Make Children’s Lives Better: Measuring Media Relations at UNICEFDOUN I A KCHI ER E , PROJECT M A N AGER, M EA SUR EM EN T, UN I CEF

DR . DAVI D ROCK LA ND, PA RT N ER / CEO K ETCHUM GLOBA L R ESEARCH & A N A LYT ICS

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Agenda

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The Principles of Communications Measurement1

Measurement is Based on Setting Goals First2

Voice, Reach and Engagement Measurement3

Taking it Further: Outcome and Organizational Results Measurement

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The Principles of Communications Measurement

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20102000 2015

Clip Books…

• Messy

• Cumbersome

• Time Consuming

Evolution of PR

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Barcelona Principles 2.0

Barcelona Principles Version 1

The Principles of Communications Measurement

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• Our Original Goal: End years of debate as to whether metrics such as AVEs and multipliers should be used, and provide a foundation and hierarchy.

The Seven PrinciplesOriginal 2.0

1. Importance of Goal Setting and Measurement2. Measuring the Effect on Outcomes is Preferred to

Measuring Outputs3. The Effect on Business Results Can and Should Be

Measured Where Possible4. Media Measurement Requires Quantity and Quality5. AVEs are not the Value of Public Relations6. Social Media Can and Should be Measured7. Transparency and Replicability are Paramount to

Sound Measurement

1. Goal Setting and Measurement are Fundamental to Communication and Public Relations

2. Measuring Communication Outcomes is Recommended Versus Only Measuring Outputs

3. The Effect on Organizational Performance Can and Should be Measured Where Possible

4. Measurement and Evaluation Require Both Qualitative and Quantitative Methods

5. AVEs are not the Value of Communication6. Social Media Can and Should be Measured

Consistently with Other Media Channels7. Measurement and Evaluation Should be Transparent,

Consistent and Valid

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Measurement is Based on Setting Goals First

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Measurement is based on setting goals first

Who?

What?

How Much?

By When?

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Goals should be defined as quantitatively as possible

Bad Goal Versus Good GoalBAD GOAL GOOD GOAL

Drive media coverage Through targeted media relations, reach 10M target audience members by the end of 2010. Deliver messages in 60% of all coverage.

Change the perception from a company that makes computers to a company that is a leader in global business solutions

Achieve 65% strategy comprehension in top 3 boxes on pulse survey fielded at end of year

Create “card envy” among affluent consumers in the San Francisco market

Increase awareness from 57% to 60% for the credit card brand among the affluent target (HHI $125K+) in San Francisco within campaign timeframe (May 2012 –Dec 2012)

Set emotional connection with consumers (consideration)

By the end of 2009, raise 1st choice consideration (by 5%) of available lens and eyeglass among GenXers, 40-45 years old

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UNICEF’s Global Communication and Public Advocacy Strategy

1. Put the rights and well-being of the most disadvantaged children at the heart of

the social, political, and economic agendas,

2. Support shifts in public policy,

3. Fuel social engagement,

4. Increase private and public resources for children.

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Shifting our communication model to support in realizing the rights of every child, especially the most disadvantaged ones

UNICEF’s Audiences

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Youth and Millennials Middle Class

The power to bring change is expanding as people and communities make their voices heard –• reach out more directly to civil society• leverage the collective force of individuals uniting around causes• Work closely on advocacy issues to connect with vulnerable communities and children.

Strategy Pillars

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Voice

Engagement

Reach

Cross-Cutting

Be the leading voice for – and with- Children

Reach 1 Billion people around the world

Engage 50 Million people acting in support of children

Contribute to the positioning of UNICEF’s Brand

Measurement Framework: Theory of Change

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Activities

Inputs

Output

Outcomes

Internal planning and allocation of resources

Focus on target media channels (Voice and reach)

Focus on individuals and UNICEF’s key audiences (engagement and advocacy)

Focus on UNICEF strategic goals

Quantity and quality of communications activities

Impacts

Glocal rollout

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61Country Offices are currently rolling out the global strategy.

16Country office have media monitoring companies in place and over 10 are currently hiring a service provider.

5329 COs and 24 NatComs have been engaged in the M&E onboarding process.

11are regularly tracking the KPIs proposed in the new global strategy.

R68% of all KPIs were completed

. 38%Continuously reporting on the global scorecards

Learning from past experience

1) There is no ‘one model fits all’ approach to all countries. Flexibility is key to achieve our

objectives

2) Human and financial resources are key to a successful implementation

3) Change-management efforts to inculcate the importance of measurable results

4) Measuring Advocacy impact is complex and requires looking beyond UNICEF mentions

5) Collecting and analyzing data allows establishing benchmarks

6) Data triggers our thinking, as a first step

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Voice, Reach and Engagement Measurement

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• Quantity of Communications Activitieso Metric: Number of Communications Activities. Examples:

– Distribute X number of publications with 3+ key messages by the end of 2017 targeting X number of influencers and governments

– Publish X number of content pieces on digital/social media by the end of 2017 containing 3+ messages about children’s rights

• Quality of Communications Activities o Metric: Quality of Communications Activities. Examples:

– Overall communications effectiveness

– Reach attendance at X events by X targeted individuals by the end of 2017

• Share of Voice o Metric:% Share of voice. Examples:

– On all stories related to children’s issues

– On Facebook at Twitter

Voice KPIs

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• Quantity of People Reachedo Metric: Impressions to target/other audiences. Examples:

– Reach 1 billion people with UNICEF messages

– UNICEF receives substantive mention in top tier publications

– Number of people reached via mobile phones

– Volume of traffic to websites and blogs

– People attending events

• Quality of Message Deliveryo Metric: Media algorithm score. Example:

– Using a media algorithm, achieve a quality score of 60+ on -100 to +100 scale in top tier publications

– Achieve at 50% or higher number of articles that focus solely on UNICEF in conjunction with improving the lives of children

Reach KPIs

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• Quantity and quality of social/digital mediao Metric: Deep interactions with UNICEF content. Examples:

– Increase rate of users who like, comment or share UNICEF’s Facebook posts by X% by the end of 2017

– Increase number of re-Tweets of UNICEF’s content by X% by the end of 2017– Increase UNICEF mentions in digital media by X% by the end of 2017– Number of followers and supporters on line

• Behavioral o Metric: Actions by target audiences. Examples:

– Volunteers– Pledges– Signatories– Contacts to legislators/regulators

Engagement KPIs

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Quarterly ReportsOverview

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Quarterly ReportsVoice analysis

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Quarterly ReportsVoice analysis

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1,7

19

1,0

34

602

245

193

73

77%

46%

27%

11% 9%3%

0%

25%

50%

75%

100%

0

500

1000

1500

2000

Features message

UNICEF mentioned at

least twice

Features UNICEF

spokesperson

Endorsement by Ambassador

UNICEF Photo/Graphic

Call to action

Perc

en

tag

e o

f Co

vera

ge

Vo

lum

e o

f Art

icle

s

Impact Measures

Prominence

24%

35%

41%

Headline/Lead

paragraph mention

Prominent mention

Passing mention

1%

37%

62%

Unfavorable

Neutral

Favorable

ProminenceFavorability

24%

4%

6%

5%

12%3%

7%

15%

3%

21%UNICEF

International Red Crescent/Red

CrossMedecins Sans Frontieres

Oxfam

Save the Children

UNFPA

WHO

World Bank

World Food Programme

UNHCR

Traditional Media Share of Voice

Quarterly ReportsReach & Engagement Analysis

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Quarterly ReportsBrand Analysis

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Campaign ReportsClimate Change – COP21

Objectives:

Put children at the heart of the global conversation about climate change, highlighting the effect of climate change on the poorest and the most vulnerable children.

Engage all stakeholders in the call for ambitious commitments to scaling up action and investment in climate change education, training, and awareness raising.

Urge investment in children when implementing national climate mitigation and adaption plans and protecting children on the move who were displaced as a result of climate change or climate-related impacts.

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Campaign Reports Implementation

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Campaign Reports Monitoring online and broadcast media

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Key message Penetration (top messages):1. “Nearly 160 million children live in high or extremely high drought severity zones.”2. “Drought will cause crops to fail, livestock to die and family incomes to decrease, which can lead to greater food

scarcity and undernutrition.”3. “Following COY, some of the young people will present the project [digital youth mapping] initiative at COP21.”

Press Clipping Volume of coverage

Analysis between 10th November to 12th December 17th

Campaign Reports Timeline and Top Tier Media Mentions Triggers

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Campaign Reports Monitoring social media

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Hashtags used by UNICEF

#COP21, #climatechange,

#youthtakeover,

#earthtoparis,

#eyesonparis,

#worldupsidedown,

#uniceflive, #COY11,

#ActNowFT

Analysis between 10th November to 12th December 17th

Campaign Reports Analysis of Social Media

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Tweet Time: 5:35Impressions: 286,337Engagements: 1,915Engagement Rate: 0.69%

Share of Voice

on issues

related to

children &

climate change

Post Type: VideoReach: 4,068,031Likes: 31,608 | Comments: 1,101Shares: 12,765 |Post Clicks: 175,418

Analysis between 10th November to 12th December 17th

Recommendations & Lessons Learned

Carefully choosing key moments to deliver key messages so that UNICEF’s voice is not crowded out by competing events.

Targeting relevant key audiences using tailored channels, stories, languages and calls to actions.

Developing clear calls to action to ultimately drive traffic to the UNICEF website.

Leveraging spokespeople and goodwill ambassadors to amplify UNICEF’s voice in traditional media and to reach new audiences

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Taking it Further: Outcomes and Organizational Results

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R2 = .668

If LLS decreased its current annual direct mail spend 10% and spent it on online, it would lose 5,975 direct mail leads, but gain 29,020 leads from online, a net gain of 23,045 or potentially $64,526,466 (23,045 X $2,800 average amount raised per participant in FY 10).

Channel Leads* Generated Per $1,000

Total Leads Generated (Annual)

Direct Mail 7 59,747

Radio 5 4,645

Online 33 6,249

PoP H 10 2,270

PoP P 23 11,126

APPROACH: Regression analysis was used to determine the relationship between marketing spend made via direct mail, PoP H, PoP, radio, and online (independent variables) and two outcomes, leads and final registration.

ANSWER: Online was the most cost effective marketing spend, almost five times as efficient as direct mail. Strategic professional PoP outreach was also more effective than hodgepodge PoP outreach.

Model 1:Leads § = 96.51 + 0.007(Direct Mail )+ 0.005(Radio) + 0.033(Online) + .010(PoP H) + .023(PoP P) + 136(If summer) +168(If fall)

Leukemia & Lymphoma Society: Analytics

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Cleveland Clinic, while one of the premier health institutions in the United States, could improve on key metrics compared to its greatest competitors: Johns Hopkins and Mayo Clinic.

Specifically, Cleveland Clinic looks to KGRA to guide them on improving reputation and key behaviors among its target audience, influencers who lead and impact trends and policies.

Key behaviors of interest are:

• Likelihood to travel to Cleveland Clinic for a serious or life-changing medical condition

• Likelihood to refer to Cleveland Clinic as a leader in healthcare policy in the U.S.

Business Challenge

• Analyzed survey data using advanced statistical analysis including factor analysis and regression models to determine the most effective channels, messengers, media channels, message topics, capabilities to improve the reputation and key behaviors

• Applying this research, KGRA developed recommendations to optimize external communications strategy.

Solution

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CC Reputation

and Key

Behaviors

Messages

Trusted

Visionary

Innovative

Messengers

Referral from Friend/Family

Seeing CC Doctors Quoted

Media Topics

Healthcare Policy

Best Doctors

Channels

Daily/National Newspapers

National TV Network News

Knowledge of Capabilities

Brain Cancer/TumorsUrological Cancer

Kidney CancerUrological Issues

Recommended Components of CC’s 2016 Communication Strategy

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Moving Cleveland Clinic’s reputation closer to competitors will require small incremental changes in key drivers over time.

The example below demonstrates how transparency is integral part of Cleveland Clinic’s key messages, and how these message drivers could close the reputation gap with Cleveland Clinic’s competitors if each were improved by one point.

TRANSPARENCYpredicts

41 % to 61%

of CC’s Key Messages

KEY MESSAGESTrusted, Innovative & Visionary

predicts

51 % to 58%

of CC’s Reputation and Key Behaviors

8.4

9.0 8.90.3

8

9

10

CC Mayo JH

Improvement in Reputation

10

9

8CC May

oJH

CC Reputation Score vs. Competitors if Performance of all Three Key Message

Drivers Increased by 1-point

Questions?