The Hawaiʻi Tourism Authority (HTA) is currently navigating a period of significant upheaval marked by restructuring, staff departures, and legal complications, resulting in an organizational landscape that some describe as bordering on chaos.
In stark contrast to HTA’s struggles, the Council for Native Hawaiian Advancement (CNHA) is stepping up, filling the void and taking a leading role in managing tourism, particularly in the essence of regenerative tourism.
At Haleakalā National Park, ʻOlena Alec has been at the helm of the Haleakalā Conservancy, the park’s nonprofit arm, operating with a skeletal staff—herself alone for five years. This year, a welcome shift has occurred with the addition of an intern, allowing Alec to share the workload as she embarks on initiatives to support the park amid instability in federal funding for national parks.
Alec describes the excitement of having a second staff member and additional funding of $50,000, which CNHA has allocated through a destination management program linked to HTA, to propel the organization’s outreach through videos and brochures. An innovative geofencing project is also underway, which aims to enhance how visitors receive information via social media posts during their experience in the park.
“It’s really helpful to have someone else to share the work,” Alec stated.
HTA, however, is not enjoying the same sense of stability. The state agency, which relies on a substantial $63 million from hotel room taxes, has not had a permanent chief executive for nearly two years and has recently seen key personnel resign amid controversies and scandals.
The departure in March of HTA’s longstanding chief stewardship officer, along with the board chair stepping down amid a spending scandal, has further indicated a downward trajectory in the organization’s operations. Moreover, the head of finance and acting chief administrative officer has been placed on unpaid leave due to allegations of fostering a hostile work environment for Native Hawaiian employees. This official has countered with his own lawsuit, claiming retaliation for exposing procurement violations and mismanagement of funds.
Jerry Gibson, a seasoned hotel general manager and president of the Hawaiʻi Hotel Alliance, expressed concerns regarding the internal tumult within HTA. “I don’t think I’ve ever seen so much tension and difficulty within HTA,” he remarked.
Hawaiʻi Sen. Glenn Wakai, a vocal critic of HTA’s current trajectory, insists on the urgent need for new leadership and for political interference to be minimized in the organization’s decision-making processes. He stressed, “You look at HTA, they’re supposed to have autonomy. They don’t. You need to find the right people, put together the right team, and, as best as we can, take as much politics out of the decision-making process as possible.”
Recent legislative actions have imposed further constraints on HTA’s operations, centralizing authority under Gov. Josh Green. HTA is now directly reporting to the governor’s office, stripping much of its previously held autonomy. This shift began pre-pandemic when mounting public complaints about surging tourist numbers compelled lawmakers to rein in HTA’s independence and funding.
Since its inception in 1998, HTA was seen as a quasi-independent agency, with funding coming from a specified share of hotel room taxes that didn’t necessitate justification of budget requests. However, following several bills passed since 2021, HTA now operates under the Department of Business, Economic Development and Tourism (DBEDT) and must operate within stricter guidelines, focusing not only on marketing but also on destination management.
The legislative changes culminated in May with the signing of a bill transferring remaining authority to the governor, with the HTA board reduced to an advisory role. “We’re still figuring out how to implement the changes,” acknowledged Todd Apo, HTA board chairman and former Honolulu City Council member.
Amid the chaos at HTA, CNHA has risen as a driving force in tourism management in Hawaiʻi, focusing on mitigating negative impacts on the community and implementing strategies that ensure visitor spending aligns with the advancement of small, sustainable businesses.
Originally formed as an umbrella organization for various Native Hawaiian entities, CNHA has significantly broadened its role since its inception 25 years ago. During the pandemic, CNHA expanded its administrative capacities to oversee rent relief programs for residents whose livelihoods were impacted by the tourism shutdown.
In recent developments, CNHA’s bid for HTA’s tourism marketing contract showcases its evolving role in destination management, highlighting a redesign of tourism strategies in Hawaiʻi. The division of the contract has allowed CNHA to lead destination management while the Hawaiʻi Visitors and Convention Bureau oversees marketing efforts.
CNHA is enhancing support for community initiatives such as Haleakalā Conservancy, showing a commitment to integrating stewardship with tourism management.
Small businesses are also benefiting from CNHA’s initiatives. For instance, Iko Balanga and Holly Crane’s venture, Anelakai Adventures, focuses on eco-friendly tours using traditional double-hulled canoes. Balanga highlighted that CNHA’s support has offered them critical training in marketing, reinforcing the importance of sustainability in their business model.
“We’ve always been eco-friendly, noninvasive, sustainable and regenerative,” Balanga noted. Yet, he acknowledged that CNHA’s programs opened their eyes to new opportunities for growth and sustainability.
The dynamic between HTA and CNHA continues to evolve as the state’s tourism landscape shifts with varying needs for managing tourist activity while ensuring community and environmental well-being.
Despite a diminished budget, with HTA’s funding dropping from approximately $80 million to $63 million, maintaining a focus on destination management alongside marketing remains crucial.
Gibson expressed concern that Hawaiʻi is losing competitive ground to other tourist destinations, emphasizing the importance of strategic marketing to reverse this trend. “We are so far behind that we could get to a point of no return,” he warned.
As the operating environment continues to factor in sustainable practices and responsible tourism, CNHA has taken on a heightened role in addressing these issues. While the conversation surrounding HTA’s structure and challenges remains ongoing, the pressing necessity for a future-oriented tourism strategy in Hawaiʻi is clear.
The reality is that tourism has been essential to Hawaiʻi’s economy, and the task moving forward involves not just drawing visitors but ensuring that their presence benefits the islands’ communities and environment.
HTA looks to rejuvenate its mission amidst the shifting landscape by progressing toward hiring a new chief executive and adapting to the legislatively mandated changes, a process Apo hopes to expedite.
As the tourism sector in Hawaiʻi advances, the interplay between various stakeholders will shape the future direction of the industry, reinforcing the essential balance between economic activity and preserving the unique culture and environment of Hawaii.
image source from：https://www.civilbeat.org/2025/06/with-the-hta-in-chaos-a-new-hawai%CA%BBi-tourism-leader-has-emerged/
