Mid-Term External Evaluation 

Mid-Term External Evaluation


Purpose and time frame of the evaluation

The purpose of the evaluation is to:

  • Review the projects in light of the 2019‐2024 LWF Country Strategy;
  • Examine the extent to which the RBEP has been able to achieve specific objective(s) and results as stated in the logical frameworks and the project document;
  • Assess the suitability of the used approaches and methodologies in relation to the context and the expected specific objectives and results of the RBEP;
  • Assess the ability of the programme to adapt to the COVID‐19 pandemic from the perspectives of preventing virus spread and mitigating the socio‐economic impact;
  • Indicate whether the project indicators effectively capture the intended impact of the project and make suggestions for improvement;
  • Indicate the best practices as well as development needs of the programme and project management processes and practices of LWF Myanmar;
  • Ascertain the degree to which the programme responded effectively to the impact of COVID‐19 in meeting the needs of communities and duty‐bearers; and
  • Recommend considerations for next phase of RBEP for the period 2019‐2021.

The external evaluation should be conducted from January through March 2020, with a draft report delivered to LWF Myanmar by 15 March 2021 and a final version of the report by 31 March 2021. The evaluation report, raw data, a PowerPoint presentation, and a three to five page abstract (as a stand‐alone document) will also serve as a dissemination tool of the project main achievements and lessons learned.

3. Scope and focus of the evaluation The evaluation is expected to provide answers to the following questions. The Evaluation Team are expected to add to these as deemed appropriate.


  • To what extent does the programme comply with LWF strategies?
  • To what extent is the programme supportive of government strategies / policies?
  • How have any changes in the national policy environment (including democratization and solving the over‐riding challenge of ethnic conflict) affected project’s relevance?
  • Is the programme logic coherent and accurate?
  • To what extent have the approaches and methods been appropriate for the context?
  • To what extent has the programme addressed the needs and aspirations of the participants (beneficiaries)?
  • Are the indicators of outcomes, specific objectives, and results “SMART”?
  • To what degree have stakeholders (rights‐holders and duty‐bearers) participated in the development process and do rights‐holders have ownership?
  • How appropriate was the choice and quantity of inputs (financial, human, and administrative resources)?
  • How effective and appropriate are monitoring arrangements, including quality assurance / coaching, data capture, and project management processes?
  • How effectively have the risks been assessed and managed?
  • How have recommendations from previous review/evaluations/studies been addressed?
  • How has the project assisted communities to prevent and mitigate the socio‐economic impact of COVID‐19?

The evaluation work, including the required deliverables (see below), should be completed in maximum of 51 working days.

The proposed are the overall evaluation approach and data collection methods to be used by the evaluators. The evaluators are encouraged to apply other methods within the “participatory” principles. The evaluation team should be aware of the cultural sensitivities (and their inherent biases) and therefore respect those and design the methodologies accordingly.

  • Document review – list of documents is provided in section 7 below. This includes policies, manuals, guidelines, tools, management decisions and others). Any missing documents in the list will be added during the course of the evaluation;
  • Qualitative and quantitative data – The evaluators will focus on qualitative data, but should also reflect on the quantitative aspects. Focus group discussions can be utilized, but with deliberate care, because they result in hearsay, social desirability bias, and second/third‐hand information capture. That said, they could be useful for formative research or for triangulating individual interview findings;
  • The evaluation team should interact with as many of the stakeholder groups as possible, including interviews in the group setting. Major stakeholders are described below:

a. Individual rights‐holders: representatives of partner and livelihoods households, persons with disability, persons with specific needs, community leaders

b. Rights‐holders participating in community action groups: women’s groups, village development committees, community‐based disaster risk management sub‐committees, parent‐teacher associations / school management committees, child clubs, and any others

c. Duty‐bearers: village administrators, village tract administrators, general administrative departments, government technical extension workers or decision‐makers based on LWF engagement (disaster management, agriculture, social welfare, education, others)

d. Development and humanitarian partners in LWF project sites: INGO, LNGO, UN

e. LWF staff – all levels in the field and Yangon

Roles and responsibilities of the evaluation team

The evaluation team will consist of 2‐5 members and one of them will be the Team Leader. At least one must be female. Among the members one will have expertise in development project/programme cycle management and another in social research. Experience required in applying integrated, rights‐based empowerment processes in rural South‐east Asian countries.

The Team Leader is responsible for planning, implementing, and reporting of the evaluation as stated in section “4. Evaluation Process and Methods”. The Evaluation Team is expected to incorporate into its methodology ways of estimating the reliability of the data gathered. It is also expected that the team will collect data only relevant to the key evaluation questions.

Depending on the availability, representatives from the government host department, LWF Related Agencies and funding partners will be invited for active participation in the process.

Information sources

Electronic versions of written documents will be provided to the evaluators upon signing of the contract. Additional documents will be made available as need arises. The following documents are available to the evaluation team.

List of documents:

  • LWF Myanmar Country Strategy 2019‐2024
  • Project proposals, results frameworks, and grant agreements
  • All six‐month and annual progress reports, with annexes
  • COVID‐19 community impact assessments
  • Success stories, LWF Myanmar annual reports, videos, other publicity
  • M&E Tools and databases
  • LWF Graduation Guidelines (Cambodia)
  • LWF Myanmar Partner Communities List
  • LWF Myanmar Writing Guide
  • LWF Myanmar Word List
  • Others as relevant

Consultant Selection Process

  • Interested organizations, consulting firms, or teams are invited to submit proposals. Submission of proposals is open to all interested within Myanmar and outside Myanmar.
  • The proposal should contain, a letter justifying capability; organization profile; past experiences; human resource capacity; 2 ‐ 3 sample of reviews and evaluations done in the past; full CVs of two experts who will be involved in this review; and expected per day fee. Also, the proposal should include copy of document proving its legal status.
  • If the applicants are teamed individuals than the proposal should include, a letter justifying capability; proof of past relevant experiences; copies of full CVs of the Team Leader and the member; contact details; and expected per day.
  • The requirements listed in above bullet points will form the criteria for shortlisting.
  • The shortlisted proposals will be invited for interview as appropriate.
  • The applications should be submitted via email to: procurement.myanmar@lutheranworld.org
  • The deadline for the submission of the applications is 31 December 2020.
  • LWF Myanmar reserves the right to accept or reject any or all proposals.
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