|•<br>Organize training for internal competitive examinations;|
|---|
|•<br>Review continuous education courses and target homogeneous professional groups;|
|•<br>Limit civil service employment to a five-year renewable term.|

Source: Tunisian Republic; Direction Générale de l’Administration de la Fonction Publique (DGAFP) 1989.

**Although relevant reform recommendations were made and some were implemented, actual changes in performance management have been marginal** . For example, work quality and quantity criteria were introduced for the professional performance rating, while attendance criteria were introduced for the performance bonus rating. However, the assessment of work quality and output remains subjective, attendance is weighted lightly, and the spread of scores is narrow. The link between the professional rating on the one hand and compensation and promotion policies on the other hand remains weak. Also, replacing the index compensation system with a base salary scale did reduce the complexity of the compensation system.

**Further attempts at modernizing the civil service were launched in 1996, and again during 2007–2011, a reform period recognized for its consultative nature** . An important result of the 1996 reform initiative was the introduction of the INSAF human resources management system in 2002 (OECD 2010). The 2007-2011 administrative development strategy was part of the 11th development plan and intended to facilitate Tunisia’s integration into the global economy. Public consultations on an unprecedented scale brought together government executives, external experts, donors, and international organizations. 2008 was the most active reform year, with Expert Committees formed in January, a national workshop held in July, and reform documents published for an online discussion in September. This participatory approach was meant to increase reform transparency and gather the support of various stakeholders. The basis for the consultations was the triennial negotiations framework between the UGTT and the government, as these negotiations had evolved from wage negotiations to general discussions about human resources management in the public sector (OECD 2010, Tunisian Republic 2007).

**The 2007-2011 administrative development strategy targeted challenges and proposed reforms similar to those suggested by the 1989 Commission** . This list of problems that persisted from the 1980s to the 2000s included poorly managed competitive exams, the irrelevance of professional evaluation criteria, the disconnect between performance, compensation and promotion, restrictions to inter-ministerial mobility, and the complexity of the compensation system. The proposed reforms were focused on revising performance indicators, reforming the recruitment system, improving training, and strengthening the connection between performance and promotion. However, the reform document lists only overall objectives and makes no mention of specific actions. It is not clear what impact the administrative development strategy had, apart from the introduction of a voluntary retirement program for civil servants aged 57 to 60 in 2008 (OECD 2010).

**The administrative development strategy was accompanied by donor-led projects which, just like the strategy itself, had limited impact on the ground** . The partners for these projects were the United Nations Development Program (UNDP), the French General Directorate of Administration and Public Services (DGAFP), and the European Union.

**The UNDP’s Public Administration Modernization Program (MODAP) was launched in 2009 and aimed at improving administrative governance in the Citizens Relations Office** .

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