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

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

3. NEW MYANMAR Democratically anchored Economically vibrant Socially inclusive Environmentally sustainable 3

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

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

6. TODAY'S REALITIES Very interesting and exciting Volatile and Chaotic

7. BINDING CONSTRAINT CAPACITY

8. ROLE OF HR CAPACITY DEVELOPMENT 8

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

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

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

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

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

14. COUNTRY’S CAPACITY Enabling environment Organisations Individual 14

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

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

17. WHY DO WE NEED CD? 17

18. 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

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

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

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

22. CD Persistently fallen short of expectations Why? 22

23. WHY? Lack of consensus Operational definition Results expected 23

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

25. CD EFFORTS 25

26. CD EFFORTS Not grounded in theory No consistent conceptual frameworks 26

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

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

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

30. CAPACITY DEVELOPMENT FRAMEWORK (CDF) 30

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

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

33. CDF Capacity assessments Capacity development indicators 33

34. CDF Results-oriented approach Learning 34

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

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

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

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

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

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

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

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

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

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

45. 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

46. 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

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

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

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

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

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