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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
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Kaua‘i Tourism Strategic Plan 2019-2021 iii
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Kaua‘i Tourism Strategic Plan 2019-2021
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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Kaua‘i Tourism Strategic Plan 2019-2021
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)
viii Kaua‘i Tourism Strategic Plan 2019-2021 Executive Summary
♦ 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.
Kaua‘i Tourism Strategic Plan 2019-2021 Executive Summary ix
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.
Kaua‘i Tourism Strategic Plan 2019-2021 Executive Summary xi
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.
xii Kaua‘i Tourism Strategic Plan 2019-2021 Executive Summary
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
A
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.
xiv Kaua‘i Tourism Strategic Plan 2019-2021 Executive Summary
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.
xvi Kaua‘i Tourism Strategic Plan 2019-2021 Executive Summary
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.
A
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
ItisbelievedKaua`i'searliestresidentsarrivedaboarddouble-hulledvoyagingcanoesaround900A.D.althoughtheirarrivaldateisstillunderdiscussion.TheirPolynesianculturewassimilartothatinTahiti,theCookIslands,theTuamotus,theMarquesasandotherislandsofeasternPolynesia,allofwhichwereinhabitedwithinafewhundredyearsofeachother.Kaua‘iwasalreadywellsettled,withlocalpopulationsestablishedinseverallocalities,by1200A.D.TheHawaiianswereskilledatfarmingandfishing.Theyhaddevelopedacomplexcultureledbychiefs.Thequalityoftheirmaterialculture—carvings,canoesandtools,weavingandclothmaking–wereunmatched.AlthoughthereareseveralreportsofearlierEuropeancontacts,thearrivalin1778ofCaptainJamesCookintroducedtheHawaiianIslandstotheWesternworld.Cook’sfirststepsonHawaiiansoilwereatWaimeaonKaua`i,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
Kaua‘i Tourism Strategic Plan 2019-2021 3
♦ 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.
4 Kaua‘i Tourism Strategic Plan 2019-2021
♦ 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
(Recommendsandimplementsrelatedactions)
NaturalandCulturalEnvironmentCommittee(Recommendsandimplements
relatedactions)
CommunicationsCommittee
(Recommendsandimplementsrelatedactions)
EmployeeDevelopmentCommittee
(Recommendsandimplementsrelatedactions)
Kaua‘i Tourism Strategic Plan 2019-2021 5
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.
6 Kaua‘i Tourism Strategic Plan 2019-2021
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
Kaua‘i Tourism Strategic Plan 2019-2021 7
♦ 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.
8 Kaua‘i Tourism Strategic Plan 2019-2021
♦ 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
Kaua‘i Tourism Strategic Plan 2019-2021 9
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
10 Kaua‘i Tourism Strategic Plan 2019-2021
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
Kaua‘i Tourism Strategic Plan 2019-2021 11
Figure4.Kaua‘iVisitorArrivalsbyYear,ActualandForecast,1990-2035
Visitorarrivalstendtofluctuatethroughouttheyear.Figure5showsvariationintheaveragedailyvisitorcensusbymonth.Winterandsummerarethebusiest,thoughthenumberofvisitorsinspringandfallaregettingstronger.
Figure5.AverageDailyVisitorCensus(ADVC)byMonthfor2017andYTD2018
0
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1,600
1990
1993
1996
1999
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2005
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Short-term
Forecast
28,62624,089
31,113
22,546
29,608
31,131
26,066
33,368
0
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D F A M J S O D F
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12 Kaua‘i Tourism Strategic Plan 2019-2021
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
0
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1980 1990 2000 2010 2020 2030 2040
ResidentPopulation
AverageDailyVisitorCensus(ADVC)
Kaua‘i Tourism Strategic Plan 2019-2021 13
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
14 Kaua‘i Tourism Strategic Plan 2019-2021
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
Kaua‘i Tourism Strategic Plan 2019-2021 15
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
16 Kaua‘i Tourism Strategic Plan 2019-2021
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
Kaua‘i Tourism Strategic Plan 2019-2021 17
♦ Restrictdevelopmentofnewtouristaccommodationsandallowonlywithindesignatedareas
♦ Imposeandstrictlyenforcerulesonalternativeaccommodations♦ Limitnumberofalternativeaccommodationstoprotecthousingforresidents♦ Limitthenumberofdaysperyearaunitmayberentedtovisitors(forexample,30or60
days)AlreadyafewofthesestrategiesarebeingtriedonKaua‘i.Moreworkisneededtodeterminethestrategiesthatwillenableustobettermanagetheisland’stourism.
18 Kaua‘i Tourism Strategic Plan 2019-2021
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
Kaua‘i Tourism Strategic Plan 2019-2021 19
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
20 Kaua‘i Tourism Strategic Plan 2019-2021
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.
Kaua‘i Tourism Strategic Plan 2019-2021 21
♦ 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
22 Kaua‘i Tourism Strategic Plan 2019-2021
♦ 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
Kaua‘i Tourism Strategic Plan 2019-2021 23
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.
24 Kaua‘i Tourism Strategic Plan 2019-2021
Kaua‘i Tourism Strategic Plan 2019-2021
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
Kaua‘i Tourism Strategic Plan 2019-2021 25
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
26 Kaua‘i Tourism Strategic Plan 2019-2021
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.
Kaua‘i Tourism Strategic Plan 2019-2021 27
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.
28 Kaua‘i Tourism Strategic Plan 2019-2021
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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
# PlannedAction Lead(L)&Partners(P)
Timeline DesiredOutcome MeasureofSuccess
1 Educatethevisitorindustryonitsroleinimplementingthecomprehensivemulti-modaltransportationsystemasoutlinedintheGeneralPlanandtheShortRangeTransitPlan(SRTP),andsecurebroadvisitorindustrysupportforthevision.
L:KVB,CoKOEDP:CoKPlanningDept.,HLTA,Kaua‘iCoC,KVB,PBRA,RCCA,NSBC,KBA
Jan.1,2019andongoing
-Identifyresortdistrictsthatwanttocooperate
- Reductionin#ofvisitorsrentingcarsforalldaysofstay
- #ofemployeesridingbusorshuttles
- DecreaseinVMT- HTAVisitorSurvey
2 Catalyzeinnovativesolutions,suchasrideshare,carshareandbikeshare,todovetailwiththeGeneralPlanandShortRangeTransitPlan.
L:CoKOEDP:CoKPlanning,HLTA,Kaua‘iCoC,KVB,PBRA,RCCA,NSBC,KBA
Jan.1,2020andongoing
- 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
# PlannedAction Lead(L)&Partners(P)
Timeline DesiredOutcome MeasureofSuccess
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
HTAResidentSentimentSurvey
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
-Implementationfundssecured
-Enhancedvisitorandresidentexperience
-Resourcesprotectedandconserved
HTAVisitorSurvey
HTAResidentSentimentSurvey
5 AdvocateforfundingfortheHā‘enaandKōke‘eStateParkmasterplansandsupportimplementationoftheplans.
L:DLNRStateParksDiv.,P:Legislators,Community,Nat.&Cult.Env.Cte.
FY2019andongoing:Hā‘enaSPFY2020andongoing:Kōke‘eSP
-Implementationfundssecured
-Enhancedvisitorandresidentexperience
-Resourcesprotectedandconserved
HTAVisitorSurvey
HTAResidentSentimentSurvey
6 SupporttheupdateoftheNāpaliCoastManagementplan.
L:DLNRStateParksDiv.P:Community,Nat.&Cult.Env.Cte.
FY2021 -Plancompletedandapproved
HTAVisitorSurvey
HTAResidentSentimentSurvey
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
HTAResidentSentimentSurvey
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)
# PlannedAction Lead(L)&Partners(P)
Timeline DesiredOutcome MeasureofSuccess
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
# PlannedAction Lead(L)&Partners(P)
Timeline DesiredOutcome MeasureofSuccess
1 Educatevisitorsbeforearrivalthroughvideosandsocialmedia,andafterarrivalthroughappropriatesignageapps,tourismwebsitesandwell-informedvisitorindustryemployees.
L:KVBP:HTA,HVCB
12/31/18-newcampaigninplace;adjustannually
Visitorsgainunderstandingoflocalresidentsandcultureandrespecttheenvironmentandculturalsites
HTAVisitorSurvey
KVBSurvey
HTAResidentSentimentSurvey
2 Keepresidentsinformedoftheroleofthevisitorindustryinthecommunity,solicitinputandmaintainongoingcommunicationstosolveproblemsandmitigateconcerns,recognizingthattourismisavaluableeconomiccontributor.
L:CoKMayor,OEDP:KVB
Annually,atplannedeventsandthroughtimelyresponsetocitizeninquiriesandcomplaints
Ongoingtwo-waycommunicationwithresidentstofosterunderstandingofissues,minimizeconflictandenlistsupportfortourism
HTAResidentSentimentSurvey
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)
# PlannedAction Lead(L)&Partners(P)
Timeline DesiredOutcome MeasureofSuccess
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
Thispageintentionallyleftblank
44 Kaua‘i Tourism Strategic Plan 2019-2021
Moving from Plans to Implementing Action
TheKaua‘iTourismStrategicPlanisintendedtobedynamic,opentorevisionwhenneeded.Thecommitteevolunteersandstrategicprioritypartnerswillberesponsibleformovingthisplanforwardandtheircontinuingcommitmentisvitaltoitssuccess.SpecifictargetsforeachmeasureintheactionplanswillbedevelopedinYear1oftheplanandprogresstowardthosetargetswillbereportedannually.
Thecommitteeswillneedfacilitationandcommunicationssupporttoconvenethegroups,setagendas,documentdecisionsandprogress,monitorandreportonprogressandassistthegroupsinadjustingstrategiesasneeded.Therewillalsobeaneedtosecurebroadsupportfromelectedofficials,relevantagencies,thevisitorindustryatlargeandthecommunity,whichwillrequireongoingcommunications.Theremaybeaneedtosecureresourcestosupportspecificactionsintheplan.
Thesuccessinimplementingaplansuchasthisislimitedonlybythewisdom,understandingandcommitmentofthoseinvolved.Itisnowuptothevisitorindustryandtheirpartnerstoembracethatchallenge.
Kaua‘i Tourism Strategic Plan 2019-2021 45
Appendices
A. KTSPPlanningCommitteeMembers
B. ParticipantsinCommunityAssociationInputandFeedbackSessions
C. AcronymsandAbbreviations
D. References
46 Kaua‘i Tourism Strategic Plan 2019-2021
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,Kaua`i,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
Kaua‘i Tourism Strategic Plan 2019-2021 47
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
48 Kaua‘i Tourism Strategic Plan 2019-2021
LauraRichards,GeneralManager,HanaleiColonyResortNeillSams,BoardMember,Kapa‘aBusinessAssociationLeeSteinmetz,MultimodalTransportationPlanner,Kaua‘iCountyPlanningDepartmentBenSullivan,Sustainability&EnergyCoordinator,CountyofKaua‘iOfficeofEconomic
Development
NaturalandCulturalEnvironmentCommittee
NalaniBrun,ProgramAdministrativeOfficer/TourismSpecialist,CountyofKaua‘iOfficeofEconomicDevelopment
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
NalaniBrun,ProgramAdministrativeOfficer/TourismSpecialist,CountyofKaua‘iOfficeofEconomicDevelopment
PamaiCano,DirectorofHumanResources,KōloaLandingResortLarryFeinstein,OperationsLiaison,TimbersKaua‘iSueKanoho,ExecutiveDirector,Kaua‘iVisitorsBureauJoyM.Koerte,Partner,Fujita&MiuraPublicRelationsVeronicaLovesy,SeniorMarketingManager,Kukui‘ulaDevelopmentCo.JanTenBruggencate,Writer,IslandStrategyLLCBethTokioka,CommunicationsManager,KIUC
Kaua‘i Tourism Strategic Plan 2019-2021 49
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
50 Kaua‘i Tourism Strategic Plan 2019-2021
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
Kaua‘i Tourism Strategic Plan 2019-2021 51
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
52 Kaua‘i Tourism Strategic Plan 2019-2021
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]