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.

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 The human resources challenges upon her arrival were significant, as the existing procedures were largely outdated and inappropriate.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

Former South African Revenue Service Commissioner Pravin Gordhan describes the internal organizational changes that helped the service consistently meet or exceed its revenue targets during his tenure. Appointed commissioner soon after the service obtained autonomy from South Africa’s civil service regulations, Gordhan talks about how he led a campaign of organizational transformation known as siyakha (“we are building” in Zulu), which reorganized tasks, shifted people within the organization, and led to large-scale racial transformation. The policy depended on aggressive outreach efforts both within the organization and to the public at large. By taking office staff on public campaigns during tax-filing season, Gordhan built public willingness to comply while motivating his employees.

Case Study:  Reworking the Revenue Service: Tax Collection in South Africa, 1990-2009

Douglas Irvine, a technical adviser to the Commission on Provincial Government of South Africa, discusses the commission's work from 1994 to 1996.  He first locates the commission’s work in general debates on the provinces and local government at the time. He describes the challenges that the new provincial administrations confronted. He then talks about the composition of the commission and its advisory structures. Irvine explains how the commission advised the Constitutional Assembly on issues relating to the provinces and local government, and the key recommendations that the assembly included in the final constitutional text. He discusses the commission’s efforts to address the issue of traditional authorities and the introduction of the National Council of Provinces. He concludes by reflecting on the overall performance of the commission and its influence over other governmental organizations.    

Case Study:  Refashioning Provincial Government in Democratic South Africa, 1994-96

Johann Kriegler traces the fascinating story of South Africa’s post-apartheid election, the country’s first fully inclusive democratic poll. As head of the newly formed Independent Electoral Commission in 1994, Kriegler was at the heart of the process. He details the challenges the commission faced in the early months of 1994. Chief among these were a tight timeframe, the absence of a voters roll, the high level of mistrust that permeated South African politics at the time, and the weight of public expectation. Kriegler outlines how the commission tackled these challenges, and he highlights several innovative approaches along the way. He describes the vital roles played by the commission’s monitoring directorate, the party liaison committees, and Operation Access, a program that helped parties campaign in areas that were otherwise out of reach. He explains how key players were brought into the electoral process, often at the last minute, and stresses the important role that determined political will played in the ultimate success of the elections.   

Case Study:  Organizing the First Post-Apartheid Election, South Africa, 1994