Serbia has a robust communication landscape with 196 local papers and magazines, of which approximately 65 have internet portals. TV and radio are still vibrant channels with seven TV stations with national coverage and 84 with local coverage (total 91), and six radio stations with national coverage and 25 with local coverage (total 31). Mobile phone usage is also high with 91.4% of the population using mobile phones in 2015, while 63.8% of households with internet connections. The UNICEF Serbia communication team remains relatively small with one communication officer and one consultant who are responsible for all communication aspects that include external relations, C4D, digital, communication for Private Sector Fundraising and advocacy.

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Case Study
How did they do it?
Tracking KPIs in support of a
new Global Communication
and Public Advocacy
Strategy
Serbia Country Office
14 October 2015

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Division of Communication
United Nations Children’s Fund (UNICEF)
3 United Nations Plaza
New York, NY, 10017
www.unicef.org

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At a glance
Background
Serbia has a robust communication landscape with 196 local papers and magazines,
of which approximately 65 have internet portals. TV and radio are still vibrant
channels with seven TV stations with national coverage and 84 with local coverage
(total 91), and six radio stations with national coverage and 25 with local coverage
(total 31).
Mobile phone usage is also high with 91.4% of the population using mobile phones in
2015, while 63.8% of households with internet connections.
The UNICEF Serbia communication team remains relatively small with one
communication officer and one consultant who are responsible for all communication
aspects that include external relations, C4D, digital, communication for Private Sector
Fundraising and advocacy.
M&E before GCPAS
Before GCPAS, we were already working with external media monitoring companies:
one tracking traditional media and one providing basic support with digital
engagement.
The company tracking traditional media was engaged to regularly monitor Serbian
media and collect media clippings relevant to UNICEF, media coverage of UNICEF
National Ambassadors, as well monitoring children’s issues within local media as per
the provided list of key words. We received monthly and yearly reports from the
company, but the reports only provided quantitative data.
The digital media company was providing basic support with UNICEF Serbia’s presence
on digital platforms, i.e. Facebook and Twitter. The company provided weekly and
monthly analytical reports on reach and engagement. However, there were gaps in
qualitative information.

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Strategy & Implementation
The GCPAS has become a reference framework for all communication efforts in the UNICEF Serbia office.
Since the implementation of the GCPAS, monitoring of communications efforts has become more transparent
and the team has been able to utilize the data to better inform communication initiatives while also
promoting the growth of our reach and the potential impact our voice has in advocating for the priority
issues for UNICEF Serbia. The global KPIs provided in the KPI Handbook produced by DOC have been
translated to country-level KPIs as well as being reflected in the Communications officer’s performance
review, that has allowed systematic tracking of metrics and expanding our knowledge on the voice, reach and
engagement of our communication activities. While the team has limited resources, the newly identified KPIs
were added to the existing metrics the locally contracted media monitoring company were tracking in
traditional media; and the same was done with the existing locally engaged digital media company.
Progress & Results
Measuring Results: Voice, Reach, Engagement
In line with the overall objectives of the GCPAS, we are aiming to increase voice, reach and engagement
indicators and have incorporated them in our Communication Annual Work Plan in 2015. The GCPAS has also
been leveraged as a means to help strengthen the UNICEF Brand.
Monitoring of communication work has been significantly enhanced with the introduction of tracking the KPIs.
We are now better able to identify what messages resonate with audiences, which channels effectively target
key audiences and the data is showing where opportunities are to reach new audiences that were previously
untapped. The GCPAS is referenced as a guidance tool in all communication activities, including briefs to
external partners. Having clear objectives with measurable results has been an important aspect in
collaborating and reporting with external partners.
In the first quarter of 2015, reports for UNICEF Serbia’s social media accounts (Facebook, Twitter, LinkedIn and
YouTube) and traditional media have been prepared measuring the KPIs. This Q1 data is acting as our
baseline from which we can measure all future initiatives against. We are currently capturing all of our KPI
metrics in the DOC created scorecards, we have provided metrics for all the KPIs we are tracking for three
consecutive quarters. Our KPIs will be aggregated as part of the global metrics and will collectively aim for the
global objectives of reaching 1 billion and engaging 50 million people worldwide.
We are collecting most of the relevant metrics suggested in the KPIs Handbook, however we are currently not
tracking several including Share of Voice due to the high cost incurred as a result of tracking not only UNICEF
mentions but also comparative organizations. Similarly, some of the C4D KPIs were deemed not relevant to
the local context: as a middle-income country, Serbia’s advocacy programmes are hosted online and fall
under the social media and web metrics, but not generally offline.
Next Steps
The new 2016 – 2020 CPD will provide further opportunities to integrate the GCPAS implementation across
communications, programmes and fundraising with communication and public advocacy working
synergistically with the other programme components.

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Lessons Learned
Due to the small size of the team and no staff exclusively dedicated to digital communications, it is of the
utmost importance for the office to be very selective when making decisions for where to put effort and skills
for communication initiatives. The selection of specific, strategic priorities for which public advocacy and
engagement will be beneficial, and to secure funding for external support are now well planned. By utilizing
the data and analysis from the metrics, we have been better informed on what will be effective but also
efficient with our limited resources.
Related Links
UNICEF Serbia Facebook: https://www.facebook.com/UNICEF.SRBIJA
UNICEF Serbia Twitter: https://twitter.com/unicefsrbija
UNICEF Serbia Instagram: https://instagram.com/unicefsrbija
UNICEF Serbia YouTube: https://www.youtube.com/channel/UCQYrR9NUnproCeOvkQ89vaw
UNICEF Serbia LinkedIn: https://www.linkedin.com/company/unicef-serbia

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About us
The Strategic Planning and Communication Support section ensures that UNICEF’s global
communication initiatives are well planned, coordinated, adequately resourced and of the
highest quality, so we deliver the best possible results on the ground.
The Planning, Research, Analysis and M&E unit within the Strategic Planning and
Communication Support section leads DOC in strategic planning; coordinates detailed
analysis and insights of UNICEF´s communication and public advocacy initiatives; and
oversees the integration of the monitoring and evaluation framework of the Global
Communication and Public Advocacy Strategy at both the global and country office levels.
Acknowledgements
This case study was prepared by Jadranka Milanovic from the Serbia Country Office.
Contact us
Arturo Romboli
Planning Specialist
aromboli@unicef.org
Arissa Sidoti
Communication Specialist
asidoti@unicef.org
Dounia Kchiere
M&E - Project Coordinator
dkchiere@unicef.org

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