Page 2 - Issue NO.1-Study for upgrading the road sub-sector in Tunisia

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In the first phase, a detailed diagnosis highlighted the In the second phase, several proposals were put
strengths and weaknesses of the road sector (SWOT forward to overcome the identified challenges and
analysis). Roads play a key role, accounting maximize opportunities. The creation of a structuring
approximately 95% of the goods and people road network is one of the main recommendations.
movements in Tunisia. Although the road network is This approach revises the classification of roads to
generally in satisfactory condition due to significant prioritize their economic role rather than their simple
investments made over the past fifteen years, notable administrative classification. National roads and some
shortcomings remain, particularly in terms of routine of the regional ones would thus be integrated into a
and periodic maintenance. The funding for these structuring network, placed under the responsibility of
operations relies largely on fluctuating state budgets, MEHAT, with centralized planning and management.
which are insufficient to cover estimated needs. This would ensure consistency in interventions and
Furthermore, the management of human and material secure optimal maintenance based on common
resources, notably within the General Directorate of technical standards.
Bridges and Roads (DGPC), shows constraints that
hinder overall efficiency.

The assessment also revealed significant opportunities Another key aspect of the proposals concerns the
to modernize the sub-sector. Among these, the creation creation of a Road Maintenance Fund (FER). This
of a Road Maintenance Fund (FER) could provide a funding mechanism, independent of the state budget,
sustainable solution to ensure the necessary work is would be funded by fuel fees, supplemented by other
financed. In addition, a strategic repositioning of the sources such as specific taxes or user fees. The FER
public administration as a manager and planner of the would aim at mobilizing stable and sustainable
road network would enable it to better respond to resources, facilitating the planning of maintenance
economic and social requirements. Benchmarking work in the short and medium term. In addition to
conducted in other countries provided relevant ensuring the availability of the necessary funds, the FER
examples, highlighting innovative approaches to would establish simple and transparent procedures for
improve the management and financing of road paying companies and monitoring the work.
infrastructure.

The issue of institutional management was also tackled. Several scenarios were considered, ranging from strengthening DGPC
capacities to creating one or more road agencies. These agencies could be responsible for managing new works and
maintaining both structural and non-structural networks. A multi-criteria analysis enabled assessing the advantages and
limitations of each scenario, taking into account factors such as impact on users, infrastructure quality, implementation costs,
and institutional feasibility.

The restructuring of the Construction Testing and Techniques Center (CETEC) is another major recommendation. Currently,
this public institution fulfills two distinct functions: an analysis laboratory and a research center. To better meet the needs of the
sub-sector, it was proposed to split these activities into two separate entities. One part of CETEC would become a market-
competitive analysis laboratory, while the other would be a regulatory and research entity responsible for supervising private
laboratories and conducting technical innovations.

The third phase of the study focused on supporting the implementation of institutional reforms. It conducted an in-depth
analysis of the selected scenarios in order to propose clear solutions. Among the priority recommendations is the creation of a
road agency (AGEROUTE) to centralize the management of new constructions and the maintenance of key networks. This
agency would ensure effective coordination and better allocation of resources, while decentralizing certain responsibilities for
more regional responsiveness.

Finally, strengthening the DGPC's capacity is essential to support these reforms. This includes modernizing its management
processes, improving planning tools, and reorganizing its internal structures to better cater for current needs. Similarly, human
resource training, both at the management and operator levels, is essential to ensure the success of the proposed initiatives.

In conclusion, the study presents a comprehensive roadmap for transforming the road sub-sector in Tunisia. The proposed
reforms aim not only to improve the state of infrastructure but also to ensure its long-term sustainability. They emphasize an
integrated vision, combining effective institutional management, sustainable funding, and strategic planning aligned with the
country's economic and social strategies/needs.

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