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

Research output: Contribution to journalArticlepeer-review

267 Downloads (Pure)

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 languageEnglish
Pages (from-to)689-702
Number of pages14
JournalDevelopment Policy Review
Volume36
Issue number6
Early online date25 Apr 2017
DOIs
Publication statusPublished - 1 Oct 2018

Keywords

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

Fingerprint

Dive into the research topics of 'Paradox of public sector capacity building: lessons from the MATT2 UK-Bangladesh co-operation'. Together they form a unique fingerprint.

Cite this