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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    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
    Issue number6
    Early online date25 Apr 2017
    Publication statusPublished - 1 Oct 2018


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


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