HomeMy WebLinkAboutUniversity of Hawaii, Hawaii Research Center for Future Studies, CTAHR - Visioning Hawaii's Adaptation to Climate Change 2011Visioning Hawai‘i’s Adaptation to Climate Change
Hawai‘i Ocean Resources Management Plan (ORMP) Partners
Waikiki Beach Marriott Hotel
2552 Kalakaua Avenue, Honolulu, Hawai‘i
August 22-23, 2011
Large Group Facilitators:
James Dator, Ph.D., University
of
Hawai‘i,
Hawai‘i
Research
Center
for
Futures
Studies
and
Donna R. Ching, Ph.D., University
of
Hawai‘i,
College
of
Tropical
Agriculture
&
Human
Resources
Small Group Facilitators/Recorders:
Lisa Kettley, CH2MHILL
Paul Luerson, CH2M HILL
Fiona Langenberger, Hawaiian Islands Humpback Whale National Marine Sanctuary
Joe Paulin, Hawaiian Islands Humpback Whale National Marine Sanctuary
Paul Wong, Hawaiian Islands Humpback Whale National Marine Sanctuary
Miki Lee, Leeway Enterprise
Ruby Edwards, Office of Planning
Ann Ogata-Deal, Retired from Office of Planning, Coastal Zone Management Program
Heather Frey, University of Hawai‘i, Hawai‘i Research Center for Futures Studies
Aubrey Yee, University of Hawai‘i, Hawai‘i Research Center for Futures Studies
SeongWon Park, University of Hawai‘i, Hawai‘i Research Center for Futures Studies
Scott Yim, University of Hawai‘i, Hawai‘i Research Center for Futures Studies
Bumchul Shin, University of Hawai‘i, Hawai‘i Research Center for Futures Studies
John Sweeney, University of Hawai‘i, Hawai‘i Research Center for Futures Studies
Rex
Troumbley,
University
of
Hawai‘i,
Hawai‘i
Research
Center
for
Futures
Studies
This project was funded in part by the Hawaii Office of Planning,
Coastal Zone Management Program, pursuant to the National
Oceanic and Atmospheric Administration (NOAA) Award No.
NA09NOS4190120, funded in part by the Coastal Zone Management
Act of 1972, as amended, administered by the Office of Ocean and
Coastal Resource Management, National Ocean Service, NOAA, U.S.
Dept. of Commerce. The views expressed herein are those of the
author(s) and do not necessarily reflect the views of NOAA or any of
its sub-agencies.
This project was also was funded in part by the USACE Honolulu
District’s Silver Jackets Initiative.
Table of Contents
LIST
OF
ACRONYMS
.............................................................................................................................................
2
EXECUTIVE
SUMMARY
........................................................................................................................................
3
MEETING
SUMMARY:
GROUP
MEMORY
........................................................................................................
7
SECTION
1.
AGREEMENT
TO
PLAN
........................................................................................................................................
7
SECTION
2.
ALTERNATIVE
FUTURES
EXERCISE
..................................................................................................................
7
SECTION
3.
APPRECIATIVE
INQUIRY
.....................................................................................................................................
7
SECTION
4.
ENVIRONMENTAL
SCAN
.....................................................................................................................................
8
SECTION
5.
VALUES
...............................................................................................................................................................
11
SECTION
6.
VISIONING
EXERCISE
.......................................................................................................................................
16
SECTION
7.
STRATEGIC
ISSUES
AND
GOALS
......................................................................................................................
28
SECTION
8.
RESULTS
.............................................................................................................................................................
34
SECTION
9.
EVALUATION
.....................................................................................................................................................
37
SECTION
10.
WALL
SAFE
.....................................................................................................................................................
37
APPENDIX
A.
LIST
OF
PARTICIPANTS
........................................................................................................
38
APPENDIX
B.
AGENDA
.....................................................................................................................................
40
2
List of Acronyms
AARP
American
Association
of
Retired
Persons
BMP
Best
Management
Practices
BWS
Honolulu
Board
of
Water
Supply
CDC
Center
for
Disease
Control
CIP
Capital
Improvement
Projects
CZM
Coastal
Zone
Management
DLNR
Department
of
Land
and
Natural
Resources
DOA
Department
of
Agriculture
DOE
Department
of
Education
DOH
Department
of
Health
DOT
Department
of
Transportation
EPA
U.S.
Environmental
Protection
Agency
FEMA
Federal
Emergency
Management
Agency
GHG
Greenhouse
Gas
HCEI
Hawai‘i
Clean
Energy
Initiative
HNL
Honolulu
Airport
HIHWNMS
Hawaiian
Islands
Humpback
Whale
National
Marine
Sanctuary
HTA
Hawai‘i
Tourism
Authority
ICAP
University
of
Hawai‘i
Center
for
Island
Climate
Adaptation
IEK
Indigenous
Ecological
Knowledge
MACZAC
Marine
and
Coastal
Zone
Advocacy
Council
MPA
Marine
Protected
Area
NGO
Non-‐Governmental
Organizations
NOAA
National
Oceanic
and
Atmospheric
Administration
OCRM
Office
of
Ocean
and
Coastal
Resource
Management
OHA
Office
of
Hawaiian
Affairs
OP
Office
of
Planning
ORMP
Ocean
Resources
Management
Plan
OTEC
Ocean
Thermal
Energy
Conversion
O‘ahu
MPO
O‘ahu
Metropolitan
Planning
Organization
PaCIS
Pacific
Climate
Information
System
Pacific
RISA
Pacific
Regional
Integrated
Sciences
and
Assessments
PacIOOS
Pacific
Islands
Ocean
Observing
System
PICCC
Pacific
Islands
Climate
Change
Cooperative
PSC
Pacific
Services
Center
SCD
State
Civil
Defense
SLR
Sea
Level
Rise
SOEST
School
of
Ocean
and
Earth
Science
and
Technology
TEK
Traditional
Ecological
Knowledge
TNC
The
Nature
Conservancy
UH
University
of
Hawai‘i
UHM
University
of
Hawai‘i
at
Mānoa
UHSG
University
of
Hawai‘i
Sea
Grant
College
Program
USACE
U.S.
Army
Corps
of
Engineers
3
Executive Summary
Background
In the course of implementing the legislatively-mandated Ocean Resources Management Plan
(ORMP), the multi-stakeholder ORMP policy group and working group recognized a need for
policy guidance to frame and effectuate a coordinated effort to adapt to the expected impacts of
climate change. In 2009, the ORMP working group partnered with the Center for Island Climate
Adaptation and Policy (ICAP) at the University of Hawai‘i at Mānoa to develop A Framework
for Climate Change Adaptation in Hawaii. The desired outcome of the process outlined in the
Framework is for Hawaiʻi to adapt successfully to the impacts of climate change.
In order to move implementation of the Framework forward, the ORMP partners agreed that a multi-
stakeholder workshop focused on developing a collective vision to inform policy related to climate
change adaptation was a logical next step. This report, and the accompanying report titled, Hawai‘i
2060: Visioning Hawai‘i’s Adaptation to Climate Change; A Final Report of the Alternative Futures
Exercise at the 2011 Planning Meeting with the Hawai‘i Ocean Resources Management Plan
Partners, detail the results of this effort.
Process
On August 22-23, 2011, the State of Hawai‘i Coastal Zone Management (CZM) Program, the
National Oceanic and Atmospheric Administration (NOAA), and U.S. Army Corps of
Engineer’s Honolulu District’s (USACE) Silver Jackets initiative sponsored a workshop to
facilitate the development of the foundation for a statewide climate change policy. Sixty
participants engaged in the unique workshop, which combined a futures approach with
appreciative inquiry to think “outside the box” and develop a common vision for moving
forward.
Participants were selected by identifying representative stakeholders from larger constituencies,
thus resulting in a group that was not so large as to compromise the effectiveness of small group
participation but still include the broadest scope of interests. Participants represented a wide
array of interests, including federal, state and county agencies, academia, Native Hawaiians,
environmental non-profits, community organizations, business associates, insurance companies,
and youth. The list of participants is attached as Appendix A.
First, the workshop co-sponsors wanted to help participants get outside of their day-to-day budget
constraints, time pressures, staff shortages, and vast to-do lists so that they could think bigger and for
a larger purpose: re-framing climate change as an opportunity rather than an overwhelming problem
for Hawai‘i. In order to achieve this goal, the State of Hawai‘i Office of Planning (OP) contracted the
Hawai‘i Research Center for Futures Studies at the University of Hawai‘i at Mānoa under Jim Dator,
Ph.D., to lead the group through an Alternative Futures Exercise.
This approach is uniquely suited to developing resilient and adaptive policy guidance in the face
of high uncertainty. Among other things, it allowed participants to test their normative
understanding of the present, under alternative future constructs that account for various multi-
sector climate change impacts under various political, cultural, and physical constructs. Dr.
Dator and his team transported participants into the year 2060 to experience four different futures
based on archetypes of continued growth, discipline, collapse, and transformed societies. The
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participants were asked to “live” within these scenarios, accept them as their reality, and evaluate
the pros and cons. These experiences enabled participants to articulate aspects of the futures
they wished to retain or prevent. Broadly, this process encourages participants to think
creatively when developing policies.
For a complete description of the methodology, the alternative futures experienced and discussed, and
reactions and results, please see the accompanying report titled, Hawai‘i 2060: Visioning Hawai‘i’s
Adaptation to Climate Change; A Final Report of the Alternative Futures Exercise at the 2011
Planning Meeting with the Hawai‘i Ocean Resources Management Plan Partners.
After the participants experienced the alternative futures for Hawai‘i in 2060, Donna Ching,
Ph.D., from the University of Hawai‘i College of Tropical Agriculture and Human Resources,
led the group through an Appreciative Inquiry (AI) session in order to focus attention on how we
would like climate change to be addressed in Hawai‘i. Rather than focusing on problems and
gaps, which can inadvertently create more problems, AI searches for what is working in order to
lead the group to success and generate new possibilities from a foundation of priorities
articulated through a process of collective agreement. The complete AI process followed and
outputs from the workshop are included in this report immediately after this Executive Summary,
under Meeting Summary: Group Memory.
Workshop Results
Participants first worked together to conduct an “environmental scan” of the trends, stakeholders,
contributors, competitors, and collaborators that may influence climate change adaptation in the
state. Then Dr. Ching facilitated a discussion on the group’s values. The group collectively
agreed upon the importance of the following value clusters:
A. Equity, Diversity, Justice, Socio-Cultural
B. Innovative, Resourceful, Adaptive, Progressive, Bold
C. Collaborative, Community, Cooperation, Inspiration
D. Don’t waste, Efficiency, Pragmatic, Discipline, Achievable
E. Economics, Value Ownership, Maximum Economic Value
F. Responsible, Stewardship
G. Sustainable
H. Knowledge, Science-based, Education, Wisdom
The list identifies the values participants agreed to specify with concrete actions because of their
importance in a preferred vision for Hawai‘i. These values are detailed in the group memory.
Participants then developed climate change adaption “visions” built upon these shared values.
Common themes from the visions included the following:
• Educated, informed, and aware public that initiated movement;
• Hawai‘i as a leader in adaptation technology and practice;
• Adopted ecological-based land use;
• Cross-jurisdictional collaboration;
• Resilient communities and economy;
• Sustainability and self-reliance (related to agriculture, energy, water, waste, etc.);
5
• Adaptive management and implementation;
• Involvement of research and education system to adapt and capitalize on opportunities;
• Planning for the next “phase” in policy; and
• Removal of jurisdictional barriers.
These common themes provided the foundation for the draft climate change legislative bill that
the State of Hawai‘i Office of Planning drafted after this session, with continued input from
workshop participants and additional stakeholders.
The group then identified two priority strategic issues and developed action plans for each. They
are briefly described below.
1. Strategic Issue #1: Educated Public and Political Will
a. Goal: Influence political will regarding climate change through educational
efforts.
i. Action Item/Result: A group formed to create a plan to implement the
various objectives developed to achieve the goal for this strategic issue.
2. Strategic Issue #2: Integrated Planning and Collaboration
a. Goal: Better integration of planning among all agencies—county, state, and
federal.
i. Action Item/Result: Group agreement for the ORMP working group to
determine who will be responsible for implementing this goal and the
associated activities identified.
b. Goal: Create a better balance of the built and natural (e.g., reforestation)
infrastructure to respond to the effects of climate change.
i. Action Item/Result: Group agreement for ORMP working group to
flush out this goal and associated objectives further. Volunteers
surfaced to join the ORMP working group to achieve this effort.
After the Workshop
Several next steps from the workshop were implemented immediately. Companion measures
Senate Bill 2745 and House Bill 2483 were introduced by the Twenty-Sixth Legislature of the
State of Hawai‘i 2012 as part of the governor’s legislative package. Based on the common
themes developed in the workshop, the bills add a priority guideline to the Hawai‘i State
Planning Act. If passed, climate change adaptation will be integrated into county-adopted
general and development plans and implemented through land use permitting and county zoning.
State agencies will be required to consider climate change adaptation as part of their decision-
making as it relates to programs, budget priorities, and land use actions. In addition to these
direct statutory requirements, this would be Hawai‘i’s first statute on climate change adaptation.
The policy supports further work in the area of climate change adaptation through
implementation strategies. Workshop participants as well as additional stakeholders were invited
to provide input on OP’s draft. At the completion of this report, one bill was still alive in the
State Legislature as SB2745 SD1 HD1.
6
Other next steps identified at the workshop for the ORMP working group to move forward have
also gained traction and are currently being implemented. These include the formation and
subsequent work of two subcommittees on integrated planning and outreach/education, which
were created to address the two priority strategic actions identified above. Meeting summaries of
the ORMP working group are available online at
http://www.state.hi.us/dbedt/czm/ormp/working_group.php.
Conclusion
Overall, the two-day workshop allowed leaders to develop a shared understanding of the
inevitable impacts of climate change in Hawai‘i along with a common foundation for a desired
future for Hawai‘i’s people, systems, businesses, and resources. Strategies for adapting to the
adverse impacts of climate change require a multi-disciplinary, integrated planning approach that
takes into account other stressors such as population growth, economic realities, and Peak Oil.
The futures exercise allowed diverse stakeholders to experience alternative futures together,
which stimulated more comprehensive strategies to address future climate change impacts. The
appreciative inquiry approach enabled participants to reach collective agreement on a common
vision for Hawai‘i. The end results of the workshop provided a strong foundation for the
development of priority guidelines for climate change adaptation, which are being proposed by
the Governor of Hawai‘i as an addition to the Hawaii State Planning Act in the 2012 state
legislative session.
7
Meeting Summary: Group Memory
The following Sections 1 through 10 comprise the group memory from the two-day Visioning
Hawai‘i’s Adaptation to Climate Change session conducted on August 22-23, 2011. A list of
participants is available in Appendix A.
Section 1. Agreement to Plan
After a review of the agenda (Appendix B), the group discussed and agreed upon the ground
rules for the two days.
1A. Ground Rules
• You are personally responsible for working toward future solutions/aspirations with
our valuable time by:
- actively listening
- keeping an open mind
- maintaining a positive attitude
- being creative
- making sure everyone has an equal opportunity to express their ideas (i.e.,
adhere to time suggestions)
- being fully present by turning off or silencing all electronic equipment e.g.,
cell phones and laptops; take all calls/texting outside
- keeping side conversations to a minimum
• It’s OK to disagree as long as we are respectful of each other
• Silence means agreement
Section 2. Alternative Futures Exercise
The workshop co-sponsors wanted to help participants get outside of their day-to-day budget
constraints, time pressures, staff shortages, and vast to-do lists so that they may think bigger and for a
larger purpose: re-framing climate change as an opportunity rather than an overwhelming problem for
Hawai‘i. In order to achieve this goal, OP contracted the Hawai‘i Research Center for Futures Studies
at the University of Hawai‘i at Mānoa under Dr. Jim Dator to lead the group through an Alternative
Futures Exercise.
For a complete description on this methodology, the alternative futures experienced and discussed by
the participants, and the reactions and results, please see the accompanying report titled, Hawai‘i
2060: Visioning Hawai‘i’s Adaptation to Climate Change; A Final Report of the Alternative Futures
Exercise at the 2011 Planning Meeting with the Hawai‘i Ocean Resources Management Plan
Partners.
Section 3. Appreciative Inquiry
After experiencing two different alternative futures for Hawai‘i in 2060, Dr. Donna Ching, led
the group through an appreciative inquiry session in order to focus the attention how we would
like climate change to be addressed in Hawai‘i.
8
Section 4. Environmental Scan
As a small reality check, the group quickly conducted an environmental scan of current trends,
stakeholders, competitors, and collaborators that may affect the group’s efforts related to climate
change adaptation.
4A. Trends in the external environment that may affect the group’s efforts related to
climate change:
• Political discord
• Economic downturn
• Aging population
• Less federal funding
• Greater international donor support
• Energy efficiency
• Corporate greed
• Some alternative energy
• Community movement
• Climate change skepticism
• Aging human built infrastructure
• Social networking technology
• Growing population
• Less resilient natural systems
• Sea level rise
• Growing economic power in places like China
• Decreasing rainfall
• Political log jams at all scales
• Absence of political will
• Globalization
• Widening achievement gap
• Failure to improve education in math and science
• Increasing air temperature
• Growth in racial inequity in regards to income
• Failing infrastructure
• Growing religious intolerance
• Growing reliance on tourism
• Proliferation of pests and diseases moving around the planet
• Decrease in literacy
• Military realignment
• Changing availability and quality of fresh water
• Food dislocations
• Increasing extinction of indigenous species
• Growing reliance on government funding
• Decrease in climate monitoring stations
• Increasing permit complexity
• Changes in society based on emigration related to climate change
• Growing concentration of wealth in a smaller group of people
9
• Decreasing access to healthy food sources
• Rising obesity in industrialized nations
• Fast increase in computer technology
• Aging satellite network
• More frequent and more severe storms
• Poor education and less prospects for education
• Increased awareness of indigenous culture
• Declining access to education
4B. Stakeholders of efforts related to climate change:
• Farmers
• Citizens at large
• Consumers
• Land owners
• Water systems
• Future generations
• Local, state, and federal government
• Voters
• Corporations – Shareholders, management, employees
• Cultural practitioners
• Local Hawaiians who aren’t land owners
• Transient population – snowbirds
• Military
• Other Pacific Island communities
• Tourists
• Environmentalists
• Plants and animals in protected areas
• Fishermen
• Business community
• Homeless
• Elderly
• Scientists & researchers
• Politicians
• Nations
• Private foundations
• Non-profits
• Non-governmental organizations
• Taxpayers
• Recreationalists
• Beneficiaries (tax)
• Educational institutions
• Lawyers
• Vulnerable populations
• Maritime community
10
4C. Competitors that may have an impact on efforts related to climate change:
• Any policies related to the economic crisis
• Uniformed public
• Health care
• Stakeholders are competitors against each other when interests don’t align
• Global economic paradigms
• Religious right
• Climate change deniers
• Countries competing for same resources
• Continued narrative of Hawai‘i as tourist destination
• Developing countries
• Secular Humanists
• Vested programs at risk of losing monetary or political support
4D. Collaborators (current and potential) in the eternal environment for efforts related to
climate change:
• Oil companies
• Military
• Other Pacific Islands
• Insurance companies
• Business
• Government
• Educators
• Youth & students
• Researchers
• Kupuna (elders) and cultural practitioners
• Lobby groups
• Landowners
• Media
• Legislators
• Renewable energy industry
• Engineers
• Public health sector
• Lawyers
• Emergency responders & managers
• Building industry
• Architects
• Tourism industry
• Planners
• Ali‘i trusts
• The stakeholder list
• University
• Social scientists
• Farmers & ranchers
• Artist community
11
• Maritime community
• Environmental organizations
• Other countries doing great things
• Community stewardship groups
• FEMA
• Department of transportation
• Journalists
• Watershed partnerships
• Faith based groups
• Federal agencies
• AARP
• State & federal Departments of Defense
Section 5. Values
5A. Our Core Values
The values you have drive the work you do. What are your most important values related
to climate change adaptation? Like items have been clustered together and participants
voted to indicate the values of highest priority. Winning value clusters are shown in
blue bold.
Value Clusters Votes
A. Justice – Equity – Diversity – Socio Cultural 23
B. Adaptive – Innovative - Progressive – Resourceful - Boldness – Fearless 22
C. Collaborate – Cooperation – Sharing – Community – Inspirational - 20
D. Don’t waste – Efficiency – Pragmatism – Stick-to-it ness 19
E. Ownership – Economics - Maximization of economic value 17
F. Responsible – Stewardship 17
G. Sustainable 15
H. Knowledge – Wisdom – Science based – Education 12
I Proactive – Actionable – Urgency/Timeliness 8
J. Respect 8
K. Honorable – Honesty – Authenticity 6
L. Environment – Valuing Species 6
M. Open minded – Inclusionary/Holistic 4
N. Health 4
O. Sharing (generosity) – Compassion – Shared Sacrifice 2
P. Agency – Free will 2
Discussion of Importance of Core Value Clusters
• Value Cluster A: Disparity between communities was most uncomfortable aspect of
scenarios for many
• Value Cluster J: All problems stem from lack of respect
• Value Cluster B: Climate change requires us to be adaptive and bold in our thinking
Value Cluster K: Speaks to the whole issue of integrity of action
• Value Cluster G: Whatever approach or solution we take has to come from within
our own resources
12
• Value Cluster B: Critical that we think expansively and in new ways. Flexibility of
thought. Need many options and creativity to address the climate
change issue. Issue has many possibilities.
• Value Cluster I/P: By being proactive, you enhance your ability to have free will in
the long run
• Value Cluster E: How do we address needs of owners in a way that is acceptable?
4B. Underlying Assumptions
Given the values you have, you develop underlying assumptions about how the
world operates. These assumptions determine how you behave and how you expect
others to behave.
At this point in the process, participants divided into small groups representing
each of the priority value clusters, and they defined behaviors indicative of that cluster.
Each group was told to make sure that the behaviors listed were concrete (i.e., behaviors
that can be seen) and that each member of the small group could live with and support
each behavior. If a member of the group could not live with one of the behaviors, the
group would initially try to wordsmith the statement to make it acceptable. If this effort
was not successful, the behavior was struck from the list.
When the larger group reconvened, the lists were shared and members of the
larger group were asked to indicate their agreement for all items on each of the lists. As
with the small groups, if a member of the large group could not live with one of the
behaviors, the group would initially try to wordsmith the statement to make it acceptable.
If this effort was not successful, the behavior was struck from the list. The final lists
below represent behaviors everyone in the room could live with and support (i.e., this is
how they will behave in the future and expect others to do the same). The list below is
given in order of the most popular first (A).
Underlying Assumptions of Core Values:
A. Equity, Diversity, Justice, Socio-Cultural
• Ensuing the policy provides an equitable distribution of benefits and impacts to the people of
Hawai‘i
• In development / implementation of policy, respect the viewpoints and the cultures of the
people of Hawai‘i
• Be inclusive in mapping risks and vulnerability of many areas (social justice)
• Be respectful of diverse population and activities that occur in Hawai‘i (also raise awareness
of climate change induced migrants and visitors
• Include different types of knowledge / full spectrum of knowledge, from cultural practices to
engineering and technology
• As sea level rises, ensure equitable and just redistribution and resettlement of land
• Consider equity of bio-diversity (for the sake of bio-diversity), because people depend on
natural environment (subsistence, enjoyment, cultural, etc.)
• Recognize the full value of ecological systems and services State and local businesses,
communities, and the environment (evaluate the impacts qualitatively and quantitatively)
• Commit to transparency – ensure that everyone has an opportunity to contribute to process
13
• Implementation of policy is transparent, predictable (you know in advance how you will be
treated), and consistent
B. Innovative, Resourceful, Adaptive, Progressive, Bold
• Approach to community
- come first to learn; come with respect for host culture
• Open minded
• Willingness to learn from each other (e.g., donors ask community what they want – seek
respectful relationship / reciprocal relationship with community)
• Have community at the table from the beginning
• Calculated risk-taking: willingness to embrace uncertainty
• Identifying benchmarks that community / agencies use to monitor / assess where we are
• Agencies have internal adaptive management measures to ensure that external adaptations
benchmarks are being achieved (e.g., Pacific RISA) (capacity building)
• Permitting is more dynamic – may change as conditions change
• Use of futures-based thinking / analysis to guide policy implementation
• More cross-section interagency, intergovernmental programming and implementation
• Scenario planning; structured decision-making
• Safe process for sharing / reassessing core values and articulate actions and collective
agreement on actions across sectors
• Listening org / institution (based on respect)
• Offering alternatives and choices
• Iterative / as learning organization
• Demonstrate “in-their-shoes”
• Provide leadership in terms of articulating alternatives / choices
• Resilient organizations and community
• Actively supporting integration of indigenous knowledge; more intensive research in
recovering knowledge base
• Engaging / incorporating state-of-art technology to advance climate change implementation
• Needs to be give and take at the table
• Willingness to accept successes from other places / other communities / other voices –
replaces the “it won’t in Hawai‘i” attitude
• Encourage institutional investment to co-develop knowledge
• Demonstrate success through pilot projects
• Building incremental changes / adjustments, based on demonstrating success
• Response to “clear and present danger”
• More youth leaders at all levels of decision-making
• Integration of values / climate change information into education
• Plan and build on long-term planning horizons for infrastructure + built environment .
technology
• Integrating climate change into all planning / sectors
• Plant the seed that change is going to come
• Institutionalize change
14
- developing mechanisms that / to institutionalize change within and across institutions /
organizations/ groups / communities – breaking down barriers to achieving value set
• Acknowledgement of historical exclusion and respects all cultures
C. Collaborate, Community, Cooperation, Inspiration
• Provide multiple opportunities for community involvement
• Include a diverse representation of stakeholders
• Provide continuous education and outreach to include new agency partners
• Demonstrate that community input is incorporated in the decision-making process (listen to
understand)
• Lead by example to encourage others to embrace change
• Develop comprehensive policies that serve as role models and inspire implementation at all
levels that is adaptable and measureable
• Empower community stewardship groups to participate in the implementation of climate
change policy
• Provide opportunity for open dialogue of conflicting views to be woven into a more effective
outcome
• Create a forum of stakeholders to encourage participation and continued momentum
D. Don’t waste, Efficiency, Pragmatic, Discipline, Achievable
• Exercise good planning to efficiently pool resources, including:
- financial
- data
- labor and expertise
• An outcome would be a “SMART” central clearinghouse
• Assess vulnerability of important infrastructure {by/to} prioritize and focus limited resources
• Craft achievable metrics that are understood by the community and acceptable to Legislature,
and compels them to act
• Create a long-range (vision, goals and objectives) that can result in concrete, achievable,
incremental actions (show how individual actions affect the whole)
• Adapt to climate change (don’t stop it; but do our part)
E. Economics, Value Ownership, Maximum Economic Value
• Ensure plan is economically viable
- develop triggers / thresholds
• Demonstrate impact of climate change
- landowners
- consumers
- government
• Encourage local businesses (buy local / grow local)
- lower operating costs for businesses
• Encourage tax system that supports adaptation to climate change (e.g., incentives for
landowners to contribute to solution
15
• Encourage regulatory system that supports adaptation to climate change (e.g., zoning, land
use, permitting)
• Encourage adaptation to climate change as a priority in government investment and policy
(e.g., require State agencies to plan for adaptation
F. Responsible, Stewardship
G. Sustainable
Discussion of what ‘sustainable’ means
• Economic, financial, political, environmental, social, has to last
• Can change over time
• Emerging doctrine existing within ecological limits
• Multi-generational life / existence
• Turning over resources and increasing their value
• Human focused, perpetuity, overall picture
• Balance – environment, economic, cultural
o triple bottom line
• History of Hawai‘i = good model
o functional ecosystems, not natural but existed generation to generation, kapu
system
• Affordable – economically sustainable
Behaviors
• Promote public-private partnerships. Government partnering with private interests –
business and/or NGOs
• Promote intellectual honesty – about financial constraints / reality
• Incentivize efficiency and conservation – future technology (e.g., save energy – save water –
food production)
• De-incentivize inefficient / irresponsible practices / technologies
• Be responsible to others / shared responsibility to future generations
• Engage in a long-term, holistic, multi-disciplinary thought process
• Encourage density and efficient land use – best land management practices
• Promote economically and socially inclusive and integrated communities (e.g., live where
you work (near))
• Incentivize innovation and production (e.g., energy, water)
• Encourage out of the box, unorthodox thinking
• Encourage transportation alternatives (e.g., telecommuting, trains, walking, biking)
- Honolulu as bike-friendly city
• Not limited to tax credits
H. Knowledge, Science-based, Education, Wisdom
• Support grant and award programs (including research and long-term monitoring)
• Improving the baseline / general awareness and understanding of climate issues
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• Implement “No regrets strategy”
• Educate the Legislature and decision-makers
o present information in an actionable manner
o “worst-case” “most probable case”
• Coordinated public engagement strategy (e.g., carpool to work day)
• Integrate a variety of knowledge types.
• (Explore) Qualitative, indigenous, traditional / IEK or TEK
• Public service announcements
• Mainstream adaptive management (BMPs)
o (consider long-term implications)
• Explore international strategies (Japan, etc.)
• Make climate information accessible and useable
Section 6. Visioning Exercise
6A. Vision 2031 (The group brainstormed elements of a vision for the adapting to
climate change in 2031. They also indicated the strengths they maintained or enhanced,
opportunities they fostered, and challenges they had to overcome to achieve the vision.)
Group 1 Discussion
Circumstances in 20 years
• 20 years is a short-term for climate change
• Long-term (100 years?) considered
• Minimum change
Key Elements of their Vision for 2031
• Performance or criteria-driven (not a technology)
• Vulnerability assessments already completed and incorporated in planning
• Funding directed toward implementation
• Training provided
• Integrated into existing processes
• Procurement streamlined
• Infrastructure preserved or sited well
• Counties’ plans constantly updated
Strengths they maintained or enhanced
• Adaptable
• Technology-neutral (re: incentives)
• Considered impacts on sectors, agriculture, rail, etc.
• Provided communication, education, public relations of why important to one and to all
• Agencies, NGOs collaborated
• Considered a range of probable (reasonably foreseeable) outcomes
Opportunities they fostered
• Federal funds
• Military already implementing ð Partner
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• Hawai‘i is leader for islands
• The Ocean – re-embrace the ocean, our streams
• Collaboration = embracing new ideas
• Major groups in agreement
• Living in an island state
Challenges they overcame
• Money – not enough to climate change
• Slow or low economic growth
• Keep the momentum going
• Hard to plan for long-term when faced with current issues, problems
• Making policies adaptable
Group 2 Discussion
Discussion about 2031:
Protect
(1) State has identified areas of greater value and critical infrastructure (Waikiki, Pearl
Harbor, Airports)
Move
(2) Other areas with less development – allow natural processes
Retrofit
(3) Accommodate climate change in transition areas (raise buildings, retrofit)
Diversified economy
• Heavily reduced dependence on fossil fuels / more renewable energy
• Decentralized systems (less central critical systems)
• Tourism still strong components, but altered to focus of areas protected for bio-
diversification, climate change
To do so, have capitalized on the following strengths/opportunities:
• Access to government and ability to healthy discourse and continuing tradition of
innovation
• Knowledge and general support of population for environmental protection
• Land use system that allows coastal setbacks
• Promoting more education
• Connection between brand, people and tourists
Redefining brand/grow the brand to continue tourism
• Major challenges that we have overcome but will need to continue addressing
• Finite land
• Political will
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Key elements of their vision for 2031
• Figured out carrying capacity – future identified infrastructure needs and built to those
needs
• Change in economic engine to allow implementation
• Some attrition (not only relocation)
• Migration from coast
• Buy out/condemn to allow shoreline movement
neighbor islands / less developed areas
• Wall / dikes to preserve some shoreline areas
* Waikiki
* Economic value
• Create development districts in areas with economic value (to be preserved with sea
walls)
• Sand replenishment?
• Beach creation?
• Tourism still important
• Pearl Harbor / HNL Airport
* areas of value
Strengths they maintained or enhanced
• Heavily promoted / invested in renewable energy
• Strong brand
- not as many entrepreneurs
• Local agriculture
- development of niche crops
• Environment
- knowledge of population
- support for protection
• Adopted setbacks system
• Encourage underground development for protection, multi-use
• Building codes adaptable
• No government building in coastal areas (not harbors)
• Maximize use of water resources
- all resources e.g., catchment, recycling wastewater
• Building in areas where resources meet needs
• Decentralizing utilities / self contained
• Less infrastructure needed to support development
• Support / allow more native architecture
- smaller footprint
• Healthy discourse regarding climate change
• Recognition of risks
• Mixed use development
• Enhanced education system / tech-savvy population
- knowledge / skills
• Reduced dependence on fossil fuels
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Opportunities they fostered
• Took advantage of public-private partnerships
- win-win situations; everyone benefits
• More research through the University to become leader in adaptability
- geography technology
- alternative energy
• Private party allies to promote policy implementation
• Conserving open areas, important areas (foresight)
• Leverage Military presence
• Underwater tourism
- changes in tourism to respond to new conditions
• Take advantage of climate change conditions to market tourism and identify new tourism
opportunities
• New fish areas / thriving agriculture
Challenges they overcame
• Economy / lack of funding
• Reliance on tourism; need for more diversification
• Lack of open space
• Uncertainty in future change
• Timeliness
• Need for localized technology (e.g., tropical cyclones for sea level rise)
• Political will
• US land use laws = hindrance (e.g., takings)
• Where to relocate coastal inhabitants
- infrastructural support?
- density
• Finite land
• Changing mindset of people
- getting people to pay for their impact
• Identifying right level of needed infrastructure
Group 3 Discussion
Key elements of their vision for 2031
• Hardened assets that need to be hardened (e.g., seawalls)
• Finding alternatives to hardening the shoreline
• Relocate where we can
• Restore eroding beaches
• Clear idea of the problem and the scale of the problem
• Better idea of impacts of climate change and better prepare for the next phase of it
• Informed public
• Planning for the long-term
• Reduced green house gases
• Trends in data – create a baseline
• County / State/ Federal agencies have adopted climate change policy
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• Efficient and sustainable use of resources (e.g., space, water, electricity, land)
• Continuing research into climate change and behavior that mitigate impacts we have on
climate change
Strengths they maintained or enhanced
• Clear idea of the problem of the scale
• Brainstorming alternatives and mitigation actions
• University is a resource for more knowledge about climate change (take advantage of
that)
• Continued collaboration, think broadly (agencies, communities)
• Needs to be part of a global discussion
• Have time to plan
• Risk and vulnerability assessments
• We have assessments available to work on it right now (e.g., University and an
understanding in government)
• Engaging businesses and tourism industry on potential impacts and get their ideas about
mitigation or actions to be taken
Opportunities they fostered
• Availability of University and science
• Informing the public about the situation
• Take advantage of the Internet for communication and sharing information
• Take advantage of technology, and use it to be connected to the world
• Implementing lessons learned from other places
• Working closely with military on their efforts
• Opportunity to increase interagency collaboration
• Pooling of resources, even when applying for funding opportunities
• East-West Center at UHM could be a vehicle for an international discussion
• Take advantage of opportunities to restore coastal areas, wetlands, not wasting water –
doing what we can individually – pick the low hanging fruit
• Have a climate change agency on State level (generate revenue somehow)
• Establish better dialog with FEMA and Army Corps
• Seek out available funding for projects
Challenges they overcame
• Funding
• Political will (dealing with election cycles, 2 and 4 years)
• Public acceptance
• Misinformation
• Landowners involvement
• Change how we do things
• Denial of the science that climate change is happening
• Science continues to change, it’s hard to tell where we’ll be in 50 years because
methodology/data/predictions keep changing
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• Competition for land (relocating homes, businesses, agricultural land, conservation, and
infrastructure)
• Communication of science (public, political leaders, all non-scientists)
• Planning time-frame
Structure for narrative of vision
1. Hawai‘i
Better idea of what the problem and impacts are associated with climate change and
informed public which has led to
2. Identification and implementation of sustainable/sound planning and asset management.
3. Continuing research into climate change and behavior that mitigate impacts we have on
climate change.
A misinformed public, a result of the nature of science – and the inherent challenges of Hawai‘i
such as high comp. for land, funding, and unknown planning timeframes were overcome.
This was achieved through broad participation and collaboration, use of science, global
discussion, identifying and using resources, clear communication.
Group 4 Discussion
Key elements of the vision for 2031
• Funding / reliable tool to implement the statewide climate change framework
• Institutionalize ability to keep adapting in response to climate change
• Consulting (making money) internationally in training others in how to adapt to climate
change
• Integrate all levels of community in climate change decision-making
• Official and multiple stats for community leaders / cultural practitioners in climate change
decision-making
• On going mechanism for legislators / policy makers to develop consistent climate change
policies
• Framework that reduces our contributions to climate change and addresses the impacts of
climate change to the local
• No longer facing droughts / mastering droughts
• Successful mass transit on each island
• Defined and reduced carbon footprint
• Maximum used agriculture lands / agriculture production can sustain population; protect so it
does not become urban
• Rehabilitating natural ecosystems, including coastal / marine
• Improved understanding / community educated and understands their individual actions
collectively achieve climate change goals
• Stream rehabilitation for human / animal consumption
• New coastal development must be set back
Strengths they maintained or fostered
• Strong community networks
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• Growing collaboration among agencies
• Desire to address the issue
• Government support
• Traditional resources / knowledge
• Not underwater ….Yet
• Diversity on an island. Must work together
• Growing acceptance that climate change is real due to being in island
• Creative minds working on climate change
• Extensive planning infrastructure, local and State
• Examples of development “gone bad”
• Growing community of young leaders
• Strong scientific community
Opportunities they fostered
• Planning infrastructure (integration, collaboration)
• Learning from development mistakes
• Knowledge - increased use of watershed management
• Managing important agriculture land
• Act more quickly on feedback information / data
• Linking health issues to food security
• Large landowners that could make a difference
Challenges they overcame
• Greater climate change education in all levels
• Existing development on coastline
• Collaboration among agencies
• Difference and opposing views
• Because we are islands, we have more immediacy / urgency for climate change adaptation
• Funding for ongoing research and implementation
• Overcome lack of access to healthy foods in underserved communities
• Overconsumption of everything
• Resources not valued in way that will protect them long-term (e.g., inland sand)
• Jurisdictional issues at county level and of development effects of offshore water ecosystems
• Largest landowners aren’t supportive of climate change adaptation planning / implementation
• Not willing to pay for climate change; not all can afford to pay
Hawai‘i in 2031 has successfully adapted to climate change in Hawai‘i.
1. In doing so, it is a world-class model and leader in adapting to current impacts and in
position to address future climate change issues.
2. We have successfully reduced Hawai‘i’s carbon footprint.
3. Our agricultural production now sustains our population.
4. We have rehabilitated our natural ecosystems, including local streams
5. We have developed equitable funding mechanisms to support research, community-based
adaptation and implementation of climate change policies and plans.
6. Climate change and adaptation is taught in every classroom because we’re islands, and an
island society.
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Revised the vision….
1. Hawai‘i has tapped its world-class research base and incorporated traditional knowledge
and innovated policies to be a world-class model.
2. We’ve shifted our patterns of over consumption and the way we plan / construct our built
environment to reduce our carbon footprint.
3. Our agricultural production sustains our population by empowering communities, and
decentralizing Ag production through cooperatives.
4. We built on watershed management principles / practices in early 21st century to protect
and rehabilitate ecosystems, including local streams.
5. We’ve eliminated jurisdictional barriers and increased collaboration among agencies to
protect and conserve our coastal zones.
Group 5 Discussion
Key elements of the vision for 2031
• Enforceable land use policies and building codes for long-term SLR and other climate
change impacts
• Achieved Hawai‘i Clean Energy Initiative (HCEI) 70% of non-reliance on fossil fuels
• Increased reliance on OTEC for air conditioning of buildings + soil moisturization
• Increased food security
• Formalized process for incorporating new scientific information
• Ocean Resources Management Plan (ORMP) completely integrated into federal, state, and
county planning
• Climate change accepted as a hazard and priority to address (with consensus on needs)
• Established thresholds and trigger points for action
• New and innovative technology for conserving fresh water and using alternative sources
(gray and salt water)
• Established scientific authority
• Not waiting for complete certainty to make decisions
• Using / basing decisions on widely accepted assumptions and recognizing that these
assumptions / predictions change with new data / information
• Reduced / control of GHG emissions
• Have harnessed available options for alternative energy (diversified energy supply)
• Strong financial commitment from all levels of government
• Strong network of Marine Protected Areas (MPA)
• Strong, comprehensive statewide plan
Strengths they maintained or fostered
• Well written ORMP
• Access to research
• Many collaborative partners working together to address this issue
• Alternative energy options abound in Hawai‘i
• Have strong financial commitments at federal, state, and county levels to address this
• Well established MPAs in the State; thus healthiest ecosystem in nation
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Opportunities they fostered
• Alternative energy options
• Business-friendly state government
• Incubate technologies that can be exported to the rest of the world
• World leader in eco-tourism
• Existing infrastructure in agricultural lands (e.g., irrigation systems)
• Private sector – create environment to encourage private-public partnerships [also a
challenge]
• Can quantify risk and vulnerability through assessments
• Identifying climate change as a hazard opens up opportunities
• Proven technology that have worked in the past (bagasse → waste from sugar cane in mills)
• Maximize utilization of available land
• Established proven techniques in ahupua‘a management system – founded in our history
• Still have viable aquifers (e.g., Central O‘ahu)
Challenges they overcame
• Making energy infrastructure resistant to climate change impacts
• Isolation / remote location makes us vulnerable (e.g., reliance on imported fuel)
• Isolation raises overall costs
• Infrastructure and access is mainly coastal; and is aging
• Structure of state government – ineffective because not formed by function
• Inability of elected officials to address climate change
• Economic impact of all we must do; effect on land ownership; requires buy-in – not only
government
• Resistance to pay for adaptation
• Policies of incentives don’t capture large landowners
• Potential back lash from landowners / others/ counties
• Lack of clear solutions to address climate change
• Making energy infrastructure resilient to climate impacts
• Maximize utilization of available land
• Reliance on tourism – vulnerable industry (especially in light of fuel costs)
• High costs due to geographic isolation (imports / livelihoods overall)
• Enforce land use policies – may have winners and losers – resistance to abide by policies
[how to make enforceable and consistent]
• Still have viable resources – don’t want to rely on them too much (long-term planning)
Potential Impacts of Climate Change by 2031
é SLR (approximate 7 inches)
ê Rain
ê Freshwater available
Saltwater intrusion
More severe storms
Ocean acidification
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é Temperatures
Terrestrial species moving mauka
Group 6 Discussion
Key Elements of Vision in 20 years (2031)
• Take care of our own waste
• Elevated reef runway; secured or relocated coastal infrastructure
- Priority
• Integrated and solutions
• Adapt to less rain; healthy forests; incentivize water catchment and retention [individual and
government action]
• Restored lo‘i (taro field) and fishpond
• Educated and informed and engaged public
• Effectively managed invasive species threats
• Engaged in new energy, water, and food measures and technologies
• Treatment
• Potable water
• Work.Play.Live communities
• Communities have smaller “footprint”
- Transition towns
- Implementation of smart growth strategies
• Readapted roadways – new transportation alternative
- Less individual transportation, more group; people powered
• Social justice achieved – not just pilot project, ubiquitous
• Hawai‘i not a net contributor to climate change
• Effective and integrated disaster plan
Strengths they maintained or fostered
• Ahupua‘a tradition
• Successful collaboration across sectors and jurisdictions
• High level of local engagement
• Leader in using and developing alternative energy
• Leader in bioengineered solution
• Strong research and scientific community
• Use a deep ocean water – for energy generation and efficiency
• Taken advantage of our natural resources
• Pro-active government
• Distributed alternative energy – not centralized or dependent on one entity
• Consistent, diverse funding
• Government incentives for transformation
• Not risk driven
• Compressed watersheds
• Diverse, island-based ecosystems
• Sense of individual and collective responsibility
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Opportunities/Challenges
• Funding
• Defined geography continues to be a challenge (isolation) + opportunity
• Finite amount of space – increased population
• Energy, water, food, waste
• More adaptive
• Political will
Effectively telling Hawai‘i’s unique story
• Multi cultural
• New impacts of climate change exist
• Unanticipated by-products of recent actions realized (20 years)
• Reliance on out-of-state sources for manufacturing
• Will never be totally self-reliant
6B. Small Groups Visions for 2031: Narratives
Each group then developed a narrative to succinctly articulate their visions for Hawai‘i in
2031 based on their discussions above.
Group 1
State and counties have integrated climate change planning in all our major functions. We have
educated our people on climate change. Businesses price their products to reflect climate change
risk. Our infrastructure is adapted to the effects of climate change. Government encourages and
incentivizes good choices in support of the policy. All government agencies (federal, state,
counties) and the private sector continue to collaborate on coherent strategy. We have
maintained momentum for implementation and to ensure the policy is adaptive (e.g., consider
best practices often).
Group 2
The key elements to our strategy to adapting to climate change are to identify critical areas for
protection, conservation, and accommodation. The key driver for our strategy was a resilient and
diversified economic engine that allowed the growth of renewable energy and decentralization of
significant infrastructure.
In order to do this, we capitalized on access to government and stakeholders through the ability
for healthy discourse. We also continued a tradition of innovation, and took opportunities to
capitalize on new conditions created by climate change. For example, growing the “aloha” brand
by adapting for new tourism opportunities. Our effort has been supported by continued
education. Challenges that we have overcome, but will need to continue to address are
economics, finite land, and political will.
Group 3
Hawai‘i has a better understanding of the problems and impacts associated with climate change.
Our informed public has supported the identification and implementation of sustainable and
sound planning and asset management.
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We overcame the challenge of a misinformed public- a result of the nature of science- and the
inherent challenges of Hawai‘i, such as high competition for land, funding, and a lack of
established planning timeframes. This was achieved through broad participation and
collaboration, use of science, global discussion, identifying and using resources and clear
communication.
Hawai‘i continues climate change research and adapts behaviors that mitigate the impacts we
have on climate change.
Group 4
It is 2031. Hawai‘i has successfully adapted to climate change. In doing so, Hawai‘i has tapped
its world-class research base and incorporated traditional knowledge and innovative policies to
be a world-class model and leader in adapting to current impacts and is in a strong position to
address future climate change issues.
We’ve shifted our pattern of over-consumption and the way we plan/construct our built
environment to reduce our carbon footprint. Our agricultural production sustains our population
by empowering communities and decentralizing agricultural production through cooperatives.
We’ve built on watershed management principles and practices emergent at the turn of the
century to rehabilitate natural ecosystems, including local streams.
We’ve eliminated jurisdictional barriers and increased collaboration among agencies to protect
and conserve our coastal zones.
We have developed equitable funding mechanisms to support research, community-based
adaptation, and implementation of climate change policies and plans. Because we are an island
society and can accept that climate change will impact us, we moved quickly to ensure that
climate change and climate change adaptation are taught in every classroom so that everyone
understands that their individual actions are critical to achieving our climate change goals.
Group 5
Continuous and ongoing risk and vulnerability assessments have enabled Hawai‘i to establish
thresholds and trigger points for action that incorporates best available science. Hawai‘i’s public
accepts the hazards of climate change and agrees that they are priorities to address.
Communities and individuals have made changes that elevate Hawai‘i as a model for resiliency
and self-sustainability. Informed, aware, and resilient communities are driving the development
of policies and mandates for climate change adaptation.
Specific results include:
• New enforceable policies and building codes (e.g., land use policies, freshwater
conservation and re-use, etc.) have been developed and successfully implemented.
• Strong commitments at federal, state, and county levels to fund climate change adaptation
are in place.
• Hawai‘i is poised as a potential incubator for new technologies for climate change
adaptation based on our geography, climate, etc.
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• Based on Hawai‘i’s successful climate change adaptation (including our use of
alternative technologies, extensive MPA network, etc.) has resulted in Hawai‘i becoming
an exemplary tourist destination.
Group 6
Hawai‘i is energy, water, and waste independent. Our built and natural infrastructure is adaptive
and resilient to climate change. Communities – individuals, government, research, and scientific
sectors – are responsible, proactive, and engaged. We have achieved a healthy balance of locally
produced and imported products. Hawai‘i is a net carbon sink and leader in technology and
practice of the reduction of global carbon footprint.
6C. Common Themes of Visions for 2031
After all of the above narratives were read aloud to the large group, the participants identified
the common themes that they heard across multiple visions. These common themes provided
the foundation for the draft climate change legislative bill that the State of Hawai‘i Office of
Planning drafted after this session, with continued input from workshop participants and
additional stakeholders.
• Educated, informed, and aware public that initiated movement
• Hawai‘i as a leader in adaptation technology and practice
• Adopted ecological-based land use
• Cross-jurisdictional collaboration
• Resilient communities and economy
• Sustainability and self-reliance (related to agriculture, energy, water, and waste, etc.)
• Adaptive management and implementation
• Planning for the next “phase” in policy
• Involvement of research and education system to adapt and capitalize on opportunities
• Collaboration across sectors
• Removal of jurisdictional barriers
5D. Other important themes mentioned
The group also identified a few other important themes that surfaced, but that were not
necessarily included in multiple vision narratives.
• Priorities for protection
o What is economically practical to protect?
o What areas will we let go?
o How do we turn impacts into opportunities?
• Tourism impacted in a positive way- adapting to a new form
• Funding mechanism
• Reducing our own carbon footprint
• Watershed management system – natural and built systems/infrastructure
Section 7. Strategic Issues and Goals
7A. Strategic Issues Identified, Categorized, and Prioritized. Participants were each
given two sheets of paper and asked to identify the two most critical issues related to
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climate change that they believe need to be addressed in the next 5-10 years in order to
achieve the visions just articulated. Like items were clustered together below and a title
was provided for each cluster. The number in parenthesis next to each title is the number
of sheets of paper that were categorized under that heading.
1. Educated Public (18)
• An informed and engaged population, from state and county decision makers
to business and community leaders, to kupuna and keiki;
• Engaged, informed, and educated public;
• Informed and aware public/communities;
• Educate, educate, educate;
• Educated/Informed public;
• An informed and aware public is critical to policies that are supported by the
very people the policies will impact;
• Educate and engage public;
• Public awareness;
• Educated public;
• Community education;
• Educate the public about the likely impacts of climate change;
• Social acceptance;
• Informed citizenry;
• Public education on impacts of climate change;
• Convince the potential businesses to be impacted;
• Convince the public;
• Informed public; and
• Community buy-in on need to adapt for climate change.
2. Collaboration (12)
• Collaboration of cooperation across jurisdictions (federal, state, county) and
sectors (agriculture, tourism, public, health, etc.);
• Collaboration;
• Enable inter/intra departmental communication and cooperation;
• Public and private collaboration;
• Interagency collaboration and action;
• Need for cross-jurisdictional collaboration;
• Balance/compromise between business and environmental interests;
• Increase stakeholder group outreach;
• Collaboration at all levels and stages of process;
• We need the collaboration of levels of government and the private sector to
implement the policy;
• Remove barriers to promote public/private partnerships; and
• We need the buy in of all parts of Hawai‘i- decision makers, businesses,
property owners, citizens.
3. Sustainable (11)
• Energy, water, and waste independence;
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• Increase local organic food production;
• Be self reliant;
• Sustainable (self reliant);
• Reduce consumption/waste (tax/incentivize);
• Uncertainty of future fresh water availability;
• Hawai‘i is energy, water, waste independent;
• Healthy, functioning environment (a.k.a. natural capital);
• Cease overconsumption;
• Increase the efficiency of energy use;
•
4. Integrated Planning (10)
• Infrastructure resiliency;
• Develop resilient build and natural environment and infrastructure;
• Make the city city -- densify existing urban areas;
• Integrated climate change planning;
• Long-term/cross-disciplinary planning;
• Break down barriers/urgency;
• More futures thinking about the place of Hawai‘i and reliance on tourism
economically;
• Multi-generational thinking;
• Lack of foresight or integration of futures thinking at institutional level across
various sectors; and
• Property rights and government takings.
5. Funding (8)
• To get “there,” federal, state, and county government must budget for the
long-term those actions that mitigate climate change adaptation;
• Encourage private investment;
• Funding and implementing early adaptation projects;
• Dedicated funding;
• Funding mechanisms;
• Funding improvements in education infrastructure;
• Support (fund) diverse messengers to inform about climate change besides
scientists so the general population will be supportive/believers
•
6. Political Will (8)
• Political will;
• Political will;
• Political will;
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• Political will;
• Political will;
• Politicians (and public) has the political will to adapt to climate change;
• Leadership in legislature to pass climate adaptation policy; and
• Getting majority consensus.
7. Incentives (4)
• Incentivize transportation alternatives;
• Aligning incentives to promote a resilient economy;
• Incentives for private sector innovation to lead the way; and
• Agricultural land and water use -- the availability, support for, and incentives
to make agriculture viable and an integral part of the society.
7B. Top Two Strategic Issues Analyzed. After a discussion about the meanings
behind the main categories listed above, the group decided to tackle the clusters of
educated public and political will to create Strategic Issue #1 because one can lead to
the other. In addition, the group agreed to analyze the clusters of collaboration and
integrated planning together under Strategic Issue #2 because they are similar in their
purposes and methods. The initial discussions and analyses for each of the top two
strategic issues are below.
i. Strategic Issue #1: Educated Public and Political Will
• Best Case Scenario (what success looks like)
o Everyone working together easily
o Implementation of policies
o Able to articulate successfully to different constituencies their stake in the issue;
they successfully communicate to their decision maker
o Important constituency to be educated = business
o Funded legislative task force focused on climate change
o Includes other entities – e.g., departments
o Reflected in state budget
• Supporting forces
o Business entity
o Chamber of commerce takes active leadership role in advocating for adaptation
o Important constituency to be educated = business
o Continued and increased federal recognition of climate change (e.g., potential
FEMA/CDC funding)
o Hotel/tourism industry is active advocate
o Hawai‘i Hazard Mitigation Forum as advocate
o Military is supporting force
o DOE should be supporting force
o Kids should be supporting force
o Engaging insurance industry
o Banking/mortgage industry
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o Environmental groups
• Restraining forces
o Unions
o Denial/fear
o Lack of alternatives that people can implement
o Too many issues that demand attention; too many big issues/calamities; lack of
focus
o Media (can be supporting or restraining)
o Lack of funding; unallocated funding
§ Too onerous to get funding
o Perceived timeframe (too far in future)
o Vagueness in definition of climate change
o Perceived need for consensus
o Siloed bureaucracy
• Potential Goals
o Enlist media as ally
o Support scientific efforts that document climate change
o Identify spokesperson with a lot of integrity and is accepting and trusted by the
public (e.g., Nainoa Thompson)
o Clear articulation of benefits of addressing climate change and costs of not
addressing
§ Costs accrued
§ Provide real examples
§ For each stakeholder group
o Pool resources across agencies
o Funding public awareness campaign to enable enlisting media as ally and
identifying a spokesperson with a lot of integrity and acceptance within
community
o Legislative task force (body to integrate)
o Incorporate climate change into education system
o Make issues personal; make emotional connection
o Spin/focus on positive; illustrate how people will emerge on other side
ii. Strategic Issue #2: Integrated Planning and Collaboration
• What’s in our favor?
o DOT is already doing this…
§ HI statewide transportation plan
§ Forum, new proposed structure to integrate other agencies, county and
state, and additional disciplines
§ Include section on climate change (25 year plan)
- Proposed analysis of system
- Existing planning process
§ O‘ahu MPO – testing transportation infrastructure
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o Numerous collaborative efforts are underway
§ ORMP
§ PICCC
§ HTA/Sea Grant
§ PaCIS
§ PRiMO
o New Day Plan – specifically calls out SLR as a climate change impact
o New climate change risk and vulnerability assessments (NOAA, Corps, ICAP,
OP)
o Livable Cities Initiative
o Staff who know they should be collaborating
o Maui Island Plan – include climate change
o West Maui Watershed Plan
o Office of Planning & PaCIS – statewide and Pacific-wide inventories of efforts,
although not everything is included yet
o Native Hawaiian Ocean Council – planning (2012)
• Obstacles
o Institutional barriers
o Permitting- doesn’t account for climate change
o Long processes (3-10+ years)
o Development approach/attitude – we don’t like it and make it hard
o No development plan/priorities with climate change in mind
o Private market driven
o Economic disincentives
o Current planning and zoning policies do not allow for climate change
impacts/threats
o Economic downturn – competition for money
o Presumptions: economy will turn around and oil money will stabilize; energy
independence doesn’t seem to be a priority
o Untapped alternative energy technology/exploration
o No lead entity on climate change – many agencies working with no central
framework – YET
o Not good at integrating hard and natural infrastructure
o Private sector not involved enough – reduce government barriers
o Sunshine Law makes conversation/collaboration difficult – no safe place for
conversation
o Unfunded mandates
• Potential Goals
o Reduce government barriers and/or increase incentives to encourage private
market innovation
o Maximize built and natural infrastructure to respond to effects of climate change
= integrate planning processes
o Ecosystem restoration and conservation projects as CIPs
o Safe place for on-going conversation across agencies
o Better integration among all entities/agencies
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o Faster
o More Native Hawaiian involvement
o Integrated
o Across counties – better align climate change efforts for community
planning/general planning – share, common language, Now!; Assumptions;
education
o Develop climate change evaluation tools and guidance – for use among/between
all
§ Include inventory of all activities
§ Assessment by: driver/impact
o Connect resources to activities
Section 8. Results
8A. Action Plans to Address Strategic Issues in order to move toward Vision
After the top two most critical issues to address related to climate change were identified
and analyzed, each group developed the beginnings of action plans to move the issues
forward. Identifying next steps and who would work on them was a major piece of this
part of the workshop.
i. Action Plan for Strategic Issue #1: Educated Public and Political Will
Goal: Influence political will regarding climate change through educational efforts
Objectives/Actions:
• Create climate change forum (use energy forum as model)
• Develop elements of case (science-based knowledge)
o Economics
o Real life examples
• Identify stakeholder groups to be educated
• Find ways to communicate message to different stakeholders
• Identify funding for public awareness campaign
• Find resources and enlist assistance to develop compelling case
• **Develop group to use information in impacts document to create plan. **
§ Gordon Grau
§ Darren Learner
§ Carlton Saito
§ Clarence Nishihara
§ Leo Asuncion
§ Steve Frano
§ Chip Fletcher
§ Barry Usagawa
§ Bethany Morrison
§ Melissa Iwamoto
o Identify mechanisms for education
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o Use impacts document to develop a compelling case (or straw man of it, since
only some of climate change impacts are covered, and there are likely holes to fill
in).
o Use group as sounding board to identify mechanisms and who to focus on for
compelling case, etc.
o Reach stakeholder groups with goal to encourage decisions that move us to
address climate change
Other thoughts related to the Action Plan:
• Conduct market surveys and assess levels of understanding
• Utilize impacts document material to begin drafting compelling case
• Strategic-targeted groups
o Use these groups to distribute further
• Use legislative briefing package developed for ORMP as model
• Consistent campaign
o Simple language
o Tailored to different groups
o Integrate emotional ties
• Double-pronged approach:
• If this group does the work to create this education effort, then the political will be
created to implement the policy.
ii. Action Plans for Strategic Issue #2: Integrated Planning and Collaboration
Goal 1: Better integration of planning among all agencies
Who: State planning, counties, etc.
Activities:
• Identify key agencies and ongoing efforts and resources
o Adaptation planning (climate change)
o General planning
o Producers of information and tools (science, research, tools)
• Align state and county planning about climate change (many doing this in different ways)
o Land use development and permitting
o General plan and community plans
o Functional plans (state and county)
• Implementing best practices for climate change adaptation
o Customize for Hawai‘i
• Safe place to dialog on implementing climate change policies across agencies across
agencies
o ORMP
§ Monthly ORMP working group meetings
o Continuation of this whole effort
• **Follow up: with ORMP working group to determine who will be responsible for
implementing this goal and these activities. **
Goal 2: Create a better balance of the built and natural (organic) infrastructure to respond to
effects of climate change (e.g., reforestation)
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Objective a: Reduce government barriers and/or increase incentives to encourage private
market innovation
• Action 1: Change state and county policies and laws to incentivize natural infrastructure
• Action 2: Tax incentives to encourage natural infrastructure
• Action 3: Streamline and incentivize permit and zoning process for climate change
adaptation (e.g., reforesting portions of developed areas; invasive species; ICAP
monitoring example)
Objective b: Ecosystem restoration and conservation projects become drivers for government
incentives
• Action 1: Government makes ecosystem restoration on par with capital improvement
projects for built environments
• Action 2: Change government policy to recognize how special areas/resources provide
economic and engineering services (e.g., some areas with healthy reefs may reduce need
for seawalls)
Objective c: Built and engineering solutions must accommodate and account for climate change
impacts
• Action 1: Develop government policy similar to Kauai Coastal Erosion Policy (e.g.,
analysis that considers x years of erosion)
• Action 2: Establish planning framework of future scenarios for climate change impacts
(e.g., U.S. Army Corps of Engineers SLR guidance)
**Follow up - can flush out with ORMP working group – with time. Mark Fox has volunteered
to join the effort on achieving this with the ORMP working group. **
8B. Core Group from Planning Meeting to help OP vet the Draft Policy
• Brian Gibson: O‘ahu MPO
• Robin Kaye: MACZAC, neighbor island representative
• Mark Fox: TNC, NGO
• Doug Harper: NOAA PSC
• April Surprenant: County of Hawai‘i Planning Department
• Sandra Rossetter: State of Hawai‘i DOT Harbors
• Scott Glenn: Private Sector Planning; Environmental Council
8C. Basic Timeline Moving Forward
• OP draft policy
• Core drafting group above review/discuss/refine
• Full workshop group review/refine
• Additional stakeholders review/comment
• Final Revisions by OP
• Finalize by 9/30/11 for inclusion in Governor’s 2012 legislative package
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Section 9. Evaluation
Meeting Evaluation for Day 1
+ (liked) Δ (things to change)
• Facilitators did a good job to get
participants to react
• Doing futures exercise
• Like being a trillionaire
• Open-mindedness of participants
• Lunch
• Wish everyone had agreed to 3 days
• Change exercise to 2021 (instead of
2060)
Meeting Evaluation for Day 2
+ (liked) Δ (things to change)
• Got to the meat of it
• Strategic issues exercise
• People stuck around to the end
• Liked small group discussions because
they encouraged discussion
• Facilitators and recorders did a good
job tracking
• People asking hard questions that
challenge our thinking
• Collective assumptions about climate
change as a foundation for discussion
• Control digressions in small groups
• When dealing with futures & visioning
process, utilizing specifics on most
probable and worst case
• Transition from visions and values to
specific actions was challenging (could
provide more ground rules on how to
approach this)
• More clarity as individuals and
organizations participating in the
process
• Better utilize expertise in room (e.g.,
NOAA, UH) to define parameters of
discussion
Section 10. Wall Safe
Throughout the two-day workshop, a couple of broad items came up that the group wanted to
keep track of and address. These items were placed on the “wall safe” and discussed as
appropriate.
• Concern that value behaviors will be subsidized or required by government money,
which is limited.
• Fundamental question is who is going to pay for the actions and who is going to benefit.
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Appendix A. List of Participants
Affiliation Name
Center for Island Climate Adaptation & Policy Maxine Burkett
Center for Island Climate Adaptation & Policy Zena Grecni
City and County of Honolulu, Department of Planning & Permitting Jiro Sumada
City and County of Honolulu, Department of Planning & Permitting Randy Hara
Commission on Water Resource Management Neal Fujii
County of Hawaii, Planning Department April Surprenant
County of Hawaii, Planning Department Bethany Morrison
County of Hawaii, Planning Department Bobby Jean Leithhead Todd
County of Kauai, Planning Department Dale Cua
County of Kauai, Planning Department Dee Crowell
County of Maui, Department of Planning Jim Buika
County of Maui, Department of Planning Michele McLean
Dept. of Agriculture, Aquaculture Development Program Todd Low
Dept. of Health, Clean Air Branch Willie Nagamine
Dept. of Health, Environmental Health Administration Gary L. Gill
Dept. of Health, Environmental Planning Office Maile Sakamoto
Dept. of Health, Health Resources Division Judy Kern
Dept. of Health, Polluted Runoff Control Program Brian Hunter
Dept. of Land & Natural Resources William M. Tam
Dept. of Transportation, Harbors Division Sandra Rossetter
Dept. of Transportation, Statewide Transportation Planning Office David Shimokawa
East-West Center Melissa Finucane
Environmental Council Scott Glenn
Hawaii Chamber of Commerce Jim Tollefson
Hawaii State Legislature Clarence Nishihara
Hawaiian Islands Humpback Whale National Marine Sanctuary Malia Chow
Honolulu Board of Water Supply Barry Usagawa
Island Insurance Jim Dixon
Ka‘ala Farm Eric Enos
Kāko‘o ‘Ōiwi Kanekoa Kukea-Shultz
Marine and Coastal Zone Advocacy Council Jim Coon
Marine and Coastal Zone Advocacy Council Robin Kaye
NOAA Office of National Marine Sanctuaries, Pacific Islands Region Allen Tom
NOAA OCRM Bill O'Beirne
NOAA OCRM Steve Frano
NOAA Pacific Services Center Adam Stein
NOAA Pacific Services Center Doug Harper
NOAA Pacific Services Center Kristina Kekuewa
Oahu Metropolitan Planning Organization Brian Gibson
Oahu Metropolitan Planning Organization Randolph Sykes
Office of Hawaiian Affairs Jeffrey Kent
Office of Planning Jesse K. Souki
Office of Planning, CZM Program Leo Asuncion
Office of Planning, CZM Program Marnie Meyer
Office of Planning, CZM Program Melissa Iwamoto
Office of Senator Mike Gabbard Carlton Saito
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Affiliation
Name
Pacific Climate Information System John Marra
Pacific Islands Climate Change Cooperative Deanna Spooner
Pacific Islands Ocean Observing System Chris Ostrander
Public Utilities Commission Josh Strickler
State Civil Defense Dawn Johnson
The Nature Conservancy, Hawai‘i Mark Fox
U.S. Army Corps of Engineers, Honolulu District Athline Clark
U.S. Army Corps of Engineers, Honolulu District Cindy Barger
University of Hawai‘i, SOEST Brian Taylor
University of Hawai‘i, SOEST Chip Fletcher
University of Hawai‘i, Sea Grant College Program Darren Lerner
University of Hawai‘i, Sea Grant College Program Gordon Grau
Waikiki Improvement Association Rick Egged
Youth representative Jamaica Osorio
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Appendix B. Agenda
Visioning Hawai‘i’s Adaptation to Climate Change
Hawai‘i Ocean Resources Management Plan (ORMP) Partners*
Waikiki Beach Marriott, 2552 Kalakaua Ave. Honolulu, HI
August 22-23, 2011
Monday, August 22, 2011 – Alternative Futures Exercise & Visioning
7:30 – 8:00 am Registration and Coffee
8:00 – 8:05 am Pule
8:05 – 8:20 am Welcome and Opening Remarks by Jesse Souki
8:20 – 9:50 am Introductions
Alternative Futures Exercise
Dr. Jim Dator – Introduction of futures and explanation of the exercise
Ground Rules - Jim and Donna
9:50 – 10:00 am Break
10:00 – 11:30 am Alternative Futures Exercise: Round 1
11:30 – 12:15 pm Lunch on site (provided)
12:15 – 1:45 pm Alternative Futures Exercise: Round 2
1:45 – 2:45 pm Debrief of Futures Exercise in large group
2:45 – 3:00 pm Break
3:00 – 3:20 Transition to Visioning
Dr. Donna Ching – Determining our path based on where we want to be
3:20 – 4:00 pm Environmental Scan
4:00 – 4:45 pm Values Exercise
4:45 – 5:00 pm Evaluation (+/∆)
5:00 pm Pau
*This meeting is funded in part with support from the Office of Planning/Coastal Zone Management Program
(NOAA Award No. NA09NOS4190120) and the USACE Honolulu District’s Silver Jackets Initiative.
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Visioning Hawai‘i’s Adaptation to Climate Change
Hawai‘i Ocean Resources Management Plan (ORMP) Partners*
Waikiki Beach Marriott, 2552 Kalakaua Ave. Honolulu, HI
August 22-23, 2011
Day 2 – Tuesday, August 23, 2011
7:30 – 8:00 am Registration and Coffee
8:00 – 8:05 am Pule
8:05 – 8:35 am Review what was accomplished on Day 1
8:35 – 8:50 am Supporting Remarks by Lieutenant Governor Brian Schatz
8:50 – 10:15 am Dr. Donna Ching - Values Exercise (con’t. from Day 1)
10:15 – 10:30 am Break
10:30 – 12:15 pm Visioning Exercise
12:15 – 1:00 pm Lunch on site (provided)
1:00 – 2:15 pm Strategic Issues
2:15 – 4:45 pm Goals Articulated and Action Plans Developed
4:45 – 5:00 pm Evaluation (+/.)
5:00 pm Pau
Mahalo nui loa for your participation and input!
*This meeting is funded in part with support from the Office of Planning/Coastal Zone Management Program
(NOAA Award No. NA09NOS4190120) and the USACE Honolulu District’s Silver Jackets Initiative.