Final COM 440 project

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Table of Contents
Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Internal Publics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Strategic Communications Office . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Command/Management Staff . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Students . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Unpaid Interns . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
External Publics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Chamber of Commerce . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Fire and Police Departments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Contractors and Private Partners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Local Government . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Charity Organizations/Recipients . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Public Relations Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Community Involvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Employee Safety/Competency . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Communication Evaluation/Feedback . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Diversity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Family Advocacy Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Charity and Volunteering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Crisis Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Outlets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Social Media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Print Media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Broadcast Media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Interpersonal Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
AtHoc . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Mobile App . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Short Term and Long Term Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Short Term Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Long Term Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Program Evaluation Techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
The Need For Program Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Informal Method . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Formal Method . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

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Acknowledgments
We would like to express our gratitude to Anniston Army Depot leadership for
giving us this valuable opportunity. We would like to recognize and give credit to those
in the Strategic Communications Office for helping us prepare this document.
Our group would like to give a special thanks to Mrs. Clester Burdell and Mrs.
Jennifer Bacchus for being beyond helpful with providing insight in many different areas.
We have gained a tremendous knowledge in preparing this document from our
instructor. Dr. Augustine Ihator has provided leadership and motivation in helping us
prepare this document in hopes that our work will be useful to the ANAD Strategic
Communications Office.

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History of Anniston Army Depot
In 1940, the Department of the Army acquired 10,640 acres of land near
Anniston, Alabama, with plans to build a facility for the storage and maintenance of
military equipment and armaments (Hill, 2013). Construction began the next year on
500 storage “igloos,” office buildings, and warehouses. The facility, named the Anniston
Ordinance Depot, had only an initial staff of four; by the end of 1942, the AOD employed
over 4,000 civilians and expanded its land by over 5,000 acres (Hill, 2013). By this time,
WWII was heavily under way for the United States and the AOD was set to play its part.
As the demand increased for processing and shipping ammunition needed by the U.S.
military, “management of the depot was contracted to Chrysler, which had experience in
management of large supply facilities. After World War II, management of the depot
reverted to the Army” (Hill, 2013).
The depot was to remain primarily a storage and maintenance facility until 1952
when the Army gave it the mission of “overhauling and rebuilding its fleet of combat
vehicles and tanks, as well as artillery and anti-aircraft artillery” (Hill, 2013).
Modifications of weapons systems and certain equipment were also tasked to the Depot
(Hill, 2013). In August of 1962, the AOD’s command was transferred to the Army
Materiel Command and it was renamed Anniston Army Depot (ANAD) (History, 2014).
The next year, ANAD became responsible for maintenance and storage of chemical
weapons, a distinction for which the depot would be recognized for decades to come.
The 1970s saw an overhaul of many vehicles and tanks by ANAD, including the
M551 Sheridan. It also began work on the popular M1 main battle tank with “Physical
Teardown/Maintenance Evaluation” (History, 2014). During the 1980s, land-combat
missile maintenance was added to its functions (Hill, 2013).
In the early 1980s, some chemical weapons at ANAD were found to be leaking
their hazardous agents, so a plan was developed to build a facility on site to
decontaminate and dispose of the weapons. It was also found that ANAD had disposed
of other chemicals (not used in weapons) in pits which, subsequently, contaminated

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groundwater in the area. ANAD took significant steps to counter the damage and today
places great emphasis on environmental cleanliness through various environmental
programs and initiatives (Hill, 2013; Reducing Our Tracks, 2014). In 2001, The Anniston
Chemical Agent Disposal Facility was completed in order to properly destroy the
chemical weapons. Destruction of chemicals commenced in 2003 and was completed in
2011 (Hill, 2013).
During the 1990s, ANAD began partnering with private industry. A forerunner to
this kind of private/public collaboration, ANAD has since established over 140
partnerships with private entities (Public, 2014). The depot, through a corporate
partnership, began construction of equipment for the first time in 2006 on Stryker
vehicles. Approximately 600 Strykers are produced per year (Hill, 2013; History, 2014).
Today, ANAD employs about 4,100 individuals, has a $616 million operating
budget and is the Department of Defense’s “Center of Industrial and Technical
Excellence (CITE) for combat vehicles (minus Bradley), assault bridging, artillery, small
caliber weapons and locomotives, rail equipment and non-tactical generators” (About
ANAD, 2014). The installation is now (since 1998) operating under the Army’s Tank-
Automotive and Armaments Command (History, 2014).

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Internal Publics
Internal publics are those who are employed by or are members of an
organization. They are integral in ensuring that operations run smoothly and effectively.
We have determined that the primary internal publics to be discussed for Anniston Army
Depot are: employees, Strategic Communications Office, command/management staff,
students, and unpaid interns.
Employees
Workers are the backbone of the Anniston Army Depot. The installation employs
a wide range people in an even wider range of job positions. Every individual plays a
crucial role in carrying out ANAD’s mission to “provide superior industrial expertise,
products, and services to support America's Warfighters, Allies [sic] and commercial
customers” (Anniston Army Depot (brochure), 2014).
We would like to praise ANAD on the amazing relationship the Strategic
Communication Office has with the employees. Although there is a Chain of Command,
it is good that employees are offered the Open Door Policy. Employees are shown that
the depot values their hard work by giving them an Employee Appreciation Day. Also,
the fact that depot employees are offered time off after donating blood is a positive
gesture that improves appreciation for decision makers by employees. Knowledge of
safety procedures and skill competency of employees are tested adequately by the TED
System. This electronic system reduces paper waste and can be easily updated.
Strategic Communication Office
The Strategic Communications Office (SCO) is where all official communication
throughout the installation is received and distributed. The office disseminates
information to all employees and the public in forms of social media, The Morning Show,

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and Tracks, among others. These different platforms of communication are effective at
getting important information out to the employees. However, it would be beneficial for
Anniston Army Depot to hire another employee to assist with all of the depot’s social
media accounts. Social media is the fastest growing platform that the depot uses. The
demand for quality content will only continue to rise. The additional employee will be
able to share information from around the defense industry that is applicable to ANAD
publics. He or she would also be able to engage the online community more frequently,
thus, building stronger relationships. This person would be responsible for providing
updates that are more consistent, detailed, and diverse.
Hiring an additional employee can also be helpful to the Visual Information Office
(VIO) and The Morning Show. Our team noted that the current Visual Information Office
staff members were constantly multitasking and indicated that their workload consisted
of a wide range of responsibilities. Another member could reduce their workload by
taking photographs, designing pamphlets and brochures, or shooting film. The Morning
Show, which is also produced by the VIO, would be better served with extra help.
Preparing Teleprompters, seeking interviews, compiling B-role, or assisting with camera
operation are just a few of the ways they could contribute.
The Tracks newspaper can be improved with more staff as well. For instance,
employee spotlights or employees of the month can be regular features and the creation
of a larger e-mail distribution system will be more easily accomplished. This employee
can increase the potential for a wider range of subject matter in Tracks and assist with
creating graphic inserts.
We feel that hiring a new employee will be essential in increasing the quality of
work in the Strategic Communication Department and bring a fresh perspective to the
department.
Command/Management Staff

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The Anniston Army Depot command and management staff consists of
leadership from the depot commander to the directors of each department on the
installation. The Anniston Army Depot top command staff holds meetings on a bi-weekly
basis. We recommend that meetings be held more frequently. Weekly meetings can be
beneficial in a number of ways. The commander will receive report from upper
management to know what work is being done in each office and what progress is being
made. The knowledge of having their supervisor examine their work more frequently will
keep them motivated to stay on task. Having every member of upper management
aware of the happenings of other departments lends to transparency and thoroughness.
Students
Through the Pathways Program, the depot creates co-op employment
opportunities for students in the area. It also supports local schools with mentoring
initiatives (C. Burdell, personal communication, Sept. 16, 2015). Students now apply for
the job rather than being recruiting by staff. We recommend recruiting students for the
Pathways Program by working with local schools to ensure the best students have
opportunities to work and learn at ANAD. Increasing the pool of students from which to
select participants increases the chances of acquiring dedicated and eager young
people.
Unpaid Interns
The depot offers unpaid internships to Jacksonville State University students, as
well as others, in various areas of the installation. This helps the intern obtain real-world
skills and increase the student’s chances of obtaining a job after graduation. The
Anniston Army Depot can increase awareness of these programs by reaching out to
professors, posting on social media, placing flyers on campus, or placing classified ads

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in the newspaper. Also, allowing interns to have some of the benefits depot employees
have, such as access to the gym, would be a useful incentive.
Another recommendation is to pay the interns who are required to complete an
internship for their major. The benefits of having an intern are that they bring a new
perspective to the organization, help with projects, and they could be future employees.

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External Publics
External publics are those who have a relationship with an organization but do
not work intimately within the day-to-day operations. Although external, these people
are very beneficial to the growth and success of the Anniston Army Depot.
Chamber of Commerce
The Anniston Army Depot is a member of the Calhoun County Chamber of
Commerce, which works to “promote and sustain the economic growth of the Calhoun
County region, resulting in a community that is a dynamic place to work, visit and live”
(Our Mission, 2015).
We recommend periodic updates in Tracks on developments at the chamber.
This will keep the workforce informed on issues relevant to ANAD. Additionally, having a
Chamber of Commerce leader on the Morning Show would expose more employees to
the benefits and the importance of the work the chamber can do.
Media
The media are some of the most important publics with which an organization
can have a relationship. The depot (or any other entity) has little control over what
information media publish. The media can easily help or hurt an organization’s image.
Therefore, having a healthy working relationship with as many area media as possible
helps the depot influence what content is disseminated to the public. To its credit, the
depot has such a relationship.
The SCO works with local and regional media on a regular basis, although, there
are restrictions placed on who can talk to them, when and what can be discussed (C.
Burdell, personal communication, Sept. 16, 2015). The Strategic Communication team
is able to speak with any media organization on an array of topics including depot
events, community relations, job cut/gains, etc. The Strategic Communications team

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has demonstrated a vast knowledge of media relations and has indicated a very strong
relationship with various media outlets.
Our only recommendation to improve relations with new and emerging media is
to create a robust digital press kit. In it would include things such as links to all social
media accounts and the ANAD website, electronic versions of all major brochures and
pamphlets, short descriptions of depot leadership, and contact information. This will
reduce the time and energy required to assemble physical press kits and will conform to
trend of electronic information.
Fire and Police Departments
Police and fire personnel have a presence on site 24/7. The depot has a great
asset in the local fire and police departments as they are essential to providing a safe
environment should a crisis arise.
It is recommended that the police and fire personnel at ANAD be recognized
more frequently in TRACKS and/or the Morning Show, and at Employee Appreciation
Day events. Assisting the first responders in publicizing their fundraising events to the
ANAD workforce would be a gesture that would strengthen the relationship between
them and the depot.
Contractors and Private Partners
Partnerships are an integral part of ANAD’s mission. They contribute to the
depot’s profound economic impact and stature in Calhoun County. From our time at the
depot we have seen nothing but strong communication efforts regarding the business
community, and current and potential partners. ANAD has developed a well-laid plan for
the partnering process (Public – private partnering (pdf)). The installation is a leader in
private partnerships for military entities and it is evident through the number and stature
of private partners with which it does business.

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Local Government
In order to stay on top of the latest law and pertinent developments in the
community, the Depot has an interest in the local government and town hall meetings
(C. Burdell, personal communication, Sept. 16, 2015). Although, we realize ANAD
officials cannot become too involved in government affairs, we recommend a presence
at Anniston City Hall meetings and other pertinent events in Calhoun County.
Additionally, having local government officials on the Morning Show would keep
employees up to date on local affairs.
Charity Organizations/Recipients
The depot’s Christmas Cheer program works to provide gifts to children in
protective custody who may otherwise get little to nothing during the holidays. This
program is promoted through various outlets and employees are encouraged to
participate. Blood drives and United Way fundraising (also promoted through various
means) are other ways depot employees contribute to charity. Involvement and
communication with charity organizations appear to be strong and healthy. Coverage of
these programs in the local media promotes a favorable impression of the installation.
ANAD does a superb job working with charity organizations and should continue its
commitment to improve the lives of others.

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Public Relations Programs
Community Involvement
Anniston Army Depot (ANAD) is very involved within the community. Some of the
events ADAD participates in include holiday parades, Memorial and Veterans Day
celebrations, Rotary and Kiwanis Club, speaking engagements, and a Wounded Warrior
hunt for the Purple Heart recipients to come and hunt on their property. The depot does
an outstanding job when it comes to community involvement and should recognize it as
an asset to the installation and the community.
Employee Safety/Competency
Anniston Army Depot (ANAD) uses various techniques to ensure their employees
are competent. One of the main ways of doing this is through a computer system called
Total Employee Development (TED). ANAD employees learn and test their knowledge
of safety procedures, facility rules, and laws. The training is mostly online, but some are
recorded so employees are able to access it while on break at work. Certain job
positions require employees to be tested and instructed in topics pertaining to the
position.
Our group views this system as great tool for employee training. Computer
training software can provide a multitude of methods to train employees. Videos,
simulations, tests, and instant access to rules and procedures are just some of the
perks an electronic training system can provide. We strongly recommend the depot
continue to use such a program to compliment on-the-job training.
Communication Evaluation/Feedback
Employees are given a survey to anonymously share their thoughts on the
Tracks newspaper and the Morning Show. Also, the demographics of the employees

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who read the newspaper and watch the show are collected. Tracks lists a direct number
for employees to call to make comments and suggestions on the newspaper. ANAD
also distributes a voluntary climate survey to the employees to help the company
access the general workforces feelings about their position, management, etc.
Employee feedback is essential for keeping a content and high-morale workforce.
They must know their voices are being heard even if their comments do not influence
drastic change. Feedback from non-employees is also valuable. The military’s use the
Interactive Customer Evaluation (ICE) is a great asset. Taxpayers appreciate the
opportunity to give their opinions and share their experiences with military entities. We
find the depot’s use of these methods a strength within its public relations programs.
Diversity
A diverse workforce is an important element in any organization. Diversity helps
drive innovation and brings about new and creative ideas. When the job candidate pool
includes multiple demographics, a more qualified workforce results (Kerby & Burns,
2012). ANAD seeks to have a diverse workforce by analyzing applicant/employee
demographics to ensure that all ethnicities and genders are given equal opportunity.
Employing veterans is also a priority for ANAD.
However, the outreach to certain groups of people can be improved. We propose
that the depot utilize social media and traditional news releases to voice the importance
of women, people ages eighteen to thirty-five and ethnic minorities at the installation.
According to the Anniston Army Depot Fact Sheet, the average age of ANAD
employees is 45.91 and women make up only 18.5% of the workforce (2015).
Displaying how these groups can succeed at the depot, through social media and other
means, has the ability to set the stage for more diversity. Appealing to a younger
generation on social media cannot be stressed enough. When the Baby-Boomer
generation retires, young people will have increased job opportunities; ANAD should
position itself to bring in these young and eager workers.

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Family Advocacy Program
The Family Advocacy Program works to prevent abuse by offering programs to
put a stop to domestic abuse before it starts. When abuse does occur, the FAP works to
ensure the safety of victims and helps military families overcome the effects of violence
and change destructive behavior patterns. FAP staff members are trained to respond to
incidents of abuse and neglect, support victims, and offer prevention and treatment.
This program, as well as the SHARP program, is a strength for the depot and its family.
It projects ANAD as a caring employer and is certainly an attractive aspect of working at
the facility.
Charity and Volunteering
Employees who are generous with their time or money for a good cause reflect
well on the installation. Even if there is limited involvement from the depot in an official
capacity, the community will recognize its role in charitable giving. ANAD leadership
should consider increasing incentives to employees to participate in charity or volunteer
programs. Monetary incentives, like paid time off, do not have to be the only ones used.
Awards given for most hours volunteered, having lunch with the commander, or small
rewards, such as movie passes, are creative ways to encourage the workforce to give.
We would like to commend ANAD and its employees for the causes they support.
Participation in the Mentor Program, Adopt-A-School Program, and the Christmas
Cheer Program are excellent ways to create a positive change in the community. These
programs should remain staples of the depot’s community involvement and should be
safeguarded as well as given maximum exposure.
Crisis Management

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The Anniston Army Depot coordinated with the Calhoun County Emergency
Management Agency (CCEMA), the Alabama Emergency Management Agency
(AEMA), and the Federal Emergency Management Agency (FEMA), in order to prepare
for a variety of potential crises that may arise. The crisis management program is
spearheaded by the depot’s Emergency Operations Center, which works with other
departments, such as the SCO, to ensure facility preparedness. There are also plans in
place to contact the local media and first responders immediately in the case of a crisis
that would potentially spread beyond the perimeter of ANAD.
We have found that this program is highly organized and is a priority for the
depot. The facility uses crisis drills and scenarios, which test the readiness of
employees, as well as the AtHoc and TED systems to ensure rapid communication and
employee proficiency in crisis knowledge. These measures are most impressive and we
commend ANAD leadership on how seriously and effectively they deal with potential
crises.

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Outlets
“Outlets” refers to the channels through which the Anniston Army Depot
disseminates information. The outlet for a particular message should be considered
carefully as each type of message is best suited for a particular outlet. There is a
common goal for every message disseminated by the depot which is to reach a specific,
targeted audience, whether it is through social/electronic media, print, broadcast or
interpersonal means. Our group believes that the three most influential media outlets to
be utilized by a business are social, broadcast and print. Anniston Army Depot is active
in all three areas. The channel through which information flows can be as important as
the information being sent. In fact, the channel is a part of the message itself.
The Strategic Communications Office does not necessarily control all outlets;
recommendations that are implemented may require the participation of other depot
offices or departments. After analyzing Anniston Army Depot activity in each social
media outlet, we have identified strengths and weaknesses in each area in order to
make recommendations for an even greater use of each.
Social Media
Social media is, perhaps, the most popular communication tool lately. Thus, it
has become one of the most powerful ways to communicate and engage with one’s
audience. Social media is the fastest growing trend among today’s society and every
business should take full advantage.
Anniston Army Depot currently utilizes three social media platforms: Facebook,
Flickr and YouTube. The depot also maintains a website: www.anad.army.mil. There is
much room for improvement in this area. More social media can be utilized in terms of
the number of platforms and the amount of engagement in existing media. We
recommend ANAD add links to make these social media outlets more widely known.

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• Website
One outlet that Anniston Army Depot utilizes well is their website. Our group
suggests making the website more interactive and visual appealing by adding photos
and videos. This will allow visitors browsing the site to have a more engaging
experience.
Also, consider adding a calendar of events to the website as well so the
general public can be aware of events at Anniston Army Depot. We all suggest
making the Tracks links more visible, perhaps by creating its own tab at the top of
the page. This would utilize the newspaper in a way that furthers its reach and
impact.
The shadowed lettering throughout the site may be more appealing and
easier to read if it were a clean font, such as that on www.army.mil. Anniston Army
Depot’s mission and vision statement should be included under the Mission tab and
not only on the homepage, which may cause some to overlook it.
We recommend ANAD use this site to give viewers the opportunity to learn
more about what they do on the installation and beyond. Our group suggests a link
to an online survey on the website. This survey can contain several different
questions about the company, the website, as well as general feedback.
• Facebook
This is a free and popular social networking website launched in 2004. This is
the main social media Anniston Army Depot uses. It allows registered users to
upload videos and profiles, send messages and keep in touch with others. The site
is available in thirty-seven different languages. It has the following public features:
Groups, Events, Marketplace, Presence Technology and Pages. These different
public features serve a different purpose regarding what the organization/client is
looking to achieve. It displays updates on current and upcoming events and provides

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information regarding the event(s). The public is allowed to like the page or send a
private message. The ANAD can use Facebook to provide current news to their
followers and the residents of Calhoun County.
Utilizing Facebook’s built in analytics is recommended to determine how to
post and interact with other users more strategically. More consistent and frequent
posts are also suggested.
• Flickr
This is also a social media outlet. This outlet serves as an online photo album.
The depot’s photos include visits with students, employee retirements, department
tours, award ceremonies and community service events. This provides excellent PR
for the depot. It allows internal and external publics to be able to view the depot
work.
• YouTube
This is a form of media that allows an individual to broadcast videos of their
own choice. YouTube consists of subscribers and viewers who may be interested in
the video posts of the organization. Each time a new video is uploaded/posted on
the account, the subscriber is alerted.
We recommend this social media site include more videos so the public can
gain a better understanding of the facility and what is being done there. This would
be a great way for the depot to gain exposure as this platform does not require the
amount of attention and upkeep after initial posts.
Some Morning Show footage and segments would be of value to those
wanting to learn more about the installation. Also, a link on the Anniston Army Depot
website to the YouTube page would increase exposure.

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Recommended Social Media Outlets
• Google Plus
Our group recommends that Anniston Army Depot Google Plus account be
updated with current and complete information. While this may not be the most
popular social media, having a robust profile can increase the chances of
disseminating information about the depot. This may also increase chances of depot
web links showing up on Google searches. A link to the profile may also be present
on the ANAD website.
• Twitter
The use of Twitter can be implemented even without a large quantity of posts
during a given time. Retweets from higher command or similar government/military
entities can ease the burden of creating original content. Multiple members of the
Strategic Communication Office could be given access to the account to increase the
quantity and variety of posts.
Twitter is a unique social network because of its signature 140-character limit
when posting a tweet. The same content found on Anniston Army Depot’s Facebook
page can be condensed on the Twitter page. This social media platform can display
useful information such as its location, website and other social media usernames.
ANAD can spotlight important depot events on Twitter. Videos and images can be
used when tweeting to provide followers with visual imagery.
• Instagram
Our group recommends developing an Instagram account. Instagram has
become one of the most sought-after platforms for social media. People use
Instagram to show different pictures and places. This lets the viewer feel as if they

20  Page
are present by providing them with a visual. People can sometimes become
emotionally connected to a picture. Also, this will keep the ANAD name fresh on the
audience’s minds. There are many advantages Instagram can bring to an
organization. Each time a person likes a picture, the picture shows up on the activity
page and can be accessed by people that have not seen prior Anniston Army Depot
posts. The photos used on Flickr may be simply duplicated here and could reach
more users who may not be on Flickr.
• Periscope
This is newer social media outlet that allows users to connect with audiences
via live-stream video. This is a new technological trend that businesses should take
advantage of to connect with their publics from anywhere they might be. We
recommend Anniston Army Depot create its own Periscope account and offer live
events to connect with global audiences.
• Pinterest
This social media outlet is becoming more popular and used. This allows
users to create boards where they can pin save worthy content. ANAD could utilize
their infographics used in Tracks to inform those who have an interest in ANAD.
Although the depot may not use this outlet as often as others (Pinterest ‘pins’ tend to
have a longer period of relevance than messages from other social platforms), there
will still be information, from time to time, which will be of use to its audience.
Print Media
• Tracks Newsletter
Tracks is a published bi-weekly newspaper for all ANAD employees, and is
available to anyone outside the facility and on the ANAD website. It contains articles

21  Page
pertaining to operations and developments on the depot as well as safety tips,
events, features on staff and others. It is a primary tool to keep all ANAD publics up
to date (C. Burdell, personal communication, Sept. 16, 2015). However, to enhance
the quality and a larger reader base it is suggested to include a calendar of events
for each month in each issue. By including a calendar of events serves as a
summary of the events that are listed throughout the newspaper. A bulleted list of
the events could be placed on the front page that can be identified quickly by
readers. This will eliminate readers having to search the newspaper all over again
for those events.
In addition, an employee feature such as “Employee of the Month” or
“Employee Spotlight” will show great recognition and appreciation to those
employees who have demonstrated outstanding work the depot. Specifically, the
“Employee Spotlight” will shine light on those employees who aren’t recognized often
for an achievement. Both features could include background information, job
position, a fun fact and why he or she is being recognized.
To gain a larger reader base, it would be a great idea to allow the general
public to become subscribed to receive Tracks electronically via email. Although, it is
available on the depot’s website, most readers may forget to check online bi-weekly
and this gesture will allow the public to be able to access the newspaper instantly.
• Newspaper
Newspapers are still a major source of information for many. It is beneficial to
maintain relationships with area newspapers, regardless of their shrinking
readership. ANAD has partnered with many newspapers locally and in surrounding
areas. ANAD sends details to the writers and editors within a 60-mile radius on news
and events at the depot (C. Burdell, personal communication, Oct. 14, 2015).
Newspapers that have worked with ANAD are Piedmont Journal, Anniston Star,

22  Page
Jacksonville News, Gadsden Times, The Jacksonville News and The Birmingham
News.
Having these trusted sources and relationships increases the diversity of its
audience and brings attention to the depot. Not only will they increase diversity,
these newspapers will publish vital news about the depot around Alabama. The SCO
has a strong relationship with area newspapers and we would like to recognize them
as exceptional in this area.
• Brochures and Pamphlets
ANAD produces brochures and pamphlets to all visitors that contain a brief
history, social media accounts, facilities, products and services, awards,
partnerships, sales and community involvement. This is a great way to keep external
publics, visitors and employees up to date on the organization. It is the most
important medium that is given to visitors.
However, a few changes of the placements of words, fonts, and images will
make the brochure look cleaner and more appealing. Making the logo the main
focus, it should be moved to the center of the page. The duplication of the words
“The Anniston Army Depot” should be removed due to repetition on the cover page.
Also, it would be great to add a page of facts near community involvement. Although,
a fact sheet is produced, this will eliminate printing of extra paper.
Broadcast Media
• The Morning Show
The Morning Show is a great asset to the depot. It is a creative way to get
employees engaged in matters relevant to the installation. We commend the depot
leaders for continuing to give employees every opportunity to view the program
through the closed circuit television or through the depot’s intranet. We also view the

23  Page
show’s content as a strength. The Morning Show covers a range of issues from
health and safety to weather and events. Having a wide span of potential issues
keeps the show fresh and interesting to the viewer.
We recommend the use of Teleprompters during the broadcast. Our team
noted that those who read from a script used paper. This resulted in constant looking
down and back up at the camera. Although, a minor change, this could reduce the
amount of distraction by the viewer and increase understanding of the content.
When an anchor looks consistently into the camera, it conveys professionalism and
can suspend the audience’s disbelief that the anchor or anchors are speaking
without aids.
• Internal Radio
The depot internal radio station can be picked up within a five-mile radius of
the base (C. Burdell, personal communication, Oct. 14, 2015). It is used to broadcast
work announcements. Occasionally, the station will have guest speakers. While this
is useful to those on site, employees and others may be interested to hear what is
happening while away. We recommend uploading a radio stream on the ANAD
website so people may listen in wherever they have an internet connection.
• External Radio
Our observations indicate a strong relationship between the SCO and
external radio stations. However, exposure of depot events and news can be
expanded through increased engagement in public radio. For instance, most public
radio stations hold open houses in which members of the community stop by or even
go on the air. SCO members may find it advantageous to attend such events to give
their appreciation of public radio and/or promote events on behalf of ANAD.

24  Page
• Television
We would like to praise ANAD for their great relationship with local television
media outlets. They appear to know the reporters by name and are able to contact
them easily when press is needed. This mutually beneficial relationship strengthens
the depot’s ability to disseminate information to a larger audience. ANAD has
relationships with various local media outlets including FOX 6, ABC 33/40, and TV
24 (C. Burdell, personal communication, Oct. 14, 2015).
Interpersonal Communication
• Town Hall Meetings
Town Hall meetings (or similar company-wide meetings) are essential to
keeping an informed and satisfied workforce. Providing a forum to discuss questions
and concerns is to be commended.
We would recommend that Town Hall meetings be held more frequently, such
as every other month. This would give employees every chance to attend the
meetings. The less the meetings are held, the higher the chance of some not being
able to attend. If it is not possible to implement this suggestion, consider more
frequent departmental meetings in which all employees under each respective
department could participate. When workers feel they have personal relationships
with their supervisors, production quality and quantity can increase. These types of
meetings help facilitate those relationships.
• Community Meetings
ANAD officials periodically attend community meetings, such as the Chamber
of Commerce, to discuss local business events, promote the local economy and
advocate for positive change in the community. They are also present in Kiwanis and

25  Page
Rotary meetings to advance education and humanitarian needs (C. Burdell, personal
communication, Sept. 30, 2015).
Community meetings give ANAD a voice in Calhoun County and enable them
to work with leaders and opinion makers. We would like to encourage depot
leadership to continue their role in such organizations and increase attendance when
possible. This type of community involvement will boost ANAD’s reputation with
community leaders and opinion makers.
• Speaking Engagements
Members of ANAD command often speak at various events held by various
entities such as ROTC, Jacksonville State University, local schools, and clubs. They
also attend and speak at holiday celebrations such as Veterans and Memorial Day
events (C. Burdell, personal communication, Sept. 16, 2015). We believe
participating in these events lets the public get to know ANAD leaders and build on
the community’s relationship with depot leaders.
• Staff Meetings
The command staff meets every other week to discuss pertinent affairs and
keep the depot running smoothly. There are meetings, too, at middle management
level and the supervisor/worker level. Regular meetings take place at all levels to
ensure every department is aware of the plans and goals for their particular area and
for the depot as a whole (C. Burdell, personal communication, Oct. 7, 2015).
AtHoc
The AtHoc is a system that enables the depot to quickly communicate with
employees by various means such as email, text message, telephone and social media.
This system alerts each outlet about any situation that might occur. Its purpose is to

26  Page
provide safety through effective communication during any kind of crisis. Along with
AtHoc, the ANAD provides a snow line that updates employees of any snow delays or
closings of the depot during inclement weather (C. Burdell, personal communication,
Sept. 23, 2015). We believe that this is a great system to have for the depot. This is a
highly effective communication outlet to reach all employees.
Mobile App
Over recent years, mobile applications, or apps, have become highly specialized.
With a touch of an icon, one can gain access to news, video, audio, pictures, games
and so much more. We believe that a mobile app can benefit those who have an
interest in the Anniston Army Depot. We recommend that the depot invest in the
development of an application for devices.
The app could include features such as Tracks, links to social media accounts
and the ANAD website. It could also include pictures from the events hosted by the
depot. A live stream of the depot’s radio broadcast could be included to inform
employees and their families about closures or other developments in real time.
Employees could also be granted access to a restricted portion of the app where they
could use the ANAD intranet, view Morning Show airings or access any information to
which the public is denied.

27  Page
Short Term and Long Term Goals
The above suggestions are public relations strategies that may be implemented
by Anniston Army Depot as deemed necessary. The following is a list of goals that
presents the major aspects of our recommendations.
Short Term Goals
• Increase the use of social media
• Implement aesthetic changes to ANAD website
• Create content summaries and event calendars for TRACKS
• Implement aesthetic changes for ANAD brochure and add more media and visitor
oriented content
• Increase awareness of ANAD’s partnership with local police and fire departments
as well as its appreciation for first responders
Long Term Goals
• Hire additional Strategic Communications employee
• Create additional incentives for volunteer work among employees
• Recruit or advertise for intern positions
• Develop a mobile app
• Increase frequency of Town Hall and management staff meetings
• Develop online streaming for ANAD radio

28  Page
Program Evaluation Techniques
The Need for Program Evaluation
It is necessary that each public relations activity be assessed with the
appropriate evaluative tool. Without measuring performance, it is difficult to know if
certain public relations techniques have worked as desired.
PR evaluation techniques generally fall into two broad categories: formal and
informal research methods.
Informal Method
Though not as reliable as formal techniques, organizations can still have a fairly
good idea of the PR work outcomes through this approach. These techniques are often
used at the same time that programs and projects are implemented. This approach
allows timely changes to be made to work plans, if necessary.
Examples of informal research techniques include:
• Focus Groups and Community Forums. These groups represent an
organization’s defined public. From the groups’ response, organizations can fairly
judge what the larger public is thinking.
• Personal Contacts and Field Reports. Feedback from personal visits to
community groups and strategic publics are beneficial.
• Key Informants. Interviewing and gaining knowledge and insights from
community and opinion leaders are helpful to organizations.
• Call-In Telephone Lines. Toll-free 800 numbers are often used to facilitate
the communication between the public and organization. Product and service
consumers can readily express their views.
• Social Media. This media can be effectively used by organizations to inform,
educate, persuade, monitor the social environment, and get feedback.

29  Page
Information and data on website have to be frequently updated. Links may be
created on the website to allow users to navigate the various sources of needed
information and education. All social media platforms need to be effectively used
to achieve public relations objectives and goals.
Formal Method
The next evaluative tool is formal research. Sometimes, it is necessary for
organizations to have a very good knowledge of their publics through scientific
investigation. This approach is used depending on resources and changing
relationship with the public.
Formal research techniques may include surveys and content analysis of the
media. It is necessary to assess the frequency and quality of media coverage about
an organization. This allows an organization to know how the media is disseminating
their message to their various publics.

30  Page
References
About ANAD. (2014). Anniston Army Depot. Retrieved from
http://www.anad.army.mil/aboutANAD.shtml
Anniston Army Depot (brochure) (2014). Anniston Army Depot. Anniston, Alabama:
Strategic Communication Department.
Anniston Army Depot fact sheet (2015). Anniston Army Depot.
Chain of command (2014). Anniston Arm Depot. Retrieved from
http://www.anad.army.mil/chainANAD.shtml
Hill, W. J. (2013). Anniston Army Depot. Encyclopedia of Alabama. Retrieved from
http://www.encyclopediaofalabama.org/article/h-1776
History (2014). Anniston Army Depot. Retrieved from
http://www.anad.army.mil/historyANAD.shtml.
Kerby, S. & Burns, C. (2012). The top 10 economic facts of diversity on the workplace.
Center for American Progress. Retrieved from
https://www.americanprogress.org/issues/labor/news/2012/07/12/11900/the-top-
10-economic-facts-of-diversity-in-the-workplace/
Our mission (2015). Calhoun County Chamber of Commerce. Retrieved from
http://calhounchamber.com/the-chamber/our-mission
Public – private partnering (pdf). Anniston Army Depot. Retrieved from
http://www.anad.army.mil/BMO/PublicPrivatePartnershipsatANAD.pdf

31  Page
Public private partnerships for Anniston Army Depot maintenance (2014). Anniston
Army Depot. Retrieved from http://www.anad.army.mil/pppANAD.shtml
Reducing our tracks (2014). Anniston Army Depot. Retrieved from
http://www.anad.army.mil/organization/eap/environmental.shtml
Smith, R. D. (2013). Strategic planning for public relations. New York: Routledge.

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