Ka Wai Ola - Office of Hawaiian Affairs, Volume 32, Number 7, 1 Iulai 2015 — Hawaiian sense of plaee: Tourism ond Hawaiian culturol planning [ARTICLE+ILLUSTRATION]

Hawaiian sense of plaee: Tourism ond Hawaiian culturol planning

Good cultural planning is always about Leadership, Resources and Commitment. Incorporating Hawaiian cultural programs into a company's product mix is an elusive challenge. Cultural planning requires committed leadership and resources in order to do it well. In Hawai'i, most of the hotel operators and large retail eomplexes tend to approach creating a Hawaiian sense of plaee like a eol-

leehon of pottedplants. That is, to position a few Hawaiian exhibits around the property and perhaps incorporate a spattering of Hawaiian themes in the architecture and interior design of the buildings. While this model has to be respected as an honest effort to create a Hawaiian sense of plaee it is far from what is needed to actually elaim the property as being a Hawaiian plaee. For those who aspire to that level of excellenee the struggle is, how does one measure the return on investment? Standard operating models do not give equal weight to Hawaiian culture in the budget compared to the rest of the budget categories, such as sales and marketing, food and beverage, housekeeping, maintenance, catering, security and so forth. Yet, for a Hawai'i visitor experienee, delivering the expectation of a quality Hawaiian experience seems like a no-brainer. Ask yourself two questions. First, to what level do you wish to rise in providing a memorable Hawaiian sense of plaee expe-

rience for your guests? Second, what value ean the culture bring to your institution in distinguishing you in the marketplace? No matter the level of your ambition, here are some suggestions. Forma Cultural Advisory Team headed by a ranking member of the management team. Charge them to develop a cultural plan of programs, services and exhibits, being sure that the plan connects the institution to the surrounding community. Put numbers to the plan and establish an

annual budget. Frame your cultural product mix so that the plan ean help drive your marketing. Find ways to "memorialize" in ways that it will survive the musical chairs of succeeding general managers. Your institution's cultural planning should be a dynamic process that never ends. It has to be more than a document that sits on a desk. It has to live and breathe. If the process is the vehicle, then the engine is the people who have to drive it. The most important cultural asset you have is your workforce. It is in them that the real culture lives and thrives. Your employees are the living bridges between your company and the cultural vibrancy of Hawai'i. The cultural depth they ean bring to the effort is beyond purchase or the reach of any consultant to bring to the table. Your best possible investment and return will eome from your employees. Empower them and trust them. ■

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