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that organizations tend to be compartmentalized and self contained, thereby reducing coordination and that "... feedback communication is invariably weak and provides poor channels for sector analysis."t
These views suggest that the resources, structure and behavior of host institution(s) in developing countries play a critical role in the adoption and effective use of ASA methodology. Consequently, the extent to which structural and behavioral factors are considered and incorporated into the design and use of ASA methods, the more effective these methods may become in the policy decision making-implementing process.
IV. EXPERIENCE AND INSIGHTS DRAWN FROM TUNISIAN EFFORTS
The background to our efforts in Tunisia that are important to highlight the issues advance here are: the point in the hierarchical decision making structure in which the ASA was present, the data, human and other resources at the disposal of the ASA effort the portfolio of activities assigned to the effort and briefly the nature of the planning process.
Briefly, taking the above topics in order, Figure 1 approximately depicts the organagram of the ministry of agriculture. The directions appearing on the left perform the functions of information supply and to some extent policy analysis. The offices appearing on the right are program implementing agencies. The division of regional services refers to approximately 12 regional offices located throughout the country in administrative regions referred to as gouvernorats. These regional