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ACCIÓSupporting business CompetitivenessBest practices & lessons learned24th October
It is the Agency that
provides support for
the competitiveness of
Catalan enterprise
It is attached to the
Ministry for Business and
Labour and to the
Directorate General for
Industry of the Government
of Catalonia
It works to promote
innovation and
internationalisation, to
attract investment and to
encourage
entrepreneurship and
financing
It is the leading player in
action aimed at increasing
the competitiveness of
the Catalan business
fabric
What is ACCIÓ?
Over
98% SMEs
Business fabric
Over
600,000 companies
Industry/services balance
Traditional Industries Services New industriesChemicals
ElectronicsAutomobile
PharmaceuticalsMachineryBeverages
Graphic artsPaper
Beverages
TourismEngineering
Corporate universitiesLogistics
DesignShared services centres
TradeTIC
R&D
BiotechMedical tech
Renewable energiesCleantechNanotech
Smart CitiesElectric vehicle
AudiovisualAeronautics
Production diversification. Service sector: opportunity
Catalonia
Macro figures 2012
Innovation 2011
Internationalization2012
Attracting investment 2012
GDP mp: € 207,762M
Agriculture: 1 %
Industry and energy: 20.9%
Construction: 8.5%Services: 69.6%Real growth rate:
-1.3%
Expenditure on R&D:
€ 3,104 M
Internal expenditure
R&D/GDP: 1.55%
System of knowledge and research infrastructure:
25,474 researchers
The greatest number of innovative companies in
Spain: 5,434
World scientific
production: 1%
Catalonia exports:
€ 58,283 M (▲5%)
Catalonia imports:
€ 68,688 M (▼4%)
Companies that export
regularly: 13,801
1/3 of Spanish exporting companies are Catalan
Openness ratio, 2012:
61%
16.7% of Spanish FDI is concentrated in Catalonia
5,100 foreign companies are established in Catalonia
40.2% of foreign companies in Spain are
located in Catalonia (2011).
Area: 32,106 km2
Population: 7.4 M
Catalonia within Spain
Data 2012. R&D, 2011
20% GDP
26% country’s
exports
16% total
population of Spain
6% Spanish
territory
Top of the 10 South European cities of
the future(FDI Int, 2012)
1st cruise ship destination in Europe and 4th in the world(El Periódico, 2012)
10th European airport in
passenger numbers
6th best reputed city in the world
(from a list of 100) Reputation Institute
5th most visited European city and 16th in the world(Euromonitor intern.
2011)
3rd European city best known as a business centre (C&W, 2011)
2nd world city in International Congresses(ICCA/BTCB, 2011)
4th foreign direct investment promotion(FDI Int.,2012)
Best city in terms of workers' quality of life
(C&W, 2011)6th city in Internal
transport and 6th in Office space
(C&W, 2011)
3rd highest investment in
research centres (KPMG, 2012)
2nd best city in promoting itself
(C&W, 2011)
Infrastructures
Barcelona International AirportAdditional airports in Reus, Girona and Lleida
Catalonia is well communicated with Europe and the road network
Port of Barcelona: main port in southern Europe and main Mediterranean cruise destination
High speed passenger trains that take just 2½ hours to reach Madrid
Major scientific infrastructures
� First and only particle accelerator in southern Europe. It is used to manufacture micro articles and new medicines, as well as developing materials for industry.
� The most powerful supercomputer in Spain and in Europe. It is used for supercomputation projects in the fields of life sciences, biotechnology and the chemical industry, among others.
� Dedicated to developing products for the automotive industry, it offers engineering, testing and standardization services to companies throughout the world
� The largest public microelectronic Research and Development Centre in Spain. Its main activity is R&D based on micro silicon and nanoelectronics.
Over 730 million euros engaged in private investment in 2012(298 R+D, 331 invest, 14 financing)
Catalonia, designated European Entrepreneurial Region in 2012 by the EU Committee of the Regions for adherence to the Small Business Act
Every euro allocated to investment projects
prompts 25 euros in private investment
Support for 17,000 Catalan company projects in 2012
ACCIÓ impact
13,210 attendees at ACC1Ó events – 41,483
digitally loyal customers
7.71 average ACCIÓ customer
satisfaction
� Grants and loans
� Expertise
� Information and knowledge
� Dissemination and promotion activities
INNOVATION
INTERNATIONALIZATION
CLUSTERS
BUSINESS GROWTH
How do we help to improve business competitiveness
12
1. Orientation to achieve a return on the country and our companies.
2. Customer orientation and desire for excellence in service.
3. Public service to provide added value and quality.
4. Promotion of public-private partnership in collaboration and not competition with other public entities.
5. Co-Responsibility of companies.
6. Transparency, accountability and continuous application of systems of administrative simplification.
Some principles we keep in mind…
INNOVATION
INTERNATIONALIZATION
CLUSTERS
BUSINESS GROWTH
Business Growth
• Business Growth Program
•Finance•Financial Advisor Network•Private Investors Network•Investment Forum•Loans
• Entrepeneurship •Start Up Catalonia: High Potencial Business Accelerators
Business Growth - FinancingDifficulties experienced by companies in access
to credit
€ 12 M of financing awarded
Over 300 successful bids by the Financial Advisor Network
� The Private Investors Network (XIP) is a program designed to promote the creation and growth of innovative companies with high growth potential in Catalonia.
� Includes 7 investor networks, which have the function of filtering and presenting projects to investors affiliated while facilitating the investment process and the subsequent channeling of financial resources in the form of capital stake in companies .
� In 2012, the Private Investors Network of ACCIÓ have since driven about 2,000 companies and 759 projects presented their 365 private investors. Overall, we have closed a total of 66 operations for a total investment of over 11.7 million.
Business Growth - Financing
BANC
BCNBAEix
Technova
SeedRocket
Keiretsu Forum
IESE
ESADE BAN
Intangible value provided by the Public Sector
Integration into international networks to gain access to Investors and Projects
Deal flow supply systems via Project Templates and Standards
Openness to new ways of Networks
Increase Award for Excellence
Position itself as a meeting point between Investors and Entrepreneurs
Increasing differentiation between networks
Corporate Operations between complementary or synergistic Networks
Increase number of Investors with Entrepreneur Profile
Promotion of Co-Investment
Access to Foreign Investors
Business Growth - Financing
Business Growth – Start-Up Catalonia
� Business Accelerators Network. Expected results:
�International Plans
� Increasing Turnover (>50%)
�2-4 New jobs
� Attracting new finance
Business Growth – Start-Up Catalonia
Less than 5 Years
Turnover
Networking
Team
No sector restriction
Global Vision
innovative
Business Growth – Start-Up Catalonia
INNOVATION
INTERNATIONALIZATION
CLUSTERS
BUSINESS GROWTH
Innovation
Catalonia has more innovative companies than any other autonomousregion in Spain (about 5,500 in 2011)
> € 3,000 M R&D expenditure in
2011
4th autonomous region for R&D/GDP
Catalonia produces 1% of
the world’s scientific
output
Catalunya capta el 2% dels fons de la UE en
R+D: 146 M d’€ al 2011 (▲16% respecte 2010)
� 8,500 TECNIO network
innovation projects (2012)
with a turnover of over €100 M
20% R&D created through ACCIÓ
programs (1 from every € 5 )
Catalonia receives 2% of EU R&D
funds: € 146 M in 2011 (▲16%)
Nearly 150 licenses for patents or
creation of technology based-companies: linking
research tothe market
1. More Innovative Companies
2. More Innovation intensity
3. More Technology avalaiable
4. More internationa innovation
Innovation4+
Innovation
Innovation
• Instruments to stimulate innovation system• RIS3CAT Communities
• Instruments to stimulate business demand for innovation• Grants for SME Innovation projects (Innoempresa)• Grants for R&D collaborative projects (Nuclis)• Loans for innovation projects• Innovation Vouchers• Innovation Public Procurement
• Technology Transfer• TECNIO Network• Technology Valorization Units and grants
• Instruments to stimulate international innovation• Grants for R&D international collaborative projects (Era-Nets / Bilateral
Agreements)• Advisor Service
LLEIDA
• Fundació Institut Tecnològic de Lleida
• INNOPAN
• DBA - UdL
• GREA - UdL
• GRIHO - UdL
• NUTREN - UdL
La Sènia
• CENFIM
TARRAGONA
• CTCQ Fundació Privada
• AMIC - URV
• CITEE - URV
• CTQ
• DINAMIC - URV
• ICIQ
•METEOR - URV
• TECAT - URV
REUS
• CTNS - Fundació Privada
• TecnATox - URV
Ripoll
• Fundació Eduard Soler
Vic
• SART - UV
Monells
Vilanova i la Geltrú
• SARTI - UPC
Viladecans
• CTAE
Vilafranca del Penedés
• INCAVI
IGUALADA
• AIICA
• Centre d’InnovacióBarcelona Media – UPF
• iMAT
• Barcelona Digital Centre Tecnològic
• CDT-ICG
• BAPP – UPF
• CDEI – UPC
• CDIF – UPC
• CELLTEC – UB
• CEMIC – UB
BARCELONA
• CEQAP – UB
• CERETOX – PCB
• CeTVD – La Salle
• CIEFMA – UPC
• CISTIB – UB
• CITCEA – UPC
• CPT – UB
• CREB – UPC
• DAMA – UPC
• DIOPMA – UB
• ECOR – URL
• ELECTRODEP – UB
• GCEM – UPC
• GEM – URL
• GEMAT – URL
• GRAHI – UPC
• GRIB – UPF
• LabCOM – URL
• LAM – UPC
• MTG – UPF
Mollet del Vallés
• GIRO
GIRONA
• AMADE – UdG
• CID
• CIDSAV – UdG
• EASY – UdG
• GEOCAMB – UdG
• LEPAMAP – UdG
• LEQUIA – UdG
• LIPPSO – UdG
• TechnoSperm
• VICOROB
• NEUROPHAR – UPF
• QCI – CSIC
• SCT – UB
• SDM – UB
• SINTEFARMA – UB
• UQC
• FITEX
TERRASSA
• LEITAT
• CECOT
• CCP
• CD6 – UPC
• CRESCA – UPC
• CRIT – UPC
• CTF – UPC
• CTTC – UPC
• LABSON – UPC
• LEAM – UPC
• MCIA – UPC
• CENTA
BELLATERRA – CERDANYOLA DEL VALLÉS
• ASCAMM
• CEPHIS
• CERPTA – UAB
• CIMITEC – UAB
• CVC – AUB
• GTQ – CSIC
• GTS - UAB
• NANOMOL – CSIC
• PPF – UAB
• SAF – UAB
• SEPBIO – UAB
• SNiBA
• SVGM – UAB
• UDT-IA - CSIC
MATARÓ
• CETEMMSA
• Fundació TCM
MANRESA
• CTM Centre Tecnològic
• Fundació CATIC
Innovation - TECNIO
6 CTA; 4 CT & 79 XIT
Innovation - Advanced Technological Centers
1. ASCAMM Centre Tecnològic (PTV, Cerdanyola del V.)2. Barcelona Digital Centre Tecnològic (22@, Barcelona)3. Centre d’Innovació Barcelona Media (22@, Barcelona)4. CETEMMSA Fundació privada (Tecnocampus, Mataró)5. CTM Centre Tecnològic (Manresa)6. LEITAT Centre Tecnològic (Òrbital 40, Terrassa)
1
2 3
4
5
6
INNOVATION
INTERNATIONALIZATION
CLUSTERS
BUSINESS GROWTH
Internationalization - Exports2012, a record year for Catalan exports,
the driving force behind the Catalan economy
▲5% exports(€ 58,283 M)
Catalonia sells more abroad than to the rest
of Spain
▲4.7% regular exporting companies (13,801 companies, 36% of the Spanish total)
Around 1,000 projects of international
expansion through Business Promotion
Centers
500 new companies started exporting
Internationalization - Attracting investmentCatalonia: an attractive region for business
∆ 23% multinational investment in 2012
Catalonia, Europe’s leading region for attracting investment in 2012
(Source: BdD FDI Markets, Financial Times)
87 investment projects
2,695 M$
6,873 jobs
€ 330 M attracted in
2012
creation of 2,324 new jobs
continuity of a further 2,566
jobs
47 investment projects attracted
Internationalization - Offices and branches overseas
INNOVATION
INTERNATIONALIZATION
BUSINESS GROWTH
Catalonia: pioneer country
Michael, E. Porter, On Competition, 1998
Cluster Policy
Clusters in the worldClusters in the world
2001199719921980
Regions and countries with initiatives based on cluster development
+
-
Emilia-RomagnaToscana....
Basque CountryScotlandArizonaCataloniaMassachussets New Zealand
Costa RicaCalifornia....
SwedenTurkeyLituania
AustriaJordaniaMéxicoSud-Àfrica.... France
EstoniaDenmarkEsloveniaUKMinas Gerais...
1990 2003
Aprox. More than 3.000 initiatives en different countries
and regions (*)
2005
PakistánKazajstánPoland….
2006
(*) Data of The Cluster Initiatives Greenbook, 2003
Cluster Policy
Strategic Change Process
Month 0 Month 3Competitive analysis
Diagnostic and ForesightDefinition main characteristics of the sector
Strategic analysis (competitive strengths)
Environment analysis
Business tendencies at global level
Suggested actions for companies
Suggested actions for Government
Cluster monitoring
Public presentation
Action plan
Companies’ Strategic change
Technological change
Executive training
Internationalization
Benchmarking
Strategic Dive
Tailored actions
Month 15
CLUSTERS POLICYCluster Policy
ALL CLUSTERS CAN BE COMPETITIVE IF THEY HAVE COMPANIES
CHANGING THEIR STRATEGY IN THE RIGHT DIRECTION
Cluster Policy
Time
Evolution
CLUSTERS POLICYCluster Policy
New Business Opportunitties - From the Cluster analysis to firm’s strategic change
Cluster Policy
Cluster Policy
The work plan adopted in Catalonia structure in four focus areas that allow combine mainstreaming with:
Axis 1. Leading sector areas: strengthening the activities in which Catalonia has critical mass business growth potential and competitive advantages, and consistent with the seven areas RIS 3:
� Food
� Energy and Resources
� Industrial systems
� Industries related to design
Axis 2. Emerging Clusters. Promoting the exploration of new areas in which Catalonia has specific opportunities.
Axis 3. Enabling cross-Technologies : drive technology capable of transforming business:
� ICT (including electronics)
� Nanotechnology
� advanced MaterialsAxis 4. General improvement of the environment for innovation : non-technological innovation
� Industries related to sustainable mobility
� Health industries
� Industries based on experience
� Photonics
� Biotech
� Advanced manufacturing
General Framewrok– RIS3CAT
MEDI AMBIENT
ENERGIA
INNOVACIÓ
INTERNACIONALITZACIÓ
FINANÇAMENT
SIMPLIFICACIÓ ADMINISTRATIVA
CLUSTERS I ESTRATÈGIA
CAPTACIÓ INVERSIONS
PROG. REACTIVACIÓ INDUSTRIAL
EMPRENEDORIA
FORMACIÓ (Universitats i FP)
INFRAESTRUCTURES (transport i logística)
PE
1-A
LIM
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TA
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PE
2-E
NE
RG
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RE
CU
RS
OS
PE
3-S
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IND
US
TR
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PE
4-IN
D. R
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DE
S A
MB
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DIS
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PE
5-IN
D. M
OB
ILIT
AT
SO
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PE
6-IN
DÚ
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S D
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A S
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PE
7-IN
D. B
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EN
L’E
XP
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CIA
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ITA
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UP
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AC
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General Framewrok– RIS3CAT
IMPACT
Program A
Program B
1- Improve Public Policies2- Efficient deployment of Resources
Public Policy Evaluation
1- We cannot improve without data-based evidence2- We cannot improve what we cannot compare
Public Policy Evaluation
INPUTS Activities OUTPUTS OUTCOMES/ IMPACT
Resources
Consider organization
priorities
Developed tasks
Operational goals
Specific goals
Main goals
Short term: capacity, motivation, experienceMedium term: decision-making, policies
Long term: social and economic consequences
Monitoring Evaluation
Public Policy Evaluation
� Evaluation is not monitoring indicators
� Evaluation needs resources and time
� Evaluation needs clear goals: what we want to know / what kind of evaluation we need
Public Policy Evaluation
EVALUATION EVALUATION QUESTIONS
Effectiveness Is the program effective in the consecution of its goal ?
Impact Which are direct and indirect effects of the program?
EfficiencyWhich is the relation between resources and results of the program?
- Cost-profit Relation between program costs/ resources and results (profits, ouptut, outcome) –expressed un monetary units
- Process Relation between HR and results?
Satisfaction Which is the client satisfaction ?
Completion
Is the program well focused towards the consecution of the goal ? Are processes correctly designed in order to reach the goal and make the most of resources? Are goals being achieved ?
Public Policy Evaluation
Stakeholders
BenchmarkingEmpresas
Other sectors
Potencial users
Users
Competitive Benchmarking
Non Competitive Benchmarking
Public Policy Evaluation
� "uncertain" temporal gap between public performance and impact of the action
� Impact duration
� Good system of indicators
� Evaluation Team / leadership
� Control group
� Isolate effect of our program from other factors
Some problems
Public Policy Evaluation
QÜESTIÓ RESULTATS CONCLUSIÓ
El procés que està definit és eficient?
� En la ficha Insertar, las galerías incluyen element os diseñados para coordinar con la apariencia general del documento. Puede utilizar estas galería s para insertar tablas, encabezados, pies de página, listas, portadas y otros bloques de creació n del documento. Cuando crea imágenes, organigramas o diagramas, también se coordinan con la apariencia actual de su documento.
� En la ficha Insertar, las galerías incluyen element os diseñados para coordinar con la apariencia general del documento. Puede utilizar estas galería s para insertar tablas, encabezados, pies de página, listas, portadas y otros bloques de creació n del documento. Cuando crea imágenes, organigramas o diagramas, también se coordinan con la apariencia actual de su documento.
El dimensionament del servei, és l’òptim?
� En la ficha Insertar, las galerías incluyen element os diseñados para coordinar con la apariencia general del documento.
� Puede utilizar estas galerías para insertar tablas, encabezados, pies de página, listas, portadas y ot ros bloques de creación del documento.
� Cuando crea imágenes, organigramas o diagramas, tam bién se coordinan con la apariencia actual de su documento.
� En la ficha Insertar, las galerías incluyen element os diseñados para coordinar con la apariencia general del documento.
� Puede utilizar estas galerías para insertar tablas, encabezados, pies de página, listas, portadas y otros bloques de creación del documento.
� Cuando crea imágenes, organigramas o diagramas, tam bién se coordinan con la apariencia actual de su documento.
S’està aplicant el marge legal per simplificar al màxim el procés?
� En la ficha Insertar, las galerías incluyen element os diseñados para coordinar con la apariencia general del documento.
� Puede utilizar estas galerías para insertar tablas, encabezados, pies de página, listas, portadas y ot ros bloques de creación del documento.
� Cuando crea imágenes, organigramas o diagramas, tam bién se coordinan con la apariencia actual de su documento.
� En la ficha Insertar, las galerías incluyen element os diseñados para coordinar con la apariencia general del documento.
� Puede utilizar estas galerías para insertar tablas, encabezados, pies de página, listas, portadas y otros bloques de creación del documento.
� Cuando crea imágenes, organigramas o diagramas, tam bién se coordinan con la apariencia actual de su documento.
S’està aprofitant la tecnologia per simplificar els processos?
� En la ficha Insertar, las galerías incluyen element os diseñados para coordinar con la apariencia general del documento.
� Puede utilizar estas galerías para insertar tablas, encabezados, pies de página, listas, portadas y ot ros bloques de creación del documento.
� En la ficha Insertar, las galerías incluyen element os diseñados para coordinar con la apariencia general del documento.
� Puede utilizar estas galerías para insertar tablas, encabezados, pies de página, listas, portadas y otros bloques de creación del documento.
Anàlisi de possibles alternatives (benchmarking)
� En la ficha Insertar, las galerías incluyen element os diseñados para coordinar con la apariencia general del documento.
� En la ficha Insertar, las galerías incluyen element os diseñados para coordinar con la apariencia general del documento.
Public Policy Evaluation
Ratios Analysis
DEBILITATS FORTALESES
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AMENACES OPORTUNITATS
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RATI DEFINICIÓ DEL RATI I COMENTARIS D’ACLARIMENT VALOR DEL RATI
Avaluació de
l’eficàcia /
resultats
DEFINICIÓ: Indica fins a quin punt és efectiu el programa en la consecució de la
seva finalitat. ����
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Avaluació de
l’impacte DEFINICIÓ: Indica quins són els efectes indirectes produïts pel servei. ����
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Anàlisi
eficiència/
cost-benefici
DEFINICIÓ: Import per projecte finançat.
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Avaluació
satisfacció DEFINICIÓ: Indica la satisfacció de les empreses beneficiàries del servei. ����
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Avaluació de
conclusió
DEFINICIÓ: Indica si el programa està enfocat adequadament, si s’ha desplegat
correctament, si es fa un seguiment del mateix i si els resultats són els esperats. ����
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BSC
SWOTResults
Public Policy Evaluation
EVALUATION
Improvements detected
IMPROVEMENT PLAN
1. Selection of measures to improve
Evaluation team Program Director
2. Calendar for improvement
3. Follow-up 4. Value of improvement
Evaluation teamEvaluation team
Program team
Evaluation team
Program team
Act
ivity
WH
O
Alta Mitjana Baixa
T1.2
Especialització envers empreses de serveis i noves tecnologies X 6-12 mesos
Assessors i experts sectorials /Formació equips CPNs
Disminuir atenció res ta sectors
Especia litzac ió del servei segonsevolució economia catalana
T.3
Major seguiment dels projectes que realitzen els CPNs X 6 mesos
No es requereixen recursos addic ionals No exis teixen
Captac ió de nous projectes , millorasatis facció client, millora imatge CPN
T.3 Gestió de les expectatives X ImmediatNo es requereixen recursos addic ionals
Increment de projectes aturats
L'empresa coneix amb claredatl'amplitud i abast del projecte iposs ibles resultats /Millora de lasatis facció relacionada amb lesexpectatives
T.3Informar de la subvenció del preu del serve i ofert X Immediat
No es requereixen recursos addic ionals
Percepció per part de l'empresa d'un serve i massa car
Percepció, per part de l'empresa, de latasca que fa ACC1Ó per impulsar lainternac ionalització
PrioritatPropos tes de milloraTipolog ia Terminis e xe cuc ió Re s pons able Rec urs os Ris cos Be ne fic is
Improvement plan
Public Policy Evaluation