RFP: Strengthening Municipal Wide WASH Governance for Social Change in Siraha and Saptari District


Nepal 🇳🇵



Terms of Reference for the Final Evaluation 

Strengthening Municipal Wide WASH Governance for Social Change in Siraha and Saptari District


Project title:Strengthening Municipal Wide WASH Governance for Social Change in Siraha and Saptari District
Project No.:NPL 1060-18
Project holder:Welthungerhilfe
Implementing PartnersSABAL NepalMahuli Community Development Centre
Co-financer (line):BMZ, Viva con Agua
Project period:Nov 2018 – Feb 2023

Deutsche Welthungerhilfe e.V. is one of the largest private aid organizations in Germany with a dual mandate in both development cooperation and humanitarian response. Welthungerhilfe fights against hunger and works together with civil society organizations in the countries where it operates. Welthungerhilfe’s vision is to create a world in which all people can exercise their right to a self-determined life in dignity and justice, free from hunger and poverty.

WHH has been operational in Nepal since 2012, and currently managing different project in eleven district under four thematic areas: food and nutrition security, right to food and empowerment, disaster risk reduction, and WASH. Our overall goal is to work hand in hand with civil society in Nepal to empower socially marginalized and economically poor citizens to reinforce their resilience and to ensure their right to adequate food and nutrition.

The project “Strengthening Municipal-wide WASH governance for social change in Saptari & Siraha districts” is implemented in 6 Rural/Municipalities of Saptari and Siraha district; namely Karjanha, Kalyanpur, Siraha Municipalities in Siraha district and Dakneshwori Municipality, Rajgadh and Bishnupur Rural Municipalities in Saptari district. The project is implemented by two local partner organization namely Sabal Nepal in Siraha and Mahuli Community Development Centre (MCDC) in Saptari. The project aims to contribute to improved access to safe drinking water, total sanitation, and nutrition security by strengthening WASH governance at municipal level. The project runs for 4 years (2018-2022/23) and is funded by BMZ, Viva con Agua and WHH.

The overall objective of the project is improving the health and nutritional status through strengthened WASH governance and the provision of basic water, sanitation, and hygiene (WASH) services, gender equality and empowerment of disadvantaged groups in both districts. The project is contributing to four results outcomes having 18 indicators from micro to macro level.


Evaluation is an integral and standardized part of Welthungerhilfe’s efforts to improve the quality and impact of its work by ensuring continuous learning, inform decision makers and promoting accountability. Furthermore, Welthungerhilfe is keen to gain insights and learning based on impact and into the effectiveness of the project to realize the gaps, weaknesses, and the strengths (in terms of project design, implementation, monitoring and desired achieved results) for the purpose of accountability. This external end-line evaluation is intended to measure the progress on the project, identify project achievements to draw out lessons learned and recommendations, and provide strategic guidance for further project planning, implementation, and sustainable exit from the communities.

Specific objectives:

  • Determine final results of the NPL 1060 project against it’s set target in log frame.
  • Access the performance of the project based on OECD/DAC criteria.
  • Assess the effectiveness of the WASH system strengthening approach (SSI) and coordination mechanisms of the project.
  • To identify the key lessons, good practices and challenges and provide recommendations future WASH governance programming.


Welthungerhilfe has planned an external  Final  evaluation of the project “Strengthening Municipal Wide WASH Governance for Social Change in Siraha and Saptari District”. The study will be conducted in six R/Municipalities of Siraha and Saptari districts.

The proposed evaluation aims, among others, at identifying project achievements and progress made so far, with a particular focus on WASH system strengthening; lessons learned from the success/failure of the project; identify innovative/successful approaches adopted; provide further recommendations that can be useful for further implementation and re-planning, if require.


The primary users of this evaluation study are project team (includes WHH and partners staff), MEAL  team, WHH senior management and WHH HQ- WASH advisor. Furthermore, the evaluation results and recommendations will be informed to the secondary stakeholders such as donor, local/federal government, including sectoral development partners, if applicable.


The evaluation will focus on the following areas (questions presented should not be considered as exhaustive).


a. How far the project objectives are consistent with national priorities, the needs of target groups, and policy?

b. How relevant were the project interventions in the socio-economic context of the project areas? 

c.  Are the building block analysis and WASH system strengthening approaches, and palika-led WASH plan development exercise relevance to strengthen WASH system?

d.  Are the project interventions supported on local, province and national plan, priority and policies?

e. To what extent and how does the project respond to the needs and priorities of the main stakeholders and the project participants?

f. Are the project approaches and interventions as implemented are still relevant to the need of the context and target group?

g. To what extent are all relevant stakeholders appropriately informed and updated on the activities/approaches/strategy of the project?


a. What are the major outputs and outcomes of this project? How is the progress in comparison to the relevant baseline and midterm evaluation data?

b. To what extent have the intended outcomes (and use of output) been achieved?

c. To what extent are the target groups reached?

d. Whether the planned benefits are being delivered and received, as perceived by the key beneficiaries, donor, the responsible national government authorities, and other interested parties.

e. To what extent knowledge and skills on WASH behaviour and WASH behaviour change, including menstrual hygiene at schools, sustainability, system strengthening & governance are increased among the target groups, including local governments?

f. To what extent the project contributes to WASH systems strengthening at municipal level?

g. How effective are the strategies and tools (area wide WASH planning road map, life cycle costing analysis, WASH system building block analysis, etc) used in the implementation of the project?

h. What sorts of innovation has the project created for WASH system strengthening at local level?


a. How efficient is the project in terms of effective utilization of the project resources, cost-efficiency, and reaching target groups?

b. Are project resources utilized as an efficient way?

c. Were the objectives and results achieved on time?

d. Are project activities overlapping and duplicating other similar interventions (funded nationally and/or by other donors? Are there more efficient ways and means of delivering more and better results (outputs and outcome) with the available inputs?

e. To what extent is the project flexible to address the unforeseen situation (such as COVID-19 pandemic)?

f. How are project financial management processes and procedures affecting project implementation? What are the strengths, weaknesses, opportunities, and threats of the project’s implementation process?

g. How efficient is the overall management set-up of the project; in other words, how suitable are the management arrangements in place?


a. What is the likelihood of continuation and sustainability of project outcome and benefits after completion of the project?

b. Do local stakeholders and organisations feel they own the project?

c. To what extent will project achievements, results and effects be expected to continue after donor funding ends?

d. Which project activities can be sustained through the local stakeholders? Do local partner/stakeholders possess the necessary technical/financial/management capacities to sustain the project activities?

e. To what extent are the target groups/intermediary organizations capable and prepared to receive the positive effects of the project interventions without donor’s support in the long-term?

f. Describe key factors that will require attention in order to improve prospects of sustainability of project outcome and outputs and the potential for replication of the approach?


a. Is the project contributing to systemic changes, e.g., to improved water, sanitation, and hygiene at communities & schools (including menstrual hygiene management), and to strengthen the supply chain of WASH goods and services at local government, palika level and community level?

b. What actual difference has the project made to the participants?

c. Did the project take timely measures for mitigating any emerging negative impact?

d. What are the major factors that influence the potential achievements or non- achievement of project impact? How can this address in the remaining implementation period?


The evaluation will adopt mixed methods (both qualitative and quantitative). The purpose for mixed method is to triangulate the data/results for validation and also to provide further explanation of quantitative variables using qualitative method. The consultant will provide the details of sampling procedure and data collection methods while submitting their technical proposal.  

The consultant will propose data collection tools for collecting qualitative data based on the project logical framework and key evaluation questions. WHH will provide quantitative data collection tools based on baseline and midterm evaluation. The design of questionaries should be guided by steps to ensure data validity and reliability of the tools. The tools will be finalized by consultation and coordination with Welthungerhilfe program and MEAL team after submission of draft tool by consultant. Welthungerhilfe MEAL and Program team will review and validate the tools in line to final evaluation key questionaries. After finalization of tools and survey question, a pre-testing of the questionnaires should be done by consulting team to one of the project areas to revise and improve the reliability of the tools.

7.  Managerial arrangements/roles and responsibilities

The evaluation is commissioned to an external consultant/consulting company. The roles of Welthungerhilfe together with the implementing partner are:

a. Review of the inception report, evaluation tools (including qualitative and quantitative), methodology, sample size, etc.

b. Provide logistics coordination/support on field itinerary to the evaluator(s).

c. Share project specific documents: progress reports, proposals, baseline, mid-term, and monitoring data etc.

d. Organize debriefing meetings with consultant(s) after field level data collection and provide inputs if the information is sufficient to address the evaluation questions.

e. Assign WHH MEAL team as a primary contact person to respond/address the questions/remarks.

8.  Deliverables and reporting deadlines.

The following deliverables are expected to submit by the evaluator(s):

a. An inception report (outlining the methodology, operationalization of questions and planned procedure and approach to the evaluation) in English.

b. Debriefing session and notes: De-briefing session shall be conducted with the project team at the end of the field mission outlining the most important preliminary findings and recommendations with written summary notes of 2–4 pages (in English).

c. Evaluation report as draft and final shall be in English language. Evaluator(s) shall submit the draft report at the latest two weeks after the last field mission, 35 pages maximum including executive summary, but excluding the front page, table of contents and annexes. The deadline for submission of final report to Evaluator(s) is by latest 2 weeks after the submission of the draft report. A standard outline for the evaluation report will be provided to the evaluator(s).

d. A summary of evaluation report (max 2-3 pages).

e. The final report needs the approval of the contracting party. In case of dissent there should be documentation of the matter.

f. Draft management response; integration of the recommendations into WHH “management response” form, together with the final version of the evaluation report in English.

g. The evaluator(s) should provide a digital file with up to 10 photos of the evaluation, including photos related to the evaluation process (e.g., of group discussions, interviews, final workshop). The photos should be submitted in a JPEG or GIF format. The informed consent of the person presented is a prerequisite.

9.  Resources and available data

Project monitoring data, beneficiaries’ data and related studies are documented in the project and could be used as sources for triangulation and verification of evaluation data. The project team will provide the project progress reports, and any other relevant report to the evaluator(s).

10.  Time frame/schedule

The evaluation is expected to be accomplished by 15 February 2023. The assignment will be effective in action from the day of signing of awarded contract. The assignment should not exceed more than 35 working days (including preparatory work, field visit, and report preparation).

11.  Confidentiality

All documents and data acquired from documents as well as during interviews and meetings are confidential and to be used solely for the purpose of the evaluation. The quantitative data should be kept by consultant in confidential way adhering WHH data protection policy. The deliverables as well as all material linked to the evaluation (produced by the evaluator(s) or the organization itself) are confidential and remain at all times property of the contracting party.

12. Expertise of the evaluators

The team of evaluators should include one team leader responsible for the overall coordination of the evaluation, and the final coherence and quality assurance of the report. He/she must have extensive experience in leading evaluations of development projects, particularly in the WASH sector, and report writing:

a. The team leader must have master’s degree in development studies, monitoring and evaluation or equivalent degree.

b. The team leader must have +7 years of working experience in monitoring and evaluation of development projects and proven knowledge of evaluation methods and techniques (OECD/DAC), including a thorough understanding of data collection, evaluation methodologies and design, and strong qualitative and quantitative research skills.

c. The team leader must have skills and experience in water, sanitation and hygiene sector and WASH governance issues.

Other members of the evaluation team are required to have the following expertise and qualifications:

d. Advanced degree in development studies, monitoring and evaluation or equivalent degree.

e. Knowledge of evaluation methods and techniques (OECD/DAC), including a thorough understanding of data collection, evaluation methodologies and design, and strong qualitative and quantitative research skills.

f. Team members with WASH skills and experience will be considered as a plus.

g. Prior work experience with or working for international development organizations and familiarity with development and humanitarian programmes/issues.

h. The composition of the team of experts should be balanced to enable complete coverage of the different aspects of the consultancy as set out in these terms of reference.

i. The team leader and team members must have good command in both writing and speaking in English languages. Please consider the option of translator if relevant.

13.  Technical and financial offer

Applicants must provide technical and financial offers, including:

a. Technical offer including a brief description of the overall design, methodology of the evaluation and tools to answer the evaluation questions and to provide mid- line data. The technical offer cannot exceed 10 pages and must comply with the Term of Reference.

  • Detailed workplan/timetable
  • Financial offer detailing the proposed budget for the evaluation. It should state the fees per working day (plus the respective Tax/VAT, if applicable), the number of working days proposed and any other costs.
  • CVs of team leader and team members.

Proof of professional registration and taxation is also required (e.g., by providing the evaluator(s) tax number).

Following is the key consideration while preparing the budget:

b.  All insurances are the responsibility of the evaluator(s).

  • Soft copies of relevant documents will be provided by Welthungerhilfe.
  • Welthungerhilfe staff will facilitate community entry.
  • The budget should include all costs (i.e., anything needed to accomplish the assignment including, for example, refreshment and transportation costs for participants at FGDs if deemed necessary).
  • Laptops are provided by the evaluator(s).

14.  Budget requirement

Team Leader
Research associates/experts
Sub total
Travel &accommodation cost
Materials cost
Subtotal (B)

Deadline for proposal:

The interested and qualified consultant/ consulting firm must submit their technical and financial proposal, including legal documents (registration & tax clearance in case of consulting firm and PAN/VAT registration card for individual) and CVs of key personals with by 17:00 hours (COB) dated 06 January 2023 via email address procurement.nepal@welthungerhilfe.de  

Please note that the selected consultants/consulting firm should adhere with WHH SOP for development project in context of COVID-19 and government protocols regarding COVID-19 prevention. The field plan may differ considering the current COVID-19 scenario.

Only short-listed applicants will be contacted for further evaluation process. Welthungerhilfe Nepal reserves all the rights to reject any or all application without assigning any reason.




IHE Delft MSc in Water and Sustainable Development