Ever wondered what goes on behind the scenes of Hawaii’s tourism management? The newly formed HTA advisory board just had its first meeting, tasked with a monumental challenge: regaining public trust after a series of controversies. Can this new era bring the transparency and accountability island residents demand? Dive in to find out how they’re planning a ‘paradigm shift’!
The newly constituted Hawaii Tourism Authority (HTA) advisory board convened for its inaugural meeting on Thursday, embarking on a critical mission to fundamentally redefine its operations and restore public trust. This assembly, featuring a mix of seasoned and new members, faces the daunting task of proving its capability to responsibly steward state tourism and the substantial public funds allocated for its management.
Central to the board’s ambition is a “paradigm shift,” a turning point symbolized by the opening cultural protocol led by Troy Lazaro, a kumu hula and Native Hawaiian cultural steward. His invocation of “huliau,” meaning “to turn,” underscored the collective desire to honor past lessons while forging a new, illuminated path for tourism management in the islands, emphasizing a fresh start.
This imperative for change stems directly from a series of unresolved scandals and significant operational deficiencies that plagued the HTA earlier this year. Reports of dramatic leadership shake-ups, persistent staffing shortages, allegations of a toxic work environment, inappropriate freebies, procurement violations, and late payments to contractors have severely eroded faith in the organization.
Legislative actions, particularly Senate Bill 1571 (now Act 132), reflect the loss of confidence lawmakers had in the previous HTA board. Under this new act, HTA’s role has been downgraded from policy-setting to advisory, granting the State Department of Business, Economic Development and Tourism (DBEDT) broader government oversight. The new HTA president and CEO will now report directly to Governor Josh Green, signaling a more centralized accountability structure within Hawaii Politics.
Calls for transparency and resolution resonate from former board members. Mufi Hannemann, in his resignation, urged a thorough, above-board investigation into past wrongdoings, demanding clarity and justice for employees who were allegedly hurt or silenced. Similarly, David Arakawa acknowledged past questions of accountability, judgment, and responsibility, underscoring the ongoing need for integrity within the HTA.
Beyond internal issues, the HTA is under immense pressure from the local community. Oahu residents voiced strong concerns about tourism’s negative impacts, including overcrowding, traffic congestion, safety hazards, and environmental degradation, which diminish the quality of life for residents and visitors alike. These impassioned testimonies highlight the urgent need for more effective tourism management strategies that prioritize community well-being.
Financial stewardship remains a contentious issue. Critics, such as Malia Blom Hill of the Grassroot Institute of Hawaii, question the use of taxpayer funds for an industry that should, in her view, fund its own promotion, citing historical accountability issues. Conversely, DBEDT Director Jimmy Tokioka advocates for state support, arguing that the significant tax revenue generated by the visitor industry obligates the state to assist it comprehensively, from large hotels to small businesses.
Despite the high stakes and the history of infighting that characterized its predecessor, the new advisory board navigated its first agenda promptly and without discord. While the election of a new chair was deferred, Kimberly Agas and James McCully were selected as co-vice chairs, signaling a potentially more collaborative approach. The “Achilles’ heel” of the previous board, an unwillingness to prioritize service, appears to be a lesson learned for this new, more “constrained” body, fostering a spirit of HTA Reform.
Further demonstrating its measured approach, the board postponed committee appointments, allowing members ample time to deliberate on their choices for the Branding, Administrative, and Ho‘okahua Hawai‘i (destination stewardship) Standing Committees. Additionally, new Sports Tourism and Film Production Tourism Committees were created, aligning with the current administration’s and DBEDT’s evolving tourism priorities. The emphasis is clearly on rebuilding credibility and establishing a firm foundation for future public trust.
