Request for Quotation (RFQ) for the Provision of Consultancy Services to DRC Yemen At Danish Refugee Council

BACKGROUND
As a response to the displacement crisis, the Yemen Displacement Response (YDR) Consortium was
formed in early 2019 by three INGOs – Danish Refugee Council (DRC) as the lead agency, together with
the Norwegian Refugee Council (NRC) and ACTED, to respond to the needs of Internally Displaced
Persons (IDPs) in camp-like settings. The Consortium was later joined by the IOM due to its shared
objectives and scope of work in site management. The Consortium has worked to improve the living
conditions in IDP sites, by strengthening effective site management and evidence-based, community
driven service provision carried out through multi-stakeholder coordination across nine governorates
in Yemen.
The Consortium’s role has been both programmatic and strategic. Programmatically, the Consortium
partners have been providing direct services to IDP sites (CCCM, Shelter, WASH, and Protection) through
an integrated, multi-sectoral, area-based approach. They have also worked to build the CCCM actors’
capacities in CCCM and protection mainstreaming to strengthen the understanding of the common
CCCM standards and principles. Strategically, the Consortium has engaged with the CCCM and other
relevant Clusters to shape the country’s CCCM strategy and engaged in advocacy on the priority issues
in the response.
In November 2020, the YDR Consortium developed its strategy for 2020-2023 with the following key
objectives and expected results:
Objective 1: To increase information available to humanitarian partners to support evidence-based
and inclusive service provision
Objective 2: To build capacity of partners, community members and local authorities to support
efficient service provision and effective site management
Objective 3: To ensure efficient delivery of multi-sectoral, basic service response and build resilience
of IDPs in camp and camp like settings.
Expected Results

 IDPs in Yemen have increased access to services;  Improved quality of service delivered ensure gaps are addressed and mitigate duplication of aid within the sites;  IDPs capacity enhanced and are self-reliant. The strategy envisions periodic reviews of progress to ensure the Consortium is responsive to the context and aligns itself with evolving needs. With the changes in the operational context and evolving programmatic priorities, it is the opportune time to undertake the strategy review. Changes in Consortium partners’ teams also offers an opportunity to review and develop a joint vision going forward. Due to the complex and changing situation of Yemen, the revised strategy should account for the volatile context and the needs and capacity of the persons of concern. The revised strategy will, where appropriate, be aligned with response strategies of other relevant stakeholders (including donors, local authorities, partners and relevant humanitarian clusters) in order to identify humanitarian gaps and business opportunities for YDR.

OBJECTIVES The overall goal is to conduct a midterm strategy review with the objectives to:  Review YDR Consortium’s vision, mission, objectives and priorities to ensure they are still relevant and align with Yemen’s context and operational environment;  Assess progress on implementation of 2021-22 priorities and set Consortium’s priorities for 2022-2023 based on needs, added value, lessons learned and priorities in the Yemen displacement response;  Identify opportunities for coherence and synergy by aligning work of the YDR Consortium with other relevant Consortia and Clusters to support a holistic approach to the Yemen displacement response with the aim to transition communities from emergency response to durable solutions and resilience, when and where relevant and feasible.

SCOPE OF THE WORK
STEP 1 – DESK REVIEW & MAPPING OF STAKEHOLDERS

Desk review and preparatory analysis – The consultant will review recent documents relevant to
support the strategy review process, including all documentation relevant to the needs analysis,
contexts analysis and response analysis. As such, it will include internal documents such as the current
YDR Consortium strategy 2020-2023, active project proposals, lessons learned, SOPs, projects review
(mid-terms and final evaluations), etc., as well as key strategic documents from the Consortium
members, humanitarian Clusters and national policy/strategy documents.
Stakeholder’s mapping – With support of the Consortium Management Unit (CMU) and the Consortium
Strategy Review Task Force that will be composed of the nominated Consortium partners’ focal points,
the consultant will identify and confirm key internal and external stakeholders that should be consulted
during the strategy review process. The mapping will serve both as preparatory work to the
operationalization of the strategy as well as to directly identify the stakeholders that will be consulted
and/or involved in the strategy review process.
STEP 2 –STAKEHOLDER CONSULTATIONS (INTERNAL AND EXTERNAL)
The consult should develop necessary tools and conduct consultations with relevant stakeholders to
solicit feedback on the work of the Consortium and priorities for the displacement response.
The following stakeholders will be consulted:
 Consortium partners: CMU; program focal points / staff across operational sectors; technical
teams; Steering Committee members;
 Consortia: Cash Consortium Yemen (CCY) (emergency cash assistance); Durable Solutions
Consortium;
 Clusters: CCCM, Shelter, WASH, Protection;
 Donor(s): ECHO, OCHA;
 Local authorities (as feasible): Executive Unit for IDPs (ExU) (IRG); SCMCHA (DFA);
 Affected communities.
Feedback should be solicited from the Consortium partners by administering an individual online
survey and collecting an organizational level feedback where the Consortium partners respond to a
developed questionnaire.

KIIs /FGDs, as relevant, should be conducted with the Clusters, the donors, local authorities, and
affected communities, where feasible. Consultations with the local authorities and affected
communities will be conducted with support from the CMU and the Consortium partner teams.
STEP 3– STRATEGY CONSULTATION WORKSHOP – FACILITATION OF PARTICIPATORY DISCUSSION
AROUND STRATEGIC ORIENTATIONS
Workshop – The consultant, with support from the CMU, will organize a facilitate a remote workshop
with key internal and external stakeholders. Throughout the workshop, the consultant will ensure that
there are efficient, participatory discussions around the strategic orientations to be adopted for the YDR
Consortium.
During the workshop, the consultant will be expected to:
 Present and discuss /validate consultation results and findings;
 Discuss and agree on the Consortium’s objectives and priorities for 2022-2023;
 Discuss and develop the strategic operational plan based on agreed priorities for 2022-2023,
including key advocacy-related objectives based on needs and context;
 Agree on the strategy outline.
STEP 4 –ELABORATION OF REVISED STRATEGY DOCUMENT
Consolidation and Writing – The consultant will consolidate and articulate the main take-aways and
findings from the workshop into a strategy document. The Consultant will be supported by the
Consortium Management Unit (CMU) to develop the needed Annexes.
The strategy document and its annexes will be circulated to all involved relevant stakeholders for
consultation and feedback.
STEP 5 –FINAL STRATEGY REVIEW / APPROVAL
Consortium partners will be invited to participate in the validation of the Strategy via email and/or
validation meeting, based on feedback. The consultant together with the YDR Consortium Manager will
jointly present the final proposed Strategy to the Steering Committee with specific recommendations
regarding the next steps that will ensure an effective operationalization and implementation of the
strategy in terms of resources, team structure, etc.