Neela Ghoshal talks about the challenges facing the Police Nationale du Burundi, including human-rights abuses committed by certain units within the police.  These problems were linked to the integration of military personnel and former rebels into the police as part of a peace process without adequate supplemental training.  Ghoshal lays out the recourses for those with human-rights or other complaints against the police and describes the existing accountability structures within the police.  She talks about attempts at depoliticization, noting that officials tried to include commanders with different backgrounds in the various command structures within the police.  The move was an effort to avoid creating chains of command where all the links come from either the same rebel group or the army.  She also talks about the difficulty of running human-rights training programs and the challenges of monitoring these programs' effects.

Ts'okolo Koro discusses the challenges facing the Lesotho national police force and provides an overview of the transition from a joint national security force, which included the army and other security forces, to a separate police force.   A substantial portion of the interview details how he established and expanded a police inspections office to oversee the activities of the police service.    

Case Study:  Reining in a Rogue Agency: Police Reform in Lesotho, 1997-2010 

Awni Yarvas discusses reforms undertaken in Jordan’s Department of Civil Status and Passports, with a focus on those that took place under his tenure.  He explains how increases in efficiency were possible with changes in departmental structure, employee incentives, and, in particular, computerization.  Yarvas details how changes in procedures for issuing passports and national IDs improved the department's efficiency and accuracy.

Case Studies:  Creating a 'Citizen Friendly' Department: Speeding Document Production in Jordan, 1991-1996 and People and Machines--Building Operational Efficiency: Document Processing in Jordan, 1996-2005

Nasouh Marzouqa discusses major reforms in Jordan’s Civil Status and Passports Department during his time as its director.  He describes how he improved the physical infrastructure of the department and streamlined the process for issuing passports.  Marzouqa also worked to institute a system of national identification numbers and began the process of computerizing the department.  He also discusses his efforts to motivate employees.    

Case Study:  Creating a 'Citizen Friendly' Department: Speeding Document Production in Jordan, 1991-1996

In this interview Francesco Giambrone discusses the challenges, priorities, strategies, and results of his four years as Councilor of Culture for the Municipality of Palermo. When Mayor Leoluca Orlando, under whom Giambrone served, took office in 1992, Palermo’s cultural icons were largely closed and unknown to the citizens. Giambrone describes the Villa Trabia, Teatro Massimo, and Lo Spasimo as magnificent pieces of Palermo’s culture and history that the municipality neglected. Many Palermitans had never seen or knew nothing about the buildings despite their central location. Giambrone outlines his three interdependent priorities as councilor that aimed to restore cultural awareness and pride in the city. First, he sought to reopen closed spaces like the Villa Trabia, Teatro Massimo, and Lo Spasimo. Second, he needed to spend more money. Giambrone explains that the previous administration often spent only a fraction of the budget, but he used to the full budget to put the civil servants to work restoring cultural spaces for reopening to the public. Lastly, he pushed for a change in the mentality amongst the civil servants. He says that he tried to replace a culture of unprofessionalism and lack of dedication with a more hard-working and responsible attitude. He also describes a close relationship, marked by cooperation and agreement, amongst members of Mayor Orlando’s administration. Giambrone expresses satisfaction with the reforms in the short term. Civic awareness and pride and economic activity returned to the city while crime rates dropped. But he acknowledges that the reforms did not sustain after the departure of Orlando and his administration and speculates why. Giambrone concludes with two anecdotes about the restoration of Lo Spasimo and the reopening of the Teatro Massimo, describing them both as important moments in Palermo’s cultural reawakening.

Case Studies:  Palermo Renaissance Part 1: Rebuilding Civic Identity and Reclaiming a City from the Mafia in Italy, 1993-2000; Palermo Renaissance Part 2: Reforming City Hall, 1993-2000; and Palermo Renaissance Part 3: Strengthening Municipal Services, 1993-2000