Case study : Embedding reform and exiting: LASER’s application of the hourglass approach to achieve sustainable results

This case study describes how LASER has gone about enabling systemic change and sustainable uptake of reforms

From:
Department for International Development
Published
31 August 2016
Country:
Kenya, Rwanda, Sierra Leone, Somalia, Uganda
Document Type:
Case Study
Theme:
Governance and Conflict
Authors:
Manuel, C

Abstract

LASER (Legal Assistance for Economic Reform) is a Department for International Development funded programme. It aims to improve investment climates in 8 developing countries by helping to identify and solve commercial law and justice problems, as well as sharing lessons about how to do this. LASER is managed by a consortium comprising KPMG and The Law & Development Partnership.

This case study describes how LASER has gone about enabling systemic change and sustainable uptake of reforms that address complex institutional problems in Kenya, Rwanda, Sierra Leone, Somaliland and Uganda. In each of these countries LASER has designed-in a sustainable approach from the start based on:

  1. local ownership and leadership of reforms based on developing country (rather than donor) priorities

  2. use of country (rather than donor programme) systems

  3. an understanding that the role of the donor / development practitioner is to support (rather than buy) reform.

The case study uses LASER’s hour glass methodology, illustrated with examples from LASER interventions, to show how these principles guide LASER operations every step of the way

Citation

Manuel, C. Case study: Embedding reform and exiting: LASER’s application of the hourglass approach to achieve sustainable results (2016) 14pp

Case study: Embedding reform and exiting: LASER’s application of the hourglass approach to achieve sustainable results

Updates to this page

Published 31 August 2016
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