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The Management and Financial Audit of Hawai‘i Tourism Authority’s Major Contracts A Report to the Governor and the Legislature of the State of Hawai‘i_part7

Chúng tôi truyền dự thảo của báo cáo này cho Ban Giám đốc Cơ quan Du lịch Hawaii và giám đốc tạm thời điều hành của chính quyền vào ngày 26 Tháng Mười Hai, 2008. Một bản sao của bức thư chuyển đến chủ tịch hội đồng quản trị bao gồm như là Phụ lục 1. Một bức thư tương tự đã được gửi cho Giám đốc điều hành tạm thời. | Responses of the Affected Agencies Comments on Agency Responses We transmitted drafts of this report to the Board of Directors of the Hawai i Tourism Authority and the authority s interim executive director on December 26 2008. A copy of the transmittal letter to the board chair is included as Attachment 1. A similar letter was sent to the interim executive director. The joint response of the board chair and interim executive director is included as Attachment 2. The Hawai i Tourism Authority replied that it is committed to addressing the points raised by the audit . . . and is in the process of developing an operational plan to address the audit s findings and recommendations. The authority provided information to clarify a number of points which neither contradict nor change our findings and recommendations. For example the HTA reiterated that Its planning process includes both a short-term approach through its annual budget process and a longer-term perspective through the Hawai i Tourism Strategic Plan TSP Its overall role in marketing is to create a brand image for the destination and use the marketing effectiveness study by TNS Research to objectively measure the performance of its marketing programs and contractors to impact Hawai i s brand awareness as a favorable visitor destination and With respect to contract management related to its marketing contractors the Hawai i Visitors and Convention Bureau Hawai i Tourism Japan and SMG the various issues identified in our audit have either already been resolved or are in the process of being reviewed and addressed. The authority intends to also explore the need to develop a longer range plan of its own which would also be aligned with the Hawai i Tourism Strategic Plan but believes that it has been using valid and reliable performance measurements to successfully impact Hawai i s brand awareness as a favorable visitor destination. Emphasis added. The authority differentiates its role to promote tourism through .