Project Thusano, plagued by R1.7 billion in irregular expenditures, has been rebranded as Project Kgala. This initiative, aimed at military skills transfer from Cuba to South Africa, has been modified in response to concerns raised by the Auditor-General. Despite the renaming, critics argue that the fundamental issues remain unchanged, highlighting the need for improved financial management and efficient military training practices.
South Africa’s Project Thusano, which incurred R1.7 billion in irregular expenditures, has been renamed Project Kgala. This skills transfer agreement with Cuba commenced in January 2012 and was recently restructured, with a new contract activated in January of this year. Department of Defence and Military Veterans (DoD) officials presented the new project’s framework to the Portfolio Committee, emphasizing continuity despite previous concerns from the Auditor-General’s report.
Originally, Project Thusano focused on transporting and training medical personnel in Cuba for the South African National Defence Force (SANDF). The DoD characterized Project Kgala as essential to maintaining historical ties established under Project Thusano. They cited Cuba’s resilience in sustaining its armed forces amid financial uncertainties as a reason for continuing this collaboration. The current goal of Project Kgala is to enhance the SANDF’s capabilities through professional development aimed at self-sustainability.
While Project Thusano had a total expenditure of R3 billion over a decade, the revised Project Kgala is projected to cost R537 million over the next five years. However, the Auditor-General flagged the irregular expenditure totaling R1.7 billion, which consists of R1 billion tied to training services and R600 million related to vocational training. The lack of a cost-benefit analysis and poor record-keeping were cited as root causes for this financial mismanagement.
In response, DoD officials assured enhancements, including lowered fees, fixed costs, reduced managerial staff, and streamlined administrative procedures. The vocational training of SANDF personnel in Cuba will now be categorized as a foreign learning opportunity. Furthermore, it was confirmed that this remains the exclusive contract with Cuba’s Revolutionary Armed Forces for providing technical services to SANDF.
The Auditor-General also pointed out deficiencies, such as inefficiencies in vehicle repair services and high costs associated with sending medical students to Cuba, which exceeded domestic training expenses by more than 136%. Of 108 medical students sent to Cuba, only six out of an initial group passed a subsequent integration course. The ongoing student performance has raised questions regarding the effectiveness of the training, with only 52% receiving local accreditation.
Despite criticism of continued reliance on Cuba for military training, DoD representatives maintained that such collaboration is crucial due to domestic training insufficiencies. Nonetheless, opposition parties like the DA and the EFF expressed concerns about the effectiveness and financial prudence of the project, equating the name change with superficial reform. Political commentators highlighted the need for transparent accountability within the framework of South Africa’s Public Finance Management Act.
The transition from Project Thusano to Project Kgala illustrates both the ongoing need for military skills development and the challenges of financial management within the South African Department of Defence. The incurred irregular expenditure of R1.7 billion raises questions about the effectiveness of past initiatives. Stakeholders continue to advocate for responsible utilization of resources, transparency in operations, and justifiable reliance on foreign collaborations for military training. The implications of these projects on national capabilities remain a subject of oversight and scrutiny.
Original Source: www.citizen.co.za
