Click for next page ( 6

The National Academies | 500 Fifth St. N.W. | Washington, D.C. 20001
Copyright © National Academy of Sciences. All rights reserved.
Terms of Use and Privacy Statement

Below are the first 10 and last 10 pages of uncorrected machine-read text (when available) of this chapter, followed by the top 30 algorithmically extracted key phrases from the chapter as a whole.
Intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text on the opening pages of each chapter. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

Do not use for reproduction, copying, pasting, or reading; exclusively for search engines.

OCR for page 5
5 Number of employees involved in EOC follow-on activities, committees, work- groups, and so on. Number of managers incorporating EOC objectives into staff appraisals. Number of presentations delivered to constituents such as board members, employees, community forums, and so on. Some initial measures to determine the industry's success in implementing the Toolkit may include the following: Number of industry constituencies or associations actively involved in EOC Awareness Campaign. Number and types of communications regarding EOC Awareness Campaign. Number and types of EOC follow-on activities, communities, articles, and so on. Number of success stories and lessons learned developed during the quarter. Number of presentations delivered to constituents such as board members, com- mittees, and so on. Number and types of communications delivered to stakeholders found in tactical communications and implementation plan. COMMUNICATIONS BEYOND YEAR 1 The Communications Strategy and Implementation Plan should be reassessed at the end of the first year. At an industry level, this "year in review" and debrief should include board members, general managers, human resources leaders and transportation partners such as association staff. In an agency, the reviewers should include members from the EOC rollout team, such as leaders, human resources staff, line managers, union representatives, and employees. The participants should be a cross-section of the specific agency that had varying levels of responsibilities in regards to the rollout of the agency's EOC strategy. The "year in review" should focus on understanding whether the initial EOC Awareness Campaign was a success. Based on this feedback, the Com- munications Strategy and Implementation Plan should be adjusted to reflect the sug- gestions and recommendations of the participants. COMMUNICATIONS STRATEGY AND IMPLEMENTATION PLAN GUIDELINES Deploying a successful agency or industry Communications Strategy and Imple- mentation Plan depends on many factors. The Program Area for Communications in the Toolkit provides additional information on selective methods for harnessing employee involvement and outlines the basic principles for effective briefings that should be considered when tailoring the final Plan. Other considerations for a success- ful Communications Strategy and Implementation Plan include the following: A visible leader or EOC champion that is accountable and responsible for the agency or industry-wide communications. A clear commitment for supporting the EOC journey. Resources to support the development and deployment of the communications (i.e., people, budget, and time). Thinking big and starting small--ensuring that people are aware and onboard. Soliciting and acting on feedback from the agency or other constituencies for improvements. Keeping the messages short and simple so they can be easily repeated. Planning for and taking time to manage the organizational change.