Jamie
Rayford


R e s u m e 
a n d 
P o r t f o li o 

Updated
April
12,
2010

Table of Contents

The following documents have been compiled throughout my academic career at the
University of West Florida, pursuing a Bachelors of Arts in Communication Arts,
majoring in Public Relations. There are also documents from an internship I secured in
the summer of 2009 at SPIN, LLC in Baltimore, Maryland.

Resume

News Release

Memorandum

Blurb

Backgrounder

Crisis Communication Plan

Research Proposal

Grant Proposal

Publication Design Samples

 Jamie Rayford
Jamie.rayford@gmail.com

Education
University of West Florida
B.A. Communication Arts, expected May 2010
Major: Public Relations Minor: Spanish

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

Internship Experience

Intern, SPIN, LLC (Public Relations and Marketing Firm)

05/2009-08/2009
• Wrote press releases, backgrounders, and blurbs
• Planned and attended social events for the summer season
• Developed and maintained informational databases and social media sites for clients

Work Experience

Senior Accounting Associate, Army & Air Force Exchange Services

06/2009-09-2009
• Handled a $125K vault on a daily basis
• Received and verified cash deposits from 11 stores and vendors and delivered
them to the bank
• Responsible for guarding sensitive materials such as credit card numbers and
store card activity

Sales Associate, Buckle

07/2007-01/2009
• Sold a variety of men’s and women’s high end apparel through communicating the
benefits of the merchandise
• Conducted register operations, including guest interaction and operating cash register,
opened new store card accounts
• Received Teammate of the Back to School Season, October 2008

Volunteer Experience
United Service Organizations (USO) Pensacola
01/2009-06/2009
• Improve quality of life to military personnel by being positive, serving snacks, providing
information, managing recreational equipment, preparing care packages for deployed
members

Skills
• Working knowledge of Microsoft Office, Adobe Creative Suite 4, social media expert
• Excellent interpersonal and writing skills, intermediate understanding of Spanish
language
The following press release was written during my summer 2009 internship
at SPIN, LLC in Baltimore, Maryland.
 April
14,
2010



CONTACT:


 
 Ericka
Alston,
PR
Associate

Company Name: SPIN
Phone Number: 410.889.4112
Cell Number: 443.415.0471
Email Address: ericka@SPINLLC.com
Website URL: www.SPINLLC.com

SPIN
Named
Branding
Firm
for
Potomac
Valley
Brick


Area
masonry
selects
local
PR
firm
to
build
buzz
for
international
exposure



Potomac
 Valley
 Brick
 and
 Supply
 Co.,
 (PVB)
 the
 leading
 supplier
 of
 masonry
 products
 in
 the

Baltimore‐Washington
 Metropolitan
 area
 has
 chosen
 SPIN,
 a
 full‐service
 marketing
 and
 public

relations
 firm,
 to
 guide
 its
 efforts
 in
 creating
 an
 international
 campaign
 to
 launch
 its
 first
 annual

international
design
competition.
SPIN
is
spearheading
the
overall
branding
of
the
competition
which

includes
website
development,
logo
design,
media
relations,
the
sponsorship
program
and
the
social

media
campaign.



The
 innovative
 campaign
 is
 setting
 the
 foundation
 for
 what
 PVB
 hopes
 to
 be
 its
 first
 successful

international
endeavor.





With
 offices
 in
 Washington,
 D.C.
 and
 Baltimore,
 M.D.,
 SPIN
 will
 plan
 and
 execute
 the
 bulk
 of
 the

international
competition’s
development
using
past
experience
from
its
predominately
construction

and
development
industry
clientele.



“We
are
excited
to
be
a
part
of
the
developmental
stage
of
what
we
believe
to
be
a
groundbreaking

initiative
–
as
the
industry
looks
for
more
innovative
ways
to
design
and
build
sustainable
projects,
I

believe
 Potomac
 Valley
 Brick
 is
 paving
 the
 way
 in
 presenting
 this
 international
 competition,
 ”

explains
Pauline
Harris
Owner/Principal
SPIN,
LLC.
“We
are
excited
to
be
the
firm
selected
to
help
in

these
efforts.”



Over
 the
 past
 several
 years
 PVB’s
 President,
 Alan
 Richardson,
 has
 seen
 a
 growing
 interest
 in

environmentally‐friendly
 and
 sustainable
 products.
 In
 response,
 PVB
 formed
 a
 “Green
 Team”
 to

determine
how
the
company
could
be
better
prepared
to
support
this
rising
demand.
From
the
Green

Team’s
success,
Richardson
saw
it
fitting
that
PVB
be
the
platform
to
raise
awareness
of
how
brick

can
be
used
in
sustainable
design.



“After
an
extensive
search
and
presentations
from
many
firms,
SPIN
clearly
captured
our
vision,
their

experience
 in
 the
 Built
 environment,
 the
 team
 of
 seasoned
 industry
 professionals,
 left
 us
 with
 no

choice
but
to
have
SPIN
on
board
to
deliver
our
message
effectively,”
says
Richardson.

“They
hit
the

ground
running
and
with
little
direction
took
the
competition
to
another
level.”



SPIN’s
 exceptional
 team
 is
 guided
 by
 common
 principles
 of
 client
 satisfaction,
 consistency,
 and

efficiency.
The
team’s
experience
in
advertising,
branding
and
promoting
will
be
major
components

to
 yielding
 a
 successful
 campaign
 for
 Potomac
 Valley
 Brick.
 For
 more
 information
 about
 SPIN,
 visit

www.SPINLLC.com.
For
information
on
PVB
visit
www.pvbrick.com.




#
#
#

About
SPIN

SPIN
is
a
marketing
and
public
relations
firm
in
Baltimore,
MD
focused
on
providing
services
to
members
of
the
building
and
real

estate
industries.
Primary
clients
typically
consist
of
Developers,
Architects,
Engineers,
Interior
Designers,
and
Contractors,
that

provide
services
to
the
development
process.

SPIN’s
four
part
market
approach
is
in
the
acronym
of
its
name
­
Strategy,
Public

Relations,
Image
and
New
Business
Development.

For
more
information,
contact
Pauline
Harris
or
visit
our
website
at

www.spinllc.com

This fictitious memorandum was a class assignment for my Writing for
Public Relations course.
MEMORANDUM
October 14, 2008

To: All GCCSD Faculty & Staff

From: Rick Scott, Superintendent
Gulf Coast County School District

Re: Accelerated Reader Program Implemented

As I have discussed with the majority of you, the Accelerated Reader program will be
implemented for use in all district schools. The long awaited program will help the
students to realize their maximum reading potential and increase reading comprehension.
We will have to be dedicated to helping the students learn how to use the program;
certain books they can read, the book’s point value, and so on.
Hopefully the AR program will motivate students to read and reach them to higher levels
as well. Please carefully read over the information about the AR program that was given
to you a while back. The AR software for the computers will arrive next week to all
elementary, middle, and high schools. The software is for quizzes students will take after
completing a book to earn points. I look forward to the start of the program, and I hope
you do as well.

cc: Jamie Rayford

 This following blurb was written during my internship at SPIN, LLC. I
wrote the blurb to be published in trade publications and local newspapers to
increase participation in one of the client’s international design
competitions.
Potomac
 Valley
 Brick
 is
 proud
 to
 announce
 its
 first
 design
 competition,
 Brick­
stainable:
 Re­Thinking
 Brick!
 The
 competition
 will
 challenge
 design
 teams
 to

explore
 the
 potential
 of
 brick
 construction
 through
 the
 creation
 of
 a
 hypothetical

net‐zero
energy
efficient
building
using
clay
masonry
(brick)
as
a
primary
material.

Entries
 that
 explore
 specific
 technical
 aspects
 of
 brick
 or
 the
 assembly
 are
 also

highly
encouraged.



The
first
place
winner
will
receive
a
$10,000
grand
prize,
and
travel
and

accommodation
to
the
Brick­stainable:
Rethinking
Brick
awards
ceremony
at
the

historical
National
Building
Museum
in
Washington,
D.C.
on
January
27,
2010.
In

addition,
winners
will
receive
registration
and
travel
to
and
from
the
Greenbuild

Expo
2010
for
up
to
three
team
members.
An
exhibit
of
the
entries
will
be
arranged

at
the
National
Building
Museum
following
the
competition.




Register
at:
www.brick‐stainable.com


Registration
Deadline:
September
15,
2009

We
look
forward
to
your
participation!

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



The
Heiserman
Group
has
been
providing
top‐quality
development
and
strategic

facility
planning
services
across
the
nation
since1972.

Today,
The
Heiserman
Group

is
a
vibrant
full‐service
firm
specializing
in
strategic
facility
planning,
design
and

implementation
services.
We
are
committed
to
helping
our
clients
achieve
their

goals,
by
taking
the
time
to
learn
how
their
organizations
function
and

understanding
their
needs,
to
deliver
the
highest
quality
results.



History
and
Commitment

The
Heiserman
Group’s
roots
date
back
to
1972,
when
Michael
Heiserman,
the

founder,
began
to
practice
his
architectural
skills
in
his
family’s
basement.
His

dedication
to
architecture
and
his
applied
skills
of
quality
and
hard
work
developed

into
The
Heiserman
Group.
Since
then,
we
have
grown
into
a
nationally‐recognized

development
firm
of
more
than
20
professionals,
led
by
Michael’s
son,
Herbert

Heiserman,
AIA.




The
enduring
structure
of
quality
and
dedication
allows
us
to
respond
quickly
to

meet
a
client’s
needs,
whether
local,
regional
or
national.
We
have
the
experience

and
flexibility
to
assemble
the
right
team
for
your
project,
and
our
single‐point
of

contact
approach
provides
your
company
with
the
attention
and
service
expected.




An
Extraordinary
Team

At
The
Heiserman
Group,
our
team
is
what
makes
us
exceptional.
Our
tactful
team
of

more
than
20
professionals
provides
clients
with
superior
processes
of
planning,

design
and
implementation.
Through
more
than
35
years
of
experience
in

development,
our
team
members
know
what
it
takes
to
provide
excellent
service
to

clients
and
deliver
invaluable
results
that
exceed
clients’
expectations.



While
The
Heiserman
Group’s
core
business
is
easily
replicated
retail
and
tenant

work,
our
portfolio
is
deep
and
varied,
ranging
from
offices
and
restaurants
to

health
clubs
and
chapels,
yielding
more
knowledgeable
and
obliging
associates
at

The
Heiserman
Group.



Heiserman’s
client
retention
rate
is
near
100
percent
since
our
work
is
guided
by

the
core
principals
of
quality,
personal
attention,
responsiveness,
consistency,

efficiency,
and
commitment
to
the
goals
of
our
clients.
Although
we
lead
our
practice

from
one
office,
we
can
provide
services
anywhere
in
the
United
States,
thanks
to

alliances
we
have
built
with
several
partner
firms
around
the
nation.






A
Proven
Process

At
The
Heiserman
Group
our
client’s
satisfaction
takes
priority
and
ensures
proper

execution
from
start
to
finish.
The
Heiserman
Group
focuses
on
understanding
our

clients’
operations,
so
that
we
can
help
add
value
to
their
enterprises.
We
are
proud

of
our
long‐term
relationships
with
clients
–
some
dating
back
a
decade
or
more.

Every
client
is
a
unique
partner
who
deserves
a
fresh
perspective,
tailored
approach

and
individual
attention.
At
any
time,
our
clients
are
able
to
directly
access
our

leadership.




We
are
committed
to
helping
our
clients
achieve
their
goals,
by
taking
the
time
to

learn
how
their
organizations
function
and
understanding
their
needs.
Our
staff
can

develop
an
original
design,
or
take
an
existing
visual
brand
and
replicate
it
for

multiple
locations.
We
can
help
your
company
build
and
maintain
cohesive
brand

identity
through
effective
design
as
your
organization
grows.





Client
Services

The
Heiserman
Group
offers
a
variety
of
services
in
building
development,
including

Retail,
Restaurant,
Salon
and
Spa,
and
Specialty
services:



Retail

We
are
a
recognized
leader
in
the
development
of
prototype
and
roll‐out
retail

design
for
regional
and
national
businesses.
We
have
designed
hundreds
of
retail

stores,
helping
our
clients
expand
and
maintain
their
brands
as
they
continue
to

grow.
Our
retail
services
provide
clients
with
the
advantage
to
have
unique
designs

from
seasoned
professionals.



Restaurant

We
take
the
time
to
understand
a
restaurant’s
day‐to‐day
operations,
as
well
as
its

branding
strategy,
to
create
attractive
spaces
that
appeal
to
your
customers.
We
also

help
expanding
restaurants
build
a
cohesive,
consistent
identity
across
multiple

locations.
Our
team
remains
engaged
throughout
the
development
process
to

ensure
the
best
possible
production.




Salon
&
Spa

Our
years
of
experience
designing
salons
allow
us
to
provide
creative
and
effective

designs
to
help
your
business
establish
and
maintain
its
individual
image.
Our

responsive
staff
will
help
your
company
create
contemporary,
yet
inviting,
spaces

for
your
clientele
through
flexibility
and
dedication.




Specialty

Our
creative
staff
can
provide
thoughtful
design
solutions
for
unique
projects,

whether
it’s
a
religious
memorial,
business
center
or
health
care
facility.
In
order
to

better
serve
our
clients
it
is
essential
to
know
their
needs
so
there
are
extensive

planning
phases
to
ensure
the
most
quality
result.





Project
Experience

The
Heiserman
Group’s
experience
spans
over
a
variety
of
markets
throughout
the

nation
and
continues
to
develop.




Recently,
The
Heiserman
Group
began
helping
Vapiano,
a
German‐based
restaurant

chain
that
operates
17
locations
in
Europe,
enter
the
U.S.
market
by
translating
its

successful
European
brand
to
the
American
restaurant
scene.




Heiserman
visited
Germany
to
study
the
operations
and
original
restaurants
in

Frankfurt
and
Hamburg.
After
learning
the
ins‐and‐outs
of
Vapiano’s
restaurants,

we
designed
three
locations
in
the
United
States.
The
design
of
the
M
Street

restaurant,
in
Washington,
D.C.,
carefully
blends
American
construction,
codes
and

operational
standards
with
the
original
brand’s
characteristic
crisp,
clean
and

contemporary
atmosphere.
Heiserman
has
created
a
program
that
Vapiano
can
use

to
expand
across
the
country.



Additionally,
TD
Ameritrade/Waterhouse
has
relied
upon
The
Heiserman
Group
for

national
on‐call
design
services
for
more
than
six
years.
We
have
provided
many

services
to
nearly
100
retail
branch
locations,
totaling
more
than
250,000
square

feet
of
retail
space.
THG
documented
as‐built
conditions,
provided
design
services,

prepared
construction
documents,
and
performed
interior
design
for
the
roll‐out
of

the
retail
branch
prototype
(including
furniture,
millwork
and
finish
selection).




The
Heiserman
Group
documented
the
standards
of
prototype
retail
branch

development.
Each
retail
location
is
different,
so
we
provided
a
unique

interpretation
of
the
“prototype”
for
each
branch,
whether
it
was
in
Boise,
Idaho,
or

West
Palm
Beach,
Fla.




The
Heiserman
Group
successfully
delivers
hundreds
of
projects
every
year
for

local,
regional,
and
national
clients
gaining
priceless
experience
working
with
an

assortment
of
clients,
allowing
us
to
efficiently
and
cost‐effectively
facilitate
the

process.






 The following crisis communication plan was written as a group project in
the course, Crisis Communications. We were given a crisis at the beginning
of the semester that reflected the corporate office of the Ronald McDonald
house but the name was changed to House of Hope for our class. We created
a crisis plan in order to manage the issue at hand. After the plan was created
we presented a mock press conference to the rest of the class. The project
included creating press kits to hand out in class, press conference Questions
and Answers, press releases, letters to the audiences affected, and media
contact lists for that area.
 



The
House
of
Hope










Crisis
Communications
Plan



Chris
Crabtree,
PR
Director

Brittney
Carter,
Asst.
PR
Director

Jamie
Rayford,
Chief
of
Media
Relations

Kirstie
Dombrosky,
Chief
of
Community
Relations

Naila
Haffar,
Chief
of
Internal
Relations







8/
7/2008

















Situation



The
House
of
Hope
has
recently
experienced
an
organizational
crisis
which
involved

both
a
senior
vice
president
and
the
CEO
of
the
organization.





After
a
tip
from
a
former
House
of
Hope
volunteer,
authorities
began
an

investigation
of
Denise
Murphy,
one
of
the
senior
vice
presidents,
finding
that

Murphy
had
been
manipulating
the
company
financial
statements,
and
in
the
past

few
months
has
stolen
over
$1
million
from
the
organization.
To
make
matters

worse,
CEO
Rick
Scott
was
quoted
saying,
“I’ve
said
for
years
that
we
need
to
get
a

man
in
that
position.

Everyone
knows
a
woman
just
can’t
handle
such
a
pressure‐
packed
job.

Now
you
see
what
happens
when
a
women
has
access
to
that
kind
of

money.”




Because
of
the
comments
that
CEO
Scott
made,
many
employees,
volunteers,
clients,

and
families
are
offended
and
disappointed
in
the
organization.

A
handful
of

families
have
checked
out
of
the
facilities.





All
of
this
came
as
a
shock.

Management
was
clueless
about
the
investigation.
Now

the
press
is
asking
for
clarification,
but
you
CEO
has
directed
you
to
have
“absolutely

no
comment”
about
either
problem.



































 



Audience



• Clients/Families

• Internal

• Donors

• Media

• Community




















































 



Objectives



Clients/Families:


1) To
inform
the
clients/families
that
the
House
of
Hope
will
continue
to

provide
them
with
and
adequate
support
system
to
meet
their
needs
as
we

have
done
in
the
past.


2) To
inform
our
clients/families
that
the
House
of
Hope
is,
as
always,

committed
to
respecting
all
individuals
regardless
of
their
gender,
race,

ethnicity,
or
religious
beliefs
and
will
not
tolerate
any
demeaning
comments

or
actions
made
toward
ant
individual.





Internal:

1) To
inform
our
staff
and
volunteers
that
our
organization
is
still
focused
on

the
mission
of
helping
families
and
will
be
constantly
keeping
them
up‐to‐
date
on
the
actions
we
are
taking
to
achieve
that
goal.

2) To
inform
our
employees/volunteers
that
the
House
of
Hope
is,
as
always,

committed
to
respecting
all
individuals
regardless
of
their
gender,
race,

ethnicity,
or
religious
beliefs
and
will
not
tolerate
any
demeaning
comments

or
actions
made
toward
ant
individual.





Donors:

1) To
inform
our
donors
that
our
financial
condition
remains
strong
and
we
are

already
in
the
process
of
implementing
new
safeguards
to
protect
our
funds


2) To
inform
our
donors
that
the
House
of
Hope
is,
as
always,
committed
to

respecting
all
individuals
regardless
of
their
gender,
race,
ethnicity,
or

religious
beliefs
and
will
not
tolerate
any
demeaning
comments
or
actions

made
toward
ant
individual.





Media:

1) To
conduct
and
distribute
news
information
to
news
outlets
to
increase

awareness
throughout
the
duration
of
the
crisis
to
the
key
audiences
in
order

to
omit
falsehoods
from
news
sources.


2) To
inform
the
media
that
the
House
of
Hope
is,
as
always,
committed
to

respecting
all
individuals
regardless
of
their
gender,
race,
ethnicity,
or

religious
beliefs
and
will
not
tolerate
any
demeaning
comments
or
actions

made
toward
ant
individual.





Community:

 1) To
develop
and
distribute
essential
information
to
the
communities
affected

throughout
the
duration
of
the
crisis
in
order
to
increase
public
awareness.

2) To
inform
the
community
that
the
House
of
Hope
is,
as
always,
committed
to

respecting
all
individuals
regardless
of
their
gender,
race,
ethnicity,
or

religious
beliefs
and
will
not
tolerate
any
demeaning
comments
or
actions

made
toward
ant
individual.





























































 







Strategy




Clients/Families:
To
provide
the
most
personal
support
to
clients/families
to

reassure
them
of
our
dedication
in
achieving
our
mission
in
an
empathetic
and

respectful
manner.




Internal:

To
notify
internal
audience
using
a
variety
of
resources
and
person
contact

in
order
to
provide
them
with
updated
information
and
support.




Donors:

To
make
contact
with
our
donors
through
a
variety
of
outlets
in
order
to

assure
them
that
their
funds
are
secure
and
being
put
to
good
use
and
we
continue

to
ask
for
their
support.



Media:
To
notify
key
media
with
accurate
information
regarding
the
incident
within

the
first
hour
to
two
hours
it
occurs
in
order
to
communicate,
if
possible,
properly.



Community:

To
conduct
an
awareness
campaign
for
the
community
to
provide

essential
information
in
order
to
keep
the
image
of
House
of
Hope
in
a
positive
light.
























































Tactics



Clients/Families:




• Face‐to‐face

• Phone

• Letter
via
mail*

• Links
on
website
for
support



Spokesperson:
CEO/PR
Director



Message:
The
House
of
Hope
sees
all
clients/families
as
a
priority
during
this
crisis,

we
are
here
to
ensure
that
all
clients
and
their
family
members
are
receiving
the

assistance
and
support
they
need
at
this
time.



Internal:



• E‐mail*

• Letters*

• Intranet

• Hotline*

• Meetings

• Face‐to‐face

• Notify
supervisors

• Employee
appreciation
breakfast*



Spokesperson:
CEO/PR
Director



Message:

The
House
of
Hope
is
dedicated
to
providing
all
employees/volunteers

with
up‐to‐date
information
and
the
resources
necessary
to
continue
the
vital
work

they
do.

In
addition,
our
organization
is
continually
striving
to
do
our
best
in
order

to
ensure
that
our
employees/volunteers
feel
respected
and
comfortable.




Donors:



• Phone

• E‐mail

• Website

• Letters
asking
for
continued
support
during
the
crisis*



Spokesperson:
CEO/PR
Director



Message:
Our
donors
are,
as
always,
vital
to
our
organization’s
existence
and
we

need
their
support
now
more
than
ever.




Media:



• Press
kit*

• Website
link

• Press
Tours

• Press
Conference*

• E‐mail
press

• Phone/call
back
media
ASAP

• Media
contact
list*



Spokesperson:
CEO/PR
Director



Message:

We
are
aware
of
the
situation
and
want
to
ensure
you
that
as
the

information
keeps
flowing
in;
we
will
notify
necessary
audiences
in
a
timely

manner.




Community:



• Special
event*

• E‐mail
list

• Mailing
list

• Phone
list

• Website
link



Spokesperson:

CEO/PR
Director



Message:

The
House
of
Hope
is
taking
all
the
necessary
steps
to
ensure
that
the

community
is
kept
up‐to‐date
on
all
the
current
issues,
and
are
doing
everything

possible
in
our
power
to
make
sure
that
the
crisis
is
in
control.







































Budget



• Salary

• Research

• Tactics

• Evaluation



































































Calendar


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


 
 
 
 
 
 
 
 
 
 
 
 
 

Tactics
 
 
 
 
 
 
 
 
 
 
 
 
 

Phone‐
C/F
 D
 E
 
 
 
 
 
 
 
 
 
 
 

Letter‐
C/F
 
 
 
 
 D
 
 E
 
 
 
 
 
 

Face‐to‐face






 
 
 D
 E
 
 
 
 
 
 
 
 

C/F

E‐mail
‐
I
 D
 E
 
 
 
 
 
 
 
 
 
 
 

Letter
‐
I
 
 
 D
 E
 
 
 
 
 
 
 
 
 

Intranet
‐
I
 D
 
 E
 
 
 
 
 
 
 
 
 
 

Hotline
‐
I
 D
 
 E
 
 
 
 
 
 
 
 
 
 

Meetings‐
I
 D
 E
 
 
 
 
 
 
 
 
 
 
 

Face‐
to
face

 D
 
 
 E
 
 
 
 
 
 
 
 
 

‐





I

Notify
 D
 E
 
 
 
 
 
 
 
 
 
 
 

supervisors‐


















I



Employee
 
 
 
 
 
 
 
 
 D
 E
 
 
 

breakfast
‐
I

Phone

‐
D
 
 
 
 
 
 
 D
 E
 
 
 
 
 

E‐mail
‐
D
 
 
 
 
 
 
 D
 E
 
 
 
 
 

Letter
‐
D
 
 
 
 D
 
 
 
 E
 
 
 
 
 

Press
kit‐
M
 D
 
 E
 
 
 
 
 
 
 
 
 
 


Press
tours

 
 
 
 D
 
 
 
 
 E
 
 
 
 









‐
M

Press
 D
 
 E
 
 
 
 
 
 
 
 
 
 

conference














‐
M


E‐mail
press
 D
 E
 
 
 
 
 
 
 
 
 
 
 

‐
M

Phone
‐
M
 D
 E
 
 
 
 
 
 
 
 
 
 
 

E‐mail

‐
C
 D
 E
 
 
 
 
 
 
 
 
 
 
 

Phone
‐
C
 D
 E
 
 
 
 
 
 
 
 
 
 
 

Mail

‐

C
 
 
 
 
 D
 
 E
 
 
 
 
 
 

Special
 
 
 
 
 
 
 
 
 
 D
 
 E
 

event
‐


C

Website
 D
 
 E
 
 
 
 
 
 
 
 
 
 

links
‐
ALL


 
 
 
 
 
 
 
 
 
 
 
 
 

Evaluation
 
 
 
 
 
 
 
 
 
 
 
 D
 E









Evaluation

Clients/Families:


1) To
inform
the
clients/families
that
the
House
of
Hope
will
continue
to

provide
them
with
and
adequate
support
system
to
meet
their
needs
as
we

have
done
in
the
past.


2) To
inform
our
clients/families
that
the
House
of
Hope
is,
as
always,

committed
to
respecting
all
individuals
regardless
of
their
gender,
race,

ethnicity,
or
religious
beliefs
and
will
not
tolerate
any
demeaning
comments

or
actions
made
toward
ant
individual.



The
objective
was
evaluated
by
face‐to‐face,
phone
contacts,
and
letters
to
the

clients/families
following
the
crisis.

The
majority
of
the
responses
were
positive.

There
were
also
many
hits
on
our
website
link.







Internal:

1) To
inform
our
staff
and
volunteers
that
our
organization
is
still
focused
on

the
mission
of
helping
families
and
will
be
constantly
keeping
them
up‐to‐
date
on
the
actions
we
are
taking
to
achieve
that
goal.

2) To
inform
our
employees/volunteers
that
the
House
of
Hope
is,
as
always,

committed
to
respecting
all
individuals
regardless
of
their
gender,
race,

ethnicity,
or
religious
beliefs
and
will
not
tolerate
any
demeaning
comments

or
actions
made
toward
ant
individual.



The
objectives
were
evaluated
from
logs
kept
on
hits
of
our
intranet,
the
percentage

of
received
e‐mails,
and
feedback
from
personal
meetings
and
employee
responses.







Donors:

1) To
inform
our
donors
that
our
financial
condition
remains
strong
and
we
are

already
in
the
process
of
implementing
new
safeguards
to
protect
our
funds


2) To
inform
our
donors
that
the
House
of
Hope
is,
as
always,
committed
to

respecting
all
individuals
regardless
of
their
gender,
race,
ethnicity,
or

religious
beliefs
and
will
not
tolerate
any
demeaning
comments
or
actions

made
toward
ant
individual.



The
objectives
were
evaluated
by
e‐mail
and
phone
responses.

We
also
received

many
hits
on
our
website
link.
Personalized
letters
were
sent
to
donors.

Through

these
methods
we
continue
to
have
many
contributions
and
donations.






Media:

1) To
conduct
and
distribute
news
information
to
news
outlets
to
increase

awareness
throughout
the
duration
of
the
crisis
to
the
key
audiences
in
order

to
omit
falsehoods
from
news
sources.


2) To
inform
the
media
that
the
House
of
Hope
is,
as
always,
committed
to

respecting
all
individuals
regardless
of
their
gender,
race,
ethnicity,
or

religious
beliefs
and
will
not
tolerate
any
demeaning
comments
or
actions

made
toward
ant
individual.



The
objective
was
met
by
keeping
a
log
of
how
many
news
sources
covered
and
by

monitoring
the
media
coverage
on
TV
and
in
print.








Community:

1) To
develop
and
distribute
essential
information
to
the
communities
affected

throughout
the
duration
of
the
crisis
in
order
to
increase
public
awareness.

2) To
inform
the
community
that
the
House
of
Hope
is,
as
always,
committed
to

respecting
all
individuals
regardless
of
their
gender,
race,
ethnicity,
or

religious
beliefs
and
will
not
tolerate
any
demeaning
comments
or
actions

made
toward
ant
individual.



The
objective
was
evaluated
by
the
turnout
at
the
House
of
Hope
carnival;
a
website

was
updated
immediately,
and
we
set
up
a
mass
e‐mail
to
community
members.

We

received
many
replies
to
the
e‐mails
we
sent
out
and
got
many
positive
responses.


There
were
also
several
hits
on
our
website
under
the
community
link.







The following is from my senior course at UWF, Integrated Communication
Research. I worked on a semester long research project which covered
senior citizens’ resistance to social media. I gained vast knowledge on how
to perform background research, surveys plans, and focus group plans.
 Executive Summary

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

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

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

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

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

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

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

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

and explored their resistance to this ground-breaking technology.

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

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

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

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

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

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

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

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

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

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

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

the participants don’t have the same views, opinions, and reasons as to why they are
resistant to social media. In order to avoid debates I will use participants that don’t have

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

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

in order to ensure an appropriate sample size.

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

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

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

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

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

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

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

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

include seniors, mid-lifers and baby boomers.



Background Research

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

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

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

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

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

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

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

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

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

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

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

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

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

against a number of things.

Social media networking is the exchange of information through social interaction

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

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

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

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

potential to use it for professional purposes as well as to interact for personal reasons.
 There are not many sources that describe this 50 plus age group as resistant to

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

less than younger people.

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

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

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

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

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

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

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

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

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

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

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

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

by those 50 and older.

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

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

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

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

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

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

it seems that these baby boomers don’t seem to grasp the full concept of social media.
They think that it’s just for teens and young people and when they do use it they tend to

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

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

LinkedIn and Twitter are geared toward connecting industry professionals, but

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

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

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

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

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

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

Source List

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

Corcoran, Sean. “The Broad Reach of Social Technologies.” Forrester Research, August
25, 2009.
http://www.forrester.com/Research/Document/Excerpt/0,7211,55132,00.html

Harris Poll. “Just Under Half of Americans Have Facebook or MySpace Account. April
16, 2009.
http://www.harrisinteractive.com/harris_poll/pubs/Harris_Poll_2009_04_16.pdf

Lenhart, Amanda. “Adults and Social Network Website.” Pew Internet and American
Life Project. January 14, 2009, http://www.pewinternet.org/Reports/2009/Adults-and-
Social- Network-Websites.aspx, accessed on September 22, 2009.

Richtel, Matt. “New Social Sites Cater to People of a Certain Age.” New York
Times.September 12, 2007.
http://www.nytimes.com/2007/09/12/technology/12social.html

Stoudt, Alisa. “Socially Networked: How teens, parents and grandparents are all online
and linked.” AARP Bulletin Today. May 18, 2009.
http://bulletin.aarp.org/yourworld/yourhome/articles/_socially_networked.html




Focus Group Plan

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

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

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

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

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

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

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

with seniors.

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

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

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

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

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

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

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

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

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

Warm-up Questions

1. Do you know what social media is?

2. Do you use social media networking?

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

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

5. Are you more interested in communicating about work related information,

consumer activities (shopping, coupons, etc), or for personal use (talking to
friends/family, viewing photos)?

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

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

8. What would prompt you to explore social media?

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

Wrap-up Questions

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

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

Survey Plan

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

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

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

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

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

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

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

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

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

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

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

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

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

___M
___F
___Prefer not to answer

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

___18-24
___25-34
___35-49
___50-60
___61+
___Prefer not to answer
3. What is your race? (X appropriate answer)

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

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

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

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

answer)

___Less than High School

___High School/GED
___Some College
___2-Year College Degree (Associates)
___4-Year College Degree (B.A./B.S.)
___Master’s Degree
___Doctoral Degree
___Professional Degree (MD, JD)
___Prefer not to answer
 6. What is your current marital status? (X appropriate answer)

___Single/Never Married
___Married
___Separated
___Divorced
___Widowed
___Prefer not to answer

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

___ Not at all familiar

___Familiar
___Unfamiliar
___Very familiar

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

8. How likely are you to use social media?

Very Somewhat No opinion Somewhat Very

Likely Likely Unlikely Unlikely

5 4 3 2 1

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

Strongly Somewhat No Opinion Somewhat Strongly

Agree Agree Disagree Disagree

5 4 3 2 1

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

___0-2 hours
___3-4 hours
___4-6 hours
___6-8 hours
___8+ hours
11. How much time do you spend on social media sites per week? (X best answer)

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

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

___Facebook
___Twitter
___MySpace
___LinkedIn
___YouTube
___Spoke
___Meetup
___None of the above

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

___I don’t think they are

___They’re unable to accept change
___They can’t use it
___They think it’s for young people
___Other
For the following two questions please rank your choices/opinions in order from 1-7.

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

___Professional networking (finding jobs, etc.)

___Blogging
___News/current events
___Travel
___Video/photo sharing
___Consumer purposes (coupons, reviews, special offers)
___Connecting with friends/family

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

___Consumers
___Young people
___Adults
___Families
___Business professionals
___Advertisers
___Other



 This grant proposal was written for the Big Brothers and Big Sisters of
Northwest Florida as an assignment for my Integrated Communication
Management class. It was a group project that required us to meet with the
executive director of this chapter to discuss their needs in order to write the
grant proposal.
 GRANT APPLICATION

THE DUNSPAUGH-DALTON FOUNDATION, INC.

Florida Address: California Address:

1500 San Remo Ave., Suite 103 P.O. Box 1437
Coral Gables, FL 33146 Pebble Beach, CA 93953
Tel. (305) 668-4192 Tel. (831) 620-1069
Fax (305) 668-4247 Fax (831) 620-1069
DunspaughDalton@aol.com slbddf@sbcglobal.net

INSTRUCTIONS: Applicants requesting a grant from The Dunspaugh-Dalton

Foundation, Inc. must complete all documents in their entirety. USE THE FORM
BELOW BY TYPING IN THE UNDERLINED AREAS or PRINT THE FORM AND
COMPLETE MANUALLY. Attach all additional required documentation listed on:
Additional Information for Grant Applications.

Date of Application _June 1, 2010_________________

Name of Organization Big Brothers Big Sisters of Northwest Florida__

Address of Organization _1149 Creighton Road, Suite 1_____________

City _Pensacola______________________ State _FL Zip Code_32504_____

Telephone ( 850 ) 433 - 5437________

Project Name _Big Brothers Big Sisters Mentoring

Program_________________________

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

Total amount of Grant requested _$20,000___ Payment to start _July 1, 2010 ___

‘Payable To’ name for grant _Big Brothers Big Sisters of Northwest Florida________

Address _1149 Creighton Road, Suite 1___________________________

City _Pensacola__________________State _FL_ Zip Code __32504_______

Tax Exempt Eligibility Number___________ (attach a copy of the IRS exemption letter)

Federal Employer Identification Number (EIN) _59 - __2996893___

Contact Person _Paula Shell_______________ Title _President & CEO____________

Applicant Signature ______________________________ Title _ ________

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

RE: Big Brothers/Big Sisters Northwest Florida

Dear Dunspaugh-Dalton Foundation, Inc.,

Big Brothers/Big Sisters of Northwest Florida is pleased to present you with this
grant request for your review. We look forward to adding The Dunspaugh-Dalton
Foundation as a Leadership Circle supporter. Big Brothers/Big Sisters currently
has about 400 matches in our mentoring program. Adult mentors volunteer their
time to children ages 6 through 18 to make a positive impact on a child’s life. We
have proven success in developing positive relationships that have a direct and
lasting impact on the lives of everyone involved – including the child, volunteer,
families, and the community.

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

We appreciate The Dunspaugh-Dalton Foundation for taking interest in helping

the children in our community reach their full potential through our mentoring
program. Please feel free to call or email me if you require any further
information or have questions concerning this grant request.

Thank you,

Paula Shell
President and CEO
1149 Creighton Road
Suite 1
Pensacola, FL 32504

(850) 433-5437

(850) 723-0057

pshell@bbbsnwfl.org
 I. Proposal Summary

Big Brothers/Big Sisters of Northwest Florida’s purpose is to help children reach their
potential through professionally supported, one-to-one relationships with measurable
impact. We match caring, adult mentors with children ages 6 through 18 who come
primarily from single-parent homes. Our agency provides services in five counties
including: Escambia, Santa Rosa, Okaloosa, Walton and Bay. Big Brothers/Big Sisters is
requesting The Dunspaugh-Dalton Foundation grant because there is a need to create and
maintain more matches within our mentoring program to reach a larger population. We
currently have 200 children on the waiting list to be assigned to a mentoring partner. The
outcomes we hope to achieve are creating, supporting, and maintaining 20 more matches
within the mentoring program. If we receive the grant, the funding will be spent on the
process of creating and investing in the initial Big Brother/Big Sister match and the
recurring costs of maintaining and supporting the match. The cost per mentoring match is
$1000.
 II. Narrative

A. Background

History and Mission

In 1989, Navy Chaplain Elery Tyson saw the need for a youth mentoring program in
the Northwest Florida area. Determined to establish the nationally-known, premier
mentoring organization of Big Brothers/Big Sisters in Northwest Florida, Navy Chaplain
Elery Tyson gathered a small but dynamic group who shared this vision. In the fall of
1989, Big Brothers/Big Sisters of Northwest Florida was established, and for over the
past 20 years this organization has successfully flourished; impacting thousands of lives
throughout the community. The success of Big Brothers/Big Sisters of Northwest Florida
is a direct result of caring community volunteers who dedicate time to develop lasting
relationships with children in need of direction. The mission of Big Brothers/Big Sisters
of Northwest Florida is to help children reach their potential through professionally
supported, one-to-one relationships with measurable impact.

Need

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

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

Population served

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

Geographic
Number Percent
Location
Race NumberEscambiaPercent
County 368 49%
Santa Rosa County 121 16%
African American 342 46%
Military 0 0%
Asian American 1 <1%
Other 260 35%
Caucasian 299 39%
Total 749
Latin/Hispanic 14 1.8%
Multi Cultural/Ethnic 75 10%
Native American 7 <1%
Sex Number Percent 11 1%
Male 320 43% Children
enter the Big
Female 429 57%
Brother/Big
Other
Sisters Program between the ages of 6 and Age Number Percent
th
18; children can stay matched until their 18 Under 5 Years 0 0
birthday. Children in the program are from 5-18 Years 749 100%
single parent homes, as well as homes with 19-64 Years 0 0
grandparents acting as parents. Military 65+ Years 0 0
families, foster families, and other special
needs youth are available for matches; any children with major behavioral issues which
cannot be handled by volunteers often cannot be matched. Although children with
behavioral issues are strongly considered if they can be matched with the right volunteer
who feels capable with handling the issue. Children who are served may come from low-
income neighborhoods and zip codes with high juvenile crime. The policy of Big
Brothers/Big Sisters is to serve youth from all racial and ethnic backgrounds.

Staff

The non-program administrative costs cover the 12 full-time staff members, eight
part-time staff members, and 749 volunteers. The percentage of total funding received by
Big Brothers/Big Sisters that was spent on “non-program” and administrative costs was
6.24% of total funds received, as well as 6.61% for fundraising costs, totaling 12.85%.

Organizational relationships

Big Brothers/Big Sisters of Northwest Florida has relationships with the Escambia
County Sheriff’s Office, Office of Juvenile Justice Delinquency & Prevention, Florida
Department of Juvenile Justice, Department of Education Office of Safe and Drug Free
Schools, and United Way of Escambia County. We have partnered with the four school
districts of Okaloosa, Santa Rosa, Bay, and Escambia Counties to service the youth in
these communities.

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


Okaloosa County: Bay County:
Elliott Point Elementary School Boys and Girls Clubs of Bay County

Santa Rosa County: Escambia County:

East Milton Elementary School Brentwood Elementary School
Hobbs Middle School Ferry Pass Elementary
King Middle School Navy Point Elementary School
Rhodes Elementary School O. J. Semmes Elementary School
Milton Housing Woodham Middle School
YMCA After School Care
City of Pensacola Parks &
Recreation Centers: Cobb Center &
Fricker Center
Childhood Dreams Learning Center

The Big Brothers/Big Sisters organization is different from these local programs due
to the fact that the other programs don’t offer the extensive services that we do. Our
organization has both community and site based mentoring programs which spans across
the five counties of Northwest Florida and offers convenience and comfort to the children
and families. Our organization goes above and beyond by supporting the match function
during and after the match has been made. We have extensive background checks and
orientations for our “Bigs” and our case managers contact the “Littles’” families, collect
grades from the children’s schools, perform site visits, and speak with the “Bigs” and
“Littles” to find out how the connection is going. Many of the similar organizations don’t
provide these services, which may jeopardize the safety of the youth and their families.

B. Funding Requirements

Big Brothers Big Sisters of Northwest Florida is seeking funding to provide quality
mentors to local children who meet the requirements. A breakdown of how the funds
would be applied can be seen in the following table:
Orientation $51
Screening $187 Cost Per Match =
Assessment $140 $1,000
Matching $80 Community Based
Case Management $115 Match
Travel $217
Activities $210

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

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

These benefits are demonstrated through developing positive and lasting

relationships that help the children to become successful participants in their respective
communities. The changes in each child will be a base to build upon for life.

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

C. Evaluation

By the end of the funding period, we agree to complete our Program Outcome
Evaluation in which we measure the three facets that we expect the youth to have
increased by taking part in the program: confidence, competence, and caring. We expect
the youth of these matches to have increased confidence which includes the ability to
express feelings, make decisions, have new interests or hobbies, better personal hygiene
and appearance, and a sense of future. Increased competence includes increased academic
performance, a positive attitude toward school, homework and school preparedness,
positive class behavior, the ability to avoid delinquency, substance abuse and early
parenting. The third facet, caring, consists of exemplifying trust toward others, the
respecting of other cultures, having positive relationships with family, peers and other
adults.

In addition to measuring these three facets, the case managers and staff will further
evaluate our program by using qualitative and quantitative methods of measurement to
include: measuring the number of suspensions and expulsions from school, the increase
or decrease in the number of youth participating in our program, anecdotal stories from
“Bigs” and “Littles”, analyzing the number of matches made between boys and men, and
the new populations we have focused on (foster care children, children raised by
grandparents).

A successful program for Big Brothers/Big Sisters of Northwest Florida means

having made more matches by reaching new populations and increasing male
participation in our community as well as achieving a recognizable increase in positive
attitude from the volunteers, youth, families, and community. Results that we expect to
achieve at the end of the funding period are a significant and powerful impact on the
youth through avoiding violence, substance abuse, doing better in school- which in turn
positively affects their friends, family, and community.
 BIG BROTHERS/BIG SISTERS OF NORTHWEST FLORIDA, INC.
STATEMENT OF FINANCIAL POSITION
JUNE 30, 2009

ASSETS 2009

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

Total current assets 158,192

Property and Equipment

Machinery and equipment 19,315
Furniture and fixtures 6,966
Less accumulated depreciation (15,990)
10,291
Other assets
Intangibles, net of amortization 477

Total assets $168,960

LIABILITIES AND NET ASSETS

Current Liabilities
Accounts payable $2,694
Accrued salaries and benefits 30,192
Total current liabilities 32,886

Net assets
Unrestricted 133,330
Restricted 2,744
Total net assets 136,074

Total liabilities and net assets $168,960

 BIG BROTHERS/BIG SISTERS OF NORTHWEST FLORIDA, INC.
STATEMENT OF ACTIVITIES AND CHANGES IN NET ASSETS
YEAR ENDED JUNE 30, 2009

Unrestricted Restricted Total

PUBLIC SUPPORT AND REVENUE

PUBLIC SUPPORT
United Way and CFC $86,891 $0 $86,891
Community Juvenile Justice Partnership 170,369 0 170,369
Grants
Contributions 22,515 0 22,515
Special fundraising events 162,494 0 162,494
In-kind contributions 79,735 0 79,735
Other 268,281 1,000 269,281
Total public support 790,285 1,000 791,285

REVENUE
Program fees and other 33,319 0 33,319
Interest income 1,782 0 1,782
Loss on investment valuation (2,405) 0 (2,405)
Loss on disposition of assets (200) 0 (200)
Total Revenue 32,496 0 32,496
Total public support and revenue 822,781 1,000 823,781

EXPENSES
Program Services:
Community Juvenile Justice Partnership 220,765 0 220,765
Other grants
Grants 529,262 510 529,772
Total program services 750,027 510 750,537

Support Services
Management and general 51,371 0 51,371
Fundraising 54,454 0 54,454
Total support services 105,825 0 105,825
Total expenses 855,852 510 856,362

Change in net assets (33,071) 490 (32,581)

Net assets at beginning of year 166,401 2,254 168,655

Net assets at end of year

$133,330 $2,744 $136,074
The following are publication design files that include advertisements,
magazine cover, and logos, which showcase my Adobe Creative Suite 4
capabilities.

Thank you for taking the time to view my portfolio. I can be reached at
Jamie.rayford@gmail.com.
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 carnival.com
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 November 2009
The Official Newsletter of the UWF Environmental Department

Beach Clean-Ups Successful:

The beach looks new again

E fforts were held an international

coastal cleanup day Sept. 19 and
collected the usual trash, along with
some other interesting objects.
The cleanup is organized annually
and globally by the Ocean Conservan-
cy and is among the largest one-day
volunteer efforts in the world.
More than 100 volunteers across
Long Beach Island collected more
than 448 pounds of trash in a cumula-
tive span of 35 miles.
“We had a really good turnout be-
cause it was such a nice day,” said
Tom Beaty, president of ALO.
Long Beach Island collected more.
Some of the most common litter
found was cigarettes/cigarette filters,
1,001.
“Cigarettes are usually one of the
prime offenders because everyone
treats the beach like it’s an ashtray.
If we don’t get them, they go in the
water, and some of them are from the
water because they’re found at the
water line,” he said.
Volunteers also collected 1,027 plastic
bottle caps, 600 straws, 88 tampons/
tampon applicators and 297 food
wrappers/containers. Among other no-
table items found were three syringes
and one vibrator.
“That was a first,” Beaty said. “I
didn’t find it, so I’m not sure if it was
battery or electric, internal or exter-
nal. I just hope a kid didn’t find it.”
Beaty added that a cleanup of this
magnitude could be done every week-
end and the same amount of trash
would be found.
The cleanup took place in 104 coun-
tries. In the United States, groups in
42 states and the District of Columbia
participated, according to Beaty.
ALO’s primary mission is to maintain
a clean and healthy coastal environ-
ment and conduct its own cleanup
every April. -Donna Weaver

3 Reasons to Join A Beach Cleanup...

Everyone else is doing it. In 2008,
2Trash kills. The oceans cover two-thirds 3 Cigs are king. 3.2
million
1 400,000 volunteers worldwide partici- of the planet and are home to 97% of all cigarette butts littered
pated life on Earth in 2008

The buzz about upcoming events...

November 8: November 15: November 30: December 2:

Power plant tour Local farmer’s market Double fun! Campus Recycle Rally!
Only 20 spaces will be on campus for clean up & beach 10 a.m. to 6 p.m.
available one day only! clean up
Sign up now! Spread the word!
 Student Involvement on Campus
This drive is an effort to combat the
assumption shared by some
students that their grades will
suffer from joining on-campus
organizations.
“Our main objective is to get
more students involved,” said
Jeremy Schenk, director of student
activities. “This leads to a stronger
academic performance since many
groups have a GPA requirement,
and students may have to work
harder to be a part of that
organization.” Will be there at the
place.
Federal Funding for Sustainability
Installing reflective roof cover,
upgrading water and waste pipes,
and retrofitting chillers and
generators are possible projects on
a list created by Manatee County’s
“Green Team” in anticipation of
federal stimulus funding.
Energy efficiency in county
government also will be an
initiative in Manatee in there. And
can be a good way to do.
The Office of Student Activities
deals with more than 200 student
organizations on campus and helps
in policy administration, advising
and coordinating campus events
and leadership programs. The
weeklong event is targeted toward
recruiting all Missouri State
students interested in joining an
organization. Various organizations
will be present on different days at
the venue. The place to safte stuff
and to have energy efficient work
type o fdeal thing to see.
Part of the American Recovery
and Reinvestment Act, the Energy
Efficiency and Conservation Block
Grant program provides funds to
local governments, states,
territories and Indian tribes to
assist in the reduction of fossil fuel
emissions and total energy use and
to it. How to get by and be an
energy saver and all the other
things to go with the energy things.
Spring 2010 Environmental Convention
To Be Held in Miami
The National Conference on
Science, Policy and the Envi-
ronment is built on the idea that
stakeholder-informed science
is a powerful tool for building
consensus necessary to solve
the serious environmental
problems we face. Each year,
NCSE convenes a topical
conference that brings together
hundreds of scientific,
educational, business, civil
society, and government
leaders. The Council produces
and disseminates a detailed
report of the recommendations
developed by conference
participants. NCSE provides
briefings to Congress and other
institutions and individuals
capable of implementing the
proposals. The Council also
develops or facilitates.
The purpose of the conference
is to create needed awareness
of environmental protection
for a healthy environment in
Africa, through many robust
environmental education
awareness programs and pilot
initiatives, particularly in
Liberia as a case study
scenario, because of its post
war circumstances. AEW
believes that a clean
environment, and sound
natural resources management
can translate to healthy
communities, and human
resources which are keys to
enhancing social integrity,
economic prosperity,
poverty reduction, and
political stability.

The Farmer’s Market on Campus

Ask shoppers laden with cherries,
bok choy and asparagus what
compels them to visit farmers
markets and most cite live music,
flowers, the smell of good things
pulled from the earth or out of the
oven, and the chance to support
local farmers.
Rarely does anyone mention the
prices. Which got Stacey Jones to
wondering why.
“There’s sort of a common percep-
tion that the farmers market is
more expensive.
Energy Saving Tips:
1. Turn off lights when not in use 2. Take Short Showers 3. Drive Sensibly 4. Air dry dishes 5. Insulate hot water heater
A lot of people feel they’re doing
the farmers a favor,” Jones said.
Last month, the economics
professor and her business
statistics class at Seattle
University compared prices for
organic produce at the Broadway
Farmers Market with that sold at
the local QFC supermarket and
Madison Market, one of
several cooperatively owned
grocery stores in the region. And
that is why we do this.
This Month’s BUZZ
Hotels Going Green
The Sheraton Syracuse University Hotel and
Conference Center is one three finalists for the
Good Earthkeeping Award from the New York
Hospitality and Tourism Association.
The hotel is being recognized for making a
number of environmentally friendly changes.
General Manager David Heymann said it’s
the right thing to do and makes good business
sense.
When a guest leaves the room it shuts back the
temperature. We put that system after trying it
out for several months in a handful of rooms
and we’ve really have had some great results.
Unlike motion sensors, GEM detects infrared
body heat to determine whether someone in the
room then lowers then adjusts the heat or air
conditioning accordingly.
The uwf shotokan karate Club

Become a member of the uwf

shotokan karate club today!

For more info visit

the website:
www.uwf.edu/shotokankarate
or contact Suzanne
Tuzzeo:
850-221-1413
suzanne32@hotmail.