Learning lessons from the policy influence of the Regional Hunger and Vulnerability Programme (RHVP)

Drawing on the RAPID Outcome Assessment methodology, this report examines the influence of Regional Hunger and Vulnerability Programme (RHVP) on policy in southern Africa and shares lessons learned from these experiences. The methodology involved first assessing the changes seen in six key stakeholder groups over the life of the programme, second, analysing the causes and influences behind these changes, and third, interpreting what lessons this has for future programmes similar to RHVP, and for DFID. The process involved three phases, first 'homework' where the RHVP team collected evidence of changes in stakeholder groups, second, a two-day workshop in which the changes were discussed and analysed, and third, the write-up, drafted by the RHVP team and compiled and synthesised by the Overseas Development Institute (ODI). The changes seen in stakeholder groups due to the influence of RHVP were as follows:

• Over the period of RHVP there were significant increases in the level of attention and funding given to social protection by International Development Partners (IDPs), and improvements in the sophistication of their approach.
• With regard to national Vulnerability Assessment Committees (VACs), the major achievements noted by the end of the programme were that some VACs were moved into government, and other new ones were set up in government.
• Ministry technical staff: growing awareness of, and expertise in, social protection on the part of Ministry staff.
• Parliamentarians: By the end of the RHVP time period there was a growing awareness of potential roles evidenced by Southern African Development Community Parliamentary Forum (SADC-PF) endorsements and engagement with RHVP, some private member bills of individuals who attended RHVP training (in Malawi and Zambia), and strong demand for the continuation of policy awareness support.
• Media: The RHVP website (wahenga.net), as well as blogs, media-packaged publications and mailing lists showed trends of increasing readership and uptake. 
• Lessons learned: Strong messaging: Strong, bold and consistent messaging has built credibility and opening many spaces for influence. Presence in-country: In-country staff seems to be an important ingredient in both monitoring and facilitating concrete policy change. "Being available": Many of the concrete policy changes to which RHVP directly contributed were thanks to the development of a series of good relationships with key audiences and champions in-country. Well-oriented capacity-building: Of particular note is the promise shown by the programme’s work with parliamentarians.
• Timescale and sustainability: An appropriate timescale is crucial for programmes such as RHVP to achieve their goal. 

Overseas Development Institute, RHVP - September 2011