TERMS OF REFERENCE

1. Background

1. WaterAid’s Global Strategy 2022-2032

In 2022 WaterAid International launched its Global Strategy: Ending the water, sanitation and hygiene crisis together – for everyone, everywhere. The strategy covers the period from 2022 until 2032. The Global Strategy identifies the following four strategic Aims:

• Aim 1: Achieve universal, sustainable and safe services in focused geographic areas to influence wider change.

• Aim 2: Prioritise WASH across the health sector to improve public health.

• Aim 3: Strengthen the resilience of WASH to climate change.

• Aim 4: Increase the quantity and quality of financing.

To deliver on the four aims, the overarching approach of WaterAid’s programmes focuses on systems strengthening. The four key aspects of the approach are: 

1. Services, capacity and influencing.

2. Partnerships and alliances.

3. Gender equality.

4. Evidence, learning and innovation.

1.2 Country Programme Strategy and Country Programmes Plans and Strategic Implementation Framework 

At country level, the 10-year Global Strategy is implemented through two Country Strategy cycles, each covering a 5-year period. Cycle I covers the period from FY23/24 to FY27/28, Cycle II covers the period from FY28/29 to FY32/33.  This strategic review focuses on the current country strategy FY23-24 to FY27-28 which is 5-year period.  The findings and lessons learnt will inform the development of the new country strategy FY28-29 to FY32-33 and the annual plans 2027-2028. Each Country Programme had identified the Aims and the programmes they are focusing on during the current strategic cycle FY23-24 to FY27-28. 

For each Aim selected, a Programme Plan, Strategic Implementation Framework and Strategy Resource plans were developed.  Each Programme Plan covers the following sections: 

• situation analysis; 

• programme 

• Theory of Change; 

• programme results and intervention approaches; 

• learning, monitoring and evaluation; 

• partnership; 

• risks; 

• transition and sustainability; 

• resources required, including funding and people.

1.3 WaterAid Pakistan Country Programme Strategy: 

Strategic Context

WaterAid Pakistan’s Country Programme Strategy 2023–2028, launched in 2023, seeks to accelerate progress towards universal access to water, sanitation and hygiene (WASH) in Pakistan. The strategy is centred on two mutually reinforcing Aims/priorities:

1. AIM 1: WASH systems are adapted to mitigate the effects of climate change and continue to deliver benefits for marginalised climate-vulnerable communities.

2. AIM 2: WASH is prioritised by the health sector & communities/ households for improved public health.

WaterAid Pakistan is also contributing to Aim 4, the WASH Financing Aim, which is cross-cutting in nature. Under this aim, we seek to strengthen the capacity of national and provincial ministries, as well as district-level line departments, to coordinate, mobilize, and track climate financing for Climate-Resilient WASH (CR-WASH).

Programme Positioning and Track Record

WaterAid has worked in Pakistan since 1996, initially supporting local partners implementing water and sanitation programmes. The Country Programme office was established in Islamabad in 2006. During the previous strategic period, WaterAid reached approximately 4.7 million people with WASH services while also undertaking extensive policy, advocacy and influencing work. The 2023–2028 strategy shifts further towards systems strengthening, evidence generation, influencing, convening and scale-up, alongside targeted technical and capacity support.

Strategic Approach

Under the current strategy WaterAid Pakistan seeks to strengthen its role as a thought leader, evidence generator and WASH sector convener by:

• Generating research and evidence on critical WASH, climate and health challenges.

• Developing, testing and documenting innovative approaches, technologies, financing and management models for replication and scale.

• Translating evidence for different audiences and using diverse platforms to influence policy and practice.

• Advocating for stronger integration of WASH within climate change and public-health agendas across public and private sectors.

• Promoting women’s leadership and participation in WASH, climate and public-health decision-making.

• Convening government, civil society, academia, media, think tanks, women-led organisations, marginalised groups and private-sector actors around a shared WASH agenda.

• Strengthening the capacity of partners, communities, civil society, government officials and political leadership.

At the centre of this approach is the development of a stronger Health–WASH–Climate Change nexus and a more resilient WASH system. WaterAid Pakistan country strategy approach is given in the diagram below. Full country strategy can be found here:

2. Purpose and characteristics of the strategic review 

1. Purpose of the Country Strategic Review 

The purpose of the Country Strategic Review is for Country Programmes to:

1. Reflect on the relevance of the Country strategy 2023-2028 and the Country Programme Plans through which the Country Strategy is implemented.

2. Assess the effectiveness against the programme outcomes articulated in each of the Country Programme Plans and identify factors that have contributed to or impeded the delivery of the expected outcomes.

3. Assess the added value and synergy3 of WaterAid’s programmes in the WASH sector and related sectors in country.

4. Assess the resource availability (funding, skills, expertise and processes/systems) to deliver the Programmes.

5. Capture the lessons learnt, reflect on and identify key implications for the development of the next Country Strategy.

These review criteria will provide the overarching framework for the Country Strategic Review. 

2.  Characteristics of the Country Strategic Review 

First and foremost, the Country Strategic Review is an opportunity for Country Programmes to reflect on the relevance, effectiveness, added value and synergy of the current Country Programme Strategy. It is a safe space where different sources of evidence and different perspectives are brought together and discussed, to reflect on the lessons learnt, identify key parameters and their implications for the development of the next Country Programme Strategy. To that effect, stakeholders participating in the Country Strategic Review are encouraged to be open about what has and has not worked.  To encourage this openness the report generated will be an internal document. 

The Country Strategic Review is pitched at a strategic level. In other words, it is neither an in-depth assessment of programme performance nor a detailed assessment of the contribution of the Country Programme to the implementation of the Global Strategy;it aims at the strategic level. The consultant's role is to bring evidence and perspectives together, create a space for reflection, facilitate the participatory process, and consolidate what emerges, but does not evaluate WaterAid's performance. Based on the above, we are looking to recruit a consultant, or team of consultants, to facilitate the process including development of an inception report, data collection and analysis, facilitation of reflection workshops (one per programme) and writing up the findings, lessons learned and implications of the review for the country programme. 

3.  Approach and Methodology 

The review process uses a mixture of methodologies that culminate in a participatory review workshop for each programme with WaterAid staff. This will include review and analysis of internal and external documents, Internal and external key informant interviews (KIIs) and Focus Group Discussions (FGDs), consolidation of preliminary findings into a draft report to present in the Participatory Review workshops, and final reporting. The consultant will develop an inception report with a detailed methodology and approach as guided by the Country team. Core evaluation questions are listed in Annex 1. These may be refined and further contextualised during the inception phase in consultation with the country programme.

For each programme, the review should include, at a minimum, eight focus group discussions or interviews with WaterAid staff and at least 18 key informant interviews with relevant external stakeholders, representing government institutions, implementing partners, civil society organisations, the private sector, and development partners

4. Use of the Country Strategic Review 

The findings of the Country Strategic Review will: 

• Inform the development of the next Country Strategy (2028-2032) and supporting Programme Plans. 

• Inform the annual planning process for FY27-28. 

• Input into the Mid-Term Review of the Global Strategy 2022-2032, which will take place during FY26-27.  

5. Responsibilities of the Consultant 

As a minimum, the responsibilities of the consultant(s) include the following: 

• Review the Terms of Reference and agree on the scope of work.

• Participate in a short inception meeting.

• Review the background information provided by WaterAid.

• Prepare a short inception report outlining the approach and methodology proposed for conducting the Country Strategic Review. This should include the identification of additional information to be sourced (both internally and externally) beyond the information initially provided by WaterAid, the identification of key stakeholders to be interviewed (both internally and externally), refined set of questions, topic guides for conducting Key Informant Interviews (KIIs) and Focus Group Discussions (FGDs), and a proposed outline and methodology for the participatory review workshops. 

• Source additional information, both internally and externally. The collection of primary quantitative data is not necessary for the Strategic Review.  

• Review the internal and external information and consolidate the main findings in a way that is accessible and can be shared as input for the participatory review workshops. 

• Conduct KIIs and FGDs with the internal and external stakeholders identified and consolidate the main findings from the KIIs and/or FGDs in a way that is accessible and can be shared as input for the participatory review workshops. 

• Undertake a SWOT analysis of each programme and prepare a comprehensive evidence pack drawing on a review of relevant internal and external information, as well as insights gathered through Key Informant Interviews (KIIs) and Focus Group Discussions (FGDs) with identified internal and external stakeholders. The evidence pack should synthesise the key findings in a clear and accessible format and be finalised one week in advance of the participatory review workshops to inform their preparation and delivery

•  Facilitate participatory workshops to validate the findings and identify lessons learnt and implications for the next country strategy and final year of implementation. complete the master consolidation template jointly with participants.

• Draft the final report, as per the template structure, summarising the process and capturing the main findings of the Country Strategic Review, including the lessons learnt and implications for the development of the next strategy. 

• Respond to feedback on the draft report and submit final report along with a PowerPoint presentation summarising key finding.  

6. Responsibilities of WaterAid Pakistan

• Provide the internal documents pack at or before the inception meeting, with a named owner identified for each item.

• Signpost the consultant/team to relevant national policies, strategies, guidelines, and sector sources.

• Agree informant lists at inception, facilitate introductions to external stakeholders, and provide support with scheduling interviews.

• Provide the workshop venue, manage workshop logistics and participant mobilisation for both workshops, and facilitate introductions and appointment-setting for field visits.

• Provide one consolidated set of comments on the inception report and draft report within one week of receipt, and provide timely approvals 

7. Deliverables 

The specific outputs for the assignment include: 

• An inception report and a work plan with activity timelines and methodology and approach for conducting the Strategic Review Process presented to WaterAid for input within 8 days of signing the contract 

• Data collection and analysis completed.

• Preliminary findings for reflection are completed incorporating all the key emerging aspects, shared with WaterAid at least one week before workshop.

• Organise and facilitate a participatory workshop for each programme to validate the preliminary findings as prepared and reflect on the lessons learnt and the implications for the development of the next County Strategy and Programme Plans. 

• Compile a draft report after participatory validation and reflection workshop is completed and submission of the draft report to WaterAid for input and comments. 

• Presentation of final report to WaterAid for sign off and approval.

• Submit a soft copy and summary power point slide deck of the highlights in the final report to WaterAid

8. Qualifications 

The preferred consultant(s) should have the following qualifications, experience, and competencies: In contrast with other reviews or evaluations, the primary role of the consultant(s) is to review internal and external information and consolidate main findings, facilitate the participatory review process of the Country Programme Strategy and Country Programme Plans (including hosting a workshop) to support CP colleagues to conclude how they have progressed with their strategy so far, identify implications for the next and to create a safe space for reflection and build consensus. The consultant(s) need to have a strong background in the facilitation of participatory processes as well as a track record in facilitating or conducting reviews at a strategic level. As a minimum, the profile of consultant(s) should include the following: 

• Advanced degree in one or more of the following areas: public policy public health, water, sanitation, hygiene, climate change or environmental studies. 

• At least 10 years of relevant experience in undertaking similar assignments 

• Strong background in facilitating participatory processes and methods for reflection and learning. 

• Experience in facilitating participatory workshops and creating an open environment with staff from across different teams and levels 

• Track record in facilitating or conducting reviews at strategic level. 

• Understanding of the WASH situation in country and the key players in the WASH sector. 

• Understanding of sectors relevant to WaterAid Pakistan’s Country Programme Strategy, particularly WASH, health, climate change, climate resilience, and climate financing, and their interlinkages with equitable and sustainable WASH outcomes.

• Strong qualitative analysis skills and ability to review a significant volume of information from different sources and identify and extract the key issues that are relevant for the Country Strategic Review. 

• Strong report writing and presentation skills. 

• Good communication skills. 

• Familiarity with WaterAid and the way it works would be an advantage. 

• Good facilitation skills and experience of facilitating focus group discussions with a range of stakeholders.

9. Standard Contract Terms & Conditions

 WaterAid practices the following terms and conditions stated below:

• Intellectual Property Rights in all documents/information/ other materials prior to the date of execution of an agreement pursuant to this bid shall vest in the Party to which such document/information/materials belong.  

• All Intellectual Property provided by WaterAid to the Consultant/Firm for performing the obligations under the agreement with WaterAid shall remain the exclusive property of WaterAid.

• Any reports produced/data collected, or any other Intellectual Property generated by the Consultant/Firm pursuant to or under the agreement with WaterAid shall be the exclusive property of WaterAid.

• The vendor assumes all responsibility for complying with local legal codes as they apply to an Agreement and work performed there under. In addition, the vendor shall be liable to pay all applicable taxes and fees as required by the laws of government of Pakistan. WaterAid will deduct Income Tax and applicable Sales Tax at source as per Govt. rules. 

• The vendor shall not without first obtaining the consent in writing of WaterAid, permit any of its duties or obligations made under the Agreement to be performed or carried out by any other person or reassign his/her interest in the Agreement.

• The vendor shall not hold WaterAid liable for any accident or misadventure befalling them whilst on duty or pursuing activities to fulfil the Agreement.

• WaterAid reserves the right to accept and reject any proposal without assigning any verbal and or written rationale whatsoever.

• The Vendor agrees to abide by all governing and applicable laws protecting individuals against any manner of discrimination regardless of location of work and shall not discriminate with respect to individuals’ eligibility to participate in the Project.

• The Vendor acknowledges that it has rules and policies to adequately implement internal controls, in regard to anti-corruption, anti-fraud, anti-bribery and other situations of misuse of funds. The Vendor declares and guarantees that neither the organization, nor its employees involved in the Project:

• was convicted by a court of law in any jurisdiction for an offence involving fraud, bribery or corruption in the past 3 years or;

• is under sanction, for an offence involving fraud, bribery or corruption, imposed by a government, an international governmental organization or an organization providing development assistance.

• The Vendor declares and guarantees that the funding for the purposes of the Project will not knowingly be used to benefit terrorist groups or individual members of those groups, or for terrorist activities, either directly or indirectly.

• The Vendor declares and guarantees that funding for the purposes of the Project will not be knowingly used, either directly or indirectly, in a manner that contravenes economic sanctions imposed by Canada.

• The vendor will be required to sign the WaterAid’s Code of Conduct and Safeguarding principles. The vendor will also train the data collection teams on these principles with support from WaterAid and ensure that all team members comply with WaterAid’s Code of Conduct and Safeguarding principles.

• All data, notes, and outputs produced under this assignment are the property of WaterAid. The report is internal and may not be published, shared, or cited by the consultant. Data is handled securely and disposed of after acceptance of the final report, in line with WaterAid data protection requirements. All raw data files, interview and group discussion notes, completed templates and the final report are transferred to WaterAid Pakistan through a formal secured channel agreed at inception

10. Application /Proposal 

Consultant/s (firms/individual) shall submit technical and financial proposals in two separate sealed envelopes.

The Technical proposal should contain the following:

1. Expression of Interest and Suitability
   An expression of interest explaining your interest in and suitability for the position against each of the selection criteria. The proposal should clearly demonstrate how the consultant/firm’s skills, qualifications, experience, and expertise match the tasks and responsibilities detailed in the Terms of Reference (ToR).

2. Methodology and Approach
   A detailed description of the methodology and approach that will be used to conduct the strategic review, including the proposed data collection methods & tools, data analysis, quality assurance mechanisms, ethical considerations, and reporting process.

3. Profile/Portfolio of the Consultant/Firm
   A profile of the consultant/firm highlighting relevant experience and expertise. This should include the CVs of all key proposed staff, clearly outlining their qualifications, professional experience, and roles in the assignment.

4. Proposed Team Structure and Roles
   An overview of the proposed team structure, clearly indicating the roles and responsibilities of each key team member and the level of effort/days proposed for each individual.

5. Relevant Experience and Examples of Similar Assignments
   Examples of similar assignments, endline assessments, research studies, or related assignments conducted by the proposed consultant/firm. Please attach at least two recent sample of research/evaluation work conducted on the same or a closely related theme/topic to demonstrate relevant technical expertise and experience. (Any materials shared for this purpose will be treated as confidential and used solely for the assessment of the proposal, where applicable)

6. Workplan and Timeline
   A detailed workplan outlining the key activities, milestones, responsible personnel, and deadline/date for submission of each deliverable. The workplan should demonstrate how the assignment will be completed within the timeframe specified in the ToR. (The assignment runs across about three months of elapsed calendar time, from contract signature to approval of the final report. WaterAid does not prescribe the number of consulting days. Applicants propose their own level of effort: the consulting days they will commit, and how those days are distributed across the three phases of the work (planning and inception; data collection and analysis; workshops and write-up).

7. References
   Contact details of at least two recent clients/organizations for whom the consultant/firm has conducted similar evaluations or research assignments, including the name of the organization, focal person, designation, email address, and telephone number, where available.

The Financial Proposal should contain the following
The financial proposal should be submitted in a separate envelope and should provide an itemized budget for the entire assignment. The budget should include, but not be limited to:

• Professional/daily consultancy rates;

• Fees for key personnel;

• Data collection and fieldwork costs;

• Travel and transportation costs;

• Accommodation and subsistence costs, where applicable;

• Data processing, analysis, and reporting costs;

• Any other relevant operational or administrative costs; and

• All applicable taxes and statutory charges.

The financial proposal should be accompanied by a detailed budget narrative, explaining and rationalizing each cost item and providing a clear breakdown of the proposed costs.

Note: Consultants are advised not to include any costs related to the participatory workshops in Islamabad in their proposed budgets. WaterAid Pakistan will cover all operational and administrative expenses associated with these workshops. Consultants should therefore ensure that their financial proposals exclude these workshop-related costs.

11. Evaluation criteria

Candidate (firms/individual) shall submit technical and financial proposals in two separate sealed envelopes. Technical offers will first be evaluated according to the “Evaluation criteria” below and the technical qualification threshold point is “70”. Financial offers of ONLY successful candidates will be opened.

Technical Evaluation Criteria for Shortlisting Consultancy Firms/Consultants:

The final scores will be calculated using the following formula: 

Total Score=Technical Score*0.65 + Financial Score*0.25 + Case presentation*.10 = 100

For case presentation only top three firms will be contacted.

12. Deadline for Application:   

Please send your one sealed bid having Technical & Financial proposal in separate envelopes inside through registered mail/courier or by hand to the following address on or before September 08, 2026, 1700 hrs.  Please write the subject “WAP/02088/25-08-26/Consultancy-CountryStrategicReview” on the envelope

Head of Admin Security & Govt Relations
WaterAid Pakistan
2nd Floor, Executive Heights
65 West, A.K. Fazl-ul-Haq Road,
Blue area, Islamabad, 44000

Tel: +92 51 2806120
Enquiries may be directed to [email protected]

WaterAid reserves the right to accept or reject any bid or part of any bid without assigning any reason to it.

13. Annex I: Questions for Strategic Review  

CP review questions must include the following: 

 Relevance: 

• To what extent has WA’s current strategy, including the Programme’s Theory of Change, been relevant over time, and to what extent does it remain relevant in the current context?  

• To what extent is the WAP's strategy aligned with national and provincial priorities, policies and plans for WASH, climate change, health, education, nutrition, gender equality and social inclusion? 

• To what extent is WAP effectively positioning WASH within wider national agendas such as climate resilience, public health, nutrition, urbanisation and disaster risk reduction?

• Have there been changes in the external environment? 

• If so, to what extent has WA responded to these changes? 

• If so, to what extent does WA’s approach need to change? 

• To what extent is WA working with the right actors, and at the right level, from community and local government to provincial and national institutions, to achieve the programme outcomes? 

• To what extent does the Programme address gender equality? and to what extent has WAP moved beyond gender mainstreaming towards addressing gender norms, roles, responsibilities and power relations? 

• To what extent does the Programme address disability and social inclusion in programme design, implementation, decision-making and access to WASH services? 

• To what extent does the Programme benefit and engage the most marginalised in identifying priorities, implementation, decision making? 

Effectiveness: 

• To what extent is WA making progress towards the expected programme outcomes? 

• What were the enablers/barriers of this progress? Were there unintended outcomes?  What lessons from these enablers, barriers and unintended outcomes should inform future programming and strategy?

• What changes have been observed in specific system functions (planning, regulation, financing, etc)? What does the available evidence suggest about the extent to which these changes will be sustained without direct WA involvement? How did WA contribute to this change? 

• To what extent has WA been effective in addressing gender equality (the ‘GE’ in GEDSI)? 

• To what extent has WA been effective in addressing disability and social inclusion (the ‘DSI’ in GEDSI)? 

• To what extent has WA been effective in addressing the WASH needs of the most marginalised? 

• To what extent does WA have the right partnerships to deliver its programme? 

• To what extent has WAP achieved the intended shift from direct service delivery towards systems strengthening, influencing, evidence generation, demonstration and enabling others to deliver sustainable WASH services?

• To what extent has WAP's advocacy and influencing contributed to demonstrable changes in government policy, legislation, standards, institutional arrangements, financing, accountability or implementation practices?

• What evidence exists of influence beyond meetings, consultations and relationships – for example, changes in policy, budgets, institutional practice or government systems?

• To what extent have WAP's successful models and innovations moved from demonstration towards government adoption, replication, institutionalisation and scale? What factors have enabled or constrained this transition?

• Where successful approaches have not achieved scale, what technical, institutional, financial, political, behavioural or partnership barriers have constrained scale-up?

 Value added and Synergy: 

• What is WaterAid Pakistan’s role and added value in the WASH sector? To what extent has it delivered on its CPS roles of pioneering, leadership, and collaboration, and its stated niche? What adjustments are needed to strengthen its positioning, influence, and impact, and who are the key stakeholders to engage?

• To what extent has WA contributed to innovation? To what extent has the innovation been taken up by others?

• To what extent has WAP systematically generated, documented, communicated and used evidence and learning from its programmes to improve implementation, influence policy and inform strategic decision-making? 

Capacity: 

• To what extent does WAP have the organisational capabilities, technical expertise, leadership, staffing and systems required to deliver the current strategy and its intended shift towards influencing, systems strengthening and scale? 

• What capabilities need to be strengthened for future strategic priorities, particularly in systems strengthening, policy influencing, climate-resilient WASH, climate finance, evidence and learning, GEDSI, strategic communications and partnership development?

• To what extent has WAP effectively leveraged expertise and knowledge from the wider WaterAid federation?

Funding: 

• To what extent has WA had adequate funding to implement its strategy and achieve its intended outcomes? 

• To what extent has WAP been successful in diversifying its funding base beyond traditional unrestricted and restricted funding, including bilateral, multilateral, private-sector and climate financing?

Organisation:  

• To what extent are WAP's organisational structure, leadership, staffing, decision-making processes, internal systems and ways of working fit for delivering the current Country Strategy and its ambition for greater influencing and systems change? 

• How could structure/processes/systems be improved at the country level to support more effective delivery of programmes. 

• What organisational changes are required to enable WAP to work more effectively as an influencing, learning and systems-strengthening organisation?