AmeriCorps VISTA
The Good Juju Co.
Cynthia Deroiser,
CEO/Principal
Lisa Webster, Associate
Trent Fish, Tech Facilitator
Anthology Group
Nathan Kam, Partner/
President, Public Relations
Erin Khan, Vice President,
Public Relations
Christine Ulandez,
Assistant Account
Executive, Public
Relations
Communication Number 2022-19
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HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
Glossary
Adaptive Management: In natural resources, the
term means learning by doing, and adapting based on
what’s learned (Walters and Holling 1990). It is based on
the recognition that resource systems are only partially
understood, and there is value in tracking resource
conditions and using what is learned as the resources
are being managed. Learning in adaptive management
occurs through the practice of management itself, with
adjustments as understanding improves. Source: U.S.
Dept of the Interior
‘Āina-Based: Bringing people to that ‘āina and steward-
ing the diferent aspects and components of it.
Average Length of Stay: Number of days visitors are
on the island, including the day of arrival and the day
of departure.
Average Daily Census: Average number of visitors
present in Hawai‘i on a single day.
Limits of Acceptable Change: A proactive visitor
management approach to identify how much visitor
impact in a natural area is acceptable. The focus is on
determining how much change is appropriate and accept-
able for the natural area and how it should be managed.
Collaborative planning, identifying indicators and
measures, impact monitoring, and developing mitigation
strategies for negative impacts are part of the process.
Regenerative Tourism: Regenerative tourism
is “creating the conditions for life to continuously
renew itself, to transcend into new forms, and to fourish
amid ever-changing life conditions” (Hutchins and Storm,
2019)—through tourism. It “recognizes its communities
and places are living systems, constantly interacting,
evolving, self-organizing, efcient, learning, distinct,
and vital to create abundance, balance and conditions to
support other life, resilience and contribute to a greater
system of well-being.” (Earth Changers, 2020)
Sustainable Tourism: Development that meets the
needs of present tourist and host regions while protecting
and enhancing opportunities for the future. It is envisaged
as leading to management of all resources in such a way
that economic, social and aesthetic needs can be fulflled
while maintaining cultural integrity, essential ecological
processes, biological diversity, and life support systems.
(World Tourism Organization)
Average Daily Visitor Spending: Total spending of an
individual on a given day during their stay.
Visitor: Out-of-state traveler who stayed in Hawai‘i for a
period of time between one night, but less than one year.
Visitor Days: Total number of days visitors are on the
island and/or in the state.
Total Visitor Spending: The U.S. dollar amount spent in
Hawai‘i attributed to a visitor. This includes direct spend-
ing by visitors while in Hawai‘i, as well as any prepaid
package purchased before arrival. The expenditure data
does not include trans-Pacifc airfare costs to-and-from
Hawai‘i, commissions paid to travel agents, or portions of
the package in another state or country.
Communication Number 2022-19
HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023
Sources
Department of Business, Economic Development & Tourism’s County
Economic Conditions:
https://dbedt.hawaii.gov/economic/qser/county/
Hawai‘i Tourism Authority (HTA) Annual Visitor Research Report 2019:
https://hawaiitourismauthority.org/media/5062/2019-annual-report-fnal-for-
posting.pdf
HTA November Monthly Visitor Statistics:
https://hawaiitourismauthority.org/research/monthly-visitor-statistics/
HTA Visitor Satisfaction & Activity Reports:
https://hawaiitourismauthority.org/research/visitor-satisfaction-and-activity/
HTA Resident Sentiment Survey Update 2019:
https://hawaiitourismauthority.org/media/4268/resident-sentiment-board-
presentation-02-27-20.pdf
Hawai‘i Hotel Performance Report:
https://hawaiitourismauthority.org/media/6335/hta-december-2020-hawaii-
hotels-performance-fnal.pdf
Hawai‘i Vacation Rental Performance Report:
https://hawaiitourismauthority.org/media/6340/hta-december-2020-hawaii-
vacation-rental-performance-fnal.pdf
29
Communication Number 2022-19