Dadaab viability Study FY25

Background

CARE International

CARE (Cooperative for Assistance & Relief Everywhere) International is a leading global humanitarian and development organization dedicated to fighting poverty and gender inequality in more than 95 countries. Founded in 1945 as a US-based organization providing aid to European war victims, CARE now has years of experience assisting and empowering the most vulnerable people and communities in their local context. CARE works for a world without poverty, in which rights and dignities are guaranteed and in which all people can realize their human potential. CARE is sensitive to the realities of the cultures in which people live, work, and raise their families, and tailors its assistance programs to support vulnerable people as effectively as possible.

More specifically, CARE’s global 2030 vision guides all CARE entities in planning, implementing, and funding their activities, striving to create a world where all people live in dignity and security. This impact is that by 2030, CARE and its partners help 200 million people from the most vulnerable and excluded communities overcome poverty and social injustice.

CARE International in Kenya (CIK)

CARE International has been working in Kenya since 1968, and currently implements major programs in 20 out of 47 counties reaching approximately 2 million people per year. The programs align with national and county level priorities.

In 2023, CARE developed a new strategy for the period 2024 – 2030 which sets out a new direction for CARE in Kenya, reinforcing our commitment to locally-led and gender-transformative work, but with a bold shift in mindset that embraces an enterprising approach and climate smart actions that clearly point to a transformational future.

CARE Kenya’s goal for this strategic period is that 5.5 million people in the most vulnerable and excluded communities have overcome poverty and social injustice, underpinned by three inter-related program pillars: Gender Equality and Women’s Empowerment (GEWE); Food, Water and Nutrition Security (FWNS) and Humanitarian and Emergency Response

With the enactment of the Refugee bill into law in 2021, opening possibilities for refugees to live and work in Kenya, CARE Kenya’s intention has been to build a more diverse area of refugees’ programming better suited to a rapidly changing world, including resilience and livelihoods building; creating a network of support for refugees using CARE’s presence in the broader region through cross border programing; and advocating for refugees’ rights and wellbeing. The changes are in line with CARE’s Vision 2030 and would enable CARE International in Kenya to be more effective in working with partners and communities in the refugee setting to tackle the root causes that lead to the influx of refugees, help people to survive humanitarian crises and enhance inclusive and peaceful communities. CARE will be shifting more decision-making power to host and refugees’ communities and re-orientating it’s teams to work in ways and on issues that are more tailored to their specific local contexts. However the funding environment has changed rapidly over the last years and potential funding for this approach hasn’t been resourced.

Purpose

The purpose of this study is to assess both the strategic and financial viability of continuing a CARE Kenya presence in the Dadaab refugee camp. To explore all opportunities and challenges in line with CARE Kenya 2024-30 Strategic plan. The assessment should lead the CARE Kenya Senior Management Team (SMT) being able to make recommendations to the CARE ECA Regional Leadership Team for approval of actions in the short, medium and long term for continuity or closure CARE Kenya’s Dadaab refugee operational program.

Current situation

CARE International in Kenya (CIK) is implementing projects in Dadaab refugee complex under the Refugee Assistance Program (RAP). CIK for over 30 years was the lead partner of United Nations High Commission for Refugees (UNHCR) for Water, Sanitation and Hygiene in the three camps within Dadaab: Dagahaley, Ifo and Hagadera. The current programme in Dadaab that CARE Kenya is implementing is a General Food Distribution programme funded by WFP in two camps Hagadera and IFO 2. The current FLA is in effect until 30th June 2027. WFP have made it clear that for CARE Kenya next years allocation will not see an increase in tonnage and we will be expected to deliver differentiated food packages on a relevant percentage basis of the total requirements.

The current project cycle Sept 2024-Aug 2025 has some funding gap.

CARE Kenya is in discussion with CARE Denmark for funding of USD 100K for research on solid waste management which may lead to further funding in the next financial year. This funding will have limited contribution to covering the current funding gap.

The indications are that from April 2025 a differentiated system of response will be implemented across refugee responses, where assistance will be based on assessed need, a comprehensive package will be identified for each household and livelihoods skills will be developed to allow household graduation towards self reliance. Currently there is no earmarked funding for this, response packages are just being developed and its unclear whether initial donor interest will result in the funding required. CARE Kenya is invited to contribute their expertise to these discussions and UNHCR/WFP and DRA all expect that CARE will be involved in some form of future programming potentially around livelihoods, VSLA approaches, graduation etc

Assessment

Assessment should be made around the following areas:

1. Alignment of current Refugee program to CARE Kenya strategy 2024 – 30, particularly how it aligns to the three pillars (Gender equality and leadership, Food water and nutrition security, and humanitarian response) and contributes to the four ambitions: feminist, locally led, embracing enterprise and climate smart.
2. CAREs comparative advantage/value in Dadaab refugee and host community settings
3. The potential and opportunities in the camp and host community to impact on the lives of vulnerable women and girls particularly through a locally led approach.
4. Analysis of funding trends past 5-years and projecting forwards for the next few years, in terms of potential business development in line with the strategic plan.
5. Analysis of the coverage of costs, ability to manage risk and loss history over the last 5-years
6. Cost effectiveness of organizational set up in Dadaab, and recommendations for any possible revised structure that is aligned to funding resources available in the short term.
7. Options and potential next steps for maintaining status quo, possible expansion or closing operations.

Methodology

The consultant should identify key stakeholders in their proposal. Any methodology needs to be participatory where possible and can use quantitative and qualitative sources. Information should be gathered using a desk review of relevant documentation, and key informant Interviews. Interviews can be done online and do not require any travel to implementing locations.

Deliverables (15 working days)

1. A draft Report which answers the questions for the assessment identified above
2. Presentation to the SMT on the questions with recommendations
3. A final report based on the assessment finding and recommendations (20 pages maximum) addressing feedback from the CARE Kenya team.

Qualifications

• Extensive experience and proven track record of successful analysis of program strategy and delivery including financial analysis
• Understanding of global or international development field and experience working in international contexts especially in Kenya and ideally in refugee settings
• Experience in leading organization development, structure and human resource related change processes
• Strong Communication skills as well as Interpersonal and presentation skills. Good written and spoken English (ability to speak Somali an advantage)
• Registered with the relevant authorities.

Reporting lines

The consultant will report Directly to the Country Director and will be supported by the SMT. Regular updates will be required for the SMT plus and the Regional Management Team