Standard Project Report 2016
under the Ministry of Health and Sports. WFP worked with Aide Médicale Internationale( AMI), the Asian Harm Reduction Network( AHRN), Malteser International, Médecins du Monde, Medical Action Myanmar( MAM), MHDO, Progetto Continenti as well as IOM to provide food-by-prescription to patients not covered by NTP and NAP in Chin, Magway, Mon, Kachin, Rakhine, Shan, Sagaing and Yangon.
In partnership with the Ministry of Education, WFP implemented the national school feeding programme which was significantly expanded to cover Chin, Kachin, Kayin, Kayah Magway, Mon, Rakhine, Sagaing, Shan and Wa in 2016. In line with the 2015 Letter of Intent signed with the Ministry of Education to coordinate the implementation of school feeding, WFP continued to support the Government in strengthening the programme through training and workshops. WFP also strengthened its partnership with UNICEF for school feeding. High-energy biscuits were distributed in selected schools where UNICEF provided water, sanitation, hygiene and health services, thus maximising the benefits of the programme by building upon mutual strengths and expertise. In addition, WFP worked with mothers ' groups in the community to organize hand washing and distribution of high-energy biscuits to students at primary schools, which was important for the long-term sustainability of school feeding. As a result of attacks on the border guard posts and ensuing violence in the northern part of Rakhine State, schools closed which affected WFP ' s school feeding programme.
Performance Monitoring
Performance monitoring was high on WFP’ s agenda throughout 2016. Significant investments were made to strengthen monitoring and evaluation( M & E) capacity and improve overall performance monitoring, particularly in relation to programmatic requirements resulting from the latest budget revision and new corporate requirements. Substantial investment was also made to enhance accountability towards affected populations and advance staff learning.
Introduction of corporate information management systems: Together with other countries in the region, WFP in Myanmar introduced the Country Office Tool for Managing( programme operations) Effectively( COMET) and the Standard Project Reports Intelligent Next Generation( SPRING) online reporting tools. The roll-out process of both systems was decentralised and inclusive, with over 100 staff being trained as COMET users and 30 as SPRING users. WFP also initiated the introduction of SCOPE, a beneficiary and transfer management platform with the objective to improve beneficiary records through a reliable single online registry, and make WFP’ s assistance distribution process more efficient and accountable. Three scenarios on two transfer modalities( electronic commodity vouchers and mobile money) were developed and one training, facilitated by the WFP Regional Bureau, was held on beneficiary registration in October 2016. The outbreak of violent conflict in Rakhine State necessitated a postponement of beneficiary registration through SCOPE in this area until 2017, but registration activities were planned successfully for 284 households as part of the mobile money pilot scenario in Kachin State. WFP Myanmar also volunteered to pilot the WFP Mobile Data Collection and Analytics( MDCA) platform prior to its roll-out as a corporate information management tool on outcome level data. MDCA was found to be user friendly through the pilot, and the platform is planned to increase the efficiency of data collection and reporting processes and enhance the timeliness and quality of outcome-level data in 2017.
Investment in staffing: The country office increased the number of M & E staff from three to seven, with one being fully dedicated to school feeding. Recruitment processes were also launched for senior M & E positions in two field offices where monitoring challenges were greatest.
Institutionalisation of roles, responsibilities and processes: The country office M & E standard operation procedures were updated to reflect changes in monitoring needs, ensure alignment with corporate requirements, clarify relevant reporting lines and responsibilities, and improve information management. The development of an M & E strategy was initiated to consolidate ongoing work in systems and process strengthening, integrate monitoring tools for capacity strengthening activities and, above all, align with the upcoming monitoring requirements as part of the corporate Integrated Road Map and the Country Strategic Plan( 2018 – 2021). A“ strengths, weaknesses, opportunities and threats”( SWOT) analysis was conducted at field level to further inform the design of the future M & E framework.
Collection, analysis and reporting of outcome-level data: Mobile data technology was introduced as standard practice for all centrally managed data collection activities, in particular post-distribution monitoring( PDM), and each field office was provided with tablet phones and training to conduct mobile-based data collection. PDM assessments were conducted twice for relief assistance( June / July and November / December), and once each for asset creation activities( June), multi-drug resistant tuberculosis( MDR-TB) programme( September), and HIV programme( December). One outcome survey for school feeding was conducted in November. The nutrition PDM was cancelled due to the outbreak of violence in northern Rakhine and Shan States. Although key nutrition indicators— minimum acceptable diet, receipt of three key nutrition messages and participation in distribution— were integrated at
Myanmar, Union of( MM) 21 Single Country PRRO- 200299