33 Ofinally, could ass ist by oft'ering a temporary financial "start"-aid for hiring additional personnel. 2.4. AcUve Labour Market Policy For the medium-term future the Advisory Council advocates the following strategie objectives in labour market policy: Central tasks must be the intensification of the placement of employees and the expansion of the direct company contacts. Apart from measures of further training, active instruments might be hiring allowances, temporary job creation programmes, child care facilities etc. New models combining social training (e.g. in form of an employment institution) and further vocational training could be developed for long-term unemployed. The field of non-profit man- power-leasing must, however, as a "secondary labour market" remain a transi- tory labour market only. "Arbeitsstiftungen" (labour foundations) have proven particularly useful instruments of placement and further training. The relations between Labour Market Service and employees must follow a contractual relationship. Instruc- tion and training of the key skills should be increasingly incorporated into the repertory of labour market training. Moreover, measures of further vocational training of unemployed persons should be evaluated more strongly and exam- ined for qualitative criteria as weil as for chances of re-employment and cost efficiency. To make the employment market and the range of further voca- tional training measures more transparent, cooperation between the Labour Market Service, enterprises and existing institutions of further training should be intensified. In addition, the relationship between active (labour market subsidies) and passive (safeguarding the existence) means needs to be changed. This asks for clear political priorities, since a change in this relationsbip in the short run is not a zero-sum game but requires additional expenditure which should be compensated through successful placements in the medium and longer term. An intensification of active labour market policy must furthermore be accom- panied by a comprehensive "quality assurance" ofthe measures to be financed. To fully utilize the possibilities of active labour market policy to contribute to decreasing unemployment, it must become even more efficient in the com- ing years. The newly acquired independence ofthe Labour Market Service of- fers tbe prerequisite to optimally use tbe means needed for infrastructure and personnel in line with the targets set by the Labour Market Service; here de- centralization is of particular importance.