Tenders are invited for Provision of End-Line Evaluation Consultancy Closing Date: 25 Mar 2026 Type: Consultancy Who is the Danish Refugee Council? Founded in 1956, the Danish Refugee Council (DRC) is a leading international NGO (non-governmental organization) present in 40 countries, with over 9,000 employees and supported by 7,500 volunteers. DRC protects, advocates, and builds sustainable futures for refugees and other displacement-affected people and communities. DRC works during displacement at all stages: in acute crisis, in displacement, when settling and integrating in a new place, or upon return. DRC provides protection and life-saving humanitarian assistance, supports displaced persons in becoming self-reliant and included in hosting societies. It works with civil society and responsible authorities to promote the protection of rights and peaceful coexistence. DRC has been operational in Kenya since 2005 and is one of the United Nations High Commissioner for Refugees (UNHCR) largest implementing partners in the refugee response. DRC is present in Garissa (Dadaab & Garissa), Turkana (Kakuma, Kalobeyei & Lodwar), Nairobi, Isiolo, Marsabit, Lamu, and Mandera counties. Project Background The micro-entrepreneurship ecosystem in Kenya is vibrant yet many entrepreneurs face a growth ceiling. Since 2015, the Danish Refugee Council (DRC) has successfully supported Community Savings and Loans Associations (CSLAs). These informal lending outfits provide vital financing opportunities to those micro businesses cut off from mainstream banking. As these businesses mature, they encounter systemic barriers that prevent them from accessing formal financial and business support services essential for long-term resilience. Refugees in Kenya, particularly those in urban centers like Nairobi and border counties like Mandera, navigate a complex regulatory landscape. Despite the progressive Refugee Act 2021 which recognizes the Refugee ID as a valid KYC (Know Your Customer) document for financial services and business registration, financial institutions remain hesitant to lend to this demographic group due to lack of information and refugees perceived flight risk. The exclusion from mainstream financing leaves refugees leaves with no much option but to rely on informal CSLA funds, which are often insufficient for significant business expansion. The SDACKED project employs a Market Systems Development (MSD) approach to unblock these barriers. By working at a systems level, DRC facilitates linkages between CSLAs and formal institutions like KCB Bank, while simultaneously advocating for policy coherence and supporting the digitization of group records. In Mandera, the project addresses thinner markets by exploring value chains in livestock and farming and promoting Sharia-compliant financial products. Objectives of the Consultancy The consultant is expected to conduct the end-line evaluation to the required standards. S/he will be expected to lead in the day-to-day management of the activities, including, coordinating field-level data collection, analysis, and report writing. The consultant is expected to regularly consult DRC staff while implementing the assignment. The specific objectives of this evaluation are: To evaluate the projects effectiveness, relevance, coherence, efficiency, sustainability, and impact with a primary focus on assessing the projects meeting of the expected results, objectives, and overarching goal. To ensure accountability by evaluating whether resources invested have led to desired results. To compare end-line data with baseline data to understand the magnitude of achievement and of change over time. To identify pivotal lessons and potential practices for organizational learning. To assess challenges, best practices, lessons learnt, and document outcomes of evidence-based recommendations, to inform future processes. To conduct an outcome harvesting exercise aimed at identifying behavioural changes among the targeted community/participants, and systematically capture outcomes related to business performance, including changes in monthly income levels, income consistency, and stability. End-line Evaluation Criteria The end-line evaluation will employ specific OECD (Organization for Economic Co-operation and Development) evaluation criteria for humanitarian action, to guide the study, with special emphasis on sustainability. Key Objectives/Evaluation Criteria Key Questions to be Asked 1. Relevance/ Appropriateness The extent to which the intervention objectives and design responded to the beneficiaries needs. Were the project inputs, targets, and strategy (including its assumptions and theory of change) realistic and appropriate? Were the projects activities and objectives designed and implemented in a way that avoids future harm? To what extent did the community and stakeholders participate in the planning and implementation of project interventions? What tangible benefits or changes did the project bring to the target audience or community? Did the project respond to the needs and priorities of the target groups? To what extent did beneficiaries (host and refugee girls, women, boys, and men) and partners participate? Was the selected target group relevant/significant? 2. Coherence The compatibility of the intervention with other interventions. Did the projects logic allow the achievement of its objectives and results (Quality of ToC)? Were the approaches coherently used? Did project activities overlap and duplicate other similar interventions (funded nationally and /or by other donors)? Have diverse stakeholder perspectives been integrated coherently into the project design and implementation? Is there consistency in how stakeholder feedback and input have been incorporated throughout the project life cycle? 3. Effectiveness The extent to which the intervention achieved, or is expected to achieve, its objectives and results. To what extent did the project achieve its outputs, outcomes, and goals? What were the major factors influencing the achievement or non-achievement of the objectives? Have critical components for strengthening resilience been implemented and shown intended results? Are the project outcomes likely to be sustained beyond the projects lifespan? What lessons were learned during project implementation, and how were they applied to improve effectiveness? 4. Coverage The extent to which the intervention reached the intended beneficiaries and the geographical areas targeted. Did the intervention cover all the geographical regions identified as priority areas for assistance? What proportion of the intended beneficiary population was reached by the project? To what extent did the interventions cover the range of services intended for the targeted population? What were the key challenges or barriers that affected the coverage of the intervention? 5. Efficiency The extent to which the intervention delivers, or is likely to deliver, results in an economic and timely way. What was the relationship between the resources invested and the outcomes achieved? Were the intervention activities implemented cost-effectively? Were the intervention activities carried out promptly, considering the urgency of the humanitarian situation? How effectively were the operational processes managed, including procurement and logistics? To what extent were innovative approaches or technology utilized to improve the efficiency of the intervention? How effectively did the actors collaborate and coordinate their efforts to avoid duplication and maximize efficiency? 6. Impact The extent to which the intervention has generated or is expected to generate significant positive or negative, intended, or unintended, higher-level effects. What positive and negative, intended and unintended changes has the SDACKED project generated at the individual, household, community, and market systems levels? What tangible and intangible differences has the intervention made in the lives of project participants; including changes in business performance (e.g., monthly income levels, income consistency, business growth trends, financial inclusion, access to income), and the role of financial services in influencing income and business outcomes? To what extent has the project contributed to strengthening community and stakeholder resilience, including improved coping strategies, access to formal financial services, strengthened CSLA systems, and enhanced linkages with market actors and institutions? What broader changes, if any, have occurred within the entrepreneurship and financial inclusion ecosystem (e.g., financial institutions, local markets, service providers, policy or practice shifts) as a result of the projects Market Systems Development approach? How likely is it that the observed positive changes will be sustained in the short- and medium-term at both beneficiary and systems levels, and what factors may enable or constrain sustainability? 7. Sustainability The extent to which the net benefits of the intervention continue or are likely to continue. To what extent did the planning and implementation of the interventions take longer-term and interconnected problems into account? Did the project plan and implement an adequate transition and exit strategy that ensures longer-term positive effects while reducing the risk of dependency? How effective is the exit strategy and approach to phase out assistance provided by the project, including support for public policy dialogue? How well are the projects outputs linked to more long-term focused objectives? What are the key factors/areas that will require additional support/attention to improve prospects of sustainability of the project outcomes and the potential for replication of this approach? 8. Learning and Replicability What worked well Tender Link : https://reliefweb.int/job/4202288/provision-end-line-evaluation-consultancy
