[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"cookie-copy":3,"important-message":10,"onboarding":23,"mainMenu":198,"contribution-page-SE-0-SE-6-52170010":199,"footer":1220},{"content":4,"modalContent":7},{"en":5,"sv":6},"\u003Cp>Openaid.se uses cookies to improve your experience as a user, including cookies for web analytics and cookies that help the website function properly. Cookies that handle your selection in this box cannot be opted out. \u003Ca href=\"https:\u002F\u002Fopenaid.se\u002Fen\u002Fabout-openaid\u002Fabout-the-website\">Read more about cookies at Openaid.se\u003C\u002Fa>\u003C\u002Fp>\n","\u003Cp>Openaid.se använder kakor för att förbättra upplevelsen för dig som användare, bland annat kakor för webbanalys och kakor som bidrar till att webbplatsen fungerar korrekt. Kakor som hanterar ditt val i denna ruta går inte att välja bort. \u003Ca href=\"https:\u002F\u002Fopenaid.se\u002Fabout-openaid\u002Fabout-the-website\">Läs mer om kakor på Openaid.se\u003C\u002Fa>\u003C\u002Fp>\n",{"en":8,"sv":9},"\u003Cp>Openaid.se use necessary and functional cookies to make our website work. We also use cookies to improve website functionality by obtaining statistics on how the site is used. You can change your settings here at any time. \u003Ca href=\"https:\u002F\u002Fopenaid.se\u002Fen\u002Fabout-openaid\u002Fabout-the-website\">Read more\u003C\u002Fa>\u003C\u002Fp>\n","\u003Cp>Här godkänner du vilka kakor webbplatsen får spara i din dator. Du kan när som helst ändra dina inställningar. \u003Ca href=\"https:\u002F\u002Fopenaid.se\u002Fabout-openaid\u002Fabout-the-website\">Läs mer om kakor på Openaid.se\u003C\u002Fa>\u003C\u002Fp>\n",{"data":11,"show":12},{"active":12,"title":13,"message":16,"link":19,"link_text":21,"starttime":22,"endtime":20},false,{"en":14,"sv":15},"The website is currently experiencing technical issues ","Tekniska problem",{"en":17,"sv":18},"We are currently experiencing technical issues and are working to restore the website as soon as possible. Please try again later.\r\n\r\nContact openaid@sida.se for more information.","Vi har just nu tekniska problem och arbetar med att återställa webbplatsen. Försök gärna igen senare.\r\n\r\nKontakta openaid@sida.se vid frågor.\r\n",{"en":20,"sv":20},"",{"en":20,"sv":20},"2026-08-18T10:41:32",{"help":24,"intro":72,"tour":127},{"data":25,"enabled":71},{"page_description":26,"tour_description":51,"intro_description":61},[27,33,39,45],{"page":28,"description":30},{"en":29,"sv":29},"%2Ffind-aid%2Fsector-category",{"en":31,"sv":32},"On this page sector categories are listed and can be filtered by year or search keyword.","På den här sidan listas sektorkategorier, som beskriver vilket specifikt område hos en mottagare som en aktivitet ska gynna och utveckla. Dessa kan filtreras på år och sökord.",{"page":34,"description":36},{"en":35,"sv":35},"%2Ffind-aid%2Fdonors",{"en":37,"sv":38},"On this page responsible government agencies are listed and can be filtered by year or search keyword.","På den här sidan listas ansvariga myndigheter. Dessa kan filtreras på år och sökord.",{"page":40,"description":42},{"en":41,"sv":41},"%2Ffind-aid%2Fcountries-and-regions",{"en":43,"sv":44},"On this page countries and regions are listed.","På den här sidan listas länder och regioner där Sverige bedriver utvecklingssamarbete och där stöd ska bidra till utvecklingsresultat.",{"page":46,"description":48},{"en":47,"sv":47},"%2Ffind-aid%2Fpartners",{"en":49,"sv":50},"Choose a partner that Swedish government agencies cooperate with to implement Swedish aid.","På den här sidan listas samarbetspartner som ansvariga myndigheter samarbetar med för att genomföra biståndet.",{"title":52,"description":55,"button_text":58},{"en":53,"sv":54},"Do you need help?","Vill du ha hjälp att utforska biståndet?",{"en":56,"sv":57},"Join a tour and get tips on what to do on this page.","Följ med på en rundtur med tips på vad du kan göra på denna sida.",{"en":59,"sv":60},"Start the tour","Visa mig runt på sidan",{"title":62,"description":65,"button_text":68},{"en":63,"sv":64},"Do you want to know more about Openaid?","Vill du veta mer om Openaid?",{"en":66,"sv":67},"Here you will get a quick introduction to Openaid and what you can do on this website.","Här får du en snabb introduktion till vad Openaid är och vad du kan göra på webbplatsen.",{"en":69,"sv":70},"Start introduction","Starta introduktionen",true,{"data":73,"enabled":71},[74,82,90,100,110,119],{"title":75,"description":78,"other_info":81},{"en":76,"sv":77},"Welcome to Openaid","Välkommen till Openaid",{"en":79,"sv":80},"Here you will find information about when, to whom and for what purpose Swedish aid funds have been disbursed since 1998. You can also see the results that have been achieved. ","Här kan du se när, till vem och för vilket ändamål svenskt statligt bistånd har betalats ut sedan 1998. Du kan också se biståndets resultat. ",{"en":20,"sv":20},{"title":83,"description":86,"other_info":89},{"en":84,"sv":85},"Openaid shows data from different agencies","Openaid visar data från olika myndigheter",{"en":87,"sv":88},"Statistics and payments from all Swedish government agencies handling funds in the Expenditure area 7: International aid form the basis for the data presented on Openaid.","På Openaid kan du hitta statistik och utbetalningar från alla myndigheter och departement som hanterar statliga biståndsmedel.",{"en":20,"sv":20},{"title":91,"description":94,"other_info":97},{"en":92,"sv":93},"Choose what data you want to see","Välj vilken data du vill se",{"en":95,"sv":96},"You can choose to see data from specific agencies, to specific countries or regions or within specific sectors. You can also see contributions performed by a specific partner.","Du kan välja att se data från vissa myndigheter, till vissa geografiska områden eller inom vissa sektorkategorier, som beskriver vilket temaområde en insats genomförs i. Du kan också se insatser som utförts av en viss samarbetspartner.",{"en":98,"sv":99},"Openaid is continuously updated. This means that for the current and previous year, sums are updated as data is reported and published. ","Openaid uppdateras löpande. Det innebär att för nuvarande år och föregående år uppdateras summor i takt med att data rapporteras in och publiceras. ",{"title":101,"description":104,"other_info":107},{"en":102,"sv":103},"See contributions","Se enskilda biståndsinsatser",{"en":105,"sv":106},"You can get in-depth information about a contribution. Here you can see results, transactions and documents. ","Du kan få fördjupad information om en enskild insats som gjorts inom biståndet. Här kan du se resultat, transaktioner och dokument. ",{"en":108,"sv":109},"The website’s data can be exported. ","All data på Openaid går att exportera. ",{"title":111,"description":113,"other_info":116},{"en":53,"sv":112},"Hjälpen är alltid nära",{"en":114,"sv":115},"Locate the button with a question mark in the lower right corner!","På Openaid finns fler tips på vad du kan göra. Leta upp knappen med frågetecknet i högra hörnet!",{"en":117,"sv":118},"For questions, please contact openaid@sida.se.","Vid frågor, kontakta openaid@sida.se.",{"title":120,"description":123,"other_info":126},{"en":121,"sv":122},"Explore aid","Är du redo att utforska biståndet?",{"en":124,"sv":125},"Start exploring the Swedish development cooperation on Openaid. Either on your own or by joining the tour.","Nu kan du börja utforska biståndet på Openaid – antingen på egen hand eller genom att följa med på en rundtur.",{"en":20,"sv":20},{"data":128,"enabled":71},{"general":129,"startpage":149,"explore_aid":164},[130,140],{"id":131,"title":132,"description":135,"other_info":138},"explore-aid-menu-button",{"en":133,"sv":134},"Find all Swedish aid","Hitta till allt bistånd",{"en":136,"sv":137},"Here you can find data based on responsible agencies, countries and regions, partners, sector categories, strategies and The Sustainable Development Goals. ","Här kan du hitta bistånd utifrån ansvarig myndighet, länder och regioner, samarbetspartner, sektorkategorier, strategier och Globala målen. ",{"en":139,"sv":139},null,{"id":141,"title":142,"description":145,"other_info":148},"main-search",{"en":143,"sv":144},"Search the site","Sök på webbplatsen",{"en":146,"sv":147},"Here you can search for any content on the site, for example a country, a contribution or a document.","Här kan du söka på allt innehåll efter till exempel ett land, en insats eller ett dokument.",{"en":139,"sv":139},[150,159],{"id":151,"title":152,"description":155,"other_info":158},"show-aid-button",{"en":153,"sv":154},"Explore aid on your own","Utforska biståndet på egen hand",{"en":156,"sv":157},"You can choose which responsible agencies you want to see Swedish aid from, to which geographical areas and within which sector categories.","Du kan välja vilka ansvariga myndigheter du vill se bistånd från, till vilka geografiska områden samt inom vilka sektorkategorier. ",{"en":139,"sv":139},{"id":160,"title":161,"description":162,"other_info":163},"more-choices-filter-button",{"en":20,"sv":20},{"en":20,"sv":20},{"en":139,"sv":139},[165,170,175,180,189],{"id":166,"title":167,"description":168,"other_info":169},"comparison-filter-card",{"en":20,"sv":20},{"en":20,"sv":20},{"en":139,"sv":139},{"id":171,"title":172,"description":173,"other_info":174},"comparison-filter-modal-trigger",{"en":20,"sv":20},{"en":20,"sv":20},{"en":139,"sv":139},{"id":176,"title":177,"description":178,"other_info":179},"add-comparison-button",{"en":20,"sv":20},{"en":20,"sv":20},{"en":139,"sv":139},{"id":181,"title":182,"description":185,"other_info":188},"compare-explore-aid-navigation",{"en":183,"sv":184},"See how the aid is distributed","Se hur biståndet är fördelat",{"en":186,"sv":187},"Here you can see how the Swedish aid has been distributed based on your filter options.","Här kan du snabbt navigera och se hur biståndet har fördelats utifrån de val du har gjort.",{"en":139,"sv":139},{"id":190,"title":191,"description":194,"other_info":197},"export-button",{"en":192,"sv":193},"Export data","Exportera data",{"en":195,"sv":196},"You can export the data in xls-format.","Här kan kan du exportera data i xls-format.",{"en":139,"sv":139},{},{"contribution":200,"activities":402,"paidTransactions":1193,"transactions":1210,"strategies":1219},{"iatiidentifier":201,"reportingorg":202,"title":207,"descriptions":213,"participatingorgs":226,"activitystatus":233,"activitydates":235,"defaultflowtype":242,"contactinfo":243,"recipientCountries":250,"sectors":255,"documentlinks":262,"result":295,"relatedactivities":310,"lastupdateddatetime":319,"lang":266,"defaultcurrency":320,"hierarchy":220,"humanitarianSpecified":12,"hasHumanitarianActivity":12,"hasLongtermActivity":71,"transactionsMetadata":321,"activitiesMetadata":394},"SE-0-SE-6-52170010",{"narrative":203,"ref":204,"type":205,"secondaryreporter":206},"Sweden","SE-0",10,0,[208,211],{"lang":209,"value":210},"sv","Bangladesh hälsosektorprogram 2017-2022",{"value":212},"Health Sector Programme Bangladesh 2017-2022",[214,221],{"narrative":215,"type":220},[216,218],{"value":217},"The 4th Health Sector Program´s will be implemented by the Ministry of Health during the period 2017-2022. The overall objective is \"to ensure that all citizens of Bangladesh enjoy health and well-being by expanding access to quality and equitable healthcare in a healthy and safe living environment\". The programme will be co-financed with the WB and other development partners.",{"lang":209,"value":219},"Bangladesh regering har inkommit till ambassaden med en förfrågan om stöd till det fjärde sektorprogrammet om hälsa, befolkning och nutrition (HPNSIP), 2017-2022. Det övergripande syftet med sektorprogrammet är att ”säkra tillgången till hälsovård med hög kvalitet i en trygg, säker och hälsosam miljö för alla medborgare i Bangladesh”. Programmet bygger vidare på tre tidigare hälsosektorprogram som också har fått stöd från Sverige. Den totala kostnaden för programmet beräknas uppgå till 14,7 miljarder USD.  Den föreslagna svenska insatsen föreslås uppgå till 190 miljoner kronor.\n\nSektorprogrammen inom hälsa startades 1998 av Bangladeshs regering med syfte att effektivisera biståndet till hälsosektorn. Detta skulle göras genom att samordna och koordinera givare med utgångspunkt i den nationella hälsoagendan. Det första programmet genomfördes 1998-2005 och satte grunden för den idag dominerande samarbetsformen inom sektorn. Två sektorprogram 2005-2010 och 2011-2017 (förlängt t o m juni 2018), har följt samma spår. Svenskt stöd till genomförandet av programmen har utgått med 260 miljoner kronor till första programmet, 500 miljoner kronor till det andra programmet och 450 miljoner kronor till det tredje programmet.\n\nDen nationella kontexten, i vilken programmet ska genomföras, har förändrats i takt med förändringar i omvärlden. En viktig milstolpe för den nationella hälsoagendan är att den nya utvecklingsagendan 2030 (SDG) har antagits. SDG-agendan skapar utrymme för att öka fokus på ännu kontroversiella frågor som rör kvinnors och ungdomars sexuella och reproduktiva hälsa och rättigheter, samt homo-, bisexuella och transpersoners rättigheter. En annan faktor som ställer nya krav på hälsosystemet är Bangladeshs sårbarhet för de snabbt växande klimatförändringarna och deras påverkan på kvinnors och mäns hälsa. En tredje faktor som påverkar den nationella kontexten är den aktuella humanitära krisen. En aktuell utmaning är de omfattande kränkningar och ökade våldet i delstaten Rakhine i Myanmar, som har tvingat 620 000 rohingyer, varav hälften barn, att fly till Bangladesh sedan den 25 augusti 2017. Flyktinglägren i området Cox’s Bazar är överfulla och läget är akut.\n\nAnsvaret för att genomföra det fjärde hälsoprogrammet ligger på Hälsoministeriet. Programmet ska genomföras under perioden 2017 – 2022 och realiseras i hela landet. De tre första programmen har fokuserat på institutionsuppbyggande av hälsosystemet och tillhandahållandet av hälsotjänster inom primärvården. Det fjärde programmet tar sin utgångspunkt i lärdomar från tidigare program och kommer även att uppmärksamma den statliga styrningen och tillsynen av sektorn. De tre komponenterna som programmet inriktar sig på är således: i) statlig styrning, reglering och tillsyn av sektorn, ii) stärkt hälsosystem, och iii) tillhandahållandet av hälsotjänster med god kvalitet. \n\nFörberedelserna inför det fjärde sektorprogrammet påbörjades 2015 och efter breda konsultationer med olika aktörer inom sektorn samt externa givare, utvecklades ett första Concept Note som angav inriktningen för det nya programmet. Under förberedelserna har Världsbanken stått för makroanalyser och utvärderat kapaciteten i hälsosektorn. Under förberedelsefasen har Sverige lyft fram fattigdomsperspektivet och kvinnors sexuella och reproduktiva hälsa. Detta har gjorts genom specifikt stöd till hälsoministeriet för analyser av programmets hälsoeffekter på kvinnor och barn som lever i fattigdom. I samarbete med UNFPA har Sverige också gett tekniskt stöd till introduktionen av barnmorskeprofessionen i Bangladesh. I syfte att öka hälsoministeriets förmåga att integrera jämställdhetsperspektivet har svensk finansiering också gått till utveckling av ministeriets jämställdhetsstrategi, samt stöd till framtagandet av en uppföljningsmodell med könsuppdelad statistik. De lärdomar som har tagits tillvara under förberedelserna är sektorprogrammens bidrag till bättre hälsa för kvinnor och barn, samt förmågan att bidra till att öka kunskapen om de utmaningarna i den nationella kontexten som hälsosystemet står inför. För Sveriges del har investeringen i hälsosektorprogrammen medfört en kostnadseffektiv satsning i förhållande till de resultat som programmen har uppnått vad gäller kvinnors och barns hälsa. \n\nLiksom vid tidigare stöd kommer de svenska medlen att kanaliseras genom en givargemensam fond som administreras av Världsbanken. Världsbankens programdokument följer strukturen i regeringens sektorprogram och ligger till grund för den givargemensamma fonden. DfID, Nederländerna, Kanada, Sverige och VB kommer att använda samma programdokument som ett gemensamt underlag. En ny resultatansats ”Program for Results” (P4R) baserad på utbetalningar som incitamentstruktur knyts till den givargemensamma fonden och det handlar om att knyta samman utbetalningar till verifierade resultat. Mer allmänt handlar det om en önskan att stärka hälsoministeriets prestation, det vill säga skapa incitament för hälsoministeriet att prestera mer effektivt. Den givargemensamma fonden kommer också att inrikta sina insatser på två geografiska områden, Sylhet och Chittagong, där ojämlikheten i kvinnors sexuella och reproduktiva hälsa är störst. Den givarsamma fonden kommer inte att inkludera medel från USAID. \n\nIntroduktionen av den nya resultatbaserade modellen, där utbetalningar till regeringen styrs av graden av uppfyllelse av överenskomna mål, är en viktig förändring i samarbetsformen, som tidigare haft sin tyngpunkt på planering och åtgärder. \n\nSammanfattningsvis är de svenska erfarenheterna från tidigare hälsosektorprogram positiva. Halvtidsöversynen från 2014 visar att goda resultat har uppnåtts i termer av ökad förväntad livslängd, minskad barnadödlighet och minskad fertilitet. Kvinnor har också fått ökad tillgång till preventivmedel och till abort (menstrual regulation). Halvtidsöversynen visade också att harmoniseringen och koordineringen av givare inom sektorn har stärkts, samt att regeringens ledarskap är tydligt och önskvärt. \n\nDe utmaningar som den nya finansieringsmodellen medför under introduktionsfasen är att skapa en gemensam förståelse av modaliteten, inte minst gäller detta att inkludera den lokala nivån av hälsoförvaltningen. En nyutgiven rapport om mödrahälsa i Bangladesh visar på att mödradödligheten har brutit den positiva trenden och har ökat under de senaste tre åren. Denna oroväckande utveckling visar på nödvändigheten av att stärka hälsosystemet inklusive mödravården.\n\nDen resultatbaserade modellen med 16 utbetalningsindikatorer ligger i linje med Bangladeshs prioriteringar i det fjärde sektorprogrammet. Följande utbetalningsresultat (DLIs) ger särskilt utrymme för att driva de svenska prioriteringarna om förbättrad sexuell och reproduktiv hälsa och rättigheter samt minskad barnadödlighet: \n\nDLI 7: Förbättrad mödrahälsa genom att öka tillgången till barnmorskor. \nDLI 8: Stärkt informationssystem med könsuppdelad statistik.\nDLI 9: Förbättrad tillgång till familjeplanering.\nDLI 10: Ökad användning av mödrahälsovård.\nDLI 11: Förbättrad förebyggande mödrahälsovård.\nDLI 12: Förbättrad räckvidd av vaccinationsprogram för barn.\nDLI 15: Utveckling av utbildningsprogram om hälsa, befolkning och nutrition för ungdomar.\n\nEn svaghet i resultatramverket är att det inte inkluderar könsuppdelade indikatorer. Hälsoministeriets håller dock på att slutföra arbetet med en ny modell för årlig uppföljning som baseras på könsuppdelad statistik, vilket skapar förutsättningar för att integrera jämställdhet i rapportering, dialog och uppföljning. \n \nAvtalet med Världsbanken bygger på ramavtalet och har granskats av Sida-JUR.  Inga riskåtgärder har inkluderats \n\n",1,{"narrative":222,"type":225},[223],{"value":224},"The overall objective of the governments Fourth Health, Population, and Nutrition Sector Program is to ensure that all citizens of Bangladesh enjoy health and wellbeing by expanding access to quality and equitable health care in a healthy and safe living environment. The MOHFW considers it as a first, foundational, program toward the achievement of the SDGs by 2030.\n\nThe strategic objectives of the programme are grouped into three components and eight strategic objectives clustered around 3 components as follows:\n\nComponent 1: Governance and stewardship of the sector.\nStrategic objective 1: To strengthen governance and stewardship of the public and private health sectors.\nStrategic objective 2: To undertake institutional development for improved performance at all levels of the system.\nStrategic objective 3: To provide sustainable financing for equitable access to health care for the population and accelerated progress towards universal health coverage.\n\nComponent 2: Stronger health systems\nStrategic objective 4: To strengthen the Ministry of Health and Family Welfare´s capacity in core health systems (financial management, procurement, infrastructure)\nStrategic objective 5: Establish a high-quality health workforce available to all through public and private health service providers.\nStrategic objective 6: To strengthen the evidence base for health sector decision-making.\n\nComponent 3: Quality health services\nStrategic objective 7: To improve equitable access to and utilization of quality health, nutrition and family planning services.\nStrategic objective 8: To promote healthy lifestyle choices within a healthy environment.\n\nThe 16 disbursement linked indicators, DLI, financed by the Sweden, through a multi-donor trust fund are aligned with the three components described above. DLIs intends to act as a trigger to achieve the targets set by the strategic objectives which is further operationalised in the result framework of the fourth SWAP.\n\nUnder component 1, activities are measured against progress in DLI 1 on strengthened system for citizen feed-back and DLI 2 on improved budget planning and allocation.\n\nUnder component 2, progress is measured against progress in the following indicators: DLI 3. Financial management system is strengthened, DLI 4. Asset management is improved, DLI 5. Procurement process is improved using information technology, DLI 6. Institutional capacity is developed for procurement and supply management, DLI 7. Availability of midwives for maternal care is increased, and DLI 8. Information system is strengthened, including genderdisaggregated data.\n\nUnder component 3 are: DLI 9. Postpartum family planning services are improved, DLI 10. Utilization of maternal health care services is increased, DLI 11. Emergency obstetric care services are improved, DLI 12. Immunization coverage and equity are enhanced, DLI 13. Maternal nutrition services are expanded, DLI 14. Infant and child nutrition services are expanded, DLI 15. Schoolbased adolescent HNP program is developed and implemented. \n\n",2,[227,229],{"narrative":203,"ref":204,"crsChannelCode":228,"type":205,"typeSpecified":71,"role":220},"11001",{"narrative":230,"ref":231,"crsChannelCode":228,"type":205,"typeSpecified":71,"role":232},"Swedish International Development Cooperation Agency","SE-6",3,{"code":234},4,[236,238,240,241],{"type":234,"isodate":237},"2025-12-31T00:00:00",{"type":225,"isodate":239},"2017-12-01T00:00:00",{"type":232,"isodate":237},{"type":220,"isodate":239},{"code":205},{"organisation":244,"telephone":245,"email":246,"website":247,"mailingaddress":248},{"narrative":230},"+46 8 698 50 00","sida@sida.se","www.sida.se",{"narrative":249},"Box 2025, 174 02 Sundbyberg, Sweden",[251],{"narrative":252,"code":253,"percentage":254},"Bangladesh","BD",100,[256,259],{"narrative":257,"code":258,"vocabulary":220,"percentage":254},"Health policy and administrative management",12110,{"narrative":260,"code":261,"vocabulary":225,"percentage":254},"Health, General",121,[263,272,277,283,289],{"title":264,"category":268,"url":270,"format":271},{"narrative":265},{"lang":266,"value":267},"en","Health Sector Program 2017-2022",{"code":269},"A05","https:\u002F\u002Fdocuments.iati.openaid.se\u002Fdocument\u002Fbangladesh\u002Fdc-0120.pdf","application\u002Fpdf",{"title":273,"category":275,"url":276,"format":271},{"narrative":274},{"lang":266,"value":267},{"code":269},"https:\u002F\u002Fdocuments.iati.openaid.se\u002Fdocument\u002Fbangladesh\u002Fdc02-unicef.pdf",{"title":278,"category":281,"url":282,"format":271},{"narrative":279},{"lang":266,"value":280},"Health Sector Programme Bangladesh",{"code":269},"https:\u002F\u002Fdocuments.iati.openaid.se\u002Fdocument\u002Fbangladesh\u002Fdecision-on-contribution--52170010-.pdf",{"title":284,"category":287,"url":288,"format":271},{"narrative":285},{"lang":266,"value":286},"Decision",{"code":269},"https:\u002F\u002Fdocuments.iati.openaid.se\u002Fdocument\u002Fbangladesh\u002F52170010-decision.pdf",{"title":290,"category":293,"url":294,"format":271},{"narrative":291},{"lang":209,"value":292},"Beslut om avtalsändring",{"code":269},"https:\u002F\u002Fdocuments.iati.openaid.se\u002Fdocument\u002Fbangladesh\u002F52170010_dc-0120.pdf",{"title":296,"description":301,"indicator":304,"type":225,"aggregationstatus":206},[297,299],{"value":298},"Results achieved",{"lang":209,"value":300},"Uppnådda resultat",[302],{"value":303},"1. Maternal, Newborn, and Child Health (MNCH)\n\nBoth the final Implementation Completion Report (ICR) and the external evaluation (MTR) of the programme confirm measurable gains in service coverage. For example:\n\n- The ICR reports a strong rise in normal deliveries in public facilities - particularly in Sylhet and Chattogram - substantially exceeding revised end targets, indicating improved access and utilization in historically lagging regions. The MTR acknowledges these localized improvements in institutional deliveries but concludes that maternal and neonatal mortality rates remained stalled at the national level, pointing to persistent quality and referral gaps that limited outcome-level impact.\n\n- The ICR documents that 382 Upazila Health Complexes were staffed with at least two diploma midwives, far exceeding the original target (approximately 255% of target achieved). The MTR independently highlights the introduction of the midwifery cadre as one of the most important system-level achievements of the programme. However, this expansion reflects a joint effort to support the government in this endeavor. Efforts made outside this programme, most notably through the UNFPA-supported midwifery programme funded by Sweden, played a crucial role in achieving this outcome.\n\n2. Nutrition\n\nThe programme contributed to substantial improvements in nutrition service coverage. The ICR reports that coverage of maternal and child nutrition services (including registration and service delivery to children under two and pregnant women) exceeded both original and revised targets, demonstrating rapid scale-up and effective delivery mechanisms.\n\nThe MTR corroborates this progress, noting that Bangladesh is on track to meet child stunting reduction targets and identifying nutrition as one of the strongest-performing areas of the sector programme. Examples include:\n\n- Coverage of nutrition services increased to approximately 77% of registered children under two (about 143% of the target achieved).\n\n- Coverage among pregnant women rose from near zero at baseline to around 84% by project completion, surpassing both original and revised targets.\n\n3. Services for Forcibly Displaced Myanmar Nationals (FDMN)\n\nThe programme contributed to a rapid expansion of essential health services in Coxs Bazar.\n\nThe ICR shows that immunization coverage and facility-based deliveries among Rohingya populations reached high absolute numbers, although some revised targets were only partially met. The MTR characterizes the FDMN response as rapid and effective, particularly given the scale and speed of the crisis, and identifies it as a notable success of governmentpartner coordination. Examples include:\n\n- Routine immunization services for FDMN children were rapidly established and sustained, with tens of thousands of Rohingya children receiving full pentavalent vaccination courses annually through government-supported facilities and outreach.\n\n- A substantial number of Rohingya women delivered in health facilities supported by the project, reflecting a significant shift away from home deliveries in a highly constrained humanitarian setting.\n\n- Early warning, disease surveillance, and outbreak response systems were extended to FDMN camps and linked with government systems, contributing to effective control of communicable disease risks despite extremely high population density.\n\n4. Health Systems Strengthening and Governance\n\nThe programme contributed to improvements in systems, accountability, and efficiency in the health sector. The ICR documents concrete gains such as near-universal use of e-government procurement, expanded asset management systems, and operational grievance redress mechanisms, many of which met or exceeded targets. Examples include:\n\n- 98% of National Competitive Bidding contracts under the project were processed through the e-GP system, representing a measurable improvement in procurement transparency, competition, and process efficiency compared to baseline practices.\n\n- Fourteen district-level referral facilities were operating an Asset Management System by project completion, enabling systematic tracking of medical equipment and infrastructure and addressing a long-standing bottleneck in facility functionality and maintenance.\n\n- The MTR confirms these improvements, highlighting better procurement delegation, biometric attendance, and grievance systems as meaningful governance advances, while also noting that broader system fragmentation continues to constrain efficiency.\n\nOverall Assessment\n\nOverall, the programme achieved strong results in service coverage, nutrition, workforce expansion, and crisis response, and contributed to the sustained delivery of essential services despite major shocks.\n\nThe ICR highlights that several indicatorssuch as nutrition coverage, midwife deployment, and procurement reformswere achieved or exceeded despite COVID-19 disruptions, pointing to increased system resilience.\n\nAt the same time, population-level health outcomes did not improve as planned. The MTR finds that progress on maternal mortality, neonatal mortality, under-five mortality, and fertility rates had stalled, with most goal-level indicators rated as moderately or seriously off track at mid-term. Persistent challengessuch as poor quality of intrapartum and neonatal care, limited 24\u002F7 EmONC availability, weak referral systems, staff shortages, uneven deployment, and skill mix imbalancescontinued to undermine outcome-level impact. Out-of-pocket expenditures also continued to rise, and progress toward universal financial protection remained limited.\n\nNevertheless, the programme laid important foundations for future progress. The documented gains in service coverage, nutrition delivery, workforce capacity, governance systems, and crisis responsiveness provide a strong platform on which subsequent programmes can build, particularly if future efforts focus more explicitly on quality of care, system integration, and financial protection.\n\nRelevance and Alignment with Objectives\n\nThe intervention was relevant to national priorities, aiming to expand access to quality and equitable health services, strengthen health systems, and respond to key challenges such as undernutrition, regional inequities, and humanitarian crises. Overall, the results achieved were also well aligned with the stated objectives, particularly at the level of service coverage, system capacity, and institutional strengthening.\n\nThe strongest alignment is evident in areas where objectives focused on scaling up access and strengthening delivery platforms, including nutrition services, deployment of midwives, procurement reform, and service provision for Forcibly Displaced Myanmar Nationals (FDMN). In these areas, results were tangible, measurable, and in several cases exceeded planned targets.\n\nIn contrast, objectives related to population-level health outcomes - such as reductions in maternal, neonatal, and under-five mortality and fertility - were only partially achieved. While the programme improved service availability and utilization, these gains were insufficient, within the programmes scope and timeframe, to generate the expected outcome-level changes. This reflects a partial misalignment between ambitious outcome objectives and persistent structural and quality-related constraints, including gaps in quality of care, referral systems, and human resources.\n\nProgress Towards Objectives (ICR Ratings)\n\nThe ICR applied a qualitative rating system to assess progress toward the Project Development Objectives (PDOs). Overall performance was rated Satisfactory, reflecting that the majority of PDO indicators met or exceeded their targets. Implementation progress was rated Moderately Satisfactory, acknowledging strong achievements alongside delays in some Disbursement-Linked Indicators (DLIs) and institutional reforms. Sustainability and risk to development outcomes were rated Moderate, recognizing capacity gains while highlighting ongoing institutional and reform-related risks.\n\nSeveral PDO indicators performed strongly, including:\n\n- 100% of community clinics reporting essential service delivery data;\n\n- Deployment of at least two diploma midwives in Upazila Health Complexes (255% of target achieved);\n\n- Nutrition service coverage among registered children under two in target divisions (143% of target achieved).\n\nChallenges and Underperformance\n\nDespite these achievements, several DLIs and intermediate indicators lagged. Maintenance and repair expenditures reached only 66% of the target, and the expansion of district hospitals with improved capacity to provide comprehensive emergency obstetric and neonatal care (CEmONC) in Sylhet and Chattogram reached 70% of the target.\n\nMore broadly, both documents note significant adjustments over the project lifecycle, including target revisions, the addition of new components (such as the Rohingya response in 2018), and modifications to DLIs and PDO indicators. While these changes demonstrate flexibility and responsiveness, they also at times reflect ad hoc governance decisions that shifted resources toward more easily implementable activities rather than strategically critical reforms. In addition, indicators tended to emphasize capacity-building inputs rather than the outputs generated or their contribution to core management and service delivery systems. In some cases, DLIs were initially achieved but later declined, underscoring challenges in sustaining results.\n\nUse of Resources and Value for Money\n\nRelative to the scale of resources invested, the programme delivered substantial outputs. Evidence from both documents indicates that resources were largely translated into services, assets, and system inputs as intended.\n\nFrom a value-for-money perspective, the programme compares favorably with earlier sector programmes. Efficiency gainssuch as improved procurement processes, expanded asset management systems, and better financial executionreduced leakage, improved transparency, and strengthened the foundations for future investments. These system-level improvements represent important returns on investment.\n\nAt the same time, limited progress on final health outcomes suggests that returns were uneven across objectives. Investments yielded strong results where scale-up could deliver marginal gains (e.g. nutrition coverage), but weaker returns where outcomes depended on deeper structural reforms, including quality of care, referral systems, workforce composition, and financial protection. This highlights the longer time horizon and broader reforms required to achieve outcome-level impact.\n\nSustainability of Results\n\nOverall, prospects for sustaining results beyond the project are generally positive, particularly for institutional and system-level achievements.\n\nSystems and processes: Reforms such as e-procurement, grievance redress mechanisms, and improved financial execution are embedded within government systems and are likely to continue, provided they remain supported by policy and budgets.\n\n- Assets and infrastructure: The introduction of asset management systems improves prospects for maintaining and managing equipment, although sustainability depends on continued financing and maintenance capacity.\n\n- Human resources and skills: The midwifery cadre represents a significant long-term investment in system capacity. Its impact, however, will depend on retention, deployment, supervision, and effective integration into referral systems.\n\n- Service delivery platforms: Nutrition and MNCH services are largely integrated into routine government platforms, supporting continuity, though declining external financing poses risks if domestic funding does not increase.\n\n- Crisis response capacity: The FDMN response strengthened coordination, surveillance, and government leadership, creating institutional capacities likely to remain relevant beyond the immediate crisis.\n\nKey risks to sustainability include rising out-of-pocket expenditures, limited progress on health financing reform, and unresolved human resource shortages. 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