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

Department Of Public Administration And Health

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

5 Citations (Scopus)

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
Publication status	Published - Oct 2018

Keywords

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

Access to Document

10.1111/dpr.12267

Cite this

@article{8e1af92a19b045378358d0c8ba5a5b8d,

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",

pages = "689--702",

journal = "Development Policy Review",

issn = "0950-6764",

publisher = "Wiley-Blackwell Publishing Ltd",

number = "6",

}

TY - JOUR

T1 - Paradox of public sector capacity building

T2 - Lessons from MATT2 UK–Bangladesh co-operation

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 - http://www.scopus.com/inward/record.url?scp=85053442839&partnerID=8YFLogxK

U2 - 10.1111/dpr.12267

DO - 10.1111/dpr.12267

M3 - Article

AN - SCOPUS:85053442839

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

Keywords

Access to Document

Other files and links

Fingerprint

Cite this