In many developing states, governance is too often shaped by official reports rather than lived realities. This article argues that direct, unannounced presidential visits to public institutions can bridge the gap between policy and practice, expose corruption, strengthen accountability, and restore public trust.
Effective governance is not sustained by policy declarations alone; it is measured by tangible results in the lives of citizens. Yet in many cases, leadership becomes overly dependent on reports, briefings, and institutional summaries that may not accurately reflect conditions on the ground. When this happens, governance risks becoming detached from reality.
Monitoring and evaluation are essential components of any functioning state. However, when confined to paperwork and formal reporting systems, they can create a false sense of progress. Officials often present carefully curated accounts of their performance, highlighting successes while minimizing or omitting failures. Over time, this creates a dangerous gap between what leaders are told and what citizens actually experience.
One of the most effective tools to address this challenge is the use of surprise visits. These unannounced inspections allow leaders to directly observe institutions without prior preparation or manipulation. They reveal whether public servants are present, whether services are being delivered, and whether public resources are reaching their intended beneficiaries.
Across Africa and beyond, several leaders have demonstrated the value of direct engagement. In Rwanda, President Paul Kagame has institutionalized strict performance accountability across government institutions. In Tanzania, the late John Magufuli became widely known for sudden inspections of ministries, hospitals, and public offices, exposing absenteeism and inefficiency while demanding immediate corrective action.
In Ethiopia, during the Tigray War, Prime Minister Abiy Ahmed appeared at the frontline alongside government forces. While military in nature, the act symbolized a broader principle: leadership credibility increases when those in authority are visibly present where national challenges are most intense.
Historically, the late Jaafar Nimeiry of Sudan frequently conducted unannounced visits to provinces and public institutions. His approach reduced the distance between central government and local administration, forcing officials to remain consistently accountable beyond prepared reports.
In South Sudan, since independence in 2011, governance has largely relied on hierarchical reporting systems from ministers and state governors. While necessary, these systems are insufficient on their own. Reports can be incomplete, selective, or overly optimistic, especially where institutional oversight remains weak.
Surprise visits and the fight against corruption
Surprise visits are not only a governance tool; they are also a practical instrument for combating corruption and exposing systemic misuse of public resources. In many cases, large volumes of public funds are disbursed with little or no corresponding development impact.
Millions of US dollars are transferred annually to states for development and service delivery, yet in regions such as Greater Upper Nile and Greater Bahr el Ghazal, communities continue to experience poor infrastructure and limited public services. Similarly, Constituency Development Funds (CDF), intended to support grassroots development, are often delayed, diverted, or retained in central locations, including Juba and sometimes foreign accounts, without visible impact at the constituency level.
The same pattern extends to other critical sectors. Funds allocated to the South Sudan People’s Defence Forces often fail to reach frontline units, weakening morale and operational readiness. Scholarships and financial support for students studying abroad are sometimes delayed or mismanaged, leaving beneficiaries stranded and undermining national investment in human capital.
In agriculture, thousands of tractors and farming equipment procured to boost food production have, in some cases, failed to reach farmers in the states, raising concerns of diversion, misallocation, or private appropriation of public assets.
These patterns reflect a deeper governance problem: the widening gap between budget allocations and actual service delivery. When public resources do not translate into visible outcomes, institutional credibility is eroded, and corruption becomes easier to conceal within administrative systems.
It is precisely here that surprise visits become decisive. A sudden inspection of ministries, hospitals, military bases, schools, or agricultural programs can quickly expose whether resources are being properly utilized or systematically diverted. They help verify financial claims against physical reality.
More importantly, surprise visits create a culture of accountability. When officials know that leadership can appear at any time, complacency is reduced and discipline increases. Governance becomes less about preparing reports and more about delivering results.
A presidential visit to frontline positions of the South Sudan People’s Defence Forces in areas such as Nasir and Akobo would provide direct insight into conditions faced by soldiers. Similarly, an unannounced visit to Juba Teaching Hospital could reveal staffing levels, service quality, and whether medicines supplied by the World Health Organization are reaching patients.
Beyond these sectors, inspections of schools, infrastructure such as the Juba–Nimule Road, and administrative centers in Malakal, Panrieng, and Pibor would provide a fuller picture of governance performance across the country.
Ultimately, the value of surprise visits lies not only in identifying failures but in transforming institutional behavior. They shift governance from symbolic reporting to real accountability. They also reconnect leadership with the lived experiences of citizens.
Conclusion
To safeguard the nation and strengthen public trust, the President must institutionalize surprise visits to national public institutions and state-level administrations. Such direct engagement would help expose inefficiencies, deter corruption, and reinforce a culture of accountability and good governance. In doing so, leadership would move beyond formal reports and actively confront the realities of service delivery—ensuring that public resources are translated into tangible development for the people.
A leadership that sees reality directly is a leadership that can truly transform it.
William Sunday D. Tor is a former Local Government Administrative Officer in Khartoum Locality, Khartoum State, and currently a Lecturer in International Development and Regional Planning at Starford International University, Juba. He can be reached via williamtor2011@gmail.com.
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