Abstract
AbstractThis article addresses three critical questions central to many donor funded programmes which seek to enable pro‐poor reform and growth. In the context of Bangladesh, the research asks first, does the civil service has a role in promoting change of this kind? Second, can a senior civil service development programme succeed in creating reform minded civil servants? And, third, if so how might the contribution be made both more substantive and of value? These questions are addressed systematically through a literature review and evidence drawn from Managing at the Top (MATT 2)—a DFID funded programme. Some tentative conclusions are drawn in the final section. Copyright © 2009 John Wiley & Sons, Ltd.
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