Jamie Rayford's Portfolio

8/9/2019 Jamie Rayford's Portfolio

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UpdatedApril12,2010



Table of Contents

The following documents have been compiled throughout my academic career at theUniversity of West Florida, pursuing a Bachelors of Arts in Communication Arts,

majoring in Public Relations. There are also documents from an internship I secured inthe summer of 2009 at SPIN, LLC in Baltimore, Maryland.

Resume

News Release

Memorandum

Blurb

Backgrounder

Crisis Communication Plan

Research Proposal

Grant Proposal

Publication Design Samples



Jamie Rayford

[email protected]

Education

University of West Florida

B.A. Communication Arts, expected May 2010Major: Public Relations Minor: Spanish

Honors • GPA: 3.20 Dean’s List: 5 consecutive semesters

Internship Experience

Intern, SPIN, LLC (Public Relations and Marketing Firm)05/2009-08/2009

• Wrote press releases, backgrounders, and blurbs• Planned and attended social events for the summer season• Developed and maintained informational databases and social media sites for clients

Work Experience

Senior Accounting Associate, Army & Air Force Exchange Services06/2009-09-2009

• Handled a $125K vault on a daily basis• Received and verified cash deposits from 11 stores and vendors and delivered

them to the bank

• Responsible for guarding sensitive materials such as credit card numbers andstore card activity

Sales Associate, Buckle07/2007-01/2009

• Sold a variety of men’s and women’s high end apparel through communicating the benefits of the merchandise

• Conducted register operations, including guest interaction and operating cash register,opened new store card accounts

• Received Teammate of the Back to School Season, October 2008

Volunteer Experience United Service Organizations (USO) Pensacola

01/2009-06/2009 • Improve quality of life to military personnel by being positive, serving snacks, providing

information, managing recreational equipment, preparing care packages for deployed

members

Skills• Working knowledge of Microsoft Office, Adobe Creative Suite 4, social media expert• Excellent interpersonal and writing skills, intermediate understanding of Spanish

language



The following press release was written during my summer 2009 internshipat SPIN, LLC in Baltimore, Maryland.



April14,2010CONTACT: ErickaAlston,PRAssociate

Company Name: SPIN Phone Number: 410.889.4112

Cell Number: 443.415.0471

Email Address: [email protected] URL: www.SPINLLC.com

SPINNamedBrandingFirmforPotomacValleyBrick AreamasonryselectslocalPRfirmtobuildbuzzforinternationalexposure

Potomac Valley Brick and Supply Co., (PVB) the leading supplier of masonry products in theBaltimore‐Washington Metropolitan area has chosen SPIN, a full‐service marketing and publicrelations firm, to guide itseffortsin creatingan internationalcampaign to launch itsfirst annualinternationaldesigncompetition.SPINisspearheadingtheoverallbrandingofthecompetitionwhichincludeswebsitedevelopment,logodesign,mediarelations,thesponsorshipprogramandthesocialmediacampaign.

The innovative campaign is setting the foundation for what PVB hopes to be its first successfulinternationalendeavor.With offices inWashington,D.C. and Baltimore,M.D., SPINwill plan and execute the bulk of theinternationalcompetition’sdevelopmentusingpastexperiencefromitspredominatelyconstructionanddevelopmentindustryclientele.“Weareexcitedtobeapartofthedevelopmentalstageofwhatwebelievetobea groundbreakinginitiative–astheindustrylooksformoreinnovativewaystodesignandbuildsustainableprojects,Ibelieve Potomac Valley Brick is paving the way in presenting this international competition, ”explainsPaulineHarrisOwner/PrincipalSPIN,LLC.“Weareexcitedtobethefirmselectedtohelpintheseefforts.”

Over the past several years PVB’s President, Alan Richardson, has seen a growing interest inenvironmentally‐friendly and sustainable products. In response, PVB formed a “Green Team” todeterminehowthecompanycouldbebetterpreparedtosupportthisrisingdemand.FromtheGreenTeam’ssuccess,RichardsonsawitfittingthatPVBbetheplatformtoraiseawarenessofhowbrickcanbeusedinsustainabledesign.“Afteranextensivesearchandpresentationsfrommanyfirms,SPINclearlycapturedourvision,theirexperience in theBuilt environment, theteam of seasoned industryprofessionals, left uswith nochoicebuttohaveSPINonboardtodeliverourmessageeffectively,”saysRichardson.“Theyhitthegroundrunningandwithlittledirectiontookthecompetitiontoanotherlevel.”SPIN’s exceptional team is guided by common principles of client satisfaction, consistency, andefficiency.Theteam’sexperienceinadvertising,brandingandpromotingwillbemajorcomponents

toyieldinga successfulcampaign forPotomacValleyBrick.FormoreinformationaboutSPIN,visitwww.SPINLLC.com.ForinformationonPVBvisitwww.pvbrick.com.

### AboutSPINSPINisamarketingandpublicrelationsfirminBaltimore,MDfocusedonprovidingservicestomembersofthebuildingandreal

estateindustries.PrimaryclientstypicallyconsistofDevelopers,Architects,Engineers,InteriorDesigners,andContractors,that

provideservicestothedevelopmentprocess.SPIN’sfourpartmarketapproachisintheacronymofitsname-Strategy, PublicRelations,ImageandNewBusinessDevelopment.Formoreinformation,contactPaulineHarrisorvisitourwebsiteat

www.spinllc.com



This fictitious memorandum was a class assignment for my Writing for

Public Relations course.



MEMORANDUMOctober 14, 2008

To: All GCCSD Faculty & Staff From: Rick Scott, SuperintendentGulf Coast County School District

Re: Accelerated Reader Program Implemented

As I have discussed with the majority of you, the Accelerated Reader program will beimplemented for use in all district schools. The long awaited program will help thestudents to realize their maximum reading potential and increase reading comprehension.We will have to be dedicated to helping the students learn how to use the program;

certain books they can read, the book’s point value, and so on.Hopefully the AR program will motivate students to read and reach them to higher levelsas well. Please carefully read over the information about the AR program that was givento you a while back. The AR software for the computers will arrive next week to allelementary, middle, and high schools. The software is for quizzes students will take after completing a book to earn points. I look forward to the start of the program, and I hopeyou do as well.

cc: Jamie Rayford



This following blurb was written during my internship at SPIN, LLC. Iwrote the blurb to be published in trade publications and local newspapers to

increase participation in one of the client’s international designcompetitions.



PotomacValley Brick is proud to announce its first design competition,Brick-stainable: Re-Thinking Brick ! The competition will challenge design teams toexplorethepotential of brick construction through thecreationofahypotheticalnet‐zeroenergyefficientbuildingusingclaymasonry(brick)asaprimarymaterial.

Entries that explore specific technical aspects of brick or the assembly are alsohighlyencouraged.Thefirstplacewinnerwillreceivea$10,000grandprize,andtravelandaccommodationtotheBrick-stainable:RethinkingBrick awardsceremonyatthehistoricalNationalBuildingMuseuminWashington,D.C.onJanuary27,2010.Inaddition,winnerswillreceiveregistrationandtraveltoandfromtheGreenbuildExpo2010foruptothreeteammembers.AnexhibitoftheentrieswillbearrangedattheNationalBuildingMuseumfollowingthecompetition.Registerat:www.brick‐stainable.com

RegistrationDeadline:September15,2009Welookforwardtoyourparticipation!



The following backgrounder was written during my internship at SPIN,LLC.



AboutTheHeisermanGroup

TheHeisermanGrouphasbeenprovidingtop‐qualitydevelopmentandstrategicfacilityplanningservicesacrossthenationsince1972.Today,TheHeisermanGroupisavibrantfull‐servicefirmspecializinginstrategicfacilityplanning,designand

implementationservices.Wearecommittedtohelpingourclientsachievetheirgoals,bytakingthetimetolearnhowtheirorganizationsfunctionandunderstandingtheirneeds,todeliverthehighestqualityresults.HistoryandCommitment

TheHeisermanGroup’srootsdatebackto1972,whenMichaelHeiserman,thefounder,begantopracticehisarchitecturalskillsinhisfamily’sbasement.HisdedicationtoarchitectureandhisappliedskillsofqualityandhardworkdevelopedintoTheHeisermanGroup.Sincethen,wehavegrownintoanationally‐recognizeddevelopmentfirmofmorethan20professionals,ledbyMichael’sson,HerbertHeiserman,AIA.

Theenduringstructureofqualityanddedicationallowsustorespondquicklytomeetaclient’sneeds,whetherlocal,regionalornational.Wehavetheexperienceandflexibilitytoassembletherightteamforyourproject,andoursingle‐pointofcontactapproachprovidesyourcompanywiththeattentionandserviceexpected. AnExtraordinaryTeam

AtTheHeisermanGroup,ourteamiswhatmakesusexceptional.Ourtactfulteamofmorethan20professionalsprovidesclientswithsuperiorprocessesofplanning,designandimplementation.Throughmorethan35yearsofexperienceindevelopment,ourteammembersknowwhatittakestoprovideexcellentserviceto

clientsanddeliverinvaluableresultsthatexceedclients’expectations.WhileTheHeisermanGroup’scorebusinessiseasilyreplicatedretailandtenantwork,ourportfolioisdeepandvaried,rangingfromofficesandrestaurantstohealthclubsandchapels,yieldingmoreknowledgeableandobligingassociatesatTheHeisermanGroup.Heiserman’sclientretentionrateisnear100percentsinceourworkisguidedbythecoreprincipalsofquality,personalattention,responsiveness,consistency,efficiency,andcommitmenttothegoalsofourclients.Althoughweleadourpracticefromoneoffice,wecanprovideservicesanywhereintheUnitedStates,thanksto

allianceswehavebuiltwithseveralpartnerfirmsaroundthenation.

AProvenProcess

AtTheHeisermanGroupourclient’ssatisfactiontakespriorityandensuresproperexecutionfromstarttofinish.TheHeisermanGroupfocusesonunderstandingourclients’operations,sothatwecanhelpaddvaluetotheirenterprises.Weareproud



ofourlong‐termrelationshipswithclients–somedatingbackadecadeormore.Everyclientisauniquepartnerwhodeservesafreshperspective,tailoredapproachandindividualattention.Atanytime,ourclientsareabletodirectlyaccessourleadership.

Wearecommittedtohelpingourclientsachievetheirgoals,bytakingthetimetolearnhowtheirorganizationsfunctionandunderstandingtheirneeds.Ourstaffcandevelopanoriginaldesign,ortakeanexistingvisualbrandandreplicateitformultiplelocations.Wecanhelpyourcompanybuildandmaintaincohesivebrandidentitythrougheffectivedesignasyourorganizationgrows.ClientServices

TheHeisermanGroupoffersavarietyofservicesinbuildingdevelopment,includingRetail,Restaurant,SalonandSpa,andSpecialtyservices:

RetailWearearecognizedleaderinthedevelopmentofprototypeandroll‐outretaildesignforregionalandnationalbusinesses.Wehavedesignedhundredsofretailstores,helpingourclientsexpandandmaintaintheirbrandsastheycontinuetogrow.Ourretailservicesprovideclientswiththeadvantagetohaveuniquedesignsfromseasonedprofessionals.Restaurant

Wetakethetimetounderstandarestaurant’sday‐to‐dayoperations,aswellasitsbrandingstrategy,tocreateattractivespacesthatappealtoyourcustomers.Wealsohelpexpandingrestaurantsbuildacohesive,consistentidentityacrossmultiple

locations.Ourteamremainsengagedthroughoutthedevelopmentprocesstoensurethebestpossibleproduction.Salon&Spa

Ouryearsofexperiencedesigningsalonsallowustoprovidecreativeandeffectivedesignstohelpyourbusinessestablishandmaintainitsindividualimage.Ourresponsivestaffwillhelpyourcompanycreatecontemporary,yetinviting,spacesforyourclientelethroughflexibilityanddedication.Specialty

Ourcreativestaffcanprovidethoughtfuldesignsolutionsforuniqueprojects,

whetherit’sareligiousmemorial,businesscenterorhealthcarefacility.Inordertobetterserveourclientsitisessentialtoknowtheirneedssothereareextensiveplanningphasestoensurethemostqualityresult.ProjectExperience

TheHeisermanGroup’sexperiencespansoveravarietyofmarketsthroughoutthenationandcontinuestodevelop.



Recently,TheHeisermanGroupbeganhelpingVapiano,aGerman‐basedrestaurantchainthatoperates17locationsinEurope,entertheU.S.marketbytranslatingitssuccessfulEuropeanbrandtotheAmericanrestaurantscene.HeisermanvisitedGermanytostudytheoperationsandoriginalrestaurantsin

FrankfurtandHamburg.Afterlearningtheins‐and‐outsofVapiano’srestaurants,wedesignedthreelocationsintheUnitedStates.ThedesignoftheMStreetrestaurant,inWashington,D.C.,carefullyblendsAmericanconstruction,codesandoperationalstandardswiththeoriginalbrand’scharacteristiccrisp,cleanandcontemporaryatmosphere.HeisermanhascreatedaprogramthatVapianocanusetoexpandacrossthecountry.Additionally,TDAmeritrade/WaterhousehasrelieduponTheHeisermanGroupfornationalon‐calldesignservicesformorethansixyears.Wehaveprovidedmanyservicestonearly100retailbranchlocations,totalingmorethan250,000squarefeetofretailspace.THGdocumentedas‐builtconditions,provideddesignservices,

preparedconstructiondocuments,andperformedinteriordesignfortheroll‐outoftheretailbranchprototype(includingfurniture,millworkandfinishselection).TheHeisermanGroupdocumentedthestandardsofprototyperetailbranchdevelopment.Eachretaillocationisdifferent,soweprovidedauniqueinterpretationofthe“prototype”foreachbranch,whetheritwasinBoise,Idaho,orWestPalmBeach,Fla.TheHeisermanGroupsuccessfullydelivershundredsofprojectseveryyearforlocal,regional,andnationalclientsgainingpricelessexperienceworkingwithanassortmentofclients,allowingustoefficientlyandcost‐effectivelyfacilitatethe

process.



The following crisis communication plan was written as a group project inthe course, Crisis Communications. We were given a crisis at the beginning

of the semester that reflected the corporate office of the Ronald McDonaldhouse but the name was changed to House of Hope for our class. We createda crisis plan in order to manage the issue at hand. After the plan was created

we presented a mock press conference to the rest of the class. The projectincluded creating press kits to hand out in class, press conference Questions

and Answers, press releases, letters to the audiences affected, and mediacontact lists for that area.



TheHouseofHope

CrisisCommunicationsPlan

ChrisCrabtree,PRDirector

BrittneyCarter,Asst.PRDirectorJamieRayford,ChiefofMediaRelations

KirstieDombrosky,ChiefofCommunityRelationsNailaHaffar,ChiefofInternalRelations

8/7/2008



Situation

TheHouseofHopehasrecentlyexperiencedanorganizationalcrisiswhichinvolvedbothaseniorvicepresidentandtheCEOoftheorganization.AfteratipfromaformerHouseofHopevolunteer,authoritiesbegananinvestigationofDeniseMurphy,oneoftheseniorvicepresidents,findingthatMurphyhadbeenmanipulatingthecompanyfinancialstatements,andinthepastfewmonthshasstolenover$1millionfromtheorganization.Tomakemattersworse,CEORickScottwasquotedsaying,“I’vesaidforyearsthatweneedtogetamaninthatposition.Everyoneknowsawomanjustcan’thandlesuchapressure‐packedjob.Nowyouseewhathappenswhenawomenhasaccesstothatkindofmoney.”

BecauseofthecommentsthatCEOScottmade,manyemployees,volunteers,clients,andfamiliesareoffendedanddisappointedintheorganization.Ahandfuloffamilieshavecheckedoutofthefacilities.Allofthiscameasashock.Managementwascluelessabouttheinvestigation.Nowthepressisaskingforclarification,butyouCEOhasdirectedyoutohave“absolutelynocomment”abouteitherproblem.



Audience

•

Clients/Families• Internal

• Donors

• Media

• Community



Objectives

Clients/Families:1) Toinformtheclients/familiesthattheHouseofHopewillcontinueto

providethemwithandadequatesupportsystemtomeettheirneedsaswehavedoneinthepast.

2) Toinformourclients/familiesthattheHouseofHopeis,asalways,committedtorespectingallindividualsregardlessoftheirgender,race,ethnicity,orreligiousbeliefsandwillnottolerateanydemeaningcommentsoractionsmadetowardantindividual.

Internal:

1) Toinformourstaffandvolunteersthatourorganizationisstillfocusedonthemissionofhelpingfamiliesandwillbeconstantlykeepingthemup‐to‐dateontheactionswearetakingtoachievethatgoal.

2) Toinformouremployees/volunteersthattheHouseofHopeis,asalways,committedtorespectingallindividualsregardlessoftheirgender,race,ethnicity,orreligiousbeliefsandwillnottolerateanydemeaningcommentsoractionsmadetowardantindividual.

Donors:

1) Toinformourdonorsthatourfinancialconditionremainsstrongandwearealreadyintheprocessofimplementingnewsafeguardstoprotectourfunds

2) ToinformourdonorsthattheHouseofHopeis,asalways,committedtorespectingallindividualsregardlessoftheirgender,race,ethnicity,orreligiousbeliefsandwillnottolerateanydemeaningcommentsoractionsmadetowardantindividual.

Media:

1) Toconductanddistributenewsinformationtonewsoutletstoincreaseawarenessthroughoutthedurationofthecrisistothekeyaudiencesinordertoomitfalsehoodsfromnewssources.

2) ToinformthemediathattheHouseofHopeis,asalways,committedtorespectingallindividualsregardlessoftheirgender,race,ethnicity,orreligiousbeliefsandwillnottolerateanydemeaningcommentsoractionsmadetowardantindividual.

Community:



1) Todevelopanddistributeessentialinformationtothecommunitiesaffectedthroughoutthedurationofthecrisisinordertoincreasepublicawareness.

2) ToinformthecommunitythattheHouseofHopeis,asalways,committedtorespectingallindividualsregardlessoftheirgender,race,ethnicity,orreligiousbeliefsandwillnottolerateanydemeaningcommentsoractions

madetowardantindividual.



StrategyClients/Families:Toprovidethemostpersonalsupporttoclients/familiestoreassurethemofourdedicationinachievingourmissioninanempatheticandrespectfulmanner.Internal:Tonotifyinternalaudienceusingavarietyofresourcesandpersoncontactinordertoprovidethemwithupdatedinformationandsupport.Donors:Tomakecontactwithourdonorsthroughavarietyofoutletsinorderto

assurethemthattheirfundsaresecureandbeingputtogooduseandwecontinuetoaskfortheirsupport.Media:Tonotifykeymediawithaccurateinformationregardingtheincidentwithinthefirsthourtotwohoursitoccursinordertocommunicate,ifpossible,properly.Community:ToconductanawarenesscampaignforthecommunitytoprovideessentialinformationinordertokeeptheimageofHouseofHopeinapositivelight.



TacticsClients/Families:

• Face‐to‐face• Phone• Letterviamail*• Linksonwebsiteforsupport

Spokesperson:CEO/PRDirector

Message:TheHouseofHopeseesallclients/familiesasapriorityduringthiscrisis,weareheretoensurethatallclientsandtheirfamilymembersarereceivingtheassistanceandsupporttheyneedatthistime.Internal:

• E‐mail*• Letters*• Intranet• Hotline*• Meetings• Face‐to‐face• Notifysupervisors• Employeeappreciationbreakfast*

Spokesperson:CEO/PRDirectorMessage:TheHouseofHopeisdedicatedtoprovidingallemployees/volunteerswithup‐to‐dateinformationandtheresourcesnecessarytocontinuethevitalworktheydo.Inaddition,ourorganizationiscontinuallystrivingtodoourbestinordertoensurethatouremployees/volunteersfeelrespectedandcomfortable.Donors:

• Phone• E‐mail• Website• Lettersaskingforcontinuedsupportduringthecrisis*



Spokesperson:CEO/PRDirectorMessage:Ourdonorsare,asalways,vitaltoourorganization’sexistenceandweneedtheirsupportnowmorethanever.

Media:

• Presskit*• Websitelink• PressTours• PressConference*• E‐mailpress• Phone/callbackmediaASAP• Mediacontactlist*

Spokesperson:CEO/PRDirector

Message:Weareawareofthesituationandwanttoensureyouthatastheinformationkeepsflowingin;wewillnotifynecessaryaudiencesinatimelymanner.Community:

• Specialevent*• E‐maillist• Mailinglist• Phonelist

• WebsitelinkSpokesperson:CEO/PRDirectorMessage:TheHouseofHopeistakingallthenecessarystepstoensurethatthecommunityiskeptup‐to‐dateonallthecurrentissues,andaredoingeverythingpossibleinourpowertomakesurethatthecrisisisincontrol.



Budget

• Salary• Research• Tactics• Evaluation



Calendar H1 H2 H3 H4 H5 H6 H12 D2 D3 D5 D10 D15 D20

Tactics Phone‐C/F D E

Letter‐C/F D E Face‐to‐faceC/F

D E

E‐mail‐I D E Letter‐I D E Intranet‐I D E Hotline‐I D E Meetings‐I D E Face‐toface

‐I

D E

Notifysupervisors‐I

D E

Employeebreakfast‐I

D E

Phone‐D D E E‐mail‐D D E Letter‐D D E Presskit‐M D E

Presstours‐M

D E

Pressconference‐M

D E

E‐mailpress‐M

D E

Phone‐M D E E‐mail‐C D E Phone‐C D E

Mail‐C D E Specialevent‐C

D E

Websitelinks‐ALL

D E

Evaluation D E



Evaluation

Clients/Families:1) Toinformtheclients/familiesthattheHouseofHopewillcontinueto

providethemwithandadequatesupportsystemtomeettheirneedsaswehavedoneinthepast.

2) Toinformourclients/familiesthattheHouseofHopeis,asalways,committedtorespectingallindividualsregardlessoftheirgender,race,ethnicity,orreligiousbeliefsandwillnottolerateanydemeaningcommentsoractionsmadetowardantindividual.

Theobjectivewasevaluatedbyface‐to‐face,phonecontacts,andletterstotheclients/familiesfollowingthecrisis.Themajorityoftheresponseswerepositive.

Therewerealsomanyhitsonourwebsitelink.

Internal:1) Toinformourstaffandvolunteersthatourorganizationisstillfocusedon

themissionofhelpingfamiliesandwillbeconstantlykeepingthemup‐to‐dateontheactionswearetakingtoachievethatgoal.

2) Toinformouremployees/volunteersthattheHouseofHopeis,asalways,committedtorespectingallindividualsregardlessoftheirgender,race,ethnicity,orreligiousbeliefsandwillnottolerateanydemeaningcommentsoractionsmadetowardantindividual.

Theobjectiveswereevaluatedfromlogskeptonhitsofourintranet,thepercentageofreceivede‐mails,andfeedbackfrompersonalmeetingsandemployeeresponses.Donors:

1) Toinformourdonorsthatourfinancialconditionremainsstrongandwearealreadyintheprocessofimplementingnewsafeguardstoprotectourfunds

2) ToinformourdonorsthattheHouseofHopeis,asalways,committedtorespectingallindividualsregardlessoftheirgender,race,ethnicity,orreligiousbeliefsandwillnottolerateanydemeaningcommentsoractionsmadetowardantindividual.

Theobjectiveswereevaluatedbye‐mailandphoneresponses.Wealsoreceivedmanyhitsonourwebsitelink.Personalizedlettersweresenttodonors.Throughthesemethodswecontinuetohavemanycontributionsanddonations.



Media:1) Toconductanddistributenewsinformationtonewsoutletstoincrease

awarenessthroughoutthedurationofthecrisistothekeyaudiencesinordertoomitfalsehoodsfromnewssources.

2) ToinformthemediathattheHouseofHopeis,asalways,committedto

respectingallindividualsregardlessoftheirgender,race,ethnicity,orreligiousbeliefsandwillnottolerateanydemeaningcommentsoractionsmadetowardantindividual.

TheobjectivewasmetbykeepingalogofhowmanynewssourcescoveredandbymonitoringthemediacoverageonTVandinprint.Community:

1) Todevelopanddistributeessentialinformationtothecommunitiesaffected

throughoutthedurationofthecrisisinordertoincreasepublicawareness.2) ToinformthecommunitythattheHouseofHopeis,asalways,committedto

respectingallindividualsregardlessoftheirgender,race,ethnicity,orreligiousbeliefsandwillnottolerateanydemeaningcommentsoractionsmadetowardantindividual.

TheobjectivewasevaluatedbytheturnoutattheHouseofHopecarnival;awebsitewasupdatedimmediately,andwesetupamasse‐mailtocommunitymembers.Wereceivedmanyrepliestothee‐mailswesentoutandgotmanypositiveresponses.Therewerealsoseveralhitsonourwebsiteunderthecommunitylink.



The following is from my senior course at UWF, Integrated CommunicationResearch. I worked on a semester long research project which covered

senior citizens’ resistance to social media. I gained vast knowledge on howto perform background research, surveys plans, and focus group plans.



Executive Summary

The topic that I have researched is the resistance to social media by persons over

the age of fifty. Since social media has become a mounting method in the way we

communicate and develop in professional and personal manners, I chose this topic to see

how people of an older generation view social media and find out why they are hesitant

to use it. Looking for jobs, sharing pictures and videos, connecting with old friends,

building political participation, creating new business opportunities, and advertising and

branding are all ways social media has impacted the personal and professional world. I

have examined how this particular media has affected persons of this specific age group

and explored their resistance to this ground-breaking technology.

Social media via the Internet has recently been incorporated into the business

world but has been present for personal use for several years. This topic is interesting

because several years ago when the Internet and e-mail began blossoming, the majority of

older citizens were somewhat hesitant about incorporating it into their lives. The issue of

resistance to a new medium has been prevalent among older people throughout history so

knowing why this specific age group is resistant to social media would benefit

commercial industries who want to reach target audiences, employers that use social

media and a great deal more of other people and companies.

The participants that will my used in my focus group to research the resistance to

social media by seniors will be people in that age group, 50-year-olds and older. The

participants will be a variety of consumers, retirees, and those who still work to ensure

the participants don’t have the same views, opinions, and reasons as to why they are



resistant to social media. In order to avoid debates I will use participants that don’t have

disagreements or hostilities toward this topic. They will be chosen through senior citizen

communities, and through the various people that I know have relationships with seniors

in order to ensure an appropriate sample size.

For the survey portion I will use a sample that will include seniors/baby boomers

aged 50 and older and will also include mid-lifers. The survey sample of the 50+ age

group will gain direct insight into how and why they’re resistant to social media, while

the mid-lifers and baby boomers, who have parents that belong to the 50+ age group, will

give a different perspective as to why they’re resistant. With two different views this will

help reach my target audience, which includes the commercial industries, and employers

that use social media. In order to have a suitable sample size the participants will be

chosen at random in senior citizen communities, and health centers, which typically

include seniors, mid-lifers and baby boomers.



Background Research

The issue of resistance to social media by seniors and baby boomers is relatively

new, since social media has only recently began blossoming in the United States and

researchers have spent more time examining the younger generations’ use of social

media. The resistance to new technology such as the Internet, email, and other media

devices by the older generation, however, is not new.

The term ‘seniors’ and ‘baby boomers’ is a representation of people aged 50 and

over who are usually “brand loyal and more resistant to change” which is a safe

assumption of why they’re resistant to social media since they take their time to invest

their interest in things (Bobbitt 406). Since seniors and baby boomers tend to have more

leisure time because they are retired or approaching retirement they tend to travel more

and spend time reading newspapers or lifestyle magazines. This age group is usually seen

as creatures of habit and/or those who fear the unknown, so when they have the

opportunity to create or be a part of change they usually will not which creates barriers

against a number of things.

Social media networking is the exchange of information through social interaction

via Internet and other applications. Social media includes blogs, social networking, the

most popular (Facebook, MySpace, Twitter, and LinkedIn), social news, multimedia

sharing such as photo, video, and audio sharing (YouTube and Flickr) and also includes

product reviews and social online gaming. Seniors who use social media have the

potential to use it for professional purposes as well as to interact for personal reasons.



There are not many sources that describe this 50 plus age group as resistant to

social media, but a few that demonstrate this older generation participates in social media

less than younger people.

According to Forrester Research more than four out of five American adults

participate in social media in some way, and groups them into rates of participation;

Inactives, Spectators, Joiners, Collectors, Critics, and Creators but fails to demonstrate

how the age group of 50 and older fits into each of these categories (Corcoran).

Like the Forrester report, the majority of polls and studies show the statistics of

the age groups such as 18-24, 25-34, and 35-44-year-old age groups, leaving out the

online seniors and baby boomers. However, according to a Pew Internet report, research

has shown that 10% of online adults aged 55 to 64 have a social networking profile and

that 7% of online adults 65 and older use various social media; and contends that use of

these social sites “is still a phenomenon of the young” (Lenhart). Those 7% of users who

are online tend to look at photos of grandchildren and will logon to these sites no more

than once a week (Stoudt). This low number demonstrates the resistance to social media

by those 50 and older.

Due to this small percentage of users, some websites are realizing the seniors’

resistance to mainstream social media and are creating websites devoted especially to

those of an older generation (Richtel). Such websites include Eon, Rezoom, and

Boomertown that let the users interact with people of their age groups, instead of getting

involved with the younger generation, which are slowly becoming popular.

Since the majority of older people log on to view photos of their family members,

it seems that these baby boomers don’t seem to grasp the full concept of social media.



They think that it’s just for teens and young people and when they do use it they tend to

do so on a personal level. Although social media is just that, a “social” tool, it can also be

used professionally; something this age group hasn’t taken a hold of just yet.

LinkedIn and Twitter are geared toward connecting industry professionals, but

only 1% of those aged 55 and over use Twitter (Harris Poll). Brief job descriptions of

current and previous positions can be posted to LinkedIn so that potential employers can

view it or so people can just have the opportunity to network.

The older generations’ resistance to social media is demonstrated in the polls I

mentioned which show their lack of participation in various social networking sites and

their nature of not wanting to be involved with new technology.



Source List

Bobbitt, Randy, and Ruth Sullivan. “Developing the Public Relations Campaign: ATeam-Based Approach.” Allyn & Bacon, Inc., 2008.

Corcoran, Sean. “The Broad Reach of Social Technologies.” Forrester Research, August25, 2009.

http://www.forrester.com/Research/Document/Excerpt/0,7211,55132,00.html

Harris Poll. “Just Under Half of Americans Have Facebook or MySpace Account. April16, 2009.

http://www.harrisinteractive.com/harris_poll/pubs/Harris_Poll_2009_04_16.pdf

Lenhart, Amanda. “Adults and Social Network Website.” Pew Internet and American

Life Project.January 14, 2009, http://www.pewinternet.org/Reports/2009/Adults-and-Social- Network-Websites.aspx, accessed on September 22, 2009.

Richtel, Matt. “New Social Sites Cater to People of a Certain Age.” New York

Times.September 12, 2007.http://www.nytimes.com/2007/09/12/technology/12social.html

Stoudt, Alisa. “Socially Networked: How teens, parents and grandparents are all onlineand linked.” AARP Bulletin Today. May 18, 2009.

http://bulletin.aarp.org/yourworld/yourhome/articles/_socially_networked.html



Focus Group Plan

The participants that will my used in my focus group to further research the

resistance to social media by seniors will be people in that age group, 50-year-olds and

older. The participants will be a variety of consumers, retirees, and those who still work

to ensure the participants don’t all have the same views, opinions, and reasons as to why

they are resistant to social media. In order to avoid debates I will use participants that

don’t have disagreements or hostilities toward my topic. They will be chosen through

senior citizen communities, and through the various people that I know have relationships

with seniors.

In order to encourage participation I will tell the participants that they are helping

to research the productivity and uses of various technologies we use today, especially

since there isn’t a lot of research on why the 50+ age group is resistant to social media

and that a large amount of people will benefit from the research. Rather than give them

the usual incentives, food or money, I will include a free year’s subscription to a

magazine or newspaper of their choice since the members of this age group enjoy reading

and obviously don’t do much of it online. If possible, I will also include the chance to

attend a seminar that explains how to use social media, because I’m hoping at the end of

the focus group they will be motivated to utilize social media in various ways.

Warm-up Questions

1. Do you know what social media is?

2. Do you use social media networking?

Detail Questions



3. Why is your age group of 50 and older resistant to social media?

4. What don’t you like about social media networking?

5. Are you more interested in communicating about work related information,consumer activities (shopping, coupons, etc), or for personal use (talking tofriends/family, viewing photos)?

6. Is social media incorporated into your place of work?

7. Do you have friends who use social media sites?

8. What would prompt you to explore social media?

9. Would you be less resistant if you knew how to use it?

Wrap-up Questions

10. After our discussion, are you more or less resistant to social media?

11. If you could make one suggestion to the various social media websites about theway the sites are used or operated, what would it be?



Survey Plan

My survey sample will include seniors/baby boomers aged 50 and older and will

also include mid-lifers. The survey sample of the 50+ age group will gain direct insight

into how and why they’re resistant to social media, while the mid-lifers and baby

boomers, who have parents that belong to the 50+ age group, will give a different

perspective as to why they’re resistant. With two different views I believe that this will

help reach my target audience which includes the commercial industries, and employers

that use social media. The participants will be chosen at random in senior citizen

communities, and health centers which usually include my survey sample of seniors, mid-

lifers and baby boomers. Incentives in exchange for a complete questionnaire will be the

chance to win a 2-year subscription to any magazine or newspaper of their choice as well

as the immediate lure of a $5 coupon to their local super market, since seniors are usually

brand loyal and the majority of people enjoy money towards groceries.

1. What is your gender? (X appropriate answer)

___M ___F ___Prefer not to answer

2. What is your age group? (X appropriate answer)

___18-24 ___25-34 ___35-49 ___50-60 ___61+ ___Prefer not to answer



3. What is your race? (X appropriate answer)

___White ___African American ___Hispanic ___Asian Pacific Islander ___Native American ___Other ___Prefer not to answer

4. What is your current occupation? (X appropriate answer)

___Food Service ___Education ___Health Care ___Hospitality ___Sales/Support ___Administrative ___Unemployed ___Student ___Retired ___Other ___Prefer not to answer

5. What is the highest level of education you have completed? (X appropriateanswer)

___Less than High School ___High School/GED ___Some College ___2-Year College Degree (Associates) ___4-Year College Degree (B.A./B.S.) ___Master’s Degree ___Doctoral Degree ___Professional Degree (MD, JD) ___Prefer not to answer



6. What is your current marital status? (X appropriate answer)

___Single/Never Married ___Married ___Separated

___Divorced ___Widowed ___Prefer not to answer

7. How familiar are you with the term ‘social media’? (Write the appropriatecorresponding number in the blank.)

___ Not at all familiar ___Familiar

___Unfamiliar ___Very familiar

For the following two questions circle the corresponding number for your best

answer.

8. How likely are you to use social media?

Very Somewhat No opinion Somewhat VeryLikely Likely Unlikely Unlikely

5 4 3 2 1

9. How do you feel about the statement that 50+ persons are resistant to socialmedia?

Strongly Somewhat No Opinion Somewhat StronglyAgree Agree Disagree Disagree

5 4 3 2 1

10. How much time do you spend on the Internet daily? (X best answer)

___0-2 hours ___3-4 hours ___4-6 hours ___6-8 hours ___8+ hours



11. How much time do you spend on social media sites per week? (X best answer)

___None ___30 min. to 1 hour ___1 hour to 3 hours ___4 hours to 7 hours ___8 hours to 11 hours ___11 hours to 14 hours ___15+ hours

12. Do you have any of the following social media profiles? (X all that apply)

___Facebook ___Twitter ___MySpace ___LinkedIn ___YouTube ___Spoke ___Meetup ___None of the above

13. Why do you think the age group of 50+ are resistant to social media? (X allthat apply)

___I don’t think they are ___They’re unable to accept change ___They can’t use it ___They think it’s for young people ___Other



For the following two questions please rank your choices/opinions in order from 1-7.

14. Which social media sites would you be more interested in? (Rank-order your choices/opinions in order from 1-7)1=Not very interested; 7=Very Interested

___Professional networking (finding jobs, etc.) ___Blogging ___News/current events ___Travel

___Video/photo sharing ___Consumer purposes (coupons, reviews, special offers) ___Connecting with friends/family

15. Who do you think social media is geared towards? (Rank-order your choices/opinions in order from 1-7)1=A little geared towards this audience; 7=Most geared towards thisaudience

___Consumers ___Young people ___Adults ___Families ___Business professionals ___Advertisers ___Other



This grant proposal was written for the Big Brothers and Big Sisters of Northwest Florida as an assignment for my Integrated Communication

Management class. It was a group project that required us to meet with theexecutive director of this chapter to discuss their needs in order to write the

grant proposal.



GRANT APPLICATION THE DUNSPAUGH-DALTON FOUNDATION, INC.

Florida Address: California Address:

1500 San Remo Ave., Suite 103 P.O. Box 1437Coral Gables, FL 33146 Pebble Beach, CA 93953

Tel. (305) 668-4192 Tel. (831) 620-1069Fax (305) 668-4247 Fax (831) [email protected] [email protected]

INSTRUCTIONS: Applicants requesting a grant from The Dunspaugh-DaltonFoundation, Inc. must complete all documents in their entirety. USE THE FORMBELOW BY TYPING IN THE UNDERLINED AREAS or PRINT THE FORM ANDCOMPLETE MANUALLY. Attach all additional required documentation listed on: Additional Information for Grant Applications. Date of Application _ June 1, 2010 _________________ Name of Organization Big Brothers Big Sisters of Northwest Florida __

Address of Organization _ 1149 Creighton Road, Suite 1 _____________ City _ Pensacola ______________________ State _ FL Zip Code_ 32504 _ ____

Telephone ( 850 ) 433 - 5437 ________

Project Name _ Big Brothers Big Sisters Mentoring

Program _________________________ Purpose of Grant (one sentence) To expand the current mentoring program.

Total amount of Grant requested _ $20,000 ___ Payment to start _ July 1, 2010 ___ ‘Payable To’ name for grant _ Big Brothers Big Sisters of Northwest Florida ________ Address _ 1149 Creighton Road, Suite 1 ___________________________ City _ Pensacola __________________State _ FL _ Zip Code __ 32504 _______ Tax Exempt Eligibility Number___________ (attach a copy of the IRS exemption letter)

Federal Employer Identification Number (EIN) _ 59 - __ 2996893 ___

Contact Person _ Paula Shell _______________ Title _ President & CEO ____________ Applicant Signature ______________________________ Title _ ________



March 1, 2010The Dunspaugh-Dalton Foundation, Inc.1500 San Remo Ave., Suite 103Coral Gables, FL 33146

RE: Big Brothers/Big Sisters Northwest Florida

Dear Dunspaugh-Dalton Foundation, Inc.,

Big Brothers/Big Sisters of Northwest Florida is pleased to present you with thisgrant request for your review. We look forward to adding The Dunspaugh-DaltonFoundation as a Leadership Circle supporter. Big Brothers/Big Sisters currentlyhas about 400 matches in our mentoring program. Adult mentors volunteer their

time to children ages 6 through 18 to make a positive impact on a child’s life. Wehave proven success in developing positive relationships that have a direct andlasting impact on the lives of everyone involved – including the child, volunteer,families, and the community.

We have seen measurable success in our mentoring programs and are nowlooking to expand to reach a more diverse population. Our proposal requests$20,000 from the Dunspaugh-Dalton Foundation. Big Brothers/Big Sisters willuse this grant money to create and support 20 more matches in our mentoring program.

We appreciate The Dunspaugh-Dalton Foundation for taking interest in helpingthe children in our community reach their full potential through our mentoring program. Please feel free to call or email me if you require any further information or have questions concerning this grant request.

Thank you,

Paula ShellPresident and CEO1149 Creighton Road

Suite 1Pensacola, FL 32504(850) 433-5437(850) 723-0057 [email protected]



I. Proposal Summary

Big Brothers/Big Sisters of Northwest Florida’s purpose is to help children reach their potential through professionally supported, one-to-one relationships with measurable

impact. We match caring, adult mentors with children ages 6 through 18 who come

primarily from single-parent homes. Our agency provides services in five counties

including: Escambia, Santa Rosa, Okaloosa, Walton and Bay. Big Brothers/Big Sisters is

requesting The Dunspaugh-Dalton Foundation grant because there is a need to create and

maintain more matches within our mentoring program to reach a larger population. We

currently have 200 children on the waiting list to be assigned to a mentoring partner. The

outcomes we hope to achieve are creating, supporting, and maintaining 20 more matches

within the mentoring program. If we receive the grant, the funding will be spent on the

process of creating and investing in the initial Big Brother/Big Sister match and therecurring costs of maintaining and supporting the match. The cost per mentoring match is

$1000.



II. Narrative

A. Background

History and Mission

In 1989, Navy Chaplain Elery Tyson saw the need for a youth mentoring program inthe Northwest Florida area. Determined to establish the nationally-known, premier mentoring organization of Big Brothers/Big Sisters in Northwest Florida, Navy ChaplainElery Tyson gathered a small but dynamic group who shared this vision. In the fall of 1989, Big Brothers/Big Sisters of Northwest Florida was established, and for over the past 20 years this organization has successfully flourished; impacting thousands of livesthroughout the community. The success of Big Brothers/Big Sisters of Northwest Floridais a direct result of caring community volunteers who dedicate time to develop lasting

relationships with children in need of direction. The mission of Big Brothers/Big Sistersof Northwest Florida is to help children reach their potential through professionallysupported, one-to-one relationships with measurable impact.

Need

There are currently 470 children that participate in the Big Brothers/Big Sisters program and 200 children who remain on the waiting list to enter the program (with amajority of these kids being male adolescents.) By the end of 2010, Big Brothers/BigSisters expects to have 1,000 children enrolled in the program. With the drastic increaseof children entering the program, Big Brothers/Big Sisters will require funding to meetthe following needs: (1) recruit volunteers, particularly men (2) hire a new case manager to manage volunteers and (3) the continued access of the matching software program. BigBrothers/Big Sisters of Northwest Florida recognizes the huge spurt of children who are being raised in single parent homes, particularly with grandma. There is also an increasein adolescent males who are in need of the mentoring program. Big Brothers/Big Sistersgoal is to focus and address these issues with this new and growing population. In order to achieve this goal, Big Brothers/Big Sisters must successfully recruit and matchvolunteers known as “Bigs” with children known as “Littles,” in order to enhance achild’s success in the program.



Current programs

Big Brothers/Big Sisters of Northwest Florida holds several functions for the “Bigs”and “Littles” to participate in and meet other children involved in the program. Children

who are involved in the Big Brothers/Big Sisters program show 99.1% improvement inthe area of confidence, 92.3% improvement in the area competence, and 96.9%improvement in the area of caring. Many researchers have found that after several monthsof spending time with their “Bigs”, the Little Brothers and Sister were:-46% less likely to begin using illegal drugs-27% less likely to begin using alcohol-52% less likely to skip school-37% less likely to skip a class-more confident of their performance in schoolwork -get along better with their families

Population served

The population that Big Brothers/Big Sisters is included in the tables below:

Childrenenter the BigBrother/Big

Sisters Program between the ages of 6 and18; children can stay matched until their 18th birthday. Children in the program are from

single parent homes, as well as homes withgrandparents acting as parents. Militaryfamilies, foster families, and other specialneeds youth are available for matches; any children with major behavioral issues whichcannot be handled by volunteers often cannot be matched. Although children with behavioral issues are strongly considered if they can be matched with the right volunteer who feels capable with handling the issue. Children who are served may come from low-

Race Number Percent

African American 342 46%

Asian American 1 <1%

Caucasian 299 39%

Latin/Hispanic 14 1.8%Multi Cultural/Ethnic 75 10%

Native American 7 <1%

Other

Sex Number Percent

Male 320 43%

Female 429 57%

11 1%

Geographic

LocationNumber Percent

Escambia County 368 49%

Santa Rosa County 121 16%

Military 0 0%

Other 260 35%

Total 749

Age Number Percent

Under 5 Years 0 0

5-18 Years 749 100%

19-64 Years 0 065+ Years 0 0



income neighborhoods and zip codes with high juvenile crime. The policy of BigBrothers/Big Sisters is to serve youth from all racial and ethnic backgrounds.

Staff

The non-program administrative costs cover the 12 full-time staff members, eight part-time staff members, and 749 volunteers. The percentage of total funding received byBig Brothers/Big Sisters that was spent on “non-program” and administrative costs was6.24% of total funds received, as well as 6.61% for fundraising costs, totaling 12.85%.

Organizational relationships

Big Brothers/Big Sisters of Northwest Florida has relationships with the EscambiaCounty Sheriff’s Office, Office of Juvenile Justice Delinquency & Prevention, FloridaDepartment of Juvenile Justice, Department of Education Office of Safe and Drug FreeSchools, and United Way of Escambia County. We have partnered with the four school

districts of Okaloosa, Santa Rosa, Bay, and Escambia Counties to service the youth inthese communities.

The following is a list of schools and locations that we have partnered with in order tohold our site-based mentoring.

Okaloosa County: Bay County:

Elliott Point Elementary School Boys and Girls Clubs of Bay County

Santa Rosa County: Escambia County: East Milton Elementary School Brentwood Elementary School

Hobbs Middle School Ferry Pass Elementary King Middle School Navy Point Elementary School Rhodes Elementary School O. J. Semmes Elementary School

Milton Housing Woodham Middle School YMCA After School Care

City of Pensacola Parks & Recreation Centers: Cobb Center &

Fricker Center Childhood Dreams Learning Center

The Big Brothers/Big Sisters organization is different from these local programs dueto the fact that the other programs don’t offer the extensive services that we do. Our organization has both community and site based mentoring programs which spans acrossthe five counties of Northwest Florida and offers convenience and comfort to the childrenand families. Our organization goes above and beyond by supporting the match functionduring and after the match has been made. We have extensive background checks andorientations for our “Bigs” and our case managers contact the “Littles’” families, collect



grades from the children’s schools, perform site visits, and speak with the “Bigs” and“Littles” to find out how the connection is going. Many of the similar organizations don’t provide these services, which may jeopardize the safety of the youth and their families.

B. Funding Requirements

Big Brothers Big Sisters of Northwest Florida is seeking funding to provide qualitymentors to local children who meet the requirements. A breakdown of how the fundswould be applied can be seen in the following table:

Cost Per Match =

$1,000

Community Based

Match

Our primary purpose is to make a real difference in children’s lives. This impactis achieved through one-on-one partnerships where the child will benefit throughimprovement in the areas of confidence, competence and caring.

The populations that will be served by the funding of this grant are Escambia,Santa Rosa, Okaloosa, Walton, and Bay County children between the ages of 5 and 18.

These benefits are demonstrated through developing positive and lastingrelationships that help the children to become successful participants in their respectivecommunities. The changes in each child will be a base to build upon for life.

The funds being sought will provide up to 20 matches for one year. Using thefunding received we will make successful matches for children on waiting lists, therebycontinuing to foster relationships with a measurable impact to help local children reachtheir potential and support the mission statement of Big Brothers Big Sisters.

C. Evaluation

By the end of the funding period, we agree to complete our Program OutcomeEvaluation in which we measure the three facets that we expect the youth to haveincreased by taking part in the program: confidence, competence, and caring. We expectthe youth of these matches to have increased confidence which includes the ability toexpress feelings, make decisions, have new interests or hobbies, better personal hygieneand appearance, and a sense of future. Increased competence includes increased academic performance, a positive attitude toward school, homework and school preparedness, positive class behavior, the ability to avoid delinquency, substance abuse and early

Orientation $51

Screening $187

Assessment $140

Matching $80

Case Management $115

Travel $217

Activities $210



parenting. The third facet, caring, consists of exemplifying trust toward others, therespecting of other cultures, having positive relationships with family, peers and other adults.

In addition to measuring these three facets, the case managers and staff will further

evaluate our program by using qualitative and quantitative methods of measurement toinclude: measuring the number of suspensions and expulsions from school, the increaseor decrease in the number of youth participating in our program, anecdotal stories from“Bigs” and “Littles”, analyzing the number of matches made between boys and men, andthe new populations we have focused on (foster care children, children raised bygrandparents).

A successful program for Big Brothers/Big Sisters of Northwest Florida meanshaving made more matches by reaching new populations and increasing male participation in our community as well as achieving a recognizable increase in positiveattitude from the volunteers, youth, families, and community. Results that we expect to

achieve at the end of the funding period are a significant and powerful impact on theyouth through avoiding violence, substance abuse, doing better in school- which in turn positively affects their friends, family, and community.



BIG BROTHERS/BIG SISTERS OF NORTHWEST FLORIDA, INC.

STATEMENT OF FINANCIAL POSITION

JUNE 30, 2009

ASSETS 2009

Current AssetsCash and cash equivalents $77,206Certificates of deposit 35,291Grant receivables 34,290Other receivables, net of allowance for doubtful accounts 2,706Prepaid expenses 8,699

Total current assets 158,192

Property and EquipmentMachinery and equipment 19,315Furniture and fixtures 6,966Less accumulated depreciation (15,990)

10,291

Other assetsIntangibles, net of amortization 477

Total assets $168,960

LIABILITIES AND NET ASSETS

Current LiabilitiesAccounts payable $2,694Accrued salaries and benefits 30,192

Total current liabilities 32,886

Net assetsUnrestricted 133,330Restricted 2,744

Total net assets 136,074

Total liabilities and net assets $168,960



BIG BROTHERS/BIG SISTERS OF NORTHWEST FLORIDA, INC.

STATEMENT OF ACTIVITIES AND CHANGES IN NET ASSETS

YEAR ENDED JUNE 30, 2009

Unrestricted Restricted Tot

PUBLIC SUPPORT AND REVENUE

PUBLIC SUPPORT

United Way and CFC $86,891 $0 $8Community Juvenile Justice Partnership 170,369 0 17Contributions 22,515 0 2Special fundraising events 162,494 0 16In-kind contributions 79,735 0 7Other 268,281 1,000 26

Total public support 790,285 1,000 79

REVENUE

Program fees and other 33,319 0 3Interest income 1,782 0 Loss on investment valuation (2,405) 0 (2Loss on disposition of assets (200) 0

Total Revenue 32,496 0 3Total public support and revenue 822,781 1,000 82

EXPENSES

Pro ram Services:Community Juvenile Justice Partnership 220,765 0 22Other grants 529,262 510 52

Total program services 750,027 510 75

Support Services

Management and general 51,371 0 5Fundraising 54,454 0 5

Total support services 105,825 0 10

Total expenses 855,852 510 85

Change in net assets (33,071) 490 (32

Net assets at beginning of year 166,401 2,254 16

Net assets at end of year$133,330 $2,744 $13



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fforts were held an international

coastal cleanup day Sept. 19 and

collected the usual trash, along with

some other interesting objects.

The cleanup is organized annually

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More than 100 volunteers across

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“We had a really good turnout be-

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Long Beach Island collected more.

Some of the most common litter

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“Cigarettes are usually one of the

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If we don’t get them, they go in the

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Volunteers also collected 1,027 plasticbottle caps, 600 straws, 88 tampons/

tampon applicators and 297 food

wrappers/containers. Among other no-

table items found were three syringes

and one vibrator.

“That was a rst,” Beaty said. “I

didn’t nd it, so I’m not sure if it wa

battery or electric, internal or exter-

nal. I just hope a kid didn’t nd it.”

Beaty added that a cleanup of this

magnitude could be done every week

end and the same amount of trash

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The cleanup took place in 104 coun-

tries. In the United States, groups in

42 states and the District of Columbiparticipated, according to Beaty.

ALO’s primary mission is to maintai

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every April.-Donna Weave

vember 8:wer plant tour

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November 15:Local farmer’s market

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November 30:Double fun! Campus

clean up & beach

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December 2:Recycle Rally!

10 a.m. to 6 p.m

he Ofcial Newsletter of the UWF Environmental Department

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Last month, the economics

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The Sheraton Syracuse University Hotel an

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The hotel is being recognized for making a

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When a guest leaves the room it shuts back

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www.uwf.edu/shotokank

or contact Suzan

Tuzzeo:

Documents

Jamie Rayford's Portfolio