As chair of the House Tourism Committee, I have spent the last several months engaging with stakeholders across our state: from hotel workers and cultural practitioners to airline executives, nonprofit leaders, and residents in communities directly impacted by tourism.

One truth stands out: Hawai‘i is at a pivotal moment in how we define the future and impact of our visitor industry.

In a recent Civil Beat article titled “With the HTA in Chaos, a New Hawaiʻi Tourism Leader Has Emerged,” author Stewart Yerton highlights a reality that many of us in government and the industry have recognized for some time: the old system that once governed tourism in Hawai‘i is no longer effective.

The growing role of the Council for Native Hawaiian Advancement in this space has sparked both excitement and debate. CNHA’s advocacy for Native Hawaiian voices, cultural preservation, and regenerative tourism coupled with trade education training and financial assistance makes them a powerful and necessary force.

For far too long, these voices were sidelined in conversations about how we present our home to the world. CNHA is helping to correct that imbalance.

However, it would be a mistake to assume that cultural alignment alone is enough to manage an industry that generates billions in state revenue, supports hundreds of thousands of jobs, and impacts every sector of our economy.

Public Trust Eroded

In 2022, CNHA was awarded a major contract to manage marketing to the U.S. market, traditionally led by the Hawai‘i Visitors and Convention Bureau. What followed was a prolonged procurement dispute, legal challenges, and ultimately, an erosion of public trust in how these decisions are made.

Let me be clear: regenerative tourism, cultural integrity, and community-based management must be central to Hawai‘i’s future, but so must global marketing expertise, proven industry relationships, and measurable results. That’s where HVCB continues to provide critical value. Its decades of experience promoting Hawai‘i to the world cannot be dismissed or undervalued.

This is not a debate about who cares more for Hawai‘i, it’s about how we build a system that reflects our values while also sustaining our economy. We cannot afford to pit culture against commerce, or heritage against professionalism. We need both.

As policymakers, we have a responsibility to ensure that our tourism strategy is inclusive, but also accountable and fair. That means maintaining rigorous standards for public contracts, supporting community voices, and empowering organizations that know how to navigate the complexities of the global travel market.

Looking ahead, HTA and the Legislature must work together to restore balance. CNHA should continue to lead in destination management and cultural education: areas where it can lead with integrity and authenticity.

At the same time, we must reinvest in and strengthen partnerships with HVCB and other industry professionals who bring marketing expertise to the table.

Tourism is a high-risk, high-reward industry that cannot afford two organizations being pitted against each other. The path forward is not about choosing sides. It’s about building a collaborative model that allows Hawai‘i to thrive: economically, culturally, and environmentally. That requires vision, transparency, and above all, a willingness to learn from the missteps of the past two years.

As we reshape tourism in Hawai‘i, let us remember: this industry belongs to all of us because it affects all of us. And it must reflect the best of who we are, guided by our values, and grounded in experience.