Helen Zille government flooded R10.3 billion via consultants
The SACP in the Western Cape has noted the findings of the Auditor General (AG) on the rampant looting of public funds in the Western Cape via consultants by the DA-led provincial administration. According to the AG, the Democratic Alliance (DA) government used approximately R10.3 billion on consultants within the period of three years. There is no shred of proof or evidence from the DA that the money was not rerouted back in the DA to finance its operations and campaigns. This would therefore require detailed and thoroughgoing investigations of the financial relationship between at least the consultants concerned on the one hand and the DA and its service providers on the other (see Sunday Independent report).
The flooding of public funds through consultants by the DA demonstrates a clear lack of capacity, and its unwillingness to build internal capacity within government for sustainability and prudent use of state resources. It is worrying that while the Constitution and the Public Finance Management Act (PFMA) require public funds to be used in the most efficient way, the DA chose to privatize the public sector in the Western Cape. This option erodes public funds through profit maximization schemes; money that could have been prioritized to social spending to improve the lives of the downtrodden.
The Western Cape excessively used consultants. This is not surprising since the DA's core constituency, "business" stands to benefit from DA's policies. This should not only be understood as an indication of DA's lack of capacity to deliver socio-economic rights and services, but as part of its ‘don't care attitude' towards the majority of hardworking public servants, the working class and the poor in the province generally.
The DA made its intentions very clear in the early days of office. It purged seasoned, well qualified and experienced senior public servants through the disguise of the re-engineering. This led to inexperienced managers whose primary responsibility is not to manage but to serve as liaison officers with consultants who are procured to do the work.
Thus the managers that were employed don't necessarily manage core service delivery portfolios but administer relationships with consultants in a broker-agent kind of setup.