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4 support the transportations EOC transformation efforts. Specific committees and meet- ings of transportation General Managers, Board Members, and HR Leaders should allo- cate time for the EOC Awareness and Collaboration Campaigns. During these meet- ings, specific roles and responsibilities should be discussed on what and how they can contribute to the overall success of the industry evolving to an Employer of Choice. Exhibits B and C contain sample Year-1 communications plans for industry and agency, respectively. After the first year, when the EOC Awareness Campaign is complete, the industry and individual agencies should perform a "year in review" by evaluating and trending feedback, measuring effectiveness, and assessing impact of the communications against stated objectives. At an industry level, the next step begins the Collaboration Cam- paign, where transportation agencies work together to address specific EOC issues and solutions. An organized effort to actively capture and share EOC experiences is devel- oped and maintained at the transportation agency and industry levels. Communities of transportation constituents begin to focus on the codification of the EOC experiences into Transportation Industry Best Practices that become the basis for the ongoing Com- munications and Implementation Plan. MEASURING EFFECTIVENESS OF INITIAL COMMUNICATIONS The measure of effectiveness will depend on the communication objective. In the initial EOC Awareness Campaign, the objective will be awareness. As the Industry embraces EOC issues and the agency pursues its EOC journey, the objective will shift away from awareness to measuring impact and outcomes. For agencies where measuring progress in the EOC journey will take on a critical roll, the Toolkit offers more details in developing EOC metrics and linkage to the strat- egy and action plans in Section II, "Building Your Agency's Employer of Choice Strat- egy." In this section, an agency will find instructions for developing a process and examples of metrics to monitor its journey. The researchers recommend that an EOC Scorecard be developed by each individual agency that includes metrics that track the overall success of the communications program. An action item for the Communica- tions Strategy and Implementation Plan then becomes the need to report the status and trends as measured by the EOC Scorecard. At an industry level, a handful of critical metrics--those that are being used by individual agencies--could be identified, adopted, and aggregated to form a modified Industry EOC scorecard. The Communications Strategy and Implementation Plan outlines many different events targeting various stakeholders. Progress against measures is reviewed regularly with each measure being considered based on its individual merit as well as how it fits into the larger set of measures. Data are collected over time and trending is used to find patterns of performance and opportunity. Each communications event should carefully detail the distribution list, means or type of communication channel (e.g., presentation, town hall, email), and timing. In addition, the targeted audience should be asked for feedback regarding the communication in order to guide future improvements. Creat- ing a continuous improvement process for communications and implementation of the Toolkit will strengthen the success of the transportation agency and industry toward evolving to an EOC. Some initial measures to determine the transportation agencies success in imple- menting the Toolkit may include the following: Number of employees targeted in the EOC Awareness Campaign as a percent of total employees.