natgillin/translations-raw huggingface dataset:
I Irlands tilfælde bør man imidlertid være opmærksom på to ting. For det første blev fordelingsopgaven ved med udelukkende at ligge hos statsadministrationen, som f.eks. finansministeriet eller statskontrollerede institutioner (der i Irland er kendt som halvstatslige organer) som f.eks. the Industrial Development Agency (IDA).
However, in the Irish context two points should be noted.
Lokalbefolkningen havde ikke ret megen indflydelse på de beslutninger, der blev truffet.
The local population had little say in the decisions that were taken.
Desuden blev "vækstpol-ideen" udvandet pga. regeringens ønske om en "jævn" vækst. Dette betød i praksis blot, at der ikke blev pillet for meget ved det gamle klientelistiske system, og at forskellige "klienter" (og ikke blot "vækstpoler") kunne nyde godt af fordelene ved industrialiseringen.
Second, the 'growth-pole' idea was modified with a concern by government ministers to achieve a 'balanced' growth.
Uanset hvilken indfaldsvinkel der blev fulgt, står det klart, at den ikke tjente til at forbedre kvaliteten af nærdemokratiet, idet beslutninger vedrørende lokalsamfundene fortsat blev truffet fra centralt hold i Dublin af enten politikere eller embedsmænd.
Whichever approach was emphasized, it is clear that they did not serve to enhance the quality of local democracy, as key decisions affecting the local societies continued to be taken centrally by politicians or bureaucrats in Dublin.
I 1960'eme skete der en gradvis regionalisering af irsk planlægning (dvs. en "top-down" indfaldsvinkel til regionalpolitik, der var udformet fra centralt hold) (Laffan 1995).
In the 1960s there was a gradual régionalisation of Irish planning (in the sense of top-down regional policies designed by the centre) (Laffan 1995).
I 1963 blev loven om lokalforvaltning (planlægning og udvikling) vedtaget.
In 1963 the Local Government (Planning and Development) Act was passed.
I 1964 udpegede miljøministeren nogle planlægningsregioner.
In 1964 the Minister for the Environment designated planning regions.
Samme år blev An Foras Forbartha (Det nationale institut for fysisk planlægning og byggeriforskning) oprettet (men er senere blevet nedlagt).
In the same year An Foras Forbartha (The National Institute for Physical Planning and Construction Research) was established (and has since been disbanded).
I samme periode blev der også oprettet regionale udviklingsorganisationer.
Regional development organisations (RDOs) were also established during this period.
Et andet led i udviklingen var etableringen af regionale forvaltningsenheder som f.eks. de regionale sundhedsmyndigheder. I 1970'eme og 1980'eme anbefalede mange rapporter en reform af lokalforvaltningen (Local Government Reorganisation White Paper 1971; More Local Government, Institute of Public Administration 1971; Local Government Discussion Document 1973; -Local Government Reform 1985; Towards a New Democracy: Implications of Local Government Reform, Muintir na Tire 1985).
Another development was the setting up of regional administrative units such as the regional health authorities.
Regionaliseringen af planlægningen og forvaltningen førte imidlertid ikke til nogen nævneværdig ændring afdet hidtidige system.
However, the régionalisation of planning and administration did little to change the pre-existing system.
Tværtimod fortsatte counties som det primære regeringsniveau selv inden for de regionale udviklingsorganisationer, og centraladministrationen bevarede sin førende rolle i den endelige beslutningsproces.
On the contrary, the counties remained the key levels of government even in the RDOs, and central government continued to play the predominant role in final decisionmaking.
I 1980'eme blev der gennemført en skattereform på lokalplan, hvorved de lokale myndigheder mistede en stor del af sit økonomiske grundlag og blev endnu mere afhængige af bloktilskud fra centralregeringen. Centralregeringen ignorerede de fleste af de føromtalte rapporter, og regionaliseringen fortsatte stort set med at være overfladisk og ukoordineret (Coyle og Sinnott 1992).
In the 1980s, with changes in the local taxation system, local government lost much of its financial resource base and became even more dependent on central government block grants.
Irland og EU
4.2 Ireland and the European Community
Irlands indtræden i EF sammen med Danmark og UK i 1973 ændrede ikke tingenes tilstand markant.
Ireland's entry, alongside the UK and Denmark, into the EEC in 1973 did not significantly modify this state of affairs.
Formålet med de centralt styrede udviklingsprogrammer i 1960'eme var således i vid udstrækning at forberede Irland på EF-medlemskab (Baker 1987).
Indeed, the centrally managed development programmes of the 1960s were to a large extent designed to prepare for Ireland's entry (Baker 1987).
Irland høstede stor fordel af medlemskabet takket V£ere den fælles landbrugspolitik og Den Europæiske Regionaludviklingsfond, der blev oprettet i 1975 (i vid udstrækning som følge af udvidelsen i 1973). Den oprindelige projektorienterede arbejdsmetode i Regionalfonden (ifølge hvilken Kommissionen fordelte separate midler til de nationale regeringer, som så bragte dem til individuelle projekter) passede perfekt til den irske tradition med politisk klientelisme.
Ireland benefited enormously from membership through the Common Agricultural Policy (CAP) as well as through the European Regional Development Fund (ERDF), which began operation in 1975 (to a large extent as a result of the 1973 enlargement).
Regionalfondsreformeme i 1985 og 1988, der tildelte de lokale og regionale myndigheder en større rolle, og medførte et skifte fra projekt- til programorienteret arbejdsmetode, ændrede ikke situationen radikalt.
The 1985 and 1988 reforms of the ERDF that upgraded the role of subnational authorities and moved from a project to a programme-based approach did not radically alter the situation.
Tværtimod blev det irske systems centralistiske form yderligere forstærket, idet hele Irland blev klassificeret som én mål-1 prioriteret region. Den irske regering forklarede det med, at denne klassificering var nødvendig, da hverken landet eller befolkningen var stor nok til at retfærdiggøre en yderligere underinddeling i regioner.
In fact, they enhanced the centralized nature of the Irish system by declaring Ireland to be a single objective 1 priority region.
De nationale udviklingsplaner blev således udarbejdet af finansministeriet med ganske lidt input fra de decentrale myndigheder.
In effect, the National Development Plans were drawn up by the Department of Finance with very little input from any level of local government.
Dette var nok økonomisk fornuftigt i tidligere tider, hvor landets regering var nødt til at iværksætte større økonomiske programmer for at bygge den grundlæggende infrastruktur, der var nødvendig for at opnå yderligere økonomisk vækst.
Arguably, this was economically beneficial in an earlier period when it was necessary for central government to engage in major economic programmes to build the basic infrastructure for further economic growth.
John Hume, nordirsk medlem af Europa-Parlamentet og engageret europa-føderalist, udarbejdede en rapport til Europa-Parlamentet, hvori han stærkt kritiserede manglen på regionale myndigheder i Irland (European Commission and European Parliament 1987).
John Hume, MEP for Northern Ireland and a committed European federalist, drew up a report for the parliament in which he was highly critical of the lack of a regional level of government in Ireland (European Communities and European Parliament 1987).
Også i Irland voksede den regionalistiske lobby.
Within Ireland, too, there was a growing regionalist lobby.
Den gav udtryk for sin utilfredshed i The Barrington Report (1991), der anbefalede en række regeringsreformer, herunder etableringen af otte indirekte valgte regionale myndigheder.
This manifested its displeasure in the Barrington Report (1991), which recommended a number of government reforms including the setting up of eight indirectly elected regional authorities.
Regeringen fulgte denne anbefaling og gennemførte en reform med loven om lokalforvaltning af 1991.
The government accepted this recommendation and gave effect to it in the Local Government Act (1991).
De nye regionale myndigheder blev en realitet den 1. januar 1994.
The new regional authorities came into existence on 1 January 1994.
De er lovfæstede organer (dvs. at de oprettes ved lov) og består udelukkende af lokalpolitikere, der udpeges af de lokale myndigheder i en region.
These are statutory bodies (that is they are established by acts of parliament) and are composed entirely of local councillors selected by the local authorities within the region.
De regionale myndigheders primære opgaver er:
The main tasks of the regional authorities are to:
• at fremme koordineringen af styreplaner og - programmer i regionen;
• promote the coordination of the provision of public services in the region;
150 oprettelse af regionale myndigheder (1991), hvorved county councillors, der var valgt som medlemmer af Regionsudvalget, fik mulighed for at blive valgt til disse regionale myndigheder32.
Some further recognition to the role of the regional authorities was granted in an amendment to the Order establishing the regional authorities (1991) allowing county councillors appointed to the Committee of the Regions to become members of the authorities7.
I den omtalte ændring hedder det endvidere, at der i udpegelsen af medlemmer og suppleanter til Regionsudvalget skal tages højde for ligelig kønsfordeling og en ligelig territoriel repræsentation.
In the same amendment it was stated that, in the appointment of members and alternate members of the Committee of the Regions, there should be an appropriate measure of gender and territorial balance.
Forandringer i de irske stats- og samfundsforhold
4.4 Changes in the Irish State and Society
Irland har siden 1980'eme gennemgået en omfattende, radikal forandring.
Ireland has been undergoing extensive and radical change since the 1980s.
Irland kan notere sig EU's kraftigste vækst i BNP, og den økonomiske vækst viser endnu ingen tegn på afmatning.
It has the fastest growing GDP in the EU and its economic success shows no signs yet of slowing down.
Disse forandringer skyldes en række faktorer: god udnyttelse af midler fra EU's regionalfond; en ung, dynamisk og veluddannet befolkning; kraftige investeringer i almen og faglig uddannelse; vellykket udnyttelse af nye teknologier som f.eks. edb-programmel.
These changes are due to a number of factors: successful implementation of EU regional funds; a young, dynamic, and well-educated population; a heavy investment in education and training; and a successful exploitation of the development of new technologies such as computer software.
Ifølge en OECD-rapport, som er udfærdiget af Charles Sabel (1996) skyldes en stor del af succesen imidlertid, at der på det nationale plan er udviklet en partaerskabsbaseret indfaldsvinkel til planlægning.
However, according to an OECD Report, drawn up by Charles Sabel (1996), a major factor in this success has been the development of an approach to policy making at the national level based on 'partnership'.
Denne tilgang til økonomisk og social planlægning inddrager såvel regeringen som de "sociale partnere" (erhvervsliv og fagforeninger).
This approach to economic and social planning involves the government and the 'social partners' (business and trade unions).
Imidlertid er de positive resultater af Irlands ubestridelige økonomiske succes ujævnt fordelt og dækker over fortsat høj arbejdsløshed og stor fattigdom blandt et betydeligt mindretal i befolkningen.
However, the benefits of Ireland's undoubted economic success are unevenly distributed and mask the continuing unemployment and high levels of poverty for
En stor del af fattigdommen er koncentreret i landområder, men også i visse dele af de irske landsbyer og byer, inklusive Dublin.
a significant minority of the population. Much of this poverty is concentrated in rural areas and in some districts of Irish towns and cities including Dublin.
Nogle kommentatorer har hævdet, at de lokale myndigheder ikke har formået at takle problemet særligt godt (Harvey 1997).
Some authors have claimed that the local authorities have been unable to tackle the problem with great success (Harvey 1997).
De hævder endvidere, at det er årsagen til, at der har været vækst i de succesrige lokale udviklingsorganisationer, de såkaldte områdebaserede partnerskaber, hvor flere forskellige aktører går sammen om at lægge en strategi for, hvordan man skal takle denne type problemer. Det har ligeledes dannet grobund for partnerskaber, der arbejder inden for rammerne af det EU-finansierede LEADER-program (Sabel 1996 - Se nedenstående case-studies).
They also claim that this has led to the growth of successful local development organizations called area-based partnerships (ABPs), which involve a range of actors in planning in a strategic way to tackle some of these problems, as well as by partnerships working on the EU-funded LEADER programme (Sabel 1996; see case studies below).
Denne fremgangsmåde er blevet støttet af den irske regering, især af the Office of the Taoiseach (statsministeriet), der på det lokale plan har forsøgt at anvende den partnerskabsmodel, der har været en succes på landsplan (Quinn 1998).
This approach has been encouraged by central government, especially the Office of the Taoiseach (prime minister), which has sought to apply the partnership approach, successful at the national level, to the local level (Quinn 1998).
Europa-Kommissionen har ligeledes fremhjulpet denne model i LEADER-programmet. Ifølge Sabels OECD-rapport fra 1996 har denne model, som han kalder "demokratisk eksperimentalisme", været særdeles vellykket og innovativ.
The European Commission has also encouraged this approach in the LEADER programme.
De områdebaserede partnerskaber bygger på en meget lignende model, der i meget vidt omfang bygger på de nye metoder til at skabe økonomisk vækst, der anvendes i store virksomheder, dvs. som bygger på horisontale forbindelser, teamwork, kreativ anvendelse af viden og fortsat tilpasning af målsætninger til den løbende udvikling.
The approach adopted by the ABPs is very similar to, and to a large extent modelled on, new approaches to economic development adopted by large firms, that is based on horizontal linkages, teamwork, creative use of knowledge, and the continual redesigning of objectives in terms of continual change.
Der har derfor været problemer med at få denne model til at fungere i den traditionelle lokalforvaltning, hvilket skyldes, at den i vidt omfang er udviklet uden for det repræsentative demokratis faste rammer og institutioner.
This has led to problems with relating it to traditional local government, as it has developed to a large extent outside the structures and institutions of representative democracy.
Det skal retfærdigvis siges, at de traditionelle lokale myndigheder arbejder inden for faste regelrammer. For eksempel skal de lokale myndigheder regulere eller overvåge trafikken, byggeri og arealanvendelse, erhvervslivets
It is also only fair to point out that traditional local governments operate in a regulatory environment.
Det decentraliseringsudvalg, som regeringen nedsatte i 1995, anbefalede i sin foreløbige rapport varmt, at beslutningerne blev yderligere decentraliseret, og at der blev etableret en bredere kontaktflade mellem lokaludviklingsgruppeme og de lokale myndigheder (Decentraliseringsudvalget 1996). Som svar herpå bekræftede regeringen, at det var nødvendigt at styrke de folkevalgte lokalpolitikeres rolle i hhv. udarbejdelsen af de politiske retningslinjer, de lokale tjenesteydelser og den politiske ledelse af den socioøkonomiske udvikling på lokalplan.
Commission, which had been set up by the government in 1995, made a strong recommendation in its Interim Report that decisionmaking be further decentralized and that there be improved linkages between the community development groups and local government (Devolution Commission 1996).
Endvidere bekræftede regeringen, at de lokale myndigheder vil blive opfordret til at udvikle "mere strukturerede forbindelser" til de områdebaserede partnerskaber og Leader-grappeme.
It also affirmed that local authorities will be encouraged to develop 'a more structured relationship' with the ABPs and the LEADER groups.
Endelig udsendte regeringen i december 1996 en hvidbog med titlen Better Local Government - A Programme for Change, der indeholder de mest fremherskende teorier om dette emne.
The government further issued a White Paper, Better Local Government—A Programme for Change, in December 1996, which represents current thinking on the question.
Hvidbogen opstiller fire hovedprincipper for en bedre lokalforvaltning:
The White Paper outlines four core principles of better local government:
• bedre kundeservice; • højere effektivitet; • tilstrækkelige ressourcer; • øget demokrati.
• serving the customer better; • developing efficiency; • proper resources; • enhancing democracy.
Det sidste punkt bekræfter dybest set forbindelsen mellem de lokale myndigheder og lokaludviklingen og gengiver ønsket om at forbedre det repræsentative demokrati ved at inddrage lokale folk i at udtænke nye metoder til at imødekomme lokalsamfundets behov.
The last point basically affirms the link between local authorities and community development and expresses the desire to strengthen representative democracy by the involvement of local people in devising new approaches to meet community needs.
Hvidbogen anbefaler, at samarbejdet institutionaliseres ved at oprette mellem to til fem strategic policy committees i hver lokalforvaltning, hver især under ledelse af en programleder.
It recommends that this be institutionalized by setting up between two and five strategic policy committees (SPCs) in each local authority, each under a programme manager.
Medlemmerne af disse udvalg skal være dels lokalpolitikere dels repræsentanter for lokale interesser (mindst en tredjedel).
SPCs are to be made up of councillors and local interests (for at least a third).
Et af udvalgene skal være The Community and Enterprise Development Group, hvor halvdelen af medlemmerne skal rekrutteres blandt de lokale udviklingsorganisationer (Harvey 1997).
One SPC will be the Community and Enterprise Development Group, of which half the membership will be made up of localdevelopment bodies (Harvey 1997).
Omvendt ser mange county councillors skævt til lokaludviklingsgruppeme, der ikke er folkevalgte og dermed mangler den politiske legitimitet, som de selv har, da de er indsat i embedet på baggrund af et valg.
unelected and, therefore, lacking in political legitimacy, which the councillors alone possess as a result of their election through the ballot box.
Områdebaserede partnerskaber
5.1 Area-Based Partnerships (ABPs)
• dannet i 1991 som aktieselskaber underlagt selskabsloven af 1991;
• formed in 1991 as limited companies subject to the Companies Act (1991); • typically a board of directors of eighteen members drawn from: * statutory agencies (including national government bureaux); * social partners (trade unions, farmers, business associations); * the community sector (groups active in matters such as welfare and tenants' rights or crime-fighting). • outside the traditional system of representative local government.
• men uden for det traditionelle, repræsentative lokalforvaltaingssystem.
• covered the years 1988-90; • organized by the Department of Agriculture to raise income levels in rural areas; • based on a local coordinator facilitating a core group of (8-10 members) of representatives of voluntary organizations; • developed the aim of policy learning and coordination among otherwise isolated groups; •met with some success in the areas covered.
Det områdebaserede pilotprogram for integreret udvikling af landområder
• there is considerable continuity between this and the IRD; • part of an EU-wide programme that led, in Ireland, to setting up sixteen localdevelopment 'companies' with a budget of Ir£2-3 million each; • local actors invited to form partnership companies that were legal companies and not just loose groupings (several of the groups had participated in the IRD, some had existed before IRD, and some were created in response to LEADER).
• dækkede årene 1988 til 1990;
5.4 County Enterprise Boards
• var baseret på en lokal koordinator, der bistod en basisgruppe på 8-10 medlemmer, bestående af repræsentanter for frivillige organisationer;
• these were created under the mantle of the Ministry of Enterprise and Employment as locally controlled companies; • but the ministry exercises greater control over them;
• sigtede mod at oplære grupper, der ellers var isolerede, i planlægning og koordinering;
• the board must include representatives from local authorities (which is not the case with the ABPs or LEADER groups).
• er en del af et program, der dækker hele EU, og som i Irland førte til oprettelsen af 16 lokaludviklingsfirmaer hver med et budget på 23 millioner irske pund;
Operational Programme for Local Urban and Rural Development (1994-9) and County Strategy Groups (CSGs)
• opfordrede de lokale aktører til at stifte partnerskabsvirksomheder, der var juridiske personer og ikke blot løse sammenslutninger (flere af grupperne havde deltaget i det integrerede udviklingsprogram, medens nogle af dem havde eksisteret før, og andre blev oprettet i forbindelse med LEADER).
• Operational Programme co-funded by the European Commission and the Irish government; • creation of county strategy groups (CSGs) as instruments of coordination and consisting of chairs of the CEB's, ABP's, LEADER companies, County Tourism Committees, county managers, and, perhaps eventually, elected local councillors; • appointment of a Minister for Local Development who is also responsible for European Affairs.
• blev oprettet under erhvervs- og arbejdsministeriet som lokalt ledede virksomheder;
Local government in Ireland has been traditionally very weak with local authorities exercising few functions, with a limited financial base, and a low level of democratic legitimacy of elected councillors.
• men ministeriet har større indflydelse på denne type virksomheder;
Ireland has been highly centralized and local government subordinated to the central government.
• bestyrelsen skal omfatte repræsentanter for de lokale myndigheder (et krav der ikke stilles til de områdebaserede partnerskaber og Leader-grappeme).
Political culture at the local level has also tended to be clientelistic, and local politics was largely a conduit by which national politicians could have a local base and channel funds or resources to their clients.
Aktionsprogram for lokaludvikling af byer og landdistrikter (1994-99) og county strategy groups
However, the past ten years have seen a transformation of Irish society, the economy, the development of a new political culture, and a new self-confidence on the part of Irish people.
• operationelt program, der samfinansieres af Kommissionen og den irske regering;
A new policy making style, based on the partnership approach, has been highly successful at the national level and is being applied now, with the encouragement of central government, at the local level.
• oprettelse af county strategy groups som et koordineringsredskab bestående af bestyrelsesformændene for county enterprise boards, de områdebaserede partnerskaber og Leader-virksomhedeme, turistrådene i de enkelte counties, county managers og senere eventuelt også byrådsmedlemmer;
There has been a growth of communitydevelopment organizations, called area-based partnerships, and also of groups involved in the EU LEADER initiative, which have quite successfully applied the partnership approach to local community development.
• udpegelse af en minister for lokalplanlægning, der ligeledes skal have ansvaret for EU-anliggender.
However, these new groups have developed outside the traditional localauthority system and have not involved local councillors very much.