This document provides an advocacy plan and application of a strategic advocacy framework for Chintan, an NGO working in New Delhi, India. The plan consists of 3 main components: 1) Coalition building for political pressure through forming relationships with like-minded organizations, 2) Building strategic relationships within the New Delhi Municipal Council, and 3) Expanding Chintan's social media strategy. For each component, recommendations and action items are provided, such as identifying organizations to form a coalition with, creating a networking map of government contacts, and utilizing social media platforms and hashtags. The document also applies the advocacy plan and impact evaluation framework to Chintan's goal of expanding a decentralized zero-waste management model operated by their partner organization

1. Advocacy Plan and Application to
Framework
Prepared by:
Stephen Rabent, Yan Qu, Faisal Hassan, and Shannon Kennedy

2. 1
Table of Contents
Executive Summary 2
Outlining a Policy Goal 3
Developing an Advocacy Plan 5
Component One: Coalition Building for Political Pressure 6
Component Two: Building Strategic Relationships 10
Component Three: Social Media 14
Application of the Advocacy Strategy Framework 17
Application of Impact Evaluation 21
References 25

3. 2
Executive Summary
The following report consists of four sections; (1) An overview of the policy goal for the
expansion of a decentralized waste system, (2) An Advocacy Plan consisting of three main
components, (3) The application of the Strategic Advocacy Framework to this Advocacy Plan,
and (4) A tool to begin tracking social media.
Within the Advocacy Plan, the first component explains the purpose and importance of applying
political pressure through coalition forming with likeminded NGOs in Delhi. The second
component demonstrates how relationship building within the New Delhi Municipal Council
(NDMC) can help leverage their policymaking abilities to help Chintan reach their sustainable
development goals. The third component provides the beginning of a social media strategy that
Chintan can further expand on to meet their growing needs and mission. Each component is as
detailed as possible but only the start. It is essential that you utilize these strategies while also
considering how you can further modify the components to serve future campaigns and
strategies. We recommend you do this through the Strategic Advocacy Framework and social
media tracking tool within this report, both of which allow for detailed tracking of goals, interim
outcomes, and activities as they relate to your overall mission.
Summary of Recommendations and Action Items:
1) Identify likeminded NGOs and form strategic bonds
Chintan already has a good relationship with several local NGOs in New Delhi, however
there are many organizations in both the public and private sectors that could mutually
benefit from sustainable policy changes. You must formally identify these organizations
and lay out what collective strategies can be used to sway policymaking.
Action Item: Create a table that lists each organization, contact information, and why
they are important to form a coalition with. Use this information to host regular informal
roundtable discussions that will bring together a diverse range of actors to illustrate why
change is necessary.
2) Create Strategic Relationships within the local government
Although it is a tedious process to form meaningful relationships within the government,
it is important to actually identify important actors and why they should be contacted.
Action Item: Create a networking map and table that organizes who Chintan should be
talking to and what a mutual partnership would look like. These meetings can be placed
in the framework, which allows you to actually track their effectiveness.
3) Extend Social Media Strategy
Chintan already has a good social media presence, however it could be more formally
organized and extended to include more platforms that reach a diverse set of audiences.
Action Item: Utilize an excel sheet to plan social media ahead of time then implement the
plan weekly through the website, Hootsuite. Additionally, you can track your social
media presence using the provided tools so that results can be circulated internally as
well as externally.

4. Outlining the Policy Goal
Introduction
Chintan currently facilitates interactions between Safai Sena, an organization of waste-pickers,
and waste generators in both the public and private sector. Formally registered in 2009, Safai
Sena advocates for waste-picker livelihoods and their inclusion into the formal sector where their
work can be recognized for its positive environmental and social impact. They have over 10,000
members and operate in three states in Northern India. Chintan partners with Safai Sena to help
them interact and secure contracts with governmental entities and residential areas to engage in
waste collection and management, formalizing their place in the waste management sector.
Policy Goal
Chintan is interested in expanding a decentralized, sustainable, zero-waste model that has been
successfully operated by Safai Sena throughout New Delhi. The proposed campaign will focus
on building a coalition of support for the model and ultimately advocating for its inclusion as
part of a decentralized waste management policy in New Delhi.
Zero-Waste Site Basics
Safai Sena currently operates seven zero-waste sites throughout New Delhi. One is located at a
municipal railway station while the six others spread across the city. Three factors mainly dictate
where these sites are located: (1) If land is available to house a separation site (2) If the location
is in an area where waste-pickers operate, and (3) If they are able to secure a contract to collect
the waste. Outside of the railway station, sites are leased by Chintan on a year-to-year basis.
At each site, waste-pickers are employed to collect waste from the area within the contract and
take it to a separating facility. Another set of workers sort the incoming waste into compostable
and dry waste, and the dry waste into over 15 different material subsets. The employees of each
site cycle between each responsibility. Each of these is packaged, cleaned if applicable, and sold
to a third-party recycling dealer. The amount of each material type is recorded each day to keep a
running log of the amount of waste collected. Sites also operate composting facilities where the
wet waste is composted and the product is either given to the producer or sold to the public. The
proceeds generated from the sale of recyclable materials and compost provide the funds to
operate the site and compensate waste-pickers for their work at a living wage. Former waste-
pickers, or individuals who have been heavily involved in the waste-picking process in the past,
often serve as managers at the sites. The benefits of this system include:
1. Nearly zero-cost waste disposal for the customer.
2. Segregation of waste into recyclable or compostable categories, diverting vast amounts of
waste from landfills.
3. Living wages for waste-pickers and formalization into the waste disposal process.
4. Proven, sustainable success using proceeds generated from the work of the site.

5. 4
New Delhi Railway Station Site
The largest site operated by Safai Sena is at the New Delhi Municipal Railway Station. This site
has been in operation since 2010 and currently employs over 70 workers. The contract allows the
workers to collect waste from the sixteen platforms and trains that terminate at the station. The
railway station contracts with a private company to collect the waste on the tracks which is sent
to a landfill. Safai Sena estimates that six to eight tons of waste per month is collected by the
workers for sorting at the site. While it previously operated on a contract that had to be renewed
each year, it recently signed a multi-year contract, giving the site and workers an increased level
of stability and job security.
Replicating and Adapting Zero-Waste Model
Chintan has facilitated a sustainable, decentralized model of waste management through its work
with Safai Sena. However, it is not replicable in all regions due to limitations on (1) available
land (2) available workforce, and (3) external waste collectors already employed in other
regions. Chintan should focus on the key elements that are necessary to create the same
outcomes that the Safai Sena model delivers, while being open to adapting those that are not
essential for its success. We see the following elements as essential for creating decentralized
zero-waste outcomes:
1. A workforce available to collect waste on a regular and scheduled basis,
2. A site to bring collected waste to for material separation,
3. A workforce that is able to sort waste into its material components,
4. A market with strong demand for raw recyclable materials,
5. An entity that is able to commit to, ideally, multi-year contracts for waste collection.
If these core elements are present, a decentralized zero-waste model can be implemented in any
accommodating area. Chintan must remain open to adapting the Safai Sena model in a way that
allows individual circumstances within its target area to dictate the final shape of the model. As a
result, the operations at each site may be quite different, though still working towards
sustainability and zero-waste. Some possible examples of this may be:
1. A site where waste-pickers contract to collect waste from a site and bring it to a privately
owned separation and recyclable facilities. In this instance, it would be necessary to
contract with the facility, with the waste producer, or both, to ensure living wage
payments and formal recognition for the waste collection.
2. A contract with a corporation where the business entity provides the space and covers the
cost of a separation facility as part of their Corporate Social Responsibility (CSR) work.
Waste-pickers would formally operate on-site to collect, sort, and sell recyclable and
compostable material generated by the facility.

6. 5
Developing an Advocacy Plan
Introduction
Outlining a long-term strategy when advocating for a specific policy change is essential to
reaching your interim and long-term goals. Although non-profit organizations across the world,
especially within India, have many barriers to reaching their advocacy goals, success is possible
with diverse thinking and strategic planning.
Spontaneity and flexibility are qualities necessary for any non-governmental organization (NGO)
to function, however these elements must coincide within a broad, pre-determined strategy so
each branch of the organization remains focused on the end goal. Chintan’s main goal and
mission is to see successful sustainable development in and around New Delhi. One of the main
vessels for reaching this goal is amplifying the sustainable work of the informal sector. Years of
successful policy campaigns have raised awareness of how wastepickers and models such as
Safai Sena’s can impact Delhi. However, after researching and observing Chintan’s work, it is
apparent that more long-term planning and strategic advocacy would benefit your
organization in extending its overarching mission.
To do this, we have designed a strategic approach encompassing three components that build on
an overarching theme of relationship building across sectors. The three components examine
how strategic relationships across sectors (Other NGOs, Government, and Private Sector) can aid
to policy strategies:
1) Coalition Building for Political Pressure
2) Building Strategic Relationships
3) Expanding Social Media
Each component includes a description and explanation for why they are equally significant. It is
important to remember that these components are meant to intertwine and build on successes in
the others. What’s more, the outline of the strategy is meant to be interactive, expandable, and
adaptable to any changing circumstances as well as interact with the evaluation framework. To
illustrate this interaction, the final section of the deliverable provides an example of the advocacy
strategy informing with the evaluation mechanisms and vice versa.

7. 6
Component One: Coalition Building for Political Pressure
Introduction
Since the late 1990s, NGOs have been forced to learn new political strategies that address rapid
globalization and a shift in world dynamics. Developing countries have started to play larger
roles with increased international cooperation through treaties and agreements in areas that were
previously dominated by action within civil society. Large international institutions such as the
World Bank and the International Monetary Fund have shifted their focus to engage in a broader
set of economic issues at a state level. NGOs at a local level, including Chintan, can learn from
this shift. They must leverage networks and relationships to form coalitions that fundamentally
shape policy agendas and political goals.1
Coalition building is a critical element for any NGO’s strategy. Coalition building has been
defined as, “the ongoing process of cultivating and maintaining relationships with a diverse
network of individuals and organizations who share a common set of principles and values.”2
Forming networks with other likeminded groups and organizations can enhance your overall
impact. Chintan can gain access to a more diverse range of constituencies, ultimately magnifying
your visibility for politicians eager to please their communities. There are many forms of
coalitions and ways to apply pressure through increased networks and connections.
1
“Creating a Better World: Interpreting Global Civil Society” 133.
2
“Coalition Building and Networking”

8. 7
Case Study: Advocacy Coalition Framework in China
There are several proven examples illustrating how coalition building can make a real difference in
influencing policymaking. For example, the Advocacy Coalition Framework (ACF) explains value
expansion across sectors, and bottom-up pressure from diverse non-state entities including
international players in policymaking. In China, ACF was proven successful in halting a state initiative
that would construct 13 dams, displacing over 50,000 people. Environmental organizations opposed
this project because of concern for the potential negative environmental and social impacts that would
much outweigh the economic development and increased renewable energy generation. The opponents
called for proper Environmental Impact Assessments (EIAs) by the government, which would require
the project planes to seek opinions from relevant stakeholders, experts and the general public.
After one organization raised awareness of the EIA requirement before project approval, several
environmental organizations and journalists launched a national opposition campaign, raising concerns
for the potential threats to environmental and cultural diversity in the river’s region. The opposition
group utilized several different methods to gain international attention, including appealing to the
United Nations by pointing out that part of river’s surrounding area is a United Nations Educational,
Scientific and Cultural Organization (UNESCO) World Heritage Site. The site encompasses over
3,500 unique plant and animal species that could be endangered with the construction of the dams
without the EIA indicating their safety.
After the initial campaign, an EIA was conducted and called for a modification of the proposal that
would scale back the amount of dams and power-generation capacity. However, opponents scrutinized
the EIA process that was performed behind closed doors and for not including the voices of relevant
stakeholders including local residents that would be most affected by the dam’s construction.
Opponents then sought further international attention, which gained the attention of the Premier, who
eventually suspended the project.
This case successfully shows how a group of NGO actors rallied the public, media sector and
international organizations to derail a powerful state-led project. Each creative and strategic action
taken by the coalition took place over a 10-year time period. The coalition appealed to international
organizations to garner more support while educating the local residents on the potential impacts of the
project as well as empowering them to fight for their voices. Although communication and
intervention was planned out, there was also inherent adaptability as circumstances changed. Under the
ACF, the coalition was necessary to allow the initial opposing organization to lean on the strengths and
tools of allied organizations while fighting for what they believe is right for the Nu River region and
peoples. Chintan has the opportunity to utilize these strategies to influence Delhi policymaking.
Source: Policy Advocacy Coalitions as Causes of Policy Change in China? Analyzing Evidence from Contemporary
Environmental Politics

9. 8
Recommendations and Action Items:
Below is a list of action items that Chintan can further develop and work into their campaigns,
keeping in mind the overall goal of influencing policy change so that sustainable waste
management can be replicated.
1. Conduct strategic rallies, community gatherings and educational programs. You are
already hosting successful rallies, community gatherings and educational programs.
However, by working with other organizations, you can identify parallel causes and help
each other elevate the publicity and recognition.
2. Strengthen civil society’s role in budget making. Currently 7% of the New Delhi
Municipal Government’s spending in the 2015-2016 fiscal year goes to sanitation, this
can be close to zero with contracting waste pickers.
3. Identify items on India’s political agenda that Chintan and partnering organizations can
amplify and help achieve. India’s leaders have signed onto the United Nation’s
Sustainable Development Goals (SDGs). Part of this pledge includes the government
calling for improved sanitation, health, education, and more. The government plans to
utilize public private partnerships to develop 100 smart cities that will follow low carbon
pathways. Educating the public on the SDGs that India has pledged to will remind the
government of these commitments while showing them what organizations can be a tool
for creating change.
4. Facilitate meaningful dialogue and conversations on sustainable waste management.
This can be done by working with the government or other NGOs to organize informal
roundtable discussions on how each sector can help each other while finding common
ground. Proving to the government that there are groups within Delhi fighting for these
causes that will equally benefit the government’s agenda will catch their attention. You
can show then openly discuss how the government can amplify your efforts.
5. Expand Chintan’s communication with the public. Chintan already does a lot to gain a
respectful audience within the Delhi public, however, there are more ways that Chintan
can increase this relationship. Examples of initiatives that can garner attention from
varying levels of the public include writing weekly blog posts on the new website that
appeal to an academic audience or host a regular podcast with guest speakers that will
appeal to a younger audience. Additionally, Chintan can vamp up their social media
presence through utilizing a unique hashtag (#) that will easily be identifiable and can
resonate throughout Delhi and the surrounding area. An example hashtag could be
#DontWasteWaste.3
6. Emphasize Public Private Partnerships. The NGO sector can have an important role in
facilitating public-private partnerships. In 1997, the World Bank published a World
Development Report with a new definition of states within developing countries and
called it, “The State in a Changing World”. Under this definition, the new role of a state
3
There is more about this in the Component 3 portion of this text.

10. 9
is to meet the demands of a globalizing economy through strategic partnerships with the
private sector. The report argues that local governments can no longer function as the
only direct influencers of growth and must transform to accommodate external resources
and partners.4
You can leverage this by facilitating relationships between the government
and private partners while offering innovative solutions.
Ally Organizations
It is important to identify what organizations you have a relationship with as well as
organizations you would like to have a relationship with. Below is a list of organizations that we
have begun to identify for you, however, it is important to continue building out this list and
answering why they are important and what kind of mutual relationship has the potential to exist.
• National Foundation For India (NFI)
• Development Alternatives Group
• WIEGO, Global Alliance of Waste Pickers
• Saahas Zero-Waste Solutions
• Self Employed Woman’s Association (SEWA)
• World Resources Institution India – RaahGiriDay
• Stree Mukti Sanghatana (SMS) – Women’s Liberation Organization: Based in Mumbai,
this organization trains waste sources on how to segregate waste from dry waste
• Living Earth Foundation – Waste to Wealth in Africa
• Goong – collects and repurposes waste as collateral for a service
External Examples
Right to Information Campaign: The Right to Information Campaign was established in 1996
and pushed for the Right to Information Act. The National Campaign for People’s Right to
Information (NCPRI) was established by over 100 activist organizations. The campaign currently
works with states in implementing the law and to advocate for no amendments or weakening of
provisions. The NCPRI also helps with filing information requests, holding public hearings, and
fighting legal cases related to information.
Nine is Mine Campaign: Launched by over 4,000 children in Delhi, the Nine is Mine campaign
is an initiative that is being led across 15 states in India. The campaign involves children,
schools, communities, and organizations being led by Wada Na Todo Abhiyan (WNTA), a
national campaign to hold the government accountable to its promise to end poverty, social
exclusion, and discrimination. The campaign advocates for 9% of Gross Domestic Product
(GDP) to be committed to health and education spending.
Breakthrough’s Campaign: Breakthrough is an international human rights organization that
aims to end violence against women and girls. Breakthrough has performed advocacy campaigns
such as the Bell Bajao (Ring The Bell) which an advocacy campaign for men and boys to act as
partners at ending domestic violence against women. Another successful program called, Nation
Against Early Marriage program aims to end early marriage for girls to prevent gender based
issues. This program involves community organizations, mass media, self-help groups, youth
groups, and others in implementation.
4
“Chapter 3: Institutions for Sustainable Development”

11. 10
Component Two: Building Strategic Relationships
Introduction
The previous component shows how coalition building with likeminded non-governmental actors
can benefit policy change while this prong focuses on building strategic relationships within the
Delhi government.
In academia, development takes on the form of a triangle: economic development, human
development, and social development. Governments of developing countries ultimately seek to
expand their economic position in the global power struggle but often expand so rapidly that the
human and social components cannot catch up with the economic development. India as a leader
in the developing world has unfortunately followed this trend. Lombard and du Preez say, “the
primary goal of partnerships in social development is to strategically join efforts to reduce
poverty, address inequalities and social injustices through the redistribution of resources, and
through social and economic development programmes.”5
The NGO sector of India is aware of
the need for social and human development, but in most cases, the government does not respond.
Therefore, it is imperative that the NGO sector partners with the government to act as a vehicle
and resource for social and human change.6
There is no single strategy or method for building relationships across sectors. Although overall
the Delhi government may not acknowledge the value in waste pickers and zero waste sites,
there are individuals within the government that will be willing to listen and it is possible to
appeal to individual interests. Identifying these individuals and building a trusting rapport with
them is the first step in influencing your desired change.
5
“Challenges for Building Partnerships in Social Development” 231.
6
“Challenges for Building Partnerships in Social Development” 232.

12. 11
Push
the
Government
Support
the
Government
Act
as
a
Resource
for
the
Government
Recommendations and Action Items:
There is no textbook on how to build relationships with government officials. However, there are
several actions that can help any individual or organization interact more effectively with their
local governments. The process can be broken into three stages:
When organizations are interacting with the government in an effort to influence policy, it is
helpful to follow a trend that begins with (1) pushing the government to consider the policy
change you are asking for. After you get the attention of the individual or department, then you
(2) support them in creating the reform through rallying the public in favor of the change or
regularly meeting to check progress and share information. Finally, after the desired policy is
enacted, you (3) act as a resource for the government as implementation of the policy begins.
Before you begin actively pushing the government to consider sustainable waste management. It
is necessary to identify individuals that would be most available to contact. To do this, you can
create a map of the New Delhi Municipal Council (NDMC) then build out the roles of each
important actor within NDMC then track your communication with these individuals. View
Figure One and Figure Two for the beginnings of a networking map and table of relevant
individuals within the NDMC.7
Within the table are four individuals that we have identified as
potential allies within NDMC, you can further build the map and table out while identifying
connections to these people and departments.
After you get the attention of your targeted individuals and departments within the government,
it is important to be prepared to convince them of why they should care. To do this, you can
develop several one-page descriptions of why sustainable waste management is necessary in
Delhi and how their department can make a meaningful difference. Although tedious, having
several different one-pagers that each serve a different purpose is helpful when speaking with
multiple people that each have unique interests. Additionally, these one-pagers can evolve as
different social and economic interests change. For example, when pollution is at an all time
high, you can appeal to the government by providing a one-pager that demonstrates how utilizing
zero waste models reduces pollution in the long-term.
What’s more, you can work with the contacts you have made in other NGOs to develop a list of
agenda items that they are trying to push within the government to try to develop a mutually
beneficial policy while tapping into each other’s networks.
7
Adapted from the New Delhi Municipal Council “Organization Chart”.

13. 12
Figure One: Network Map of the New Delhi Municipal Council
Chairman
(Shri
Naresh
Kumar,
IAS)
Financial
Advisor
(Ms.
Geetali
Tare,
IA&AS)
Finance
Department
(Director,
Sh.
Ramenand
Bhagat)
Accounts
Department
(Director,
Sh.
Ramanand
Bhagat)
Chief
Advisor
(Law)
(JusHce
R.B.
Misra)
Revenue
Advisor
(Sh.
T.K.
Sanyal)
Secretary
(Ms.
Chanchal
Yadav,
IAS)
CVO
(Ms.
Charchal
Yadav,
IAS)
Chief
Auditor
(Mrs.
Varsha
Tiwary
Sh.
Anup
S.
Budhwar
(Addl.
DCA)
Sh.
M.
S.
Khan
(OSD
to
Chairman)

14. 13
Figure Two: Networking Table for the New Delhi Municipal Council
Name Title Department Reason for Contacting Connections
Shri Rajeev
Sood
Chief Architect Architecture
Dpt.
Designs and formulates
architectural schemes for
various services for social
welfare. Zero waste sites
can be built into new
infrastructure schemes to
increase efficiency and
guarantee collection from
waste pickers.
Manish
Sisodia
Deputy Chief
Minister
Government
of Delhi
Has submitted an
application for net metering
of systems and grid
connectivity through solar
power with the Commercial
Department. Their interest
in solar power indicates and
understanding of
environmental efficiency
and economic
opportunities.
Shri J.P.
Sharma
Director of
Horticulture
Horticulture
Department
The horticulture department
looks after all public greens
and part of their listed
activities include
maintenance and creating
public awareness of
conservation of these green
areas. Chintan can work
with them to employ
wastepickers in these areas.
Dr. P.K.
Sharma
MOH Public
Health
Health
Department
The public health
department is going to
increase steps to prevent
and control communicable
diseases in the region.
Reduced waste and more
safe and sanitary means of
collecting waste can reduce
the impact and spread of
disease.

15. 14
Component Three: Social Media
Introduction
Social media is becoming one of the most impactful forms of communication across a multitude
of stakeholders and community members. Any organization should develop a unique and
strategic social media strategy that can be easily mendable to whatever campaign is currently in
progress or planned for the future. Both Components One and Two must utilize social media to
rally community members as well as inform political dialogue.
Chintan already has a presence on social media that is a great start to developing further
engagement. Currently your social media usage hovers around the academic and international
media space. However, it is important to utilize each social media method to engage a diverse
audience. Distinguishing long-term social media campaigns from daily usage is essential to
implementing a powerful cyber presence.

16. 15
Recommendations and Action Items
To expand Chintan’s social media efforts, you must first clarify your overall goals. After
identifying long-term goals, you must distinguish between what social media platforms you will
utilize for reaching specific targeted audiences. Developing a social media “look ahead” is
helpful in organizing each social media platform and creating interconnectivity between each.
Below is a screenshot of a real organization’s social media look ahead that focused on promoting
a specific campaign.
Each social media platform is listed on the left and each day of the week is listed on the top. This
organization planned each day out three months in advance then every Monday morning they
adjusted the week ahead to account for any changes in current campaigns or incorporate new
information. Each day had a specific theme that would help plan each post. For example,
Tuesdays were “Inspiration Tuesday”, meaning each social media post would attempt to provide
quotes, stories, or information that would inspire their audience.
To actually implement the look ahead, you can utilize a website called “Hootsuite”. This free
website will allow Chintan to organize each social media platform while collecting valuable
metric and data information that can further inform future social media usage. Each Monday
when you adjust the week ahead, you can plug into Hootsuite each tweet, facebook, and
instagram post. Chintan does not have an instagram, however, this is a growing social media tool
that will allow Chintan to further connect with interested youth in Delhi.
Outlined below are several questions and answers to help illustrate what a successful social
media strategy could look like:
How often should Chintan be using social media daily?
• Twitter: 2-3 tweets per day, 7 days a week (14 tweets at a minimum)
• Facebook: 1 post per day, 5 days a week (5 posts in total)

17. 16
• Instagram: 2-3 pictures per week (2 posts at a minimum). Pictures can be of wastepickers
with a link to their story or of facts and figures that illustrate why sustainable
development is important.
• Blogs: 1-2 per week (1 post at a minimum). Blogs are beneficial in articulating more
detailed information as well as providing content for other social media platforms and
posts.
How often should Chintan be using social media during large campaigns?
• Twitter: 4-6 tweets per day, 7 days a week (28 tweets at a minimum)
• Facebook: 2 posts per day, 5 days a week (10 posts in total)
• Instagram: 1-2 posts per day, 7 days a week (7 posts at a minimum). Pictures can be
similar to daily instagram but should also be of Chintan’s team. People like to connect
with other people; therefore showing who Chintan is can boost youth engagement.
• Blogs: 2-3 per week (2 posts at a minimum)
What should daily posts look like?
• Twitter:
o Tweet 1: Fact of the day/link to report
o Tweet 2: Call to action
o Tweet 3: Push other SM platforms (i.e. blogs, podcast, instagram)
• Facebook:
o Academic post – link to report or news article
o Push other social media platforms – (i.e. blogs, podcast, instagram, twitter)
o Example: “for more information check out our website and twitter or instagram”
• Instagram:
o This is an opportunity to reach out to the younger, middle class generation
o Posts should making them aware of the social injustice and how it will affect them
in the future (i.e. increased waste without a sustainable solution will make your
living space dirtier and dirtier until the only solution is rapid incineration aka
more pollution)
o Pictures should be of the waste pickers but they should not make the viewer sad.
The pictures should show examples of how sustainable wastepicking can improve
lives and the environment. The viewer should get excited about the concept of
sustainability and a cleaner city.
§ An example could be of waste pickers working in a sustainable, zero
waste site – providing for their families and cleaning up large, commercial
areas.
Although these social media tools and strategies have a lot of detail, they are just a beginning for
what Chintan can do to improve their virtual presence. The more you utilize these tools and plan
ahead, the more you will be able to accomplish.

18. 17
Application of the Advocacy Strategy Framework
We present the Advocacy Strategy Framework detailed in Thinking Strategically: Applying a
Strategic Framework to Advocacy Activities within the context of the advocacy strategy for the
expansion of the decentralized waste model to give you a working example of this tool. For more
detailed information on the mechanics of creating each component, please refer to the Thinking
Strategically report.
Goals:
Expected Results
Which indicators
will be used to
measure success?
What is the current
status of the
indicator?
How far do you
want the indicator
to move?
How will indicator
data be collected
and who is
responsible?
Goal: Solid Waste
Management Policy
that supports
decentralized,
sustainable waste
practices
• Expansion of
zero-waste
processing sites
throughout New
Delhi.
• Government
policy that
supports
decentralized
waste
management.
There is currently
political support for
waste-to-energy
expansion. No
formal advocacy
efforts have been
undertaken.
Policy passed by the
New Delhi
government that
rejects waste-to-
energy facilities and
supports
decentralized waste
management.
Policy tracking of
the issue by the
Advocacy Staff.
The ultimate goal of the campaign is to create a solid waste management policy that supports a
decentralized, sustainable system. A successful campaign will entail the expansion of the zero-
waste model through a formal governmental policy that supports this system.

19. 18
Interim Outcomes:
Expected Results
Which indicators
will be used to
measure success?
What is the
current status of
the indicator?
How far do you
want the indicator
to move?
How will indicator
data be collected
and who is
responsible?
Interim Outcome:
Increased Number
of Partner
Organizations
Number of
organizations that
Chintan has formally
aligned with or
cooperated with on its
activities.
One. Chintan
currently partners
with Safai Sena.
Partner with 4
additional
organizations.
The Advocacy Staff
will track
interactions with
organizations.
Interim Outcome:
Increased Number
of Decentralized
Waste Sites
• Number of new
decentralized
waste sites in the
city.
• Tons of waste
collected at
decentralized
sites.
• Number of
people/households
served.
Safai Sena currently
operates 7 waste
sites in the City.
Baseline waste data
to be compiled
• Have at least
commitments
for 5 new
contracts by the
end of 2016.
• 35% increase in
the total amount
of waste
collected.
• 10% increase in
households
served.
The Advocacy Staff
will work with the
organizations that
contract in the
decentralized model
to collect and
monitor baseline
information.
Interim Outcome:
Build Public
Support for Local,
Decentralized
Waste
Management
• Increased social
media activity.
• Increased earned
media.
• Increased number
of residential
households using
decentralized
waste systems.
Unknown. Baseline
information not yet
collected.
• 10% increase in
comments and
shares.
• 3 additional,
issue specific
media mentions
per month.
• 10% increase in
residential
households
served.
The Advocacy Staff
and interns will
track media activity
and work with
organizations to
monitor baseline
decentralized waste
activity.
Interim outcomes and their associated indicators will be important to evaluate to track progress
towards the achievement of the goal. As the advocacy plan focuses on relationship building, two
of the interim outcomes are associated with measuring progress towards this goal.

20. 19
Activities:
What must
be done to
achieve
interim
outcomes
What interim
outcome will
success on
the activity
contribute
to?
Which indicators
will monitor
progress?
Where is
the output
now?
How far do you
want to move the
output?
How will data
be collected
and who is
responsible?
Activity:
Network
Building
Increased
number of
partner
organizations
• Number of
organizations
identified and
contacted.
• Types of
constituencies
represented.
• Number of
meetings
among
members.
Currently we
partner with
Safai Sena,
• Identify and
contact 8
organizations
that may be
interested in
this issue.
• Meet in-person
with 5
organizations.
Interns and
volunteers will
identify possible
organizations,
the Advocacy
Staff will track
contact with
organizations.
Activity:
Public
Information
Campaign
Build Public
Support for
Local,
Decentralized
Waste
Management
• Number of
social media
posts per week
on the issue.
• Number of
houses face-to-
face contact
and information
distributed at.
• Number of
Earned Media
mentions of
decentralized
waste
management.
Unknown.
Baseline
information
not yet
collected.
• 5 social media
posts per week,
using various
mediums, on
the issue.
• 30% of
households
contacted
given
information.
• 3 earned media
mentions per
month.
The Advocacy
Staff, with the
help of interns,
will monitor and
track the public
information
campaign.
Activity:
Decentralized
Waste Model
Expansion
Increased
Number of
Decentralized
Waste Sites
• Number of
possible
sites/partners
identified and
contacted.
Currently
there are 7
decentralized
waste sites.
• Identify and
contact 15
RWA’s,
government
buildings, or
Condos.
• Secure
meetings with
8 sites/partners.
Interns and
volunteers will
identify possible
organizations,
the Advocacy
Staff will track
contact with
organizations.
Activities are also crucial to monitor and assess their impact in relation to the interim outcomes.
While many indicators would allow Chintan to monitor progress on each, we have narrowed
down the scope to only the most important measures. Once again, activities relating to network
building have a prominent place in the advocacy strategic framework due to its importance in the
advocacy plan. While we do offer targets for Chintan to strive for on each, you should carefully
review and adjust these measures to ensure they are ambitious yet achievable for you.

21. 20
Review:
Chintan should track these measures and engage in a constant review process to ensure that the
knowledge and data that results from this process is used and informs your decision-making.
Discussions on progress towards each component should take place (1) informally at monthly
meetings (2) formally at quarterly progress meetings and (3) at annual review sessions.

22. 21
Application of Impact Evaluation
Social Media Measurement Tool
Social media is a critical platform for organizations and enterprises to expand their social
influence, gain public awareness and hold campaigns to achieve specific social or marketing
objectivity. We do realize that Chintan has already established a well-maintained and frequently
updated Facebook page with an impressive volume of followers and active online participations.
However, it is also important to track social media activity to learn from both successful and
failed engagement.
There are two types of social media measurement. The first, Ongoing Analytics, tracks social
media activities overtime while the second, Campaign-focused Metrics, analyzes a specific
campaign or event.8
Here we will provide a social media measurement tool for Chintan that
applies well to both types of measurement and can be easily operated by staff as daily work.
Step 1: Clarify Social Goals
Before jumping in to measure every Facebook status, photo and comment, it is important to think
about what goal Chintan wants to achieve through these social platforms. A clear goal helps you
understand your target audience and select the best social media type. It also helps you to think
about what you expect the audience do with your content posted (read, share, comment, engage).
For example, one of the goals of Chintan’s Facebook page can be to spread awareness of the E-
waste campaign and motivate public participation.
Step 2: Develop Metrics
Once you have identified social media goals you set up appropriate metrics for tracking. The
metrics we have identified include: numbers of followers, status, photos, comments, shares,
“likes”. We also identify some metrics that can more accurately reflect the public engagement.
o Conversation rate: The average number of conversations per post. On Facebook, it is
the number of replies per status and photo.
o Amplification rate: Amplification is the “reshare”, “retweet” of a post. On Facebook, it
is the number of share per post.
o Applause rate: Each social media has an easy way to express appreciation. On
Facebook, it is the number of “like” each post gets.
o Relative engagement rate: relative engagement rate measures the engagement rate per
follower. It allows you to compare the engagement between different social media
work to improve these rates accordingly.9
8
“The Five Easy Steps to Measure Your Social Media Campaign”, 2012
9
Adapted from “Social Engagement Metrics That Matter- Measuring, Tracking and Reporting FTW”, 2014

23. 22
Step 3: Measure
You can use different online tools to obtain more detailed and systematic measurements, such as
“TrueSocialMetrics” or “Socdir.” You can also establish your own format to track the activity on
Google sheets that is accessible to all field staff to track social media performance. Table 1
provides an example of how to track Facebook on both a weekly and monthly basis.
Table 1. Example of Facebook performance log10
Monthly
Summary
Facebook
Status
Replies
Shares
Likes
Followers
Convo
Rate
Amplify
rate
Applause rate
Dec-13
Jan-13
Feb-13
Weekly
Summary
Dec-1
Dec-8
Dec-15
Dec-22
Dec-29
10
Adapted
from
Ibid.

24. 23
Chintan can then make a comparison of key metrics between different social media types within
a same time period to evaluate their respective performance and thus make corresponding
strategies on each platform.
Table 2. Example of social media performance summary on a monthly basis11
Tweet
Facebook
page
Google +
LinkedIn
Youtube
Blog
Conversation rate
(Comments per
post)
Amplification rate
(Shares per post)
Applause rate
(Favorite per post)
# Post
# Comments
# Repost
# Favorite
This is based on the time Periods: DD/MM/XXXXX-DD/MM/XXXX
11
Adapted
from
Ibid.

25. 24
Step Four: Report Results
The final step is to report the results based on the weekly and monthly log. We recommend
Chintan uses the initial findings as a baseline or benchmark for future measurement. It is
necessary for Chintan to share the findings within the organization regularly and with donors in
your quarterly report.
When reporting the results you should compare the metrics to your expectations and goals. Table
3 shows an example of how you can track progress. You can also make charts or graphs to
visualize the results. In addition, a monthly email to all staff reviewing the engagement rate over
time would also be useful in assessing trends and what could be improved.
Table 3. Example of Social Media Measurement Report 12
Weekly KPI (Key
Performance
Indicator)
Baseline
(Based on
weekly
average from
DD/MM to
DD/MM)
Percent
increase
Goal
(Goal from
DD/MM to
DD/MM
Current
(Average
from
DD/MM to
current)
Percent
Goal
complete
Followers
Visits
Conversation rates
Amplification rate
Applause rate
Relative Conversation
rates (per 1000)
Relative Amplification
rate (per 1000)
Relative Applause rate
(per 1000)
12
Adapted
from
Ibid.

26. References
Academic Freedom Workshops: Advocacy Curriculum. 2009. Coalition Building and
Networking. Scholars at Risk Network.
Chapter 3: Institutions for Sustainable Development. (2003). World Development Report 2003.
The World Bank Group.
Jenn Deering Davis “The Five Easy Steps to Measure Your Social Media Campaign”, 2012,
https://blog.kissmetrics.com/social-media-measurement/
Jennita “Social Engagement Metrics That Matter- Measuring, Tracking and Reporting FTW”
2014, https://moz.com/blog/social-engagement-metrics-that-matter
Journal of Comparative Policy Analysis. (2014). Policy Advocacy Coalitions as Causes of Policy
Change in China? Analyzing Evidence from Contemporary Environmental Politics. Han,
Swedlow & Unger.
Journal of Social Work. (2004). Challenges for Building Partnerships in Social Development.
Lombard & du Preez.
New Delhi Municipal Council. Organization Chart. 2015.
Taylor, R. (2004). Creating a better world: Interpreting global civil society. Bloomfield, CT:
Kumarian Press.