| (a) “… the lack of understanding and acknowledgement of other agency’s mandates and other agency’s processes.” |
| (b) “I think that [the] primary barrier is that approaches on land are very different than approaches in the water and that |
| people who have land holdings really look at the boundaries and the fences and say, “this is ours” and have a much |
| more…rigid approach and are less willing to let go of how things have been done previously under that kind of jurisdiction |
| than what happens in the ocean…” |
| (c) “…when people get wrapped up in their agency versus the place and look for reasons that their regulations or policies |
| can restrict their abilities to work versus looking at the ways to creatively find ways |
| to actually work together to do it. It’s very very frustrating.” |
| (d) “These….natural resources are also cultural resources from a Hawaiian epistemology and cosmological point of view. |
| Our history, our eldest ancestor out of darkness is the coral polyp. When |
| you manage from that, and you manage with the 7 generational view, it’s very different to somebody managing with |
| a 15-year management plan mind, even a single generation mindset, a budgetary 3-year cycle or |
| “how long am I gonna be stationed here’ view.” |
| (e) “I guess, and this sounds weird, but I’d have to say traditional thinking. You know, there’s ways that agencies think. |
| They develop a group think, and I’ve alluded to the fact that unless people are willing to kind of |
| ease up, break out of the old mold and be a bit flexible, this thing can all come off the rails in a hurry.” |
| (f) “The other is simply personalities. I mean to make this work, it’s tremendously dependent on a set of personalities |
| that can interact well together and trust each other. And we have had personality conflicts.” |
| (g) “…the individual personalities have played the largest role in the limited success and bigger failures of this whole process.” |
| (h) “They have very strong personalities and I think that that has actually been part of the issue of breakdowns |
| and communication. I think they are all very good at fighting for their piece but have missed the picture that they should be |
| fighting for the monument as a whole and not for their piece of the monument, and I think that has been a real breakdown.” |
| (i) “I don’t think there should be any barriers between interagency management. …people should be able to jointly manage |
| these areas because the resources don’t have lines down them and you know, it’s pretty seamless when you’re out there. |
| So, I just think whatever way your agency does stuff, whatever history you have, whatever beliefs you have, you’ve got a—you |
| have an obligation as a resource manager to sit down at the table with everybody else and just jointly manage it. … I |
| don’t understand why there were the problems. … The MMB heads are all high-level, highly skilled, highly trained people. |
| They should be able to sit down at a table and figure it out.” |
| (j) “I think one is just a lack of clarity from the get-go of the jurisdictions…of the different agencies involved in this. |
| The boundaries were unclear…as to who exactly was responsible for what.” |
| (k) “…that law says that all national wildlife refuges are closed to all users until specifically opened to a use. That’s different in |
| Alaska because they have a different law, but for your purposes here in Hawaii, all those refugees were closed until opened, and |
| we never opened the Hawaiian Islands National Wildlife Refuge or the Midway Atoll National |
| Wildlife Refuge to commercial fishing.” |
