Although DRC has been working with local civil society actors for several years in various countries, DRC has largely remained a self-implementing agency. DRC is working towards increasing its commitment to the Grand Bargain, Core Humanitarian Standards and localization agenda in general. In 2020, DRC developed a Global Civil Society Engagement Strategy formulating how DRC defines civil society, which civil society actors we engage with, and why. The strategy articulates DRC’s overall ambition for engaging with civil society through a global theory of change. It also provides key concepts and thinking to guide our work with civil society such as: priority interventions areas where DRC will invest its support to civil society, minimum standards for civil society programming, and principles that articulate DRC values when it comes to partnerships with civil society (see attached Strategy Brief).
In parallel, DRC launched a global learning initiative to gather evidence on our current engagement with local civil society across international operations. This initiative, running over 18 months, is implemented through a mixed methods approach including a deep dive into a select case studies (see attached Learning Framework document for an overview of the overall methodology for this initiative). The steer of the overall learning framework is anchored in DRC’s overall ambition, which we aim to contribute to through our civil society partnerships and programming across our international operations. This ambition is articulated in DRC’s global theory of change for our civil society engagement. DRC’s goal is to contribute to civil society having increased capacity, agency, and space to enable fulfilment of rights of people affected by conflict and displacement. By using the theory of change, learning captured under this initiative can also serve as a baseline, capturing where we are and what progress is made towards reaching our global ambition. The four themes that will guide learning captured reflect the four key intervention areas in our theory of change – these intervention areas are the means by which we will contribute to influencing this change through our partnerships with civil society. The four key intervention areas are: partnering with civil society, capacity development support to civil society, facilitating participation of civil society, and supporting advocacy efforts of civils society (see attached Strategy Brief for an overview of the global theory of change and key intervention areas).
Kenya has been selected as one of the case study locations to participate in this learning piece. In Kenya, the learning will look at how we go about supporting local civil society advocacy efforts and participation in decision making around land and natural resources governance in Turkana County. Turkana county is among the country’s poorest areas where devolution and decentralization are “important peace-building and state-building activities” but “also carry risks” of corruption, conflict, and elite capture. Control of political positions at all levels within the devolved government is a means for individuals and sections of the community to access power and resources. Crucially, with public participation in planning and decision-making processes lacking in substance, the voice and concerns of local communities are not legitimately reflected. Furthermore, the enactment of the Community Land Act (CLA) 2016 and its operationalization paves the way for new institutional set-up at the county and community levels on land administration and governance matters. Although NGOs have attempted to engage in advocacy around land and natural resource governance, the state of advocacy work in Turkana county has so far been ad-hoc and heavily reliant on funding and donor priorities rather than taking the form of a structured advocacy and engagement strategy. As a result, civil society organisations in this county have not been able to effectively represent community voices and elevate the community’s role in these critical issues. The added lack of structural linkages and accountability back to communities has further contributed to low levels of community involvement in policy and decision-making related to land and other natural resources in both counties. This has made past interventions unsustainable. Interventions die once donor funds dry up.
To this end, the DRC-DDG Kenya, is undertaking an action geared at supporting local civil society actors and community structures in Turkana County to prevent and resolve land and natural resource related conflicts through community-centered and sustainable approaches. The action aims at strengthening the capacity and collective voice of civil society actors and key community structures and representatives, in addition to facilitating and strengthening the engagement between civil society, community structures, government and private sector representatives. The action is a result of detailed consultation and coordination with 2 local partner organizations and a network of 18 local partners in Turkana County . The participation of national advocacy groups on land and natural resources in the action provide linkages and synergies on land related issues at different levels, generate evidence on land rights violations, support in creating awareness on natural resources issues and agency building for robust advocacy strategies. The participation of local NGOs in community mobilisation enhance ownership and sustainability of the project results. The same applies to the participation of community level actors, which include elders, local land committees, youth and women to promote inclusion, mobilisation and ownership of the project activities. Community land management committees together with community structures take centre-stage in matters of land governance and advocacy dialogues for sustainable local solutions.
At the local government level, key actors include various ministries and departments involved in the implementation of natural resource governance issues and conflict prevention. Their roles range from land administration, operationalisation of land related policies and frameworks, advocacy for women and youth inclusion in land-related decision-making processes, handling of land-related conflicts, and facilitation of dialogues among communities. Lastly, the participation of private sector actors in the action is geared towards building their capacity in conflict sensitive development, enhance constructive engagement with local actors and promote community-centred development to enhance land governance and prevention of land related conflicts in the region.
The learning exercise through the Kenya case study will cover the following overall objectives:
- To analyse the local civil society landscape in Kenya – where DRC operates (focusing on enabling and disabling factors for civil society actors to operate);
- To assess how DRC has approached partnership with local civil society actors, including lessons learned, good practices, promising practices;
- To study experiences, learnings and challenges from the current partnership with local civil society actors in Turkana under the IcSP project on land governance advocacy
- To provide recommendations to improve DRC’s approach to engaging with local civil society, particularly in supporting empowered local civil society to advocate.
The learning questions below for this case study have been structured across the 4 key intervention areas referenced above:
- What does adherence to our partnership principles look like in reality (equality, transparency, complementarity, results oriented, responsibility)?
- What do equitable and strategic partnerships look like in DRC? What are some internal/institutional enabling factors that facilitate equitable and strategic partnerships?
- Examples of DRC partnering with civil society organizations that are legitimate representatives of rights holders affected by conflict and displacement, including lessons learned
- How do our partnering procedures enable or disable effectively working with local civil society to reach our impact goal?
- How does our joint work with the partners enable partners to reach their own goals?How do we manage working in partnerships for increased access, including remote partnership management?
- Examples of effective approaches to capacity development support for civil society partners
- What capacities are needed for civil society actors to effectively engage with decision makers, advocate, and participate in preventing and resolving land and natural resource related conflicts?
- What is DRC’s value add in providing capacity development support relevant to this intervention? What are DRC’s own internal capacity gaps for providing relevant and effective capacity development support to partners?
- What are some results captured of change in capacity in our civil society partners, as a result of support provided by DRC?
- Examples of cross learning between DRC and our partners
- Examples of DRC facilitating increased access for local civil society to coordination and/or decision-making forums – at the local, national, and global levels
- Approaches of DRC fostering stronger linkages between civil society and the state, civil society and communities, civil society and the private sector
- Effectiveness of DRC’s role in facilitating and/or supporting collaboration across civil society partners we work with – at a local, national, or global level, be it through formal or informal coalitions, alliances, networks
- Examples of civil society partners successfully advocating for and influencing policy change – at the local, national, and global level
- Examples of DRC supporting the voice of marginalized groups to participate in advocacy – with a specific focus on women and youth led civil society
Submission of Bids
Bidders are solely responsible for ensuring that the full bid is received by DRC in accordance with the RFP requirements, prior to the specified date and time mentioned above. DRC will consider only those portions of the bids received prior to the closing date and time specified.
All responsive Bids shall be written on the DRC Bid Form (Annex A.1 and A.2).
Beyond the DRC Bid Form, the following documents shall be contained with the bid:
- Tender & Contract Award Acknowledgment Certificate (Annex B), and if required the Supplier Profile and Registration form (Annex E), plus any other documents required.
Bids not submitted on Annex A, or not received before the indicated time and date as set forth on page 1, or delivered to any other email address, or physical address will be disqualified.
Bids submitted by mail, email or courier by so is at the Bidders risk and DRC takes no responsibility for the receipt of such Bids.
Bidders are solely responsible for ensuring that the full Bid is received by DRC in accordance with the RFP requirements.
Bids can be submitted by email to the following dedicated, controlled, & secure email address:
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
- 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.
- To help us track our procurement effort, please indicate in your email where (ngotenders.net) you saw this tender/procurement notice.