THE ROLE OF HR IN FUTURE OF MYANMAR PROF.DR.AUNG TUN THET

“You can’t cross the sea, by standing and staring at the water.”

NEW MYANMAR Democratically anchored Economically vibrant Socially inclusive Environmentally sustainable 3

‘MYANMAR SPRING’ Extraordinary, Unprecedented and Unimaginable! Rapid speed of recent changes Peaceful revolution Top-down

‘MYANMAR SPRING’ Brink of a momentous economic flowering Most important period of political transition Reconciliation and addressing long- neglected needs

TODAY'S REALITIES Very interesting and exciting Volatile and Chaotic

BINDING CONSTRAINT CAPACITY

ROLE OF HR CAPACITY DEVELOPMENT 8

CAPACITY Ability of people, organizations and society Manage affairs successfully. … 9

CAPACITY Ability of individuals, institutions, and societies Perform functions Solve problems Set and achieve objectives Sustainable manner … 10

CAPACITY DEVELOPMENT (CD) Process whereby people, organizations and society Unleash, strengthen, create, adapt and maintain capacity 11

CD National commitment to fighting poverty Negotiate, manage, oversee and effectively utilize resources for human development 12

CD ‘Endogenous’ - domestically driven process Indispensable for development effectiveness 13

COUNTRY’S CAPACITY Enabling environment Organisations Individual 14

CD More rigorous approach –more evidence-based Mutual accountability Knowledge services and learning, incentive systems Institutional reform Change management Leadership development 15

CD 1.Strengthened national or local capacities 2.Optimize existing capacities 16

WHY DO WE NEED CD? 17

PARIS DECLARATION ON AID EFFECTIVENESS Signed by more than 100 multilateral and bilateral donors and developing countries Capacity to plan, manage, implement, and account for results Critical for achieving objectives 18

PARIS DECLARATION ON AID EFFECTIVENESS Developing countries make capacity development a key goal of national development strategies 19

CAPACITY Cannot be imported Developed from within Donors acting as catalysts, facilitators, and brokers of knowledge and technique. 20

CD Heart of the Reform Agenda Driver of aid effectiveness Prescriptive policy Incorporating into existing and new projects 21

CD Persistently fallen short of expectations Why? 22

WHY? Lack of consensus Operational definition Results expected 23

WHY? Definitions very broad. Lack of clarity Difficult to evaluate outcomes and to understand impact 24

CD EFFORTS 25

CD EFFORTS Not grounded in theory No consistent conceptual frameworks 26

CD EFFORTS Vague Processes of change not understood Importance of strategy overlooked 27

CD EFFORTS Fragmented Not founded on rigorous needs assessments Do not include appropriate sequencing of measures 28

CD EFFORTS Comprehensive and sustained approach Builds permanent capacity Tools to track, monitor, and evaluate 29

CAPACITY DEVELOPMENT FRAMEWORK (CDF) 30

“Faith is the bird that feels the light and sings when the dawn is still dark.”

CDF Priority strategies, initiatives and tools Address national and local capacity needs MDG-framed poverty reduction strategies 32

CDF Capacity assessments Capacity development indicators 33

CDF Results-oriented approach Learning 34

CDF Powerful new approach Design, Implementation, Monitoring Management Evaluation 35

CDF Step-by-step guide to the planning, implementation, and evaluation Build capacity for development at a national or sub-national level 36

CDF Various strands 1.Change theory 2.Capacity economics 3.Pedagogical science 4.Project management 5.Monitoring and evaluation 37

CDF Rigorous, practical instrument Focus on capacity factors that impede the achievement of development goals Learning interventions supporting locally driven change 38

CDF Addresses long-standing criticisms of capacity development work Lack of clear definitions Coherent conceptual frameworks Effective monitoring of results 39

CDF Clarify objectives Assess prevailing capacity factors Identify appropriate agents of change and change processes Guide the design of effective learning activities 40

CDF Results chain Stakeholders think through and trace relationships Broad range of situations and approaches to change management 41

CDF Key actors in the change process identified Offered knowledge and tools Experimentation and learning that promote harmonization 42

CDF Promotes a common and systematic approach to the identification, design, and monitoring and evaluation of learning Raising the effectiveness of resources devoted 43

CDF 1.Building capacity 2.Driving change 3.Achieving development goals Iterative process 44

CDF STEPS 1.Validate goals 2.Assess relevant capacity factors 3.Decide changes in capacity factors facilitated by learning 4.Specify objective(s) of the learning program 5.Identify agents of change and envision the change process 45

CDF STEPS 6.Set intended learning outcomes and indicators 7.Design activities 8.Monitor learning outcomes and adjust as necessary 9.Monitor targeted capacity factors and progress toward goals; adjust program as necessary 10.Assess achievement of learning outcomes and targeted changes 46

KEY FEATURES Transformational learning interventions Locally owned changes in sociopolitical, policy-related, and organizational factors Individuals and groups of individuals agents of change 47

KEY FEATURES Instruments Transformational role Embedded learning interventions Targeted individuals or groups 48

CAPACITY DEVELOPMENT AS A PART OF THE DEVELOPMENT PROCESS 49 Local ownership, effectiveness and efficiency of resource use LEARNING Change CAPACITY GOAL

LEARNING Lead to changes Efficiency of policy and other formal incentive instruments Improving clarity Legitimacy Resistance to corruption 50

“Reach high, for stars lie hidden in you. Dream deep, for every dream precedes the goal.”