National Health Planning Cycles

Overview and Context

National Health Policy Strategy Plan

4th Health, Population and Nutrition Sector Programme (4th HPNSP) 2017-2022 (Document is 600 pages, please request it as not posted here).

National Health Policy Strategy Plan Priorities

Annual Health Sector Review


Income group:


Fiscal Start Date

July 1

Legal and Political systems

  • Political cycle: Executive branch-election last held on 22 April 2013 (next to be held by 2018); the president appoints as prime minister the majority party leader in the National Parliament
  • Political cycle: Legislative branch-last election held on 5 January 2014 (next to be held by January 2019
  • Legal System: mixed legal system of mostly English common law and Islamic law

Public Repository Docs

Programmatic Planning and Project Timelines

National Health Policy Strategy and Plan
WHO Country Cooperation Strategy
National Development Plan
Multi-Year Plan (cYMP) for Immunization
Malaria Plan
Tuberculosis Plan
Ageing and Health Plan
Noncommunicable Diseases Plan
Mental Health and Substance Abuse Plan
Reproductive Health Plan
Maternal Health Plan
Newborn and Child Health Plan
Human Resources for Health Plan
Gavi Health System Strengthening (HSS)Support
Global Fund Resilient and Sustainable Systems for Health (RSSH)

Partners in Country [+]

Endorsement of global compact for progress towards universal health coverage

Not UHC2030 member

UHC2030 joint vision progress


Pooled funding and or SWAP

SWAp June 2011 Pooled till 2016

UNDAF rollout cycles


UHC Partnership for policy dialogue


PEPFAR focus countries


World Bank*

The country assistance strategy puts governance as the core focus across that strategy's two pillars: improving the investment climate and empowering the poor. Bank Group interventions will be as much about governance as they will be about improving sector performance. Meeting these CAS objectives involves significant risks that the Bank Group will need to address. The most severe is the risk of a significant worsening in the political climate and in the law-and-order situation as the country enters its election cycle. The Bank Group will proactively monitor the situation and use the midterm review of the CAS to adjust the assistance strategy. Moreover there may be little political appetite to address the reforms in governance that are central to the success o f this strategy. The Bank Group will need to work with its partners to engage key reformers on both sides of the political divide to mitigate this risk. Other risks include weak implementation capacity a deceleration of Bangladesh's exports of ready-made garments in a post-Multifibre Arrangement world and natural disasters. The assistance strategy is directed at addressing these risks. Finally for the Bank Group itself the most serious risks are fiduciary and reputational risks from the corrupt environment in which the Bank's operations must be implemented. As discussed the Bank has prepared a strong strategy to address this risk which will require careful and dedicated implementation.

European Commission*

Bangladesh-EC Country straegy 2007-2013( grounded in Bangladesh's own response strategy to these challenges and seeks a balance between supporting economic growth and dealing directly with exclusion and poverty). Financial support of €200 million is being provided through the multi-annual indicative programme for the first four years (2007-2010) with three priority areas for cooperation:Human and social development Good governance and human rights Economic and trade development

Costing and Financing

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