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Evaluation database

Evaluation report

2016 Bangladesh: Evaluation of the UNICEF Child Protection Programme 2012-16

Author: Margaret De Monchy

Executive summary

With the aim to continuously improve transparency and use of evaluation, UNICEF Evaluation Office manages the "Global Evaluation Reports Oversight System (GEROS)". Within this system, an external independent company reviews and rates all evaluation reports. The quality rating scale for evaluation reports is as follows: “Highly Satisfactory”, “Satisfactory”, “Fair” or “Unsatisfactory”. You will find the link to the quality rating below, labelled as ‘Part 2’ of the report, and the executive feedback summary labelled as ‘Part 3’.


As the 2012-2016 Country Programme ended in 2016 and UNICEF Bangladesh embarked on the preparation of the new country programme, it was critical to assess the extent the Child Protection Programme had achieved results and their relevance to institutional priorities and to national development goals, and also to distil lessons learned throughout the 2012-2016 country programme. Furthermore, the Child Protection programme had not previously undergone an evaluation in the 2012-16 Country Programme. In order to review the evidence gathered throughout the duration of the Country Programme and inform the development of the Child Protection component of the 2017-2020 Country Programme, UNICEF Bangladesh commissioned an independent evaluation.


The purpose of the evaluation was to provide information about progress achieved towards outcomes and about strategic approaches used by the Child Protection Programme to UNICEF and key stakeholders that can be used to inform policy advocacy work and the design, management, monitoring and implementation of its future programme. The primary users of the evaluation are UNICEF Bangladesh and relevant ministries, including the Ministries of Social Welfare, Women and Children’s Affairs, Home Affairs, Local Government, and Law, Justice and Parliamentary Affairs. Secondary users include other UNICEF country offices, regional and headquarter offices, major donors and partners. The findings of this evaluation also informed the design of the Child Protection component of the next country programme.


A combination of qualitative data collection and analysis of qualitative and quantitative data gathered through a desk review of programme monitoring documents was used to ensure that the evaluation was be comprehensive and balanced. The desk review of key documents covered evaluations, research, surveys and studies on child protection issues, the Theory of Change and Strategy developed for the Child Protection programme, annual and mid-term review reports, as well as legislative and policy frameworks. Furthermore, the Evaluator during field visits collected data through observation, focus group discussions with community committees, adolescents, and one-to-one interviews with key informants in UNICEF and relevant government counterparts and other stakeholders. Data analysis involved triangulating findings from the document review, focus group discussions and key informant interviews.

Findings and Conclusions:

  • The 2012-2016 UNICEF Bangladesh Child Protection Programme strategy and components were aligned with the situation analysis, national development plans and legal frameworks related to child protection, as well as with the UNICEF Global Strategy for Child Protection (2008);
  • Many planned results were achieved or partially achieved. The national capacity to legislate was strengthened, with legislative reform activities resulting in the Children Act 2013 (adopted), the Children’s Rules (still to be endorsed), and other relevant legislations. Professional capacities were strengthened and social work training was institutionalized. Adolescent Clubs and Community Based Child Protection Committees in targeted areas increased, as did the provision of parenting skills training. Results were not fully met in some major areas, including the development of the Child Protection Management Information System (CPMIS), primarily related to the leveraging of resources, and the implementation of the Children Act. Weak accountability for monitoring, reporting and development of the CPIMS hinders the generation of evidence to support leveraging of budgets;
  • Most of the results justify the financial and human resource investments, especially following changes after the MTR restructuring of outputs and development of the Child Protection Theory of Change Strategy for 2015-2016. Key concerns relate to capacity building of lead Government ministries. Collaboration with UN and development partners was limited with respect to leveraging commitment and resources from government sectors and maximizing synergies for programme activities,.
  • A number of steps promoted national ownership of child protection services and built Government and NGO capacities to sustain programmes, including work on policy and strategy development; modelling of a minimum package of protection services for scale-up; and handing key components over to the Government.


  • Continue to advocate and devote resources to further legal reform to bring Bangladesh in full compliance with the CRC;
  • Prioritize mobilization of adequate resources to support implementation of the Children Act 2013 and the developing Adolescent Strategy, as a basis for strengthening the child protection system and promoting social norm change in the 2017-2021 country programme;
  • Devote resources to strengthen the CPIMS, including enhanced information collection and monitoring to better inform child protection programming;
  • Continue to commit resources to support institutional and human resource capacity building required for strengthening the child protection system;
  • Strengthen and expand initiatives to address Violence Against Children in line with UNICEF’s global initiative and guidelines and with a special focus on child sexual abuse;
  • Continue to advocate for and support child-sensitive and transformative models in the National Social Protection Strategy;
  • Strengthen inter-sectoral cooperation within UNICEF for Child Protection.

Lessons Learned:

  • Modelling/piloting of service delivery, e.g., the minimum package of protection services, needs to be accompanied by rigorous evidence generation to facilitate buy-in from Government for subsequent scale-up of services and incorporation in Government budgets;
  • Further advocacy is required to make the case with government for more cost effective, child-sensitive social protection that is transformative and contributes to family poverty reduction, reduction of harmful practices affecting children and breaking the inter-generational cycle of poverty;
  • Institutionalization of training packages in nationally-owned training institutions for public service providers is crucial to achieve sustainable changes in human resources capacity and increases in the quality of service delivery.

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