Lovely François at ONA: Surprise Visits as a Method, Reform as the Horizon
, March 27, 2026 – Appointed head of the National Old-Age Insurance Office (ONA) since March 24, Lovely François immediately made her mark.
By La Rédaction · Port-au-Prince
· 2 min read · Updated 24 April 2026
Translated from French — AI-assisted and reviewed by the editorial team. The French version is authoritative. Read the original · About our translation policy
Port-au-Prince, March 27, 2026 –
Appointed head of the National Old-Age Insurance Office (ONA) since March 24, Lovely François immediately made her mark. Within three days, the new director general multiplied surprise visits to the institution's departments, an unusual method in a Haitian administrative environment where general directorates are often characterized by their detachment from the field. These unannounced inspections, welcomed by the SE-ONA union through Gladys Étienne and by a large part of the staff, pursue a triple objective: to evaluate working conditions, establish direct contact with employees, and instill a dynamic of production in an institution that has often suffered from the image of distant and opaque management. Fundamentally, this method raises questions. Firstly, due to its exceptional nature. That surprise visits are perceived as an event speaks volumes about the degree of disconnection that previously existed between management and staff. In an institution where the previous director general, Ronald Bazile, had nevertheless initiated reforms, the enthusiastic reception given to this new approach suggests that the internal malaise was deeper than official reports indicated. Secondly, due to its potential effectiveness. Surprise visits have a virtue: they re-establish a sense of presence, break routines, and send a clear signal about the hierarchy's involvement. But they cannot substitute for a structural management policy. Leadership is not limited to unannounced appearances. It is judged by its ability to set objectives, delegate, evaluate, and correct. Lovely François takes the helm of ONA at a time when the institution needs to regain the trust of policyholders and pensioners. The “ONA Crédit” program, recently awarded in Brazil, has shown that the office can innovate. But it still faces massive challenges: extended processing times for pension files, opacity in fund management, and outdated information systems. In this context, the surprise visit method has the merit of breaking with inertia. It reveals a leader who embraces her role and intends to closely understand the realities on the ground. But for it not to remain a mere announcement effect, it must be accompanied by a clear strategic vision, a roadmap shared with staff, and rigorous monitoring indicators. The union applauded. The staff welcomed it. It remains to be seen whether this dynamic of change will be sustained over time. In a country where initial good intentions too often end up stifled by the weight of administrative routines and internal resistance, true reform will not be measured by the number of surprise visits, but by the new director's ability to sustainably transform the institution. The enthusiasm of the first few days is a valuable asset. It still needs to be cultivated.
Appointed head of the National Old-Age Insurance Office (ONA) since March 24, Lovely François immediately made her mark. Within three days, the new director general multiplied surprise visits to the institution's departments, an unusual method in a Haitian administrative environment where general directorates are often characterized by their detachment from the field. These unannounced inspections, welcomed by the SE-ONA union through Gladys Étienne and by a large part of the staff, pursue a triple objective: to evaluate working conditions, establish direct contact with employees, and instill a dynamic of production in an institution that has often suffered from the image of distant and opaque management. Fundamentally, this method raises questions. Firstly, due to its exceptional nature. That surprise visits are perceived as an event speaks volumes about the degree of disconnection that previously existed between management and staff. In an institution where the previous director general, Ronald Bazile, had nevertheless initiated reforms, the enthusiastic reception given to this new approach suggests that the internal malaise was deeper than official reports indicated. Secondly, due to its potential effectiveness. Surprise visits have a virtue: they re-establish a sense of presence, break routines, and send a clear signal about the hierarchy's involvement. But they cannot substitute for a structural management policy. Leadership is not limited to unannounced appearances. It is judged by its ability to set objectives, delegate, evaluate, and correct. Lovely François takes the helm of ONA at a time when the institution needs to regain the trust of policyholders and pensioners. The “ONA Crédit” program, recently awarded in Brazil, has shown that the office can innovate. But it still faces massive challenges: extended processing times for pension files, opacity in fund management, and outdated information systems. In this context, the surprise visit method has the merit of breaking with inertia. It reveals a leader who embraces her role and intends to closely understand the realities on the ground. But for it not to remain a mere announcement effect, it must be accompanied by a clear strategic vision, a roadmap shared with staff, and rigorous monitoring indicators. The union applauded. The staff welcomed it. It remains to be seen whether this dynamic of change will be sustained over time. In a country where initial good intentions too often end up stifled by the weight of administrative routines and internal resistance, true reform will not be measured by the number of surprise visits, but by the new director's ability to sustainably transform the institution. The enthusiasm of the first few days is a valuable asset. It still needs to be cultivated.
