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ternporary and t.hat 1 n t.he futurę no measures will be pnsslhly t.aken to chanie t.helr • naturę. Furt.hermore, t.he State s ho u ld ii8e t.he ahove descrl hed 'techn1que ' -hased on cont.ract.s wi t.h t.hlrd part.les    ( f 1 rws, cooper a 1.1 ves, speoia 1    independent,

agenci es),    t.he    non tent    o f    whloh i 8 madę    by 'ord er 8    to    do'

t.hings- In    oonjunotion wit.h    wit.h orders concernlng ¹ how    to    do’

t.hings; t.he nlauses on 'how. to do' coulri indicat.e also how many unemployed, of wbat. kind, for howlong, and at. what. condlt.lons, have to be hi.red in order to do t.he t.hings t.hat. ■ ust. be done, all the.se featurea having to be cnmplled in order to fu 1    f 1 1 1 t. h e    obi 1 gat.Inne of t.he cont.ract .    The    gains

in terma of    morę f 1 e x i    h i 1 i t. y and mobil i ty -both in    t.he    public

sect.or as    such    and in    t.he labonr market    in generał-    are

evident. wh    i 1 e,    at the same time, t.he    impact. on inr.ome,

emp 1 oyraeut.,    liv1ng st.andards and sooial produc 1.1 v 1 ty are

subst.an t i a 1 . The jobs so created would have mu 1 t. i p 1 1 na t. i ve effeot.s in any oase, and t.he serv1ces prov1ded t.hrongh t.hen would oont.ributft to    inr.rease _t    1 i v 1 n g    st.andards    of the

populat.ion and/or t.he product.1v1t.y of t.he economio system.

What. about. t.he workers already employed by t.he    public

sect.or? T t. seems to us t.hat. a poi lny aimlng at. a suhst.antial and rapid    red u ot. łon of t.heir nuraber would    be    hardly

practioahle and    socially nnfalr.    The way    to fol Iow    in t.hls

respect a h nu ld    be t.hat. of mak Ing    serio u s    ef fort.s t.o    1mprove

the qua11t.Rt.1ve st.andards of public employees In    order t.o

make t.hen able to bet.t.er carry out. t.he new t.asks wh 1 ch the public sec tor 1s called t.o perform. For e x a m p 1 e , it. is elear t.hat. t.o undert.ake t.asks such as controlling, monitoring and surveying f1rms ¹ behaviours and performannes requ1res a nnmber of skills and abilit. ies which civil servant. s q u i t. e of ten do not. possess. To play t.bese roles requires familiarit.y wit.h ind ust. rial and financial account. Ing, a wlde knowledge of law, rui es, etc., mana ge rial in1t.1at.1ve, and so on. A t.horongh and serio ns programme of rest. r u o tur Ing and ret.ralning public employees would signlficant.ly contr 1 but.e t.o creat.ing or 1wprov1ng t.hese skills and abilit. ies.

9 • X    5t _. jf.nn r-fict p.£ r t i nu... firn!    J. i ii ^ n uixi. „The „in inr.iini .i.on?..!.

1 eve J[

Tn t. he p r e v i o u 8 sections, dealing wit.h t. he expansive policles t.hat. we consider morę suitable t.o t.he present. sltuat.lon in most. F.uropean count.ries, we carried out. our reasnnlng without. paying much at. t.ent. ion t.o the spat. ial framework in which t.hese policles shonld he implement.ed. Tn fact. , In many cases we have referred t.o single count ries and nat.lonal government.s . This 1s hardly surprising:    in the

present. s1t.uat.1nn most. policles - regardless of t.heir nat.ure - are deslgned and implement.ed at. a nat.lonal level. Tn spite of quite a frequent. acknnwledgement. of the need for a hlgher degree of International coordlnat.lon, count.ries essent.lally continue to carry out t.helr policles in 1 sol at łon or, even worse, t.hey are t.empt.ed by t.he 'chimera' of prot.ect ionism.