John Wallace

Consultant
Tribal-HELM
Focus Area(s): 
Civil Service
Critical Tasks: 
Training
Interviewers: 
Andrew Schalkwyk
Country of Reform: 
Bangladesh
Town/City: 
Dhaka
Country: 
Bangladesh
Date of Interview: 
Friday, February 20, 2009
Abstract 

John Wallace, team leader of Bangladesh's Managing at the Top 2 (MATT 2) project, identifies lack of accountability as the major challenge to Bangladesh's civil service.  Wallace introduces the rationale behind MATT 2 and differentiates it with its predecessor, MATT 1.  Whereas the first stage of the MATT project (1999-2002) focused on the training of individuals but not on the culture of the organization itself, MATT 2 (2006-2013) sought to create a critical mass of reform-minded civil servants and enable a reform environment.  Wallace says, "It is all about giving skills to senior civil servants, giving them experience with reforms, actual experiences of reforms."  He addresses the relationship between the U.K. Department for International Development and the government of Bangladesh, particularly regarding reforms in governance and human resource management.  Wallace highlights the need for donor coordination for distribution of resources so as not to duplicate efforts and work at cross-purposes.

Case Study:  Energizing the Civil Service: Managing at The Top 2, Bangladesh, 2006-2011

Full Transcript 
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Terms of Use
Full Interview: 
87 MB
John Wallace Interview
Profile: 

At the time of this interview, John Wallace was team leader of the Managing at the Top 2 (MATT 2) project in Bangladesh.  As a consultant with Tribal-HELM, a Northern Irish company, Wallace was charged with the implementation of MATT 2, a project funded by the U.K. Department for International Development to develop and advise civil servants.

Language: 
English
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John Wallace
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Keywords 
donors
human resource management
development
training
accountability
civil servants