This project is a social media audit for Ronald McDonald House Charities of North Central Florida.

1. Ronald McDonald
House Charities of
North Central
Florida
Social Media Strategy
Kelly Daly
June 4, 2018
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2. TABLE OF CONTENTS
1. Cover Page
2. Table of Contents
3. Executive Summary
4. Social Media Audit
5. Social Media Objectives
6. Online Brand Persona & Voice
7. Strategies & Tools
8. Timing & Key Dates
9. Social Media Roles & Responsibilities
10. Social Media Policy
11. Critical Response Plan
12. Measurement & Reporting Results 2

3. EXECUTIVE SUMMARY
Our social media priorities for the rest of 2018 will be growing our online
following and community.
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The primary focus will be to increase cause awareness and donations through
fostering better online engagement by sharing real-time content and building
a deeper relationship with our followers.
Two major social media strategies will support this objective:
1. Creating live content to engage followers with real-time posts
2. Utilizing the strengths of different social media platforms to engage
audiences

4. SOCIAL MEDIA AUDIT
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The following is an audit of the RMHCNCF social media presence since the beginning of 2018. It includes an
assessment of all social networks, web traffic, audience demographics and competitor analysis.
Assessment as of June 4, 2018
Social Network URL Follower
Counter
Average Weekly
Activity
Average
Engagement
Rate
#Interactions / reach
Instagram instagram.com/
RMHCNCF
932 9 posts 3%
Facebook facebook.com/
RMHCNCF
3,739 9 posts 2.5%
Twitter twitter.com/
RMHCNCF
1,160 9 posts 1%
Assessment: The highest amount of interactions occur on Instagram. All three platforms have the same posts. Going
forward, we should diversify the content on each site.

5. WEBSITE TRAFFIC SOURCES ASSESSMENT
Traffic Assessment: At this time, Facebook is the biggest driver of online traffic
to our website. The conversion rate (conversion goal = donations) trumps that
of Twitter at 2.8% and 1.5%, respectively. There is no Instagram data available,
but Instagram posts generate more likes than Facebook posts and could
generate more traffic to our website.
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Source Volume Percentage of
Overall Traffic
Conversion Rate
Instagram NO DATA NO DATA NO DATA
Facebook 600 unique visits 6% 2.8%
Twitter 200 unique visits 2% 1.5%

6. AUDIENCE DEMOGRAPHIC ASSESSMENT
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Age
Distribution
Gender
Distribution
Primary
Social
Network
Secondary
Social
Network
Primary
Need
Secondary
Need
10% 18-30
10% 21-40
20% 41-55
60% 55-80
55% female
45% male
60%
Facebook
30%
Instagram
10%
Twitter
70%
Instagram
20%
Facebook
10%
Twitter
Fulfilling a
need to
contribute
to cause,
fulfilling a
need to
help the
community.
Donations
mattered to
someone
they care
about or
know.
Audience Assessment: A majority of the survey respondents were in the 55-80 age range. Facebook was
the main social media site for this group. A need to contribute to cause, contribute to the community or
contribute to another person were the main reasons for their donations to RMHCNCF. This is perhaps
because this is the age group with the most money to spare.

7. COMPETITOR ASSESSMENT
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Competitor Social Media Profile Strengths Weaknesses
Child Advocacy Center facebook.com/
ChildAdvocacyCenterGai
nesville
Visuals and videos are in
almost every post and
advocate for their cause.
Posts don’t generate
much discussion,
questions, comments or
likes
PACE Center for Girls instagram.com/
pacealachua
Proper branding with the
hashtag
#BelievingInGirls in
almost every post
Account does not have a
high follower count, and
posts don’t generate
many likes.
Tyler’s Hope for a
Dystonia Cure
NO TWITTER NO DATA NO DATA
Competitor Assessment: The above assessment of three other children’s charities located in the
Greater Gainesville area shows that the other charities do not have as strong as a social media presence
as RMHCNCF. Most of the organizations post consistently. However, an area where the organizations can
improve would be promoting a more consistent brand with the use of hashtags and setting an overall
theme for their pages.

8. SOCIAL MEDIA OBJECTIVES
For the second half of 2018, the primary focus of our social media strategy will be to
support brand awareness and increase donations by fostering better online engagement
by sharing real-time content and utilizing the strengths of different social media
platforms. By letting our followers know what is happening in the House on a regular
basis and socially engaging with them online, we will be able to form a deeper
connection with those interested in our House.
Some specific objectives include:
1. Utilize Instagram Stories to show real-time pictures of activities and families in the
House.
2. Use Facebook Live to engage our audience instantly.
3. Reply to tweets and interact with our followers.
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9. KPIs
1. Number of likes on Instagram
posts
2. Number of shares and likes on
Facebook posts
3. Number of engagements on
Twitter
Key Messages
● #KeepingFamiliesClose
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10. ONLINE BRAND PERSONA & VOICE
Adjectives that describe our brand
● Family-oriented
● Inspirational
● Thankful
● Positive
● Heart-warming
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Note: the name content is posted on all
platforms. We must diversify content, and
we must engage with donors and
supporters in a way that is aligned with the
adjectives in our postings.

11. STRATEGIES & TOOLS
Strategies
● Build off of the #KeepingFamiliesClose campaign
by utilizing in-house employees to create Instagram
stories and Facebook live videos. A close, personal
engagement will enforce the hashtag and keep our
followers close with House activities.
● Utilization of Instagram features (ex: Boomerangs)
● Facebook Live videos can include interviews with
volunteers, families and footage of activities.
● Monitor mentions on Twitter and engage with
tweeters when they mention our House.
● Post Twitter polls to engage with followers and
learn more about your audience.
● Create a better, overall image of pictures we post to
create more eye-pleasing consistency.
Tools
● Buffer
● Facebook Live
● Instagram stories
● Twitter polls
● VSCO
● Basecamp
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12. TIMING & KEY DATES
Post Timing
● Post pictures & stories between 10 a.m.
and 3 p.m.
● Facebook Live sessions hosted between
6 p.m. and 10 p.m.
● Respond to Twitter engagements at any
time.
Reporting Dates
● Reporting will occur the last Friday of
every month until the end of 2018.
Key Dates
Main Events
● July 14 - 24: Christmas in July
● August 25: Red Shoe Affair
● November 15: Bourbon & BBQ
● December 15: Build a House for the House
Regular Events
● Giving Tuesday
● Wish-List Wednesday
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13. SOCIAL MEDIA ROLES & RESPONSIBILITIES
Marketing Director
Stephanie Hare
Social Media Manager
Alexander Ganz
Social Media Coordinator
Kelly Daly
Supporting Social Media Team
Amy Hicks (photography & live content/stories)
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14. SOCIAL MEDIA POLICY
Social media is one of the biggest ways that supports and donors stay connected to the House. We use social media
to share stories of our families, ask for donations and thank the generous donors and volunteers who keep the
lights on. As a representative of RMHCNCF, you are expected to demonstrate the best practices and uphold the
values of our House on social media by following these simple guidelines:
● Be respectful & polite to all regardless of the circumstance
● Keep the mission of the House at the center of all posts and engagements
● Be sincere when thanking volunteers and donors
● Don’t delay responding to others, and be nice when you write to them.
● Don’t just post -- check all social media posts and ideas with Alex or Stephanie
● Ensure that all pictures of volunteers and families are appropriate and have a corresponding consent form filled
out.
● Use the hashtag #KeepingFamiliesClose
RMHCNCF is serious about the appropriate use of social media by our employees and volunteers, as we not only have a private brand to
uphold, but a global brand with standards we must abide to. Violation of RMHCNCF social policy may result in corrective action that is felt
appropriate by the executive director including termination and legal action. Should you have any actions or concerns, please speak to the
executive director.
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15. CRITICAL RESPONSE PLAN
Scenario 1 - Inappropriate Post
Action plan:
1. When picture is detected:
a. Take screenshot
b. Delete post
c. Alert Marketing Manager, Stephanie.
2. Stephanie to speak with Kelly & Alex to discuss impact
and reach, and evaluate further action.
3. Alex to develop appropriate post, Sherry to approve.
4. If media has picked up the post, Sherry to manage all
direct contact. If Sherry is unavailable, Stephanie will
manage all contact.
5. Stephanie and Kelly to sync with employee responsible
for publishing the post to see if discipline is needed.
In this scenario, the post was not pre-approved, and there was
no diligent checking of consent forms.
Always have the post approved, check and double-check forms
and only the social media manager can post the content.
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Scenario 2 - Rude Commenter
Action plan:
1. When picture is detected:
a. Take screenshot
b. Don’t delete post
c. Alert Marketing Manager, Stephanie.
2. Stephanie to speak with Kelly & Alex to discuss impact
and reach, and evaluate further action.
3. Alex to develop appropriate post to respond, Sherry to
approve.
4. Alex will post the response.
In this scenario, the words of another person was completely out
of the control of any employee at the House.
When dealing with displeased followers, always alert Alex and
Stephanie. They will devise a plan of action/appropriate
response that aligns with the brand of RMH.

16. MEASUREMENT & REPORTING
Data as of July 27, 2018
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Social
Network
Follower
Count
Average
Weekly
Activity
Average
Likes on
Post
Percentage
of Overall
Traffic
Conversion
Rate
Facebook 4,329 9 posts, 3
Facebook
Live sessions
250 likes, 100
Live viewers
30% 5%
Instagram 1,240 12 posts, daily
Instagram
stories
200 likes, 600
story views
N/A 4%
Twitter 2,103 25 tweets 15
interactions
10% 2%

17. Sentiment Analysis
An analysis of the interactions on 50 Facebook posts, 50 instagram posts and 50 Tweets revealed the following:
● An abundance of volunteers and donors who had nothing but great sentiments to say about RMHCNCF. This
includes positive messages, stories of their experiences with the house and compliments about the team.
Tool Performance
● VSCO helped created a consistent look in the way we brand the House.
● Buffer helped schedule posts for later at night when employees were not in the House.
● Facebook Live helped donors and volunteers feel closer to the families and the cause as a whole.
● Instagram stories helped engage with a younger audience.
● Engaging with the Twitter audience further personalized our brand.
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