Paradox of public sector capacity building: Lessons from 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 MATT2 UK–Bangladesh co-operation

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

^*Corresponding author for this work

Department of Global Studies

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

7 Scopus citations

Abstract

This study focuses on the Government of Bangladesh and the UK Department for International Development (DFID) public sector capacity-building project under collaborative public governance. It examines the efficiency and effectiveness of a foreign-funded and multistakeholder-led public sector capacity-development initiative dubbed Managing at the Top Stage 2 (MATT2) project, and how it contributed to the human resource capacity development in Bangladesh. A combination of data from Government sources, in-depth interviews, focus group discussions, participant observation and author analysis was adopted. The results showed the project to have been largely successful, despite some challenges.

Original language	English
Pages (from-to)	689-702
Number of pages	14
Journal	Development Policy Review
Volume	36
Issue number	6
DOIs	https://doi.org/10.1111/dpr.12267
State	Published - Oct 2018

Bibliographical note

Publisher Copyright:
© The Authors 2017. Development Policy Review © 2017 Overseas Development Institute

UN SDGs

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

SDG 10 Reduced Inequalities
SDG 17 Partnerships for the Goals

Keywords

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

ASJC Scopus subject areas

Geography, Planning and Development
Development
Management, Monitoring, Policy and Law

Access to Document

10.1111/dpr.12267

Cite this

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

abstract = "This study focuses on the Government of Bangladesh and the UK Department for International Development (DFID) public sector capacity-building project under collaborative public governance. It examines the efficiency and effectiveness of a foreign-funded and multistakeholder-led public sector capacity-development initiative dubbed Managing at the Top Stage 2 (MATT2) project, and how it contributed to the human resource capacity development in Bangladesh. A combination of data from Government sources, in-depth interviews, focus group discussions, participant observation and author analysis was adopted. The results showed the project to have been largely successful, despite some challenges.",

keywords = "Bangladesh, collaborative public governance, governance reform, public sector capacity building, training and development",

author = "Farhad Hossain and Kumasey, \{Anthony Sumnaya\} and Derek Eldridge and Foteini Kravariti and Bawole, \{Justice Nyigmah\}",

note = "Publisher Copyright: {\textcopyright} The Authors 2017. Development Policy Review {\textcopyright} 2017 Overseas Development Institute",

year = "2018",

month = oct,

doi = "10.1111/dpr.12267",

language = "English",

volume = "36",

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AU - Hossain, Farhad

AU - Kumasey, Anthony Sumnaya

AU - Eldridge, Derek

AU - Kravariti, Foteini

AU - Bawole, Justice Nyigmah

PY - 2018/10

Y1 - 2018/10

N2 - This study focuses on the Government of Bangladesh and the UK Department for International Development (DFID) public sector capacity-building project under collaborative public governance. It examines the efficiency and effectiveness of a foreign-funded and multistakeholder-led public sector capacity-development initiative dubbed Managing at the Top Stage 2 (MATT2) project, and how it contributed to the human resource capacity development in Bangladesh. A combination of data from Government sources, in-depth interviews, focus group discussions, participant observation and author analysis was adopted. The results showed the project to have been largely successful, despite some challenges.

AB - This study focuses on the Government of Bangladesh and the UK Department for International Development (DFID) public sector capacity-building project under collaborative public governance. It examines the efficiency and effectiveness of a foreign-funded and multistakeholder-led public sector capacity-development initiative dubbed Managing at the Top Stage 2 (MATT2) project, and how it contributed to the human resource capacity development in Bangladesh. A combination of data from Government sources, in-depth interviews, focus group discussions, participant observation and author analysis was adopted. The results showed the project to have been largely successful, despite some challenges.

KW - Bangladesh

KW - collaborative public governance

KW - governance reform

KW - public sector capacity building

KW - training and development

UR - https://www.scopus.com/pages/publications/85053442839

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M3 - Article

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SN - 0950-6764

VL - 36

SP - 689

EP - 702

JO - Development Policy Review

JF - Development Policy Review

IS - 6

ER -

Paradox of public sector capacity building: Lessons from MATT2 UK–Bangladesh co-operation

Abstract

Bibliographical note

UN SDGs

Keywords

ASJC Scopus subject areas

Access to Document

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Cite this