Here is an interview with Patricia Thomson, former Executive Vice President of the United States Institute of Peace. She has spent most of the last ten years devoted to the School of Public Service in Juba, South Sudan.
You are the founder of the School of Public Service at the University of Juba in South Sudan. You called for its establishment more than ten years ago, and eight years ago you and I discussed its successes and challenges, Since then, South Sudan has experienced continued internal conflicts, as well as a civil war in Sudan, its northern neighbor, that has impacted South Sudan’s oil exports.
Q: Please update us on what the School of Public Service has been able to accomplish. Has it been able to function effectively? How many graduates are there? Where are they working?
A: Thanks, Dan. It’s hard to believe over ten years have passed since we first began lobbying for the school in 2013. We admitted our first class in August 2015, and since then the School has continued to operate without disruption; this despite South Sudan’s ongoing conflicts and widespread economic instability. We have an eight-year track record of success, and hundreds of graduates working across the government of South Sudan, as well as with a wide-variety of international and nongovernmental organizations [IOs and NGOs].
Q: Are your graduates making a difference?
A: Yes. Not only are they leaders, they are change agents – positively impacting their organizations, as well as the thousands of people those organizations serve. In a recent poll of alumni, over 95% of respondents reported that the School gave them valuable skills that have significantly improved their ability to both manage and lead.
Q: Looking forward, what are the main educational priorities of the School?
A: SPS is a graduate school. We’ve designed the core program, a Master in Public Policy (MPP), for people who already have technical skills acquired through their undergraduate education and some real-world experience – teachers, engineers, financial manager, healthcare providers. We help them develop leadership, management, and policy-making skills. This has been our priority to date.
But we are now entering a new period of development (our more technically inclined staff call it SPS 2.0). During this phase our priorities include women and NGOs, two groups vital to the development of the country. We’ve already mobilized two programs. The Leadership Crucible is a year-long program for undergraduate women interested in politics and public service. The NGO Initiative is a center of learning and research that recognizes the vital role NGOs play in developing the country, as well as in providing services to its citizens.
I’m particularly excited about the NGO Initiative’s first program, the NGO Management Certificate. This year-long program for both current and prospective NGO managers enables them to continue to work while studying with us.
We are also developing specialized MPPs. So, in addition to our current degree – an MPP with a Concentration in Leadership and Management – we are mobilizing an MPP with a Concentration in Environmental Policy. We are also considering degrees in Public Finance, Education Policy, and Health Policy. I really hope to foster more cross-disciplinary collaboration at the University – the MPP with a Concentration in Environmental Policy is a collaboration between SPS and the School of Natural Resources and Environmental Studies. So…lot’s going on at SPS…
Q: It’s been a tough decade for South Sudan. How are its challenges impacting the School?
A: Yes, it has been a tough decade. Since independence South Sudan has suffered from internal conflicts, natural disasters, and kleptocracy. Patronage systems, facilitated by easy access to oil money, probably limited violent conflict, but also diverted funds from development and camouflaged the country’s deep ethnic and political divides. Now one of the biggest issues is the impact of the war in Sudan, particularly on oil revenue.
To get oil to international markets, South Sudan is completely dependent on two pipelines running through Sudan, and one of these pipelines hasn’t been working for months. The value of the pound has plummeted, the cost-of-living has increased, and the government is struggling to pay its bills. All of this impacts the prospects for long-term peace and development.
So, what does all this mean for SPS? South Sudan has always underfunded public service. Now things are even worse. For example, public servants, including our staff, haven’t been paid for almost a year. Obviously, that impacts our ability to fulfill our mission – although I am constantly amazed by our team, who remain committed to SPS and continue to show up. Since about half of our students work in government, the funding situation also impacts enrollment. When your employer isn’t paying salaries, It’s hard to pay tuition.
Q: So how are you addressing this lack of funding for staff and for tuition?
A: We highlight the non-financial benefits of working for a university (the gravitas that comes with the position, the ability to do research and to develop emerging leaders). More importantly, we allow staff to consult or to have a second job. We are also working with the university and others to secure outside funding to supplement staff salaries, as well as to fund scholarships. Finally, we are fundraising for an endowment.
Q: An endowment? Talk more about that?
A: We are calling it the Endowment for Public Service Leadership. $2 million will cover the cost of a Professor of Public Leadership and 40 scholarships every year for 25 years. Like all endowments, the original funding will be invested. Each year, returns earned from the endowment will be withdrawn to cover the cost of the scholarships and the endowed professorship. A trust located in the United States or Europe will oversee it.
Funding the program this way has several advantages. First, the programs involved will continue to have access to reliable stable funds for the life of the endowment. Second, the funding will grow without the need for additional contributions. Finally, the endowment can be placed in reserve when necessary. For example, if classes are suspended due to an emergency, the interest that would have been spent to run the program will be left in the endowment. It will continue to grow until classes resume or the money can be re-purposed. Endowments are a well-tested funding model. But they are still unusual in much of Africa. Once proven, I hope the model will be replicated.
Q: Forty scholarships for 25 years for $2M, that’s hard to believe?
A: I know (laughter)! Two million is enough because tuition is so low, currently $1000/year. SPS offers such great value. Exchange rates are a source of much discussion here in Juba. Instead of converting dollars to pounds, I find myself converting to number of scholarships. For example, if the average salary of an expat working for an international NGO or the UN is about $110,000, that’s the equivalent of 110 SPS scholarships. The World Bank recently approved $15M for an institution-building project in South Sudan. That equates to 15,000 scholarships – 400 years worth.
Q: You gave up your position as Dean of the School. Why did you do that? Do you still think it was a wise decision?
A: Absolutely. Dr. Anne Itto, a freedom-fighter, political party leader, and former Minister of Agriculture took over from me. When she left to represent South Sudan in the East African Legislative Assembly, Dr. Paul Atem took over. He has experience as a state minister and as an advisor to the national government. He also has a PhD in Planning from the University of South Australia.
Two alumni ably support Dr. Atem: the Deputy Dean, Elia Makur and the Registrar, Michael Nhial Mabil Koak. I continue to believe that the School of Public Service is a national institution of which South Sudan can be proud. It should be led by a South Sudanese. And I like the sound of Dean Emerita (smile).
Q: Do you see South Sudan’s tribal conflicts reflected in the School and its functioning? If so, how has that been handled?
A: It hasn’t been too much of a problem, but when tribal biases do emerge, we see it as a learning opportunity. Better to address them and try to change mindsets than pretend they’re not there. We also try to manage them through the School’s culture, as reflected in our core values. We take these very seriously. They’re not just aspirations. They guide our day-to-day conduct. They are integrated into our training, evaluations, and decision-making.
One of them, teamwork, centers on a shared commitment to build the nation and to not let tribal differences become divisive The actual language of this core value is “We find strength in diversity, and unity in a shared commitment to build the nation; we do not let tribal, regional, or political differences become divisive. We also collaborate and help each other succeed.”
Q: How has the international community helped or hindered development of the School? What could they do to support the School?
A: Historically, we haven’t been aggressive in seeking outside support. International aid isn’t intended to be on-going, and we’ve wanted to ensure the School is self-sustaining. But as we enter this next phase, and given the economic situation, we’ll need partners. So, glad you asked.
Here’s a wish list:
Support doesn’t always mean funding. Technical expertise can also be really helpful. For example, experts on-loan can help us develop our Masters in Public Finance and our MPP in Environmental Policy. The international community has amazing models that we can leverage. SPS is modeled on some of the world’s best graduate schools, including Harvard’s Kennedy School of Government.
Q: South Sudan is rated “not free” by Freedom House. How have your educational objectives been affected by politics and less than democratic governance?
A: I believe the School is valued by South Sudan’s leaders across the political spectrum. To my knowledge, they have never interfered with our programs. Our focus is on building “technical” skills – leadership, management, policy-making – not on South Sudan’s current politics.
That being said, students often debate the current situation. During these debates, we try to get them to be forward-thinking, to draw on theory and the experiences of other countries, and to hone their critical thinking skills.
No matter who’s in charge, cadres of skilled public servants are essential to sustained peace and long‐term development. Who will implement all the provisions of the country’s peace agreements, all the initiatives included in the Revised National Development Strategy? Success requires a large number of skilled leaders to plan, budget, and manage all these efforts…for decades. Unfortunately, few leadership programs exist for public servants, and they are fragmented. Even fewer programs exist for NGO and IO staff, although they do much of the country’s development work. SPS’s mission is to fill these gaps, and to develop a strong cadre of public servants for now and the future.
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