Organisational change is never comfortable. Change is itself inherently risky.
If change is ambitiously addressing the way things were by trying to move organisations to the way things could be – then this change agenda needs to be supported not only by political will but by public understanding for those willing to advocate for attitudinal, operational and organisational transformation.
Nor does broad institutional change occur quickly, especially if redressing long established ways of doing things and especially when organisational innovation initiatives are as extensive as that currently underway in Vanuatu’s Public Service. Critical to these reforms is the provision of accountability and good leadership.
Opinion Piece in Daily Post
The opinion-piece article in the Daily Post by The Distant Voice (19th July 2025) purportedly provides an analysis of a recent Report on Public Service Leadership & Accountability. The article quotes the 2022 score of 6 out of 10 to the 2023 score of 4.8 out of 10 to 2024 – 4.2 as an indication of a steady decline in Public Service performance. The purpose of the Public Service Leadership & Accountability Report alluded to, is to capture organisational performance and does not assess individual performance and certainly not budget usage – the next step yet to be undertaken by a Verification Working Group in the coming months.
The Public Service Leadership & Accountability Report assesses 4 areas:
1. Compliance: Compliance to required Reporting Time Frame and Annual Report Guidelines;
2. Performance: Performance against Business Plan targets;
3. Coherence: Alignment between the NSPD to each Ministry Corporate Plan cascading to Business Plans;
4. Integrity & Relevance: Are Good Governance Principles adhered to?
By undertaking, refining and strengthening such reporting, the Public Service Commission is providing an example of transparency, leadership and accountability. No other Commission in Vanuatu or State- Owned Enterprise even attempt to provide such reporting.
The Vanuatu Public Service should be applauded not criticised for its moves to modernisation, transparent reporting and encouragement of sound, accessible reporting.
Where To Next?
The Public Service Commission does indeed recognise that it is time to change if we are to see a Public Service that truly delivers as per its title – professional, prompt, sustainable and cost-effective public services delivery to the people of Vanuatu whom we serve. If we are to achieve real on-the-ground reforms to meet our National Sustainable Development Plan (NSDP) objectives, it is timely to act now.
We must re-imagine the purpose of the Vanuatu Public Service to meet the challenges of a rapidly changing and complex operational, global and national environment. We must “no tok tok tumas.”
The Vanuatu Public Service must deliver the services the people of Vanuatu expect – and deserve. This determination has led us to ask ourselves these questions: Who do we serve, why and how?
Obviously, we must serve the people of Vanuatu with accessible, inclusive delivery of high quality, cost-effective and timely government services.
Current public and political perceptions are that the Vanuatu Public Service is not “Fit for Purpose” and is not providing value for money of the investment in salaries in return for services to the public – especially decentralised services to the provinces where 74.6% of Vanuatu’s population resides.
The Vanuatu Public Service last underwent concerted organisational reform and strengthening 30 years ago under the Comprehensive Reform Program (CRP) 1998 – 2002.
Over the last few years, in recognition that the CRP reforms of three decades ago no longer deliver the promises of public service, the Vanuatu Public Service Commission has overseen broad institutional reforms. In recognition that implementation of broad legislative, policy, planning and delivery framework of the Vanuatu Public Service must be undertaken, the Public Service Commission and its operational arm, the Office of the Public Service Commission (OPSC), have put in place an ambitious raft of reforms to revitalise the Vanuatu Public Service and better deliver services to the people of Vanuatu.
This program of reform is aimed at improving accountability and service delivery through a strong framework of legislation, policy, procedures, guidelines, Performance Appraisal, merit-based selection, decentralisation and capacity building. These reforms will establish Vanuatu’s Public Service as a meritocracy. Many of the reforms are seen as Pacific Benchmarks and our Oceania neighbours are observing with interest the initiatives being pursued as an integrated, well-considered raft of reform.
Given the complexity, ambition and variety of the integrated raft of reforms, it is understandable that there may be misconceptions on the scope of the reforms being undertaken as expressed in “The Distant Voice” opinion piece.
Of these improvements in management of performance and practical outcomes aim to improve the lives of all Ni-Vanuatu. From Director General to Directors, Managers to receptionist, ALL Public Servants are being put on notice – perform, perform, perform!
Accordingly, the addition of a new chapter (Chapter 10) on Performance Management in the Public Service Staff Manual (PSSM) will provide clear policy, procedures and templates for strong Performance Management to reward high achievement, encourage skills and service delivery but also to provide strategies to deal with under-performance. We know the latter is an area of public complaint, especially in the provinces.
Redrafting of the old Public Service Act of 2008 to bring Vanuatu’s Public Service up-to-date with best practice internationally has necessarily been a careful, steady process. Amendments and new Regulations are ready to go to the November 2025 Parliament Appropriations Sitting with a totally revised Act. The new Act will provide comprehensive harmonisation with the newly revised Staff Manual through vigorous legislative “teeth,” especially in the areas of transparent advertising, recruitment and remuneration as well as management of poor performance and professional behaviour.
However – this commitment needs a vital element – political will.
We need to revise the Public Service Act to empower the Public Service to both reward and retain excellent Public Servants but also to manage under-performance. Having re-written the Public Service Staff Manual, the Public Service Act MUST be redrafted and presented to the November Parliament Sitting. To do this, we need to goodwill and understanding not only of our Council of Ministers but also that of all 52 Members of Parliament and of course – the understanding of the Vanuatu public at large.
Vanuatu’s new program of reform, already well under way, has the driving vision that the Vanuatu Public Service should be “People Driven,” instead of being driven by process and procedures. A People Driven organisation would seek to provide the people it serves with appropriate and timely services while making the institution of the Public Service a modern, attractive work environment so that it becomes the Employer of Choice in Vanuatu.
We recognise that our traditional and narrow role of providing support to the Ministries and agencies of the Vanuatu Government must be expanded across all sectors of Vanuatu Society. As a potent force for community engagement, the honored role of our Chiefs and Churches is essential for provision of services to ensure no-one is left behind. Collaborative relationships with the Private Sector, Development Partners and Non-Government Organisations are increasingly critical in today’s challenging environment of resource constraints and increased public expectations.
To ensure the transformation of a dynamic Public Service able to respond and pivot to meet these needs, the Vanuatu Public Service will focus on:
- People
- Partnerships
- Performance
- Platforms
Excellent, accessible and innovative services will be our commitment to re-imagine re-energise and empower a dynamic Vanuatu Public Service.