South Africa

Reverend Gift Moerane

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ZA
Focus Area(s)
Ref Batch Number
7
Country of Reform
Interviewers
Rachel Jackson
Name
Reverend Gift Moerane
Interviewee's Organization
South African Council of Churches
Language
English
Town/City
Johannesburg
Country
Date of Interview
Reform Profile
No
Abstract

In this interview, Reverend Gift Moerane shares his experiences serving on the South African Electoral Commission’s Conflict Management Mediation Panels since 1999. He describes the conflicts that plagued the pre-election period in 1999, including the contestation of control of areas by various political parties, or “no-go” zones. He discusses the role that political party loyalties played in causing electoral disorder, and the effects of apartheid on these loyalties. Furthermore, he notes the role the police forces played in electoral mediation and talks about the relationship between mediation and policing. He explains the importance of the training and recruitment of mediators. Finally, he discusses the usage of the country’s electoral codes in deterring conflict escalation.

Profile

At the time of this interview, Reverend Gift Moerane was a member of the South African National Peace Accord, spokesperson for the South African Council of Churches. He served as a member of the Electoral Commission’s Conflict Management Mediation Panels since 1999. He was born in the Vaal Triangle in the Meyerton Township. He completed teacher training at the College of Education in Groblersdal. In 1984, after working as a clerk for the Meyerton municipality, he started working for the Council of Churches, assisting families of detainees and political prisoners.

Judy Parfitt

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R
Focus Area(s)
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13
Country of Reform
Interviewers
David Hausman
Name
Judy Parfitt
Interviewee's Position
Former General Manager of Human Resources
Interviewee's Organization
SARS (South African Revenue Services)
Language
English
Town/City
Johannesburg
Country
Date of Interview
Reform Profile
No
Abstract

After Apartheid, the South African Revenue Service (SARS) underwent a significant transformation in becoming a more inclusive, transparent and efficient organization. Largely behind this effort was the Human Resources management team under the leadership of Judy Parfitt. The human resources challenges upon her arrival were significant, as the existing procedures were largely outdated and inappropriate. However, thanks to the fact that SARS had administrative autonomy, the HR department was able to change everything from the grading system to the performance management system to the remuneration system. This case study details the challenges involved and the remedies they underwent to ensure a sustainable and well-received transformation. Throughout the interview, Ms. Parfitt stresses how the organization underwent a shift in formal procedures but also a shift in the organizational culture as an emphasis was placed on competency and performance rather than previous loyalties. There was a significant need for good black talent and in the search for these individuals to fill new positions, the HR team looked for specific job knowledge but also generic competencies that would foster a positive and collaborative working style. Additionally, the interview stresses the importance of working with the unions through the Siyakha protocol where a shared strategy was devised and discussed in detail in order to take into account the structural changes on personnel. These collective agreements were essential to organizational reform, and despite significant disagreements between management and the two major unions, there was a general commitment to creating a better life for all.

Case Study:  Reworking the Revenue Service: Tax Collection in South Africa, 1999-2009

Profile

At the time of this interview, Judy Parfitt was General Manager of Human Resources (HR) at the South African Revenue Services (SARS). She began her career in journalism. But, in the wake of state censorship exercised in South Africa during the state of emergency declared in the late 1980s, Parfitt returned to school and obtained a Master’s in International Relations in Warrick, United Kingdom (U.K.). She then worked for Volkswagen South Africa, and later helped set up the Commission for Conciliation, Mediation and Arbitration in South Africa, specifically the Eastern Cape region. In 1998, Parfitt was recruited by SARS.

Roelf Meyer

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N
Ref Batch Number
8
Country of Reform
Interviewers
Itumeleng Makgetla
Name
Roelf Meyer
Interviewee's Position
Chairman
Interviewee's Organization
Civil Society Initiative, South Africa
Language
English
Nationality of Interviewee
South African
Town/City
Johannesburg
Country
Date of Interview
Reform Profile
No
Abstract
Roelf Meyer discusses his role in the negotiations that transitioned South Africa to post-apartheid governance. He focuses on the process of negotiating the Government of National Unity and drafting the interim and final post-apartheid constitutions. He discusses how all parties involved dealt with existing national and provincial government structures in the transition and the difficulty of dealing with the disparity of wealth and resources between the provinces. Meyer explains how traditional leaders were incorporated peacefully into the new democratic system and touches on the difficulty dealing with so many negotiating parties, each with different goals and interests. He briefly describes holding South Africa’s first post-apartheid elections. Finally, Meyer discusses the mistakes he believes they made in the negotiation process and the problems that South Africa is still facing today.
 
Profile
Rolf Meyer entered South African politics in 1979 as a member of the National Party. In 1986 he was appointed deputy minister of police, and he later served as minister of defense. Meyer became the South African minister of constitutional affairs and of communication in 1992, placing him in a key position for the National Party in the negotiations that facilitated the transition from apartheid in South Africa. Meyer and his ANC counterpart, Cyril Ramaphosa, are largely credited with successfully putting the negotiations back on track after a series of failures. After the 1994 elections, Meyer was appointed minister of constitutional development and provincial affairs. In 1996, he resigned from that position to become secretary-general of the National Party, a position that he held until 1997, when he joined the United Democratic Movement and served as deputy president of the party until 2000. He retired from politics in 2000 and at the time of the interview he was a businessman, as well as chairman of the Civil Society Initiative of South Africa and director of FeverTree Consulting.
Full Audio File Size
62MB
Full Audio Title
Roelf Meyer Interview

Khabele Matlosa

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M
Focus Area(s)
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4
Critical Tasks
Country of Reform
Interviewers
Amy Mawson
Name
Khabele Matlosa
Interviewee's Position
Director of Programs
Interviewee's Organization
Electoral Institute of Southern Africa
Language
English
Nationality of Interviewee
Lesotho
Place (Building/Street)
Electoral Institute of Southern Africa
Town/City
Johannesburg
Country
Date of Interview
Reform Profile
No
Abstract
In this extensive interview Khabele Matlosa traces Lesotho’s electoral history from its founding election in 1966 through to the country’s controversial 2007 vote. He discusses the unpredictability of Lesotho’s politics, touches on the informal party alliances that dogged the 2007 poll, and outlines the causes of the country’s recurrent electoral violence.
 
Profile

Khabele Matlosa began his studies in Lesotho before pursuing a Master’s degree at the University of Leeds in the U.K., and a doctorate at the University of Western Cape in South Africa. He lectured at the University of Lesotho and worked briefly with the South African Regional Institute of Policy Studies in Zimbabwe before taking up his role as director of programs at the Electoral Institute of Southern Africa.

Full Audio File Size
77 MB
Full Audio Title
Khabele Matlosa Interview

Benedict van der Ross

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O
Focus Area(s)
Ref Batch Number
7
Country of Reform
Interviewers
Amy Mawson
Name
Benedict van der Ross
Interviewee's Position
Commissioner, 1994 Elections
Interviewee's Organization
Independent Electoral Commission, South Africa
Language
English
Nationality of Interviewee
South African
Place (Building/Street)
City Lodge Hotel
Town/City
Johannesburg
Country
Date of Interview
Reform Profile
No
Abstract
Ben van der Ross discusses his role as one of the 11 South African commissioners who served on the country’s Independent Electoral Commission in 1994. He traces the story of the election from the commission’s first meeting in December 1993 through to the election’s closing moments, when problems with vote-counting procedures threatened to derail the country’s transition to democracy. He outlines the many challenges the election commission faced including deep mistrust across the political board, a very tight time frame, continuing party negotiations over the electoral rules and the reluctance of one of the main parties to participate. Van der Ross highlights the vital role played by the commission’s chairman, Johann Kriegler.  He also discusses how the commission overcame logistical hurdles.  
 
Profile
Ben van der Ross was working at a South African social development agency, the Independent Development Trust, when he was nominated to be a commissioner for South Africa’s first fully inclusive elections in 1994. After the elections, van der Ross pursued a career in the private sector.
Full Audio File Size
79MB
Full Audio Title
Ben van der Ross Interview

Howard Sackstein

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O
Focus Area(s)
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8
Country of Reform
Interviewers
Amy Mawson
Name
Howard Sackstein
Interviewee's Position
Coordinator, Investigations Unit: Gauteng Office, 1994 Elections
Interviewee's Organization
Independent Electoral Commission, South Africa
Language
English
Nationality of Interviewee
South African
Place (Building/Street)
Salcom Voice Services
Town/City
Johannesburg
Country
Date of Interview
Reform Profile
No
Abstract
Howard Sackstein discusses the work of the Independent Electoral Commission’s Investigations Unit in 1994.  He outlines some of the challenges that the electoral commission faced that year, including a very limited timeframe, the logistical challenges of running elections in a largely rural country and the high levels of distrust and suspicion that permeated South Africa’s transition to democracy.  He also charts the many innovative aspects of the election, such as an electoral code of conduct that included serious sanctions, an effective voter education campaign, the use of professional mediators to settle local disputes and the establishment of party liaison committees.  He outlines some of the ingenious responses that individual poll workers displayed in the face of serious challenges.  He discusses the lessons the commission learned from 1994 and how commission staff drew from these lessons while preparing for the 1999 elections. 
 
Profile

South Africa's Independent Electoral Commission initially hired Howard Sackstein in February 1994 to investigate breaches of the electoral code of conduct in Mpumalanga.  Within a few weeks of joining the organization, he was promoted to coordinate the Gauteng office of the commission’s Investigations Unit, where he oversaw 36 lawyers.  After the 1994 elections, Sackstein was one of two people retained to shut down the operations of the temporary Independent Electoral Commission, before the creation of the permanent Independent Electoral Commission.  He played a key role in the 1999 elections.  In early 2010 he was running his own technology firm, Saicom Voice Services.

Full Audio File Size
144MB
Full Audio Title
Howard Sackstein Interview

Jeremy Cronin

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ZA
Focus Area(s)
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4
Country of Reform
Interviewers
Richard Bennet
Name
Jeremy Cronin
Interviewee's Position
Deputy Minister for Transport
Interviewee's Organization
South Africa
Language
English
Nationality of Interviewee
South Africa
Country
Date of Interview
Reform Profile
No
Abstract
Jeremy Cronin discusses the challenges facing transportation infrastructure in South Africa, particularly the divided spatial issues he sees as products of apartheid.  Cronin touches on the role of the Washington Consensus and similar approaches to governance in structuring post-apartheid South African government, particularly in relation to the Department of Transport. He then discusses the creation and roles of various parastatals such as the South African National Roads Agency Limited (SANRAL) and the Airports Company of South Africa in building the country’s transportation infrastructure. He examines both the successes and challenges of such corporatization of public agencies.
 
Profile

At the time of this interview, Jeremy Cronin was the deputy minister for transport of South Africa and an African National Congress member of Parliament, as well as deputy general-secretary of the South African Communist Party. He was appointed as deputy minister of transport in 2009 and had been an MP since 1999. He previously worked on the South African Reconstruction and Development Programme, and he served as deputy general-secretary of the South African Communist Party since 1995. He was a political prisoner under apartheid for seven years, from 1976-1983. A respected poet, Cronin also worked as a lecturer in political philosophy at the University of Cape Town in the early 1970s.

Full Audio File Size
41 MB
Full Audio Title
Jeremy Cronin Intervirew

David Beretti

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Y
Focus Area(s)
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1
Country of Reform
Interviewers
Michael Woldemariam
Name
David Beretti
Interviewee's Position
Executive Director of Corporate Services
Interviewee's Organization
City of Cape Town, South Africa
Language
English
Nationality of Interviewee
South African
Town/City
Cape Town
Country
Date of Interview
Reform Profile
No
Abstract

David Beretti recounts his experiences working with the city of Cape Town. While Beretti had a 38-year experience with the city government at the time, he focuses on his body of work as the executive director of corporate services. He begins his discussion by detailing the efforts to reform the many municipalities of Cape Town down to one streamlined unit. He discusses the many challenges the government of Cape Town faced in instituting this reform. First, he recounts discussion surrounding the sequence of reforms. He details the efforts to work with the collective bargaining organizations that originally opposed the reforms. Faced with a short deadline of only six months, he explains the innovations that were created in order to address redundant positions that existed among the pervious seven municipalities while avoiding serious retrenchment. Beretti also explains the outside accountability measures used to ensure the cooperation and satisfaction of the City of Cape Town’s employees. This included a large-scale survey and performance monitoring system for the reform process. He concludes his detailed discussion with information on how diversity was handled in the recruitment and promotion process.    

Case Study:  Municipal Turnaround in Cape Town, South Africa, 2006-2009

Profile

At the time of the interview, David Beretti was the executive director of corporate services for the City of Cape Town, having worked for the city for 38 years. Beretti previously held positions in the finance, engineering, planning and human resources departments of the City of Cape Town. In his current position, he is responsible for the full human resource functions for 25,000 employees.  He also manages the legal services, information systems and technology departments. During his time as executive director of corporate services, Beretti oversaw the reformation of Cape Town from an original 39 municipalities in to one streamlined city government.    

Full Audio File Size
187 MB
Full Audio Title
David Beretti - Full Interview

Mangosuthu Buthelezi

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O
Ref Batch Number
3
Country of Reform
Interviewers
Daniel Scher
Name
Mangosuthu Buthelezi
Interviewee's Position
MP and Leader
Interviewee's Organization
Inkatha Freedom Party
Language
English
Nationality of Interviewee
South African
Town/City
Cape Town
Country
Date of Interview
Reform Profile
No
Abstract

Mangosuthu Buthelezi, describes his role as a political party leader in apartheid and post-apartheid South Africa. As leader of the Inkatha Freedom Party (IFP) in apartheid South Africa, he opposed creation of his home region as an independent “homeland.” His goal was to attempt reform from within by remaining within the Union of South Africa. He opposed the imposition of sanctions by the international community and the armed struggle espoused by the African National Congress. He and his party at first refused to take part in elections after the apartheid regime relinquished power, but then agreed to participate in the elections, in government, and in drafting the constitution. He was and remains a staunch advocate of a federal system of government with significant provincial autonomy. He describes his reasons, and provides examples of actions he took as a leader in Kwazulu-Natal.    

Case Study:  Managing Spoilers at the Bargaining Table: Inkatha and the Talks to End Apartheid, 1990-1994

Profile

At the time of this interview, Mangosuthu Buthelezi had been a member of parliament from the Inkatha Freedom Party (IFP) since 1994. Following the elections after the apartheid regime relinquished power, Buthelezi served as minister of affairs and, during President Mandela’s absence, as acting president of South Africa. A member of the Zulu royal family, he became involved in liberation politics after his studies at Fort Hare University in 1950. He returned home in 1953 to assume chieftainship of the Buthelezi clan. As traditional prime minister of the Zulu nation, Buthelezi also holds the title Undunankulu Ka Zulu. He was named chief executive officer of the Kwazulu Territorial Authority in 1970. He organized the IFP in 1975 with support of the African National Congress (ANC). In 2004, President Mbeki offered Buthelezi the Deputy Presidency. Because this meant the IFP would lose its political position in Kwazulu-Natal, Buthelesze refused and the IFP left the unity government.

Full Audio File Size
39 MB
Full Audio Title
Mangosuthu Buthelezi - Full Interview

Gareth Newham

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C
Focus Area(s)
Ref Batch Number
1
Critical Tasks
Country of Reform
Interviewers
Daniel Scher
Name
Gareth Newham
Interviewee's Position
Policy and Strategy Adviser
Interviewee's Organization
Gauteng Provincial MEC for Community Safety
Language
English
Nationality of Interviewee
South African
Town/City
Johannesburg
Country
Date of Interview
Reform Profile
No
Abstract
Gareth Newham discusses the challenges of reforming the police service and building the rule of law in post-apartheid South Africa. As a policy and strategy adviser, he identifies shortcomings in the police force, formulates projects to fix them, and assists in implementing the solutions.  Newham touches upon issues of promotion, discipline, information management, and anti-corruption measures in Gauteng. For example, he believes that the best way to combat corruption is to create a culture in which police officers condemn corruption within their own ranks. In collaboration with actual members of the police force, Newham developed an anti-corruption model based on prevention, detection, investigation, and restoration. By instructing police officers ahead of time of the consequences of engaging in corruptive behavior, the police force could take proactive measures towards fighting corruption. Newham drew upon the research of others in implementing police reforms, but he acknowledges that there is no single way to create an effective police force. Instead, reforms must be tailored to the specific society.          
Profile

Gareth Newham studied organizational psychology and political studies at the University of Cape Town. He completed a post-graduate degree in political studies and wrote his honors dissertation on civil-military relations and how South Africa could ensure democratic control of the military. In 2002, he received a master’s degree from the Graduate School for Public and Development Management at Wits University. His master’s dissertation looked at how to promote police integrity at Hillbrow Police Station, a corrupt inner-city station. Newham previously worked for the Institute for Democracy in South Africa (IDASA) where he led the Provincial Parliamentary Monitoring Project and conducted research on provincial legislatures. He later served as project manager for the Center for the Study of Violence and Reconciliation (CSVR) where he focused on police management issues and crime prevention. In March 2006, Newham became the policy and strategy adviser to the Gauteng MEC (Member of the Executive Cabinet) for Community Safety, a post he continued to hold at the time of this interview.       

Full Audio Title
Audio Available Upon Request