Good Practices and Innovations in Public Governance 2003-2011

Good Practices and InnovATIONS in Public Governance
The makeup of staff was revitalized by limiting recruitment to highly skilled employees,
such as engineers and specialized graduates. In order to facilitate such a selective
recruitment practice, in 1997-1998 EACCE took action by offering training to staff
and voluntary early retirement. In 1999-2000, the number of specialized staff had
increased from nine in 1986-1987 to 46 in 2003-2004 while the number of administrative
staff had decreased from 110 to 60 over the same period of time.
Between 1988-89 and 2002-2003, EACCE opened 18 new regional centres bringing
critical government services closer to the enterprises in need. The new control facilities
strongly contributed to the improvement of the working conditions at the processing
plants as well as the general hygiene in the different production processes. In
addition to these centres, laboratories conducting chemical and micro-biological
analysis and controlling packaging have been established – one in each primary district
of processing.
Only through EACCE’s sustained effort, and its collaboration with the private sector,
has it been possible for the domestic producers of fruits and vegetables to gain
a viable access to international markets. By initially targeting priority issues, EAC-
CE employed a gradual approach to innovation. It first focused on refrigerated products,
considered as having the greatest potential for return on investments. The decentralized
control system was part of a second stage of this strategy where a further
developed system of control of quality and traceability was integrated into the processing
itself.
Considering that tight control measures are necessary for exporting fresh fruit and
vegetables to foreign markets, the facilitating role of EACCE in enhancing the competitiveness
of domestic business is likely to be of increasing importance in the future.
Moreover, the administrative innovations brought about by EACCE have
spurred similar endeavours by other agencies of the government.
The decentralization of the quality control of fruits and vegetables for exports in
Morocco shows that abandoning a previously centralized control system may have a
significant impact on the international competitiveness of domestic enterprises.
For more information, please visit: www.eacce.org.ma
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