An iron lady emerging in Southern Sudan

By Jacob K. Lupai

March 16, 2009 — An iron lady emerging as a bright star from the east is something to celebrate for those who might have thrown up their hands in despair never hoping to see light at the end of the tunnel. In Southern Sudan four years after the signing of the Comprehensive Peace Agreement (CPA) people were already murmuring loudly about the lack of basic services as peace dividends. This was particularly blamed on tribalism and personal greed for material wealth at the expense of national development. However, this may all soon be a thing of the past as people are hopefully embarking on reforms where sufficient resources are at last made available to the states and the counties.

There is no need to elaborate on the specificity of individual cases of poor public services. Suffice to say that there seems to be positive signals of a new chapter for Southern Sudan. Even if it is an expression of intention it is a step in the right direction for Southern Sudan that was fast being seen as an example of some of the wrong things basic to development. It seems, though, that the first four years of the CPA were a grace period for tribalism to flourish for obvious reason. However, notwithstanding the lack of capacity building for knowledge and skills, tribalism and personal greed were becoming so outrageous that self-conscious people in their innermost selves began to question themselves and felt deeply ashamed to be associated with a counterproductive system of nepotism and greed. This type of situation encourages individuals of iron will to emerge as crusaders for a system of justice and equality for fellow human beings and especially in building a nation that all may call home. This seems to be happening now in Southern Sudan. As expected of leaders the President of the Government of Southern Sudan (GOSS), the Minister of Cabinet Affairs and the Minister of Labour, Public Service and Human Resource Development all in the GOSS are in the lead.

After more than three years of dithering as though to find its feet the GOSS finally had had enough and launched a public service reform programme for efficiency and effectiveness in customer oriented service delivery. In short this was a programme to address the acute problem of tribalism and personal greed, and capacity building that was paralyzing national development in post CPA era in Southern Sudan. Conscious of the problem the President of the GOSS took charge and during the 6th Governors Forum which took place in Juba from 29th September to 2nd October 2008 articulated in his speech that the focus of his government should be to become the model of the models of the world in terms of its level of efficiency and effectiveness in service delivery which could only happen through an effectively managed public service reform programme. To achieve this high quality human capital must be developed and a nation with a vibrant economy must be established. According to the Public Service Reforms Implementation Framework Manual of January 2009 the problem identified in the Public Service includes poorly designed organization structures that do not support effective delivery of the organisation’s mandate, unnecessary processes which cause delay in service delivery, inappropriate capacity of the human resources in terms of numbers, skills, experience and attitude, inappropriate or inadequate equipment and information systems, organisation culture which does not support sense of accountability, teamwork, productivity, and sense of belonging and commitment by staff to drive the organization to excel in its mandate, and poor leadership which is incapable of inspiring the workforce to identify with the organization to create a visionary, empowered and motivated team.

One may wonder of what is the relevance of the title of this article to the issue of public service reform. To begin with on Thursday the 12th March 2009 two ministers of the GOSS, one the Minister of Cabinet Affairs and the other the Minister of Labour, Public Service and Human Resource Development were in Central Equatoria State Legislative Assembly. The two ministers were on a very special mission where the two branches, the Legislative and the Executive, of the Government of Central Equatoria State were represented in full force. The assembled legislators and the executives were briefed on Public Service Reforms Implementation Framework Manual, the first of its kind in post CPA Southern Sudan. Credit goes to the President of the GOSS for this very noble eandevour. It is most likely the President will go down in history as an ardent supporter of southern unity through a robust efficient and effective mechanism of service delivery to the people of Southern Sudan. The noblest aspect of the briefing was the admission of failure of the GOSS to deliver the expected services to the people. The problem identified earlier in the text seems to show the seriousness of the GOSS commitment and determination to address the problem in the utmost interest of national development. In the briefing and in question and answer session the Minister of Labour, Public Service and Hum an Resource Development, without mincing her words, said that the people in the system had recruited relatives, brothers and sisters where the bulk of the three years’ budgets had gone for salaries. The Minister urged courageous decisions to be taken. She said she couldn’t allow a driver to be promoted to the position of a director. The Minister said boldly that time has come to evaluate the performances of government at all levels including ministers, commissioners and chiefs. She asserted that it is time to give services to the people because everybody has taken more than enough.

It is rare for a government minister leave alone a lady to expose their government’s weaknesses in public. Ministers usually cover-up weaknesses of their government but only the rebellious ones may do so. However, the Minister seemed to have been very honest in doing her level best to bring reforms in the interest of national development by genuinely exposing the weaknesses in the poor delivery of services to the people. Articulate and courageous exposition by a lady of malpractices in government in public and in front of people who matter suggests the lady must have been somebody of strong principles of an iron lady. The view that an iron lady emerging as a bright star from the east in Southern Sudan may therefore not be far fetched. Like Margaret Thatcher the former British Prime Minister who was described as an iron lady with a vision to achieve, the Minister has a vision and zeal to achieve it. However, Margaret Thatcher was a Conservative and racist which is more or less equivalent to a tribalist in our context and I couldn’t have voted for her.

On one hand what guarantee is there that the proposed public service reforms will be implemented? First of all there may be a tiny or large number of people who have tremendously benefited from the GOSS and state governments. Those people are not going to give up their entrenched positions, benefits and privileges easily. The Minister who may be already aware must expect stiff resistance from people whose status quo may seem to be threatened by reforms. However, the Minister of Cabinet Affairs in the GOSS said that for the reform programme to succeed a leader must be a model and inspire the people to understand the reform policy and added that if people do not see visions from their leaders it will be a waste of time. This clearly suggests that it is on our shoulders as leaders for the public service reforms to succeed. Indeed the consultant on public service reforms alluded that African countries are poorer than their counter-parts in Asia because of some visionless African leaders. The consultant cited some examples. The role of the leader is therefore critical for the success of the public service reforms implementation. We may need an iron fist or an iron lady to push through with the reforms. However, we may need a leader with a mandate from the people through the ballot box as was Margaret Thatcher the former British Prime Minister who in her time pushed for reforms and succeeded in her own way.

It is said when there is the will there is a way and I know that when there is determination and commitment in practically carrying out an assignment not even the devil will stand on the way. In our situation it will not be difficult to identify saboteurs who should be made to understand and be aware of what awaits them. It is only when people shy away from tough decisions then the reforms that are proclaimed loudly in the Southern Sudan Legislative Assembly and state assemblies would have been mere public relations exercises at the expense of efficient and effective service delivery to the people of Southern Sudan.

In conclusion observation seems to suggest that the Minister of Labour, Public Service and Human Resource Development in the GOSS has the potential for an iron lady to make a difference in the best interest of national development and cohesion when the reforms have substantially removed the outrageous corruption and ultra-tribalistic tendencies in Southern Sudan where people pack their kinsmen in positions they do not deserve. Indeed we may have an iron lady that has already emerged as a bright star from the east in Southern Sudan. Let’s pray it is the case. However, our combined efforts are necessary for success in the implementation of the public service reforms. We are all leaders in our own ways. So let’s also be exemplary by showing our visionary qualities as responsible people in Southern Sudan.

*The author is a regular contributor to Sudan Tribune and can be reached at [email protected]