The University of Hawaiʻi at Mānoa 鈥� (TIM School) hosted its 24th annual Celebrate a Legacy in Tourism gala on March 31 at the ʻAlohilani Resort Waikīkī Beach. As the largest fundraiser in support of TIM School student scholarships, the event raised more than $361,000 through the generous support of Hawaiʻi鈥檚 hospitality and business community.

This year鈥檚 celebration was especially meaningful as the TIM School celebrates its 60th anniversary in 2026, honoring six decades of preparing leaders who shape Hawaiʻi鈥檚 visitor industry and the global travel economy.

“As we celebrate 60 years of the TIM School, this event reflects the strong partnership between our students and the industry they will soon lead,” said Vance Roley, dean of the Shidler College of Business and First Hawaiian Bank Chair of Leadership and Management. “The continued support from our community ensures that future graduates are equipped to advance a visitor industry that is innovative, responsible and grounded in Hawaiʻi鈥檚 culture and values.”

Celebrate a Legacy in Tourism recognizes individuals and organizations that have made outstanding and lasting contributions to Hawaiʻi鈥檚 visitor industry.

At the March 31 gala, the 2026 Legacy in Tourism Award was presented to Elliot Mills (BBA 鈥�93), CEO and managing partner of Hawaiʻi Hospitality Group. Mills was honored for his leadership and long-standing commitment to operational excellence, workforce development and strengthening Hawaiʻi鈥檚 hospitality sector.

Kylie Matsuda-Lum (BS 鈥�01), managing director of Kahuku Farms, was inducted into the TIM Alumni Hall of Honor. A proud TIM alumna, Matsuda-Lum has helped transform her family鈥檚 agricultural enterprise into a successful agritourism destination that connects visitors with local agriculture, sustainability and community.

The Distinguished Service Award was presented to ClimbHI, a nonprofit organization dedicated to helping students explore career pathways and successfully transition from high school into post-secondary education and the workforce. Through industry partnerships and career readiness programs, ClimbHI plays a vital role in strengthening Hawaiʻi鈥檚 future workforce.

The 2026 presenting sponsors were Aulani, A Disney Resort & Spa and Bank of Hawaii. Central Pacific Bank, First Hawaiian Bank, Kamehameha Schools and Marriott International served as contributing sponsors, and Daniel K. Hilton was a platinum sponsor. Hawaiʻi Business Magazine again returned as the media partner.

Support from sponsors, donors and community partners helps provide critical scholarship funding for students preparing for careers in hospitality, tourism and transportation. Since reunification with Shidler College in 2019, the school has:

• Introduced more than $1.5 million in new student scholarships
• Nearly doubled the size of the faculty
• Created six new faculty endowed fellowships and professorships
• Rising global and national rankings
• Increased undergraduate enrollment by 4.5% from 2024 to 2025
• Awarded more than $560,000 in scholarships during the 2025–26 academic year
• Enabled more than 90% of graduates to find employment or pursue graduate study within three months of graduation
• Established the TIM PhD program

To support the TIM School or Shidler College of Business, contact Jennifer Lieu, director of development, at jennifer.lieu@uhfoundation.org. .

The Post Ranch Inn in Big Sur, California, was named the No. 1 Eco-Friendly Hotel by USA Today in August 2025—another in an impressive list of international accolades achieved under the leadership of general manager and Kapiʻolani CC alumnus Tim Lee.

Since 2021, Lee has guided the iconic cliffside resort to worldwide recognition for its luxury service, design and sustainability. In 2024, Post Ranch Inn became one of just 11 hotels in the U.S. to receive the inaugural MICHELIN Guide 3 Keys distinction for outstanding hospitality, and repeated in 2025. The resort was also named the No. 1 Best Hotel in the World (under 50 rooms) in 2024 by the Andrew Harper Members Choice Awards, and has been recognized among the Greatest Luxury Hotels on Earth by Robb Report and featured on the cover of Cond茅 Nast Traveler.

It is heady stuff for the Kapiʻolani CC and McKinley High School alumnus. Lee credits the foundation he built studying hotel management at Kapiʻolani CC with launching his path to global success.

“It made a big difference because it made me realize what I want, what career I wanted to pursue,” Lee said. “I think it had to do with my instructors, how they were so personable, how they would answer so many of my questions.”

Starting from the bottom

Lee鈥檚 career spans more than four decades at some of the world鈥檚 most celebrated properties, including the Hotel Bel-Air, The Beverly Hills Hotel, Halekulani, The Kahala Resort & Spa and the Grand Hotel Tremezzo on Lake Como, Italy. However, he chooses to pass on the lessons he learned at Kapiʻolani CC to students and young professionals today.

“I say the money will come with experience, just gain the experience,” Lee said. “I started as a dishwasher, then bellman. I was a room attendant. I didn’t care about the position—I just wanted to get the experience. So start from the bottom, work your way up, and it will just do so much more for your career.”

He worked as a bellman at a Waik墨k墨 hotel while attending Kapiʻolani CC in the 1970s. Among his coworkers was a desk clerk named Dave Evans, who is now the chair of Kapiʻolani CC鈥檚 Hospitality and Tourism Management Department.

“Immediately upon meeting Tim, you are impressed with his graciousness, poise and professionalism—he embodies all the genuine qualities of a true hotelier,” Evans said. “Tim was fortunate that these many traits were recognized and developed by the best hospitality pioneers in Hawaiʻi‘s tourism industry.”

Iconic celebrities

Lee鈥檚 resume documents an incredible professional ascent. Spanning multimillion-dollar renovations, hotel pre-openings, and staff training for international brands, he has elevated guest experiences to Forbes Five-Star and AAA Five-Diamond standards. Along the way, he also befriended many iconic celebrities.

“Here’s Elizabeth Taylor,” Lee said, pointing to her signed picture hanging on the wall of his Waik墨k墨 apartment. (He tries to come home to Hawaiʻi when he can.) “The first time I met her was at the Dorchester in London—beautiful woman, piercing blue eyes, just the nicest person—and then she stayed at the Kahala another time, so it was a reunion when I saw her again.”

For a period of several years, he had lunch every Friday with Nancy Reagan Hotel Bel Air. He first met Reagan when he managed the Regent Beverly Wilshire (where Pretty Woman was filmed and where he also met Julia Roberts and Richard Gere). He lists the late Robert Redford among his top three “nicest celebrities,” noting how he treated every staff member with kindness and would call to thank staff from the operator up. Their connection carried over to the Post Ranch Inn, where Redford would fly in on his private helicopter.

The wow factor

From Honolulu to Hollywood, Italy to Malaysia, and now the rugged cliffs of Big Sur, Lee鈥檚 journey reflects the impact of his Kapiʻolani CC education carried to the world stage. His continued excellence attracts the spotlight of global hospitality achievement, and he shares his wealth of knowledge generously, including with Evans鈥� students.

“When he is back home in Hawaiʻi, he is a regular guest speaker in my classes, mesmerizing the students with numerous tales of the eccentricities of his rich and famous guests,” Evans said. “We are most proud to include Tim as one of our many successful graduates of our hospitality and tourism program.”

Lee said, “I always like to help the younger generations—the future hoteliers of the world. They call me internationally, and I thrive on that.”

However, he is also looking forward to moving back home someday, not to retire, but to possibly consult.

“I want to find a property I can call ‘home’ and give back to Hawaiʻi all that I have learned. Where our people are very happy and proud. A company that believes if you take care of your employees, your employees will take care of your business. That’s when the real magic begins!” Lee said. “That’s my dream—to come back to a property and just make it a wow factor.”

—By Kelli Abe Trifonovitch

The University of Hawaiʻi at 惭ā苍辞补鈥檚 (TIM School) in the hosted its annual Ambassador L.W. “Bill” Lane Jr. and Mrs. Jean Lane Lecture on Sustainability on October 29, at The Kahala Hotel & Resort. The free event drew more than 100 attendees for an engaging conversation on regenerative tourism and sustainable business practices.

The lecture brought together approximately 30 students, 20 faculty members and members of the local business and tourism communities to explore how Hawaiʻi can lead the way in balancing economic vitality with environmental and cultural stewardship.

Audience members were invited to ask questions and engage directly with the panelists, sparking lively discussion about the intersection of sustainability, culture and commerce. Student attendees shared that the event deepened their understanding of what regenerative tourism looks like in action and how they can contribute to Hawaiʻi鈥檚 future.

“The discussion centered on topics that are critical to my future career opportunities, as well as how to position Hawaiʻi as a tourist destination in ways that respect our unique culture, fragile ecosystem and protecting limited resources,” said TIM junior Sally Citrawireja and a Hoʻoilina scholarship recipient. “Being from Maui, not only is this discussion top of mind, but I appreciated the opportunity to build relationships with hospitality leaders. These networking opportunities have personally led to me being offered internships and sparking lifelong mentorships, which I鈥檓 grateful for.”

This year鈥檚 discussion featured three distinguished panelists:

• Jerry Agrusa, TIM School professor, is an internationally respected scholar in hospitality and tourism. A Fulbright senior specialist, and recipient of the Asia Pacific Tourism Association Founder鈥檚 Award and Hawaiʻi Lodging & Tourism Association鈥檚 Nā Poʻe Paʻahana “Hospitality Educator of the Year,” Agrusa has published more than 100 papers and presented in more than 25 countries.
• Taylor Ledgerwood, TIM alumna and manager of the Kahala Initiative for Sustainability, Culture and the Arts at The Kahala Hotel & Resort, is a Shidler College alumna and Hoʻoilina scholar. Born and raised in Maunalua, she leads initiatives that connect sustainability, culture and community.
• John Morgan, president and general manager of Kualoa Ranch Private Nature Reserve, is a sixth-generation Hawaiʻi resident whose leadership has guided Kualoa Ranch from a small family business into a global model of stewardship, education and diversified agriculture.

The panel was moderated by Xiaodan Mao-Clark, assistant professor at the TIM School, who guided the conversation on how education, collaboration and innovation can strengthen Hawaiʻi鈥檚 visitor industry while preserving its natural and cultural resources.

“Events like this remind us that Hawaiʻi has both the responsibility and opportunity to model regenerative tourism for the world,” said Shidler College Dean Vance Roley. “Bringing together leaders from industry, academia and the community helps our students see how business can drive meaningful change.”

The Lane Lecture Series was established in 2001 through a gift from Ambassador L.W. “Bill” Lane Jr. and his wife, Jean Lane, to address critical issues of sustainability in the travel industry. Each year, it brings together experts and the community to inspire the next generation of business and tourism leaders.

While he was a student at the 鈥嬧�婾niversity of Hawaiʻi at 惭腻苍辞补 (TIM School), Jared Matsuki, executive director of (an organization connecting people to care for the ʻāina), had a defining moment that would shape his future—he attended his first beach cleanup at Makapuʻu Beach Park in 2018. He was a frequent beachgoer, but this time was different because it opened his eyes to a problem hidden under the sand.

“I realized just how much plastic was buried beneath the surface—not just large bottles or bags, but tiny, broken-down fragments of microplastics,” he said. “I remember feeling overwhelmed because I could barely make a dent in one small area. That moment stayed with me; it opened my eyes to a deeper problem—one that鈥檚 invisible unless you鈥檙e really looking.”

Following that cleanup, Matsuki felt inspired to take action. He began volunteering regularly with local nonprofits hosting beach cleanups and learned everything he could about how they were run. He also started making sand sifters with his dad using scrap wood they had at home, and used them during small cleanups he organized with friends a few times a year.

When the pandemic hit in 2020, it gave Matsuki time to reflect on what a nonprofit dedicated to raising awareness of microplastics and creating a regenerative experience for participants could look like. Starting with a meaningful name, Hele Mua was born. He said the name means “to go forward,” perfectly aligning with the organization鈥檚 mission—connecting tourism and the local community to work together to protect and preserve the ʻāina (land) through Native Hawaiian practices that inspire sustainable living.

By 2023, the organization obtained its nonprofit status and has been growing steadily. Matsuki is joined by fellow alumni Romel Gaspar, account recruiting manager at Actalent (a company connecting talent with engineering and technical opportunities), who serves as the board鈥檚 community engagement and outreach manager, and Savanna Diorec, catering and conference coordinator for Prince Waikiki, who serves as social media manager. The trio, along with three more board members, host events, partner with community organizations and create hands-on stewardship opportunities.

A strong TIM School foundation

During his time as a student, Matsuki said he took full advantage of opportunities available to him, including leadership roles in TIMSA (Travel Industry Management Student Association) and Eta Sigma Delta. He also participated in the Hawaiʻi Lodging & Tourism Association鈥檚 Generational Mentorship Program, studied abroad in Tokyo and completed internships. He reflects that these experiences—alongside impactful courses from professors such as Jerry Agrusa—helped him gain perspective.

“I got to see tourism from so many angles—as a student, an employee, an intern and a volunteer,” he said. “That helped shape how I see the industry鈥檚 role in Hawaiʻi and why I believe Hele Mua鈥檚 mission—to bridge tourism with culture and community—is so important. A lot of what we do today is rooted in the experiences and lessons I picked up during those four years.”

For the entire story and more stories like this, .

is launching a transformative workforce development initiative aimed at bolstering Hawaiʻi鈥檚 hospitality industry. The Hawaiʻi Place-Based Hospitality Professional Development Training Program, a 7-week cohort program set to begin in spring 2026, will enroll employees from Kahala Hotel & Resort for a pilot that integrates leadership, Hawaiian values, cultural traditions and global sustainability practices.

The training is focused on non-supervisory and managerial staff who are interested in upskilling to comfortably share the “aloha spirit” and the stories of the place they work and live in.

“Kapiʻolani Community College is proud to partner with industry leaders to reimagine workforce training for Hawaiʻi鈥檚 hospitality industry,” said Kapiʻolani CC Chancellor Misaki Takabayashi. “We are excited to lead this training initiative, knowing that we are fulfilling our kuleana (responsibility) to Hawaiʻi鈥檚 workforce and communities.”

Hawaiʻi鈥檚 hospitality sector faces mounting pressures, from labor shortages to evolving expectations of global visitors. Coupled with the outmigration of young professionals, these trends demand innovative approaches that attract, retain and grow talent. Kapiʻolani CC鈥檚 new pilot training aims to cultivate a more resilient, future-ready workforce by instilling confidence, pride and a deep connection鈥攅mbedding Hawaiʻi鈥檚 values into the next generation of industry professionals.

Honoring people and place

“This program is an investment in our colleagues,” said Joe Ibarra, vice president and general manager, Kahala Hotel & Resort. “It equips them with the skills and confidence to deliver authentic Hawaiian hospitality and build meaningful careers right here in Hawaiʻi.”

The pilot program is a collaboration among Kapiʻolani CC faculty, who will develop the curriculum and provide instruction, Kahala Hotel & Resort, Hotel and Restaurant Industry Employment and Training Trust (HARIETT), and Banquet Solutions Hawaiʻi, Inc. Their combined efforts work to ensure hospitality leadership in Hawaiʻi remains culturally, environmentally and socially responsible.

“Rooted in leadership, Hawaiian culture, and world-class hospitality, this pilot empowers UNITE HERE! Local 5 members to serve visitors in ways that honor both people and place,” said James Hardway, executive director, HARIETT. “This helps realize Hawaiʻi鈥檚 goal of regenerative tourism, where travel contributes to the well-being and renewal of local communities.”

The (东精影业ERO) has released new findings that highlight both alignment and tension among Hawaiʻi residents, visitors and industry leaders over the future of tourism. While all groups recognize the need for reinvestment in infrastructure, stronger protections for cultural authenticity and solutions to housing and workforce shortages, they diverge sharply on how to achieve those goals.

Industry executives, interviewed earlier this year, described Hawaiʻi鈥檚 visitor sector as under strain, pointing to declining competitiveness, labor shortages linked to housing costs, outdated infrastructure and uncertainty over the concept of “regenerative tourism.” Many expressed concerns about losing ground to rival destinations and the challenges of planning without stable marketing support.

One lodging executive noted, “We were always patting ourselves on the back about how great everything was, when it really wasn鈥檛. We needed to be looking 10 years out and saying ‘this is what鈥檚 working’ and ‘this is what鈥檚 not working.’”

Residents surveyed by the state continue to view tourism as an important economic driver, with nearly 80% agreeing it creates jobs and supports local businesses. Yet fewer than 60% now say benefits outweigh problems, with high housing costs, cultural disrespect and environmental pressures topping the list of concerns.

Visitors remain highly satisfied with Hawaiʻi鈥檚 natural beauty, safety and culture, but costs are increasingly cited as a deterrent. Among U.S. west visitors who said they would not return, 57% described Hawaiʻi as too expensive, while international travelers cited unfavorable exchange rates. Awareness of stewardship programs remains low, though broad messages about caring for Hawaiʻi resonate.

“A more coherent system would link marketing and stewardship within a unified strategy, expand successful site-management pilots into a statewide framework, and ensure transparency in the use of tourism revenues,” 东精影业ERO wrote. “Moving from broad agreement to meaningful reform will require negotiation, experimentation and leadership across government, industry and communities. Recognizing both the common ground and the tradeoffs is an essential first step toward a more durable system of tourism governance. With aligned roles, resources and accountability, Hawaiʻi can move past zero-sum debates toward a robust tourism governance model that sustains communities, culture and the visitor experience.”

Read the and a .

东精影业ERO is housed in 东精影业 惭ā苍辞补鈥檚 .

The City and County of Honolulu has formally entered into a sister city agreement between Honolulu and Shibuya, Tokyo, Japan with a signing ceremony on May 31. Ahead of the signing, a University of Hawaiʻi at 惭腻苍辞补 tourism expert provided guidance to a Shibuya city delegation, including Mayor Ken Hasebe.

The delegation met with (TIM) Professor Jerry Agrusa, along with Director and Professor of TIM Daniel Spencer at 东精影业 惭腻苍辞补 in December 2023, to discuss an emerging practice called regenerative tourism. Regenerative tourism is a new form of tourism where “visitors leave the destination in better condition than when they first arrived at the destination.” In addition, regenerative tourism aims to restore, rejuvenate and enhance the health and well-being of destinations, in addition to benefiting the local communities and ecosystems.

Hawaiʻi has implemented regenerative tourism practices, such as M膩lama Hawaiʻi, which encourages visitors to engage in volunteer activities to benefit the environment and community, and community-based initiatives such as visitor access management to ensure benefits to the community and minimal environmental impacts. The Shibuya delegation wanted to learn more about them from Agrusa, an expert in the practice.

“It was a great experience providing guidance to the leaders of Shibuya city in Japan,” Agrusa said. “Sharing our expertise in the field of regenerative tourism helped fulfill some of the goals in the Strategic Plan 2023-2028 by producing research relevant and beneficial to Hawaiʻi, the Asia-Pacific region, and the world, as well as UH 惭腻苍辞补, which include, Excellence in Research, Building a Sustainable and Resilient Campus Environment and Becoming a Native Hawaiian Place of Learning.”

More on the sister city signing

Honolulu city leaders met with Shibuya leaders during the signing ceremony at the Hawaiʻi Expo 2024 in Shibuya. Shibuya became Honolulu鈥檚 36th sister city relationship and the 9th in Japan. The sister city agreement aims to promote cultural exchange, economic cooperation and shared best practices between Honolulu and Shibuya.

“The City and County of Honolulu is thrilled to establish a Sister City partnership with Shibuya, Tokyo,” said Honolulu Mayor Rick Blangiardi. “This agreement symbolizes the strong bonds of friendship and cultural exchange between our cities. We look forward to collaborating on initiatives that will enrich both communities and foster mutual understanding and growth.”

The University of Hawaiʻi at 惭腻苍辞补 鈥� (TIM school) held its 22nd annual Celebrate a Legacy in Tourism gala on April 10, at the Sheraton Waik墨k墨. Also marking the college鈥檚 75th anniversary, this year鈥檚 fundraiser raised a record-breaking $517,000 thanks to the generous support of the hospitality and Hawaiʻi business community.

“We鈥檙e proud to recognize Mufi Hannemann, Holden Lim and Kyo-ya as trailblazers in their industry, who continue to inspire current and future graduates,” said Shidler College Dean and First Hawaiian Bank Chair of Leadership Management Vance Roley. “Further, it鈥檚 incredible that over half a million dollars has been raised to support student scholarships. We applaud the efforts of our volunteer table sales committee and the 2024 honorees to greatly amplify our impact.”

2024 honorees

Celebrate a Legacy in Tourism honors individuals who have made significant and long-term contributions to Hawaiʻi鈥檚 tourism industry. This year, the Legacy in Tourism Award was presented to Muliufi 鈥淢ufi鈥� Hannemann; Holden Lim, BBA 鈥�89 was inducted into the TIM Alumni Hall of Honor; and Kyo-ya Hotels & Resorts, LP received the Distinguished Service Award.

Hannemann was honored with the Legacy in Tourism Award for his vast contributions to the tourism industry and dedication to fostering the development of students. As president and CEO of the Hawaiʻi Lodging & Tourism Association, chair of the Hawaiʻi Tourism Authority board, and board member of the U.S. Travel and Tourism Advisory Board, Hannemann has played a pivotal role in shaping the state鈥檚 tourism landscape. His founding of the Pacific Century Fellows and service to the TIM school as an advisory council member further showcases his commitment to nurturing future leaders.

Lim, president of Hospitality Link International, Inc., was presented with the TIM Alumni Hall of Honor award, recognizing his professional achievements and continued support of the TIM school. Lim’s career in the hospitality industry began in 1989 at the Westin St. Francis in San Francisco and over the years, he contributed significantly to firms like HVS International and Sonnenblick-Goldman Company, orchestrating over $4.5 billion in real estate transactions. Lim remains engaged with the TIM school, currently serving on the TIM Alumni Association as secretary.

Kyo-ya Hotels & Resorts, LP, was recognized with the Distinguished Service Award for their contributions to Hawaiʻi鈥檚 tourism industry and the community, providing many hours of service and volunteer hours to various local causes. Kyo-ya expanded its footprint across Hawaiʻi and California, including iconic properties like The Royal Hawaiian and Sheraton Maui. Additionally, Kyo-ya serves as a pipeline for hospitality careers, hiring numerous graduates from 东精影业 and mentoring high school and college students, ensuring the continuity of generations in the islands.

This year鈥檚 presenting sponsor was Marriott International; contributing sponsors were Bank of Hawaii; Central Pacific Bank; First Hawaiian Bank; Hawaiʻi Lodging & Tourism Association, Iron Workers Stabilization Fund & Iron Workers Local 625; KV & Associates and Stanford Carr Development; Kyo-ya Hotel & Resorts, LP; “Sheraton Old Timers” group; and The Westin Maui and Trinity Investments. Hawaii Business magazine once again served as the 2024 media partner.

To support the TIM school or Shidler college, contact Jennifer Lieu, director of development at Jennifer.lieu@uhfoundation.org. For a full list of past honorees .

The is highly ranked in a variety of subject areas, according to two of the premier comprehensive subject rankings in the world.

The placed No. 7 in the U.S. and No. 17 in the world, the ranked No. 10 in the U.S. and No. 13 in the world and the placed No. 18 in the U.S. and No. 49 in the world, according to the (GRAS) released by the Shanghai Ranking Consultancy. The oceanography and atmospheric sciences departments are out of the , and the TIM school is housed in the .

In total, 14 subjects placed in the top 1% in the world (top 250 out of more than 25,000 colleges and universities worldwide) in both the and the GRAS.

“These rankings affirm our university鈥檚 commitment to excellence across a wide range of disciplines,” 东精影业 惭腻苍辞补 Provost Michael Bruno said. “Our world-class faculty are working hard to prepare our students to be the creative and innovative leaders who will transform our islands and the world.”

Global Ranking of Academic Subjects

Fourteen 东精影业 惭腻苍辞补 subjects were ranked by the Shanghai Ranking Consultancy, including four in the world鈥檚 top 100 and 11 in the nation鈥檚 top 70. GRAS, released on October 27, is considered one of the most comprehensive and objective rankings of world universities by subjects.

东精影业 惭腻苍辞补 was one of more than 1,900 universities in 104 countries and regions selected for the GRAS rankings, out of more than 25,000 total colleges and universities around the world. The criteria include research output, research influence, international collaboration, research quality and international academic awards.

东精影业 惭腻苍辞补鈥檚 rankings:

• Atmospheric science: No. 13 worldwide, No. 10 U.S.
• Oceanography: No. 17 worldwide, No. 7 U.S.
• Hospitality and tourism management: No. 49 worldwide, No. 18 U.S.
• : No. 51–75 worldwide, No. 19–30 U.S.
• : No. 101–150 worldwide, No. 47–62 U.S.
• : No. 101–150 worldwide, No. 47–63 U.S.
• : No. 101–150 worldwide, No. 68–84 U.S.
• Ecology: No. 151–200 worldwide, No. 43–60 U.S.
• : No. 151–200 worldwide, No. 72–87 U.S.
• : No. 201–300 worldwide, No. 43–69 U.S.
• : No. 201–300 worldwide, No. 49–66 U.S.
• and : No. 201–300 worldwide, No. 53–67 U.S.
• : No. 201–300 worldwide, No. 88–114 U.S.
• : No. 401–500 worldwide, No. 56–63 U.S.

Times Higher Education World University Rankings by Subject

In the Times Higher Education World University Rankings by Subject, released on October 26, five out of the 10 ranked 东精影业 惭腻苍辞补 subjects placed in the world鈥檚 top 1% (within top 250 in the world), while four others placed in the world鈥檚 top 2% (within top 500).

Times Higher Education considers the following factors for its rankings: teaching, research environment, research quality, international outlook, industry income and patents. Regarded as one of the leading national and international university rankings focused on research and academic excellence, Times Higher Education considered between 621–1,374 of the top institutions for each of its subject rankings, out of more than 25,000 institutions worldwide, to be eligible for its World University Rankings by Subject.

东精影业 惭腻苍辞补 world rankings:

• Education: No. 126–150
• : No. 126–150
• : No. 176–200
• : No. 176–200
• : No. 201–250
• and : No. 301–400
• : No. 301–400
• Clinical and health: No. 301–400
• Engineering: No. 401–500
• : No. 501–600

Other rankings

东精影业 惭腻苍辞补 also received these notable rankings:

• 2024 Times Higher Education World University Rankings: 东精影业 惭腻苍辞补 placed No. 57 in the U.S. and in the No. 201鈥�250 tier worldwide, September 27, 2023
• 2024 QS World University Rankings: 东精影业 惭腻苍辞补 placed No. 66 in the U.S. and No. 386 in the world, June 27, 2023
• Global 2000 list by the Center for World University Rankings: 东精影业 惭腻苍辞补 came in at No. 137 in the U.S. and No. 505 in the world, May 15, 2023
• 2023–24 U.S. News and World Report鈥檚 Best Graduate Schools rankings, April 24, 2023

For more information, visit the .

—By Marc Arakaki

A University of Hawaiʻi at 惭腻苍辞补 faculty member has become the first U.S. recipient of the (APTA) Founder鈥檚 Award, which recognizes a scholar or industry leader who has made significant lifetime contributions in advancing tourism research and/or industry practices in the Asia Pacific region.

Professor Jerry Agrusa was presented the award at APTA鈥檚 annual conference in Chiang Mai, Thailand in July 2023.

“I am honored and humbled to receive the Asia Pacific Tourism Association鈥檚 Founder鈥檚 Award in memory of Professor Hai-Sik Sohn, the founder of APTA,” Agrusa said. “To be mentioned in the same company as esteemed leaders of hospitality and tourism in the Asia Pacific region, such as Professor Kaye Chon, dean of the School of Hotel and Tourism Management at Hong Kong Polytechnic University is a great honor. On a personal note, Professor Sohn was my h膩nai ‘Korean father’ who mentored me both professionally and personally, and I am a better man to have had him in my life. I am incredibly grateful to the APTA leadership for this recognition of my contribution to research and education in the Asia Pacific region.”

Agrusa is highly regarded for his expertise in research and teaching in the area of hospitality and tourism management. He has published more than 100 research articles and conference papers and presented his research in more than 25 different countries. Agrusa鈥檚 work has been cited in numerous newspapers and magazines including The Wall Street Journal, The New York Times and Forbes.

Agrusa has served on the APTA Board of Directors and has been the U.S. representative for the past 25 years. Agrusa is only the fifth recipient of this award. Past winners include professors from Hong Kong, Thailand, Philippines and Taiwan.

While Hawaiʻi鈥檚 economic reliance on tourism took a major hit during the COVID-19 pandemic, the industry has periodically been punctured by shocks. For example, the 1991 recession, 9/11, the 2001 recession and the Great Recession all led to sharp declines in tourist numbers and spending.

A new and by Assistant Professor Steven Bond-Smith provides insights into how the state can diversify its economy, so when tourism contracts, other sectors expand. Bond-Smith has provided a short list of industries with potential to “make use of uniquely Hawaiʻi capabilities and are appropriate for our small scale.”

Economic opportunities

Based on recent research, Bond-Smith said economies grow by diversifying into related industries. Two industries are related if they both use similar capabilities, such as a shared pool of workers with particular skills. For example, Hawaiʻi鈥檚 expertise in caring for visitors could transfer to health support and rehabilitation in the healthcare industry, which would have very different demand dynamics than the tourism industry.

According to Bond-Smith, if some of those conditions to be successful are uniquely tied to Hawaiʻi, then those industries cannot easily shift somewhere else. For example, Hawaiʻi is located on the trans-Pacific internet cables. This makes it a potential location for data centers to host international web-based services that would act as a stepping stone for U.S. start-ups seeking to expand internationally.

“In this way, Hawaiʻi becomes a gateway to Asia for bits and bytes,” Bond-Smith said. “Similarly, Hawaiʻi could be the ideal stopover location for transit between Asia and South America, specifically targeting business travel. China and Brazil are two of the fastest growing economies in the world. And astronomy relies on Hawaiʻi鈥檚 high mountains and clear air, which brings a unique STEM industry that is otherwise difficult to come by.”

Hawaiʻi鈥檚 economy is small, so Bond-Smith said that we need to find industries that suit small economies. Finance is more suited to very large cities, such as London, New York and San Francisco. However, professional, scientific and technical services are much more common in metro areas of around one million people, such as Honolulu. Similarly, food manufacturing is common in smaller cities with surrounding agriculture, such as around Hilo.

Evolution of tourism

For a long time, tourism in Hawaiʻi experienced significant growth in both visitor numbers and expenditures. Technologies such as the jet engine, and a growing and increasingly wealthy middle class who wanted to vacation in Hawaiʻi, made tourism a lucrative industry. This translated into substantially higher real GDP per capita in Hawaiʻi than in the rest of the U.S. However, visitor spending stopped growing in recent decades while the number of tourists continued to increase. For several decades, the tourism industry has not contributed to growth in per capita GDP in the same way that it had in the past.

“All of this research agenda aims to identify which industries we should expect to see in Hawaiʻi and each of its counties, but are currently missing or weak,” Bond-Smith said. “Then policy makers and entrepreneurs can take a closer look at those industries to see what is preventing them from being stronger. Initiatives need to be designed with a commitment by governments and community organizations to address these barriers.”

To read the entire blog, visit .

东精影业ERO is housed in 东精影业 惭腻苍辞补鈥檚 .

University of Hawaiʻi at 惭腻苍辞补 Professor Jerry Agrusa is a recipient of the 2023 Pineapple Award from Pacific Business News (PBN). Agrusa was the only awardee from higher education among the 17 recipients.

The annual Pineapple Awards recognize leaders in the hospitality industry. This year鈥檚 honorees included hotel executives, chefs and restaurant owners, educators and more.

“It is an honor to be mentioned in the same category as the esteemed and respected hospitality leaders from the state of Hawaiʻi as a ‘Pineapple Award’ recipient,” Agrusa said. “I appreciate the support of Dr. Vance Roley, dean from the Shidler College of Business, the School of Travel Industry Management, the University of Hawaiʻi at 惭腻苍辞补 and Pacific Business News. I am also grateful for those leaders in Hawaiʻi鈥檚 hospitality industry who have taken time out of their really busy schedules to visit my classes and share their expertise and knowledge with our students in the School of Travel Industry Management.”

Agrusa recently published a study on regenerative tourism in Hawaiʻi, which he has integrated into his strategic management capstone class.

“I believe it is my kuleana (responsibility) to bring the concept of ‘pono’ (doing the 鈥榬ight鈥� thing) into the classroom to guide the next generation of managers for the hospitality industry,” Agrusa told PBN.

When asked about his top business goal for 2023, Agrusa said he strives to expand his research in the areas of tourists鈥� willingness to pay more for authentic Hawaiian cultural experiences, as well as willingness to pay more for locally grown food in Hawaiʻi. Agrusa published a study on both topics in the Journal of Risk and Financial Management in 2021.

“It is extremely important that tourists engage in authentic and culturally accurate experiences so when they leave the islands, they can share the cultural experiences they encountered,” Agrusa said.

Agrusa has been a faculty member at leading hospitality management programs in the nation for more than 30 years. His past positions include the chair/professor of hospitality and tourism management at the University of North Texas, the chair/professor at Hawaiʻi Pacific University and two endowed professorships at the University of Louisiana.

If all short-term vacation rentals (STRs) were eliminated on Oʻahu, home prices could drop by as much as 6% and rents may fall by as much as 8%, according to a .

Of the state鈥檚 565,000 total housing units, 30,000 are listed as STRs, meaning roughly 5% of local housing units operate as tourist accommodations. In a tight housing market with high prices and barriers to creating new supply, removing supply from the long-term housing market could harm residents by raising housing costs.

Short-term vacation rental impacts

Using findings from studies that estimated the effects of STRs on home prices in other cities, 东精影业ERO experts Rachel Inafuku and Justin Tyndall estimated the likely housing cost impact of STRs in Oʻahu. A comparing STR activity near and far from tourist attractions found that adding 50 STRs to a neighborhood increased rents by 2% and home prices by 5%, with larger effects in the most touristy areas. A showed that reducing Airbnbs by 50% led to a 2% reduction in home prices and rents. A found that a doubling of the Airbnb stock led to an 8% increase in rents.

Borrowing findings from the three studies, Inafuku and Tyndall estimated the effect STRs have had on local rents and home prices on Oʻahu (researchers focused on Oʻahu only because the prevalence of STRs is not dramatically different from Barcelona, Los Angeles and London). Looking at median home prices, estimates from the Los Angeles and Barcelona studies imply that, in the absence of all STRs, prices on Oʻahu would be 4鈥�6% lower than they are currently. The median sale price across all housing units on Oʻahu (house or condominium) in 2022 was $860,000. Based on the estimated price effects from these studies, removing all STRs would push the median price down to the $810鈥�$820,000 range.

As for rents, there is a slightly wider range of estimates. The Los Angeles study implies that eliminating all STRs would decrease Oʻahu鈥檚 rents by 2%. Estimates from Barcelona suggest a 6% drop and estimates from London suggest an 8% drop. The median rent paid on Oʻahu is currently $1,880. According to prior studies, removing all STRs could lower the median monthly rent by anywhere from $35 to $160.

If these price reductions were realized, experts say Oʻahu would still suffer from extremely high home prices. Oʻahu鈥檚 median home price would still exceed the median price of any state in the U.S. However, the roughly 5% reduction in housing costs would represent a sizable improvement in the standard of living for renters and first-time home buyers, particularly lower-income residents for whom housing costs represent a large share of overall expenses.

“There is evidence from other markets that STRs increase both home prices and rents,” according to the 东精影业ERO blog. “In Hawaiʻi, STRs play a truly outsized role in the housing market compared to other locations. While far from a silver bullet to address the state鈥檚 housing shortage, the scale of the market suggests that changes to the regulatory environment around STRs would have significant consequences for the housing market.”

Rise of short-term vacation rentals

The founding of Airbnb in 2008 made it possible to convert housing stock into visitor accommodations with minimal effort and cost. Many other online platforms have since begun offering similar services to facilitate STRs. The impact of these services on the housing market has been a topic of concern for many cities, particularly tourist destinations with high housing costs. With the highest housing costs in the nation, Hawaiʻi fits that description.

In Hawaiʻi, 82% of STRs are posted on Airbnb. U.S. cities that have been particularly concerned with the rise of STRs include San Francisco, where 1.4% of housing units are Airbnbs, New York City (0.6%) and Las Vegas (0.6%). In Hawaiʻi, the situation is relatively extreme. The share of the state鈥檚 housing stock posted on Airbnb is 4.7%, more than three times higher than San Francisco and more than seven times higher than New York City. On the neighbor islands, the rates are higher. Maui County has 12% of all housing units listed on Airbnb and on Kauaʻi the figure is 14%.

东精影业ERO is housed in 东精影业 惭腻苍辞补鈥檚 .

The University of Hawaiʻi at 惭腻苍辞补 Shidler College of Business鈥� (TIM) held its 21st annual Celebrate a Legacy in Tourism gala on April 13, at the ʻAlohilani Resort Waikiki Beach. The event is the largest fundraiser in support of the TIM School, with proceeds benefiting student scholarships.

This year鈥檚 event raised more than $425,000, thanks to the generous support of the hospitality and Hawaiʻi business community.

“It is uplifting to see Hawaiʻi鈥檚 travel industry and business community come together in steadfast support with the common goal of setting up our future business leaders for success,” Shidler College Dean and First Hawaiian Bank Chair of Leadership and Management Vance Roley said. “The school plays a pivotal role in preparing the next generation of travel industry professionals. Tonight鈥檚 sold-out event demonstrates the staunch support we continue to receive for the TIM School.”

2023 honorees

Celebrate a Legacy in Tourism honors individuals who have made significant and long-term contributions to Hawaiʻi鈥檚 tourism industry. This year, the Legacy in Tourism Award was presented to Keith Vieira; Clinton Inouye was inducted into the TIM Alumni Hall of Honor; and Alaska Airlines received the Distinguished Service Award.

Vieira received the Legacy in Tourism Award for his many contributions in elevating the college, opening pathways for diversity and for serving as a trailblazer within his industry. Vieira is a 1979 alumnus and serves as principal of KV & Associates Hospitality Consulting, LLC. Born and raised in Hilo, Hawaiʻi, Vieira鈥檚 long-standing career in hospitality began in 1981, holding various sales and communications leadership positions within Sheraton, eventually managing all advertising and public relations for ITT Sheraton鈥檚 Asia Pacific division portfolio, and in 1999 serving as senior vice president and director of operations for Starwood Hotels & Resorts, Worldwide, Inc. following the acquisition of ITT Corporation. Vieira currently serves as the chair of the TIM School鈥檚 advisory council and he continues to participate in a variety of non-profit organizations.

Inouye was presented with the TIM Alumni Hall of Honor award, which recognizes his professional accomplishments and commitment to the TIM school. Now retired, Inouye spent more than 29 years working in the information technology and hospitality fields, with large organizations such as Starwood Hotels and Sheraton. In 2011, his lifetime love for photography blossomed into his own business, It鈥檚 Photo Time! by Clinton K. Inouye, which he currently operates. Inouye joined the TIM Alumni Association Board in 2005 as a director and served as treasurer from 2008–18. He continues to pay it forward to the TIM School, establishing the Clinton K. Inouye Scholarship to support undergraduate students.

Alaska Airlines was recognized with the Distinguished Service Award for the many contributions to Hawaiʻi鈥檚 tourism industry and the community at large. Alaska鈥檚 Andy Schneider, Senior Vice President, People and alumnus Daniel Chun, BS 鈥�02, who serves as the company鈥檚 director of sales, community and public relations for Hawaiʻi, accepted the award.

This year鈥檚 presenting sponsors were Marriott International and “The Sheraton Old Timers” group; contributing sponsors were Alaska Airlines; Bank of Hawaiʻi; First Hawaiian Bank; KV & Associates and Stanford Carr Development; Terri Fujii & Lawrence Rodriguez; and The Westin Maui, Trinity Investments and Oaktree Capital. Hawaiʻi Business magazine served as the 2023 media partner.

. Find a full list of past honorees at the .

The future of the Hawaiʻi Tourism Authority (HTA) is uncertain as two bills (SB1522 SD2 and HB1375 SD2) propose to repeal HTA. A new brief by the experts argue that neither measure would improve tourism governance.

If passed in its current form, the senate bill would establish an Office of Tourism and Destination Management within the Department of Business, Economic Development and Tourism (DBEDT). It would be governed by a nine-member board of directors appointed by the governor and would essentially do what HTA is presently doing plus tourism research (which is currently housed in DBEDT).

The house bill would replace HTA with a destination management agency that鈥檚 attached to DBEDT. The agency would be headed by a commission (akin to the Public Utilities Commission) that would consist of three paid members appointed by the governor; members would serve terms of four years (but not to exceed eight years).

Will replacements be more effective?

An effective tourism governance system in Hawaiʻi is able to provide horizontal coordination (i.e. coordination across state agencies), vertical coordination (i.e. coordination between state and county agencies) and interaction with the industry, the community and all other tourism stakeholders, according to 东精影业ERO brief authors Paul Brewbaker, Frank Haas and James Mak. They suggest a new model of tourism governance in Hawaiʻi, such as a revamped HTA—a super-HTA—that is endowed with the authority to marshal the expertise and resources of other agencies in addressing tourism鈥檚 challenges.

The 东精影业ERO brief also suggests looking at the composition of the board. The HTA board was designed to have a balance of industry, community, Hawaiian culture and other diverse representatives. The reality has been that this diversity hasn鈥檛 always been represented on the HTA board. The long-term solution for sustainability will require buy in and participation from a broad range of experts and stakeholders.

Repealing HTA without an improved replacement is unwise.
—东精影业ERO brief

“The current bills at the Legislature don鈥檛 adopt the two suggested changes,” according to the 东精影业ERO brief. “In each case, a new governing board/commission moves into the building replacing the old board that鈥檚 moving out. The same structural deficiencies remain. Hence, there is no assurance that the proposed HTA replacement agencies will be able to manage ‘Destination Hawaiʻi’ any better than HTA.”

The authors said that Hawaiʻi is not alone in trying to fix its destination governance system.

“Other destinations are doing the same, and some—especially in Europe—have a head start on us. We can benefit from studying what other destinations are doing,” according to the brief. “There is a bill (HB1381) at the Legislature that proposes to do just that, but it didn鈥檛 get a hearing and, thus, died during the session. Repealing HTA without an improved replacement is unwise.”

Background about HTA

HTA was formed in 1998 after members of the Economic Revitalization Task Force felt that a separate tourism authority with substantial autonomy would bring tourism more visibility and attention than when it was just another responsibility assigned to DBEDT. In recent years, HTA has established its 2020–25 Strategic Plan and Destination Management Action Plan (DMAP) for each island to “rebuild, redefine and reset tourism鈥檚 direction” over a three-year period.

To assist in the implementation of DMAPs, HTA solicited requests for proposals (RFP) to manage U.S. marketing and destination management. The contract was first awarded to the Hawaiʻi Visitors and Convention Bureau—DBEDT鈥檚 long-time marketing contractor. The competing bidder, the Council on Native Hawaiian Advancement (CNHA), protested the award. The DBEDT director rescinded the award, and HTA issued a second RFP, which resulted in the selection of CNHA. HVCB protested the award. The outgoing DBEDT administrator rescinded the award to CNHA and expressed his preference for two separate RFPs, one for U.S. marketing and the other for destination management. This means that a third round of RFP would be required.

.

东精影业ERO is housed in 东精影业 惭腻苍辞补鈥檚 .

Hawaiʻi Tourism Authority鈥檚 proposes to “establish a ‘Regenerative Tourism Fee’ that directly supports programs to regenerate Hawaiʻi鈥檚 resources, protect natural resources and address unfunded conservation liabilities.” None of the other islands鈥� action plans have proposed such a fee, so the fee would only apply to visitors to Oʻahu. While the proposed fee would be imposed on tourists and not on local residents, a new (东精影业ERO) blog suggests possible alternate fees and ways to collect them.

James Mak (东精影业 惭腻苍辞补 emeritus professor of and 东精影业ERO research fellow) and Robert D. Ebel (former member of 东精影业 惭腻苍辞补鈥檚 Department of Economics and lead economist for the World Bank Institute Program on Intergovernmental Relations and Local Public Financial Management) advise against a fee that targets only tourists. They wrote, “Protecting Oʻahu鈥檚 (and the state鈥檚) natural resources benefits both residents and tourists, so both should pay. A visitors-only fee may also be illegal.”

Suggested possible fee(s):

• In 2021, the state allowed the counties to levy their own transient accommodation tax (TAT) capped at 3%. In exchange, the counties no longer get a share of the state鈥檚 TAT (currently at 10.25%). State tax officials estimate that the Honolulu County TAT will generate nearly $86 million in the first year rising to more than $99 million in the fiscal year that begins July 1, 2027. In the past, Honolulu received $45 million per year from the state鈥檚 TAT. Honolulu County鈥檚 ordinance allocates 8.3% of its own TAT revenues to “natural resources,” including parks and beaches. If that鈥檚 not enough, the county can ask the legislature to authorize it to add a per diem tax of “x” dollars per night (on top of the 3% county TAT), dedicated to natural resource initiatives.
• Seek approval from lawmakers to allow Honolulu County to add a surcharge on general excise tax (GET) collections in the county, with revenues dedicated to natural resource management and conservation. The county is already collecting a GET surcharge of .5% effective January 1, 2007 to December 31, 2030 to fund the rail project.
• A third option is to raise the real property tax rate. A study by the Lincoln Institute of Land Policy finds that Honolulu property tax rates and bills are low compared to those in other major cities in the U.S. For Honolulu County, there are several advantages of tapping into the property tax. For the present purpose, the most important advantage is that the property tax in Hawaiʻi is fully under the control of the counties.

The authors question why Honolulu County and not the state is being asked to take the lead to levy a new fee/tax to support natural resource protection.

“Perhaps it reflects a limited objective to raise a modest amount of revenue to provide support for Honolulu County government鈥檚 natural resource programs only. There is nothing wrong with that, except the intent should be made explicit,” they wrote.

Mak and Ebel also noted that the Hawaiʻi Tourism Authority is not the only advocate of a new visitor green fee/tax. Other advocates include , the and Lt. Gov. Josh Green (and his proposed $50 head tax). The proposed fees are statewide fees, and contrary to the authors鈥� advice, they are meant to be imposed on tourists only.

东精影业ERO is housed in 东精影业 惭腻苍辞补鈥檚 .

.

The authors of a new University of Hawaiʻi Economic Research Organization (东精影业ERO) brief “believe that there is an opportunity to reform the way we manage Destination Hawaiʻi to get better results.”

According to Paul Brewbaker, Frank Haas and James Mak, public pressure has been mounting on the (HTA) to shift its focus from mostly marketing to destination management to mitigate tourism鈥檚 negative impacts on the community. HTA鈥檚 2020–2025 Strategic Plan states that “This is the first strategic plan developed while HTA is re-balancing our attention from mainly marketing to greater emphasis on destination management.” In the past, HTA responded to community concerns about tourism鈥檚 negative impacts only on “an informal basis.”

Hawaiʻi has a long history of community-based tourism planning going back to the 1970s. According to the authors, the problem has been implementation. The biggest hurdle has been the lack of effective coordination among tourism鈥檚 many and diverse stakeholders.

HTA does seem to have statutory basis for managing Destination Hawaiʻi via Chapter 201B-3 Hawaiʻi Revised Statutes. But the language that gives HTA authority to coordinate tourism鈥檚 stakeholders to work together is weak. A stronger governance structure is called for.

Destination Management Action Plan

In support of the broad 2020–2025 Strategic Plan, HTA produced a Destination Management Action Plan (DMAP) for each island to “rebuild, redefine and reset tourism鈥檚 direction” over a three-year period. The DMAPs were shaped by steering committees representing diverse stakeholders on each island. They lay out specific actions—consistent with the broad goals established in the strategic plan—for HTA to undertake in collaboration with other tourism stakeholders. HTA calls it a regenerative model of tourism.

The DMAPs are essentially ad hoc “to do” lists. Some proposed actions may be ill advised perhaps because they were not based on thorough research. Implementation of the actions and the 200 sub-actions in the DMAPs are divided into three phases. For example, Action A of the Oʻahu DMAP aims to “decrease the total number of visitors to Oʻahu to a manageable level.” Most sub-actions require more than one phase to complete.

To assist in the implementation of DMAP initiatives, HTA solicited bids for a single contractor to manage both U.S. marketing and destination management. Combining these two functions recognizes the interplay between the marketing message for Hawaiʻi and the management of the place. The marketing part of the request for proposal aims to overhaul Hawaiʻi鈥檚 brand to attract a different type of visitor to Hawaiʻi; the destination management part aims to mitigate the negative spillover effects of tourism.

The contract was awarded to the Council for Native Hawaiian Advancement, but the award was challenged by the Hawaiʻi Visitors and Convention Bureau. Nonetheless, HTA has begun to implement the DMAPs.

Opportunity to reform Destination Hawaiʻi for better results

The authors argue that there is an opportunity to reform the way we manage Destination Hawaiʻi to get better results. They consider a suggestion that a position be created for HTA鈥檚 CEO in the governor鈥檚 Cabinet to offer more opportunities for him/her to access heads of other state departments and agencies. They note that if HTA is elevated to the cabinet level it may lose even more of its autonomy.

There is another approach. House Bill 1785 in 2022 would have required the Legislative Reference Bureau to study and evaluate alternative tourism governance systems. Unfortunately, the bill did not pass. The authors urge that it be reintroduced in the next legislative session, with adequate funding to support a high-quality study.

Hawaiʻi is not alone in grappling with tourism-related governance issues and the state could benefit from examining other models from around the world. In the meantime, strong leadership from the incoming governor is essential, according to the authors.

“The governor has the power to bring the department/agency heads to work together,” the authors said. “The governor needs to develop legislative packages (and budgets) derived from some of the best ideas from the DMAPs with input from state agencies. HHawaiʻi is embarking on a new direction in tourism recognizing the need for better management. We have an opportunity to create a governance structure that can achieve it.”

. 东精影业ERO is housed in 东精影业 惭腻苍辞补鈥檚 .

The relationship between tourism and water use on Oʻahu during the COVID-19 pandemic is described in a new study by University of Hawaiʻi at 惭腻苍辞补 researchers. They hope results of the study will shed light on the impact that the tourism industry has on, what they describe as, the precariously-balanced water supply.

As expected, hotel water use plummeted with the decrease in hotel occupancy. A 1% decrease in hotel occupancy was found to be associated with a 0.46% decrease in hotel water use. Lawn irrigation, air conditioning and other 鈥渇ixed鈥� water uses are thought to explain the lack of a one-to-one relationship between hotel water use and occupancy.

Interestingly, no significant relationship was found between residential water use and Airbnb reservations, despite the similarly large drop in Airbnb reservations seen during the pandemic. Several factors may have contributed to this:

• For privacy reasons, the precise address of many Airbnbs is not publicly available, which resulted in the need to aggregate the data. However, even after concentrating only in areas with a high density of Airbnbs, no significant relationship could be found between water use and Airbnb reservations.
• Another confounding factor is the shift to work-from-home for residents of Oʻahu. Residents remaining at home and using water there instead of at their places of employment may have offset much of the decline in water use due to the absence of Airbnb guests.
• Finally, the summer of 2020 was warmer and drier than average, which may have also driven water use higher than normal.

Foot traffic, as tracked by mobile phone signals at so-called “points of interest,” such as hotels, restaurants and parks, was examined against water use at these locations. The relationship between foot traffic and water use was strongest at locations most likely to be frequented by tourists. For example, a 1% decline in foot traffic was associated with a 0.36% decline in water use at hotels, a 0.27% decline in water use at commercial buildings and a 0.16% decline at city parks.

Near complete reliance on groundwater

The importance of water management is accentuated when there is near complete reliance on groundwater as is the case in Hawaiʻi, where 99% of drinking and half of all water use is sourced from aquifers. There is growing evidence that available freshwater resources on the island of Oʻahu have been diminishing over time. The number of tourists visiting the island grew by 50% between 2009 and 2019, with the number of tourists reaching about 12% of the resident population. Examining the impacts of the tourism industry on the water supply is especially important given the potential and .

On Oʻahu, residential water consumption accounts for about 55% while hotels and resorts account for about 5% of total municipal water use, but in per-capita terms, tourists use approximately the same amount of water as residents. This study examined how the amount and distribution of water consumption on the island shifted during the pandemic. Researchers used water metering data from the Honolulu Board of Water Supply, measured tourism levels, hotel and Airbnb occupancy, and foot traffic recorded in locations frequented by tourists.

Interpreting study results

Researchers emphasized that care should be taken when interpreting the results beyond the scope of this analysis. The significant disruptions caused by the pandemic followed in the wake of extremely high capacity utilization in the tourism industry. The negative shock created (temporary) “slack” in the system, and we likely only observed a partial adjustment in water consumption. Further work is required to determine whether these results carry over for more marginal changes, like a gradual change in tourism over time. Also, had the tourism industry experienced a positive shock, it would have been pushing against existing capacity constraints, a situation opposite what occurred during the pandemic. Applying the relationships found here to an increase in tourism may not be appropriate since increases and decreases in tourism may affect water consumption the same way.

Read more 东精影业 News stories from 东精影业ERO

The study was in September 2022. It is co-authored by 东精影业 Economic Research Organization (东精影业ERO) Research Economist Nathan DeMaagd, 东精影业ERO Research Economist and Associate Professor of Economics Peter Fuleky, 东精影业ERO Associate Director Kimberly Burnett and 东精影业ERO Research Economist Christopher Wada.

东精影业ERO is housed in 东精影业 惭腻苍辞补鈥檚 .

A new forecast by the (东精影业ERO) reveals a darker economic horizon for the state since its last forecast in May, due to the global economy slowing sharply, and the U.S. heading for a mild recession in the first half of next year.

Hawaiʻi may escape overall net job losses, thanks to the recovery of visitor travel from Japan, which is now underway. But high inflation, higher travel costs and the Fed鈥檚 interest rate hikes will still adversely impact Hawaiʻi households and businesses.

Highlights of the September 23 report:

• The global outlook has worsened significantly since the last report. Persistently high inflation is causing central banks to raise interest rates more sharply than expected. Russia鈥檚 war with Ukraine has inflicted an energy crisis on Europe, which is now clearly headed for recession. China鈥檚 economy continues to suffer from its zero-COVID policy. Global growth has slowed to about 3% this year and will soften further in 2023.
• The U.S. is not yet in a recession, but one is anticipated in 2023. In the face of 8%-plus inflation, the Fed will make additional large interest rate hikes, sharply reducing spending. High mortgage rates have already caused a downturn in the national housing market, and high inflation is eating into household budgets. While labor markets remain tight for now, U.S. growth is expected to manage just 0.3% next year.
• COVID-19 has receded as a critical economic risk. The U.S. population has largely returned to business as usual. Barring an unexpectedly virulent resurgence, the biggest remaining concerns are the labor force impacts of long COVID and ongoing shutdowns in China.
• Hawaiʻi鈥檚 visitor industry continues to make recovery progress. The international visitor market has made significant strides, adding to strong domestic travel. Japanese visitors are finally returning to the islands, even as a weak yen and high costs weigh on their vacation spending. The timing of Hawaiʻi鈥檚 international tourism recovery will provide a much-needed lift as growth in other sectors slows in 2023.
• Although the Hawaiʻi labor market is tight, with unemployment just over 4%, the number of payroll jobs remains below pre-pandemic levels. The ongoing visitor industry recovery will support job gains in tourism-related areas next year, while many other sectors experience weakness. Aggregate job growth will slow from more than 5% this year to 1.7% in 2023.
• Inflation in Hawaiʻi is running lower than on the continental U.S., but it is nevertheless inflicting pain on Hawaiʻi households and businesses. Nominal wage gains are not keeping up with rising prices. Together with the ending of pandemic-era federal support programs, this is dragging down real (inflation-adjusted) income. Total real income from all sources will drop more than 5% for this year as a whole and manage just over 1% growth in 2023, before firming.
• Cost pressures will continue to challenge the construction sector in 2023. But despite a small pullback in employment this year, the industry will sustain a high level of activity, with key support from several very large public-sector projects that are currently in the engineering and design phase.

东精影业ERO forecasts that while Hawaiʻi will likely escape an outright contraction in economic activity, it will still be adversely affected by softer global conditions, further interest rate hikes and temporarily high inflation. Significant downside risks exist, given the perilous path facing the U.S. and global economies.

东精影业ERO is housed in 东精影业 惭腻苍辞补鈥檚 .

.

The newest episode of 东精影业ERO Focus is on the third quarter forecast.

Tourists to Hawaiʻi from the continental U.S. are willing to pay more for locally-sourced foods while on vacation in the islands to help the state become a more sustainable tourism destination, according to a new , co-authored by University of Hawaiʻi at 惭腻苍辞补 experts.

More than 78% of the survey鈥檚 454 respondents said they would be willing to pay a premium or higher price for locally-grown food. Of that, about 40% said they are willing to pay up to 5% more, 23% are willing to pay between 6鈥�10% more, 16% are willing to pay 11鈥�15% more and 10% are willing to pay 16鈥�25% more for locally-sourced food.

“The results of this study provided quantitative evidence that U.S. tourists are interested in purchasing locally grown food items in Hawaiʻi, in addition to their willingness to pay an additional fee for these locally-grown food products at a restaurant or a hotel dining room, to help Hawaiʻi maintain its long-term tourism viability. These findings address a major gap in current tourism research,” said Jerry Agrusa, study co-author and 东精影业 惭腻苍辞补 (TIM) professor in the .

Tourism policy implications

Hawaiʻi welcomed , the most recent year unaffected by the COVID-19 pandemic. In addition, and shipping all the food to the islands creates a major carbon footprint. According to experts, making adjustments to Hawaiʻi鈥檚 food supply is an opportunity to reduce the carbon footprint and become a more sustainable destination.

The researchers hope that the results from the study will help tourism leaders explore whether there are opportunities to better integrate sustainable food consumption and production into the tourist experience. While tourists from the continental U.S. remain the top market for Hawaiʻi, the study noted that future research should focus on the international tourist markets, which may have different social norms or cultural differences, providing a broader spectrum of the current study鈥檚 findings.

Supporting sustainable tourism

In a broader perspective, more than 70% of respondents indicated that they are willing to pay an additional charge to support long-term sustainable tourism in Hawaiʻi. A majority of respondents agreed or strongly agreed that it is vital for the tourism sector to encourage environmentally-friendly tourism practices in Hawaiʻi.

Co-authors in the study include: Giulio Ronzoni, TIM instructor; Cathrine Linnes from Østfold University College in Norway; Jeffrey Thomas Weinland from the University of Central Florida; and Joseph Lema from the University of Nevada, Las Vegas.

Agrusa has integrated this research paper into his fall 2022 TIM 313 course Food Service Management, and the students are using the study to figure out ways to support local farmers and locally-grown food. Agrusa said this is an example of how academic research can compliment classroom teaching and spur enthusiasm for student learning.

—By Marc Arakaki