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“Know the Plan, Know Your Part”
Social Media Incorporation
United Way of West Alabama
APR 433
Nicole Hohman, Mallori Hudgins, Kristyn Schwiep, Taylor Veazey, Morgan Tracy
Fall 2013

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Table of Contents:
Backgrounder… 3
Backgrounder References… 8
Situation Analysis… 10
Situation Analysis References… 39
Strategic Plan… 48
Budget… 50
Timeline… 51
Evaluation… 52
Final Agency Research… 53

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Backgrounder
Discussion of issue/problem
Social media is a critical component of modern communication. The United Way of West
Alabama and its 27 partner agencies lack effective social media presence and successful practice
of this budding communication channel. Social media is defined as “forms of electronic commu-
nication through which users create online communities to share information, ideas, personal
messages and other content” (Definition,” n.d.).
Why it’s important
It is vital that UWWA partner agencies incorporate social media in their organization or
communication plans so that they are able to reach a diverse audience and can effectively con-
nect with their key publics. Social media is user-generated content on the Internet that allows or-
ganizations to easily communicate on a widespread platform. Social media can be used to pro-
mote existing efforts, launch campaigns, extend reach and engage or interact with your audience
(Convio, 2010).
History of an organization and its online presence
Founded in 1946, UWWA is a community sponsored, volunteer based, cost effective or-
ganization dedicated to serving nine counties in West Alabama (“About United Way of West Al-
abama,” n.d.). UWWA’s website provides access to its 27 partner agencies, community pro-

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grams, social media links and ways to get involved (United Way of West Alabama, n.d.). UWWA
has been established on Facebook since January of 2008, and has been using it as a primary form
of disseminating information to its audience (United Way of West Alabama, Facebook, n.d.).
An organization is reliant on internal communication to correspond with its partners, so
all forms of communication must be considered- including social media. With 27 partner agen-
cies, it is necessary for UWWA to have several ways to get in touch with its key public.
Social media and nonprofits
Social media allows nonprofit organizations to spread awareness about key issues, mobi-
lize supporters, raise funds and create online advocacy movements (Convio, 2010).
Social media is the easiest way to reach your audiences at one time. The more people an
organization is able to reach, the greater chance it has to reach people that are interested in its
cause.
Increasing a nonprofit’s name recognition can help to foster relationships with new
donors. Volunteers are more apt to support a cause they can identify with and need to know the
organization exists before signing up to help out. Also, if the organization is better known, there
is a good chance they will have more opportunities to collaborate with others in ways that further
their mission (“Nonprofit Social Media Defining Success,” n.d.).
West Alabama Demographics
With rising use of the Internet as a leading communication tool, lack of access to this
emerging instrument has created a digital divide. The digital divide has a direct relation to race
and income level (“Digital Divide,” n.d.). The disadvantaged may be left behind in the expand-
ing online market.

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According to the digital divide statistics from 2010, 46 percent of the poorest households
don’t own a computer, and 55 percent of those with household incomes less than $25,000 also do
not own a computer (“Digital Divide,” n.d.).
Table 1. Population and Income Levels in West Alabama Per County
(U.S. Census Bureau, 2013)
The racial divide of West Alabama may have a direct relation to Internet access, and thus social
media involvement. Minorities have lower rates of Internet access than Caucasians. For example,
County Population,
2010
estimate
Population,
2012
estimate
Per Capita
money
income in
the past 12
months
(2011
dollars
2007-2011
Median
household
income,
2007-2011
Persons
below
poverty
level,
percent,
2007-2011
Bibb 22,919 22,597 $18,462 $40,506 15.7%
Fayette 17,241 16,983 18,336 33,378 19.7
Greene 9,045 8,876 15,210 23,004 31.7
Hale 15,760 15,388 16,480 29,236 25.9
Lamar 14,564 14,259 20,865 34,711 19.1
Marengo 21,029 20,401 19,075 35,165 20.8
Pickens 19,746 19,405 16,310 29,096 27.7
Sumter 13,763 13,427 14,122 21,964 38.0
Tuscaloosa 194,653 198,596 22,449 43,538 19.9

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the percentage of home Internet access by race is white 72%, Hispanic 57% and black 55%
(“Digital Divide,”n.d.).
Table 2. Ethnicity Statistics Per West Alabama County
(UWWA Community Needs Assessment, 2013).
A nonprofit organization looking to expand its volunteer basis can use social media to
reach out to those most likely to volunteer. In relation to the digital divide, the demographics of a
typical volunteer affect social media use as well. The education level of an individual relates to
how much he or she may volunteer. According to the Bureau of Labor Statistics, 42 percent of
volunteers in 2012 had a bachelor’s degree or higher, while only 8 percent attained less than a
high school diploma. Those with a higher education level are more likely to use the Internet and,
Ethnicity
County American
Indian/
Native
American
Asian
American
Black/
African
American
Hispanic/Latino White/Caucasian
Bibb .3% .1 22.0 1.8 75.8
Fayette .3 .2 11.9 1.2 86.5
Greene .2 .2 81.5 .8 17.4
Hale .2 .2 59.0 .9 39.8
Lamar .2 0.0 11.3 1.2 86.7
Marengo .2 .3 51.7 1.7 46.4
Pickens .1 .2 41.6 1.6 56.3
Sumter .1 .2 75.0 .6 24.2
Tuscaloosa .3 1.2 29.6 3.1 66.3

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therefore, use social media. A person’s age also affects his or her volunteer activity. The largest
number of volunteers in 2012 was people age 35 and older. This data is important because 72
percent of adults have a social media presence and the number of adults age 65 and older on so-
cial media has tripled since 2009 (Brenner & Smith, 2013). If a nonprofit organization is using
social media effectively, it will be able to connect with one of its largest volunteer bases.
Reasons to incorporate social media
There are many reasons that nonprofit organizations should be using social media. If an
organization uses social media effectively, it could benefit the organizations by building relation-
ships and awareness, creating online support movements and more (Crowley, n.d.).
Social media has become one of the most cost effective and popular ways for nonprofits
to spread awareness, assemble supporters, and raise funds (Convio, 2010). Using social media
allows for contribution, engagement, and real-time feedback with supporters, donors, and volun-
teers. Being engaged in real-time feedback will help nonprofits build relationships by connect-
ing with supporters over personal interests and their emotions.
During times of crisis, social media is important for nonprofits to connect with supporters
and share information in a timely manner. Using social media during crisis will help keep sup-
porters in touch with the events that are occurring and drive significant contributions (Convio,
2010).
Nonprofit organizations should be using social media because it is an affordable, effec-
tive marketing tool that will benefit the organizations by building relationships with new and cur-
rent supporters, donors, and volunteers; engaging in real-time feedback; and helping people con-
nect in times of crisis.

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References
Brenner, J., & Smith, A. (August 5, 2013). 72% of online adults are social networking site users.
Pew Research Center's Internet & American Life Project. Retrieved on September
15, 2013, from http://pewinternet.org/Reports/2013/social-networking-sites.aspx
Bureau of Labor Statistics. (February 22, 2013).Volunteering in the United States, 2012. Re-
trieved September 15, 2013, from http://www.bls.gov/news.release/volun.nr0.htm

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Convio, (2010). Going Social: Tapping Into Social Media for Nonprofit Success. Retrieved Sep-
tember 14, 2013, from http://www.councilofnonprofits.org/files/Convio_Social-
Media-Guide.pdf
Crowley, D. (n.d.). 7 Benefits for Nonprofits Using Social Media | SCI Social Capital Inc. (n.d.).
Retrieved September 15, 2013, from http://www.socialcapitalinc.org/node/1396
Definition. merriam-webster.com/dictionary/socialmedia. Retrieved September 13, 2013, from
http:www.merriam-webster.com/dictionary/socialmedia
United Way of West Alabama Community Needs Assessment (2013). Unpublished raw material,
Tuscaloosa, Ala.
Nonprofit Social Media: Defining “Success” For Your Nonprofit. (n.d.). Nonprofit Website De-
sign | Wired Impact. Retrieved September 16, 2013, from http://wiredimpact.com/
library/nonprofit-social-media-defining-success/
United Way of West Alabama (n.d.). About United Way of West Alabama. Retrieved on Sep-
tember 13, 2013, from http://www.uwwa.org/about.html
United Way of West Alabama (n.d.). In Facebook Business Page. Retrieved on September 13,
2013, from https://www.facebook.com/pages/United-Way-of-West-Alabama/
27507505018
United Way of West Alabama (n.d.). Retrieved on September 12, 2013, from http://uwwa.org
U.S. Census Bureau (2013). State & county Quickfacts: Alabama Retrieved on September 15,
2013, from http://quickfacts.census.gov/qfd/states/01000.html

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White, C. (February 5, 2012). Digital Divide: If You’re Reading This, You’re One of the Lucky
Ones (INFOGRAPHIC). Retrieved on September 13, 2013, from http://mash-
able.com/2012/02/05/digital-divide-infographic/
Situation Analysis
1. Environmental Analysis
a. Government/Legal/Public Policy
According to National Center for Charitable Statistics (NCCS), as of July 2013, there are
1,424,918 tax-exempt organizations in the United States, including 956,738 public charities,

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97,435 private foundations and 370,745 other type of nonprofit organizations; the latter category
includes chambers of commerce, fraternal organizations and civic leagues (NCCS, “Quick Fact
About Nonprofit,” n.d.).
In 2011, public charities reported revenues exceeding $1.59 trillion in total. Also, it was
reported that individuals gave $217.79 billion in 2011 (NCCS, “Quick Fact About Nonprofit,”
n.d.). As last year’s research found, according to Form 990 Filings, United Way of West Alabama
is categorized as 501(c) (3) (NCCS Organization Profile – Form 990 Filings, 2011). Hummel
(1996) reported, “Nonprofits classified as 501(c) (3) (named for the section of the Internal Rev-
enue Code that applies) must operate for one or more of these purposes: religious, educational,
charitable, scientific, literary, testing for public safety. These are generally referred to as charita-
ble nonprofits” (Childers et al., 2012, p.9). United Way’s public policy is to educate, provide fi-
nancial stability, promote health and strengthen nonprofits (United Way, “Public Policy,” n.d.).
b. Economic
Due to a declining economy across the nation and in Alabama, residents are not necessar-
ily as inclined to spend their disposable income in the form of a donation. According to last
year’s campaign research however, “the United Way of West Alabama has remained resilient and
aggressive in the pursuit of the needed donations to run and operate its organization and the
agencies it supports” (Childers et al., 2012, p.9). UWWA has met its campaign goals for the past
four years. In 2012, UWWA set and met its donation goal of $3,150,000 in light of a diminishing
economy. As confirmed by research from the previous year, “This nation’s particular existing
economy does not seem to hinder how much money the residents of Alabama donate, for Alaba-

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ma is the fourth most charitable state in the U.S. (“The most generous states: republican and reli-
gious,” 2012).”
With this economic downturn, UWWA must continue its efforts to reach its campaign
fundraising goals. A side effect of an economic downturn may be community members reaching
out for financial assistance, making it even more essential that UWWA operates effectively. For-
tunately, though the nation is experiencing economic struggles, UWWA has been able to effi-
ciently satisfy the needs of its 27 partner agencies.
c. Technology
UWWA must sufficiently meet communication needs to operate well. UWWA delivers its
internal and external communication through social media accounts. Individuals and UWWA’s
key publics can easily access UWWA through its website and its established social media ac-
counts.
Another internal form of communication is UWWA’s monthly agency meetings. These
meetings allot time for announcements, guest speakers and updates for the annual campaign ef-
forts. Another effective form of communication offered to Alabama residents is the emergency
telephone line 2-1-1/Information and Referral Service. “Any member of the West Alabama area
can dial the number and be directly connected to the appropriate service for help or volunteer
opportunities” Childers et al. (2012). (“Know the Plan, Know Your Part” Campaign Book, 2012,
p.10).
d. Society/Culture

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Society and culture play a significant role in ascertaining UWWA’s success in the future.
Understanding a society or region’s habits and probable actions assists in determining who
shareholders may be, and how they will act.
As depicted by last year’s campaign research, “a report by the Chronicle of Philanthropy
(2012) reported that the county of Tuscaloosa contributed more than $100 million in charitable
donations. Households in the Tuscaloosa community typically gave 7.1 percent of their annual
income to a charitable organization” (Childers et al., 2012, p.10).
e. Competition
UWWA’s main competitors are nonprofits in the region not affiliated as a UWWA partner
agency. These nonprofit organizations may compete for donor funds, volunteers and service
projects. With competition, donors may alter to which organization they allocate their funds.
Volunteers may only wish to participate in one organization’s community service efforts. One
main competitor for UWWA is Habitat for Humanity for West Alabama because it is a nationally
known organization. It is also one of the few nonprofits in Tuscaloosa not affiliated with
UWWA. They have a lot of volunteers, some college based, that may only volunteer for one or-
ganization and not the other.
f. Resources
UWWA’s primary resources are derived from donor funds and the organization’s volun-
teers. According to the UWWA website, 87 percent of all donations are invested in services in
West Alabama (“Our Work,” n.d.). UWWA’s 27 partner agencies are listed on the organization’s
website and offer a variety of ways to direct personal volunteer and involvement interests. Ac-

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cording to the 2010 annual report, UWWA also has the opportunity to receive federal grants
(United Way of West Alabama, “Annual Report,” 2010).
g. News Media
In the past, news coverage of UWWA has been consistently positive, focusing mainly on
fundraising and service work. For example, the Tuscaloosa News covered UWWA’s 2012 cam-
paign efforts stating, “although some feared that post-tornado exhaustion might curtail donations this
year, the 2012 United Way of West Alabama campaign actually set a record, raising $3,351,273 in
pledges, beating the previous 2007 record of a little more than $3.2 million” (Cobb, 2012).
Publicity can positively drive UWWA’s campaign and organizational goals. On the other
hand, negative publicity may shed undesirable light on UWWA. According to last year’s cam-
paign research team, negative publicity not only shapes the public’s opinion, but also can have
damaging effects on the public support of an organization (Childers et al., 2012).
2. Organizational Analysis
a. Description
United Way Worldwide is a nonprofit organization that focuses on the building blocks for a
good life: education, income and health. United Way Worldwide is the leadership and support
organization for the network of nearly 1,800 community-based United Ways in 45 countries and
territories (“Vision, Mission, and Goals,” n.d.).
United Way of West Alabama, a member of United Way Worldwide, “seeks to determine
the needs of the West Alabama community and through the support of community volunteers and
donors works to solve those needs for positive changes within the West Alabama
community” (“About United Way of West Alabama,” n.d.). UWWA serves the needs of Bibb,

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Fayette, Greene, Hale, Lamar, Marengo, Pickens, Sumter and Tuscaloosa counties to constantly
help improve the quality of life for area residents by helping fund effective programs and ser-
vices through West Alabama.
UWWA is a community-sponsored organization that helps raise funds for services for its
27 partner service agencies. As a volunteer organization of over 800 volunteers, who help raise
and distribute funds to local agencies and initiatives, UWWA works as a service organization that
responds to community needs, providing help in any way possible (“About United Way of West
Alabama,” n.d.).
b. Mission
“The United Way of West Alabama’s mission is to promote the general welfare of the cit-
izens of West Alabama by raising funds, on an annual basis, to assist the effective delivery of
health and human care programs and services, allocating funds raised on a fair and equitable ba-
sis according to the priority needs of the community, monitoring the expenditures of United Way
funds to assure they are used effectively, considering the funding of additional programs and ser-
vices, when appropriate, and assisting, whenever needed, in the implementation of new efforts to
meet emerging community needs” (“Mission/History,” n.d.).
c. Funding
As a nonprofit organization, The United Way of West Alabama depends on donations to
effectively and continually run the organization. UWWA focuses on being cost-efficient, and 87
percent of its donations go into services (Childers et al., 2012, p.7). When economic times are
tough, social service agencies are called upon to help in the communities. UWWA and its 27
partner service agencies responsibly handle the donations received and how donations are spent

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(United Way of West Alabama, “Annual Report,” 2010). The set donation goal for 2013 is
$3,260,000, according to UWWA’s website. Donations are obtained via mail and telephone, in-
cluding text messages (Childers et al., 2012, p.7). Each agency creates an annual budget consist-
ing of income and expense, which The Board of Directors of each agency helps assemble, and
then are reviewed by the Fund Distribution Committee. After reviewing each agency’s needs, the
committee reports back to UWWA’s Board of Directors. Decisions for funding will be made
through UWWA’s Board of Directors, and The Fund Distribution Committee will study each
agency to decide the amount of funds each agency will be given (Childers et al., 2012, p.7). Indi-
vidual agencies are able to receive funding in an emergency or crisis, but UWWA is not given
government funding directly.
UWWA’s Information and Referral line, 2-1-1, assists individuals in West Alabama with
information about ways to give and get help. It helps connect people with community social ser-
vices and opportunities to volunteer (United Way of West Alabama, “Annual Report,” 2010).
d. Timeline
1946- United Way of West Alabama is launched in Tuscaloosa, Ala. (United Way of West Al-
abama, n.d.).
1976- UWWA exceeded its campaign goal by raising approximately $750,000 (“United Way An-
nounces Campaign Chair and Goal,” 2009).
2011- UWWA successfully exceeded yet another campaign goal of $3 million (“Campaign,”
n.d.).

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2012- “In 2012, approximately 84.9 cents of every UWWA dollar raised was directly distributed
to agency and initiative programs” (“History,” n.d.) Also, numerous people benefitted from Unit-
ed Way’s services.
2013- UWWA is working toward its campaign goal of over $3 million (United Way of West Al-
abama, n.d.).
e. Current and past communications-
United Way of West Alabama’s website provides different forms of communicating with
their audiences. The organization’s website includes links to Facebook (United Way of West Al-
abama), Twitter (@UnitedWayWestAL), YouTube (United Way of West Alabama) and Flickr
(United Way of West Alabama). UWWA’s website offers resources and links to make it easy to
direct visitors to find information about UWWA and the programs of UWWA (“Welcome,” n.d.).
Under the “Campaign” tab on UWWA’s website, information is provided about United
Way of West Alabama’s 2013 Campaign including the theme of the campaign, the dates of the
campaign, the campaign’s goal and the campaign’s chairman (“Campaign,” n.d.).
United Way of West Alabama communicates in useful ways. Campaign Bulletins are in-
cluded from the 2012 campaign. These bulletins name the organizations receiving awards for
corporate gifts and employee donations as well as excellent growth in employee donations
(“Campaign,” n.d.). UWWA effectively uses its website to communicate to its audience about
what services are offered and what the organization is currently doing.
f. Programs
Through United Way of West Alabama’s website and resources, those visiting the website
can learn more about getting involved with UWWA, donating, volunteering and more. The web-

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site includes links to each of the 27 partnering agencies that United Way of West Alabama is in-
volved with. UWWA’s website includes links to the programs they support, including the 2-1-1
program and Success By 6. Each of the links on the website directs the visitors to a page laying
out all of the information about each program (“Welcome,” n.d.).
g. Key publics
UWWA’s key publics for this internal campaign are its 27 partner agencies. These non-
profit agencies are required to provide a health, education or financial assistance service for the
West Alabama counties in order to receive funds from UWWA. Its external key publics include
the community, volunteers and donors.
Below, the 27 partner agencies are analyzed. Included is a brief description of the organi-
zation, who it serves and a social media analysis. Each organization is classified by our social
media scale as either beginner, intermediate or advanced.
Beginner: A beginner social media user may or may not have main accounts set up for their or-
ganization. Beginner users lack knowledge of basic social media strategies. With little com-
pelling content, beginners lack an interactive follower base, and struggle to post meaningful in-
formation. A beginner’s social media sites are likely not listed on the organization website. Be-
ginners may not realize the ease of use, are looking to build their audience or to learn the basic
perks of social media.
Intermediate: An intermediate social media user has established social media accounts. The in-
termediate user may have followers, but lack the knowledge to start a conversation to engage
said followers. Intermediate users may only be linking posts and disseminating information

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rather than interacting with their audience. Intermediate users may “know” social media, but do
not know how to strategically use it to their advantage.
Advanced: Advanced users are social media savvy. The organization’s accounts are established
and content is updated frequently. The accounts are strong, and they have a consistent audience.
These users may need a fresh pair of eyes on their strategies to push them to the next level. Users
at the advanced level may lack the direction to achieve a specific goal (i.e. gain volunteers, cre-
ate a conversation about their organization, organize accounts in one place- Hootsuite).
Audiences to be reached by the campaign with social media analysis:
Alabama Head Injury Foundation
The Alabama Head Injury Foundation (AHIF) works to raise awareness of Traumatic
Brain Injury (TBI), create support services and improve the quality of life for those affected by
TBI. According to the AHIF website, each year more than 1,500 Alabamians are disabled be-
cause of TBI. AHIF provides resources and services to help the financial and emotional needs of
clients and their families. AHIF was founded in 1983 by professionals and families and serves
the entire state of Alabama through widespread programs and services (“Our Mission,” Alabama
Head Injury Foundation website, n.d.).
Social media analysis: AHIF currently uses Facebook as its main social media outlet A
link to the Facebook page can be found on the home page of the website. The page has approxi-
mately 900 likes. AHIF shares multiple links per week that are mostly articles concerning head
injuries. However, AHIF does not share any articles or links about articles concerning its com-
munity involvement or services, and also does not generate dialogue with followers (Alabama
Head Injury Foundation, Facebook, 2013). AHIF also has a link to its Myspace account on the

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website, but its Myspace page is outdated and does not contain any information. AHIF does not
have a Twitter account.
For the lack of a Twitter account, the use of the outdated platform, Myspace, and the
mediocre use of its Facebook page, AHIF is in the beginner category of the social media scale.
American Red Cross (West Alabama)
The West Alabama chapter of the American Red Cross serves Bibb, Fayette, Green, Hale,
Lamar, Pickens, Sumter and Tuscaloosa counties. While well known for its disaster relief and
blood drives, the Red Cross also offers armed forces services, health and safety education, volun-
teer opportunities and international services. The Alabama Red Cross is the only Red Cross
chapter nationwide to offer Project SHARE (Service to Help Alabamians with Relief on Energy)
which has provided emergency energy services to elderly and disabled Alabamians for the past
30 years (“About us, Alabama Region” American Red Cross website, n.d.).
Social media analysis: The main American Red Cross website features links to social
media outlets including Facebook, Twitter, YouTube, Flickr, a blog and mobile apps for the Al-
abama chapter. The West Alabama chapter’s Facebook page has 800 likes and multiple posts per
week sharing articles from the Red Cross (American Red Cross West Alabama Chapter, Face-
book, 2013). Its Twitter account has more than 750 followers and tweets 5-6 times per week,
frequently using hashtags and sharing links (@bamaredcross, Twitter, 2013).
Because of this activity and the presence of multiple social media outlets, the West Al-
abama Red Cross chapter is in the advanced category of the social media scale.
ARC of Tuscaloosa

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The ARC of Tuscaloosa County is the local chapter of ARC of Alabama and ARC of the
United States. ARC is a nonprofit organization that assists adults with intellectual disabilities and
provides services to help them become independent (The Arc of Tuscaloosa County, Facebook,
n.d.).
Social media analysis: The ARC of Tuscaloosa (Arc) website is currently under construc-
tion, so research was done strictly on social media outlets. Arc currently has 230 likes on its
Facebook page, which could be considered a small number. However, Arc posts multiple times
per week and shares photos from events (The Arc of Tuscaloosa County, Facebook, 2013). Arc
opened its Twitter account in April 2013. Since that date, it accumulated 40 followers and tweet-
ed 15 times (@ARCTuscaloosa, Twitter, 2013).
Considering the fact that this is less than one tweet per week, and the lack of other social
media outlets, ARC is in the intermediate category of the social media scale.
Arts ‘n Autism
Started in March 2004 by parents of children with autism, Arts ‘n Autism provides after-
school and summer programs for Tuscaloosa children from preschool to teenagers with autism.
The programs involve visual and performing arts. Arts ‘n Autism also provides assistance to low-
income families that do not have the means to place their autistic children in after-school or
summer programs. Arts ‘n Autism also provides a LIFE (Learning Independence for Future Edu-
cation and Employment) program for young adults graduating high school and entering the work
force or college. This program, initiated in 2010, helps students prepare for a productive life in
the community (“About Arts ’n Autism,” Arts ’n Autism website, n.d.).

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Social media analysis: The Arts ‘n Autism website has a link to its Facebook page. Arts n’
Autism has a very active presence on Facebook and almost 2,000 likes. Followers initiate dia-
logue on the page and Arts n’Autism shares multiple links and photos from its events, past and
upcoming (Arts ’n Autism, Facebook, 2013). Arts ‘n Autism’s Twitter account has more than
1,600 followers and 1,520 tweets posted at least once a day, sometimes more. These tweets often
include links to Facebook, and a few initiate conversations with followers (@artsnautism, Twit-
ter, 2013).
Because of its very active presence on Facebook and Twitter, Arts n’Autism is in the ad-
vanced category of the social media scale.
Big Brothers Big Sisters West Alabama
Big Brothers Big Sisters of West Alabama (BBBSWA) is a mentor program that pairs
vulnerable children with volunteer young adult mentors. BBBSWA works with children who are
usually exposed to single-parent homes, poverty or parent incarceration. The program affects
more than 400 children ages six through 18 in West Alabama annually, and focuses on reducing
their risks with issues like dropping out of school, violence, and drug and alcohol abuse. Eighty-
five percent of “Little” participants said their “Big” gave them more confidence in their abilities,
while 67 percent said their Big influenced their decision to attend college (“About us,” Big
Brother Big Sisters West Alabama website, n.d.).
Social media analysis: The Big Brothers Big Sisters of West Alabama website features
links to its Facebook and Twitter pages. Its Facebook page has 300 likes and features two to
three posts per week, mostly sharing about upcoming events and posting pictures from recent
events. Followers initiate a fair amount of dialogue and share related links (Big Brothers Big Sis-

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ters West Alabama, Facebook, 2013). The Twitter account shows 150 tweets since it opened in
Sept 2012 and 186 followers. The tweets are inconsistent, with one every day for a week, then a
two week silent period, followed by another 5 tweets the next week (@BBBSWestAlabama,
Twitter, 2013).
Because of the lack of activity and followers on both accounts, Big Brothers Big Sisters
of West Alabama is in the intermediate category of the social media scale.
Boy Scouts of America – Black Warrior Council
Boy Scouts of America is one of the nation’s largest and most well-known programs for
young men that builds character, trains them in responsibilities of participating citizenship, and
develops personal fitness. Boy Scouts of America’s “mission is to prepare young people to make
ethical and moral choices over their lifetimes by instilling in them the values of the Scout Oath
and Scout Law (“Mission Statement,” 2012).”
Boy Scouts of America–Black Warrior Council serves 4 districts, Chicasaw, Choctaw,
Mountain and Prairie (“Districts,” n.d.). BSA-BWC serves 3 different ages groups: Cub Scouts,
ages 7-10; Boy Scouts, available to boys who have earned the Arrow of Light Award and are at
least 10 years old; and Venturing, a youth development program for young men and women who
are 13-14 years of age and have complete the eighth grade (“Cub,” n.d.).
Social media analysis: BSA-BWC has a Facebook and Twitter, but neither are linked on
the website (Boy Scouts of America Black Warrior Council, Facebook n.d.). BSA-BWC, joined
Facebook on July 1, 2013 and they last shared a link on Sept. 6. BSA-BWC has only posted
three items on its Facebook. BSA-BWC’s Twitter account was created April 27, 2011 and since
then, there have only been 13 tweets. Their last tweet was updated on Jan. 11. Most of their

24. !24
Campaign Book
tweets merely gave information with no interaction (@BSABWC, Twitter, 2013). BSA-BWC
has 51 followers on Twitter and 19 likes on Facebook.
Due to lack of followers and sufficient posting, BSA-BWC is ranked beginner on the
social media scale.
The Boys and Girls Club of West Alabama
“The Boys and Girls Club of West Alabama promotes social, educational, health, leader-
ship and character development of boys and girls during critical periods of their lives. The club
provides boys and girls with a safe place to learn and grow; life-enhancing, character develop-
ment experiences; ongoing relationships with caring, adult professionals; hope and
opportunity” (“Purpose,” 2013). Boys and Girls Club of West Alabama’s mission is to “inspire
and enable all young people, especially those who need us most, to realize their full potential as
productive, responsible and caring citizens” (“Mission,” 2013). In March of 1961, Boys Club of
Tuscaloosa County, Inc. was incorporated, and was charted by the State of Alabama as a non-
profit corporation.
Social Media Analysis: BGCWA has a Facebook and Twitter, but neither are linked on
the website. BGCWA joined Facebook on March 10, 2010 and they last shared a link on March
18, 2010 (Boys and Girls Club of West Alabama, Facebook, 2013). BGWCA’s Twitter account
was created Oct. 7, 2010 and since then, they have only posted 56 tweets (@BGCWestAlabama,
Twitter, n.d.). Their Twitter was last updated in April 2011. BGCWA has 128 follows on Twitter
and 86 likes on Facebook.
With the lack of interaction and recent posts, BGCWA is ranked beginner on the social
media scale.

25. !25
Campaign Book
Caring Days Adult Day Care
Caring Days Adult Day Care is a day program for adults with some form of memory dis-
order. “Adults who attend the program participate in activities that are specially designed to en-
courage the continued use of social, language, motor and cognitive skills. The goal of Caring
Days is to provide quality of life to all clients by making sure they laugh and smile each
day” (“Welcome to Caring Days,” 2011).
Social media analysis: Caring Days has a Facebook linked to their website, but they do
not have a Twitter. Caring Days joined Facebook on Oct. 6, 2009, and it is updated every so of-
ten with photos and links (Caring Days Adult Day Care, Facebook, 2009). Caring Days last
shared a photo on Sept. 20. Caring Days has 602 likes on Facebook.
With only one social media account that is rarely updated, Caring Days is ranked begin-
ner on the social media scale.
Child Abuse Prevention Services (CAPS)
Child Abuse Prevention Services seeks to end child abuse through community education
and awareness. CAPS offers parents and children community based education programs. CAPS
mission is to “improve family/child relationships by providing educational programs that teach
specific pro-social/life skills in an effort to prevent or reduce the risk of child abuse and neglect,
and to provide referral services for parents and children that may need long-term counseling as-
sistance” (“CAPS Mission,” n.d.).
CAPS uses a two-fold approach: 1) Providing services to families who have been a vic-
tim of child abuse problems, and 2) To provide services for the community to stop abuse problem
in families where none exist (“CAPS Mission,” n.d.).

26. !26
Campaign Book
The CAPS website is down, but the organization does have a Facebook and Twitter ac-
count. CAPS joined Facebook on March 23, 2011. CAPS updated its Facebook regularly in the
past, but it has not posted since Oct. 2, 2012 (CAPS, Facebook, 2011). The organization used to
post quotes, links and photos. CAPS Twitter account was created March 24, 2011 and was also
updated regularly in the past. The last two tweets were from Oct. 2, 2013 and Sep. 25, 2012
(@capstuscaloosa, Twitter, 2011). CAPS has 44 followers on Twitter and 657 likes on Facebook.
Due to lack of recent posts on both platforms, CAPS is ranked intermediate on the social
media scale.
Easter Seals West Alabama
Easter Seals helps individuals with disabilities and special needs, and their families, to
live better. Easter Seals offers numerous services, from child development centers to physical
rehabilitation and job training for people with disabilities. This assists people with disabilities to
address life’s challenges and achieve personal goals” (“Easter Seals West Alabama, 2008”). East-
er Seals West Alabama’s goal is “to provide exceptional service to ensure that all people with
disabilities or special needs and their families have equal opportunities to live, learn, work and
play” (“Easter Seals West Alabama”, 2008). Easter Seals West Alabama provides many programs
such as Speech Therapy, Social Security Representative Payee, Transportation, Workforce In-
vestment Act At-Risk-Youth, Vocational and Nurse Family Partnership. Easter Seals West Al-
abama was formerly known as Tuscaloosa Rehabilitation Facility, which opened in 1959. “East-
er Seals West Alabama has remained true to its mission of serving children and adults with dis-
abilities while maintaining a reputation for quality, comprehensive service through all these
changes” (“About Us,” 2008).

27. !27
Campaign Book
Social media analysis: On ESWA’s website there are links to both Facebook and Twitter,
but it says the Facebook page cannot be found. ESWA’s Facebook is not listed as a fan page,
rather a “friend” page (Easter Seals West Alabama, Facebook, n,d.). Their last update was in
Sep. 2009. ESWA’s Twitter was created June 8, 2012. ESWA recently started updating its Twit-
ter frequently on Sep. 26, 2013. ESWA has 47 followers on Twitter, but it does not seem like
they have been interacting (@ESWA3, Twitter, n.d.).
Without an appropriate fan page for Facebook, and a rarely updated Twitter, ESWA is in
the beginner category of the social media scale.
Family Counseling Services
Family Counseling Services, located in Tuscaloosa, offers counseling for individuals as
well as for families. Family Counseling Services serves Tuscaloosa residents with a variety of
services, from adult counseling to adolescent counseling. Family Counseling Services’ mission is
“to improve the quality of life for the people of West Alabama by providing accessible, expert
counseling services and state-of-the-art programs that promote mental, emotional and social well
being.” (“Mission,” n.d.)
Social media analysis: Family Counseling Services’ website is very outdated, and needs
to be updated (Family Counseling Services, n.d.). As far as social media, Family Counseling
Services does not have a Twitter account, nor does it have a Facebook page.
Considering the lack of social media accounts and the outdated website, Family Counsel-
ing Services is ranked beginner on the social media scale.
FOCUS on Senior Citizens

28. !28
Campaign Book
FOCUS on Senior Citizens gives senior citizens “a place to make social connections, find
purpose through volunteerism, and access vital programs to meet their ongoing needs” in
Tuscaloosa. The mission of FOCUS is to meet the needs of senior citizens, supporting them to
continue being independent, active, and healthy for as long as possible. (“Welcome,” n.d.)
Social media analysis: The website for FOCUS on Senior Citizens includes links to Twit-
ter and Facebook pages, but only the Facebook link connects those visiting the site to its page.
FOCUS does not have a Twitter account. Its Facebook account is fairly active. On its Facebook
page, there are a total of 45 likes, and it hardly generates any comments or conversations on its
posts (FOCUS on Senior Citizens, Facebook, n.d.).
Due to a minimal focus on updating social media accounts and not having a Twitter ac-
count, FOCUS on Senior Citizens is in the beginner category of the social media scale.
Girl Scouts of North-Central Alabama
Girl Scouts of North-Central Alabama holds educational and recreational programs for
girls. The organization is dedicated to the development of young women, focusing on building
character and encouraging growth (“About Girl Scouts,” n.d.).
Social media analysis: Girl Scouts of North-Central Alabama is very advanced in their
social media skills. The website includes links to YouTube, Twitter, Facebook, Picasa, Pinterest
and a link to the organization’s blog (Girls Scouts of North-Central Alabama, n.d.). Although this
organization is very advanced in its social media skills, it should narrow its focus. The organiza-
tion continually creates conversation and receives feedback from its audience, which is key for
communicating via social media.

29. !29
Campaign Book
With an exceptional focus on social media, Girl Scouts of North-Central Alabama are in
the advanced category of the social media scale.
Good Samaritan Clinic
Good Samaritan Clinic, located in Tuscaloosa, provides primary health care to people
who are uninsured with incomes lower than the federal poverty guideline (“Welcome to Good
Samaritan,” n.d.).
Social media analysis: Good Samaritan Clinic’s website does not include any links to any
social media sites. The only platform this agency employs is Facebook, and it does not keep up
with the page (Good Samaritan Clinic, Facebook, n.d.).
Taking lack of social media participation into account, the Good Samaritan Clinic is
ranked beginner on the social media scale.
Hospice of West Alabama
Hospice of West Alabama provides professional health care support for those who are
terminally ill, either inpatient or at home care. HOWA provides services to Bibb, Greene, Hale,
Pickens, Fayette, Lamar and Tuscaloosa counties. The main focus of Hospice is to keep a patient
connected with his or her loved ones in a pain free environment (“About HOWA,” n.d.).
Social media analysis: Hospice’s website includes a link to its Facebook page, and also a
link to view a video on YouTube. Hospice of West Alabama does keep up with its Facebook
page, but not its YouTube account. For Facebook, the organization’s posts gain a few comments
and likes, but not many. The organization’s Facebook posts mostly contain announcements about
upcoming events (Hospice of West Alabama, Facebook, n.d.).

30. !30
Campaign Book
With room for improvement and the opportunity to delve into other social media plat-
forms, Hospice of West Alabama is in the intermediate category of the social media scale.
211/Information and Referral Services
“The 2-1-1 program provides an easy to remember telephone number that connects peo-
ple with important community service and volunteer opportunities. 2-1-1 offers access to the fol-
lowing types of service: basic human needs resources, physical and mental health resources, em-
ployment support and support for children, youth and families” (“What is 2-1-1?,” n.d.).
Social media analysis: The 2-1-1 website portal is very basic, but it does tie in with the
United Way website. 2-1-1 has a Facebook, but does not post often, nor is the content engaging
its audience (2-1-1 Information and Referral Services, Facebook, n.d.).
Because 2-1-1 lacks its own presence on social media, aside from UWWA, it is ranked
beginner on the social media scale.
Phoenix House
“The Phoenix House, Inc. of Tuscaloosa, Alabama is a freestanding, nonprofit halfway
house that began operation in the late 1960s. It evolved to its current mission and structure in
1972. During this period, the Phoenix House provided opportunities for addiction recovery in
both residential and outpatient levels of care. They are a state certified and supported residential
rehab facility. They serve the west Alabama community. They are also partially supported by The
United Way of West Alabama. They currently serve 20 male clients and 12 female
clients” (Phoenix House Inc., n.d.).
Social media analysis: The Phoenix House website is very basic and dated (Phoenix
House, n.d.). The organization’s online presence is non-existent for the Tuscaloosa chapter.

31. !31
Campaign Book
Considering the lack of a social media presence, the Phoenix House is ranked beginner
on the social media scale.
Salvation Army
“The Salvation Army is a worldwide evangelical Christian church with its own distinctive
governance and practice. The Army’s doctrine follows the mainstream of Christian beliefs, and
its articles of faith emphasize God’s saving purposes. Its religious and charitable objects are “the
advancement of the Christian religion … and, pursuant thereto, the advancement of education,
the relief of poverty, and other charitable objects beneficial to society or the community of
mankind as a whole.” The Salvation Army, an international movement, is an evangelical part of
the universal Christian church. Its message is based on the Bible. Its ministry is motivated by the
love of God. Its mission is to preach the gospel of Jesus Christ and to meet human needs in His
name without discrimination” (“About the Salvation Army,” n.d.).
Social media analysis: The Salvation Army of Tuscaloosa’s website is very dated, and it
is not user friendly. Though the organization has a Facebook account, it is rarely updated and
merely shares information (The Salvation Army Tuscaloosa Alabama, Facebook, n.d.).
Though the Salvation Army has established social media pages, the organization is ranked
beginner on the social media scale.
The Sickle Cell Disease Association of America – West Alabama Chapter
The Sickle Cell Disease Association of America-West Alabama Chapter, Inc. was orga-
nized in December 1985. The Association now serves citizens in nine West Alabama counties.
Through a collaborative network with UAB Comprehensive Sickle Cell Center, West Alabama

32. !32
Campaign Book
county health departments, community health clinics, private physicians and other health profes-
sionals, our clients can usually receive the needed medical services right in their own communi-
ty. The organization’s mission is to improve the health status of affected persons, increase com-
munity awareness of the sickle cell disease, help alleviate the impact of family resources result-
ing from having a child born with sickle cell disease and to aid in the search for a cure or control
of the condition (“Mission,” n.d.).
Social media analysis: The Sickle Cell Disease Association of America- West Alabama
Chapter’s website is connected to the main organization’s page, lacking a separate web portal for
west Alabama specifically. The organization has a Facebook page, but has posted a total of three
items (The Sickle Cell Disease Association of America- West Alabama Chapter, Facebook, n.d.).
Without a distinct west Alabama focused online presence, The Sickle Cell Disease Asso-
ciation of America- West Alabama Chapter is in the beginner category of the social media scale.
Success by Six
The main focus of United Way of West Alabama’s Success By 6 initiative is to provide
services to at-risk children from birth to age five. Success By 6’s mission “is to help ensure that
all children in the future in West Alabama will enter first grade healthy, confident and ready to
learn” (“United Way Success by 6,” n.d.).
Social media analysis: Like 2-1-1, Success by Six is a program through United Way, and
is connected to the UWWA web page. It is very simple, explaining what the program is. Success
by Six lacks a distinct social media presence.

33. !33
Campaign Book
With no current, separate social media accounts, Success by Six is ranked beginner on
the social media scale.
Temporary Emergency Service
“Temporary Emergency Services Inc. (TES) is a nonprofit organization dedicated to help-
ing individuals and families in crisis situations. Churches in the Tuscaloosa Community funded
TES in 1945 to serve clients unable to receive assistance from local social services agencies.
TES and the Thrift Store serve residents of Tuscaloosa County on an as needed basis. TES re-
ceives donations from United Way, local businesses, churches and individuals” (Temporary
Emergency Services, “Home,” n.d.).
Social media analysis: The TES website is modern, user friendly and provides intriguing
content (Temporary Emergency Services, n.d.). The organization has not posted on social media,
though, since May. The posts are content heavy, and also merely list sponsors (Temporary Emer-
gency Services, Facebook, n.d.).
Since TES lacks compelling content on social media, the organization is in the beginner
category of the social media scale.
Turning Point
Turning Point was founded in 1979, and offers services in relation to domestic violence
and sexual assault. Serving more than 2,000 residents in West Alabama each year, Turning Point
is a leading organization in assisting individuals to escape abusive environments. Turning Point
offers a 24-hour hotline, a convenient website with the option to immediately click off, individ-
ual counseling and legal advocacy (“Turning Point’s History,” n.d.).

34. !34
Campaign Book
Social media analysis: Turning Point’s website is slightly dated and lacks ease of use. A
successful feature allows users to escape at any time if the situation is not safe for victims to be
accessing the site. Facebook and Twitter accounts for the agency are listed on the website, but
they are not linked. Also, a blog is listed, but there is not an access link, nor is there any content.
Facebook has 432 likes, with fairly consistent, interactive posts (Turning Point, Facebook, n.d.).
The Twitter account has 60 tweets and 6 followers (@TurningPointAL, Twitter, n.d.).
With a decent effort to coordinate Facebook posts by engaging the organization’s audi-
ence, Turning Point is in the intermediate category of the social media scale.
Tuscaloosa’s One Place
Tuscaloosa’s One Place is a family resource center focused on encouraging people to re-
alize their full potential. Tuscaloosa One Place offers youth programs, parenting services, educa-
tional services and community outreach (Tuscaloosa’s One Place Community Outreach, n.d.).
Social media analysis: The Tuscaloosa One Place website is accessible and navigable.
The organization’s Facebook account has 1,069 likes, and the content is informative and visual
(Tuscaloosa’s One Place, Facebook, n.d.). The Tuscaloosa One Place has a Blogspot with fairly
consistent blogs in the past, but it has not been used since June 2013. The “blog corner” link on
the website leads to a blank page. On Twitter, Tuscaloosa’s One Place has 299 followers and 555
tweets (@tusc1place, Twitter, n.d.). The posts are fairly consistent, only because it is linked
through the Facebook posts.
Because the site and social media platforms are fairly accessible, frequent and informa-
tive, Tuscaloosa’s One Place is in the advanced category of the social media scale.
United Cerebral Palsy of West Alabama

35. !35
Campaign Book
United Cerebral Palsy of West Alabama is a service agency dedicated to individuals with
disabilities and their families. UCPWA serves West Alabama residents, aiming to improve the
quality of life for those with disabilities. The organization offers various programs, educational
resources and an early intervention program (United Cerebral Palsy of West Alabama services,
n.d.).
Social media analysis: The UCPWA website is professional and accessible. There are
links to Youtube, Wordpress, Twitter, Tumblr and Facebook. The Youtube channel is under a per-
sonal name with zero subscribers. The Wordpress link is a ghost blog. The Twitter account has 13
tweets total with no interaction (@UCP_WA, Twitter, n.d.). The Facebook page has 132 likes
with fairly consistent posts (UCPWA, Facebook, n.d.).
Though all accounts are listed on the website, few are used at all. Due to this, UCPWA is
in the intermediate category of the social media scale.
West Alabama AIDS Outreach
The West Alabama AIDS Outreach is intent to promote awareness of AIDS in the West
Alabama community. Not only does the organization hope to provide a healthy, compassionate
community, but it also educates, offers support and is an advocate of those living with or affected
by HIV/AIDS. The West Alabama AIDS Outreach organization educates over 7,000 people liv-
ing across 10 of West Alabama’s counties (“History,” n.d., a).
Social media analysis: The West Alabama AIDS Outreach website is fairly unprofessional
looking. The links to social media are not listed on the website. On Twitter, the organization has
20 tweets total- last posted in 2012 (Twitter, n.d., c). On Facebook, the organization has 985
likes, and is interactive with users (Facebook, n.d., b).

36. !36
Campaign Book
With stagnant pages, The West Alabama AIDS Outreach organization is in the beginner
category of the social media scale.
YMCA
The YMCA intends to offer a place where community and family are encouraged. The
YMCA focuses on the development of children, the importance of family and promoting healthy
living (“About us,” 2012).
Social media analysis: The YMCA website is informative and easy to operate. There are
two YMCA locations: Barnes and Central. There are social media links listed on the website. The
YMCA on has a Facebook page, 529 likes and it is used on a consistent basis (YMCA, Face-
book, n.d.). The YMCA is not active on Twitter, posting stagnantly (@YMCA_Tusc, Twitter,
n.d.).
Due to lack of engaging posts for the YMCA audience to participate in, the YMCA of
Barnes and Downtown are in the intermediate category of the social media scale.
Agency Beginner Intermediate Advanced
Alabama Head
Injury Foundation
(AHIF)
*
American Red Cross
(West Alabama)
*
ARC of Tuscaloosa *
Arts n’Autism *
Big Brothers Big
Sisters West
Alabama
*

37. !37
Campaign Book
Boy Scouts of
America-Black
Warrior Council
*
The Boys and Girls
Club of West
Alabama
*
Caring Days Adult
Day Care
*
Child Abuse
Prevention Services
(CAPS)
*
Easter Seals of West
Alabama
*
Family Counseling
Services
*
FOCUS on Senior
Citizens
*
Girl Scouts of North-
Central Alabama
*
Good Samaritan
Clinic
*
Hospice of West
Alabama
*
211/Information and
Referral Services
*
Phoenix House *
Salvation Army *
The Sickle Cell
Disease Association
of America- West
Alabama Chapter
*
Success by Six *
Temporary
Emergency Services
*

38. !38
Campaign Book
3. SWOT
Strengths:
• United Way of West Alabama (UWWA) has established Facebook and Twitter accounts
that are frequently updated
• UWWA holds monthly meetings with its 27 partner agencies, with guest speakers- one of
whom is a social media expert
• UWWA’s website is informational and navigable, with links to its 27 partner agencies
• The crisis communication plan from the previous campaign can be modified to incorpo-
rate a social media aspect
• UWWA is actively seeking a communications director
• UWWA can use social media to promote their 27 partner agencies
Turning Point *
Tuscaloosa’s One
Place
*
United Cerebral
Palsy of West
Alabama
*
West Alabama AIDS
Outreach
*
YMCA *

39. !39
Campaign Book
• The 27 partner agencies have the opportunity to expand their reach via social media
• The agencies have the opportunity to be prepared with a social media communication
plan if faced with a crisis
• Social media may be the most feasible way to spread information from UWWA or its
partner agencies across West Alabama
Weaknesses:
• Few of UWWA’s partner agencies have solid control on social media
• Social media was not a vital factor included in the crisis communication plan template
from the previous campaign
• UWWA’s partner agencies do not necessarily have the knowledge of using social media
in a crisis
• UWWA does not require its 27 agencies to actively participate on social media- especial-
ly in use during a crisis
• UWWA and its partner agencies do not post consistently enough to engage their audi-
ences
• With a small staff, the partner agencies may not be able to allocate enough time or have
the resources to commit to a social media plan
Opportunities:
• Nonprofits are well-received by the community
• Social media is an accessible way to reach the various communities in west Alabama
• Social media is a fast-growing communications platform for UWWA to gain volunteers,
donors etc.

40. !40
Campaign Book
Threats:
• A crisis may take place before the agencies have implemented a social media plan into
their pre-existing crisis communication plan
• The digital divide may be a threat to technology and internet access in the West Alabama
community, threatening the organization’s possible social media reach
• Other nonprofits may have strong social media platforms established, reaching into
UWWA and its partner agencies’ audience; the donors may be more inclined to donate to
another nonprofit
5. Problem Statement
The United Way of West Alabama and its 27 partner agencies are lacking an effective so-
cial media presence. A social media presence can assist in gaining a wider reach, increasing do-
nations, supporting volunteer efforts, doing event promotion, maintaining transparency during a
crisis and communicating information.
6. Audiences to be reached by campaign
As listed in our key publics section, this internal campaign will reach UWWA’s 27 part-
ner agencies. See “key publics” for analysis of each agency.

41. !41
Campaign Book
References
Alabama Head Injury Foundation (n.d.). In Facebook business page. Retrieved on September 21,
2013, from http://www.facebook.com/pages/Alabama-Head-Injury-Foundation/
70130303322?ref=br_tf
Alabama Head Injury Foundation (n.d.). In Myspace business page. Retrieved on September 21,
2013, from http://myspace.com/alabamaheadinjury
Alabama Head Injury Foundation (n.d.). Our mission. Retrieved on September 21, 2013 from
http://www.ahif.org/.
.American Red Cross (n.d.). About us, Alabama Region. Retrieved on September 21, 2013, from
http://www.alredcross.org/general.asp?SN

42. !42
Campaign Book
American Red Cross West Alabama Chapter (n.d.). In Facebook business page. Retrieved on
September 21, 2013, from http://www.facebook.com /WestAlabamaRedCross
American Red Cross West Alabama Chapter (n.d.). In Twitter [@bamaredcross]. Retrieved on
September 21, 2013, from http://twitter.com/bamaredcross
Arc of Tuscaloosa County (n.d.). In Facebook [non-profit organization page]. Retrieved on Sep-
tember 21, 2013, from http://www.facebook.com/arctusc
Arc of Tuscaloosa (n.d.). In Twitter [@ARCTuscaloosa]. Retrieved on September 21, 2013, from
http://twitter.com/ARCTuscaloosa.About Arts ‘n Autism (n.d.)
Arts ‘n Autism (n.d.) In Facebook [charity organization page]. Retrieved on September 21, 2013,
from http://www.facebook.com/artsnautism
Arts ‘n Autism (n.d.). In Twitter [@artsnautism]. Retrieved on September 21,2013, from http://
twitter.com/artsnautism
Arts ’n Autism. Retrieved on September 21, 2013, from http://www.artsnautism.org/Art-
s_n_Autism/About_Us.html
Big Brothers Big Sisters of West Alabama (n.d.). About us. Retrieved on September 21, 2013,
from http://www.bbbswestal.org/
Big Brothers Big Sisters of West Alabama (n.d.). In Facebook [youth organization page]. Re-
trieved on September 21, 2013, from http://www.facebook.com/BBBSwestAl-
abama
Big Brothers Big Sisters of West Alabama (n.d.). In Twitter [@BBBSWestAlabama]. Retrieved
on September 21, 2013, from http://twitter.com/BBBSWestAlabama

43. !43
Campaign Book
Boy Scouts of America Black Warrior Council (n.d.) In Facebook business page. Retrieved on
September 21, 2013, from https://www.facebook.com/pages/Black-Warrior-Coun-
cil-Boy-Scouts-of-America/137698896434282
Boy Scouts of America Black Warrior Council (n.d.). In Twitter [@BCWBSA]. Retrieved on
September 21, 2013, from https://twitter.com/BWCBSA
Boy Scouts of America Black Warrior Council (n.d.). Mission. Retrieved on September 20, 2013
from http://www.scouting.org/scoutsource/outdoorprogram/annualreports/
2007/01mission.aspx
Caring Days Adult Day Care (n.d.). In Facebook business page. Retrieved on September 21,
2013, from https://www.facebook.com/caringdaysadultdaycare
Caring Days Adult Day Care (n.d.). Welcome. Retrieved on September 21, 2013, from http://
www.caringdays.org/
Child Abuse Prevention Services (n.d.), CAPS mission. Retrieved on September 22, 2013, from
http://capstuscaloosa.org/caps-at-a-glance/caps-mission/
Child Abuse Prevention Services (2011). In Facebook business page. Retrieved on September
22, 2013, https://www.facebook.com/pages/Child-Abuse-Prevention- Services/
101337653283573
Child Abuse Prevention Services (2011). In Twitter [@capstuscaloosa]. Retrieved on September
22, 2013, from https://twitter.com/capstuscaloosa
Childers, R., Ghioto, J., Murphy, P., Nakagawa, M., Smedley, C., & Wilson, J. (2012). “Know
the Plan, Know Your Part” Campaign Book

44. !44
Campaign Book
Cobb, M. (2012, December 14). United way campaign sets record. Retrieved from http://www.-
tuscaloosanews.com/article/20121214/NEWS/121219897/0/search?p=1&tc=pg).
According to the article, this was contingent upon community support and excep-
tional volunteer participation
Easter Seals West Alabama (2008). About us. Retrieved on September 21, 2013, from http://
www.easterseals.com/connect-locally/service-center-locations/west-alabama-
tuscaloosa.html
Easter Seals West Alabama (n.d.). In Facebook [friend page]. Retrieved on September 21, 2013,
from https://www.facebook.com/pages/Easter-Seals-West-Alabama/
124847022019
Easter Seals West Alabama (n.d.). In Twitter [@ESWA3]. Retrieved on September 21, 2013,
from https://twitter.com/ESWA3
Family Counseling Services (n.d.). Mission. Retrieved on September 22, 2013, from http://
www.counselingservice.org/mission
Family Counseling Services (n.d.). Welcome. Retrieved on September 22, 2013, from http://
www.counselingservice.org/
FOCUS on Senior Citizens (n.d.). In Facebook business page. Retrieved on September 22, 2013,
from https://www.facebook.com/pages/Focus-on-Senior-Citizens/
197390516966718?fref=ts
FOCUS on Senior Citizens (n.d.). Welcome. Retrieved on September 22, 2013, from http://focu-
sonseniorcitizens.org/

45. !45
Campaign Book
Girls Scouts of North-Central Alabama (n.d.). About Girl Scouts. Retrieved on September 22,
2013, from http://girlscoutsnca.org/council-info/about-girl-scouts
Girl Scouts of North-Central Alabama (n.d.). In Facebook business page. Retrieved on Sep-
tember 22, 2013, from https://www.facebook.com/GSNCA
Girl Scouts of North-Central Alabama (n.d.). In Twitter [@GirlScoutsNCA]. Retrieved on Sep-
tember 22, 2013, from https://twitter.com/GirlScoutsNCA
Girl Scouts of North-Central Alabama (n.d.). Welcome. Retrieved on September 22, 2013, from
http://girlscoutsnca.org/
Good Samaritan Clinic (n.d.) In Facebook business page. Retrieved on September 22, 2013,
from https://www.facebook.com/pages/Good-Samaritan-Clinic-Tuscaloosa/
160994690591783
Good Samaritan Clinic (n.d.). Welcome to Good Samaritan. Retrieved on September 22, 2013,
from http://gscclinic.org/
Hospice of West Alabama (n.d.). About HOWA. Retrieved on September 22, 2013, from http://
www,hospiceofwestalabama.com/index.php?
option=com_content&task=view&id=99&Itemid=139
Hospice of West Alabama (n,d.). In Facebook business page. Retrieved on September 22, 2013,
from https://www.facebook.com/pages/Hospice-of-West-Alabama-Inc/
346331482066917?ref=ts&fref=ts
Kim, S. (2012). The most generous states: republican and religious. ABC News. Retrieved on
September 15, 2013, from www.abcnews.go.com/Business/generous-states-chari-
ties-lean-republican/story?id=17030246#.UFJ2_I11TGA

46. !46
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NCCS. (n.d.). Quick Facts About Nonprofits: Data & research on the US Nonprofit Sector. Re-
trieved on September 15, 2013, from http://nccs.urban.org/statistics/quickfact-
s.cfm
Phoenix House Inc. Tuscaloosa (n.d.). Phoenix House of Tuscaloosa. Retrieved on September 21,
2013, from http://phoenixhousetuscaloosa.com/
Success by 6 (n.d.). Retrieved on September 22, 2013, from http://www.uwwa.org/
successby6.html
Temporary Emergency Services (n.d.). Home. Retrieved on September 22, 2013, from http://
www.temporaryemergencyservice.org/
Temporary Emergency Services (n.d.). In Facebook business page. Retrieved on September 22,
2013, from https://www.facebook.com/pages/Temporary-Emergency- Services/
158426164175182
The Boys and Girls Club of West Alabama (2013). History. Retrieved on September 21, 2013,
from http://www.bgcwestal.com/main_sublinks.asp?id=4&sid=38
The Boys and Girls Club of West Alabama (n.d.). In Facebook business page. Retrieved on Sep-
tember 21, 2013, from https://www.facebook.com/BoysAndGirlsClubOfWestAl-
abama
The Boys and Girls Club of West Alabama (n.d.). In Twitter [@BGCWestAlabama]. Retrieved
on September 21, 2013 from https://twitter.com/BGCWestAlabama
The Boys and Girls Club of West Alabama (2013). Mission. Retrieved on September 21, 2013,
from http://www.bgcwestal.com/main_sublinks.asp?id=4&sid=36

47. !47
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The Boys and Girls Club of West Alabama (2013). Purpose. Retrieved on September 21, 2013,
from http://www.bgcwestal.com/main_sublinks.asp?id=4&sid=37
The Salvation Army (n.d.). An army for T-Town. Retrieved on September 22, 2013, from http://
www.uss.salvationarmy.org/uss/www_uss_tuscaloosa.nsf
The Salvation Army Tuscaloosa (n.d.) In Facebook business page. Retrieved on September 22,
2013, from https://www.facebook.com/SalvationArmyTuscAl
The Sickle Cell Disease Association of America- West Alabama Chapter (n.d.). In Facebook
business page. Retrieved on September 22, 2013, from https://www.facebook.-
com/pages/Sickle-Cell-Disease-Association-of-AmericaWest-Alabama-Chapter/
188363534533570
The Sickle Cell Disease Association of America (n.d.). Mission. Retrieved on September 22,
2013, from http://www,sicklecelldisease.org/index.cfm?page=mission
Turning Point Domestic Violence and Sexual Assault Services (n.d.). In Facebook business page.
Retrieved on September 21, 2013, from https://www.facebook.com/Turning-
PointAL
Turning Point Domestic Violence and Sexual Assault Services (n.d.). In Twitter [@Turning-
PointAL]. Retrieved on September 21, 2013, from https://twitter.com/Turning-
PointAL
Turning Point Domestic Violence and Sexual Assault Services (n.d.). Turning Point’s history. Re-
trieved on September 21, 2013, from http://www.turningpointservices.org/

48. !48
Campaign Book
Tuscaloosa’s One Place (n.d.). Community outreach. Retrieved on September 21, 2013, from
http://tuscaloosaoneplace.org/
Tuscaloosa’s One Place (n.d.). In Facebook business page. Retrieved on September 21, 2013,
from https://www.facebook.com/TuscaloosasOnePlace
Tuscaloosa’s One Place (n.d.). In Twitter [@tusc1place]. Retrieved on September 21, 2013, from
https://twitter.com/tusc1place
United Cerebral Palsy of West Alabama (n.d.). In Facebook business page. Retrieved on Sep-
tember 21, 2013, from https://www.facebook.com/ucpwa
United Cerebral Palsy of West Alabama (n.d.). In Twitter [@UCP_WA]. Retrieved on September
21, 2013, from https://twitter.com/UCP_WA
United Cerebral Palsy of West Alabama (n.d.). Retrieved on September 21, 2013, from http://
www.ucpwa.org/
United Way announces campaign chair and goal (2009, August 5). The Lamar Democrat and the
Sulligent News. Retrieved on September 20, 2013 from www.lexisnexus.com/hot-
topics/Inacademic
United Way of West Alabama (n.d.). About United Way of West Alabama. Retrieved on Sep-
tember 15, 2013, from http://www.uwwa.org/about.html
United Way of West Alabama (n.d.). Annual Report. Retrieved on September 16, 2013, from
http://www.uwwa.org/annualreport.html
United Way of West Alabama (n.d.). Campaign. Retrieved on September 15, 2013, from http://
www.Uwwa.org/campaign.html

49. !49
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United Way of West Alabama (n.d.). History. Retrieved on September 15, 2013, from http://
www.uwwa.org/mission.html
United Way of West Alabama (n.d.). Mission/Overview of United Way of West Alabama. Re-
trieved on September 15, 2013, from http://uwwa.org/mission.html
United Way of West Alabama (n.d.). Our Work. Retrieved on September 15, 2013, from http://
www.uwwa.org/work.html
United Way (n.d.). Public Policy. Retrieved on September 15, 2013, from http://www.united-
way.org/pages/public-policy/
United Way (n.d.). Vision, Mission, and Goals. Retrieved on September 15, 2013, from http://
www.unitedway.org/pages/mission-and-goals/
United Way of West Alabama (n.d.) Welcome to United Way of West Alabama. Retrieved on
September 15, 2013, from http://www.uwwa.org/
United Way of West Alabama (n.d.). What is 2-1-1? Retrieved on September 22, 2013, from
http://www.uwwa.org/gethelp.html
West Alabama AIDS Outreach (n.d., a). History. Retrieved on September 21, 2013, from http://
www.waao.info/
West Alabama AIDS Outreach (n.d., b). In Facebook business page. Retrieved on September 21,
2013, from https://www.facebook.com/WestAlabamaAIDSOutreach
West Alabama AIDS Outreach (n.d., c). In Twitter [@WAAOinfo]. Retrieved on September 21,
2013, from https://twitter.com/WAAOinfo
YMCA (n.d.). About the YMCA of Tuscaloosa. Retrieved on September 21, 2013, from http://
ymcatuscaloosa.org/

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YMCA (n.d.). In Facebook business page. Retrieved on September 21, 2013, from https://www.-
facebook.com/YMCATuscaloosa
YMCA (n.d.). In Twitter [@YMCA_Tusc]. Retrieved on September 21, 2013, from
https://twitter.com/YMCA_Tusc

51. !51
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Strategic Plan
Objective 1: To assess United Way of West Alabama's 27 partner agencies' social media usage
by Oct. 1, 2013.
Strategy 1: Research and gather information on the partner agencies’ social media usage.
Tactic 1: Interview agencies at Sept. 30 meeting on use of social media.
Tactic 2: Research agencies’ social media outlets.
Strategy 2: Classify each agency based on social media use.
Tactic1: Create a social media classification system consisting of beginner, inter-
mediate and advanced levels and define each level.
Tactic 2: Place each agency into beginner, intermediate or advanced level based
on research.
Objective 2: To help each of United Way of West Alabama's partner agencies advance a level on
our social media scale by Dec. 1, 2013.
Strategy1: Educate agencies on importance and ease of social media use.
Tactic1: Discuss social media planning and opportunities for scheduling posts in
advance.
Tactic2: Hold a social media breakout session at Nov. 21 event.
Strategy2: Encourage UWWA to promote social media use among its partner agencies.
Tactic1: Provide UWWA with our evaluations and classifications of each agency.

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Tactic2: Create a Facebook group where agencies can ask questions, receive ad-
vice/tips on social media and assign weekly tasks to improve their social media
accounts.
Objective 3: Empower each United Way of West Alabama partner agency to include a social
media plan in its pre-existing crisis communication plan by the next application due date.
Strategy1: Encourage agencies to continue use of “Know the Plan, Know Your Part” in-
ternal campaign with a social media focus.
Tactic1: Create a more extensive, downloadable social media plan template to be
implemented into current crisis communication plan.
Tactic2: Provide a relevant example of successful social media use during a crisis
at the Nov. 21 event

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Budget
Handouts for breakout session at Nov. 21 event- $0

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Timeline
September 30- Attended UWWA monthly meeting, and survey agency attendees on “social me-
dia comfort.”
October 1- All partner agencies evaluated on a social media basis and classified into beginner,
intermediate or advanced category.
October 17- Provided UWWA with our agency classifications and system.
November 4- Created Facebook group for agency communications directors, and begin assign-
ing weekly tasks. Discuss social media scheduling options.
November 21- Held social media breakout session at media-training event.
November 26- Sent out downloadable social media crisis communication plan to Jackie Wuska
to distribute to each agency.

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Evaluation
Objective 1: To assess United Way of West Alabama's 27 partner agencies' social media usage by
Oct. 1, 2013.
We individually assessed the social media situation for each agency by extensively re-
viewing its platforms. Our agency research led to creating classifications as beginner, intermedi-
ate and advanced. Our pre-survey concluded that many had received social media training and
claimed to be comfortable using the platforms, but our agency research contradicted this data.
Most agencies were classified under the beginner category. We were successfully able to evaluate
27 of United Way’s partner agencies by our initial timeline date.
Objective 2: To help each of United Way of West Alabama's partner agencies advance a level on
our social media scale by Dec. 1, 2013.
On the day of our proposal presentation, we provided UWWA with our agency classifica-
tion system. This classification system proved to be beneficial to the campaign event when de-
ciding which agencies would attend the social media breakout session. At the breakout session,
we gave a short introduction about the importance of social media, how to use social media in a
crisis and how to use Hootsuite. We divided the participants into a beginner group, who focused
on Twitter basics, and an intermediate group, who focused on Hootsuite. We trained the attendees
on Hootsuite (for scheduling posts), and we used the Facebook page to reiterate this goal. Each
agency in attendance received our social media cheat sheet as a take-home material, and we also
posted this sheet on the UWWA Social Media Facebook page. The breakout session was well
received, and the attendees were attentive and engaged.
We created an interactive Facebook group for agencies to look to for tips, tricks and
tasks. Currently, the page has 27 likes. We believe with more encouragement from UWWA, the
Facebook group will continue to be a success and help to improve each agency's online presence.

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Though our objective was slightly ambitious, several agencies advanced on our social
media scale. With continued training, we believe each agency has the opportunity to improve its
online presence.
Objective 3: Empower each United Way of West Alabama partner agency to include a social
media plan in its pre-existing crisis communication plan by the next application due date.
This objective is still in progress. We delivered our crisis communication plan to Jackie
Wuska on Nov. 26, but we will not know if it is implemented until the next application period.
Our crisis communication discussion was well received at the breakout session on Nov. 21.
Final Agency Social Media Research
Alabama Head Injury Foundation
Twitter: n/a
FB: 930 likes
The Alabama Head Injury Foundation started in the beginner category remains there for
its lack of presence on Twitter and the limited number of posts made on Facebook. We believe it
could reach out much more on Facebook because of its relatively high number of followers.
American Red Cross
Twitter: 793 followers
FB: 811 likes
The American Red Cross West AL chapter began in the advanced category and remains
there for its high amount of followers and daily engagement on social media.
Arc of Tuscaloosa
Twitter: 59 followers
FB: 265 likes
The Arc of Tuscaloosa County has increased its followers and continues to do so daily. It
continues to post every few days, and also started a Hootsuite account at the event. Because we
expect improvement from this, Arc of Tuscaloosa is well on its way to the advanced category.
Arts n' Autism
Twitter: 1,816 followers
FB: 2,084 likes

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Arts n' Autism began in the advanced category and remains there for its high number of
followers and daily engagement on social media. They have improved by increasing posts and
pictures shared.
Big Brothers Big Sisters West Alabama
Twitter: n/a
FB: 328 likes
Big Brothers Big Sisters of West Alabama began in the intermediate category, but has
since deleted its Twitter account. Because of the sporatic posts on Facebook and the deletion of
the Twitter account, BBBSWA remains in the intermediate category.
Boy Scouts of America – Black Warrior Council
Twitter: 51 followes
FB: 116 likes
BSA-BWC is only following 23 people on Twitter with only 51 followers. BSA – BWC
has made no progress on Twitter. BSA- BWC’s last tweet is from Jan. 11. BSA- BWC has in-
creased its likes on Facebook to 116; the last post is from Nov. 13. At the event, BSA-BWC set
up a Hootsuite account, and the representative explained his social media plans. BSA – BWC
seems to be interacting more on Facebook, but still could use some work on both social media
sites. Due to improvement, BSA-BWC advanced to intermediate on the social media scale.
Boys and Girls Club of West Alabama
Twitter: 132 followers
FB: 95 likes
Boys and Girls Club of West Alabama increased its Facebook likes from 86 to 95, but last
posted on March 18, 2010. BGCWA increased its Twitter followers from 128 to 132, but last in-
teracted on Twitter on April 15, 2011. The Boys and Girls Club of West Alabama remains in the
beginner category.
Caring Days Adult Day Care
Twitter: 6 followers
FB: 625 likes
Caring Days increased its Facebook likes from 602 to 625. Caring Days last posted a
photo on Nov.1. Caring Days has a Twitter with 6 followers that was created on June 17, but has
not been updated since July 19. Due to slight improvement, Caring Days is on its way to the in-
termediate category.
Child Abuse Prevention Services
Twitter: 44 followers
FB: 662 like
Child Abuse Prevention Services increased its Facebook likes from 657 to 662, but hasn’t
posted since Oct. 2, 2012. CAPS still has 44 followers. Due to lack of posting, CAPS remains in
the intermediate category.

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Easter Seals West Alabama
Twitter: 55 followers
FB: 1,114 likes
Easter Seals of West Alabama has a Facebook page with 1,114 likes, but the last post was
from Oct. 30. ESWA increased its Twitter followers from 47 to 55 followers, but last tweeted on
Oct. 30. Due to an increase in activity from the initial research date, Easter Seals is on its way to
the intermediate category.
Family Counseling Services
Twitter: n/a
FB: 92 likes
At the beginning of researching for this agency, there was no link that could be found for
Family Counseling Services social media channels. Now, Family Counseling Services has a link
to their Facebook page on their website. Their Facebook page has 92 likes, and they do a good
job at posting on their feed, including posts of pictures from events. With improvement on its
Facebook page, Family Counseling Services has advanced to the intermediate category.
FOCUS on Senior Citizens
Twitter: 22 followers
FB: 49 likes
FOCUS on Senior Citizens has a Facebook page that includes 49 likes as opposed to the
45 likes that they had at the beginning of our campaign research. The last post the organization
made was on Nov. 14 that included information related to a food drive through Dec. 13th. The
twitter link on FOCUS’s website still does not work. FOCUS on Senior Citizens twitter account
has 22 followers, and they have done a better job at keeping up with their account. Most of FO-
CUS’s tweets are re-tweets of questions that would engage conversation. Due to improvement,
FOCUS on Senior Citizens is moving toward the intermediate category.
Girl Scouts of North-Central Alabama
Twitter: 1,100 followers
FB: 2,429 likes
Girl Scouts of North-Central Alabama still uses its social media channels to its advantage.
Girl Scouts has been keeping up with its Twitter and Facebook page. On twitter, the organization
has gained 22 followers since our original research. Girl Scouts of North-Central Alabama has
also been tweeting and engaging their followers. On Facebook, the page has increased their likes
by 65 people. Girl Scouts of North-Central Alabama remains in the advanced category.
Good Samaritan Clinic
Twitter: n/a
FB: 130 likes
Good Samaritan Clinic still does not have links to its social media pages on its main web-
site. Since the beginning of our research, Good Samaritan Clinic has gained 8 likes on its Face-

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book page. Although the page has increased its number of likes, no one has posted onto their
page since Oct. 2, 2012. Good Samaritan Clinic remains in the beginner category.
Hospice of West Alabama
Twitter: n/a
FB: 236 likes
Hospice of West Alabama started to keep up with its Facebook page. It has increased its
likes on Facebook from 159 likes to 236 likes. Unfortunately, it has not posted anything on the
page since Oct. 31, 2013. Hospice of West Alabama needs to continue to be active on Facebook
and create a Twitter account. Hospice remains in the intermediate category.
211/Information and Referral Services
Twitter: n/a
FB: 125 likes
211 posts sporadically on its Facebook page, but has posted some engaging content since
our original research. 211 remains in the beginner category.
Phoenix House
Twitter: n/a
FB: n/a
Phoenix House representatives seem opposed to social media, and have no accounts for
the Tuscaloosa chapter. Phoenix House remains in the beginner category.
Salvation Army
Twitter: n/a for Tuscaloosa chapter
FB: 92 likes
The Salvation Army has increased its posting, and is very active on its Facebook account.
With more encouragement, the Salvation Army is on its way to the intermediate category.
The Sickle Cell Disease Association of America- West Alabama Chapter
Twitter: n/a
FB: 48 likes
The Sickle Cell Disease Association of America- West Alabama Chapter is still not active
on its social media accounts. Due to lack of activity, The Sickle Cell Disease Association of
America- West Alabama Chapter remains in the beginner category.
Success by Six
Twitter: 20 followers
FB: n/a
Success by Six has not posted to its Twitter account since 2012. Due to lack of activity on
its social media accounts, Success by Six remains in the beginner category.

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Temporary Emergency Services
Twitter: 18 followers, just created
FB: 1,992 likes
Temporary Emergency Services is taking the necessary steps to improve its online pres-
ence. It posts frequently on Facebook and its newly created Twitter account, and interacts with its
followers. Due to the creation of the Twitter account and the increased activity, TES advanced to
the intermediate category.
Turning Point
Twitter: 8 followers
FB: 575 likes
Turning Point is highly active on Facebook and links its posts to its Twitter account. Its
Facebook page has gained over 100 likes, and its posts engage followers. With a focus on its
Twitter account, Turning Point is close to advancing to the advanced category.
Tuscaloosa’s One Place
Twitter: 321 followers
FB: 1,114
Tuscaloosa’s One Place has consistently kept up with its social media accounts. Due to
this, Tuscaloosa’s One Place remains in the advanced category.
United Cerebral Palsy of West Alabama
Twitter: 48
FB: 182 likes
United Cerebral Palsy of West Alabama has increased its followers on both Facebook and
Twitter. The organization has also increase its posting about events and ways to get involved.
Due to an increase in activity, United Cerebral Palsy of West Alabama is improving and has al-
most reached the advanced category.
West Alabama AIDS Outreach
Twitter: 29 followers
FB: 1,002 likes
West Alabama AIDS Outreach has consistently kept up with its Facebook page, but has
not improved since our original research. The Twitter page is still stagnant. Due to this, West Al-
abama AIDS Outreach remains in the beginner category.
YMCA
Twitter: 433 followers
FB: 546 likes
The YMCA is fairly active on its Facebook page. Here, the organization has improved.
On Twitter, the YMCA has not posted since October. With a focus on its Twitter page, YMCA
will move from intermediate to advanced on the social media scale. YMCA remains in the inter-
mediate category.

61. !61
Campaign Book
UWWAAccount Information
Facebook page-
Login- uwwasocialmedia@gmail.com
Password- social1234
Gmail account-
Login- uwwasocialmedia
Password- social1234
Twitter account-

62. !62
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Login- uwwasocialmedia@gmail.com
Password- social1234
Hootsuite account-
Login- uwwasocialmedia@gmail.com
Password- social1234

63. !63
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64. !64
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United Way of West Alabama
Social Media Crisis Communication Plan- “Know the Plan, Know Your Part”
Include section under VI. Inventory of Social Media and Online Resources
1. Social Media Inventory Checklist
List all relevant social media accounts below with their login information, as well as the staff in
charge of updating the accounts.
1. Name of social media:
Account username:
Account password:
Staff responsible for updating:
Staff contact information:
2. Name of social media:
Account username:
Account password:
Staff responsible for updating:
Staff contact information:
3. Name of social media:
Account username:
Account password:
Staff responsible for updating:
Staff contact information:
Tip: Be sure to verify that your staff is trained in social media.
2. Message Protocol
Identify individual responsibilities, determine posting schedule and craft effective key messages
that are transparent yet informative. Be proactive and establish your organization as the best
source of information during the crisis.
Social media team responsibilities:
• Create a timely response deadline
• Monitor and post responsibilities by channel
• Assign a member in charge of sentiment monitoring, and track who is talking about your
organization

65. !65
Campaign Book
Tip: Develop your social media plan during “peace time” rather than in the midst of a crisis.
Protocol for message development:
Plan your key messages based on the information available at that particular time during the cri-
sis. Be clear and concise about the information you can and cannot discuss. Stay in your lane and
do not speculate. Leave information about other organizations or the authorities out of your
posts. Include who, what, where, when and how elements if available. Use hash tags (#) on Twit-
ter so people can track your area or your tag.
Tip: Stay true to your organization, but don't be afraid to say, "I don't know!” Don’t forget to
show empathy during the time your community is enduring the crisis. Use your social media out-
lets to give useful information such as shelter locations, donation centers and volunteer opportu-
nities. Give your information, and show the plan moving forward.
Team Member Responsibility (account/
task)
Deadline
Key Message/ Problem
Statement
Statement (social media post) Feedback
Example: Volunteers
needed. People cannot get
in touch with our
organization.
UWWA is in dire need of
volunteers- visit us online at
uwwa.org or reply to this post for
additional information.
#uwwavolunteer
Post location and
donation needs.

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3. Internal Communication
How will you get in touch with members of your organization during a crisis?
Tip: creating a private Facebook group for staff members can significantly improve internal
communication, especially in the event of a crisis when other forms of communication may be
unavailable.
Pre-Survey
1. Does your company currently use social media?
2. What do you think is the most effective social media platform?
3. How often does your company use social media?
4. Do you feel comfortable using social media?
5. What do you think is the most important aspect of social media? (rank)
- Engaging/Interacting with followers ____
- Starting conversation ____
- Gaining followers ____
- Providing information ____
- Other ____
6. Are you interested in social media training?

67. !67
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Initial Interview Results Report
Pre-Survey
20 out of 27 agencies interviewed
1. Does your company use social media?
a. Yes- 16
b. No- 2
c. Some- 1
d. Rarely- 1
2. What do you think is the most effective media tool?
a. Facebook- 17
b. Twitter- 1; 5 in conjunction with Facebook
c. Youtube- 1 in conjunction with Facebook

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d. Blog- 0
3. How often does your company use social media?
a. Always- 7
b. Frequently- 7
c. Often- 1
d. Rarely- 3
e. Not at all- 2
4. Do you feel comfortable using social media?
a. Yes- 15
b. No- 2
c. Sometimes- 2
d. No time- 2
5. What do you think is the most important aspect of social media?
- Engaging/Interacting with followers-5
- Starting conversation- 2
- Gaining followers- 3
- Providing information-9
- No answer- 1
6. Are you interested in social media training?
a. Yes- 15
b. No- 3

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c. Will send the appropriate staff- 1
d. No Answer- 1
Initial Interview Results Report
I. The majority of the agencies who completed the survey confirmed that their agency
used social media. One of the agency representatives claimed its agency used some
social media, while one representative claimed its agency rarely used social media.
Two agency representatives claimed its agency did not use social media at all. After
reviewing each agency in our original research, we validated that most agencies may
have social media accounts, but do not use it to its fullest potential.
II. The majority of the agencies marked Facebook as the most effective social media
tool. One marked solely Twitter, while five marked Twitter in conjunction with Face-
book. Another agency representative marked Youtube in conjunction with Facebook.
No agency representatives believed that blogging was the most effective social media
tool.

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III. Seven of the agencies claimed to always use social media to disseminate information.
Seven of the agencies claimed to use social media frequently. One agency said they
used social media often but not enough. Three claimed to use social media rarely. Fi-
nally, two agencies claimed to not use social media at all.
IV. Fifteen of the agencies reported that they felt comfortable using social media. Two of
the agencies reported that they did not feel comfortable using social media. Two of
the agencies claimed they felt somewhat comfortable using social media, while two
claimed they did not have time for social media.
V. Our pre-survey revealed that the majority of agencies felt that the most important as-
pect of social media was providing information, followed by engaging and interacting
with followers. We consider engaging with followers to be a top priority, and focused
a few of our tactics to reflect this information.
VI. Though each agency had received social media training prior to this campaign, 15
agencies claimed they would like additional social media training. Three claimed they
would not like social media training. One agency representative said he would send
the appropriate staff, and one agency representative did not answer.
Post Survey
1. Do you feel comfortable and social media more confident using social media after your train-
ing?
2. Do you have a designated person in charge of your social media accounts?
3. Hootsuite is a platform where you can merge all your social media accounts, schedule posts in
advance and monitor who is talking about your organization. Do you think focusing on Hootsuite
will assist your organization in making social media easier to use?

71. !71
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4. What do you think is the most important aspect of social media? (rank)
- Engaging/Interacting with followers ____
- Starting conversation ____
- Gaining followers ____
- Releasing information ____
- Responding to questions or concerns ____
5. How active is your organization on social media (i.e. do you engage with your followers? Do
you post frequently? Do you promote events?)
6. Are you prepared to use social media during a crisis?
7. Have you like the UWWA Social Media Page on Facebook for tips, tricks and tasks? (If no,
please do!)
Final Interview Results Report
10 out of 27 agencies included- several from each agency;
UWWA representatives included
1. Do you feel comfortable and more confident using social media after your training?
a. Yes- 11

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b. No- 0
c. Not applicable- 3
d. No answer- 4
2. Do you have a designated person in charge of your social media accounts?
a. Yes- 13
b. No- 2
c. No answer- 2
d. We will now- 1
3. Hootsuite is a platform where you can merge all your social media accounts, schedule posts in
advance and monitor who is talking about your organization. Do you think focusing on Hootsuite
will assist your organization in making social media easier to use?
a. Yes- 10
b. No- 1
c. No answer- 4
d. Yes, with more information- 3
4. What do you think is the most important aspect of social media?
- Engaging/Interacting with followers- 3
- Starting conversation- 2
- Gaining followers- 3
- Releasing information- 5
- Responding to questions or concerns- 1
- No answer- 4

73. !73
Campaign Book
5. How active is your organization on social media (i.e. do you engage with your followers? Do
you post frequently? Do you promote events?)
a. Use frequently- 3
b. Moderate use- 9
c. Not often- 2
d. No answer- 3
6. Are you prepared to use social media during a crisis?
a. Yes- 18
b. No- 1
c. No answer- 2
d. Partially/Will be- 3
7. Have you like the UWWA Social Media Page on Facebook for tips, tricks and tasks? (If no,
please do!)
a. Yes- 9
b. No- 2
c. No answer- 5
d. Will do- 1
Post Survey Results Report

74. !74
Campaign Book
I. After the social media campaign and training, 11 agencies confirmed that they were
more confident and felt more comfortable using social media. Zero agencies said they
did not feel more confident. Three agency representatives who did not participate in
the breakout session training said that it was not applicable to them. Four agencies did
not answer this question.
II. Out of the agency representatives who completed the survey, 13 claimed to have a
designated person in charge of its social media accounts. Two agencies claimed to not
have someone in charge. Two agency representatives did not answer. Finally, one
agency representative claimed they would put someone in charge now.
III. After introducing Hootsuite, 10 agency representatives believe that the platform will
be beneficial to their organization. One person did not think Hootsuite would be ap-
plicable to their organization. Four agency representatives did not answer this ques-
tion, yet three others reported that they would implement Hootsuite provided with
more information.
IV. After the social media campaign, survey responders still felt that providing informa-
tion was of primary importance. This was followed closely with engaging and inter-
acting with followers and also gaining followers. Four participants did not answer this
question. Finally, only one participant believed answering questions or concerns was
important.
V. Out of the agency participants, nine claimed to not be as active as they should on so-
cial media, only using it moderately. Three agency representatives claimed to use so-
cial media frequently, while two said they did not use social media often at all. Three
agency representatives did not provide an answer to this question.
VI. Eighteen agency representatives claimed that they were prepared to use social media
during a crisis. One representative said their organization was not ready, while two
did not respond to this question. Three agency representatives replied that they were
only partially ready or not yet ready, but would put in the effort to prepare.
VII. Nine of the agency representatives present have liked the UWWA Social Media Face-
book page. Two representatives said no, and five representatives did not answer. One
participant said they would like it soon.