Transcript The Role of HR in future of Myanmar

• “You can’t cross the sea,
• by standing and staring at the water.”
NEW MYANMAR
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Democratically anchored
Economically vibrant
Socially inclusive
Environmentally sustainable
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‘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 longneglected needs
TODAY'S REALITIES
• Very interesting and exciting
• Volatile and Chaotic
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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
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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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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
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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 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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• “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
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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 theory
2. Capacity economics
3. Pedagogical science
4. Project management
5. 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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CDF
1. Building capacity
2. Driving change
3. 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
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Instruments
Transformational role
Embedded learning interventions
Targeted individuals or groups
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CAPACITY DEVELOPMENT AS A PART OF THE DEVELOPMENT PROCESS
GOAL
CAPACITY
Local ownership, effectiveness and efficiency
of resource use
Change
LEARNING
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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.”