Our core focus is on delivering results

LDP is passionate about contributing towards achieving measurable results, aid effectiveness, and value for money. We believe in delivering the greatest possible returns on investment; both for the world's poorest people and for developed country taxpayers. At the heart of our work is the need to be clear about what works and what doesn't work in reform initiatives. We identify realistic and measurable performance indicators, from which we develop practical and workable monitoring and evaluation frameworks; we assist governments to implement them; and design and undertake rigorous evaluations to assess the impact of interventions.

We combine our technical expertise with practical experience to translate analysis into workable policy recommendations that deliver real change on the ground. Examples of results include:

  • Designing and implementing DFID-funded Legal Assistance for Economic Reform (LASER) programme – a three year investment climate programme that helped developing countries to identify and solve commercial law and justice problems. Delivered in partnership with KPMG, LASER adopted a problem-driven, iterative, approach, to support partner governments to develop country owned and led initiatives. LASER embedded long term advisers in governments, as well as short term technical assistance, and connected the demand for legal assistance with pro bono networks in the UK and elsewhere. It also shared lessons learned and guidance about how to do investment climate reform differently. For more information, visit the LASER website: www.dfidlaser.org 
  • Supporting DFID Kenya to implement a revised results framework for the Kenya Devolution Support Programme (KDSP) and to effectively and efficiently achieve its intended outcome of more capable and accountable county governments. This involves: analysis of existing data and reports received from implementing partners to assess progress, identify gaps against the log frame and identify opportunities for learning; additional output and outcome level data collection at county level on a quarterly basis; and the production of evidence-based progress reports that help DFID to respond to lessons learnt and adapt programming approaches where appropriate; and piloting of a learning approach to KDSP with the aim of facilitating partners and the government of Kenya to agree on a sustainable capacity assessment tool.
  • Working closely with TradeMark East Africa's (TMEA) office of the CEO and senior management teams to formulate and finalise TMEA’s second strategy (Strategy 2) to cover the period from 2018 to 2024. LDP is provided oversight and management of design and evaluation inputs for Strategy 2, leading on the production and quality assurance of TMEA’s Strategy 2 documentation, and supporting the development of the Strategy 2 results architecture and results offer.
  • Supporting the national Justice Sector Reform Strategy and Implementation Plan in Sierra Leone, focussing on ensuring effective security and justice provision at the community level, especially for the poor and marginalised including women and girls. Our capacity building activity in strategic planning and budgeting for security and justice sector ministries and departments resulted in participating ministries and departments receiving an average non-salary recurrent budget increase of 59% in the 2014 government budget, compared with the average increase for all government of Sierra Leone ministries and departments of 38%.
  • Designing the DFID-funded UK Legal and Justice Expertise Programme, which aims at leveraging legal and judicial expertise from across UK Government and the pro bono private sector to contribute to the delivery of more strategic and sustainable rule of law reform in developing countries.
  • In 2011 we developed value for money (VFM) guidance for DFID Somalia's civil society programme partners focused around the "3 Es" of economy, efficiency and effectiveness which in turn are linked to the outcome, impact and outputs in the new DFID logframe and business case. We have used a detailed results analysis for the DFID Somalia governance programme to develop results briefings for civil society programme partners.
  • In 2010 we evaluated Uganda's Legal Aid Basket Fund (LABF) focussing on the impact that the LABF has had on poor people in Uganda. We made a number of detailed recommendations on how the measurement of results and impact could be improved so as to better direct funds and also on how lesson learning could be better shared.

 

?2017. The Law & Development Partnership

Designed & Developed - Fyre Interactive

Rolex COSC Chronometer certifies each of these rolex replica uk watches (as they do with most of their watches) and it has proven to be highly accurate and reliable (for a mechanical watch, of course). If I had to replica watches sale have a complaint about the Rolex Submariner 114060, it would be about the coating over the sapphire crystal. Rolex puts anti-reflective (AR) coating on the bottom of the crystal only, and not the rolex replica uk top. That means that there is glare; but not too much since it is flat crystal. I like the idea of having so much AR coating on a sapphire crystal rolex replica that it looks invisible and that you can stick your hublot replica sale finger right onto the dial. I am not sure why rolex replica uk does not use AR coating on the top of the crystal, but I am sure they have a good reason. I have have two hypothesized reasons why they don't. First is because AR coating can hublot replica uk wear off and Rolex doesn't like for their watches to have areas that are too susceptible to wear.