This document reflects the draft values, visions, goals, and
objectives to support sustainable development in CNMI across
agencies and sectors. They have been developed through review of
existing plans and guidance as well as over twenty interagency
planning meetings and scoping meetings with community stakeholders
of Saipan, Tinian, and Rota.
These guiding values, vision statements, goals, and supporting
objectives are currently in draft form. Additional feedback is being
sought to ensure that they (i) align with existing agency and
CNMI-wide visions and mandates; (ii) are realistic and achievable;
and (iii) support overarching community aspirations for the CNMI.
Please email planning@opd.gov.mp to share your feedback including
additional edits or suggestions for inclusion in the next round of
goal and objective updates by August 25, 2020 so these visions,
goals, and objectives can be included in the CNMI’s draft
Comprehensive Sustainable Development Plan for further review and
comment. Your input is much appreciated as we work to envision a
resilient and sustainable CNMI.
Guiding Values
The guiding values or core values are those characteristics that we
commit to as individuals and as an organization so we develop a
culture that achieves our mission. The guiding values are a way that
we deliver on our mission and execute our vision – they describe or
define the culture. These are broad, subjective concepts that are
intended to provide a sense of direction for planning efforts.
The “values” shown here are a result of initial survey efforts.
Larger words reflect more than one submission in the of that term.
Please visit this survey if you would like to rank your top three
value “themes” or suggest other values for consideration in future
surveys. These terms will be used to help develop policies for
planning themes in the revised draft plan.
Sustainability Visioning
The following “vision” statements were created in coordination with
the Planning and Development Advisory Council’s Natural Resources,
Built Environment, and Socio-Economic/Disaster Risk Reduction
Taskforces. They build from and connect to “functional plans” and
cross-cutting sustainability priorities as informed by the “planning
elements” identified for inclusion in the Comprehensive Sustainable
Development Plan by Public Law 20-20. These vision statements help
us chart our course to the future we hope to achieve by 2030.
Ongoing interagency and inter-sectoral adaptive management planning
efforts will help the CNMI leverage our resources to work towards
the visions and supporting goals and objectives outlined here in the
Comprehensive Sustainable Development Plan. Special area and
resource management plans and functional plans for infrastructure
development combined with development standards will reinforce the
“Sustainable Development Goals” and “Planning Policy Crosswalks”
outlined further here. Together these efforts will enable the CNMI’s
public, private, non-profit sectors and our stakeholders at large to
achieve progress towards shared sustainable development objectives.
To submit additional feedback, you can contact us at
planning@opd.gov.mp, or call (670) 488-1221 and your comments
will be included in our
next revision.
Planning Elements Visions
Development Policy to Mainstream Smart, Safe Growth in Public
Facilities, Public Buildings, and Capital Improvement Projects
Vision: Ensure application of Smart, Safe Growth principles across
planning elements to support development and conservation strategies
to improve communities, strengthen economies, protect the natural
environment, and improve resilience and recoverability of the built
environment. (SSG Mainstreaming Vision)
Public Land Use
Vision: Provide for the efficient and effective services in the
management, use, disposition and development of public lands for the
economic and social betterment of individuals of Northern Marianas
Descent and to implement the Strategic Public Land Use Plan to
promote cultural and economic growth for the benefit of our present
and future generations. (2019 PLUP)
Transportation, Community Design, and Design Regulations
Vision: Transportation infrastructure in CNMI is built & maintained
to provide inviting, accessible, safe, convenient, and comfortable
routes for walking, bicycling, and public transportation that
encourage increased use of these modes of transportation, enable
convenient travel as part of daily activities, improve the public
welfare by addressing a wide array of health and environmental
problems, and meet the needs of all users of the streets, including
children, older adults, and people with disabilities. (Complete
Streets Working Group)
Economy and Work Force
Vision: CNMI will leverage its assets of cultural and natural
resources to grow a diverse economy grounded in a sustainable
workforce and resiliency in our built environment to assure a safe,
healthy, and vibrant community for all. (2019 CEDS)
Housing and Redevelopment
Vision: Support affordable, fair, equal opportunity of efficient and
responsive delivery of housing, mortgage and community development
programs to increase ownership of safe, sanitary, and affordable
homes and promote economic independence, self-sufficiency, and
upward mobility to the people of the Commonwealth and address the
growing and future needs and economic viability. (NMHC)
Conservation – Natural Resources
Vision: To sustainably conserve and use natural resources to support
the development needs of today without compromising the needs of
future generations. (NR Taskforce)
Conservation – Cultural Resources
Vision: Through survey, research, education, and stewardship
historic preservation management planning conserves and enhances
important historic, archaeological, architectural and cultural
resources on public and private lands throughout the Commonwealth
improving the quality of life for all residents of the CNMI. (HPO
2015 Vision, updated)
Recreation
Vision: To provide world-class outdoor recreation experiences with
high-quality facilities and diverse activities and access
opportunities for CNMI residents and visitors. (2020 SCORP)
Tourism and the Visitor Industry
Vision: The Marianas are as one of the most preferred destinations
to experience happiness, excursions, harmony, strength, and
celebration in the global tourism market, offering choice and
diversity for visitors and residents alike. Through integrated
resource planning and management efforts our islands support a
modern, sustainable, and successful tourism industry that provides
jobs, a good tax base, and diverse customer base that provides a
healthy level of profit for businesses, supported by convenient,
affordable transportation that promotes inter-island travel, and
opportunities to enhance, preserve, and share CNMI’s culture with
the outside world. The tourism and visitor industry are
well-integrated with all aspects of community planning and
development to result in less vulnerability to external events and a
level of visitor arrivals that can support a good quality of life
for the community, without adversely impacting the beautiful natural
environment. (2020 MVA Tourism Plan (in development)
Public Safety and Disaster Risk Reduction
Vision: Maintain and enhance community safety in the Commonwealth
and work across sectors to identify and manage risks to ensure
populations have adequate access to evacuation routes, food, water,
and subsequent medical services during and after a disaster and that
preparations are in place that make CNMI a safe place to weather a
storm. (SE-DRR Taskforce)
Health Systems
Vision: Improving CNMI health and well-being through excellence and
innovation in services. (2015 CHCC Strategic Plan Plan)
The Commonwealth Healthcare Corporation’s (CHCC) 2015-2020 Strategic
Plan aims to improve the standard of services to the people of the
CNMI as well as overall health and wellbeing of its populace. To
achieve this goal, CHCC has been working to implement eight (8)
operating strategies which include organizational and facilities
objectives. Outcomes include obtaining full accreditation from the
Centers for Medicare and Medicaid (CMS) for the hospital(recently
surveyed in May 2019), public health, behavioral health, as well as
decrease the incidence of the top six (6) major causes of death and
debilitation in the CNMI: cancer, diabetes, hypertension/heart
disease, teen pregnancy, HIV/STI, and substance abuse. These goals
are aimed to address community health system needs and support
achievement and maintenance of numerous targets of Sustainable
Development Goal 3 – Good Health and Well Being.
Education Systems
Vision: CNMI will provide high quality, affordable and accessible
educational programs and services to drive economic growth and the
social and cultural vitality of the Commonwealth. (Education
Partners)
Partnerships
Vision: OPD and Planning Partners will Support Coordination for
Comprehensive Planning (§ 20177)
Sustainable Development Goals – Planning Across PDAC Taskforces
The following list represents the proposed “right-sized” sustainable
development goals (SDG) and supporting objectives developed by the
Office of Planning and Development (OPD), the Planning and
Development Advisory Council (PDAC), and the Planning Taskforces on
Socio-Economics / Disaster Risk Reduction, the Built Environment,
and the Natural Environment. These dialogs were initiated by the
endorsement of the Sustainable Development Goals as a planning
framework by the PDAC over several meetings in 2018-2019 and
Taskforce planning meetings held in February and June, 2020. The
ten-year SDG statements are intentionally ambitious – the aim of
this planning exercise is to implement realistic objectives that
help move the Commonwealth of the Northern Mariana Islands (CNMI)
closer to its vision of sustainability for each of these sectors.
SDG #1 - End poverty in all its forms
-
By 2024, OPD, PDAC, and the Socio-Economics (SE) Taskforce
will work together with Commerce, OMB, and OGM to formalize a
capital improvements plan and project prioritization proposal
for inclusion in 2025 CSDP and CEDS planning updates
-
By 2025, Department of Commerce will work with the SE
Taskforce to establish a baseline for “living wages” for
localized poverty assessment to track progress towards poverty
reduction and support of basic quality of life for all people
in the CNMI;
-
By 2025, CUC will work with OPD/PDAC to include prioritized
wastewater management community projects in capital
improvement funding requests; and
-
By 2025, the Socio-Economic Taskforce will work with the
Department of Labor to (i) improve access to paid sick leave
for all participating in the CNMI workforce, with the aim to
ensure that at least 75% of full-time CNMI workers have paid
sick leave and (ii) reduce the proportion of community members
with no health insurance from 32% in 2010 to 25%.
- By 2023, CUC, BECQ-DEQ, DPW, and DPL will integrate geospatial utilities data to identify areas of
wastewater services to support utility, capital improvement program, and land use planning updates, and
by 2025, CUC will work with OPD/PDAC to include prioritized wastewater management community projects
in capital improvement funding requests to achieve 100% inside flush toilets with compliant wastewater
management by 2030; and
- By 2023, CUC, BECQ-DEQ, DPW, and DPL will integrate geospatial utility data to identify areas of water
services to support utility, capital improvement programs, and land use planning updates;
- By 2025, CUC will work with OPD/PDAC to include prioritized water management community projects in
capital improvement funding requests to achieve 100% 24-hr plateable water services by 2030, supported
by disaster risk reducing retrofits and economical mitigation measures.
SDG #2 - End hunger, achieve food security and improved
nutrition, and promote sustainable localized agriculture
-
Ensure a more affordable supply of healthy local foods and
reduce accessibility to unhealthy food by: (i) working with
CNMI Forestry and partners to launch community gardens in
every village and senatorial district by 2025; (ii) working
with CDA, NMC-CREES, and partners to expand agroforestry
programs and demonstration projects with the goal of
implementing at least one demonstration project or workshop
annually between 2022 – 2025 to provide tools and knowledge to
increase GDP from agriculture to over 2.5% by 2030; and (iii)
supporting CHCC’s inclusion of assessment of local food
choices in periodic non-communicable disease surveys to
provide data to further track these efforts by 2025.
-
Support home gardening and agroforestry initiatives in
partnership with CDA and NMC-CREES with through development of
formal outreach plan and prioritized actions by 2022 for
inclusion in future planning updates; include designated
community gardens in DPL’s 2030 Public Land Use Plan update;
-
By 2025, CHCC in partnership with the CNMI Nutrition Council
will work to improve access to strengthen local farmer
livelihoods, increase food security, and improve nutrition
through expansion of the Biba program to support a public food
procurement policy which favors food produced locally and
meets or exceeds nutrition standards;
-
By 2025, CHCC in partnership with PSS and DCCA will establish
nutrition guidelines and standards for meals, snacks, and
beverages served to children on a regular basis by
institutions and businesses in the CNMI, including all public
facilities which serve meals to children, all daycares, and
all schools to improve health, food related knowledge, and
food consumption patterns of children, their families, and
staff; and
-
By 2025, CHCC, CNMI Nutrition Council, and the Nutrition
Assistance Program will develop policies and incentives to
ensure that 20% of stores registered with the Nutrition
Assistance Program adopt the Healthy Stores Initiative
administered jointly by the CHCC and CNMI Nutrition Council.
SDG #3 - Ensure healthy lives and promote well-being for all
people at all ages
-
Reduce mortality and morbidity and maintain the WHO goal of
stable incidence rates of diabetes cases annually with a focus
on preventing chronic disease through active transportation,
increased availability of healthy locally-sourced food, and
healthy community design and planning. CHCC will work with
OPD, the PDAC, and SE Planning Taskforce, and NCD Taskforce to
integrate healthy community planning across all sectors by
2025;
-
By 2025 CHCC, PSS, NMC-CREES, and supporting partners will
implement plans to increase access to healthy, local,
affordable food choices in all CNMI schools so that, by 2030,
at least one “locally-sourced lunch” option can be made
available to meet once-a-week serving demand for all students
in primary and secondary schools and NMC;
-
By 2025, the CNMI Department of Finance, Division of
Procurement and Supply, in partnership with Socio-Economic
Taskforce including CHCC and the CNMI Nutrition Council will
develop policies to ensure that all public procurement from
restaurants and caterers are from those businesses which meet
or exceed BIBA Initiative standards which supports nutrition
standards to promote healthy lives and well-being; and
-
By 2030, CHCC leads interagency health and wellness planning
efforts to ensure continued metric monitoring and progress
towards achieving WHO goals and SDG Targets including:d
-
SDG 3.1.1 – By 2030, continue to maintain a maternal
mortality ratio of less than 1 per 100,000 live births;
-
SDG 3.1.2 – By 2030, continue to maintain a proportion of
births attended by a skilled health professional at no less
than 99%;
-
SDG 3.2.1 – By 2030, continue to maintain deaths of newborns
and children under 5 years of age to less than 1 per 1,000
live births;
-
SDG 3.2.2 – By 2030, reduce neonatal mortality rate to 1 per
1,000 live births;
-
SDG 3.3.1 – By 2030, reduce the number of new HIV infections
per 1,000 uninfected population, by sex, age and key
populations to 0;
-
SDG 3.3.2 – a. 2030, reduce the incidence of tuberculosis
per 100,000 from 90.4 to 75; b. % of patient population who
are tested using Xpert MTB/RIF as the initial diagnostic
test with a target of 95% of culture positive TB cases who
receive a complete drug susceptibility examination within 60
days of MTB confirmation; and c. % of culture positive TB
cases who receive a complete drug susceptibility examination
within 60 days of MTB confirmation with a target of 95%;
-
SDG 3.3.3 – By 2030, maintain a malaria incidence rate of 0
per 1,000;
-
SDG 3.3.4 – By 2030, reduce the Hepatitis B incidence rate
per 1,000 to 40;
-
SDG 3.3.5 – By 2030, maintain a number of zero people
requiring interventions against neglected tropical diseases;
-
SDG 3.4.1 – By 2030, reduce the mortality rate per 100,000
between the ages of 30 and 70 years from cardiovascular
diseases, cancer, diabetes, or chronic respiratory diseases
to 14,110 or less;
-
SDG 3.4.2 – By 2030, reduce the suicide mortality rate per
100,000 from 15.4 to 14 or less and maintain or increase
suicide prevention outreach services
-
SDG 3.4.2.a – By 2030, reduce the percentage of high school
students who actually attempted suicide in the past year by
10% of the rate reported in 2017;
-
SDG 3.4.3 – By 2030, show no increase in diabetes prevalence
among adults;
-
SDG 3.4.4 – By 2030, show no increase in hypertension
prevalence among adults;
-
SDG 3.5.1 – By 2030, the CNMI will have evidence-based
treatment interventions across the continuum of care for
substance use disorders. Partnership between the CHCC, the
Substance Abuse, Addictions, and Rehabilitation (SAAR)
Program under the Office of the Governor, Drug Court Program
under the CNMI Superior Court, and other treatment and
support facilities and organizations will work toward
achievement of this goal;
-
SDG 3.5.2 – By 2030, the CNMI will aim for a 15% reduction
in harmful use of alcohol in each of the following areas:
underage drinking, binge drinking, and drinking and driving.
Partnership between the CHCC, the Department of Commerce,
and the Department of Public Safety will support work toward
achievement of these goals
-
SDG 3.6.1 – By 2030, reduce the death rate due to road
traffic injuries per 100,000 to 4 or less annually;
-
3.7.2 – By 2030, reduce the adolescent birth rate per 1,000
(ages 10 to 19) to 6.
-
3.8.2 – By 2030, reduce household expenditure on health to
15% of total income;
-
3.8.3 – By 2030, increase the proportion of adults who have
visited a medical provider for a general physical exam in
the last year to 45%;
-
3.8.4 – By 2030, decrease the prevalence of dental caries
(tooth decay) in school aged children by 20%;
-
3.8.5 – By 2030, increase the percentage of adults who have
received a dental exam in the past year to 32%;
-
3.9.1 – By 2030, continue to maintain a mortality rate
attributed to household and ambient air pollution of fewer
than 1 per 100,000;
-
3.9.2 – By 2030, continue to maintain a mortality rate
attributed to unsafe ware, unsafe sanitation, and lack of
hygiene of fewer than 1 per 100,000;
-
3.9.3 – By 2030, continue to maintain a mortality rate
attributed to unintentional poisoning of fewer than 1 per
100,000;
-
3.a.1 – By 2030, reduce age-standardized prevalence of
current tobacco use among persons aged 15 years or older to
20% or less;
-
3.c.1 – By 2030, data is collected and regularly updated to
assess the density of physicians per 1,000, nursing and
midwifery personnel per 1,000, dentistry personnel per
1,000, and pharmaceutical personnel per 1,000.
-
3.d.1 – Percentage of attributes of 13 core capacities that
have been attained at a specific point in time and planning
efforts are implemented to ensure that CHCC meets or exceeds
70% percentage value based on 13 core capacities. The 13
core capacities are: (1) National legislation, policy and
financing; (2) Coordination and National Focal Point
communications; (3) Surveillance; (4) Response; (5)
Preparedness; (6) Risk communication; (7) Human resources;
(8) Laboratory; (9) Points of entry; (10) Zoonotic events;
(11) Food safety; (12) Chemical events; and (13)
Radionuclear emergencies
SDG #4 - Ensure inclusive and equitable quality education and
promote lifelong learning opportunities for all
-
By 2022, NMC and PSS will re-evaluate and update their MOU to
support student readiness and incorporates program priorities
into an integrated education plan for lifelong learning
opportunities in CNMI by 2025;
-
By 2022, the CNMI Youth Senate and other youth groups such as
Inafa maolek manhoben Marianas will join regular Taskforce
meetings and support ongoing school curricula development;
-
By 2025, NMC and PSS planning updates will detail efforts to
support the goal to decrease the percentage of incoming NMC
freshmen in need of placement in remedial classes by 10% or
more by 2030; and
- By 2025, CSDP update has revised objectives for ensuring cultural values and traditional knowledge are
included in school curricula and lifelong learning programs that include opportunities to build
sustainability skills.
SDG #5 - Achieve gender equality to empower all people
-
By 2022, OPD will work with the Women’s Affairs Office, PDAC,
and planning taskforce partners as well as active community
groups to establish a community meeting schedule for refining
objectives and developing a gender equality and empowerment
planning component for inclusion in 2025 CSDP planning update.
SDG #6 – Ensure availability and sustainable management of safe
and environmentally compliant water and sanitation for all
- By 2022 CUC will work with BECQ-DEQ and CHCC to assess healthprotective safe drinking water standards
and include resulting
recommendations in the CUC Water Master Plan by 2022 and
subsequent CEDS update by 2025;
- By 2023, CUC, BECQ-DEQ, DPW, and DPL will integrate geospatial utilities data to identify areas of
water
and wastewater services to support utility, capital improvement program, and land use planning updates
to achieve 100% inside flush toilets with compliant wastewater management and 100% 24-hr palatable
water services by 2030, supported by disaster risk reducing development and retrofits and economical
mitigation measures;
- By 2025, CUC will update and implement priority action items for their service areas plan for
non-sewer
areas, including consideration of actions to address changing environmental conditions to the wastewater
management system;
-
Led by the Bureau of Environmental and Coastal Quality,
watershed management and restoration efforts will result in:
(i) Reduction of saltwater intrusion into Saipan’s freshwater
lens by 20% by 2025 (as measured by reduced chloride levels in
CUC managed assets); and (ii) Reduction of stormwater runoff
by maintaining and increasing wetland, green infrastructure,
and stormwater management processes including aquifer recharge
by achieving a 50% reduction in water impairment ratings for
the coastal waters of Saipan, Tinian, and Rota by 2030;
- Led by DPW and supported by the Built Environment Taskforce, (i) by 2023, DPW will implement updated
guidelines for the MS4 stormwater permit to ensure environmentally compliant and sustainable
management of nonpoint source pollution conveyed by stormwater infrastructure; (ii) by 2025 DPW will
draft a stormwater management plan with interagency support that considers “Smart, Safe Growth”
principles including projected changes to precipitation patterns and sea level rise to further enable
these
efforts
-
By 2022, CUC’s Master Plan will be updated to include details
that address what steps are necessary and sufficient to reduce
the salinity of the water in Saipan to the secondary standard
of 250 ppm by 2030, including consideration of future precipitation patterns and potential impacts to
the water system;
- Led by DPW and supported by the Built
Environment Taskforce, (i) by 2023 DPW will
implement updated guidelines for the MS4
stormwater permit to ensure
environmentally compliant and sustainable
management of nonpoint source pollution
conveyed by stormwater infrastructure;
and (ii) by 2025 DPW will draft a stormwater
management plan with interagency support
that considers “Smart, Safe Growth”
principles including projected changes to
precipitation patterns and sea level rise to
further enable these efforts;
SDG #7 – Ensure access to affordable, reliable, sustainable and
modern energy for all
-
By 2022, CUC will endorse a Comprehensive Energy Plan
detailing the steps necessary and sufficient to diversify the
CNMI’s energy portfolio and make progress towards renewable
energy standards;
-
By 2025, the CUC-led and OPD, DPW, and CBMA supported Energy
Feasibility Assessment will be completed to inform and update
public laws and pursue grants to facilitate incorporation of
renewable energy into the grid and incentivize distributed
deployment;
-
By 2025, CUC will have identified pilot projects to support a
phased Comprehensive Energy Plan and a plan is in place to
address existing and future community needs; and
-
By 2030, CUC and planning partners have implemented an
integrated utility-scale photovoltaic system to meet 20% of
the respective peak demand for Saipan, Tinian, Rota and the Northern Islands.
SDG #8 – Promote inclusive and sustainable economic growth
supported by expanded educational and employment opportunities
for all
-
By 2023, Commerce, Finance, OMB, and OPD, with support of the
PDAC and planning partners, will work to draft guiding
policies to address poverty reduction;
-
By 2025, Commerce, OPD, PDAC, and partners will work to ensure
that the CEDS update includes an unemployment and poverty
reduction planning component to identify priority projects
that support economic diversification and growth; and
-
By 2026 MVA Tourism Plan will be updated to address
sustainability recommendations, track progress, and assess
successes and opportunities of tourism contributions to CNMI
economy with the goal of achieving at least 65% GDP
contribution over a ten-year average between 2020 and 2030;
- By 2030 the CNMI will develop a plan to support the needs of the coming generation of
Manamko’ with the Aging Center and Municipal partners.
SDG #9 – Build resilient infrastructure, promote inclusive and
sustainable industrialization, and foster innovation
-
By 2025, OPD ensures robust, integrated transportation
planning is formalized and integrated into CNMI’s CSDP. This
effort includes implementing and measuring progress towards
objectives where: (i) By 2022, CUC installs LED lighting at
pilot area sites and works with DPW and CHCC to support safe
road lighting deployment planning elements; (ii) By 2023
CHCC’s Walkability Plan is incorporated into DPW and COTA
plans to support implementation of “safe and accessible” roads
for active, and accessible transportation; and (iii) By 2024,
DPW, CPA, COTA, CPA, and CHCC, with support of other relevant
partners, will endorse a comprehensive transportation planning
vision, with supporting objectives, and goals for inclusion of
a robust transportation planning element for the whole of CNMI
in the 2025 CSDP update led by OPD;
-
By 2022, OPD obtains complete coverage maps for cell and
broadband coverage and works with Commerce to update HIES
survey data specific to internet accessibility to support
planning efforts that include subsidy programs or community
connection hubs to ensuring that all residents of Saipan,
Tinian, and Rota have in-home access to the internet through
broadband or wireless connection by 2030;
-
By 2022, DPW works with OPD and Transportation Planning
partners including COTA and CPA as well as CHCC to update the
20-year Highway Master Plan to include walkability and
accessibility recommendations identified by this group in 2020
scoping discussions; and
-
Promote sustainable watershed and stormwater management
planning through data-driven collaboration where (i) DPW with
support of OPD, the Hazard Mitigation Office, and the Mayors
Offices map all primary and secondary road infrastructure by
2023 to support the development of flood hazard mitigation and
stormwater management planning guidance with support from DEQ
by 2025; and (ii) DPW works with DEQ and partners to revise
the 2005 Stormwater Management Plan for CNMI by 2025 to
further support integration of land based pollution management
across planning sectors and projects.
SDG #10 – Eliminate inequality and support diversity, equity,
inclusion, and justice
-
By 2023, Commerce, Finance, OMB, and OPD with support of the
PDAC and planning partners, will work to draft guiding
policies that address poverty reduction;
-
By 2025, Commerce, OPD, PDAC, and partners will work to ensure
that the CEDS update includes unemployment and poverty
reduction planning component to identify priority projects to
support economic diversification, equality, and growth including underserved populations, LGBTQIA+
community members, and returning veterans;
- By 2030 the CNMI will develop a plan to support the needs of the coming generation of Manamko' with
the
Aging Center and Municipal partners.
SDG #11 – Make cities and human settlements inclusive, safe,
resilient, and sustainable
-
By 2025, CNMI’s State Comprehensive Outdoor Recreation Plan
(SCORP) will be updated to include the conservation status of
cultural, natural, and mixed-designation sites with area- and
resource-specific plans and data collection, including the
number of cultural and historical sites that are recorded and
inventoried, with at least 50% annual preservation of newly
discovered cultural heritage resources; public annual
expenditures remain constant; private preservation data is
collected; and
-
By 2025, SCORP, PLUP, Zoning, and Watershed Plans are aligned
to identify publicly managed “open space” areas and ADA
accessible areas with goal of at least 85% open space or
pervious surface maintained in each sub-watershed.
SDG #12 – Ensure sustainable consumption and production
patterns
-
By 2022, DEQ with support from DPW and OPD will obtain
centralized data and statistics on hazardous waste and
CNMI-wide import / export stream for integrated waste
management plan to be finalized by 2023 and included in 2025
CDSP update;
-
By 2025, OPD and DEQ will support DPW in the development and
incorporation of the integrated waste management plan with
recycling stream tracking and reporting protocols in place to
support future updates and the PDAC, Legislature, and CNMI
Governor adopt the plan update;
-
By 2025, OPD, the CEDS Committee, and the Socio-Economic
Planning Taskforce will include data collection and
consideration of programs to support exportation of local
produce in economic planning and development to enhance
economic growth and sustainability;
-
By 2030, 50% of the recyclable waste stream will be diverted
from CNMI’s landfill or RCRA-compliant waste management
facilities on Saipan, Tinian, Rota, and the Northern Islands
with diverted waste composted, reused, or sold to support
sustainable waste management systems.
SDG #13 – Take urgent action to combat climate change and its
impacts
-
By 2023, the Office of Planning and Development (OPD) has
launched a “Smart Safe Growth” (SSG) toolkit on the OPD
website to support integration of climate impacts and
adaptation opportunities into early planning and project
scoping activities with at least three SSG trainings held for
CNMI agencies and stakeholders by 2025;
-
By 2025, resource management specialists across sectors will
work with the Hazard Mitigation program and OPD to update and
integrate climate data and sector-specific planning
recommendations across sectors;
-
By 2025, PSS and partners will work to establish and expand Marianas-wide educational programs or
institutions and resources, including materials translated into Chamorro and Carolinian languages with
place-appropriate images to enable continued engagement and deep, solutions-focused education in
natural resources studies in CNMI;
- By 2030, OPD and the PDAC have incorporated cross-cutting climate action planning needs across
resource
management sectors for the next full CSDP update;
- By 2030, reduce risks from climate impacts for communities within flood zones and on low-lying islands
through flood zone map updates, implementation of education and outreach programs, application of
current building codes, and permitting incentives;
- By 2030, CNMI has constructed a “Marine Center” that includes holistic education and outreach
components that include Marianas specific climate change information that supports K-12 and college
level
curriculum components as well as community
and tourism information sharing and events
- By 2030, PSS has expanded climate
considerations which are integrated public
school science and social studies curriculum
through place-based and service-learning
opportunities that include Chamorro and
Carolinian language and cultural studies.
SDG #14 – Conserve and sustainably use the oceans, seas, and
marine resources for sustainable development
-
By 2025, Coral Restoration Management Team comprised of DCRM
and DFW support implementation of and regular updates to the
Coral Reef Restoration Management Plan;
-
By 2025, the Division of Fish and Wildlife (DFW) will work
with partners to promote a sustainable fishing industry
throughout the Marianas by creating a CNMI fisheries
management program that includes expanded in-house capacity to
conduct resource assessments of fish and invertebrates in CNMI
to support sustainable fisheries management through improved
monitoring, data analysis, regulation assessment, and
enforcement while factoring in fishing industry, development,
and tourism needs;
-
By 2025, the Division of Fish and Wildlife, supported by
resource management partners at BECQ and others, will conduct
and complete recruitment studies from marine protected areas
(MPAs) to document benefits and to establish sustainable
management program;
-
Led by DFW and supported by resource management partners at
BECQ and DPL, a Fish and Coral Restoration Program will be
established by 2025 to create a fish and coral conservation
action plan to enhance resource biodiversity and reef health;
-
DFW will work with partners to conduct life history studies on
targeted food fish in the CNMI to determine growth rates,
longevity, reproduction, and mortality. The information
generated will be used for sustainable management of fisheries
by 2025;
-
The Department of Lands & Natural Resources (DLNR) – DFW will
work on improving boating infrastructure by 2025 to minimize
environmental impacts on nearshore resources and to allow for
safe boating access;
-
DLNR/DFW will work with regional partners to improve fishery
data collection efforts in the CNMI and generate information
needed to sustainably manage fishery resources by 2025;
-
DLNR/DFW continues to work with state and federal partners in
conducting nearshore fish, invertebrate and benthic
assessments throughout the CNMI to better document resource
abundance and diversity. Information generated from this work
will be used to sustainably manage nearshore fishery
resources;
-
By 2025, DLNR/DFW will work with partners to improve
enforcement capacity by evaluating existing fishery
regulations and policies to determine validity within current
concerns. Revisions will be made to ensure that these
regulations meet current and future management needs; and
-
DLNR/DFW will work with partners to develop sustainable
fishing access programs such as Fish Aggregating Devices
(FADs) to promote alternative fishing opportunities that help
reduce fishing impacts in nearshore waters.
- By 2030 Marine Center construction complete, resulting in inter-agency marine studies that support the
creation of jobs, integrate with school curriculum and outreach programs with sustainable revenue being
generated through guided tours, book sales, special events, and/or other dedicated funding mechanisms;
- By 2030, there are interagency programs to support active management of prioritized in-water resources
and management areas reflected in the CSDP update, and at least 50% of marine resources are being
effectively managed through site-specific management plans
SDG #15 – Protect, restore, and promote sustainable use of
terrestrial ecosystems, sustainably manage forests, and preserve
and halt degradation of biodiversity and resources of particular
concern in the CNMI
-
By 2025 the Department of Lands and Natural Resources will
update the State Wildlife Action Plan and continue periodic
updates every ten years with data and input included from
natural resource management partners at BECQ as appropriate;
-
CNMI Forestry will work with management partners to monitor,
maintain, and restore at least 10% land cover to native and
endemic forest communities by 2030;
-
CNMI’s Department of Land and Natural Resources and Bureau of
Environmental and Coastal Quality work together to ensure no
net loss of limestone forest, coral reefs, sea grass, and
wetlands to protect ecosystems and biodiversity and support
habitat connectivity;
- By 2030 CNMI continues progress in maintaining the amount of man-made wildfires is reduced by 50% in
area from 2020 numbers;
-
By 2022, BECQ develops a Wildfire Management Plan that
addresses planning, response and mitigation of wildfires to
support efforts to reduce human induced wildfire, reduce fire
risk, and restore fire-impacted sites to support healthy
watersheds and communities; and by 2025 the amount of man-made
wildfires is reduced by 50% in area;
-
By 2021, BECQ-DCRM will reconvene the Wetlands Working Group
including DLNR, DPL, OPD, and members of the Natural Resources
Planning Taskforce to collaborate develop, adopt, and begin
implementation of a Comprehensive Wetlands Management Plan by
2025; and
-
Led by the Bureau of Environmental and Coastal Quality,
watershed management and restoration efforts will result in:
-
Reduction of saltwater intrusion into Saipan’s freshwater
lens by 20% by 2025 as measured by reduced chloride levels
in CUC managed assets;
-
Reduction of stormwater runoff by maintaining and increasing
wetland, green infrastructure, and stormwater management
processes including aquifer recharge by achieving a 50%
reduction in water impairment ratings for coastal waters of
Saipan, Tinian, and Rota by 2030.
SDG #16 – Promote peaceful and inclusive societies for
sustainable development, provide access to justice for all and
build effective, accountable and inclusive institutions at all
levels
-
By 2023, DPS and OPD, with support of the PDAC, CHCC, and
other planning partners, will work to draft guiding policies
that support reduction of physical, psychological, and sexual
violence in the CNMI; and
-
By 2025, OPD, PDAC, and partners will work with DPS and the
Judiciary to ensure that the CSDP update includes violence
reduction policy recommendations and identifies priority
projects to support this goal, with a target of 10% reduction
in violent crimes by 2030.
SDG #17 – Strengthen the means of implementation and support
partnerships for sustainable development
-
By the end of 2020, OPD, Commerce, and PDAC, and other
planning partners will endorse the sustainable development
planning component and Smart, Safe Growth integration
recommendations to identify priority projects to support
economic diversification and growth for inclusion in the
2021-2025 CEDS update and future plan revisions.
-
By 2023 Commerce, Finance, OMB, and OPD with support of the
PDAC and planning partners, will work to draft guiding
policies that address poverty reduction and track changes in
annual GDP;
- By 2024, Commerce HIES surveys will provide data on internet access and use these data points to
address
remaining deployment gaps, if any, in the 2025 CEDS update with support from OPD, PDAC, and Planning
Partners;
- By 2030, led by OPD and facilitated through partnerships with planning agencies and other
stakeholders,
scheduled planning updates detailed further in Appendix I of this CSDP will be completed and
incorporated into a 2030+ planning update;
- The 2030 CSDP update will reflect growth in community engagement as indicators of enhanced
partnerships by at least doubling the number of public comments received in the 2019-2020 CSDP draft
and comment period;
- The 2030 CSDP and corresponding 2030 CEDS update will include a detailed assessment of GDP
expenditures, imports, and exports trends, and other economic data identified by the PDAC and SE/DRR
Planning Taskforce.
Natural Resources (NR) Taskforce
Taskforce Vision: Preserving CNMI’s natural capital
while balancing economic growth and equitable opportunities for all
The Natural Resources (NR) Taskforce focuses on SDGs 13, 14, and 15.
Draft updated goal statements and objectives are outlined here.
Together, the Sustainable Development Goals and their objectives aim
to support communities, people, the economy, and the environment.
These goals and management areas are in many ways interconnected, as
the image below attempts to help visualize. Sustainable management
of these resource areas in turn supports better outcomes across
management sectors.
Comprehensive Planning, Special Resource / Area / Functional Plans,
and Projects
The CNMI CSDP incorporates by reference the most current approved
Community, Special Area, and Functional Plans as well as relevant
development standards and their implementing policies and
regulations. These planning efforts inform and are executed by
targeted capital improvements and action plans that result in
projects, capacity building, and other efforts to address identified
needs, gaps, and opportunities throughout these iterative and
interconnected efforts.
The policy elements outlined below reflect the “Crosswalk” of
sustainable development planning areas. These efforts are
supported by the “Special Area” and “Community Plans” which are
typically geographically or issue focused, as well as
“Functional Plans” that address resource management needs.
Development standards are often project-specific but further
inform best practices to support sustainability outcomes.
-
Socio-economic development: Investing in critical lifelines and
human resources
-
Workforce and consumption patterns: Improving sustainability,
supply chain resilience, and economic diversification
-
Environmental Stewardship: Maintaining and enhancing environmental
and cultural resources
-
Partnerships: Expanding planning to support partnerships across
sectors to support community well-being
Resource, area, and agency-specific planning efforts support
achievement of the visions, goals, and objectives detailed in the
Comprehensive Sustainable Development Plan. The most current
approved version of the plans listed below is incorporated by
reference and OPD will work with the PDAC and planning partners to
continue to support timely updates.
Special Area/Community Plans
- CEDS
- CHCC – Strategic Plan
- COTA & DPW – Transportation Improvement Plan
- CPA Harbor and Airport Plans
- DCRM – SLUMP, Mooring Buoys Management
- DLNR-DFW – SWAP, Marina Management
-
DLNR-Forestry – Wildland Fire Plan; Statewide Assessment and
Resource Strategy
-
DFW/DoD – Integrated Natural Resources Management Plan for Range
Operations Areas
-
HPO/DoD – Integrated Culture Resources Management Plan for Range
Operations Areas (update pending publication)
- HSEM / HMGP – Hazard Mitigation Plan
- Catastrophic Typhoon Plan
- Tsunami Evacuation Plan
- Hazard Map Revisions for FY20 Update
- MVA – Tourism Sustainability Plan
- NMHC – Strategic Plan, Disaster Action Plan
- NPS – American Memorial Park Management Plan
- Priority Watersheds:
- Achugao (publication pending)
- West Garapan
- Laolao
- Talakhaya, Rota
- SCORP
- Garapan Revitalization
- Functional Plans
- CUC – Power, Water, Wastewater Plans
- DPL – Public Land Use Plan
-
DPW – Highways Management Plan, Solid Waste Management, Nonpoint
source pollution and stormwater management plan
-
Wetlands Advisory Council – Comprehensive Wetlands Management
Plan
- Development Guidelines & Standards
- Saipan Zoning Regulations
-
Bureau of Environmental and Coastal Quality Development
Regulations – BECQ-DEQ One Start; BECQ-DCRM APC/Major Siting
-
Commonwealth Utilities Corporation – Power, Water, Wastewater
connections
-
Department of Natural Resources – Fish & Wildlife, Forestry,
Invasives & Quarantine
-
Department of Public Works – Building Code Division (IBC 2018)
- Department of Public Works – Floodplains Management
-
Historic Preservation Office – Historic Preservation Plan
(Public Laws 3-39, 10-71, and Administrative Code 55-10)
- Smart, Safe Growth
- Prioritizing Actions with SSG
- Endorsed for application by PDAC, OMB-SA/GAR, SMHO +
-
Supports scoping and coordinated project development for
resiliency outcomes
-
Matrix update and development standard implementation training /
BMPs underway with support from FEMA/EPA
- Planning Next Steps and Policy Recommendations
-
Continue development, adoption, alignment, and implementation of
resource- and sector-specific planning updates – See Planning
Update Schedule in Appendix # (pending)
-
Support information sharing and iterative planning including
leading the development of community plans at the precinct level
for inclusion in the 2025 CSDP Update
-
Enable financial transparency and accountability through online
information sharing and involvement of stakeholders early in
planning and project scoping
-
Next steps: Work towards 3-5 year goals, continued data
collection, integration of existing and new plans with these
guiding principles, visions, goals, and objectives.
Planning Elements and Policy Recommendations