External Consultant for Development of the Cash Consortium of Yemen (CCY) Strategy 2026–2029 At Danish Refugee Council

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1. Background

The Cash Consortium of Yemen (CCY), led by the Danish Refugee Council (DRC), was established in 2020 to deliver harmonized, effective, and large-scale Multi-Purpose Cash Assistance (MPCA) to crisis-affected populations across Yemen. Comprising DRC, Acted, Mercy Corps (MC), Norwegian Refugee Council (NRC), and Solidarités International (SI) and the International Organization for Migration (IOM), the CCY has become a leading actor in Yemen’s cash and market-based programming landscape. The CCY is recognized for its operational scale, robust data management systems, and significant contributions to coordination platforms like the Cash and Markets Working Group (CMWG).

The current CCY Strategy (2022 – 2025) has successfully guided the consortium in consolidating its emergency MPCA response, strengthening data quality, and expanding its influence. However, both the operational context in Yemen and the programmatic scope of the CCY have evolved significantly. The consortium is now implementing longer-term, nexus-focused programming, the DG INTPA-funded “Achieving Meaningful And Lasting Solutions for Internally Displaced Persons (AMAL)” project, which integrates climate-smart agriculture, livelihoods support, and natural resource management.

This evolution signifies a strategic shift from purely humanitarian response towards integrating resilience-building, durable solutions, and linkages with social protection systems. As the current strategic period concludes, a comprehensive review and revision are required to develop a new strategy for 2026 – 2029 that reflects this expanded vision, addresses the volatile context, and positions the CCY to effectively meet the future needs of vulnerable Yemenis.

2. Objective of the Strategy Revision

The goal of this consultancy is to lead a participatory and evidence-based process to review the current strategy and develop the new CCY Strategic Framework for 2026 – 2029.

This new strategy will:

  • Articulate a clear and coherent vision, mission, and strategic direction for the CCY for the next four years.
  • Define CCY’s strategic position, value proposition, recommending a viable fundraising mechanism and business development approach, within Yemen’s broader aid architecture, encompassing humanitarian, development, and peace (HDP) efforts.
  • Establish clear strategic priorities and results frameworks that guide programmatic decisions, operational approaches, research agendas, and advocacy efforts.
  • Ensure the strategy is grounded in the operational realities of Yemen and informed by the perspectives of all key stakeholders, including consortium partners, donors, coordination bodies, and affected populations.
  • Clarify CCY’s programmatic pillars beyond first-line emergency response, demonstrating contribution to resilience through early recovery programming.

3. Scope of Work

The consultant will undertake a comprehensive review and development process, structured in the following phases:

Phase 1: Inception and Desk Review

  • Conduct an inception meeting with the CCY Consortium Management Unit (CMU) and Steering Committee/Program Management Committee to align on the methodology, timeline, and expectations.
  • Develop a detailed inception report, including a work plan, methodology, analytical framework, and evaluation tools (e.g., KII guides, FGD protocols).
  • Conduct a comprehensive desk review of key documents to assess the current program from a value-for-money perspective and analysis of achievements against 2022 – 2025 strategy. The desk review will critically assess program efficiency and effectiveness while examining cost structures, delivery mechanisms, and outcome achievements against resources invested. From a value-for-money perspective, it will analyze economy, efficiency, effectiveness, and equity to determine whether CCY has maximized impact per dollar spent and maintained accountability to both donors and affected populations.
  • The documents to be reviewed should cover, at a minimum, the following:
    • Current CCY Strategy (2022 – 2025).
    • Current Yemen Displacement Response (YDR) Consortium Strategy (2022 – 2025)
    • Recent CCY project proposals (e.g., DG ECHO MPCA, DG INTPA AMAL).
    • Internal and external evaluations, research studies (e.g., Multiplier Effect Study, Needs Assessments), and lessons learned documents.
    • Post-Distribution Monitoring (PDM) reports and accountability data.
    • Relevant national strategies, Humanitarian Response Plans (HRP), and cluster guidance (FSAC, CMWG).
    • Partner-specific strategic documents.
    • Applicable government policies and plans if available.
  • Review donor strategies and trends relevant to cash, resilience, and nexus programming in Yemen and the region.

Phase 2: Stakeholder Consultations

  • Lead extensive consultations through Key Informant Interviews (KIIs) and Focus Group Discussions (FGDs) with a diverse range of stakeholders:
    • Internal: CCY Steering Committee (Country Directors), CMU staff, and technical leads from all CCY partner agencies (DRC, Acted, MC, NRC, SI, IOM). Heads of Programs and Technical Working Group focal points from all CCY partner agencies (DRC, Acted, MC, NRC, SI, IOM).
    • External Partners & Coordination Bodies: Cash and Markets Working Group (CMWG), RRM Cluster, YDR Consortium, Food Security and Agriculture Cluster (FSAC), Nutrition Cluster, Health Cluster, Protection Cluster, Cash Learning Partnership (CaLP), Mercy Corps Regional Crisis Analysis Team (YAT), Social Fund for Development (SFD), BRIGTLY Consortium, Local Authority Representatives, UNFPA, UNICEF and other relevant UN agencies and INGOs.
    • Donors: Key CCY donors (e.g., DG ECHO, DG INTPA), other potential donors (FCDO, World Bank, etc.) and other relevant, consortia and partners.
    • Beneficiaries: Where feasible and appropriate, conduct gender-specific consultations with beneficiary communities to understand their perspectives on needs, priorities, and the impact of CCY programming.

Phase 3: Analysis and Strategy Drafting

  • Synthesize and analyze all findings from the desk review and stakeholder consultations.
  • Facilitate an analysis workshop involving the CCY Consortium Management Unit, and the CCY Technical Working Group to discuss key findings and preliminary strategic directions.
  • Develop a first draft of the CCY Strategy 2026 – 2029, which must include:
    • A revised/ updated Theory of Change.
    • A clear Mission and Vision statement.
    • A set of 3-4 overarching Strategic Objectives.
    • A detailed results framework for each objective, with key outcomes and illustrative outputs.
    • An outline of key operational approaches and guiding principles.
    • A set of recommendations for the CCY management structure and administrative framework based on the review.

Phase 4: Validation and Finalization

  • Debrief session with internal CCY stakeholders, including the CCY Steering Committee and the CCY Program Management Committee, to review the initial draft strategy for 2026–2029 and address comments to strengthen the draft.
  • Facilitate a joint validation workshop, with the CCY partners, current and potential donors and key external stakeholders to present the draft strategy, gather feedback, and build consensus.
  • Incorporate the feedback from the validation workshop into a final draft.
  • Submit the final, professionally formatted CCY Strategy 2026 – 2029 document to the CCY Steering Committee for final endorsement.

4. Key Thematic Areas for Exploration

The strategy revision process must critically examine and provide clear direction on the following themes:

  • Linking MPCA with Social Protection and Resilience: How can CCY move from ad-hoc linkages to a systematic, integrated approach that connects humanitarian cash with national social protection systems and long-term resilience-building? What specific models (e.g., graduation, layering, sequencing) are most feasible and impactful in the Yemeni context? With livelihoods now included under CCY, what graduation model(s), adapted to the Yemen context, should CCY adopt to link cash to post-cash interventions?Are there opportunities for alignment or complementarity with government-led initiatives (e.g., the Social Fund for Development [SFD], MoSAL’s social protection frameworks) as well as humanitarian agency-led programming (e.g., the BRIGHTLY consortium, cash interventions by UNICEF, WFP, and UNDP)?
  • Strengthening Localization: What does a meaningful localization strategy look like for a large international consortium like CCY? How can CCY move beyond basic coordination to genuine partnerships that strengthen the capacity, voice, and funding access of local actors?What are the actionable localization roadmaps within the Yemen context, including measurable indicators (e.g., percentage of funds to local partners, representation in governance, capacity-building mechanisms) to track progress toward meaningful localization.
  • Prioritizing Research and Advocacy: Given CCY’s role as a key evidence generator, what should the research and advocacy agenda be for the next strategic period? How can CCY best leverage its data and analysis to influence policy and practice among donors, authorities, and the wider humanitarian community?
  • Adapting to a Volatile Context: How can the strategy ensure CCY remains agile and adaptive to Yemen’s complex environment, including economic shocks, funding volatility, and shifting access dynamics? How can CCY incorporate scenario-based planning to help CCY anticipate change and define contingency actions? How can innovative approaches and adaptive management be better leveraged?
  • Consortium Governance: As CCY’s portfolio diversifies, how can its governance, coordination, and partnership models be strengthened to ensure continued efficiency, partner buy-in, and programmatic coherence?
  • Resource Mobilization and Business Development: Assess the future donor environment for CCY, identifying potential funding partners and trends aligned with resilience, early recovery, and climate-smart investments. The strategy should provide guidance on strategic donor engagement and diversification.

5. Timeline and Deliverables

The consultancy is expected to be completed within a three-month timeframe, with the final strategy delivered by the end of December 2025.

Phase

Indicative Timeline

Key Deliverables

Phase 1: Inception

Weeks 1-2

  1. Inception Report (including detailed work plan and tools).

Phase 2: Data Collection

Weeks 3-6

  1. Completion of all desk reviews and stakeholder consultations.

Phase 3: Drafting

Weeks 7-9

  1. First Draft of the CCY Strategy 2026 – 2029.

Phase 4: Validation & Finalization

Weeks 10-12

  1. Facilitated Validation Workshop and Report. Final CCY Strategy Document (2026 – 2029), endorsed by the Steering Committee.

6. Consultant Profile/Qualifications

The ideal candidate or team will possess the following qualifications and experience:

  • Proven Experience: At least 10 years of professional experience in strategic planning, program design, and evaluation within the humanitarian and/or development sectors.
  • Thematic Expertise: Demonstrated expertise in humanitarian cash and voucher assistance (CVA), multi-sector consortia management, and nexus programming (linking humanitarian, development, and peace).
  • Contextual Understanding: Deep understanding of Yemen’s operational context, including its political, economic, and social dynamics. Familiarity with its social protection mechanisms and resilience-building frameworks is highly desirable.
  • Facilitation Skills: Proven record of accomplishment in facilitating high-level workshops and engaging with a wide range of stakeholders, from community members to senior donor and UN officials.
  • Analytical and Writing Skills: Excellent analytical, synthesis, and writing skills, with the ability to produce clear, concise, and high-quality strategic documents in English.
  • Language: Fluency in English is essential. Proficiency in Arabic is a significant advantage.

7. Reporting Lines

The consultant will report directly to the CCY Chief of Party (CoP). They will work in close collaboration with the CCY Steering Committee for strategic guidance and endorsement, and with the Consortium Management Unit (CMU) for day-to-day coordination and support.

8. Application Process

As per DRC’s procurement protocols, interested candidates are requested to submit the following documents:

  1. CV(s) of the consultant(s) detailing relevant experience.
  2. Cover Letter (max 2 pages) explaining their suitability for the assignment and highlighting previous relevant work.
  3. Technical Proposal (max 5 pages) outlining the proposed methodology, approach, and a detailed work plan.
  4. Financial Proposal detailing the total cost, including daily rates for all personnel, travel, and any other associated costs.
  5. Examples/sample copies of similar assignments in the past.
  6. References from at least two previous, similar assignments.

9. Evaluation Criteria

Minimum Qualification Requirements

Requirement

Mandatory Criteria

Experience

Minimum 10 years in strategic planning for humanitarian/development organizations

Education

Masters degree (or Bachelors with equivalent extensive experience) in relevant field

Thematic Expertise

Demonstrated expertise in CVA, nexus programming, and resilience frameworks

Facilitation Skills

Proven track record in high-level stakeholder engagement and workshop facilitation

Language

Fluency in English (Arabic proficiency is an advantage)

Portfolio

Submission of relevant examples of strategic plans, evaluations, or research studies

References

Minimum 2 references from similar assignments

The consultant with the highest final score will be recommended for contract award.

How to apply

Click Here to download full package

Bids can be submitted by email to the following dedicated, controlled, & secure email address:

tender.yem@drc.ngo

Contact Person

DRC Yemen

Supply Chain Department

Supply Chain

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