What Is Social and Behavior Change Communication (SBCC)? A Practical Guide for Governments

Governments and public institutions invest heavily in public awareness campaigns. Posters, TV spots, social media content, community events, press briefings—often with strong visibility. Yet many programs still struggle to shift real-world outcomes. People may know the message, repeat the slogan, and still not change what they do.

That gap exists because information is rarely the only barrier. Human behavior is shaped by habit, convenience, trust, social norms, fear, cost, stigma, and the realities of daily life. In many cases, people already understand what they “should” do. The question is why they don’t—and what would make change easier, safer, and more likely to last.

This is where Social and Behavior Change Communication (SBCC) becomes essential. SBCC is not just “better messaging.” It is a structured, evidence-driven approach to designing communication (and complementary interventions) that can shift behavior and social norms in the public interest.

This guide explains what SBCC is, how it differs from generic awareness campaigns, why governments need it, and a practical step-by-step framework to design SBCC programs that actually work.

Why Awareness Alone Rarely Changes Behavior

A common assumption in public communications is:

“If people understand the issue, they will do the right thing.”

Sometimes that’s true—when:

the action is simple and convenient
trust is high
costs are low
social norms already support the behavior

But in many policy areas, behavior is blocked by real barriers:

A mother understands the importance of prenatal care but cannot afford transport or childcare.
A household knows waste should be separated but lacks bins and consistent collection.
A driver knows speeding is dangerous but believes “everyone does it,” and enforcement is inconsistent.
A community knows vaccination prevents disease but fears side effects due to rumors and low trust.
A business understands regulations but finds compliance procedures confusing and costly.

In these cases, awareness doesn’t fail because the message is invisible. It fails because behavior change needs more than information.

SBCC is designed for exactly this reality.

What Is Social and Behavior Change Communication (SBCC)?

A clear, practical definition

Social and Behavior Change Communication (SBCC) is a research-driven, audience-centered approach to influencing individual behaviors and social norms in ways that improve public outcomes—health, safety, environmental protection, and civic participation.

SBCC is not defined by a particular channel (TV, social media, community outreach). It is defined by its method:

starts with insight into the audience’s beliefs, barriers, and context
targets specific behaviors and drivers of behavior
uses strategic messaging and interventions to reduce barriers and increase motivation
reinforces change through trusted messengers, social influence, and repeated exposure
measures behavior outcomes—not just reach
adapts through learning and iteration

A good way to think of it:

Public awareness campaigns try to make people know.
SBCC is designed to make it easier and more likely that people do—and keep doing.

What SBCC is designed to achieve

SBCC can aim to:

adopt new behaviors (registering for a service, using a hotline, practicing preparedness)
reduce harmful behaviors (unsafe driving, open burning, risky health practices)
maintain positive behaviors over time (handwashing, prenatal visits, safe water practices)
shift social norms (reducing stigma, increasing community acceptance of protective behaviors)

SBCC is often essential when the desired behavior requires sustained effort or challenges existing habits and beliefs.

What SBCC is not

SBCC is frequently misunderstood. It is not:

Generic awareness or information dissemination
Awareness can be part of SBCC, but SBCC goes beyond it.
Advertising alone
Ads can support SBCC, but SBCC requires insight, strategy, and measurement.
Persuasion without ethics
SBCC should serve the public interest and protect dignity, inclusion, and transparency.
A one-off campaign burst
Most meaningful behavior change needs reinforcement over time.

Why Governments Need SBCC

1) The limits of information-based communication

Many policy outcomes rely on behaviors that are:

emotionally charged (fear, stigma, identity)
socially influenced (peer pressure, norms)
practically constrained (time, cost, access)
trust-dependent (belief in institutions and sources)

In such cases, “more information” does not solve the problem. It can even backfire if people feel lectured, blamed, or manipulated.

2) Behavior is a policy dependency

Many public policies are only as successful as the behaviors that support them.

Examples:

Public health policy depends on vaccination, testing, and treatment-seeking behaviors.
Environmental policy depends on household and business behaviors like waste management and conservation.
Road safety depends on millions of daily micro-decisions by drivers and passengers.
Social protection depends on registration, documentation, and correct use of services.
Disaster management depends on preparedness, early warning response, and cooperation.

If behavior doesn’t change, the policy doesn’t deliver its intended outcomes.

3) SBCC is an implementation tool

SBCC helps governments move from policy intent to implementation reality by:

identifying what prevents adoption
designing solutions that reduce friction
building trust through credible messengers
shaping norms that sustain behavior
proving outcomes through measurement

SBCC is not communication as output. It is communication as impact.

SBCC vs Public Awareness Campaigns

This distinction is crucial, both strategically and for procurement.

Awareness vs behavior change

Awareness: “People have heard the message.”
Behavior change: “People are doing the intended action consistently.”

Differences in objectives

Awareness campaigns often aim for visibility: reach, impressions, recall.
SBCC aims for measurable outcomes: adoption, compliance, service uptake, sustained practices.

Differences in design approach

Awareness campaigns are often message-first (“what do we want to say?”).
SBCC is insight-first (“why aren’t people already doing this, and what will change that?”).

Differences in measurement

Awareness: views, engagement, media coverage.
SBCC: behavior indicators, service data, compliance changes, norm shifts, and evidence of sustained adoption.

If a campaign’s success cannot be tied to an observable behavioral outcome, it is not SBCC—it’s awareness.

Core Principles of Effective SBCC

Principle 1: Start with research and audience insight

SBCC begins by understanding:

what people believe now
what they misunderstand
what barriers they face (practical, social, emotional)
what motivates them
who influences their decisions
which sources they trust

Research is not a luxury in SBCC. It’s the foundation.

Principle 2: Focus on specific behaviors

SBCC targets clear, observable behaviors:

“Get the child vaccinated by X date.”
“Separate organic and plastic waste daily.”
“Wear a helmet on every ride.”
“Register for service X using the portal.”

Avoid vague objectives like:

“Be more responsible.”
“Improve awareness.”
“Support the environment.”

A program that targets too many behaviors often changes none.

Principle 3: Address barriers and motivators (not just knowledge)

Behavior is shaped by drivers such as:

access and convenience
cost and time
fear and stigma
habit and routine
social approval and norms
perceived effectiveness (“does this even matter?”)
trust in institutions

Effective SBCC is designed to reduce barriers and increase motivators.

Principle 4: Design for context and culture

Cultural relevance matters because norms are powerful. SBCC must reflect:

language and tone
local values
community dynamics
religious and social expectations
regional differences in access and trust

Translation is not enough. Localization is essential.

Principle 5: Ethics and public interest

SBCC must respect:

dignity and inclusion
transparency (avoid manipulation)
privacy and consent (especially for sensitive issues)
fairness (avoid stigmatizing or blaming groups)

Ethical SBCC builds trust. Unethical communication can cause long-term harm.

Common SBCC Use Cases in Government

SBCC is most useful where public outcomes rely on sustained or socially influenced behaviors.

Public health and nutrition

vaccination uptake and confidence
maternal and child health behaviors
prevention of vector-borne disease
safe water, sanitation, and hygiene practices
nutrition behavior change and early childhood care

Environmental and climate action

waste separation and reduction
discouraging open burning
water conservation practices
energy-saving behaviors
community buy-in for environmental regulations

Safety and risk reduction

road safety (speed, helmets, seatbelts, drunk driving)
disaster preparedness (early warning response, evacuation)
workplace safety compliance
fire safety and hazard avoidance

Governance and civic behavior

uptake of digital public services
correct registration and documentation behaviors
tax compliance and formalization behaviors
reporting mechanisms (hotlines, complaints systems)
participation in civic processes

SBCC is not limited to “health communications.” It is useful wherever behavior drives policy success.

The SBCC Design Process: A Step-by-Step Government Framework

This is the most practical section of SBCC: how to build it properly.

Step 1: Define the policy goal and the behavior outcome

Start with the policy objective (e.g., reduce dengue incidence) and translate it into a clear behavior outcome (e.g., weekly elimination of standing water in households).

A good behavior definition specifies:

who performs the behavior
what they do
when and how often
where it happens
what “success” looks like

Without this, measurement and strategy become vague.

Step 2: Conduct formative research

Formative research identifies drivers of behavior.

Use a mix of:

surveys (what people believe, what they do)
focus groups (why they think and act that way)
interviews with frontline staff and local leaders
observation and ethnographic methods where possible
analysis of service data and operational barriers
social listening (misinformation trends, narratives)

You are looking for:

barriers (cost, time, fear, stigma, confusion)
motivators (health, safety, savings, social approval)
trusted messengers and channels
existing norms and peer influence

Step 3: Segment audiences strategically

Segmentation should be based on behavior and context:

those already doing the behavior (reinforce)
those willing but blocked by barriers (enable)
those resistant due to beliefs or norms (persuade carefully)
high-risk or high-influence groups (prioritize)

Also segment by:

trust levels
misinformation exposure
access constraints (digital vs offline)
decision roles (household decision-makers, youth, employers)

Different segments require different messages and messengers.

Step 4: Develop a behavior change strategy

Turn insight into strategy by mapping:

what drives the current behavior
what must shift for adoption to happen
what intervention mix will change those drivers

This often includes:

reducing friction (making action easier)
increasing perceived benefits
building confidence and trust
shifting norms (“people like me do this”)
addressing fears and misconceptions
reinforcing behavior through reminders and cues

Step 5: Build the message and intervention mix

SBCC is not only messaging. It’s often a mix of:

mass media communication
community engagement and dialogue
peer influence or champions
trusted spokespersons (professionals, leaders)
nudges and reminders (SMS, prompts, environmental cues)
visual tools (infographics, demonstrations)
supportive service improvements where possible

Messages should include:

a clear “why”
a clear “what to do”
practical instructions
emotional and cultural relevance
myth-busting where needed
consistent language across channels

Step 6: Select channels and touchpoints

Channel selection should be based on:

where audiences already get trusted information
the complexity of the behavior (simple vs sustained)
access constraints (connectivity, literacy, language)
how quickly behavior must change

Effective SBCC often uses:

TV/radio for broad reach
digital for targeting and iteration
community networks for trust transfer
frontline institutions (clinics, schools) at decision points
in-person engagement for dialogue and resistance reduction

Step 7: Pilot, test, and refine

Before scaling nationally:

test messages for comprehension and tone
pilot interventions in a limited area
identify unexpected barriers
refine based on results

Piloting reduces waste and prevents national-scale failure.

Step 8: Scale with monitoring and adaptation

SBCC programs should be adaptive:

monitor uptake and feedback continuously
adjust messages and channels in response to data
address emerging misinformation quickly
document learning for reporting and future programs

Behavior change is rarely linear. Monitoring makes it manageable.

The Role of Messengers and Social Influence in SBCC

In SBCC, the “who” often matters as much as the “what.”

People adopt behaviors more readily when:

the messenger is credible and trusted
the behavior is modeled by peers
the community perceives it as normal and approved

Trusted messengers may include:

health professionals
teachers and schools
religious and community leaders
local authorities
respected cultural figures
carefully selected influencers (when aligned ethically and culturally)

This is especially critical in low-trust environments, where institutional messages may be doubted.

Measuring SBCC Effectiveness

SBCC requires measurement because behavior change must be proven, not assumed.

What to measure

Early indicators:

awareness and recall (basic, not sufficient)
understanding and correct knowledge
attitude shifts
intention to act
norm perception (“people like me do this”)

Core outcome indicators:

actual behavior adoption (service data, observation, reporting)
sustained behavior over time
compliance trends
uptake and participation rates

How to measure

Methods may include:

pre/post surveys
routine service data and administrative records
observational studies (when feasible)
hotline and inquiry analytics
qualitative feedback from communities and frontline staff
digital monitoring for sentiment and misinformation

Using data to improve programs

The value of SBCC measurement is not only proving impact. It is:

identifying what is working
fixing what isn’t
optimizing channels and messages
improving efficiency of public spending

This is particularly important for donor accountability and government budgeting.

SBCC in Low-Trust and Resource-Constrained Contexts

In many emerging contexts, SBCC must address:

unequal digital access
language diversity and literacy variation
stronger influence of community networks
historical trust deficits
misinformation spread through informal channels

Practical implications:

combine mass media with local intermediaries
prioritize deep localization, not translation
build strong listening mechanisms
use community-led approaches where possible
design interventions that fit resource realities
avoid blaming language that alienates target groups

When trust is weak, SBCC must be designed as trust-building, not lecturing.

Institutionalizing SBCC in Government Systems

SBCC is most effective when embedded into policy implementation structures.

Governments can institutionalize SBCC by:

integrating SBCC into program design, not adding it at launch
building cross-ministry coordination (health, education, environment, local govt)
establishing research and insight capacity
maintaining message frameworks and toolkits
training spokespersons and frontline staff
developing monitoring and evaluation systems
retaining institutional memory of what worked

External partners can support design, research, creative execution, and measurement—but the goal should be durable internal capability.

Common Mistakes Governments Make with SBCC

SBCC fails predictably when governments:

treat it as advertising and skip research
target too many behaviors at once
use institutional language instead of citizen-centered framing
choose channels by trend rather than trust and access
ignore service readiness (people can’t act even if persuaded)
measure only reach and impressions
stop too early (no reinforcement, no maintenance)

Most SBCC failure is not due to lack of effort. It is due to lack of method.

The Future of SBCC in Public Sector Communications

SBCC is increasingly shaped by:

behavioral science and “nudge” approaches
data-driven targeting and adaptive content strategies
real-time monitoring of misinformation and sentiment
stronger emphasis on ethics, inclusion, and equity
integration into broader public sector communications systems

The future of SBCC is not louder communication. It is smarter, more human-centered, and more measurable communication.

Conclusion: From Awareness to Action

SBCC matters because many public outcomes depend on behavior—not just policy announcements.

Governments achieve lasting impact when communication is designed not only to inform, but to:

understand audiences deeply
reduce barriers to action
build trust through credible messengers
shift norms that sustain behavior
measure outcomes and adapt in real time

In other words, SBCC turns communication from output into impact—helping policies become understood, embraced, and acted upon.

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