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Kaua‘i Tourism Strategic Plan 2019-2021 i

Kaua‘i Tourism Strategic Plan 2019 – 2021

Refocusing Tourism to Find Balance

FortheperiodJuly1,2018toJune30,2021

August2018

Supportedby

CountyofKaua‘iHawai‘iLodgingandTourismAssociation-Kaua‘i

Kaua‘iVisitorsBureau

Preparedby

DianeZachary,Consultant

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Kaua‘i Tourism Strategic Plan 2019-2021


Kaua‘i Tourism Strategic Plan 2019-2021 iii

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Acknowledgements ThisplanwascreatedwiththeactiveparticipationofdozensofpeopleallcommittedtothebeliefthatKaua‘iisaspecial,uniqueplacetobehonoredandcaredfor,evenaswewelcomevisitorstotheislandtocontributetotheeconomy.Iamappreciativeoftheirthoughtfulanalysisoftheissuesourislandfacesandtheirwillingnesstothinkboldly.Theyrecognizeclearlythattourismgrowthcannotoutweighthebestinterestsoftheenvironmentandourresidents;abalanceisneeded.SincerethanksareextendedtoallmembersoftheSteeringCommitteeandprioritystrategycommitteesfortheirdedicationintimeandeffortduringthemanymonthsittooktocompleteourresearch,analysis,discussionandplanning.Servingonthesecommitteeswasavolunteercommitment,inadditiontotheiralreadyfullagenda.Specialthankstothoseleaderswhotookonthetaskofchairingacommitteetokeepthingsmovingforward–DeniseWardlow,CeLucenteandCandaceTabuchi.Finalizingadocumentlikethistakesmanyhands.ManythankstoKatyBritzmann,PamaiCano,BobCrowell,JeriDiPietro,LeaKaiaokamalie,JoyMiura-Koerte,ChrisMoore,MichaelMoule,RayneRegush,LeeSteinmetz,BenSullivan,CandaceTabuchi,JanTenBruggencate,BethTokiokaandAnneWaltonfortheirhelpfulfeedbackandassistanceonthefirstdraft.AgencyandcommunitypartnershipswiththeKTSPcommitteeswillbekeytoimplementingthisplan.Iamappreciativeofthehelpofferedandlookforwardtoyourcontinuedinvolvementinthethreeyearsahead.Awarmmahalotothefundersofthisproject,CountyofKaua‘iOfficeofEconomicDevelopment,Hawai‘iLodgingandTourismAssociation-Kaua‘iandKaua‘iVisitorsBureau.SpecialthankstoMayorBernardCarvalhoandtheKaua‘iCountyCouncilforrecognizingthevalueofcollaborativeplanningandactionforKaua‘itourism.Finallyandimportantly,IamappreciativeofOED’sNalaniBrunandKVB’sSueKanoho,whothroughoutthisprojectofferedvision,guidance,realitychecksandacommitmenttoprogress.Ithasbeenmyhonortobeapartofthisproject.DianeZacharyConsultant

Kaua‘i Tourism Strategic Plan 2019-2021 v

Table of Contents

ExecutiveSummary ……………………………………………………………………………………………..vii

Introduction……………….…………………………………………………...………………………………………..1HistoryofTourismonKaua‘i …………………………………………………………..………………………………………..1Kaua‘iTourismStrategicPlanning–Background,ProcessandPurpose…………………………………….2 KTSP2006-2015 ……………………………………………………………………………………….………………………..2 KTSP2016-2018 ……………………………………………………………………………………….………………………..2 KTSP2019-2021 ……………………………………………………………………………………….………………………..3

GoalsandInitiativesthatGuidePlanning ………….………………………………….…………………..6UnitedNationsSustainableDevelopmentGoals …………………………………………….………………………..6StateandCountySustainabilityGoals …………………………………………………………….………………………..6Aloha+Challenge ……………………………………………………………..…………………………….………………………..7Hawai‘iTourismAuthorityStrategicPlan2016 ……………………………………………….………………………..7Kaua‘iCountyGeneralPlan2018 …………………..…………………….……………………….………………………..8

TourismToday–andHowWeGotHere……………………………………………………….….………..8VisitorStatistics ……………………….……………………………………………….…………………….………………………..9Residentv.VisitorGrowth ………………………….……………………………………………….………………………..12VisitorAccommodations–CurrentandPossible …………………………………………………………………….12OvertourismThreatensKaua‘i’sFuture …………………………………………………………………….…………….15

RefocusingTourismtoFindBalance:Framingthe2019-2021Plan ….…………..………….18Kaua‘iTourismStrategicPlan’sRoleinCreatingChange ………………………………….…………………….18TourismTrends–CurrentandAnticipated ……………………………………………………….…………………….19IssuesandConcerns……………………………………………………………………………………….………………………..20

Kaua‘iTourismStrategicPlan2019-2021 ….………………………………………….……..………….24KTSPandRefocusingTourism ……………………..…………………………………………….…………………………..24Kaua‘i’sTourismValues ……………………………………….………..……………………………….……………………..242040VisionforTourism…………………………………………….…..………………………………………………………..24KTSPGoalfor2019-2021 ……………………………………………….……………………………….……………………..26TheVisitorKaua‘iWantstoAttract …………….………………………………………………………………………….26BroadTourismObjectives2019-2021………………………………..……………………………….…………………..27TakingAction:PriorityStrategiesandActionPlans2019-2021….…………………….……………………..27

MovingfromPlanstoImplementingAction……………………………………………………………..44

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Appendices ………………………………………………………………………………………….………………..45AppendixA. KTSPPlanningCommitteeMembers …………..…………………………………………………….46AppendixB. CommunityAssociationFocusGroupParticipants…………………………..……….………49AppendixC. AcronymsandAbbreviations ………………………..………………………………………………….50AppendixD. References ………………………………………………………….……………………………………………51

Kaua‘i Tourism Strategic Plan 2019-2021 Executive Summary vii

Executive Summary

RefocusingTourismtoFindBalance

Inthepast,themetricsforsuccessfultourismhavebeeneconomy-based:roomoccupancy,numberofvisitors,totalexpendituresofvisitors,visitorindustrycontributiontogovernmentrevenuesandthelocaleconomy,andspendingpervisitor.

OnKaua‘i,asinmanyworld-classvisitordestinations,timeshavechanged.Weareatatippingpointandtheriskofovertourism1threatenstheenvironment,qualityoflifeandthevisitorexperience.Whiletheeconomicmetricsoftourismarestillvital,“qualityoflife”metricsarenowessential:qualityofthevisitorexperience,impactofthevisitorindustryonlocalresidentsandtheenvironment,andthequalityoflifeofvisitorindustryemployees.Inorderforthevisitorindustrytocontinuetothriveandbeapositivecontributortooureconomy,itmustalsobeavitalpartnerincontributingtothequalityoflifeforKaua‘iresidentsandprotectingourisland’spreciousresources.Thisrequiresa“refocus”withinthevisitorindustryandinitsrelationshipsandpartnershipsatthelocalandStatelevels.ThisKaua‘iTourismStrategicPlan(KTSP)forJuly2018toJune2021laysoutthevision,goals,andactionstoachievethisvitalrefocus.

KTSPPlanningStructureandFunding

Dozensofvolunteerindustry,governmentandcommunitymembersparticipatedinthedevelopmentofthisplan.Theplanrepresentsthecommitmentforapublic-privatecollaborationtosetanewcoursetobettermanageKaua‘i’stourism.

Duringplanning,andintheupcomingimplementationphase,a3-memberExecutiveCommitteeguidestheKTSPproject;a24-memberSteeringCommitteesetsdirection,makesdecisions,coordinatesactionsandmonitorsprogress;andeachofthefivecommitteesisfocusedonaspecificpriorityimportanttothesuccessofthevisitorindustry.ThestrategicpriorityareasforFY2019-2021are:

1Overtourismdescribesdestinationswherehostsorguests,localsorvisitors,feelthattherearetoomanyvisitorsandthatthequalityoflifeintheareaorthequalityoftheexperiencehasdeterioratedunacceptably.ThetermbegantobeusedinSummer2017whenprotestsagainsttourismcrowdingtookplaceinseveralEuropeancities.

2Sustainabletourismseekstominimizeecologicalandsocial-culturalimpactswhileprovidingeconomic

benefitstolocalcommunitiesandhostcountries.(MohonkAgreement,2000)

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♦ SustainableTourism2

♦ TransportandTransit♦ NaturalandCulturalEnvironment♦ Communications♦ EmployeeDevelopment

Thisplanisguidedbyinternational,stateandlocalgoalsandconsiderstourismbestpracticesinrefocusingtourism.

Fundingtosupportplandevelopmentwasprovidedby:

♦ CountyofKaua‘ithroughtheOfficeofEconomicDevelopment(OED)

♦ Hawai‘iLodgingandTourismAssociation-Kaua‘i(HLTA)

♦ Kaua‘iVisitorsBureau(KVB)

Theplanisintendedtobeadynamicdocumentthatcanberevisedandupdatedasneeded.ItincludesavisionandgoalforKaua‘i’stourismfutureandsetsthedirectionfortourismforthenextthreeyears,coupledwithstrategiesandactionstowardthatfuture.Itincludesmeasuresofprogressandtheflexibilitytoadjuststrategiesandactionsastheneedarisestorespondtonewopportunitiesandunforeseenevents.

TourismToday–andHowWeGotHere

Likemanyotherdestinationsaroundtheglobe,theisland’seconomyisheavilyreliantonthesuccessandsustainabilityofthevisitorindustry.TourismonKaua‘isupportsaboutone-thirdoftheisland’seconomyandemploysapproximately38%oftheisland’sworkforce.Tourismbusinessesalsopartnerwiththecommunitythroughtheirdonationsofservices,productsandsponsorships.

In2017,therewere1.277millionvisitorarrivalsbyairtoKaua‘i,stayingonaverage7.51days.Inaddition,therewere214,500cruiseshiparrivals.Theaveragedailyvisitorcensus(ADVC)was26,267.VisitorexpendituresonKaua‘itotaled$1.83billionin2017;theaveragevisitorexpenditureperdaywas$191.00.

KTSPAuthority

Itisimportanttonotethatthisplanwascreatedthroughapublic-privatecollaborationthathasnolegaljurisdictionorauthority.Itsuseisvoluntaryamongthestakeholdersinvolvedintheplan’sdevelopmentandwithinthevisitorindustryinitsimplementation.

TheimportanceandvalueoftheplananditsimplementationhavebeenrecognizedwithintheindustryandintheKaua‘iCountyGeneralPlan2018(GeneralPlan2018).Asaresultoftheworkconductedtocarryoutthe2016-2018tourismstrategicplan,industry-governmentcommunicationandcooperationhaveimproved,issueshavebeendiscussedandtackled,andprogresshasbeenmadeandreported.However,theprocesshasalsoshownthatmuchmoreworkremains.

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Numbersforthefirsthalfof2018showanincreaseinvisitorarrivals,spendingandlengthofstay.TheADVCforthefirstsixmonthsoftheyearwas29,319,upfrom26,513forthesameperiodin2017.Thehighestmonthtodatein2018wasinJune,whentheislandhadastaggeringADVCof33,368.Occupancyatvisitorpropertiesremainshigh.

Kaua‘ivisitorshavechangedinrecentyears.Inthepast,whenvisitorsmostlytraveledintourgroups,stayedinhotelsandgotaroundontourbuseswithasetitinerary,theimpactsdidnotfeelasgreatastheydonow.Today,mostvisitorsarefreeindependenttravelers(FITs),oftenstayinginvacationrentalswithincommunities,travelingincarstheyrentfortheirentirestayandsearchingforspecial,“undiscovered”places(oftenfoundonsocialmedia),includingplacestheyshouldnotbe.Asaresult,theimpactofvisitorsfeelsmuchgreatertotheresidents.

Whiletourismhasprovidedvaluablejobs,stateandcountytaxrevenuesandhelpedsupportotheropportunities,thecurrentleveloftourismhasoverstretchedtheresourcesandinfrastructureofKaua‘i.Atjust552squaremilesanda2017populationof72,159,3onaverageinagivendayoneinthreepeopleonKaua‘iisavisitor.Overthepastyeartherehavebeennomajorcapacityimprovementstotheisland’sinfrastructure.Experiencehasshownthatthevisitorandresidentexperiencearebothstrainedwhenthenumberexceedsapproximately25,000.

Resort,hotelpropertiesandvacationrentalsaccountfor41percentofthetotalCounty’srealpropertytaxcollected,makingitanimportantlocalrevenuesource.In2017,Kaua‘ihad8,821recordedvisitorunits.Thatnumbercouldexpandby3,000ifalltheunitsalreadyintheCountypipelinearebuiltandnonewpermitsaregranted(a34%increase).Assumingthetypicaltwoorthreevisitorsperunit,thiscouldpotentiallyincreasetheADVCtoanuntenablenumber.

Recentexperiencehasshownthatadailyvisitorcountthatexceedsanaverageofabout25,000perdaystrainsthecurrentinfrastructureandincreasesresidentfrustration.Thatnumberhasbeenfarexceededoverthepastcoupleofyears.ItisclearthatthestatusquoforKaua‘itourismcannotcontinue.Boldactionmustbetakentobettermanagetourismtoprotecttheenvironmentandresidents’qualityoflife.

Kaua‘i’sTourismValues

Kaua‘i’svisitorindustryisfortunatetobeabletodrawonsomanyuniqueandspecialaspectsoftheisland.Tosupportthisuniqueness,ourvaluesfortourismonKaua‘iareto:

• Honortheisland’speopleandheritage• Supportandenhancethequalityoflifeforresidents• Valueandperpetuatetheisland’snaturalandculturalresources• Engendermutualrespectandpartnershipamongallstakeholders

3U.S.CensusBureau,AmericanFactFinder

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• Supportavitalandsustainableeconomy• Provideaunique,memorableandenrichingvisitorexperience

2040VisionforTourism

Thetourismactionstakentodaywillhavelastingimpactsonthefuture.Ifwehaveaclearvisionofthatfuture,wecanbeguidedbyitincreatingactionstotakenow.

Inourvisionoftourismin2040,Kaua‘iisagloballeaderinthereinventionofthevisitorindustry.Collaborativeactionbycommunitystakeholdershasaddressedunsustainablevisitorgrowthaswellasclimatechangeandsocialinequity.Tourismremainsavaluedeconomicsector,asothersectorshaveemergedtooffergreaterstabilityandopportunityfortheisland.

Transportation:Theimportanceofthetransportshifttoamulti-modalsystemcan'tbeoverstated,asithastransformedeveryaspectofislandlife.Tourismandthebroadereconomyhavebeendecoupledfromthesingleoccupancyvehicle.Only30%ofvisitorsrentcarsfortheirentirestay.Shuttlestakevisitorsandresidentstoprimarydestinationsaroundtheisland.Electricvehicles,manyofwhichareshared,havereplacedgasanddieselcars.Bikesharesabound.Thecoastalpathhasbeenextendedinareasaroundtheisland,andbothvisitorsandresidentsusetherangeoftransportationinnovations.Roadsarelesscongestedandsafeforwalkingandbiking.

Housing:Hotelpropertieshaveconvertedsurplusparkingareas,thankstothetransportationshift,intomixed-usedevelopments.Manyemployeesandtheirfamiliesenjoylivingon-siteandinnearbyneighborhoodswhereaffordablehousinghasbeenbuilt.Denser,walkabletownsreducecostsforresidents,makingtheirlivesmoreaffordable.Longdistancecommutingfromhometoworkorshoppingisrare.Shortandlong-termhousingrentalsareregisteredandregulationsareenforced,offeringamuchclearergraspofislandcapacityandbetterdatafordecision-making.

SustainablePractices:Tourism-relatedbusinesses,alongwiththecommunity,implementmeasurestoconserveresourcesandprotecttheenvironment.Food,productsandservicesarelocallysourced.Wasteisreduced,organicwasteismanagedon-sitewherepossible,recyclingisseamless;allthisreducessolidwasteproductionforthelargercommunity.Wideuseofgreywaterhasthetriplebenefitsofreducingwaterconsumption,reducingwastewaterloads,andsupplyinglowercostirrigationwater.

ClimateChange:Visitorsoffsettheiraviationemissionsbyvolunteeringorfinanciallysupportingprojectsbenefitinglocalcommunities,suchasimprovingthehealthoftheisland’swatersheds.Governmentandvisitorindustryleadersworktogethertosupportbuildingandzoningpoliciesthatanticipateandrespondtoclimatechangeandsealevelrise,ensuringpublicsafety.

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Cultural,RecreationandRejuvenationSpaces:Kaua‘ihasdevelopedplace-basedresourcemanagementsystemsandpracticestocontrolcapacity,accessandconservation.Innovativefundingmechanismshavehelpedestablishandmaintainhealthyandvibrantbeaches,parks,trailsandpublicspacesforactiveandpassiveuse.Culturalsitesareprotectedandpreservedtohelpeducateandinspireus.Usersconsiderthemselvesco-stewardsoftheseuniquespaces.

VisitorExperience:VisitorscontinuetocometoKaua‘ifromaroundtheworldtoenjoylonger,extendedvacationsonagreenislandthathasintegratedcultureandnaturalresourcemanagementintoeverydaylife.Theyconductthemselveswithrespectandappreciationfortheculturalandnaturalenvironment.Theyfollowthecontrolsputinplaceinareasofhighculturalorecologicalvaluewiththeunderstandingthatitwillbenefittheirexperienceasavisitor.Well-trainedemployeesofferrenownedcustomerservice.Ourcommunityworkstomaintainbalanceinvisitorarrivalstoensurepositiveexperiencesforvisitorsandresidentsalike.Managedaccessatpopulardestinationsisawin-winforall.

TheInspiration:AchievingthisvisionwouldnothavebeenpossiblewithouttheinspirationandtraditionsofourHawaiianculture,whichgifteduswithaholisticandinclusiveapproachtoproblemsolving.Kaua‘icontinuestodrawonthealohaspiritofitsresidentsanditsnaturalbeauty.Residentsviewtourismasavaluedpartnerinandcontributortothecommunity.

KTSPGoalfor2019-2021

GuidingthisplanisthefollowingKaua‘ivisitorindustrygoal:

TheVisitorKaua‘iWantstoAttract

Visitorsselectdestinationsthatmeettheirinterestsandtravelstyle.Kaua‘imaynotbetheidealdestinationforeveryone.Ingeneral,thevisitorsKaua‘ihopestoattractwillbe:

♦ Freeindependenttravelers(FIT)4

♦ Amixofnewandreturningvisitors♦ Families♦ Fromallincomelevels♦ Interestedincultureandheritage♦ Thosewhoenjoynewexperiences

♦ Naturelovers♦ Ecotouristswhorespecttheenvironment♦ Thosewhowanttoenjoyoutdoor

activities,suchashiking,kayaking,ziplining,ATVtours,golf,etc.

♦ Celebratingromance

4Anindividualorsmallgrouptravelingandvacationingwithaself-bookeditinerary

OurgoalistorefocustourismtoresponsiblymanagetheeconomicactivityofKaua‘itourisminasustainablemannerwhilecreatingmemorableexperiencesforvisitors,improvingqualityoflifeforresidentsandensuringthestewardshipofournaturalandculturalresources.

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BroadTourismObjectives2019-2021

Kaua‘i’sfirsttourismstrategicplanfrom2006laidoutsevenbroadobjectives.Thoseobjectivesremainrelevantandguidethisnewplan.

1. Makepositivecontributionstothequalityoflifeforresidents.2. Collaboratewithstakeholdersanddecision-makerstofindabalancetomanagevisitor

impactsonKaua‘i.3. IncreasetheeconomiccontributionofthevisitorindustrytoKaua‘i.4. Increasecommunications,interactions,andunderstandingbetweenstakeholdergroups,

especiallybetweenresidentsandthevisitorindustry.5. MaintainandimprovevisitorsatisfactionwiththeirexperienceonKaua‘i.6. ReinforceauthenticNativeHawaiiancultureandlocalKaua‘iculture,thefoundationsof

ouruniquesenseofplace.7. ContributetothepreservationandenhancementofthenaturalresourcesonKaua‘i,

includinglandandocean.

TakingAction:PriorityStrategiesfor2019-2021

Amyriadoftourismissuesandtrendswereidentifiedintheplanningprocess.Theydemonstratetherearemanypossiblepriorityareasoffocusfortheisland’svisitorindustry.However,takingactiononalltheseareasisconstrainedbyavailablefunding,volunteercommitteesandtheiravailabletime,andlackoffull-timestaffing.Fivekeyareaswereselectedthatwillplayanimportantroleinrefocusingtourismoverthenextthreeyears.Thestrategiesrelatedtotheseprioritiesandtheactionsthatwillbeundertakenaresummarizedbelow.Theactionplanforeachstrategy,includingspecificactions,thepartnersinvolved,timelinesandmeasuresofsuccess,canbefoundstartingonpage43.Additionalprioritiescanbeaddressedascircumstanceschangeduringthecourseofthisplanorinfutureplans.

Kaua‘i Tourism Strategic Plan 2019-2021 Executive Summary xiii

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ACTIONS1. Partnerwithothercounties,agencies,electedrepresentativesandorganizations

toestablishtheCounty’sauthoritytohavearoleindecisionsregardingthenumberofflightsandairseatscomingtoKaua‘i.

2. SupporttheCountyadministrationinitseffortstoreduceorrestrictthenumberofnewvisitorunitsforprojectsthathavereceivedentitlementsandapprovalsbutarenotyetunderconstruction.

3. Encourageexpandeduseofsustainabilitypracticesamongtourism-relatedbusinessestosupportagreenisland.

4. Advocateforfundingtoengageexpertsintourismmanagementandovertourismstrategiestokeeppacewithindustrybestpracticesandguidelong-rangedecision-making.

5. ParticipateinandsupporttheCounty’sdevelopmentofacollaborativewastemanagementstrategyforthevisitorindustrythatfocusesonmanagementoforganicwasteandwastereductionover‘universalrecycling’.

6. Participateindevelopingreportingstandardsandgreenhousegas(GHG)emissionstargetswithinthelocalvisitorindustrythatalignwithgoalsintheKaua‘iGeneralPlan2018.

7. Advocateforgovernmentregulationsthat:1)strictlyenforceregulationsforallalternateaccommodationsandinstitutestrongpenaltiesfornon-compliance,2)onlyallownewalternateaccommodationswithintheVDAsincompliancewithzoninganddensityrequirements,3)asaccommodationsinnon-VDAareaschangehands,the“alternateaccommodation”statusexpiresandisnolongerentitledaspartofpropertyownership,and4)explorecreatingnewregulationstodisincentivizethepurchaseanduseofpropertiesastransientvacationunits,suchaslimitingthenumberofdaysperyearthatapropertymayberentedfortransientvacationuse.

PRIORITYSTRATEGY:SUSTAINABLETOURISMDevelopthesystems,processes,supports,regulationsandpartnershipsneededtosupportKaua‘iasagreenislandthatsustainablyintegratestourismasanimportantcontributortothequalityoflifeofresidentsandoffersasatisfyinganduniqueexperienceforvisitors.

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ACTIONS1. Educatethevisitorindustryonitsroleinimplementingthecomprehensive

multi-modaltransportationsystemasoutlinedintheKaua‘iGeneralPlanandtheShortRangeTransitPlan(SRTP),andsecurebroadvisitorindustrysupportforthevision.

2. Catalyzeinnovativesolutions,suchasrideshare,carshareandbikeshare,todovetailwiththeKaua‘iGeneralPlanandShortRangeTransitPlan.

3. SupportfundingandimplementationoftheNorthShoreShuttleasrecommendedintheSRTP,andcoordinatewithimplementationoftheHā‘enaStateParkMasterPlan.

4. Participateinresearchingtheuseofbusinessimprovementdistrictstofundmulti-modaltransportationsolutionsandotherimprovements,includingresortareashuttlesandshuttlesfromtheairporttoresortareas.

5. EngagethePo‘ipūcommunityandresortsinPo‘ipūRoaddesign,parkingneedsandpossiblesupportoflandscapemaintenance.

6. SupportcompletionoftheKapa‘aTransportationSolutionspriorityprojectsasoutlinedintheKaua‘iGeneralPlan.

7. SupportcompletionofashareduselaneorpathlinkingNāwiliwiliHarborwithRiceStreet.

ACTIONS1. StronglyencourageagenciesandgroupsresponsibleforKaua‘i’shighlysensitive

culturalandnaturalresourcestoadoptamanagementframework,withcommunityparticipation,todetermineappropriatesitecapacityandtheconservation,preservationandmitigationmeasuresneededtoensurethelong-termsustainabilityoftheresourceandtheenjoymentofusers.

2. Workwithelectedofficialstodevelopdedicatedfundingtosupportthelong-termmaintenanceandimprovementofinfrastructure,parks,trailsandculturalsitesforthebenefitofresidentsandvisitors.

PRIORITYSTRATEGY:TRAFFICANDTRANSITSupportacomprehensivemulti-modallandtransportationsystemforresidentsandvisitorsthatintegratescommunityplanning,streetdesign,trafficmanagement,shuttleandtransitservices,andbicycleandpedestriantravel,inordertoreducetrafficcongestion,improvesafetyandprovidemobilityasaseamlessservice.

PRIORITYSTRATEGY:NATURALANDCULTURALENVIRONMENTSustainablymanageandmaintainparksandtrailsforthesafeandresponsibleenjoymentofresidentsandvisitors.

Kaua‘i Tourism Strategic Plan 2019-2021 Executive Summary xv

3. SupportDLNRStateParkDivision’sinitiationofadaptivemanagement5forStateparkandtrailresources,whichmayincludeplacinglimitsorrestrictionstoprotecttheresource.

4. Encouragerevenuegenerationforongoingparkimprovementandmaintenance:generateincomethroughfeesforout-of-statevisitors,grantsandvoluntarydonationsandinstituteapaymentsystemforcommercialuserstoaccessspecifiedareasasawaytofundimprovementsandmaintenanceandtocontrolaccesstotheseareas.

5. AdvocateforfundingfortheHā‘enaandKōke‘eStateParkmasterplansandsupportimplementationoftheplans.

6. SupporttheupdateoftheNāpaliCoastManagementplan.7. Participateinimprovingmessagingandvisitoreducationonnaturalresource

conservationandinterpretationby:updatingtrailmaps,installingtrailmarkers,placingkiosksattrailheadswithsafetytips,mapandinterpretiveinformation;usinginnovativedigitalmethodstoshareinformationandmessageswithusers;andencouragevisitorguides,boatoperatorsandothertourismproviderstopresentinformationthatincreasesvisitorunderstandingofKaua‘i’suniqueculturalandnaturalenvironment.

8. Considernewareastoexpandparksandtrailsusetomitigateovercrowdingandresourcedegradation.

ACTIONS1. SupportKPAA/KeikitoCareer’s“CareerConnection”programforhighschool

studentsandencouragevisitorindustryemployerstoparticipate.2. Updatetheflyeroftrainingopportunitiesfornewandcurrentworkersand

optionsforfundingtosupportworkertraining.3. SupportKCC’sHospitalityandTourism(HOST)program,includingthePrior

LearningAssessment(PLA)andEarlyCollegeprograms.4. ContinuetosupporttheannualLead,ExposeandInspire(LEI)programforhigh

schooljuniorsandseniors.5. ExploretheadvisabilityofrequiringcertificationsforspecificpositionsinHawai‘i,

suchastourguidecertification,andcertificationofprofessionaldevelopmentincustomerservice.

5Adaptivemanagementincorporatesresearchintoconservationaction.Specifically,itistheintegrationofdesign,management,andmonitoringtosystematicallytestassumptionsinordertoadaptandlearn.

PRIORITYSTRATEGY:EMPLOYEEDEVELOPMENTSupportcareerexplorationandpreparationprogramsthatattractnewworkerstothevisitorindustryandprovidecareerdevelopmentopportunitiesforcurrentvisitorindustrystafftoensureanavailable,well-qualifiedworkforce.

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ACTIONS1. Educatevisitorsbeforearrivalthroughvideosandsocialmedia,andafterarrival

throughappropriatesignageapps,tourismwebsitesandwell-informedvisitorindustryemployees.

2. Keepresidentsinformedoftheroleofthevisitorindustryinthecommunity,solicitcommunityinputandmaintainongoingcommunicationstosolveproblemsandmitigateconcerns,recognizingthattourismisavaluableeconomiccontributor.

3. EducateelectedofficialsandrelevantagenciesontheKaua‘iTourismStrategicPlanandthelong-rangevisionforKaua‘itourism,securetheirsupportandmaintainongoingcommunicationsonissuesrelatedtotourismandneededpoliciesandregulations.

4. Educatethevisitorindustry,suchasattourismassociationandemployeemeetingsorthroughwebinars,abouttheKaua‘iTourismStrategicPlanandenlisttheirsupportandassistanceinitsimplementation.

5. BriefstateandcountyagenciesrelatedtotourismaboutKaua‘iissuesrelatedtotheindustry,andenlistthemaspartners.

6. Createactivitiesthatbringallstakeholders(includingcommunitymembers,communitygroupsandtourismleadersandstaff)togethertoshareupdates,dataandideasonKaua‘i’svisitorindustry.

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ACTIONS1. Contractforservicestofacilitateandcoordinatetheworkandcommunications

oftheSteeringCommitteeandPriorityStrategyCommittees.2. Convenemeetingsofthecommitteestodiscussandimplementtheplan’s

recommendations;trackprogressontheactionplans;andreportannuallyonoutcomes.

PRIORITYSTRATEGY:COMMUNICATIONSUtilizeeffectivecommunicationswithallvisitorindustrystakeholders–includingvisitors,residents,electedofficialsandthevisitorindustryatlarge–soallareinformedandhaveopportunitiesfordialoguetominimizeconflictsandimprovetourismasavaluableeconomiccontributor.

PRIORITYSTRATEGY:PLANIMPLEMENTATIONEnsuresuccessfulplanimplementationbycoordinatingmeetingsandcommunicationsoftheSteeringCommitteeandprioritystrategycommittees,trackingprogressonactionplans,reportingprogressandupdatingactionplanswhenneeded.

Kaua‘i Tourism Strategic Plan 2019-2021 Executive Summary xvii

Moving from Plans to Implementing Action

TheKaua‘iTourismStrategicPlanisintendedtobedynamic,opentorevisionwhenneeded.Toensureitssuccessfulimplementation,therewillalsobeaneedtosecuretheinvolvementandbroadsupportofelectedofficials,relevantagencies,thevisitorindustryatlargeandthecommunity.

Thesuccessofthisplanislimitedonlybythewisdom,understandingandcommitmentofthoseinvolved.Itisnowuptothevisitorindustryandtheirpartnerstoembracethatchallenge.

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Kaua‘i Tourism Strategic Plan 2019-2021 1

Introduction

HistoryofTourismonKaua‘i

ItisbelievedKauaì'searliestresidentsarrivedaboarddouble-hulledvoyagingcanoesaround900A.D.althoughtheirarrivaldateisstillunderdiscussion.TheirPolynesianculturewassimilartothatinTahiti,theCookIslands,theTuamotus,theMarquesasandotherislandsofeasternPolynesia,allofwhichwereinhabitedwithinafewhundredyearsofeachother.Kaua‘iwasalreadywellsettled,withlocalpopulationsestablishedinseverallocalities,by1200A.D.TheHawaiianswereskilledatfarmingandfishing.Theyhaddevelopedacomplexcultureledbychiefs.Thequalityoftheirmaterialculture—carvings,canoesandtools,weavingandclothmaking–wereunmatched.AlthoughthereareseveralreportsofearlierEuropeancontacts,thearrivalin1778ofCaptainJamesCookintroducedtheHawaiianIslandstotheWesternworld.Cook’sfirststepsonHawaiiansoilwereatWaimeaonKauaì,andhewasabletoconversewiththeminthelanguageheandhiscrewhadlearnedinTahiti.

Whalersandmissionariesbeganarrivinginthe1820sandearlyinthe19thcenturyaneconomicevolutionsurged,basedonproducingfoodtosupplythewhalingshipsandthepineappleandsugarcaneindustriesforexport.Thisneweconomywassupportedbyaninfluxofimmigrantstoworkthefields.Whalingendedby1846.Tourismbeganasearlyas1885whensteamshipsreplacedslowerandlessreliablesailingvessels.Thatyear,aone-weektourtoKaua‘iviasteamshipfromHonoluluwasofferedfor$50.

Asearlyas1896,tourismpromotionsreferredtoKaua‘iasthe“gardenisland”foritsnaturalbeauty,“unrivaledscenicattractions,”andstoriesofthehospitalityofitsnativeinhabitantsandtheiruniquespiritofaloha.Thesugarindustrysupportedanincreaseinsteamshiptravelbetweentheislandsandtourismbeganincreasinginthe1920s.TheHawai‘iVisitorsBureaureportedthatin1929Kaua‘i,withapopulationofnearly36,000,received1,415visitors,farbehindO‘ahuandHawai‘iIsland.

Theemergenceofinterislandflightsintheearly1930saugmentedsteamshiptravelandopenedthedoortotourismonalargerscale.In1937,Kaua‘ihad92hotelrooms.Kaua‘i’spineappleindustrylasteduntilthe1960s.In2000,theisland’slastsugarcanecompanyclosed,leavingtourismastheprimaryindustrydrivingKaua‘i’seconomywith1.075millionvisitorsannuallyandapopulationof58,563.Nationalandinternationaltourismmarketing,aswellasthebeautifulimagesofKaua‘ishowninmajorfilmsshotontheisland,havebeensuccessfulatcontinuingtoattractvisitors.

2 Kaua‘i Tourism Strategic Plan 2019-2021

Kaua‘iTourismStrategicPlanning–Background,ProcessandPurposeVisitorscontinuetobedrawntoKaua‘iforitsbeautifulenvironment,casuallifestyle,richHawaiiancultureandoutdooractivities.WhilethishascreatedavaluableeconomicsectorforKaua‘i,tourism’ssuccessisstrainingthepatienceofresidentsandtheisland’senvironmentandinfrastructure.Thisdocument,theKaua‘iTourismStrategicPlan2019-2021(KTSP),hasbeenpreparedtoofferdirectionforthevisitorindustryandpartneringagenciesandorganizationstoensuretourismremainsavital, competitive,and sustainablepartofKaua‘i’seconomy,providingapositivebenefittoresidentsandvisitorsalike.

KTSP2006-2015TheKaua‘i County TourismStrategic Plan2006-2015,developedin2005and2006andfundedbytheHawai‘iTourismAuthority,wasthefirstefforttolookcomprehensivelyandstrategicallyatthevisitorindustryontheisland.Theplan lookedaheadtenyearsandlaidoutaseriesofstrategiesandactionstobeundertaken.Itreflected the collective feedbackandinputofisland residents, the visitor industry,state and county governments,culturalorganizations,educationalinstitutions,others inthepublic andprivatesectors.Additionally,itconsiderednumerous plans, like the 2000Kaua‘i General Plan,newsarticles, reports,data, research,and otherrelatedinformationin thedevelopmentof thatplan.Implementationofthefirstplanlaggedwhenfacilitationfundingendedafterthefirstyear.Nooneagencyorindividualwastaskedwithensuringtheplan’sprogress.Inaddition,the2008recessionshowedthata10-yearplanningcyclewastoolong.TherecessioncausedadramaticdropinthenumberofvisitorstoKaua‘i;ittookseveralyearsforthenumberstoreturntopre-recessionlevels.Tourismisdynamicandsometimesvolatile,subjecttopolitical,economicandnaturaleventsandforthisreason,a10-yearstrategicplanningcycleprovedunworkable.

KTSP2016-2018Thenextplan,completedin2015,hadamorerealisticthree-yeartimeframetoberesponsivetocurrentandemergingconditions.TheKaua‘i County TourismStrategic PlanUpdate2016-2018,whichcoveredthreefiscalyears,July1,2015toJune30,2018,workedwithinthesamesetofsevenprimaryobjectivesfromthe2006-2015planandidentifiedactionstobecarriedoutbysixvolunteercommittees,undertheguidanceofa24-personSteeringCommitteecomposedofvisitorindustrystakeholdersrepresentinglodging,activities,services,transportation,businessassociationsandgovernmentagencies.Afewhighlightsofoutcomesduringthisperiodinclude:

♦ greatercooperation,coordinationandcommunicationwithstateagenciesandrelatedbusinessandnonprofitgroupstowardcommonobjectives

♦ greaterpromotionanduseofKaua‘iMadeandKaua‘iGrownproductswithinthevisitorindustry

♦ supportforandsuccessfulCountyCouncilpassageofaone-halfpercentincreaseinthegeneralexcisetaxonKaua‘iforroadimprovements


♦ supportforandapprovalbytheHawai‘iBoardofLandandNaturalResourcesoftheHa‘enaStateParkMasterPlan

♦ supportforTourGuideCertificationandCustomerServicetraining,offeredbyKaua‘iCommunityCollegeOCET,incooperationwithKaua‘iChamberofCommerce

♦ buildingsupportforestablishingresortshuttlesaspartoftheCounty’smulti-modaltransportationsystem

♦ advocatedforfundingforroadimprovementsincongestedareasandadditionalstaffingforKaua‘i’sStateparks

Apart-timefacilitatorwascontractedtocoordinatecommitteesmeetingsandreporting.Organizershadtobecreativetofundtheplan’spreparationandimplementation–ARDA-Hawai‘i,theCountyofKaua‘i(CoK),Hawai‘iLodgingandTourismAssociation-Kaua‘i(HLTA),Kaua‘iVisitorsBureau(KVB)andRoyalCoconutCoastAssociation(RCCA)contributedtooneormoreyearsofthattourismstrategicplan.

KTSP2019-2021

NewPlanDevelopment.Thisdocumentcontainsplansforthefiscalyears2019through2021.VisitorindustryleadersrealizeKaua‘iisatatippingpoint.Theislandrisksbeingavictimofovertourism,6leadingtonegativeenvironmentalimpacts,seriousdissatisfactioninthecommunity,trafficcongestion,insufficientinfrastructure,crowdedparks,diminishedvisitorexperienceandhomesusedforvacationrentalsratherthanhousingforresidents.Unlessboldactiontochangecourseandbettermanagetourismistakeninthenextthreeyears,thehealthoftheenvironment,thevisitorindustry’srelationshipwiththecommunity,thevisitorexperienceandthetourismindustryallriskseriousdeterioration.TheislandanditspeopleareattheheartofwhatKaua‘i’svisitorindustryhastooffer.Itistimetorefocustourismsothereisabetterbalancesoitcanremainavaluedcontributortotheislandwithoutoverwhelmingtheenvironment,facilities,infrastructureandresidents’patience.LeadofficialsoftheCountyofKaua‘iandKaua‘iVisitorsBureauserveonanExecutiveCommitteetoguidetheKTSPproject.Thissmallgroupsecuresfundsforplanningandimplementationandprovidesgeneraloversight.TheplanningstructurealsoincludesaSteeringCommitteeandfivecommittees,eachfocusedonaspecificpriorityimportanttothesuccessofthevisitorindustry.ThestrategicpriorityareasforFY2019-2021are:

6Overtourismdescribesdestinationswherehostsorguests,localsorvisitors,feelthattherearetoomanyvisitorsandthatthequalityoflifeintheareaorthequalityoftheexperiencehasdeterioratedunacceptably.ThetermbegantobeusedinSummer2017whenprotestsagainsttourismcrowdingtookplaceinseveralEuropeancities.


♦ SustainableTourism7♦ TransportandTransit♦ NaturalandCulturalEnvironment♦ Communications♦ EmployeeDevelopment

Figure1offersastructuraloverviewoftheplanningandimplementationgroups.

Figure1.KTSPPlanningandImplementingStructure

Thevolunteercommitteesshownontherightabovearechargedwithreviewingandresearchingtheissueswithinaspecificpriorityarea,determiningastrategyforthenextthreeyearsandtheactionplanneededtocarryoutthestrategy.Theyidentifythespecificactionsandpartnersneeded,atimelineandmeasuresofprogress.Thesesamegroupsaretaskedwithimplementingtheactionplanduringthethree-yearperiodoftheplan.CommitteesincluderepresentativesoftheSteeringCommitteealongwithindustry,governmentandcommunitymemberswithexpertiseinthetopic.ThedraftactionplansfromthecommitteeshavebeenpresentedtoandapprovedbytheSteeringCommittee,whichprovidesoverallguidanceandhasdecision-makingresponsibilityfortheKTSP.Thisgroupiscomposedofrepresentativesfromhotelsandtimeshares,activityand

7Tourismthatseekstominimizeecologicalandsocial-culturalimpactswhileprovidingeconomicbenefitstolocalcommunitiesandhostcountries.(MohonkAgreement,2000)

ExecutiveCommittee(Generaloversight,secures

facilitationfunding)

SteeringCommittee(Setsdirection,makesdecisions,coordinates

actions,monitorsprogress)

SustainableTourismCommittee

(Recommendsandimplementsrelatedactions)

TransportandTransitCommittee


NaturalandCulturalEnvironmentCommittee(Recommendsandimplements

relatedactions)

CommunicationsCommittee


EmployeeDevelopmentCommittee



transportationcompanies,resortandbusinessassociations,nonprofitsandgovernmentagencies.TheSteeringCommitteecollaboratesto:

♦ setavisionandgoalforKaua‘i’stourismfuture♦ considerrelevantstateandcountyplansandgoalsindevelopingKaua‘i’stourismplan♦ determinestrategiesandactionsneededtoadvancetourisminlinewiththevisionand

goal♦ communicatewith,educateandbuildpartnershipswithstakeholdersanddecision-

makers,includingCountyadministration,CountyCouncil,stateandfederallegislators,countyandstateagenciesandcommunitygroups

♦ recommendneededpolicyorregulatorychanges♦ suggestnewprogramsthatmaybeneeded♦ advocateforneededlegislationandenforcementaction

SeeAppendixAforalistofSteeringCommitteeandothercommitteemembers. Duringdevelopmentoftheplan,communityandneighborhoodassociationswereinvitedtosendrepresentativestothreefocusgroupsessions,heldinFebruary,MayandAugust2018,toprovideinput.Thisprovedvaluableincreatingaplanthatconsideredtheneedsandwisdomofthecommunityrelatedtotheroleoftourisminthecommunity,issuesaroundtourism,andtheirfeedbackonproposedactions.AppendixBliststhecommunityassociationparticipants.FundingforKTSP2019-2021Threepartnersprovidedfundstocontractforafacilitatortocoordinateanddocumenttheplanningmeetingsandpreparethenewplanfor2019-2021:

♦ CountyofKaua‘ithroughtheOfficeofEconomicDevelopment(OED)

♦ Hawai‘iLodgingandTourismAssociation-Kaua‘i(HLTA)

♦ Kaua‘iVisitorsBureau(KVB)Theplanisintendedtobeadynamicdocumentthatcanberevisedandupdatedasneeded.ItincludesavisionandgoalforKaua‘i’stourismfutureandsetsthedirectionfortourismforthenextthreeyears,coupledwithstrategiesandactionstowardthatfuture.Itincludesmeasuresofprogressandtheflexibilitytoadjuststrategiesandactionsastheneedarisestorespondtonewopportunitiesandunforeseenevents.

KTSPAuthority

Itisimportanttonotethatthisplanwascreatedthroughapublic-privatecollaborationthathasnolegaljurisdictionorauthority.Itsuseisvoluntaryamongthestakeholdersinvolvedintheplan’sdevelopmentandwithinthevisitorindustryinitsimplementation.TheimportanceandvalueoftheplananditsimplementationhavebeenrecognizedwithintheindustryandintheKaua‘iCountyGeneralPlan2018.


GoalsandInitiativesthatGuidePlanningTourismtakesplacewithinaglobal,national,statewideandlocalcontext.Allofthesehavebeenconsideredinthecreationofthisplan.

UnitedNationsSustainableDevelopmentGoalsTheUnitedNationshasdevelopedasetofSustainableDevelopmentGoalsintendedtofosteranunderstandingofdevelopmentissuesandhelpguidenationalplanning.TheKaua‘iTourismStrategicPlan2019-2021isbasedonaconsiderationofhowitcanprovideaqualityvisitorexperiencewhilepartneringasanindustrytocontributetotheseimportantinternationalgoals. Figure2.UnitedNationsGlobalGoalsforSustainableDevelopment

StateandCountySustainabilityGoalsThisplanwillalsocontributetothesustainabilitygoalsourStateandCountyhavesetanddirectionsoutlinedintheKaua‘iCountyGeneralPlanUpdate2018.Thesegoalsinclude:8

♦ 26-28%reductioningreenhousegas(GHG)emissionsby2025relativetoa2005baseline(GeneralPlan2018)

♦ 80%reductioninGHGemissionsby2050relativetoa2005baseline(GeneralPlan2018)♦ 100%renewableenergyby2045(perStatelaw–appliestoKIUC)♦ 100%renewablegroundtransportationby2045(MayoralcommitmentfromDecember

2017,reaffirmedinGeneralPlan2018)

8GoalsummaryprovidedinemailcommunicationfromBenSullivan,CountyofKaua‘iSustainabilityCoordinator,July30,2018


♦ 100%renewableCountyfleetby2035(Mayoralcommitment,reaffirmedintheGeneralPlan2018)

♦ CarbonneutralHawai‘iby2045(Statewidegoal–HB2182)♦ 30%reductioninelectricityusewithinCountyoperationsby2023(CountyOperations

SustainabilityPlan)

Aloha+ChallengeTohelpmeasureprogresstowardthesegoals,theKTSPwilldrawonthedataoftheState’sAloha+Challengedashboardasindicatorsofoursuccess.Thisdashboardincludesmeasuresofprogressinsixkeyareasofsustainability,includingcleanenergy,naturalresourcemanagement,smartsustainablecommunities,wastereduction,greenworkforceandeducation,andlocalfood.Thevisitorindustryhasaroletoplayineachofthesekeyareas. Figure3.Aloha+ChallengeDashboard

Hawai‘iTourismAuthorityStrategicPlan2016(HTASP)”ThepurposeoftheHTASPistoguidetheorganizationinaddressingissuesandcreatingopportunitiesthatwillmoveHawai‘i’svisitorindustryforward.Asstated,thisisHTA’sstrategicplan.ItpresentsfourgoalsthattheHTAintendstoaccomplishbyworkingandcollaboratingwithpartnersandstakeholders.ItisthekuleanaoftheHTAtodrivedemandtoHawai‘i;deliverontheHawai‘ibrandpromiseandexperience;andcontinuetorespectourNativeHawaiiancultureandmālamaHawai‘ianditspeople.”9TheKaua‘iTSPwasdevelopedwithanawarenessofandgeneralalignmentwiththestrategicdirectionsetbyHTA.TheHTAplanestablishesfourgoalstoaccomplishbyworkingandcollaboratingwithpartnersandstakeholders.Thosegoalsarepresentedhereinsummary.

9Hawai‘iTourismAuthorityFive-YearStrategicPlan2016,p.5.


♦ Improveintegrityofthedestination♦ Ensurestableeconomicbenefits♦ ElevateHawai‘i’svalueperception♦ StrengthenHTA’sreputation

TheKTSPSteeringCommitteeagreeswithHawai‘iTourismAuthority(HTA)thatsuccessfultourismrequiresmorethanmarketing;ittakesongoing,carefulmanagement,cooperationandadeterminationtomakeimprovementsinthisimportantindustry.

Kaua‘iCountyGeneralPlan2018InFebruary2018,theCountyCouncilapprovedanewKaua‘iCountyGeneralPlan2018thatprovideslocalgovernmentpolicydirectiontotheyear2035.Thiscomprehensivedocumentoffers:avisionforthefuture;ananalysisoffuturelanduse,landusedesignationsandcommunityplanning;recommendedpolicies;recommendedactionsbysector(includingthewatershed,housing,landtransportation,criticalinfrastructure,sharedspaces,theeconomy,heritageresources,energysustainabilityandclimatechangemitigation,publicsafetyandhazardsresiliency,andopportunityandhealthforall);andguidelinesforimplementingtheplanandmonitoringprogress.IntheKaua‘iGeneralPlan,thetourismsectorisincludedintheEconomysection(p.160-166)andinAppendixH–IssuesandOpportunities(p.481-484).

Tourism Today – and How We Got Here Aroundtheglobetourismisincreasingatrecordratesduetoagrowingpopulationandmiddleclass,availabilityofcheaperflights,destinationpromotionsthroughtravelwritingandsocialmedia,andmorelodgingopportunitiesasapartmentsandhomesaremadeavailableasvacationrentalstoaugmentmoretraditionalhotelsstays.TheUnitedNationsWorldTourismOrganizationreportstherewere25millioninternationaltouristsin1950.Thatnumberskyrocketedto1.3billionin2017;in2030itisprojectedtherewillbe1.7billioninternationaltourists,anaverage3.3%annualgrowth.TourismtodaycontinuestobeimportanttoKaua‘i,supportingaboutone-thirdoftheisland’seconomyandemployingapproximately38%oftheisland’sworkforce(DLIR,2016).Visitorexpenditurestotaled$1.8billionin2017.Theisland’seconomyisheavilyreliantonthesuccessandsustainabilityofthevisitorindustry.Thevisitorindustrypartnerswithandcontributestothecommunityinothervaluableways.Kaua‘i’sannualVisitorIndustryCharityWalkraisesmoneyforgrantstononprofits;$363,000wasraisedattheMay2018event.Ina2017surveyofKaua‘itourismbusinesses,withnotallparticipating,itwasreportedthatthesebusinessesdonatedover$1millioninservices,room


nights,itemsandsponsorshipstononprofitsandgroupstosupporttheiractivities.Tourismemployeesdonatedmorethan3,000hourstocommunityprojects.

VisitorStatisticsAllvisitorsarriveonKaua‘iatthedomesticairportlocatedinLīhu‘eviaaninterislandordirectflightfromtheU.S.mainland.ThelengthofKaua‘i’srunwaylimitsthesizeofplanesthatcanland.WiththeapprovaloftheFederalAeronauticsAdministration(FAA),severalairlineshaverecentlyincreasedthenumberofflightstoKaua‘iandnewairlineshavestartedroutes.Forexample,SouthwestAirlinesisscheduledtobeginflightstoKaua‘iin2018.Thisincreasedseatcapacitydirectlycontributestotheincreaseinvisitorstotheisland.ArecentHTAreportshowsanincreaseof15.8%inseatstoKaua‘ianticipatedfortheperiodJulytoSeptember2018.10MostinternationalflightsarriveinthestatethroughHawai’i’sinternationalairportsinHonolulu,KahuluiandKona;Kaua’ireceivesinternationalflightsonlyseasonallyfromCanada.In2018andprojectedfor2019and2020,theshipscheduleatNāwiliwiliHarbor11includesfrom2to4largeshipseachweek(maximumlength964’)plus3smallershipseachweek(maximumlength365’).Generallyonlyoneshipweeklyisscheduledtostayovernight(Thursday),thoughoneweekinearlyNovember2019twoshipswillhaveovernightstays,onWednesdayandThursday.Thisscheduleissubjecttochange.Approximatelyone-thirdofKaua‘itouristsarefirst-timevisitors,whiletwo-thirdsarerepeatvisitors.Thenumberofunitsintimeshare,condominiums,condo/hotel,aswellasvacationrentalscontributestothehighnumberofrepeatvisitors. In2017,therewere1.277millionvisitorarrivalsbyair12toKaua‘i,stayingonaverage7.51days.Inaddition,therewere214,500cruiseshiparrivals.Theaveragedailyvisitorcensus(ADVC)was26,267.VisitorexpendituresonKaua‘itotaled$1,831,500,000in2017;averagevisitorexpenditureperdaywas$191.00.Incomparison,Hawai‘iTourismAuthorityreportedthefollowingKaua‘iyear-to-datefiguresforJanuary–June2018:13

Inthefirsthalfof2018,visitorspending(+9.2%to$1.04billion)andarrivals(+11.5%to698,375)bothincreasedcomparedtothesameperiodlastyear.InJune,visitorspending

10Hawai‘iTourismAuthority,SeatOutlookJulytoSeptember201811ScheduleprovidedbyRobertCrowell,HarborsDistrictManager-Kaua‘i,Hawai‘iDepartmentofTransportation,HarborsDivision,August6,201812AccordingtotheKaua‘iCountyGeneralPlan2018(p.322),visitorarrivalsaredefinedas“thetotalnumberofindividualsarrivingfromdomesticandinternationalpointsofdeparturebyairandseaduringacalendaryear.Theirnumberincludesmen,women,andchildrenvisitingfromalltenofHawai‘i’smajormarketareas(MMAs).Totalvisitorarrivalsincludebothday-trippersandovernightorlongervisitors.Byconvention,visitorsstayingformorethan365daysareconsideredtemporaryresidents.”13HTARelease(18-42)datedJuly31,2018


increased(+13.1%to$195.3million)bolsteredbygrowthintotalvisitordays(+8.6%)andhigherdailyspending(+4.1%to$195perperson).VisitorarrivalswereupinJune(+9.1%to135,484)withmorevisitorsfromJapan(+55.7%),U.S.East(+10.8%),U.S.West(+7.1%)andCanada(+1.5%).Theaveragedailycensusrose8.6percentto33,368visitorsinJune.

Thus,forthefirstsixmonthsof2018,visitorarrivals,spending,visitordaysanddailyspendinghaveallincreasedsignificantly.TheADVCforthefirstsixmonthsof2018was29,319,upfrom26,513forthesameperiodin2017.The33,368averagedailyvisitorcensusforJune2018isastaggeringnumber–thehighestonrecord.

Yetoverthepastyeartherehavebeennomajorcapacityimprovementstotheisland’sinfrastructure.Infact,tourisminHā‘enaandWainihawascurtailedinApril2018asaresultofaseverestormandfloodingwhichdamagedhomesandclosedtheroad,Hā‘enaStateParkandNāpaliCoastStateWildernessPark.TheroadandtheparksarenotscheduledtoreopentovisitorsuntilOctober2018.

Oneexplanationfortheincreaseinvisitorarrivalsin2017andthefirsthalfof2018maybetheresultofvisitorswhochangedtravelplansandchosetovisitKaua‘ioutofsafetyconcernsabouttravelingtoMexico,14hurricanedamageindestinationslikePuertoRico,theCaribbeanandFloridaortherecentvolcaniceruptionsonHawai‘iIsland. Occupancyremainshighatvisitorproperties;Hawai‘iTourismAuthorityreportedKaua‘i’soccupancywas79.7%15forthefirstsixmonthsof2018,thoughitshouldbenotedthatnotallhotelsandaccommodationsareincludedinthisreport.Anecedotally,propertiesontheislandreportoccupanciesinthe90thpercentilerangeforthatsameperiod.HTAreportedthattimeshareshada2017occupancylevelof86.7%.16

TheGeneralPlan2018reportedaprojectedannualvisitorgrowthrateof4percentto2020,droppingtoanannualgrowthrateoflessthan1percentto2030.17Ifcurrenttourismgrowthisnotmanagedandlimited,thoseprojectionswillprovefartoolow,furtherimpactingthequalityoflifeontheisland.

Itshouldbenotedthathistoricalexperiencehasshownthattheisland’stourismisvulnerabletoworldandclimacticevents,suchaseconomicdownturns,airlinestrikes,terrorismthreatsandmajorhurricanesandstorms.Economicrecoveryfromthesemajoreventscantakeyears.Forexample,ittookseveralyearsforKaua‘itourismtorecoverfromtheglobaleconomicrecessionthathittheislandin2008.Figure4showsthedynamismandvulnerabilityofKaua‘itourism.

14RobertSilk,“U.S.airlinescutflightstoMexicobeachareas,”TravelWeekly,July30,201815HTARelease(18-42)datedJuly26,201816HTARelease(18-27)datedMay9,201817Kaua‘iCountyGeneralPlan2018,p.160


Figure4.Kaua‘iVisitorArrivalsbyYear,ActualandForecast,1990-2035

Visitorarrivalstendtofluctuatethroughouttheyear.Figure5showsvariationintheaveragedailyvisitorcensusbymonth.Winterandsummerarethebusiest,thoughthenumberofvisitorsinspringandfallaregettingstronger.

Figure5.AverageDailyVisitorCensus(ADVC)byMonthfor2017andYTD2018

0

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28,62624,089

31,113

22,546

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26,066

33,368

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D F A M J S O D F

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2018ADVC


Residentvs.VisitorGrowthIncreasedtrafficandcrowdingatbeachesandparksisoftenblamedontourismgrowth.Infact,thatisonlyonefactorinamorecomplexproblem.Thechartbelowshowsthegrowthintourismarrivalssince1990andforecastto2035,withacomparisonofpopulationgrowthduringthesameperiod.Duringmostofthattimeperiod,residentpopulationgreworisexpectedtogrowataslightlyfasterratethanvisitorgrowth.Itisinterestingtonotethat,ifthepopulationandvisitorprojectionsintheKaua‘iCountyGeneralPlan2018proveaccurate,therewillbelittlechangeintherelativeratioofvisitorstoresidentsby2035(1to2.97in1990,expectedtobe1to2.88in2035).

Figure6.ComparisonofActualandForecastKaua‘iResidentPopulationandAverageDailyVisitorCensus(ADVC)1990-2035

VisitorAccommodations–CurrentandPossibleThegreatmajorityoftouristaccommodationsarelocatedinVisitorDestinationAreas(VDAs)inPrinceville,Kōloa-Po‘ipū,Kapa‘a-WailuaandWaimea,indicatedinredinFigure7below.ThecombinedtotalofrealpropertytaxescollectedbytheCountyontouristaccommodationsis41percent;resortandhotelpropertiesaccountfor20percentandvacationrentalsaccountforanadditional21percentofthetotalrealpropertytaxrevenuereceived.18Thus,theseareimportantsourcesofrevenueforthecounty.AsstatedintheKaua‘iGeneralPlan,“dealingwithexcessivetourismalsomeansdealingwiththesupplyofvisitorunits.”19

18CountyofKaua‘iRealPropertyData,201619Kaua‘iCountyGeneralPlan2018,p.161

51,676

58,46367,091

74,69383,328

88,013

17,378 18,041 19,54826,956

29,378

30,569

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1980 1990 2000 2010 2020 2030 2040

ResidentPopulation

AverageDailyVisitorCensus(ADVC)


Figure7.Kaua‘iVisitorDestinationAreas20

In2017,Kaua‘ihad8,821recordedvisitorunits.21Lodgingtypesincludebedandbreakfasts,condohotels,hotels,vacationrentalsandtimeshares.Figure8belowshowsthedistributionofthevarioustypesofaccommodation.ArecentadditionisTimbersKaua‘iatHōkūalathatopenedinLīhu‘ein2018;thatpropertyandKōloaLandingResortthatopenedin2017continuetoaddrooms.Twonewhotelsareindevelopment,CocoPalmsResort(350rooms)inWailuaandCoconutBeachResort(326timeshareunits)inWaipouli.

20Kaua‘iCountyGeneralPlan2018,Figure3-11,p.16421Hawai‘iTourismAuthority,“2017VisitorPlantInventory,”Figure9,p.6


Figure8.Kaua‘iVisitorInventorybyUnitType22

ItisinstructivetoconsiderthecostofvisitoraccommodationsonKaua‘iandhowithaschangedinrecentyears,asshowninFigure9.Luxuryandstandardunitshaveincreased,whiledeluxeandbudgetunitshavedecreased.Asof2017,Kaua‘iaccommodationswererelativelyequallydividedintheluxury,deluxeandstandardcategories.Budgetunitsareverylimited.Placinglimitsonthenumberofnewvisitorunitswouldbeonewaytomanagevisitornumbers.However,thisoptionishamperedbylanduseapprovalsandprojectentitlementsmademanyyearsagothatyieldthepossibilitythatthenumberofvisitorunitscouldincreasesubstantiallyiftheseprojectsmoveforward.Thecurrent8,821unitscouldexpandby3,00023ifalltheunitsalreadyintheCountypipelinearebuiltandnonewpermitsaregranted(a34%increase).Assumingthetypicaltwoorthreevisitorsperunit,thiscouldpotentiallyincreasetheADVCtoanuntenablenumber.TheKaua‘iCountyGeneralPlan2018suggestsseveralpossiblemeasurestosloworlimitthisdevelopment,which,giventhecurrentlevelofstressonKaua‘i’sinfrastructure,willbecriticallyimportanttoundertaketoensureresidentandvisitorsatisfaction.

22ibid.23Kaua‘iCountyGeneralPlan2018,p.162


Figure9.Kaua‘iInventorybyPriceClass24

OvertourismThreatensKaua‘i’sFutureTherearemanyfactorsthatcombinetocreateasuccessfulvisitordestinationandpositivevisitorexperience.Naturalbeauty,gorgeousbeachesandagoodclimatearenotenough.Choicesinaccommodations,goodrestaurants,convenienttransportation,culturalandrecreationactivities,shops,greatcustomerservice,visitorsafetyandwelcomingresidentsallplayarole.Whilecommunitymembershaveexpressedconcernaboutunmanagedgrowthandvisitorarrivalsforanumberofyears,25theresultsoftheHawai‘iTourismAuthority2017Hawai‘iResidentSentimentSurvey26wereawake-upcallforKaua‘i’svisitorindustry.Thesurveyasksresidentstheiropinionsandperceptionsof24measuresrelatedtotourismontheisland.ForKaua‘iin2017,11ofthesemeasuresrankedlowestinthestate.Justthreemeasuresrankedhighestinthestate–relatedtovisitorindustrycreationofwell-payingjobs,opportunitiesforadvancementandagreementthattourismprovidesmoreopportunitiesforshopping,restaurants,andentertainment.Whencomparingthe2017reporttothesurveyconductedin

24Ibid.,Figure11,p.625JacyL.Youn,“Kaua‘iInCrisis:MayorBryanBaptistedealswithagardenofgridlock,”Hawai‘iBusiness,September200526OmniTrakGroupInc.,“HTA2017Hawai‘iResidentSentimentSurvey,”July2017


2015,20ofthemeasuresforKaua‘ishowedaturndown,whileonlyfourshowedanuptick.Thesearenotdesirabletrends.TheKaua‘iTourismStrategicPlan2016-2018statedthatwhentheADVCexceedsanaverageofabout25,000perday,thatleveloftourismstrainsthecurrentinfrastructureandincreasesresidentfrustration.In2017,theADVCexceeded25,000insixdifferentmonths;ADVCrangedfromalowof22,546inSeptember2017toahighof31,113inJulyofthatsameyear.Thedailyaveragefor2017was26,267.Datafor2018todateareevenmoredramatic;forthefirstsixmonthsof2018,theADVChasexceeded25,000everymonth.TheADVCtodateforJanuarytoJune2018was29,319.Residentsentimentsurveyresults,thevolumeofunhappyletterstotheeditor,opinionpiecescriticaloflocaltourism,andresidentandvisitorcomplaintsmakeclearthatthestatusquoforKaua‘itourismcannotcontinue.Whiletourismhasprovidedvaluablejobs,contributedtothestateandcounty’staxrevenuesandhelpedsupportotheropportunities,thecurrentleveloftourismhasoverstretchedtheresourcesandinfrastructureofKaua‘i.Atjust552squaremilesanda2017populationof72,15927,onaverageinagivendayoneinthreepeopleonKaua‘iisavisitor.Destinationsaroundtheworldarestrugglingwiththissameproblem.Manyhavetakensteps–sometimesradicalsteps–tomitigatetheproblemscausedbymorevisitorsthananareacanaccommodateresponsibly.Examplesofmeasurestakeninclude:

♦ Restrictvisitornumbers,imposecaps♦ Limitnumberofflights♦ Limitnumberofcruiseships♦ Limitsizeofcruiseships♦ Restrictnumberofrentalcars♦ Providealternativetransportationsystems♦ Imposeavisitorminimumdailyexpenditure♦ Createtourist-freeareasorevents♦ Utilizearesourcemanagementsystemtocontrolvisitorimpacts♦ Closeaccesstoaresourceforatimeorperiodically♦ Allowaccessonlyondefinedtrailsandmonitorvisitorsforcompliance♦ Enlistvisitorsasstewardsofthelandduringvisit♦ Restrictorlimitaccesstospecificareas(chargefees,limitparking,restrictnumbers)♦ Requireadvancereservationsforpopularsites,beaches,parks,trails♦ Increasevisitorfeesforaccess• Imposetimelimitsatsites♦ Imposestrictrulesoncommercialtouroperators

27U.S.CensusBureau,AmericanFactFinder


♦ Restrictdevelopmentofnewtouristaccommodationsandallowonlywithindesignatedareas

♦ Imposeandstrictlyenforcerulesonalternativeaccommodations♦ Limitnumberofalternativeaccommodationstoprotecthousingforresidents♦ Limitthenumberofdaysperyearaunitmayberentedtovisitors(forexample,30or60

days)AlreadyafewofthesestrategiesarebeingtriedonKaua‘i.Moreworkisneededtodeterminethestrategiesthatwillenableustobettermanagetheisland’stourism.


Refocusing Tourism to Find Balance: Framing the 2019-2021 Plan Inthepast,themetricsforsuccessfultourismhavebeeneconomy-based:roomoccupancy,numberofvisitors,totalexpendituresofvisitors,visitorindustrycontributiontogovernmentrevenuesandthelocaleconomy,andspendingpervisitor.OnKaua‘i,asinmanyworld-classvisitordestinations,timeshavechanged.Whiletheeconomicmetricsoftourismarestillvital,“qualityoflife”metricsarenowessential:qualityofthevisitorexperience,impactofthevisitorindustryonlocalresidentsandtheenvironment,andthequalityoflifeofvisitorindustryemployees.Inorderforthevisitorindustrytocontinuetothriveandbeapositivecontributortooureconomy,itmustalsobeavitalpartnerincontributingtothequalityoflifeforKaua‘iresidentsandprotectingourisland’spreciousresources.Thisrequiresa“refocus”bothwithinthevisitorindustryandinitsrelationshipsandpartnershipsatthelocalandStatelevels.ThisTourismStrategicPlanlaysoutthevision,goals,andactionstoachievethisvitalrefocus.

Kaua‘iTourismStrategicPlan’sRoleinCreatingChangeInconsideringhowtorefocustourism,theKTSPSteeringCommitteeconsideredthetypesofchange(Ackerman,1997)neededtofindabetterbalanceonourisland.Simplyput,therearethreemaintypesofchange:

♦ Developmental-eitherplannedoremergent;incremental♦ Transitional–seekingadesiredstatedifferentthanexistingone♦ Transformational–radicalchange28

Experiencehasshownthatdevelopmentalchange,whichtakesplaceslowlyandovertime,hasprovedtobeinsufficientindealingwiththeincreasingcomplexitiesandchallengesfacingtourismonourisland.Itistimetotransitiontoamoredesiredstate.Webelievethiswillrequiresignificanttransformationovertimeforsomeaspectsoftourism.Itwillrequirenewthinkingandforward-looking,boldaction.Tourismmustbebettermanagedandimpactsbetteranticipated.Wecannotcontinuetomarketadestinationthatisnotwellmanagedandexpectittobesustainableovertime.Thischangewillalsorequirethestrongsupportofgovernment,thevisitorindustryasawholeandthecommunityatlarge.Webelievethesechangesareneededtorefocustourismtomeetthelong-termneedsofandfindabalancefortheisland’sresidents,theisland’sresourcesandourvisitors.Whileworkonthesechangeswillbeginwiththisplan,somewilltakemoretimeandcontinuedeffort.Thefollowingindicatessomeofthemoresignificantchangesthatwillbeundertakenthroughthisplan.

28Theterm“transformational”herereferstohuman,policyandprocesschanges;thisisadifferentmeaningthantheusageintheKaua‘iGeneralPlan,inwhichtransformationalreferstochangingcharacteristicsofalandarea


TourismTrends–CurrentandUpcomingTobetterunderstandthecomplexityoftourismanditsroleinthecommunity,theSteeringCommitteegatheredinformationontheanticipatedtrendsthatimpacttourismplanningandcurrentissuesfacingKaua‘i.Thefollowingsummarizesthatresearch.

TRAVEL♦ IntheUnitedStates,freedomofmovement,definedbytheU.S.SupremeCourtasthe

"rightoffreeingressintootherStates,andegressfromthem,”hasbeenjudiciallyrecognizedasafundamentalConstitutionalright.29Underthe"privilegesandimmunities"clause,theSupremeCourtgavetheauthoritytoprotectfreedomofmovementtothestates.Asaresult,peoplelegallycannotbepreventedfromvisitingHawai‘i.

♦ TherearenowmoredirectflightstoKaua‘i,increasingthenumberofseatstobefilled.♦ SoonHawaiianAirwillflydirectnonstoptoHawai‘ifromEurope.♦ SouthwestAirlinesisplanningdirectflightstoKaua‘i.♦ Moreprivatejetsareexpected,thoughKaua‘ihaslimitedjetfuelstoragecapacity.

VISITORSANDCHOICES♦ Kaua‘ivisitorshavechangedinrecentyears.Inthepast,whenvisitorstraveledmostly

intourgroups,stayedinhotelsandtraveledontourbuseswithasetitinerary,theimpactsdidnotfeelasgreatastheydonow.Todaymostvisitorsarefreeindependenttravelers(FITs),oftenstayinginvacationrentalswithincommunities,travelingincarstheyrentfortheirentirestayandtravelinginsearchofspecial,“undiscovered”places,

29Paul v. Virginia, 75 U.S. 168 (1869)

MajorTransitionalandTransformationalChangePlanned

♦ WorkwithgovernmentleaderstogainavoiceindecisionsthatimpactthenumberofvisitorstoKaua‘i

♦ Controltheuseofhousingasvacationrentalsoutsidevisitordestinationareastofreeuphousingforresidentsandprotectthecharacterofneighborhoods

♦ Implementamulti-modaltransportationsystemforresidentsandvisitorstoreducecongestionandcarbonemissions

♦ Developmanagementplansforheavilyvisitedparks,beaches,trailsandculturalsitestodeterminecapacityandprotectandconservetheresource

♦ Increasetheuseofsustainablepracticesthroughoutthevisitorindustrytoconserveresourcesandprotecttheenvironment

♦ Involvegovernment,businessesandcommunityaspartnersinthevisitorindustry

♦ Involvevisitorsasco-stewardsofcommunitiesandtheenvironment


includingplacestheyshouldnotbe.Asaresult,theimpactofvisitorsfeelsmuchgreatertothecommunity.

♦ Kaua‘ifacesstrongglobalcompetitionandriskslosingvisitormarketsharetootherdestinations.

♦ Socialmediaiswidelyusedbyvisitorsanditinfluencesthechoicestheymake;manyoftheonlineimagesshowactivitiesthatareillegal,dangerousorculturallyinappropriate.

♦ Manyvisitorswantexperientialtravelactivities–cultural,healthandwellness,localfoods,wildernessadventures.

♦ Thenumberofmillennial/youngervisitorsisincreasing.Theycomewithdifferentexpectations;manyarelookingforadventure–ziplining,hiking,watersports,ATVs,etc.Manycomefromthecityandarelookingforauthenticanddifferentexperiences,e.g,afarmdinnerorahomestay.

♦ Somevisitors,especiallymillennials,areattractedtodestinationswithgreeninitiatives;thereisanincreasedawarenessofsustainabilityissues.

♦ Manyvisitorsaremoreinterestedinhomestaysandvacationrentalsratherthanhotels.♦ Timeshareownersareagingandtheirchildrenoftenarenotinterestedinretainingthe

property.♦ Thenumberofreturningvisitorsmaydecreaseduetodisappointmentandfrustration

withinfrastructureorduetoservicechallenges.

INDUSTRYCHANGES♦ Kaua‘i’sworkforceisaging.♦ Duetolowunemployment(2.1%inMay2018),Kaua‘i’savailableworkforcecannot

meetindustrydemand.BusinessesarerecruitingfromtheU.S.mainlandandinternationally.

♦ Thevisitorindustryisrelyingmoreontechnology,e.g.,cardlocksondoors,automatedcheck-in,etc.

♦ Thesizeofsomenewcruiseshipsislargerthanourcurrentharborcanaccommodate.♦ Overthepastfewyears,Kaua‘i’svisitorindustryhasinitiatedawiderangeof

conservationandsustainabilitymeasurestoreducewaterandenergyuse,reducewaste,purchasemorelocalfoods,andusemoreenvironmentally-friendlyproducts.

IssuesandConcerns

GOVERNANCEANDECONOMY♦ Kauai’scountyadministrationwillchangeinDecember2018andthismaydelayanynew

initiativesrequiringcountygovernmentaction.♦ Toolittleofthestate-collectedTransientAccommodationsTax(TAT)paidbyvisitorsis

goingtowardsupportoftourism-relatedprojects.Forexample,inFY2017,$350millioncollectedfromtheTATwasusedtofundtheDepartmentofEducation;inotherwords,it’sbeingusedtohelpbalancethestate’sbudgetratherthanoffsetimpactsrelatedtotourism.

♦ ThereisconcernonKaua‘ithatdecisionsmadebyStateagenciesdon’talwaysincludeinputandfeedbackfromtheneighborislands.


♦ Thereisuncertaintyastowhentheeconomicbubblewillburst–butitwillatsomepoint,ifhistoryisanyguide.

♦ Thestatusquoisnotworking.

INFRASTRUCTUREANDCAPACITY♦ Residentsareincreasinglyvocalincondemningwhattheyperceiveasovertourism–

theybelievetheisland’scapacityhasbeenexceeded.♦ WithoutbettertourismmanagementtherewillbeadisconnectbetweenHTAvisitor

goalsandmarketingstrategiesandwhatcountiescanhandle.♦ Kaua‘i’spublicfacilitiesandinfrastructurearelackingorarepoorlymaintained–e.g.,

roads,bridges,parks,trailsandpublictoilets.♦ SomeofKaua‘i’sbeachesandparksareovercrowded,diminishingtheexperienceforall.♦ Trafficcongestionisaproblematcertaintimesofdayandincertainareas,suchasthe

Kapa‘a/WailuacorridorandbetweenLīhu‘eandTreeTunnel;trafficbacksupandisaproblem,especiallyonholidaysandSundayswhenthereisnocontra-flow.

♦ VisitorsareblamedforKaua‘i’strafficproblems,butthegrowingresidentpopulationisamajorcontributor.In2010,Kaua‘ihad73,563registeredmotorvehicles.In2014,thatnumberjumpedto85,652.30Duringthesameperiod,continuinguntilthepresent,thenumberofrentalcarshasstayedrelativelystable,averaging8,000to10,000registeredvehiclesperyear.31

♦ Fundsforroadimprovementswillnotbeabletokeeppacewithcapacity;availablefundsaretargetedtoroadmaintenanceandsafetyimprovements,notcapacityexpansion.

♦ Federalfundsforinfrastructureimprovementsmaydecreaseunderthecurrentadministration.

♦ TOTEMaritimehasannouncedplanstostartdomesticcargooperationstoKaua‘i;thiswillimpactharborfacilities.

♦ In2018,airseatstoKaua‘iareprojectedtoincrease43%over201732asairlinesaddmoreflights.Thisnumberissubjecttochange(e.g.,plansforadirectflightfromDallashavebeencancelled).

♦ Kaua‘idoesnothaveasayinthenumberofairseatstotheislandorthenumberofflights;thesearecontrolledbytheFAAwiththeapprovaloftheHawai‘iDepartmentofTransportation.

♦ ThelengthoftheLīhu‘erunwaylimitsthesizeofplanesabletolandonKaua‘i,whichmayhelplimitthenumberofvisitors.

VULNERABILITIES♦ Climatechangeisaffectingsealevelandweather;stormsmaybemoresevereand,over

time,sealevelrisewillimpacthotelandvacationrentalpropertiesinlowlyingareas.♦ Tourismissensitivetoeconomicdisruptions,majorweatherevents,andgeo-political

issues.33

30MotorVehicleRegistrationTrend,https://data.hawaii.gov/widgets/i6gp-tvm331CommunicationfromSamiraSiale,AccountManager-Kaua‘i,EnterpriseHoldings,August13,201832TheGardenIsland,“FlightstoKaua‘itoincreaseby42.6%in2018,”August27,201733Kaua‘iGeneralPlan2018,AppendixH.,p.482


♦ Kaua‘itourismhasseenitsshareof“boomandbust”cyclesresultingfromweatheroreconomicevents.

♦ Theresortdevelopmentandtourismboomofthe1980swasinterruptedwhenHurricaneInikihittheislandin1992;ittooknearlyadecadetorebuildandrecover.

♦ Kaua‘ialsotookamajorhitfromtheglobaleconomicrecessionin2007-2008;onceagain,ittooknearlyadecadetoreachpre-recessionvisitorarrivalnumbers.

PARKSANDTRAILS♦ Visitorsandresidentscomplainaboutthepoorconditionandmaintenanceofpark

bathroomsandparkingareas.♦ Overuseiscontributingtoerosionontheisland’strails.♦ Peopleaccessareasthatarenotdesignedforvisitorsandthatmaybeunsafe.

REGULATIONANDENFORCEMENT♦ Manyrulesexistbutarenotenforced;forexample,non-allowedusesaretakingplaceat

somebeachesandparksandmanyvacationunitsareoperatingillegally.♦ Residentsandhikerscomplainabouthelicopternoisepollutioninneighborhoodsand

remoteareas.♦ Droneuseisincreasingandisnotpermittedinparksandsomeotherareas,yetthisis

rarelyenforced.

KAUA‘IVISITORSAFETY♦ Kaua‘icontinuestoexperienceanincreasedrateofpropertycrime.♦ Notallbeacheshavelifeguardsandthereareseveralocean-relateddrowningsevery

year.♦ Kaua‘ihasanumberofstorm-relatedeventsanditisdifficulttoprovide

communicationstovisitorsnotstayinginhotelsandtimeshares.♦ Manyvacationrentalsdonothaveadisasterplaninplaceorhavenotcommunicated

theplantoguests,asevidencedbytheApril2018floods.♦ Recenteventsprovedthatamissilestrikeisapossibilityandposesathreat.

RESIDENTPOPULATION♦ Thenumberofresidentsisgrowing,notjustthenumberofvisitors.♦ Duringpeaktimes,residentsbecomefrustratedwithcrowdedconditionsatbeaches

andparks;theattitudesofresidentstowardvisitorsaredeteriorating.

HOUSING♦ Thereisaseriouslackofaffordablehousingforresidentsandindustryemployees;as

manyas9,000morehousingunitswillbeneededby2035.34♦ Somelong-termrentalsarebeingconvertedtovacationrentals,35reducingavailable

housingforlocalresidents.♦ Thereisgentrificationofsomeneighborhoods,leadingtohigherhomeprices.♦ Itseemsthereisagrowinghomelesspopulationwhoappeartobefromoutofstate.

34Kaua‘iCountyGeneralPlan201835“Hawai‘iVacationRentals:ImpactonHousing&Hawai‘i’sEconomy,”Hawai‘iAppleseedCenterforLawandEconomicJustice,March2018


VISITORACCOMMODATIONS♦ Hotelsarefullandpricesarehigh;manyvisitorsseekvacationrentalsasacheaper

alternativeforlodgingandfood.♦ ThereisgrowingconcernabouttheproliferationofvacationrentalsonKaua‘i,someof

whichareoperatingwithoutlegalpermits;thisisupsettingresidentsandchangingtheresidentialcharacteristicsofneighborhoods;thisisespeciallyevidentinsomeareasontheNorthShore,suchasHa‘enaandWainiha.

♦ 1in8Kaua‘ihomesisavacationrental,comparedtoonein24statewide.36♦ 52%ofvacationrentalunitsareownedbynonresidents.37♦ Vacationrentalsareseenasagoodinvestment,asrentscanbemuchhigherthanlong-

termrentals.♦ Thereisconcernthatmanyadditionalvisitorunitsarealreadyentitledandmaybebuilt,

furtheraddingtoovertourism.

WORKFORCEANDWAGES♦ Aworkershortageexistsduetolowunemployment(2.1%inMay2018);fillingcurrent

jobsisdifficult♦ Kaua‘i’syoungpeopledon’talwaysseeadequateopportunityontheislandandleave,

causinga“braindrain”oflocalyoungadults♦ Wageshavetobecompetitivetoattractworkers♦ Somebusinesseshavebegunofferingsigningbonusestoattractworkers♦ Theinabilitytofilljobsimpactscustomerserviceandmaylimitbusinessexpansion♦ Wagesarenotkeepingupwithinflation,creatingagrowingsocialinequity♦ Manyresidentsworkmultiplejobstomakeendsmeet

COMMUNICATIONS/PUBLICRELATIONS♦ ThereisagenerallackofunderstandingabouttheroleofthevisitorindustryonKaua‘i;

apublicrelationsapproachisneeded.Thesetrendsandchallengesserveasthebackdropfortheactionproposedinthistourismstrategicplan.

36ibid.37ibid.



KTSPandRefocusingTourismThisplancoversthreefiscalyears,2019to2021(July2018toJune2021).Increatingthistourismstrategicplan,theKTSPSteeringCommitteeandtheprioritystrategycommitteeshaveconsideredhowto:

♦ RecognizeKaua‘i’slimits,includingimpactsofunmanagedvisitorgrowth,andconsiderwhattheisland’ssitescansustainandhowtosustainthem

o Determineresourceswhereaccessshouldbelimitedorrestrictedo WorkwithCounty,StateandFederalofficialstogainastrongervisitorindustry

voiceindecisionsthatwillimpactourinfrastructureandresourceso Makeenforcementapriority

♦ AligntheKaua‘itourismplanwithrelevantstateandothercountyplans♦ Setavisionforthefuture♦ Collaborateforpolicychange♦ Collaborateforregulatorychange♦ Encourageprogramsandinfrastructurewhereneeded♦ Communicateandeducatestakeholdersanddecision-makers,includingCountyand

Stateadministratorsandelectedofficials♦ Advocate,especiallyforenforcementofregulations.

Kaua‘i’sTourismValuesKaua‘i’svisitorindustryisfortunatetobeabletodrawonsomanyuniqueandspecialaspectsoftheisland.Tosupportthisuniqueness,ourvaluesfortourismonKaua‘iareto:

♦ Honortheisland’speopleandheritage♦ Supportandenhancethequalityoflifeforresidents♦ Valueandperpetuatetheisland’snaturalandculturalresources♦ Engendermutualrespectandpartnershipamongallstakeholders♦ Supportavitalandsustainableeconomy♦ Provideaunique,memorableandenrichingvisitorexperience.

2040VisionforTourismThetourismactionstakentodaywillhavelastingimpactsonthefuture.Ifwehaveaclearvisionofthatfuture,wecanbeguidedbyitincreatingactionstotakenow.

Inourvisionoftourismin2040,Kaua‘iisagloballeaderinthereinventionofthevisitorindustry.Collaborativeactionbycommunitystakeholdershasaddressedunsustainable


visitorgrowthaswellasclimatechangeandsocialinequity.Tourismremainsavaluedeconomicsector,asothersectorshaveemergedtooffergreaterstabilityandopportunityfortheisland.Transportation:Theimportanceofthetransportshifttoamulti-modalsystemcan'tbeoverstated,asithastransformedeveryaspectofislandlife.Tourismandthebroadereconomyhavebeendecoupledfromthesingleoccupancyvehicle.Only30%ofvisitorsrentcarsfortheirentirestay.Shuttlestakevisitorsandresidentstoprimarydestinationsaroundtheisland.Electricvehicles,manyofwhichareshared,havereplacedgasanddieselcars.Bikesharesabound.Thecoastalpathhasbeenextendedinareasaroundtheisland,andbothvisitorsandresidentsusetherangeoftransportationinnovations.Roadsarelesscongestedandsafeforwalkingandbiking.Housing:Hotelpropertieshaveconvertedsurplusparkingareas,thankstothetransportationshift,intomixed-usedevelopments.Manyemployeesandtheirfamiliesenjoylivingon-siteandinnearbyneighborhoodswhereaffordablehousinghasbeenbuilt.Denser,walkabletownsreducecostsforresidents,makingtheirlivesmoreaffordable.Longdistancecommutingfromhometoworkorshoppingisrare.Shortandlong-termhousingrentalsareregisteredandregulationsareenforced,offeringamuchclearergraspofislandcapacityandbetterdatafordecision-making.SustainablePractices:Tourism-relatedbusinesses,alongwiththecommunity,implementmeasurestoconserveresourcesandprotecttheenvironment.Food,productsandservicesarelocallysourced.Wasteisreduced,organicwasteismanagedon-sitewherepossible,recyclingisseamless;allthisreducessolidwasteproductionforthelargercommunity.Wideuseofgreywaterhasthetriplebenefitsofreducingwaterconsumption,reducingwastewaterloads,andsupplyinglowercostirrigationwater.ClimateChange:Visitorsoffsettheiraviationemissionsbyvolunteeringorfinanciallysupportingprojectsbenefitinglocalcommunities,suchasimprovingthehealthoftheisland’swatersheds.Governmentandvisitorindustryleadersworktogethertosupportbuildingandzoningpoliciesthatanticipateandrespondtoclimatechangeandsealevelrise,ensuringpublicsafety.Cultural,RecreationandRejuvenationSpaces:Kaua‘ihasdevelopedplace-basedresourcemanagementsystemsandpracticestocontrolcapacity,accessandconservation.Innovativefundingmechanismshavehelpedestablishandmaintainhealthyandvibrantbeaches,parks,trailsandpublicspacesforactiveandpassiveuse.Culturalsitesareprotectedandpreservedtohelpeducateandinspireus.Usersconsiderthemselvesco-stewardsoftheseuniquespaces.VisitorExperience:VisitorscontinuetocometoKaua‘ifromaroundtheworldtoenjoylonger,extendedvacationsonagreenislandthathasintegratedcultureandnaturalresourcemanagementintoeverydaylife.Theyconductthemselveswithrespectandappreciationfortheculturalandnaturalenvironment.Theyfollowthecontrolsputinplace


inareasofhighculturalorecologicalvaluewiththeunderstandingthatitwillbenefittheirexperienceasavisitor.Well-trainedemployeesofferrenownedcustomerservice.Ourcommunityworkstomaintainbalanceinvisitorarrivalstoensurepositiveexperiencesforvisitorsandresidentsalike.Managedaccessatpopulardestinationsisawin-winforall.TheInspiration:AchievingthisvisionwouldnothavebeenpossiblewithouttheinspirationandtraditionsofourHawaiianculture,whichgifteduswithaholisticandinclusiveapproachtoproblemsolving.Kaua‘icontinuestodrawonthealohaspiritofitsresidentsanditsnaturalbeauty.Residentsviewtourismasavaluedpartnerinandcontributortothecommunity.

KTSPGoalfor2019-2021Guidingthisthree-yearplanisthefollowingKaua‘ivisitorindustrygoal:

TheVisitorKaua‘iWantstoAttractVisitorsselectdestinationsthatmeettheirinterestsandtravelstyle.Kaua‘imaynotbetheidealdestinationforeveryone.Ingeneral,thevisitorsKaua‘ihopestoattractwillbe:

♦ Freeindependenttravelers(FIT)(anindividualorsmallgrouptravelingandvacationingwithaself-bookeditinerary

♦ Amixofnewandreturningvisitors♦ Families♦ Fromallincomelevels♦ Interestedincultureandheritage♦ Thosewhoenjoynewexperiences♦ Naturelovers♦ Ecotouristswhorespecttheenvironment♦ Thosewhowanttoenjoyoutdooractivities,suchashiking,kayaking,ziplining,ATV

tours,golf,etc. ♦ Celebratingromance

OurgoalistorefocustourismtoresponsiblymanagetheeconomicactivityofKaua‘itourisminasustainablemannerwhilecreatingmemorableexperiencesforvisitors,improvingqualityoflifeforresidentsandensuringthestewardshipofournaturalandculturalresources.


BroadTourismObjectives2019-2021Kaua‘i’sfirsttourismstrategicplanfrom2006laidoutsevenbroadobjectives.Thoseobjectivesremainrelevantandguidethisnewplan.

1. Makepositivecontributionstothequalityoflifeforresidents.2. Collaboratewithstakeholdersanddecision-makerstofindabalancetomanage

visitorimpactsonKaua‘i.3. IncreasetheeconomiccontributionofthevisitorindustrytoKaua‘i.4. Increasecommunications,interactions,andunderstandingbetweenstakeholder

groups,especiallybetweenresidentsandthevisitorindustry.5. MaintainandimprovevisitorsatisfactionwiththeirexperienceonKaua‘i.6. ReinforceauthenticNativeHawaiiancultureandlocalKaua‘iculture,the

foundationsofouruniquesenseofplace.7. ContributetothepreservationandenhancementofthenaturalresourcesonKaua‘i,

includinglandandocean.

TakingAction:PriorityStrategiesandActionPlansfor2019-2021Thetourismissuesandtrendsidentifiedearlierinthisdocumentdemonstratetherearemanypossiblepriorityareasoffocusfortheisland’svisitorindustry.However,takingactiononalltheseareasisconstrainedbyavailablefunding,volunteercommitteesandtheiravailabletime,andlackoffull-timestaffing.Fivekeyareaswereselectedthatwillplayanimportantroleinrefocusingtourismoverthenextthreeyears.Thestrategiesrelatedtotheseprioritiesandtheactionsthatwillbeundertakenaresummarizedinactionplansbelow.Eachactionplandescribesthestrategy,actionsandpartnersinvolved,timelines,desiredoutcomesandmeasuresofprogress.Additionalprioritiescanbeaddressedascircumstanceschangeduringthecourseofthisplanorinfutureplans.SpecifictargetsforeachofthemeasureswillbedevelopedinYear1oftheplanandprogresstowardthosetargetswillbereportedannually.



Kaua‘i Tourism Strategic Plan 2019-2021 - Strategy: Sustainable Tourism 29

PRIORITYSTRATEGYACTIONPLAN–SUSTAINABLETOURISM

Strategy:Developthesystems,processes,supports,regulationsandpartnershipsneededtosupportKaua‘iasagreenislandthatsustainablyintegratestourismasanimportantcontributortothequalityoflifeofresidentsandoffersasatisfyinganduniqueexperienceforvisitors.

Committee:JimBraman,KatyBritzmann,NalaniBrun,HilmyDole,SueKanoho,MarkPerriello,RayneRegush,LauraRichards,BenSullivan,PaulToner,DeniseWardlow

Partners:CoKPlanningDept.,KEDB,HLTA,KIUC,Kaua‘iChamberofCommerce,FilipinoChamberofCommerce,NHCC,PBRA,NSBC,RCCA,HTA,KVB,OED

# PlannedAction Lead(L)&Partners(P)

Timeline DesiredOutcome MeasureofSuccess

1 Partnerwithothercounties,agencies,electedrepresentatives,andorganizationstoestablishtheCounty’sauthoritytohavearoleindecisionsregardingthenumberofflightsandairseatscomingtoKaua‘i.

L:CoKOEDP:Mayor,CountyCouncil,StateandFederallegislators,HSAC,HLTA,PBRA,NSBC,RCCA,HTA,HTA,KVB,Kaua‘iCoC,FAA,HDOT

2019:Developpartnership,establishagreementondesiredoutcomes,createplan,determineiflegislativechangesareneeded2020,2021:Implementandassessplan

Kaua‘iisconsultedandhasamajorvoiceindecisionsrelatedtothenumberofairseatstotheislandinordertobettermanagetourism

Manage#ofairseatsasdeterminedbyKaua‘i’sstakeholders

30 Kaua‘i Tourism Strategic Plan 2019-2021 - StrategY: Sustainable Tourism

2 SupporttheCountyadministrationinitseffortstoreduceorrestrictthenumberofnewvisitorunitsforprojectsthathavereceivedentitlementsandapprovalsbutarenotyetunderconstruction.

L:CoKPlanningDept.P:TSPSust.TourismCte.,HLTA,Kaua‘iCoC

2019andongoing

PlanningDept.findslegalmethodstolimitnewunits

Nonewvisitorunitsbeyondwhatarealreadyunderconstruction

3 Encourageexpandeduseofsustainabilitypracticesamongtourism-relatedbusinessestosupportagreenisland.

L:CoKSustainabilityCoordinatorP:CoKOED,PlanningDept.,HLTA,PBRA,NSBC,RCCA,HTA

2019:Preparestatusinventory;createpartnershipandoperationalplanin2020,2021:Implementandassessplan

50%ofvisitorindustrybusinessesareactiveinthepartnershipandhaveimplementedoneormoresustainabilitymeasures

-%reducedenergyuse

-%wasteoutput-Dollarssaved-Increasedspendingonlocalgoodsandservices

-Fundingavailableforwatershedpartnerships

4 Advocateforfundingtoengageexpertsintourismmanagementandovertourismstrategiestokeeppacewithindustrybestpracticesandguidelong-rangedecision-making.

L:KEDBP:HTA,HGG,HLTA,OED,PBRA,NSBC,RCCA

Jan.1,2019andongoing

Fundestablishedtodrawonasneededduringcourseofthisplan

-Expertguidancecanbecontractedasneeded

5 ParticipateinandsupporttheCounty’sdevelopmentofacollaborativewastemanagementstrategyforthevisitorindustrythatfocusesonmanagementoforganicwasteandwastereductionover‘universalrecycling’.

L:CoKSolidWasteP:HLTA,OED,HGG,PBRA,NSBC,RCCA,HTA

2019:Preparestatusinventory;createpartnershipandoperationalplan

70%ofvisitorindustrybusinessesareactiveinthepartnershipandadoptsharedbestpractices.

Bestpracticeshave

-Wideadoptionofon-siteorganicsmanagement-Reducedwastegeneration-Reducedfrequencyof

Kaua‘i Tourism Strategic Plan 2019-2021 - StrategY: Sustainable Tourism 31

2020,2021:Implementandassessplan

animpactontheoverallfunctionofthesystem,notjustonoperationsatindividualbusinesses

trashpickup&reduceddisposalcosts-Increaseddiversionoforganicwaste

6 ParticipateindevelopingreportingstandardsandGHGemissionstargetswithinthelocalvisitorindustrythatalignwithgoalsintheKaua‘iGeneralPlan.

L:OEDP:KIUC,HTA,HGG,HLTA,OED,PBRA,NSBC,RCCA

2019:PrepareVisitorindustryenergyuse&GHGInventory

%ofvisitorindustrybusinessesvoluntarilyreportingemissions

#ofvisitorindustrybusinessesawareofandcommittedtoStateandCountyGHGreductionpolicy

7 Advocateforgovernmentregulationsthat:1)strictlyenforceregulationsforallalternateaccommodationsandinstitutestrongpenaltiesfornon-compliance,2)onlyallownewalternateaccommodationsintheVDAsincompliancewithzoninganddensityrequirements,3)asaccommodationsinnon-VDAareaschangehands,the“alternateaccommodations”statusexpiresandisnolongerentitledaspartofpropertyownershipand4)explorecreatingnewregulationstodisincentivizethepurchaseofpropertiesastransientvacationunits,suchaslimitingthenumberofdaysperyearthatapropertymayberentedfortransientvacationuse.

L:CoKPlanningP:KTSPSust.TourismCte.,HLTA,KVB,Kaua’iChamber,CoKOED,Kaua’iBoardofRealtors

11/30/2018–researchcommunitiessuccessfullydealingwiththisissue;createplantodiscussissueandneededlegislationin2019sessionwithgovernmentofficials;FY2020and

- Newregulationstoinclude:countyregistrationwithGETnumber;localrepcontactinformation;howtheywillshareemergencyprocedures;protocolsforstayinginalocalcommunitywithguests;evidenceofpropertyconformance

-Hawai‘iResidentSentimentSurvey

-Reducedneighborhoodcomplaints

-IncreasedGET,TATandpropertytaxrevenue,penaltyfinesandpossiblyregistrationfees

32 Kaua‘i Tourism Strategic Plan 2019-2021 - StrategY: Sustainable Tourism

2021-monitoralternateaccommodationsandsuggestneededlegislativechanges

withzoningandsafetyrequirements.- Developapenaltysystemwithenforcementforthosethatdon’tcomplyandthatoperateillegally

Kaua‘i Tourism Strategic Plan 2019-2021 - Strategy: Traffic and Transit 33

PRIORITYSTRATEGYACTIONPLAN–TRAFFICANDTRANSIT

Strategy:Supportacomprehensivemulti-modallandtransportationsystemthatintegratescommunityplanning,streetdesign,trafficmanagement,shuttleandtransitservices,andbicycleandpedestriantravel,inordertoreducetrafficcongestion,improvesafetyandprovidemobilityasaseamlessservice.

Committee:NalaniBrun,BobCrowell,LarryDill,JodyKonoKjeldsen,SueKanoho,MichaelMoule,NeillSams,LeeSteinmetz,BenSullivan

Partners:PBRA,RCCA,KBA,NSBC,KVB,CountyFinanceandPlanningDepartments



1 Educatethevisitorindustryonitsroleinimplementingthecomprehensivemulti-modaltransportationsystemasoutlinedintheGeneralPlanandtheShortRangeTransitPlan(SRTP),andsecurebroadvisitorindustrysupportforthevision.

L:KVB,CoKOEDP:CoKPlanningDept.,HLTA,Kaua‘iCoC,KVB,PBRA,RCCA,NSBC,KBA


-Identifyresortdistrictsthatwanttocooperate

- Reductionin#ofvisitorsrentingcarsforalldaysofstay

- #ofemployeesridingbusorshuttles

- DecreaseinVMT- HTAVisitorSurvey

2 Catalyzeinnovativesolutions,suchasrideshare,carshareandbikeshare,todovetailwiththeGeneralPlanandShortRangeTransitPlan.

L:CoKOEDP:CoKPlanning,HLTA,Kaua‘iCoC,KVB,PBRA,RCCA,NSBC,KBA


- Reducevisitorandvisitorindustryemployeeuseofsingleoccupancyvehicles

- Reductionin#ofvisitorsrentingcarsforalldaysofstay

- #ofemployeesincarorbikeshares

- DecreaseinVMT

34 Kaua‘i Tourism Strategic Plan 2019-2021 - Strategy: Traffic and Transit

3 SupportfundingandimplementationoftheNorthShoreShuttleasrecommendedintheSRTP,andcoordinatewithimplementationoftheHā‘enaStateParkMasterPlan.

L:CoKPlanningDept.P:NSComm.Assn.,NSBC

12/31/18–Shuttleandvisitorandresidentcampaignoperational6/30/19–Long-termfundingplaninplaceFY2020-2021UnderstandfuturephasestocoordinatewithHā‘enaSPMasterPlan

- Shuttleoperationalandcongestionreduced

- CommunitysupportsshuttleatCouncilwhenactionisneeded

- Longtermfundingplancompleted

- Futurephasesunderstood

- Shuttleridership- #ofcarsonroad(tiedtofrequency)

- HTAVisitorSurvey- HTAResidentSentimentSurvey

4 Participateinresearchingtheuseofbusinessimprovementdistrictstofundmulti-modaltransportationsolutions,includingresortareashuttlesandshuttlesfromtheairporttoresortareas.

L:TSPTraffic&TransitCte.P:CoKFinanceandPlanningDepts.,PBTA,RCCA,NSBC,CountyAttorney,CountyCouncil

6/30/19:Determineviabilityofaction(Go/NoGo)IfGo,setoneupby6/30/20,onemoreby6/30/21

EstablishatleastoneBIDtoprovidefundingforBIDimprovements

- ResortareasthatbuyintoBIDconcept

- BIDfundscollectedanddisbursedtoprojects

Kaua‘i Tourism Strategic Plan 2019-2021 - Strategy: Traffic and Transit 35

5 EngagePo‘ipūcommunityandresortsinPo‘ipūRoaddesign,parkingneedsandpossiblesupportoflandscapemaintenance.

L:CoKPublicWorksP:CoKPlanning,PBRA

FY2019-PlanningFY2021-Construction

- Roadwayisrebuilt

- Resortcommunitymaintainsroadwaylandscaping

Projectcomplete

6 SupportcompletionoftheKapa‘aTransportationSolutionspriorityprojectsasoutlinedintheGeneralPlan.

L:HDOTP:

2020:WideningofKuhioHighway(KuamootoBypass);2025:AddnorthboundlanetoBypass(OlohenatoKuhio);2027:AddcapacitytoKuhioHwy.(WailuaRivertoKapule)

- KuhioHighwaywidened(Kuamo‘otoBypass)

- Northboundlaneaddedto‘OlohenatoKuhiobypass

- CapacityaddedtoKuhioHwy.(WailuaRivertoKapule)

Reducedtraveltimes

7 SupportcompletionofashareduselaneorpathlinkingNāwiliwiliHarborwithRiceStreet.

L:HDOTP:CoKPublicWorks

TBD Increasedsafetyandopportunityforpedestriansandbikeusers

Increasedpedestrianandbikecounts

36 Kaua‘i Tourism Strategic Plan 2019-2021 - Strategy: Natural and Cultural Environment

PRIORITYSTRATEGYACTIONPLAN–NATURALANDCULTURALENVIRONMENT

Strategy:Sustainablymanageandmaintainparksandtrailsforthesafeandresponsibleenjoymentofresidentsandvisitors.

Committee:NalaniBrun,AlanCarpenter,SueKanoho,AnaStasiaLytle,CeLucente,NancyMcMahon,LauraRichards,VictoriaWichman

Partners:CountyParksandRecreation,StateParks,OED,KVB



1 EncouragegovernmentagenciesandcommunitygroupsresponsibleforKaua‘i’snaturalandculturalresourcestoadoptamanagementframework,withcommunityinput,todetermineappropriatesitecapacityandtheconservation,preservationandmitigationmeasuresneededtoensurethelong-termsustainabilityoftheresource.

L:Nat.&Cult.Env.Cte.P:DLNRStateParksDiv.,CoKParks&Rec.Dept.,Community

FY2020andongoing

Managementframeworkresearchedandimplementedinatleast2sites

HTAVisitorSurvey

HTAResidentSentimentSurvey

2 Workwithelectedofficialstodevelopdedicatedfundingtosupportthelong-termmaintenanceandimprovementofinfrastructure,parks,trailsandculturalsitesforthebenefitofresidentsandvisitors.

L:Nat.&Cult.Env.Cte.,CoCP:DLNRStateParks,CountyParks&Recreation

December2018andongoing

Newfundingsource(s)approvedformaintenanceandimprovements

Additionaldedicatedfundsapproved

3 SupportinitiationoftheadaptivemanagementofStateparksandtrailresources,whichmayincludeplacinglimitsorrestrictionstoprotecttheresource;updatethetrailmap.

L:DLNRStateParksDiv.P:CountyParks&Recreation,Nat.&Cult.Env.Cte.

FY2019:BeginimplementingHā‘enaStateParkMasterPlan

-Implementationfundssecured

-Enhancedvisitorandresidentexperience

-Resourcesprotectedandconserved

HTAVisitorSurvey


Kaua‘i Tourism Strategic Plan 2019-2021 - Strategy: Natural and Cultural Environment 37

4 Encouragerevenuegenerationforongoingparkimprovementandmaintenance:

- generateincomethroughfeesforout-of-statevisitors,grantsandvoluntarydonations

- instituteapaymentsystemforcommercialuserstoaccessspecifiedareasasawaytofundimprovementsandmaintenanceandtocontrolaccesstotheseareas.

L:DLNRStateParksDiv.,CountyParksandRecreationP:Community,Nat.&Cult.Env.Cte.

State:FY2019,thenannually

County:FY2020,thenannually




HTAVisitorSurvey


5 AdvocateforfundingfortheHā‘enaandKōke‘eStateParkmasterplansandsupportimplementationoftheplans.

L:DLNRStateParksDiv.,P:Legislators,Community,Nat.&Cult.Env.Cte.

FY2019andongoing:Hā‘enaSPFY2020andongoing:Kōke‘eSP




HTAVisitorSurvey


6 SupporttheupdateoftheNāpaliCoastManagementplan.

L:DLNRStateParksDiv.P:Community,Nat.&Cult.Env.Cte.

FY2021 -Plancompletedandapproved

HTAVisitorSurvey


7 Improvingmessagingandvisitoreducationonnaturalresourceconservationandinterpretation:

- updatethetrailmap- installtrailmarkers- placestandardizedkiosksattrailheadswith

safetytips,mapandinterpretiveinformation

- useasystem,suchassocialmediaandQR

L:DLNRStateParksDiv.P:DOFA,TSPCommunicationsCte.

FY2020 Messagingandvisitoreducationprogramcompleted

HTAVisitorSurvey

38 Kaua‘i Tourism Strategic Plan 2019-2021 - Strategy: Natural and Cultural Environment

codes,toshareinformationandmessagesandprovidedownloadaccesstothesystemattheairport

- encouragevisitorguides,boatoperatorsandothertourismproviderstopresentinformationthatincreasesvisitorunderstandingofKaua‘i’suniqueculturalandnaturalenvironment.

8 Considerareastoexpandparksandtrailsusetomitigateovercrowdingandresourcedegradation.

L:DLNRStateParksDiv.P:CountyParks&Recreation

FY2021 Phasedexpansionplancompletedandreadywhenfundingavailable

HTAVisitorSurvey


Kaua‘i Tourism Strategic Plan 2019-2021 - Strategy: Employee Development 39

PRIORITYSTRATEGYACTIONPLAN–EMPLOYEEDEVELOPMENT

Strategy:Supportcareerexplorationandpreparationprogramsthatattractnewworkerstothevisitorindustryandprovidecareerdevelopmentopportunitiesforvisitorindustryincumbentworkerstoensureanavailable,well-qualifiedworkforce.

Committee:Ka‘eoBradford,NalaniBrun,PeggyLake,AdeleManera,MarionPaul,MarkPerriello,SamiraSiale,PeterSit,CherylStiglmeier,DawnTaba,CandaceTabuchi(Chair)



1 SupportKPAA/KeikitoCareer’sCareerConnectionprogramforhighschoolstudentsandencouragevisitorindustryemployerstoparticipate.

L:KPAA/KeikitoCareerP:HLTA

FY2019-providespeakersFY2020–expandparticipation,ifKeikitoCareercansecurefunds

- HLTAprovidesspeakersforfreshmen

- Tourismseenascareerpathforgraduatingseniors

-#ofstudentsinCareerConnectionsatKapa‘a&WaimeaHighSchools

-#ofstudentsgraduatingfromhighschoolwithHOSTcertificate

2 Updatetheflyeroftrainingopportunitiesfornewandincumbentworkersandoptionsforfundingtosupportworkertraining.

L:OCETP:Emp.Dev.Committee

Annually -Tourismemployersuseupdatedlist

-#oftourismemployeesutilizingavailabletraining

3 SupportKCC’sHOSTprogram,includingthePriorLearningAssessment(PLA)andEarlyCollegeprograms.

L:HOSTProgramCoordinatorP:Emp.Dev.Committee,HLTA

Annually - HLTAsharesHOSTinformationwithmembers

- TourismemployerssharePLAandEarly

- #ofWaimea&Kapa‘aHighSchoolstudentsinEarlyCollege

- #ofstudentsusingPLA

40 Kaua‘i Tourism Strategic Plan 2019-2021 - Strategy: Employee Development

Collegeinformationwithstaff

4 ContinuetosupporttheLead,ExposeandInspire(LEI)programforhighschooljuniorsandseniors.

L:ClimbHI,HTAP:KCCHOSTstaffandstudents

AnnuallyinSpring

- Studentsbecomeinterestedintourismcareers

- LeadershipskillsofKCCstudentmentorsstrengthened

#ofstudentsatcareerfair#ofKCCmentors

5 ExploretheadvisabilityofrequiringcertificationsforspecificpositionsinHawai‘i,suchastourguidecertificationandcertificationofprofessionaldevelopmentincustomerservice.

L:KCCOCETP:HLTA

Certificateprogramsoffered1-2timesperyear

Jobseekersoremployeeswithcertificationshavecareeradvantage

- Employerawarenessofprogram

- #ofemployersofferingadvantageforthosewithcertification

Kaua‘i Tourism Strategic Plan 2019-2021 - Strategy: Communications 41

PRIORITYSTRATEGYACTIONPLAN–COMMUNICATIONS

Strategy:Utilizeeffectivecommunicationswithallvisitorindustrystakeholders–includingvisitors,residents,electedofficialsandthevisitorindustryatlarge–soallareinformedandhaveopportunitiesfordialoguetominimizeconflictsandimprovetourismasavaluableeconomiccontributor.

Committee:NalaniBrun,PamaiCano,LarryFeinstein,SueKanoho,JoyKoerte,VeronicaLovesy,JanTenBruggencate,BethTokioka

Partners:HTA,HVCB,Mayor,Kaua‘iChamberofCommerce,Kaua‘iBusinessCouncil,FilipinoChamberofCommerce,NativeHawaiianChamberofCommerce,Po‘ipūBeachResortAssociation,RoyalCoconutCoastAssociation,NorthShoreCommunityCouncil



1 Educatevisitorsbeforearrivalthroughvideosandsocialmedia,andafterarrivalthroughappropriatesignageapps,tourismwebsitesandwell-informedvisitorindustryemployees.

L:KVBP:HTA,HVCB

12/31/18-newcampaigninplace;adjustannually

Visitorsgainunderstandingoflocalresidentsandcultureandrespecttheenvironmentandculturalsites

HTAVisitorSurvey

KVBSurvey


2 Keepresidentsinformedoftheroleofthevisitorindustryinthecommunity,solicitinputandmaintainongoingcommunicationstosolveproblemsandmitigateconcerns,recognizingthattourismisavaluableeconomiccontributor.

L:CoKMayor,OEDP:KVB

Annually,atplannedeventsandthroughtimelyresponsetocitizeninquiriesandcomplaints

Ongoingtwo-waycommunicationwithresidentstofosterunderstandingofissues,minimizeconflictandenlistsupportfortourism


42 Kaua‘i Tourism Strategic Plan 2019-2021 - Strategy: Communications

3 EducateelectedofficialsontheKaua‘iTourismStrategicPlanandthelong-rangevisionforKaua‘itourismandmaintainongoingcommunicationsonissuesrelatedtotourismandneededpoliciesandregulations.

L:Kaua‘iChamberofCommerce,KBC,SustainableTourismCte.P:KVB

AnnuallyinMayandNovember/earlyDecember

Electedofficialsarewellinformedtounderstandandsupportcurrentandlong-rangevisitorindustryissues

Extenttowhichelectedofficialsproposeandsupportneededchanges

4 Educatethevisitorindustry,suchasattourismassociationandemployeemeetingsorthroughwebinars,abouttheKaua‘iTourismStrategicPlanandenlisttheirsupportandassistanceinitsimplementation

L:KTSPSCP:KTSPCommittees

August2018forbaseline;June2019,2020,2021

VisitorindustrymanagersareawareofandsupporttheKTSP

Annualsurveyofvisitorindustrymanagers

5 BriefstateandcountyagenciesrelatedtotourismabouttheKTSPandKaua‘iissuesrelatedtotheindustry;enlistthemaspartnersimplementingtheKTSP.

L:Comm.Cte.P:StateandCountyagencies

Jan.1,2019 Relevantagenciesawareofandagreetopartner

Numberofpartneringagencies

6 Createactivitiesthatbringallstakeholders(includingcommunitymembers,communitygroupsandtourismleadersandstaff)togethertoshareupdates,dataandideasonKaua‘i’svisitorindustry.

L:CoKOEDP:KVB,tourismandbusinessassociations,Kaua‘iCoC,NHCC,communityassociations

June2019,thenannually

SharedunderstandingandsupportfortheKaua‘itourismvisionandplan

Numberofstakeholdersparticipating

Numberrespondingthatcommunicationandneededactionhavebeenimproved

Kaua‘i Tourism Strategic Plan 2019-2021 - Strategy: Plan Implementation 43

PRIORITYSTRATEGYACTIONPLAN–PLANIMPLEMENTATION

Strategy:EnsuresuccessfulplanimplementationbycoordinatingmeetingsandcommunicationsoftheSteeringCommitteeandprioritystrategycommittees,trackingprogressonactionplans,reportingprogressandupdatingactionplanswhenneeded.

Partners:Projectfacilitator,ExecutiveCommittee(Kaua‘iVisitorBureau,CountyofKaua‘iOfficeofEconomicDevelopment)



1 ContractforservicestofacilitateandcoordinatetheworkandcommunicationsoftheSteeringCommitteeandPriorityStrategyCommittees

L:ExecutiveCommitteeP:SteeringCommittee

September2018

- SteeringCommitteeandPrioritySteeringCommitteemembersagreetoserveforthreeyearsofplan

Facilitatorsecured

Convenemeetingsofthecommitteestodiscussandimplementtheplan’srecommendations;trackprogressontheactionplans;andreportannuallyonoutcomes

L:FacilitatorP:ExecutiveCommittee,SteeringCommittee,PriorityStrategyCommittees

Annually,hold4SteeringCommitteemeetingsandanaverageof4meetingsfortheprioritystrategycommittee

- 75%committeemembersparticipateinmeetings

- Livelyandusefulmeetingsdiscussions

- Timelycommunicationstocommittees

- Annualreportdisseminated

- Planrevisedifneeded

- Timelinesaremet- #ofidentifiedmeasuresofsuccessachieved



Moving from Plans to Implementing Action

TheKaua‘iTourismStrategicPlanisintendedtobedynamic,opentorevisionwhenneeded.Thecommitteevolunteersandstrategicprioritypartnerswillberesponsibleformovingthisplanforwardandtheircontinuingcommitmentisvitaltoitssuccess.SpecifictargetsforeachmeasureintheactionplanswillbedevelopedinYear1oftheplanandprogresstowardthosetargetswillbereportedannually.

Thecommitteeswillneedfacilitationandcommunicationssupporttoconvenethegroups,setagendas,documentdecisionsandprogress,monitorandreportonprogressandassistthegroupsinadjustingstrategiesasneeded.Therewillalsobeaneedtosecurebroadsupportfromelectedofficials,relevantagencies,thevisitorindustryatlargeandthecommunity,whichwillrequireongoingcommunications.Theremaybeaneedtosecureresourcestosupportspecificactionsintheplan.

Thesuccessinimplementingaplansuchasthisislimitedonlybythewisdom,understandingandcommitmentofthoseinvolved.Itisnowuptothevisitorindustryandtheirpartnerstoembracethatchallenge.


Appendices

A. KTSPPlanningCommitteeMembers

B. ParticipantsinCommunityAssociationInputandFeedbackSessions

C. AcronymsandAbbreviations

D. References


Appendix A. KTSP Planning Committee Members

ExecutiveCommittee

NalaniBrun,EconomicDevelopmentSpecialistIV-Tourism,CountyofKaua‘iOfficeofEconomicDevelopment

GeorgeCosta,Director,CountyofKaua‘iOfficeofEconomicDevelopmentSueKanoho,ExecutiveDirector,Kaua‘iVisitorsBureau

SteeringCommittee

JimBraman,GeneralManager,TheCliffsatPrincevilleKatyBritzmann,DirectorofSales,GrandHyattKaua‘iResort&SpaNalaniBrun,ProgramAdministrativeOfficer/TourismSpecialist,CountyofKaua‘iOfficeof

EconomicDevelopmentPamaiCano,DirectorofHumanResources,KōloaLandingResortAmyChun,Kaua‘iGrownMember,Kaua‘iCountyFarmBureauGeorgeCosta,Director,CountyofKaua‘iOfficeofEconomicDevelopmentRobertCrowell,HarborsDistrictManager,Kauaì,Hawai‘iDepartmentofTransportation-

HarborsDivisionSueKanoho,ExecutiveDirector,Kaua‘iVisitorsBureauJodyKono-Kjeldsen,ExecutiveDirector,Po‘ipūBeachResortAssociationAnaStasiaLytle,DistrictSuperintendent-Kaua‘i,DepartmentofLand&NaturalResources,State

ParksDivisionCesare"Ce"Lucente,GeneralManager,OutfittersKaua‘iKarenOno,ExecutiveDirector,Kaua‘iBoardofRealtorsMarkPerriello,President&CEO,Kaua‘iChamberofCommerceLauraRichards,GeneralManager,HanaleiColonyResortNeillSams,BoardMember,Kapa‘aBusinessAssociationSamiraSiale,AccountManager-Kaua‘i,EnterpriseHoldingsPeterSit,GeneralManager,PonoKaiResortLeeSteinmetz,MultimodalTransportationPlanner,Kaua‘iCountyPlanningDepartmentMelissiaSugai,Kaua‘iMadeProgramManager,CountyofKaua‘iOfficeofEconomic

DevelopmentBenSullivan,Sustainability&EnergyCoordinator,CountyofKaua‘iOfficeofEconomic

DevelopmentCandaceTabuchi,AssistantProfessor,Hospitality&Tourism,Kaua‘iCommunityCollegePaulToner,GeneralManager,Kaua‘iMarriottBeach&ResortClubDeniseWardlow,GeneralManager,WestinPrincevilleOceanResortVillas-CHAIRMarieWilliams,Long-RangePlanner,CountyofKaua‘iPlanningDepartment


PriorityStrategyCommittees

SustainableTourismCommittee

JimBraman,GeneralManager,TheCliffsatPrincevilleKatyBritzmann,DirectorofSales,GrandHyattKaua‘iResort&SpaNalaniBrun,ProgramAdministrativeOfficer/TourismSpecialist,CountyofKaua‘iOfficeof

EconomicDevelopmentSueKanoho,ExecutiveDirector,Kaua‘iVisitorsBureauMarkPerriello,President&CEO,Kaua‘iChamberofCommerceRayneRegush,Chair,Wailua-Kapa‘aCommunityAssociationLauraRichards,GeneralManager,HanaleiColonyResortBenSullivan,Sustainability&EnergyCoordinator,CountyofKaua‘iOfficeofEconomic

DevelopmentPaulToner,GeneralManager,Kaua‘iMarriottBeach&ResortClubDeniseWardlow,GeneralManager,WestinPrincevilleOceanResortVillas

EmployeeDevelopmentCommittee

Ka‘eoBradford,WorkforceInvestmentActAdministrator,Kaua‘iWorkforceDevelopmentBoard

SueKanoho,ExecutiveDirector,Kaua‘iVisitorsBureauPeggyLake,TrainingCoordinator,Kaua‘iCommunityCollege-OCETAdeleManera,BranchManager-Kaua‘i,WorkforceDevelopmentDivision,DepartmentofLaborMarionPaul,Kaua‘iPlanning&ActionAlliance/KeikitoCareerMarkPerriello,ExecutiveDirector,Kaua‘iChamberofCommerceSamiraSiale,AccountManager-Kaua‘i,EnterpriseHoldingsPeterSit,GeneralManager,PonoKaiResortCherylStiglmeier,TrainingCoordinator,Kaua‘iCommunityCollege-OCETDawnTaba,InstructionalCoach,Kaua‘iHighSchoolCandaceTabuchi,AssistantProfessor-HOST,Kaua‘iCommunityCollege-CHAIR

TrafficandTransitCommittee

NalaniBrun,ProgramAdministrativeOfficer/TourismSpecialist,CountyofKaua‘iOfficeofEconomicDevelopment

BobCrowell,HDOT,HarborsDivision,Hawai‘iDepartmentofTransportationLarryDill,DistrictEngineer-Kaua‘i,HighwaysDivision,Hawai‘iDepartmentofTransportationSueKanoho,ExecutiveDirector,Kaua‘iVisitorsBureauJodyKono-Kjeldsen,ExecutiveDirector,Po‘ipūBeachResortAssociationMichaelMoule,ChiefofEngineering,CountyofKaua‘iPublicWorksDepartmentMarkPerriello,President&CEO,Kaua‘iChamberofCommerce


LauraRichards,GeneralManager,HanaleiColonyResortNeillSams,BoardMember,Kapa‘aBusinessAssociationLeeSteinmetz,MultimodalTransportationPlanner,Kaua‘iCountyPlanningDepartmentBenSullivan,Sustainability&EnergyCoordinator,CountyofKaua‘iOfficeofEconomic

Development

NaturalandCulturalEnvironmentCommittee


AlanCarpenter,DeputyDirector,DepartmentofLandandNaturalResources,StateParksDivision

GeorgeCosta,Director,CountyofKaua‘iOfficeofEconomicDevelopmentSueKanoho,ExecutiveDirector,Kaua‘iVisitorsBureauCesare"Ce"Lucente,GeneralManager,OutfittersKaua‘i-CHAIRAnaStasiaLytle,Superintendent-Kaua‘i,DepartmentofLandandNaturalResources,StateParks

DivisionNancyMcMahon,ParkPlanner,CountyofKaua‘iDepartmentofParks&RecreationLauraRichards,GeneralManager,HanaleiColonyResortVictoriaWichman,InterpretiveSpecialistandArcheologist,DepartmentofLandandNatural

Resources,StateParksDivision

CommunicationsCommittee


PamaiCano,DirectorofHumanResources,KōloaLandingResortLarryFeinstein,OperationsLiaison,TimbersKaua‘iSueKanoho,ExecutiveDirector,Kaua‘iVisitorsBureauJoyM.Koerte,Partner,Fujita&MiuraPublicRelationsVeronicaLovesy,SeniorMarketingManager,Kukui‘ulaDevelopmentCo.JanTenBruggencate,Writer,IslandStrategyLLCBethTokioka,CommunicationsManager,KIUC


Appendix B. Community/Neighborhood Association Focus Group Participants

BerylBlaich,VicePresident,KilaueaNeighborhoodAssociation

NalaniBrun,ProgramAdministrativeOfficer,CountyofKaua‘iOED

AndyBushnell,BoardMember,Wailua-Kapa‘aNeighborhoodAssociation

JeriDiPietro,President,KōloaCommunityAssociation

RoryEnright,GeneralManager,PrincevilleCommunityAssociation

YoshioL’Hote,President&CEO,KilaueaNeighborhoodAssociation

LaurieQuarton,Member,CommunityCoalitionKaua‘i

RayneRegush,Chair,Wailua-Kapa‘aNeighborhoodAssociation

JulieSchuller,Director,PrincevilleCommunityAssociation

TomSouthwick,Member,PrincevilleCommunityAssociation

JeanSouza,Facilitator/Volunteer,Hanapepe-Ele‘eleCommunityAssociation

WayneSouzaMember,Hanapepe-‘Ele‘eleCommunityAssociation

KenTaylor,BoardMember,Kaua‘iHuiforaSustainableFuture

CarolVolker,Boardmember,Wailua-Kapa‘aCommunityAssociation

AnneWalton,Member,CommunityCoalitionKaua‘i


Appendix C. Acronyms and Abbreviations

CoC Kaua‘iChamberofCommerceCoK CountyofKaua‘iDBEDT DepartmentofBusiness,EconomicDevelopmentandTourism,Stateof

Hawai‘iDLIR DepartmentofLaborandIndustrialRelations,StateofHawai‘iDLNR DepartmentofLandandNaturalResources,StateofHawai‘iDOE DepartmentofEducation,StateofHawai‘iGHG GreenhousegasHDOT DepartmentofTransportation,StateofHawai‘iHGG Hawai‘iGreenGrowthInitiativeHLTA Hawai‘iLodgingandTourismAssociationHOST HospitalityandTourismProgram,Kaua‘iCommunityCollegeHTA Hawai‘iTourismAuthorityHTASP Hawai‘iTourismAuthorityStrategicPlan

HVCB Hawai‘iVisitorsandConventionsBureauKBA Kapa‘aBusinessAssociationKCC Kaua‘iCommunityCollegeKEDB Kaua‘iEconomicDevelopmentBoardKIUC Kaua‘iIslandUtilityCooperativeKPAA Kaua‘iPlanning&ActionAllianceKTSP Kaua‘iTourismStrategicPlanKVB Kaua‘iVisitorsBureauLEI Lead,ExposeandInspireProgram/ClimbHINat.&Cult.Env.Cte KTSPNaturalandCulturalEnvironmentsCommitteeNHCC Kaua‘iNativeHawaiianChamberofCommerceNSBC NorthShoreBusinessCouncilNSComm.Assn. NorthShoreCommunityAssociationOCET OfficeofContinuingEducation&Training,Kaua‘iCommunityCollegeOED OfficeofEconomicDevelopment,CountyofKaua‘iParks&Rec ParksandRecreationDepartment,CountyofKaua‘iPBRA Po‘ipūBeachResortAssociationRCCA RoyalCoconutCoastAssociationSRTP Short-RangeTransportationPlanSCSust.Tour.Cte.

KTSPSteeringCommitteeSustainableTourismCommittee


Appendix D. References

AckermanAnderson,LindaandAnderson,Dean,“AwakeattheWheel:MovingBeyondChangeManagementtoConsciousChangeLeadership,”2010

“CrowdedOut:TheStoryofOvertourism”(video),ResponsibleTravel,July2018,https://www.responsibletravel.com/copy/overtourism-documentary

El-Barmelgy,Dr.HeshamMoh,“VisitorManagementPlanandSustainableCultureTourism,”CairoUniversity,InternationalJournalofEducationandResearch,December2013

Farrell,TraceyA.andMarion,JeffreyL.,“TheProtectedAreaVisitorImpactManagement(PAVIM)Framework:ASimplifiedProcessforMakingManagementDecisions,”2002

“Hawai‘iVacationRentals:ImpactonHousingandHawai‘i’sEconomy,”Hawai‘iAppleseedCenterforLaw&EconomicJustice,March2018

Hawai‘iTourismAuthorityAnnualVisitorResearchReports,https://www.hawaiitourismauthority.org/research/annual-visitor-research-reports/

Hawai‘iTourismAuthority,Hawai‘iTourismAuthorityFiveYearStrategicPlan2016

Hawai‘iTourismAuthorityMonthlyVisitorStatistics,https://www.hawaiitourismauthority.org/research/monthly-visitor-statistics/

Hawai‘iTourismAuthority,TourismResearchProgram,“2017VisitorPlantInventory,”2017

HistoryofKaua‘i,http://www.waimea.com/kauai/history.html

Kapa‘aTransportationSolutions,Hawai‘iDepartmentofTransportation,August2015,https://www.hokuaplace.com/traffic-solutions-report.html

Kaua‘iKākou:Kaua‘iCountyGeneralPlan2018,approvedFebruary2018,https://www.kauai.gov/Government/Departments-Agencies/Planning-Department/Long-Range-Division/The-Kauai-General-Plan

Kaua‘iMulti-ModalLandTransportationPlan,adoptedJanuary2013,http://movekauai.net/?page_id=520

Kirch,Patrick,“WhendidthePolynesianssettleHawai‘i?Areviewof150yearsofscholarlyinquiryandatentativeanswer,”HawaiianArchaeology,January2011

Lim,LiChing,“CarryingCapacityAssessmentofPulauPayarMarinePark,Malaysia,”Appendix1:FrameworkGuidelinesforAssessingCarryingCapacity,1998

Mak,James,“CreatingParadiseofthePacific:HowTourismBeganinHawai‘I,”UHERO,February17,2015


Mak,James,“RethinkingHawai‘iTourism:TimetoShiftfromMarketingtoManagingTourism?,”UHERO,May9,2018

Mak,James,“SustainableTourismDevelopmentandOvertourism,”UHERO,November15,2017

McCool,StephenF.,“LimitsofAcceptableChangeandTourism,”2013

McCool,StephenF.,“PrinciplesandConceptsforManagingVisitorImpactsinProtectedAreas,”undated

OmniTrakGroupInc.HTAResidentSentimentSurvey2017,presentationpreparedforHawai‘iTourismAuthority,July2017

PacificResourcePartnership,“Insights:Short-TermRentals,”Quarter2,2018

Skift,“ProposingSolutionstoOvertourisminPopularDestinations:ASkiftFramework,”October23,2017

Skift,“SummerofOvertourism:FourLessonsfortheTravelIndustry,”August16,2017

SMSResearch&MarketingServices,Inc.,“IndividuallyAdvertisedUnitsinHawai‘i(VacationRentals),”December2014

Naho‘opi‘i,Daniel,Kaua‘iGeneralPlanUpdate:VisitorStatistics,presentationpreparedfortheCountyofKaua‘i,DepartmentofPlanning,presentedOctober1,2017,SMSResearch&MarketingServices,Inc.

PBRHawai‘i&Associates,Inc.andOpticos,SouthKaua‘iCommunityPlan,adoptedJuly2015,https://www.kauai.gov/Government/Departments-Agencies/Planning-Department/Long-Range-Division/South-Kauai-Community-Plan

Salasfsky,Richard,Margoluis,RichardandRedford,KentH.,AdaptiveManagement:AToolforConservationPractitioners,2001

“TravelandTourismCompetitivenessReport2017:IndustryTrends,”WorldEconomicForum

UnitedNationsEnvironmentProgram,“SustainableTourisminProtectedAreas:GuidelinesforPlanningandManagement,”Chapter7,ToolsforVisitorManagement,2002

Williams,B.K.,et.al.,AdaptiveManagement:TheU.S.DepartmentofInteriorTechnicalGuide,2009

Youn,JacyL.,“Kaua‘iInCrisis:MayorBryanBaptistedealswithagardenofgridlock,”Hawai‘iBusiness,September2005

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E ForadditionalinformationontheKaua‘iTourismStrategicPlan,contact:

CountyofKaua‘i

OfficeofEconomicDevelopment4444RiceStreet#200,Līhu‘e,HI96766

(808)[email protected]

Documents

This page intentionally left blank...Tokioka and Anne Walton for their helpful feedback and assistance on the first draft. Agency and community partnerships with the KTSP committees