Planning, Monitoring, Evaluation, Research & Reporting

pmer dept
PMERR oversees and ensures completion of all work undertaken across the organisation in line with its vision and Master Plan, and associated strategies and policies. PMERR ensures evidence-informed decision making and helps determine what strategies work and what needs to be changed.

PMERR is not a policing function but an enabler for success. PMERR must enable WSSP through collaborations with the Wings and Departments, rigorous monitoring, pivotal evaluation, and accurate business intelligence, to achieve its targets.

Planning and Research

Planning

The Planning Section will work with each departmental head, GMs and Zonal Management to ensure Wing, Departmental and Zonal Plans are drawn each year latest by end of January. Planning Section will ensure that the planning process are consultative and holistic. The Section will also ensure that Zonal Management is facilitated and enabled in formulating Zonal Plans.

The Planning Section will ensure that all WSSP plans, developments and commitments remain in compliance with the governing rules of the organisation, applicable provincial and national laws and applied best practices. Similarly, the Section will ensure vigilance of PSDP/ADP budgets and opportunities that can support WSSP Plans.

The Planning section will be responsible for vetting donor-sponsored project plans and for adjusting these to meet WSSP Master Plan requirements in addition to the donor’s agenda.

Research

The Research Section will work with GMs and Zonal Chiefs to identify technological needs, training needs, and capacity enhancement requirements as and when required. Concept Notes for external assistance must be drawn up by the department putting up the request and reviewed and finalised by the Planning Section. The Planning and Research Department will review and accordingly solicit funding through various national and international donors. External funding must comply with prevailing national and provincial rules and regulations.

Similarly, the Department, in conjunction the Operations Wing, will work towards preparing and funding development plans for completing the planned PFN components, namely – recycling, reuse, treatment and safe disposal structures and facilities.

The Section will work with the HSE Department of the Operations Wing on preparing and implementing consumer behaviour change towards consistent and willing payment of WSSP dues/charges. This will in turn contribute to the reduction of operational subsidies.

The Research Section will, in conjunction with the IS-IT Department, create and maintain a comprehensive database of donors, donor programmes, national and provincial programmes that can be accessed to fund/further WSSP plans and work. The database will be shared and used by the Planning Section

Monitoring & Evaluation

Monitoring

WSSP in its entirety is subject to three internal monitoring in each quarter per annum. This level of monitoring will be carried out by the Monitoring Section of the PMERR Wing. The monitoring will cover all departments in all Wings. The activity itself should not exceed 10 working days. Quarterly monitoring reports must be presented and submitted to GM PMERR, the CEO and the BoD at the same time.

Following key aspects of the WSSP processes are subject to monitoring:

  • Consumer complaints and satisfaction on resolutions;
  • Timeliness and quality of action plans, budgets etc.;
  • Procurement processes and reasons for delays if any;
  • Monitoring of water supply, waste collection, treatment and disposal;
  • Progress and completion of all projects and civil works;
  • Progress, completion and quality of all donor-funded projects undertaken by WSSP;
  • HSE implementation, successes, accidents, incidents and associated remedial actions;
  • Laboratory usage, quality of tests, satisfaction of users;

Any other aspect of WSSP processes, not listed above, and as approved by the BoD.

Evaluation

WSSP’s Annual Evaluation must be designed to provide a vital link between WSSP’s Master Plan, its vision and guiding principles, policies and procedures, and the interest of individual Wings and staff members.

PMERR will conduct an internal annual evaluation in the last quarter of each year. The evaluation will be led and managed by GM PMERR. The evaluation team must be made up of the Zonal Chiefs and at least two senior GMs. External experts may be inducted/hired into the evaluation on a case to case basis. The annual evaluation must follow established best practice of either the UN or the World Bank. The evaluation team must formulate a hypothesis for the evaluation in conjunction with the CEO and all GMs. The evaluation may focus on one or any combination of the following aspects:

  • Completion and quality (plausibility, content, relevance) of the WSSP Master Plan;
  • Efficiency and effectiveness of WSSP Operations;
  • Effectiveness and impact of C4D strategy and activities;
  • Sustainability of operations, dependency on government subsidies and the efforts to reduce/minimise the same;
  • Quality of planning, implementation and development of infrastructure development projects;
  • Compliance to and effectiveness of policies, procedures, standards;
  • Efficiency and effectiveness of interdepartmental coordination;
  • Efficiency and effectiveness of partnerships;
  • Efficiency, accuracy, effectiveness and impact of the laboratory;
  • Staff and workforce utilisation, satisfaction, related issues and resolutions;
  • Compliance and reporting against SDGs;
  • Any other aspect of WSSP work, not listed above, and as approved by the BoD.

All external evaluation conducted under obligations with a financier or donor will be organised and managed by the Evaluation Section of the PMERR Wing. This department will be responsible to work with the project sponsors in defining the results framework, list of deliverables identified for review and any such matter that is binding upon WSSP in the bilateral agreement.

Reporting

All processes, work, deliverables, cases, incidents, accidents, developments, etc. must be reported. A comprehensive list of reports including management dashboards must be prepared and deployed by the MIS-Section.

The IS-IT Department is responsible for collecting, collating, classifying and archiving all process related data and making the same available to different levels of users across the organisation, through management dashboards, performance statistics and disaggregated data as and when required for planning purposes by the GMs of the other departments.

MIS Section is also responsible for providing the BoD and CEO with various data, statistics and analysis as and when required