RFP-RO01-003921 - Baseline Assessment of the Regional Durable Solutions Secretariat (ReDSS)’s Shared Agenda 2025-2027

RFP-RO01-003921 - Baseline Assessment of the Regional Durable Solutions Secretariat (ReDSS)’s Shared Agenda 2025-2027

Terms of reference, August 2025

1.Who is the Regional Durable Solutions Secretariat?

ReDSS is a secretariat working on behalf of 14 international and national NGOs working on forced displacement in East Africa, the Horn of Africa and the Great Lakes region. We were established in 2015 in response to a desire by the NGO community to be more proactive in shaping durable solutions policy and programming in the region. Our team works both a regional and country level and focusses on the translation of evidence and research into policies and programmes that can better deliver for displacement-affected communities. We do this through a range of activities, including: convening key stakeholders at multiple levels to produce consensus around collective actions that can be taken; supporting new evidence generation through commissioning and undertaking research and analysis; and building the capacity of key actors through delivering training and developing tools and guidance. We do not implement programmes directly, and by maintaining this distance are better able to play a neutral role across the system.

2. Background

The search for durable solutions to the protracted displacement situation in East, Horn, and Great Lakes Regions of Africa remains a key humanitarian and development concern. This is a regional/cross-border issue, with a strong political dimension, which demands a coherent and collaborative multi-actor response that goes beyond the existing humanitarian agenda. The Regional Durable Solutions Secretariat (ReDSS), established in 2015, is a coalition of 14 NGOs that serves as a coordination and information hub to drive durable solutions for displacement-affected communities in the East, Horn, and Great Lakes regions of Africa. ReDSS enhances joint learning, informs policy, builds capacity, and fosters coordination, acting as a catalyst to stimulate forward-thinking and policy development on durable solutions. ReDSS has established country units in Ethiopia, Kenya, Somalia, and a coordination unit for the Great Lakes in Burundi. The country units are supported by a regional coordination unit based in Nairobi. The objective is to retain collective efforts contextualized per country while maximizing regional impacts through cross-border and cross-country learning. Additionally, the goal for ReDSS is to ensure collective efforts can demonstrate impact at scale while ensuring focus and value add at local level.

ReDSS Shared Agenda Strategy 2025–2027 and Baseline Assessment Purpose

ReDSS and its coalition of members have developed our 2025–2027 Strategy and Theory of Change grounded in the recognition that durable solutions are deeply political, non-linear, and highly context-dependent processes. The strategy explicitly seeks to confront the systemic political, economic, and social barriers that continue to undermine the effectiveness of displacement-related policy and programming—particularly in protracted displacement contexts—and to support displaced populations to progressively realize durable solutions.

The strategy outlines four interlinked strategic goals:

1. Strategic Goal 1: Improve the ability of decision-makers within the aid system to design and implement conflict- and politically sensitive policies and operational decisions that enhance the rights and protections of displacement-affected communities.
2. Strategic Goal 2: Strengthen access to equitable and sustainable economic opportunities for displacement-affected communities, increasing their agency and resilience.
3. Strategic Goal 3: Enhance social capital and inclusion to promote a stronger sense of belonging, safety, and cohesion between displaced and host populations.
4. Strategic Goal 4: Bolster the overall capacity, coordination, and learning of the aid system to more effectively support area-based, locally led solutions processes.

These goals will be pursued through a three-pronged approach:

• Generating and translating context-specific evidence;
• Building skills and capabilities through learning, policy engagement, and programme support;
• Convening and brokering collaboration among diverse actors including governments, donors, civil society, and communities themselves.

The problem: Why a Shared Agenda is needed

Despite years of engagement by governments, donors, and humanitarian and development actors to create enabling environments for durable solutions, major gaps persist. Structural challenges—as well as donor funding cuts, increasing climate shocks, renewed conflict, and economic fragility—are compounding existing vulnerabilities and straining the capacities of both host communities and formal systems.

The result is a shrinking space for long-term (re)integration and prevention efforts, with operational focus and funding diverted toward short-term, life-saving interventions. While such responses are urgent and necessary, they are not sufficient to address the underlying drivers or consequences of displacement. Over 20 million people remain displaced across the East, Horn, and Great Lakes regions, many facing entrenched conditions of marginalisation, material precarity, and limited access to rights and services.

Urban and peri-urban areas have become the primary destinations for displaced populations, putting additional pressure on fragile infrastructure and social systems, and exacerbating inequality, exclusion, and policy fragmentation. Without an increased and sustained recalibration toward inclusive, longer-term, and locally driven solutions, the cycle of displacement and humanitarian dependency will continue.

ReDSS’ response: The Shared Agenda

In response to these realities, ReDSS has developed a Shared Agenda to serve as a collective framework guiding the coalition’s efforts to strengthen solutions programming and coordination over the 2025–2027 period. Co-developed with members and partners—including government institutions, local actors, international organizations, and donors—the Shared Agenda is a practical roadmap to shift how durable solutions are conceived, designed, and delivered.

The Shared Agenda prioritizes:

• Community participation and agency in decision-making and implementation;
• Leadership and accountability of local governance systems in driving solutions processes;
• Integrated, area-based approaches that foster synergies and avoid duplication—especially in urban and peri-urban settings where displacement intersects with broader development challenges.

3.Purpose of the Baseline Assessment

To inform and enable effective implementation of the Shared Agenda, ReDSS is commissioning a comprehensive baseline assessment. This assessment will establish the initial conditions—both external and internal—that will shape the operationalization of the 3-year strategy.

The purpose of the baseline is threefold:

1. Assess Contextual Dynamics: Understand the political, institutional, and socio-economic factors influencing the prospects for durable solutions in priority countries;
2. Evaluate ReDSS’ Internal Systems and Capacities: Assess the relevance and readiness of ReDSS’ governance, learning, MEL, member engagement, and communications systems to deliver on the strategy;
3. Generate Actionable Recommendations: Provide tailored recommendations to support implementation and inform adaptive strategy management over time (immediate, mid-term, and end-line stages).

The assessment will cover ReDSS core countries: Burundi, Ethiopia, Kenya, Somalia, and Uganda, with additional analysis to support strategic engagement in the Sudan regional response and the Democratic Republic of Congo. Findings from the baseline will serve as a key reference point for monitoring change and measuring impact during the end-line evaluation planned for early 2028.

4.Guiding Questions

Component: Political Opportunities & Barriers

Guiding Questions

1. What ReDSS evidence products have been disseminated and used over the last 3 years?
2. Are there documented cases or references showing influence on policy/strategy formulation?
3. How do policymakers and practitioners describe the value of ReDSS materials?
4. To what extent are displacement-affected communities consulted in decision-making (policies, programmes)?
5. Are there formal mechanisms (e.g., representation, consultation forums) in place to support their participation?
6. What mechanisms exist for consulting displacement-affected communities in decision-making (policies or programmes)?
7. How do key stakeholders perceive ReDSS’ added value in promoting politically informed, conflict-sensitive solutions?

Data Source

1. ReDSS Community Accountability Study 2025
2. Interviews with government officials and donors
3. Review of policies, strategies, meeting Reports
4. FGDs with community leaders and CSOs

Component: Economic Barriers & Opportunities

Guiding Questions

1. Do communities have legal or informal access to employment and income-generating activities?
2. What barriers (legal, social, administrative) exist in accessing economic resources, including documentation, work rights, access to finance etc.?
3. Are there notable differences in economic activity across gender, age, or location?
4. What sectors are displacement-affected persons most active in economically?
5. What national or local programmes are promoting economic inclusion of displaced communities

Data Source

1. FGDs and surveys with community representatives
2. Interviews with local authorities and private sector actors
3. Desk review of relevant national/local regulations

Component: Social Barriers & Opportunities

Guiding Questions

1. What formal/informal social networks support displaced populations, and how inclusive are these spaces (by age, gender, displacement status)?
2. How do communities perceive their social connectedness and ability to influence local decisions?
3. Do communities feel that humanitarian and development actors listen to and reflect their priorities?
4. What are the main enablers and barriers to social cohesion and inclusion?

Data Source

1. FGDs with various community segments (youth, women, elders)
2. Interviews with local NGOs, faith-based orgs, and community groups
3. Survey questions capturing satisfaction and participation
4. ReDSS Community Accountability Study Report
5. Ongoing ReDSS Gender and Solutions Analysis 2025

Component: Financing for solutions

Guiding Questions

1. What is the current status of predictable, multi-year funding for durable solutions initiatives?
2. How widely are durable solutions frameworks (including ReDSS materials) informing donor and partner strategies?
3. What factors enable or hinder donor investment in long-term solutions?
4. What gaps exist in financing models for area-based, locally led programming?

Data Source

1. Interviews with donor reps and INGOs
2. Review of funding reports, donor strategy documents
3. Analysis of ReDSS engagement logs and dissemination records

Component: Internal Capacity and Readiness

Guiding Questions

1. To what extent are ReDSS systems (governance, staffing, MEL, communications, member engagement) aligned to the 2025–2027 strategy?
2. Are existing tools and platforms fit for purpose (e.g. convening, knowledge sharing, capacity building)?
3. What internal gaps (technical, structural, relational) need to be addressed to deliver on the Shared Agenda?
4. What improvements are needed to enhance internal collaboration and country – regional coherence?

Data Source

1. Internal self-assessment tool or SWOT
2. Interviews with ReDSS secretariat, working group leads, partner feedback

Component: Contextual Analysis

Guiding questions

1. What external political, economic, social, technological, environmental, and legal factors will shape the implementation of the Shared Agenda?
2. How might these dynamics evolve over the short, medium, and long term?
3. What are the most critical risks and opportunities facing durable solutions actors across the region?
4. What strategic partnerships or programmatic shifts should ReDSS consider in response, within the short -mid and long term to ensure sustainability?

Data Source

1. Secondary data review (UNHCR, IOM, WFP, national gov’t reports
2. Interviews with context experts or think tanks

Note: the above questions form a guidance of key questions to be addressed but are non-exhaustive and hence will be reviewed, prioritized and finalized together with the selected consultant. By analyzing the different questions, the evaluation will give particular focus given to relevance, effectiveness, impact and sustainability. In addition, the evaluation will also focus on lessons learned and recommendations for improvement.

5. Methodology

The Baseline Assessment will employ a mixed-methods approach combining both qualitative and quantitative data to generate reference values for outcome indicators against the changes and impact that can be measured at the end of the strategic period when an end-line will be conducted early 2028.

Key Methodological Components:

• Desk review of existing ReDSS evidence products, regional durable solutions related policies and strategies, previous evaluations, and donor funding trends.
• Key informant interviews (KIIs) with government officials, humanitarian/development actors, donors, and ReDSS partners.
• Focus group discussions (FGDs) with displacement-affected communities across countries (where feasible).
• Surveys (where feasible) to gather structured data on perception-based responses
• Internal capacity review through self-assessment tools and staff interviews.
• PESTEL-based Light Context Scan to inform assumptions and risks.

6. Expected deliverables

• 1 Inception report (Word [20 pages max] and PowerPoint versions) and 1 stakeholders workshop outlining the methodological approach, and agreed evaluation framework. The inception report will also outline the tools that will be used including a work-plan, and a list of individuals and/or types of organizations to be consulted.
• 1 draft consolidated baseline report with proposed pathways of change to inform implementation of the ReDSS Shared Agenda strategy. The assessment will be reviewed with an Advisory Group including ReDSS members and key partners. The consolidated draft report should include:
• A Contextual analysis report (regional synthesis + 4 focus countries rapid assessments, maximum 25 pages)
• An internal systems alignment report (maximum 10 pages)
• A refined MEL baseline matrix and an updated Theory of Change
• 1 final consolidated baseline report based on feedback to be presented to and validated by the Advisory Group and the ReDSS steering committee
• 4 facilitated workshops (3 virtual) with the Advisory Group and (1 physical with ReDSS Members and Partners)
• 1 PowerPoint summary deck adapted for internal and external audiences

7. Management and timeframe

The evaluation will be conducted in a period of 50 consultancy days within 5 months, starting in mid-September 2025. The evaluator will report to the ReDSS Regional Director and be guided by the Advisory Group for the evaluation.

The workplan will be developed and agreed with selected consultant(s).

8. Eligibility, qualification, and experience required

The consultant(s) should possess the following qualifications:

• Master degree in international relations, development, M&E, political science, economics and business or organizational management
• Minimum 10 years’ proven experience in conducting similar assignments involving multi-stakeholder platforms and systems-level strategy
• Skilled in participatory facilitation and Theory of Change development
• Demonstrable experience related to forced migration and durable solutions an added advantage
• Strong knowledge of the region and the socio-economic and political dynamics affecting it; more specifically on displacement trends within the Horn of Africa region
• Strong analytical and writing skills with proven experience in producing high-quality evaluations with the ability to present complex information in a simple and accessible manner
• Fluency in written and spoken English. Fluency in written and spoken French is a significant advantage.

9. Technical supervision

The selected consultant will work under the supervision of:

• Patience Kiara , ReDSS Director
• Andrew Maina, ReDSS Solutions coordinator and the Country Unit Managers

10. Location and support

Submissions for this consultancy are open to bids for remote work or work with ReDSS team members and partners in ReDSS areas of operation in East Africa and Great Lakes.

The Consultant(s) will provide her/his/their own computer and mobile telephone.

11. Travel

Any travel for this work will be discussed with DRC and terms of travel for DRC will apply.

12. Submission process

Interested firms that meet the requirements should send both their proposal and other required documents to the email address; tender.RO01@drc.ngo.

Please indicate “ReDSS Baseline Assessment Consultancy – RFP-RO01-003921” in the subject line of your email application.

13. Evaluation of bids

Please refer to the RFP Invitation Letter

14. Terms & Conditions

DRC will evaluate proposals and award the assignment based on technical and financial feasibility in line with DRC Procurement guidelines. DRC reserves the right to accept or reject any proposal received without disclosing reasons to applicants and is not bound to accept the lowest bidder.

15. Confidentiality

All information presented, obtained, and produced is to be treated as DRC’s property and is considered confidential for all other purposes than what is outlined in these terms of reference.

16. Additional information

For additional information regarding these terms of reference, please send your questions to Regional Supply Chain Manager: procurement.RO01@drc.ngo

Please find complete bidding documents in the following link: RFP-RO01-003921 ReDSS Baseline Assessment Consultancy

How to apply

Bids can be submitted by email to the following dedicated, controlled, & secure email address: tender.ro01@drc.ngo

When Bids are emailed, the following conditions shall be complied with:

• The RFP number shall be inserted in the Subject Heading of the email
• Separate emails shall be used for the ‘Financial Bid’ and ‘Technical Bid’, and the Subject Heading of the email shall indicate which type the email contains
  • The financial bid shall only contain the financial bid form, Annex A.2 or vendors financial bid in own format
  • The technical bid shall contain all other documents required by the tender, but excluding all pricing information
• Bid documents required, shall be included as an attachment to the email in PDF, JPEG, TIF format, or the same type of files provided as a ZIP file. Documents in MS Word or excel formats, will result in the bid being disqualified.
• Email attachments shall not exceed 4MB; otherwise, the bidder shall send his bid in multiple emails.

Failure to comply with the above may disqualify the Bid.

DRC is not responsible for the failure of the Internet, network, server, or any other hardware, or software, used by either the Bidder or DRC in the processing of emails.

Bids will be submitted electronically. DRC is not responsible for the non-receipt of Bids submitted by email as part of the e-Tendering process