Paradox of public sector capacity building: lessons from the MATT2 UK-Bangladesh co-operation

Farhad Hossain; Anthony Sumnaya Kumasey; Derek Eldridge; Foteini Kravariti; Justice Nyigmah Bawole

doi:10.1111/dpr.12267

Paradox of public sector capacity building: lessons from the MATT2 UK-Bangladesh co-operation

Farhad Hossain, Anthony Sumnaya Kumasey, Derek Eldridge, Foteini Kravariti, Justice Nyigmah Bawole

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Abstract

This study focuses on the Government of Bangladesh and the Department for International Development-UK (DFID-UK) public sector capacity building project under collaborative public governance. It examines the efficiency and effectiveness of foreign funded and multi-stakeholder led public sector capacity development initiative dubbed Managing at the Top, Stage-2 project and how it contributed to the human resource capacity development in Bangladesh. A combination of data from governmental sources, in-depth interviews, focus group discussions, participant observation as well as personal insights of the authors was adopted. The result showed the project was successful to a great extent despite some challenges.

Original language	English
Pages (from-to)	689-702
Number of pages	14
Journal	Development Policy Review
Volume	36
Issue number	6
Early online date	25 Apr 2017
DOIs	https://doi.org/10.1111/dpr.12267
Publication status	Published - 1 Oct 2018

Keywords

public sector capacity building
collaborative public governance
training and development
governance reform
Bangladesh

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10.1111/dpr.12267

KRAVARITI_2017_cright_DPR_Paradox of Public Sector Capacity Building
This is the accepted version of the following article: "Paradox of Public Sector Capacity Building: Lessons from the Matt2 UK-Bangladesh Cooperation", (2017), Development Policy Review, DOI: 10.1111/dpr.12267, which has been published in final form at http://onlinelibrary.wiley.com/doi/10.1111/dpr.12267/full
Accepted author manuscript (Post-print), 481 KB

Cite this

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title = "Paradox of public sector capacity building: lessons from the MATT2 UK-Bangladesh co-operation",

abstract = "This study focuses on the Government of Bangladesh and the Department for International Development-UK (DFID-UK) public sector capacity building project under collaborative public governance. It examines the efficiency and effectiveness of foreign funded and multi-stakeholder led public sector capacity development initiative dubbed Managing at the Top, Stage-2 project and how it contributed to the human resource capacity development in Bangladesh. A combination of data from governmental sources, in-depth interviews, focus group discussions, participant observation as well as personal insights of the authors was adopted. The result showed the project was successful to a great extent despite some challenges.",

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AU - Kravariti, Foteini

AU - Bawole, Justice Nyigmah

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AB - This study focuses on the Government of Bangladesh and the Department for International Development-UK (DFID-UK) public sector capacity building project under collaborative public governance. It examines the efficiency and effectiveness of foreign funded and multi-stakeholder led public sector capacity development initiative dubbed Managing at the Top, Stage-2 project and how it contributed to the human resource capacity development in Bangladesh. A combination of data from governmental sources, in-depth interviews, focus group discussions, participant observation as well as personal insights of the authors was adopted. The result showed the project was successful to a great extent despite some challenges.

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Paradox of public sector capacity building: lessons from the MATT2 UK-Bangladesh co-operation

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Keywords

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