Projects
Planning for Resiliency & Continuity of Operations
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Sea level rise is a public policy concern with state-wide impacts to coastal neighborhoods and roadways. With 85% of the goods imported into the State of Hawaii and 91% traversing through the 9 commercial ports, the organization initiated port development plan to rebuild the harbor facilities for resiliency. During August 2023 the preliminary work included observing SLR and tidal impacts to a facility. The observations provided the basis to seek answers to broader questions how high is SLR at 2050 and 2100? And, is there a State standard for SLR?
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In planning for continuity of operations, an assessment of in-house capabilities was conducted. In addition, inquiries with other State and County agencies regarding SLR information were made regarding the agencies’ forecast SLR at 2050 and 2100- information critical to re-building a commercial harbor with a economic life of 75 to 100 years.
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The Project identified the City and County of Honolulu’s Climate Change Commission’s January 17, 2023 SLR update SLR projects at Intermediate of 3.8 feet by 2100 modeled for the Honolulu Tide Station; 5.8 feet by 2100 for Intermediate High planning and design for public infrastructure projects; set Mean Higher High Water as a datum. Add extreme 1-foot for King tides. The City & County of Honolulu’s January 2023 report is limited to shorelines and not harbor facilities.
The Project’s findings and conclusion resulted in the organization planning its own means and methods to obtain information about its facility on a statewide basis.
Projects
Planning for Resiliency & Continuity of Operations
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With 85% of the goods imported into the State of Hawaii and 91% traversing through 9 commercial ports, planning the development of port resiliency to ensure the flow of cargo began. The organization created a new section to build in-house capability. By the Spring of 2024, the plan to obtain GIS data began. By end of Spring 2025, topographical data using LiDAR and photogrammetry technology was used to model sea level rise in the organization’s risk based decision-making at all 9 commercial ports.
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In planning for continuity of operations, an assessment of in-house capabilities was conducted. A Planner with exceptional GIS experience was asked to prepare his thoughts in the use of GIS in decision making. The Planner’s white paper led to the development and establishment of a Systems Resource Section in the Engineering Branch. to implement the white paper. Creating a new section under HRS 76-169, special projects, a GIS specialists positions were created pending the establishment of new GIS class for the State of Hawaii. The project allocated funding to support the special project and completed by the end of Spring 2024. Gathering essential topographical data for modeling sea level rise at 2050 and 2100. The project collected topographical data to support a risk based decision making model started during August 2024 and data collected of all 9 commercial ports completed during Spring 2025.
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The project included standing up a new section, new class series for GIS specialists and obtaining topographical data for risk based decision making. With capable leadership and competent staff, the new System Resource Section developed 2-D and 3-D modeling of sea level rise at 2050 and 2100 and modeling for various scenarios including King Tides. Through the project, additional knowledge was obtained to update the models for MLLW cycle tidal updates.
The models are providing the basis for risk based decision-making in rebuilding the 9 commercial harbors for resilience.
Projects
Vision and Thematic Management
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Organizations undergoing transition in leadership are encouraged to adopt clear and aspirational statements that describes what the organization wishes to achieve or become. The vision should be simple and repeated to motivate employees and stakeholders to focus on a common goal.
Adopting a theme provides organizational segments clarity around a central, cohesive topic rather than disparate tasks.
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An agency demoralized due to media scrutiny over arresting events and valid public attention needed immediate attention to refocus on improving the facility. During conversations with credible and competent leaders, the vision of “One Airport” was proposed and adopted.
With the vision, a short term “Clean, Green, and Refresh” theme was adopted to focus janitorial maintenance staff to keep the facility clean and remove clutter; landscapers were tasked to focus on removing dying plants to keep the facility green'; and quick fixes with limited funds, such as painting and replacing old and tired assets were contracted; and larger wayfinding signs were erected in four-six months to help visitors locate checkpoints and to also reduce manpower hours providing directions to checkpoints.
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With the vision of One Airport. the work units focused their work assignments to fit the theme of Clean, Green, and Refresh. Work efforts within the facility were coordinated, with each work unit recommending projects to fit the theme.
The project outcomes were improved wayfinding to security checkpoints, with larger signs, removal of clutter such as advertising banners and benches outside checkpoints, removing damaged seating areas and trash receptacles and clutter from high traffic walkways. Removed or replaced tired and uncared for plants as well as removing passenger seating areas from high passenger traffic corridors.
The theme was shared with concessionaires to clean up their area, remove trash, and re-organize seating areas to improve the appearance of their areas.
Projects
Evolving Organizations & the Modern Workforce
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With the advancement of technology, a project to address staff shortage was initiated to maintain the facilities.
The Daniel K. Inouye International Airport opened a new 230,000 square foot terminal during the COVID-19 Pandemic. After observing robotic system at a Honolulu big box retailer, the organization advanced the use of robotic floor scrubbers after consulting with the unions.
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The Daniel K. Inouye International Airport opened a new 230,000 square foot terminal during the Covid-19 Pandemic. Having experience working in a unionized environment while adhering to civil service laws, the facility procured new robotic technology following the collective bargaining and civil service processes.
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After completing the union consultation and collaboration, the pilot robotic system was procured.
The facility operatse the robotic scrubber in driverless mode or with a rider. After test-piloting the robotic scrubber in the new terminal, additional robotic scrubbers were procured.
Projects
Procurement
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State procurement can be daunting especially when encountering a unique and complex procurement project.
MooringPoint-Hawaii has experience with out-of-the-box solutions. To resolve a lawsuit and address the safety and economic concerns of the plaintiff - within the procurement requirements., a procurement method was prepared, approved, and a contract awarded to lower the antennae.
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The FAA approved the location of large gantry cranes at the Sand Island Container Terminal. The airlines objected to the location and heigh of the gantry cranes and filed a lawsuit against the FAA. Although not directly involved in the lawsuit, the organization had a solution to resolve the matter - lower a critical AM/FM emergency broadcast antennae by 132 feet. The procurement required the contractor to have exceptional experience with relocating AM/FM equipment without interrupting radio broadcasting.
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After gathering facts as to who owned and operated the emergency broadcast system and after consulting with the State Procurement Office, the organization proposed a sole source procurement method to contract the owner of the emergency broadcast system to lower the antennae. With the approval of the sole source procurement, the owner was contracted to lower the antennae as the owner-contractor as permitted under HRS §444-2.5. The procurement to lower the antennae by 132 feet and resolved the airlines objections to the Sand Island gantry cranes and the lawsuit.
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Leasing & renting state lands follows state law and regulations are different from leasing and renting private lands and space. With over 20 years experience administering the leasing and renting of state lands for the DOT, MooringPoint-Hawaii can help navigate the process, saving time, effort and costs.
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There was interest by a world renowned artist who wished to establish a gallery at Honolulu Harbor. With a new development opportunity at neighboring properties such as a public Request for Proposal to revitalize the Honolulu Power Plant, the timing was ripe to auction the Pier 7 property known as the former Hawaii Maritime Center site.
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The Pier 7 property had previously been advertised for auction. However, not receiving successful bidders, the terms of the auction was adjusted to reduce the annual rent and double the minimum investment. The changes to the terms of the Auction resulted in a success auction to Tradewinds Garden Art. LLC, the entity that owns and operates the Space Needle in Seattle, Washington.
Projects
Real Property: Leases & Permits
