Planning, Monitoring, Evaluation, Research & Reporting

PMERR department plans the developmental work, monitor processes, operations and compile reports thorough a regular flow of data from and to various departments/zones. PMERR also collaborates with various donors and research organizations. It takes actions inline with Vision, Mission and Master Plan of WSSP in all three WATSAN sub sectors. 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 enables WSSP through collaborations with the departments and sections of WSSP via rigorous monitoring, pivotal evaluation, and accurate business intelligence, to achieve its targets


Planning section propose projects, schemes and actions which support WSSP functions. It prepares concept papers, project proposals and PC-I/PC-II etc. for ADP/PSDP and national/international donor agencies.  It remains involved in all stages of project till its approval from relevant quarter. After the approval are taken over by Procurement, Operations or Project departments as the case may be. The Planning section engages with donors for donor-sponsored project plans and adjust those to align them with WSSP role, functions and master plan in addition to the donor’s agenda.

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

In certain cases, concept notes and proposal are put up by concerned department, planning section reviews the same and take up for further processing.


WSSP in its entirety is subject to four internal monitoring reports per annum. This level of monitoring is carried out by the Monitoring Section of the PMERR department. The monitoring actively covers all departments based on well thought of tangible Key Performance Indicators. Quarterly monitoring reports are submitted by GM PMERR to CEO and then to BoD.

Apart from KPI based monitoring, field monitoring visits are also carried out by M & E section and formal reports are presented to CEO who approves it for onward dissemination and corrective actions.

Following key aspects of the WSSP processes are mentioned:

  • Water Supply Quantity & Quality
  • Solid Waste Collection
  • Sewerage
  • Revenue Collection
  • Community liaison
  • Fleet
  • Human Resource
  • Progress on ADP/Donor funded Projects
  • Complaint Redressal
  • Finance & Billing Parameters
  • Any other aspect


Evaluation is an important role/functions o PMERR department. WSSP carries out an internal evaluation in each quarter of the year. The evaluation is led by GM PMERR. One of the important aspect of M & E report is the evaluation of operations, processes and projects being undertaken by WSSP.  WSSP focuses on data driven decision making while suggesting a course of action in its evaluation report. The evaluation report is compiled on the basis of KPIs for each quarter of year. The evaluation report also provides concrete suggestions and recommendations to each department sometimes even to sections of the department. Following aspects are focused in evaluation reports:

  1. Efficiency and effectiveness of WSSP Operations;
  2. Sustainability of operations;
  3. Implementation and development of infrastructure development projects;
  4. Compliance to and effectiveness of policies, procedures, standards;
  5. Efficiency and effectiveness of interdepartmental coordination;
  6. Staff and workforce utilization;
  7. Public satisfaction, related to services of WSSP;
  8. Any other aspect, not listed above and as directed by the BoD/CEO.

Any external evaluation can also be conducted under obligations with a financier or donor or if directed by BoD. This department is responsible to work in collaboration with such external evaluator.


WSSP is not a research organisation, however it believes in the power of research to solve field problems. WSSP is a strong believer of Academia-Industrial linkages where field problems are solved through collaborative research.

PMERR department, at one end remains in contact with other department of WSSP to collect the list of field problems, remains abreast on modern trends & technologies. On the other hand, PMERR department establishes liaison with research institutes like Universities, PCRWR etc. Problems encountered in the field are discussed and deliberated to find out a research based modern solutions. The modernity may be  in terms of process, materials or technology.


Reporting function is performed by WSSP at two levels. At first level it maintains a list of reports and endeavor that such reports are timely obtained from all relevant departments. PMERR is responsible for collecting, collating, analyzing and archiving all data. In the next level WSSP reports its KPIs, evaluations and other data to relevant stakeholders through management dashboards, performance statistics and disaggregated data as and when required by HoDs, CEO and BoD. PMERR also utilise these reports for its future planning functions.

Management Information System (MIS)

MIS section works under the PMER department. It provides hardware and software support to all staff of WSSP. This section operates a state-of-the-art tier 3 data centre, an ERP and an inventory of IT hardware to facilitate functions of WSSP. MIS section strives for office automation, process automation, digitisation of assets, and enterprise resource planning.  It develops softwares, maintains the WSSP network and company database.