Good Practices and Innovations in Public Governance 2003-2011

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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 358
2005 Category 2: Spain Europe and North America Spain 2005 Category 2 Winner Public Employment Service of Castile and Leon Spain Description Improving the role of the public sector through the creation of the public employment service, responsible for training prospective employees and promoting employment. The Problem Castile and Leon is the largest region in Europe with a population of 2.5 million, representing nine provinces and 2,249 municipalities. The region’s vision of the future was laid out in the Modernization Program, which aimed at involving citizens in the administration of Castile and Leon, while building consensus and maintaining a continuous dialogue between all of the interest groups. The Solution In 2003, competencies were transferred from the National Institute of Employment (INEM), an agency under the Ministry of Labour and Social Affairs, to the Autonomous Community of Castile and Leon. Set up with an initial budget of €2.6 million provided by the State, the Modernization Program 2004 was launched to facilitate the regional Public Employment Service (ECYL) in achieving full employment, while at the same time providing an opportunity for Castilians and Leonese to live and work in the region. The Autonomous Community of Castile and Leon, the geographically largest region in Europe, is now serviced by ECYL, which is responsible for promoting employment, offering employment training, providing orientation and mediation in the job market. Through the implementation of the European Employment Strategy and the Third Regional Plan of Employment 2004-2006, the local government designed a new concept for public service delivery, where human resources would be the principal engine for involving citizens. The new vision of ECYL established a holistic approach to service delivery, in which the Service Life Cycle (SLC) became the central concept. The SLC approach comprises seven key actions including job market research in collaboration with private enterprises, public organisations and various other entities in 34 of the employment offices in the region, integration of smaller employment offices in rural areas, etc. 359
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The Impact of the UNPSA on InnovATI
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Lessons Learned on InnovATION in Go
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This publication provides an overvi
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Good Practices and Innovations in Public Governance 2003-2011

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