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

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.