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.