finding 28.4 : incorporate-climate-change-in-goals

Climate change adaptation actions often fulfill other societal goals, such as sustainable development, disaster risk reduction, or improvements in quality of life, and can therefore be incorporated into existing decision-making processes.

This finding is from chapter 28 of Climate Change Impacts in the United States: The Third National Climate Assessment.

Process for developing key messages: A central component of the process were bi-weekly technical discussions held from October 2011 to June 2012 via teleconference that focused on collaborative review and summary of all technical inputs relevant to adaptation (130+) as well as additional published literature, the iterative development of key messages, and the final drafting of the chapter. An in-person meeting was held in Washington, D.C., in June 2012. Meeting discussions were followed by expert deliberation of draft key messages by the authors and targeted consultation with additional experts by the lead author of each key message. Consensus was reached on all key messages and supporting text.

Description of evidence base: The key message and supporting text summarize extensive evidence documented in the peer-reviewed literature as well as the more than 130 technical inputs received and reviewed as part of the Federal Register Notice solicitation for public input. Literature submitted for this assessment, as well as additional literature reviewed by the author team, supports the message that a significant amount of activity that has climate adaptation value is initiated for reasons other than climate preparedness and/or has other co-benefits in addition to increasing preparedness to climate and weather impacts.65ce3b87-d63b-4582-a9b5-f25510b64e97 a230ab8f-a284-491a-91cd-45d7b8b32bdf 6e2fb7ae-1d84-42c3-b9eb-a215a8c1be86 bf863615-b9f1-46fd-b424-cd0ed203dc37 db0a6a34-f5d8-44e9-9d84-ab12409e14b6 In recognition of this and other factors, a movement has emerged encouraging the integration of climate change considerations into existing decision-making and planning processes (i.e., mainstreaming).f0803451-5a89-474a-974f-99c13fdc725d 65ce3b87-d63b-4582-a9b5-f25510b64e97 ef995e92-1d07-4754-9840-554f5d7b4e28 The case studies discussed in the chapter amplify this point. Additional citations are used in the text of the chapter to substantiate this key message.

New information and remaining uncertainties: n/a

Assessment of confidence based on evidence: n/a

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