Sicily

Leoluca Orlando

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B
Focus Area(s)
Ref Batch Number
1
Critical Tasks
Country of Reform
Interviewers
Rushda Majeed and Laura Bacon
Name
Leoluca Orlando
Interviewee's Position
Mayor of Palermo
Interviewee's Organization
Sicily
Town/City
Palermo, Sicily
Country
Date of Interview
Reform Profile
No
Abstract

Leoluca Orlando recounts his anti-Mafia efforts throughout his political career, focusing especially on his terms as Mayor of Palermo (1985-1990; 1993-1997; 1997-2000). He begins by explaining the richness of Sicilian identity and the drawbacks to the deeply rooted culture of belonging. As mayor, he aimed to combat the role of the Mafia by addressing these cultural factors. His first step was revitalizing common spaces, such as reopening Palermo’s opera house. Orlando describes the delivery of social services as a second area of reform. Some neighborhoods were completely disconnected from the municipal services and government, a problem rectified through the opening of schools and other services as well as grassroots efforts to expose citizens to the potential of municipal government. In these neighborhoods and throughout the city, Orlando’s administration sought to demonstrate the benefits of a well-run government free from corruption by providing services reliably and maintaining strong commitments, such as delivering all payments within thirty days. Orlando also describes the initiatives aimed at teaching children about the role of government and police, because he believes lasting change requires a shift in mentality and culture, which can only be accomplished if children learn different lessons than their parents might demonstrate. Throughout this interview, Orlando traces his political career and descriptions of his various party alliances and coalitions. Despite his efforts to make his changes sustainable, Orlando expresses concern that his reforms depended too much on him personally.   

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

Palermo Renaissance Part 3: Strengthening Municipal Services, 1993-2000

Profile

At the time of this interview, Leoluca Orlando was a member of the Italian Parliament and Speaker of the Italy of Values party, which he co-founded. In Parliament he was on the foreign affairs commission and President of the Inquiry Commission on National Service. He also served as Vice President in Palermo Congress and as Vice-President of ELDR party (European Liberal Democratic and Reform). During his career he has been associated with several parties, including Le Rete (The Net or The Network), which he founded. He served as mayor of Palermo twice, from 1985-1990 and 1993-2000. He is well known for his anti-mafia activities as mayor, and has acted in several films about his work. Early in his career, Orlando served as a legal advisor to Sicilian President Piersanti Mattarella, whose murder in 1980 helped shape Orlando’s life and career. He graduated from University of Palermo, where he also worked as a lawyer and professor of Regional Public Law. Orlando also participates in civil society, including serving as President of the Sicilian Renaissance Institute, and has received numerous awards around the world.  On May 22, 2012, Orlando took office for his third term as mayor of Palermo.

Full Audio Title
Audio Available Upon Request

Palermo Renaissance Part 1: Rebuilding Civic Identity and Reclaiming a City from the Mafia in Italy, 1993-2000

Author
Laura Bacon and Rushda Majeed
Country of Reform
Internal Notes
1.22.13 new draft includes corrected links and Palermo titles as well as new reader feedback language.
Abstract
In 1993, Palermo residents elected Leoluca Orlando mayor with 75% of the vote. At the time of Orlando’s election, a series of assassinations of high-level anti-Mafia leaders had left the city reeling. For decades, the Sicilian Mafia had held a strong political, cultural and physical grip on the city. Orlando’s election affirmed that voters wanted him to continue what he had begun but couldn’t complete during his first mayoral term (1985–1990): to purge the government of Mafia influence and help restore Palermo’s cultural and economic vibrancy. Prior mayors had tolerated or assisted Mafia activity while the city center deteriorated, cultural life and business activities dwindled, and the education system weakened. Backed by a national crackdown on organized crime, the mayor used his second and third terms in office (1993–1997 and 1997–2000) to engage civic groups and businesses in revitalizing Palermo. By the time Orlando left office in 2000, his administration had renovated or reacquired hundreds of public buildings and monuments, built a cultural center and founded a downtown concert series, kick-started entrepreneurial activity and tourism, built dozens of schools and integrated civic consciousness into classrooms. Those actions helped reawaken civic pride. Although subsequent city administrations abandoned or rolled back many of the reforms, Orlando’s administration helped define and lead a “Palermo Renaissance.”
 
Laura Bacon and Rushda Majeed drafted this case study based on interviews conducted in Palermo, Italy, in March 2012. Aldo Civico, assistant professor in the department of sociology and anthropology at Rutgers University and cofounder of the International Institute for Peace, provided initial ideas and guidance on this case. Roberto Pitea, Valentina Burcheri, and Brian Reilly provided research assistance. Case published September 2012.
 
Two companion case studies address simultaneous reform efforts in Palermo from 1993 to 2000: “Palermo Renaissance Part 2: Reforming City Hall” focuses on the city’s budget, taxes, one-stop shop for licenses and documents, and citizen outreach. “Palermo Renaissance Part 3: Strengthening Municipal Services in Palermo” details efforts to improve service delivery, management, hiring, and bidding processes in Palermo’s water, gas, transportation, and waste management services. 
 

Palermo Renaissance Part 2: Reforming City Hall, 1993-2000

Author
Rushda Majeed and Laura Bacon
Country of Reform
Internal Notes
1.22.13 uploaded new drafts that include corrected titles and Palermo links as well as reader feedback language.
Abstract
In 1993, Palermo, Italy, mayor Leoluca Orlando launched an ambitious strategy to reclaim a city from Mafia-related corruption and violence. To move projects forward, however, he had to overcome several obstacles. Nepotism and patronage had created a mismatch between the skills available and the talents required to run the city effectively. Municipal offices lacked adequate records, and information retrieval was difficult and time-consuming. City finances were in shambles. And citizens did not trust the government to get things done and deliver services. Using a landslide electoral victory as an opportunity for major institutional change, Orlando and his cabinet members worked with community leaders to develop a “culture of legality” by cutting the Mafia out of government transactions and transitioning the city from norms of secrecy and bribery to norms of transparency and respect for rules. The administration improved records management, built administrative capacity in key departments, improved budget processes and expanded revenues, increased efficiency and tackled corruption, and started to rebuild the social contract between government and citizens. Those reforms earned Palermo multiple awards, as well as a strong first-time rating (Aa3) from ratings company Moody’s Investors Service. Although some gains slipped after Orlando left office in 2000, his reforms weakened the Mafia’s hold over government. This case study recounts Orlando’s reform efforts at city hall from 1993 to 2000.
 
Rushda Majeed and Laura Bacon drafted this case study based on interviews conducted in Palermo, Italy, in March 2012. Aldo Civico, assistant professor in the department of sociology and anthropology at Rutgers University and cofounder of the International Institute for Peace, provided initial ideas and guidance. Roberto Pitea, Valentina Burcheri, and Brian Reilly provided research assistance. Case published September 2012.
 
Two companion case studies address simultaneous reform efforts in Palermo from 1993 to 2000. “Palermo Renaissance Part 1: Rebuilding Civic Identity and Reclaiming a City From the Mafia” focuses on the restoration of public spaces, arts and culture, tourism, and schools. “Palermo Renaissance Part 3: Strengthening Municipal Services” details efforts to improve service delivery, management, hiring, and bidding processes in Palermo’s water, gas, transportation, and waste management services.
 

Palermo Renaissance Part 3: Strengthening Municipal Services, 1993-2000

Author
Rushda Majeed and Laura Bacon
Country of Reform
Abstract
In 1993, Palermo, Italy, mayor Leoluca Orlando took charge of city services that were on the verge of collapse. Garbage and trash lined the streets of the city. Natural gas for cooking and heating was available only intermittently, and public buses rarely ran on time. The municipality rationed water during the day. The city’s four municipal companies for waste disposal, natural gas delivery, public transportation, and water had deteriorated during decades of mismanagement and corruption. The Mafia’s hold over the companies’ public works and procurement contracts contributed to massive waste of tax money and other resources. But Palermo’s fortunes began to turn at the beginning of a seven-year period known as Palermo’s Renaissance (1993–2000). Orlando hired competent managers and gave them broad leeway to root out corruption and fix operations and finances. Under the new managers, the companies expelled Mafia-linked companies from contracts, implemented stronger control and supervision procedures, and sharply improved the quality of service for Palermo’s citizens and businesses. Although public transportation and garbage collection services slipped when Orlando left office in 2000, Palermo’s upgraded gas and water systems continued to serve the entire city. This case study recounts Orlando’s efforts to rebuild municipal companies and improve the provision of public services.
 
Rushda Majeed and Laura Bacon drafted this case study based on interviews conducted in Palermo, Italy, in March 2012. Aldo Civico, assistant professor in the department of sociology and anthropology at Rutgers University and cofounder of the International Institute for Peace, provided initial ideas and guidance on the cases. Roberto Pitea, Valentina Burcheri, and Brian Reilly provided research assistance. Case published November 2012.
 
Two companion case studies address simultaneous reform efforts in Palermo from 1993 to 2000. “Renaissance in Palermo, Italy, Part 1: Rebuilding Civic Identity and Reclaiming a City from the Mafia in Italy,” details the restoration of public spaces, arts and culture, tourism, and schools. “Renaissance in Palermo, Italy, Part 2: Reforming City Hall,” focuses on the city’s budget, taxes, one-stop shop for licenses and documents, and citizen outreach.