Revitalization of ONA: Field Governance to Rebuild a Weakened Institution

Appointed on March 24, 2026, the new director of the National Old-Age Insurance Office (ONA), Lovely François, is not staying behind her desk. From the moment she took office, she chose active governance, based on presence, direct observation, and listening to employees. This approach contrasts with administrative practices often marked by distance and inaction, particularly in a weakened institutional context.

The situation at the Delmas 17 site acutely illustrates the magnitude of the challenges to be met. A victim of repeated attacks by armed groups, the ONA premises have been severely degraded: buildings burned, walls cracked or destroyed, windows broken, work equipment reduced to ashes. This scene of desolation testifies not only to the consequences of insecurity but also to the structural vulnerability of public institutions facing prolonged crises.

Faced with this reality, the new management did not limit itself to an observation. It embarked on a resolutely operational approach, multiplying field visits, often unannounced, to concretely assess working conditions. This approach allowed for a precise diagnosis, but also helped re-establish a bond of trust with agents, who had long been left in precarious conditions.

One of the first areas of intervention consisted of improving the immediate environment for employees. Cleaning and rearrangement operations were launched, with the support of the National Solid Waste Management Service (SNGRS). These actions, though technical in appearance, have a strategic dimension: they contribute to restoring the dignity of the work environment and giving employees the means to perform their duties under acceptable conditions.

Beyond the material aspect, this dynamic reflects a coherent managerial vision. By prioritizing direct contact, transparency, and responsiveness, Lovely François seeks to establish a new institutional culture, based on responsibility and performance. This orientation is all the more significant as it occurs in a context where trust in public institutions is largely eroded.

Feedback from staff and union representatives indicates a generally favorable reception. Many see it as a break from a period of stagnation, marked by the absence of concrete responses to the progressive deterioration of working conditions. The visible presence of management, combined with tangible actions, helps to instill new momentum and restore hope to an administration seeking renewal.

However, this desire for transformation cannot obscure the major constraints weighing on the institution. The security issue remains central. As long as certain areas remain exposed to the influence of armed groups, rehabilitation efforts risk encountering structural limits. Similarly, the sustainable reconstruction of ONA will require significant financial resources, as well as long-term institutional support.