Background

The WASH SDG Program, led by WASH Alliance International, SNV Netherlands Development Organisation, and Plan Netherlands, aims to sustainably improve access to sanitation and hygiene for at least 2 million people and safe drinking water for 450,000 people in Bangladesh by 2022. This initiative targets six municipalities and two Upazilas, working with local and international partners.

Objective

To develop a comprehensive demand creation strategy with common key messages that motivate desired behaviors within the community, enhancing WASH practices and sustainability.

Methodology

The development process followed the Human-Centered Design Thinking process and the FOAM (Focus, Opportunity, Ability, and Motivation) framework to identify and address behavior triggers and barriers. The assignment was carried out in four phases:

Table 1: Methodology Phases

Phase	Description
Phase 1: Empathize and Define	Conducted qualitative interviews with 540 participants across eight locations. Created personas reflecting community members, including men, women, children, socially excluded groups, and people with disabilities.
Phase 2: Ideate and Prototype	Performed gap analysis workshops and reviews with local WAI partners. Developed and refined demand creation strategies based on feedback.
Phase 3: Testing and Refinement	Organized focus group discussions to capture community perceptions and responses. Refined the strategy based on community feedback.
Phase 4: Support in Implementation	Conducted training sessions for WAI local partners on planning, implementation, monitoring, and evaluating the strategy.

Key Findings and Actions

The following table summarizes the key findings from the demand creation strategy and the corresponding actions implemented to enhance WASH practices in Bangladesh. These actions were designed to address specific community needs and promote sustainable behavior changes.

Table 2: Key Findings and Actions

Findings	Actions
Child Health: Emphasized improved child health through better sanitation facilities.	Developed educational campaigns for schools and communities to promote better sanitation practices.
Privacy & Security: Highlighted the benefits of improved latrines for privacy and security of women and children.	Promoted the construction of private and secure latrines through community meetings and media campaigns.
Social Status: Promoted the idea that proper sanitation improves social status.	Leveraged social influencers to endorse the benefits of improved sanitation.
Personal & Environmental Hygiene: Encouraged practices like hand washing and proper menstrual hygiene.	Distributed educational materials and conducted workshops on hygiene practices.
Inclusion in Decision Making: Raised awareness among women, people with disabilities, and socially excluded groups about their rights.	Facilitated inclusive community meetings and training sessions to empower marginalized groups.
Engaging Men and Boys: Encouraged men and boys to participate in household chores.	Organized community events and campaigns highlighting the importance of shared household responsibilities.

Project Photos

Here are some photos from the Demand Creation Strategy project for the WASH Alliance Bangladesh, showcasing our work and the community engagement involved in enhancing WASH practices.

Participants and Stakeholders

• Number of Researchers: 40
• Locations: 8 locations across Barguna and Satkhira
• Qualitative Interviews: 540 participants
• Focus Group Discussions (FGDs): 11 (each with 6-11 participants)
• Social Groups Involved: Community people, local WASH entrepreneurs, NGOs, local government institution leaders

Impact

• Enhanced community engagement in WASH practices.
• Improved hygiene behaviors and sanitation infrastructure.
• Increased awareness and participation in decision-making processes among women, PWDs, and socially excluded groups.

The demand creation strategy for WASH Alliance Bangladesh successfully utilized a multi-faceted approach to promote sustainable WASH practices. By addressing community-specific triggers and barriers, the strategy has fostered a positive environment for knowledge sharing, cooperation, and empathy, leading to significant behavior changes.