CHAPTER THREE: DEMOCRACY AND POLITICAL GOVERNANCE ii. Findings of the CRM 269. Insofar as the measures and mechanisms for ensuring an efficient and effective public service are concerned, public office in Algeria is characterised by legal and functional changes and transformations, aimed at redefining the mission of the state in the current national context. It is in this context that administrative reforms have been initiated to adapt the public administration to the exigencies of current changes. To this effect, a general constitution of public office was adopted by Ordinance 06-03 of 15 July 2006. Several special statutes and regulatory texts that will contribute to the amendment of the statute and to the new remuneration system are being elaborated upon and are expected to be finalised by the end of 2007. 270. The new constitution aims to develop a modern, effective and accountable administration, but is also driven by the concern to ensure that public officials enjoy a more satisfactory professional life. The new constitution is innovative in the sense that it rehabilitates qualifications with a view to rationalising jobs in the public service. The classification and remuneration system in respect of public office will in future be based on the criteria of the level of qualification achieved through accredited certificates, degrees or training programmes, as well as professional experience. In this way, justice is served with regard to those sectors that were disadvantaged by the former regime. 271. The capacity and effectiveness of Algerian public office is subject to the career system, which has the advantage of ensuring a sustained public service, stability of employment and security for its officials. However, this principle has limitations in that statutory advancement according to a career plan is rather onerous in terms of effectiveness, without anything to offset this in real terms. In contrast, advancement based on selection or grade and performance assessment by the line manager is a fundamental characteristic of the career system, the application of which presupposes a grading system that effectively rewards merit. However, the assessment criteria of public officials referred to above – physical aptitude, punctuality, service orientation, care in executing work, rapidity of execution, professional experience, initiative, organisation, management skills and control – remain subjective and obsolete, because they are often subject to sole assessment by the line manager. The CRM consequently recommends that a competence/employment point of reference, based on the determination of the type of competence or profile suited to each position, be developed by combining career principles with the employment system. It is to be hoped that this will gradually replace the references and categories currently used in the Algerian public service as staff are being replaced. 272. Interviews with the Minister of Finance revealed that the new constitution on public office, while entrenching a career system for public officials, reserves an important place for employment through a regime of contracts, amended and adapted to the new missions of public administration. The new system of management, which is based on results and objectives, is articulated around a performance contract between the public official and the line manager. This 93