CONCLUSION

confidence and buy-in as well as magnify current successful efforts.

9. Develop a cohesive vision for the council through a concept mapping

process. Concept mapping is a tool that has been utilized in other large, long-term state initiatives with diverse partners, such as the Healthy Hawaiʻi Initiative, to develop a shared vision and goals, strategies to achieve those goals, and the responsibilities of each member of the Council. A clearer internal vision of the role of the TOD council and a structure that gives the TOD council more authority will likely increase buy-in among agencies, and could enhance public messaging about TOD.

The findings in this report make clear that all of the involved agencies and individuals participating in the TOD Council intend to contribute to smart and successful long-term development in Hawaiʻi. In order to achieve their aims, some changes are necessary:

• Modify incentive structures to reward collaboration and negotiation; • Leverage state and county interdependence to create mutual gains; • Harness public and policy-maker support through better messaging and communication; • Create a more cohesive vision for the council through a concept mapping process.

With these changes, the TOD Council has the ability to make significant contributions to improving collaboration among agencies. Without these structural changes, the potential of the council, and the intention of its establishment in 2016, will not be fully realized.