External Consultant

Danish Refugee Council

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 2PHONE_NUMBER 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 PHONE_NUMBER).
• Current Yemen Displacement Response (YDR) Consortium Strategy PHONE_NUMBER)
• 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 2PHONE_NUMBER, 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 2PHONE_NUMBER 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 2PHONE_NUMBER 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.