HTA has made an intentional evolution to operate fully as a Destination Management Organization as directed in the HTA Strategic Plan. As defined in the Strategic Plan, destination management means “attracting and educating responsible visitors; advocating for solutions to overcrowded attractions, overtaxed infrastructure, and other tourism-related problems; and working with other responsible agencies to improve natural and cultural assets valued by both Hawai‘i residents and visitors.” The HTA acknowledges that while the goal is to drive economic impact by promoting travel to the state, HTA also strives to improve communities and the visitor experience in safe, respectful, and sustainable ways. The HTA is faced with limitations on authority. The HTA strategic plan and destination management action plans recommend actions that require coordination with other agencies, entities, and organizations. However, limitations on resources and personnel and the lack of a formal system of coordination and enforcement capacities make it challenging to achieve results. The HTA must evaluate the overall governance structure, the highest and best use of its resources, the structure of its organization, and internal processes. To support these efforts, the HTA seeks a qualified, independent firm with proven experience in the assessment, comprehensive strategic planning, and process review, which can identify and evaluate HTA’s overall governance structure, the highest and best use of its resources and the design of the organization. The purpose of this project is to research, analyze and review literature in addition to conducting interviews and meetings with staff, board members, and stakeholders to determine the ideal governance structure to be effective in destination marketing and tourism management. This includes recommendations for policy reform and modifications to HTA’s Hawai‘i Revised Statutes, Chapter 201B (https://www.capitol.hawaii.gov/hrscurrent/vol04_ch0201-0257/HRS0201B/HRS_0201B-.htm).

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