Eric Scheye discusses his experiences working on police reform programs around the world with the United Nations and as an independent consultant. He begins by discussing the tensions inherent in donor-funded reform programs. As there is often a rush to implement police reform programs, he notes, they are not necessarily tailored to local contexts and circumstances. Scheye goes on to talk about challenges in effective police recruitment and vetting processes, including in Bosnia and Timor-Leste where political maneuvering and ethnic divisions were considerations in developing new police leadership structures. He argues that in order to build long-term accountability, internal reform efforts should take precedence over external accountability mechanisms. Further, in order to retain officers, police training, states Scheye, should be embedded in a management-training program with appropriate incentives. He notes that evaluating a reform program can be challenging and requires political astuteness and listening as much as numbers. Finally, Scheye discusses the provision of policing services in Yemen and Sudan by non-state actors such as customary chiefs. Given that customary chiefs have high levels of legitimacy and wield justice in areas where state police services tend to be limited, Scheye suggests that donors consider new approaches to constructively engaging with non-state actors.