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

Research output: Contribution to journal › Article › peer-review

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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

UN SDGs

This output contributes to the following UN Sustainable Development Goals (SDGs)

SDG 10 Reduced Inequalities
SDG 17 Partnerships for the Goals

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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KW - governance reform

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IS - 6

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

Abstract

UN SDGs

Keywords

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