THE R

OLE O

F HR IN

FUTU

RE OF

MYANMAR

PROF.

DR.A

UNG

TUN

TH

ET

• “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

BINDIN

G

CONSTRAINT

CAPACITY

ROLE O

F HR

CAPACITY

DEVELO

PMEN

T

8

CAPACITY

• Ability of people, organizations and society

• Manage affairs successfully. …

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CAPACITY• Ability of individuals, institutions,

and societies• Perform functions• Solve problems• Set and achieve objectives• Sustainable manner …

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CAPACITY DEVELOPMENT (CD)

• Process whereby people, organizations and society

• Unleash, strengthen, create, adapt and maintain capacity

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CD

• National commitment to fighting poverty

• Negotiate, manage, oversee and effectively utilize resources for human development

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CD• ‘Endogenous’ - domestically

driven process• Indispensable for development

effectiveness

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COUNTRY’S CAPACITY• Enabling environment• Organisations • Individual

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CD• More rigorous approach –more evidence-

based• Mutual accountability • Knowledge services and learning, incentive

systems• Institutional reform • Change management• Leadership development

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CD

1. Strengthened national or local capacities

2. Optimize existing capacities

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WHY

DO WE N

EED

CD?

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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

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PARIS DECLARATION ON AID EFFECTIVENESS• Developing countries make

capacity development a key goal of national development strategies

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CAPACITY

• Cannot be imported • Developed from within• Donors acting as catalysts,

facilitators, and brokers of knowledge and technique.

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CD• Heart of the Reform Agenda• Driver of aid effectiveness• Prescriptive policy• Incorporating into existing and

new projects

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CD

• Persistently fallen short of expectations

• Why?

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WHY?

• Lack of consensus • Operational definition • Results expected

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WHY?

• Definitions very broad.• Lack of clarity • Difficult to evaluate outcomes

and to understand impact

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CD EFF

ORTS

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CD EFFORTS

• Not grounded in theory • No consistent conceptual

frameworks

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CD EFFORTS

• Vague • Processes of change not

understood• Importance of strategy overlooked

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CD EFFORTS

• Fragmented• Not founded on rigorous needs

assessments• Do not include appropriate

sequencing of measures

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CD EFFORTS

• Comprehensive and sustained approach

• Builds permanent capacity • Tools to track, monitor, and

evaluate

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CAPACIT

Y

DEVEL

OPMEN

T

FRAM

EWORK

(CDF)

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• “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

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CDF• Capacity assessments• Capacity development indicators

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CDF

• Results-oriented approach• Learning

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CDF

• Powerful new approach • Design, • Implementation,• Monitoring• Management• Evaluation

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CDF

• Step-by-step guide to the planning, implementation, and evaluation

• Build capacity for development at a national or sub-national level

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CDF• Various strands 1. Change theory2. Capacity economics3. Pedagogical science4. Project management5. Monitoring and evaluation

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CDF• Rigorous, practical instrument• Focus on capacity factors that

impede the achievement of development goals

• Learning interventions supporting locally driven change

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CDF• Addresses long-standing criticisms

of capacity development work• Lack of clear definitions• Coherent conceptual frameworks• Effective monitoring of results

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CDF• Clarify objectives• Assess prevailing capacity factors• Identify appropriate agents of

change and change processes• Guide the design of effective

learning activities

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CDF• Results chain• Stakeholders think through and

trace relationships• Broad range of situations and

approaches to change management

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CDF• Key actors in the change process

identified • Offered knowledge and tools• Experimentation and learning

that promote harmonization

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CDF• Promotes a common and

systematic approach to the identification, design, and monitoring and evaluation of learning

• Raising the effectiveness of resources devoted

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CDF1. Building capacity2. Driving change3. Achieving development goals• Iterative process

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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

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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

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KEY FEATURES

• Transformational learning interventions

• Locally owned changes in sociopolitical, policy-related, and organizational factors

• Individuals and groups of individuals agents of change

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KEY FEATURES

• Instruments• Transformational role• Embedded learning interventions• Targeted individuals or groups

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CAPACITY DEVELOPMENT AS A PART OF THE DEVELOPMENT PROCESS

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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

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