natgillin/translations-raw huggingface dataset:
This can be seen from any innovative local actions undertaken as part of the European Commission’s Leader programme, many of which have been reported in the Leader Magazine and elsewhere (1).
To je razvidno iz vsakega inovativnega lokalnega ukrepa, ki je bil izveden v sklopu programa Evropske komisije Leader – o večini teh ukrepov so poročale revija Leader Magazine in druge revije (1).
Particularly important have been Leader projects that have reinforced local identity and self respect (cultural capital), for example through development of regional products and local labelling, linked local sectors formerly isolated from each other such as farming and tourism, commercialised cultural and environmental assets such as nature parks and cultural festivals, developed new applications of information and communications technologies, and revived particular local skills such as boatbuilding or stone walling and linked these with youth training or tourism (2). In essence, many Leader I, II and + projects have helped to
Zlasti pomembni so bili projekti Leader, ki so: okrepili lokalno identiteto in samospoštovanje (kulturna prestolnica), na primer z razvojem regionalnih proizvodov in označevanjem lokalnega izvora; povezovali lokalne sektorje, kot sta kmetijstvo in turizem, ki so bili pred tem medsebojno ločeni; tržili kulturne in okoljske prednosti, kot so naravni parki in kulturni festivali; razvijali nove načine uporabe informacijskih in komunikacijskih tehnologij ter oživljali posebne spretnosti, značilne za določeno območje, kot sta izdelovanje bark ali gradnja kamnitih ograj, in takšne dejavnosti povezali z izobraževanjem mladih ali turizmom (2).
Three types of measures could be funded under Leader I and II. Firstly, the technical support for rural development, including training and assistance for employment, rural tourism, small rms, craft enterprises, local services and agri-marketing.
V okviru programov Leader I in II so bile financirane tri vrste ukrepov: prvi je zajemal tehnično podporo za razvoj podeželja, vključno z uvajanjem in ponujanjem pomoči pri zaposlovanju, kmečkem turizmu, malih podjetjih, obrtniških podjetjih, lokalnih storitvah in trženju kmetijskih izdelkov.
Secondly, measures to equip the Leader groups, which were to be made up of local partnerships in the rural areas. Thirdly, measures to provide an EU-level network to link the dierent Leader groups.
Drugi je združeval ukrepe za oskrbo skupin Leader, ki naj bi jih sestavljali lokalni partnerji s podeželskih območij, tretji pa ukrepe za vzpostavitev mreže na ravni EU, ki bi povezovala različne skupine Leader.
This became known as the European Leader Observatory, which ran transnational seminars on key issues for Leader groups and others, stimulated transnational cooperative projects, published a multilingual Leader Magazine and a regular newsletter, and produced a number of guides for Leader groups, all of which was accessible through the widely used website.
Ta je postala bolj znana kot Evropski observatorij Leader, ki je pripravljal nadnacionalne seminarje o ključnih vprašanjih za skupine Leader in ostale, spodbujal nadnacionalne projekte sodelovanja, objavljal večjezično revijo Leader in redna glasila ter skupinam Leader pripravil številne smernice, ki so bile dostopne na zelo obiskani spletni strani.
) Under Leader II, the Leader European Observatory also produced a directory of 80 case studies of innovative actions located in various rural areas of the European Union (Leader European Observatory, 1996).)
) V okviru programa Leader II je Evropski observatorij Leader izdelal tudi seznam 80 študij primerov inovativnih ukrepov, ki so bili izvedeni v različnih podeželskih območjih Evropske unije (Evropski observatorij Leader, 1996).)
The case studies that I examined with Shirley Dawe for the OECD seminar in 1998 were grouped in ve categories: methodology, environment, local products, new activities and new services, and tourism.
Študije primerov, ki sem jih pregledal skupaj s Shirley Dawe za seminar Organizacije za ekonomsko sodelovanje in razvoj leta 1998, so bile razporejene v pet skupin: metodologija, okolje, lokalni proizvodi, nove dejavnosti, nove storitve in turizem.
SPECIAL FOCUS that, ‘if a Leader project is to be successful, it must rise to the fundamental challenge of involving the local community and ensuring that it is an integral part of all stages of the development project’ (Leader Magazine, No 1, 1992).
„... za uspešno izvajanje projekta Leader je treba v osnovni izziv projekta vključiti lokalno skupnost in zagotoviti, da postane sestavni del na vseh stopnjah razvojnega projekta” (revija Leader, št. 1, 1992).
reinforce social capital, cultural capital, environmental capital, and local knowledge capital, all of which have turned out to be key ‘less tangible assets’ leading to higher incomes and quality of life in more successful rural areas of the EU (1).
To ponovno pomeni, da so se dejanske izkušnje razlikovale glede na vrsto partnerstva lokalne akcijske skupine in glede na kontekst, v katerem je bilo vzpostavljeno.V nekaterih primerih je bila potrebna pomoč v zvezi z načinom vključevanja skupnosti, ker te niso imele dovolj predhodnih izkušenj.
Again, the actual experience on the ground varied according to the nature of the LAG partnership and the context in which it was located. In some cases, there was little previous experience of community involvement, and guidance was needed on how this could be achieved.
Dejansko so številni projekti Leader I, II in + pomagali okrepiti družbeni, kulturni, okoljski kapital in kapital lokalnega znanja, ki so se izkazali za pomembna „manj oprijemljiva sredstva“ za doseganje višjih dohodkov in boljše kakovosti življenja v bolj uspešnih podeželskih območjih EU (1).
Some of the key issues that arose during Leader programmes to date
Nekaj ključnih vprašanj, ki so se doslej zastavila med izvajanjem programov Leader
The issues that have arisen during the various Leader programmes include the following.
Vprašanja, ki so se zastavila med izvajanjem različnih programov Leader, vključujejo:
Other Leader aims included transferability and networking.
Ostali cilji programa Leader so vključevali prenosljivost in povezovanje v mreže.
The former implied that successful projects in one rural area could be transplanted to other parts of Europe.
Prenosljivost je predpostavljala, da se lahko uspešni projekti iz enega podeželskega območja prenesejo v druge dele Evrope.
Whilst this recognised that rural areas face a number of similar problems, it failed to reect the dierent social, political and economic contexts in dierent rural areas.
Medtem ko je to pripomoglo k prepoznavanju podobnih problemov, s katerimi se soočajo podeželska območja, pa program ni uspešno predstavil različnih družbenih, političnih in ekonomskih kontekstov v različnih podeželskih območjih.
A further problem with this concept was that it required a longer timescale than was feasible to both determine whether a project was successful and then to transfer it elsewhere.
Naslednji problem v zvezi z določanjem konceptov je predstavljalo bolj dolgoročno obdobje, ki bi bilo potrebno za ugotavljanje, ali je projekt uspešen, in za njegovo izvajanje na drugem območju.
The concept of networking implied sharing knowledge and experience and was therefore linked to the notion of transferability.
Koncept povezovanja v mreže je zajemal izmenjavo znanja in izkušenj ter se je zato povezoval s pojmom prenosljivosti.
This was fostered by a Leader coordinating unit and also by individual ad hoc eorts of the groups themselves.
Ta koncept je spodbujala usklajevalna enota programa Leader in priložnostna prizadevanja samih skupin.
Partnerships have several roles: to capture local nancial, human and knowledge resources; to integrate or ‘join-up’ sectors; to engage public and non-public actors in a common endeavour; to develop new ways of working; and to build ‘so-cial capital’through networks and trust.
Partnerstva imajo več vlog: zajemajo lokalne nančne in človeške vire ter vire znanja; združujejo ali pridružujejo sektorje; vključujejo javne in zasebne udeležence v skupno prizadevanje; razvijajo nove načine dela ter krepijo družbeni kapital z mrežami in skladi.
Dierent countries had a dierent history of local development practice and partnership working.
Različne države imajo različno zgodovino izvajanja lokalnega razvoja in partnerskega delovanja.
It could not therefore be expected that the experience with LAGs would be even across the European Union.
Zato ni bilo mogoče pričakovati, da bodo izkušnje z lokalnimi akcijskimi skupinami enake v celotni Evropski uniji.
A particular issue was how to prevent the programme being ‘captured’ by the most powerful groups and used to reinforce the‘status quo’ (2).
Posebno vprašanje je bilo, kako preprečiti najmočnejšim skupinam, da se„polastijo“ programa in ga uporabijo za krepitev obstoječega stanja (2).
Some critics have argued that the overall Leader aims were therefore rather vague, and that this was reected in some of the individual projects supported.
Nekateri kritiki trdijo, da so bili zato splošni cilji programa Leader precej nejasni in da se je to kazalo v nekaterih posameznih projektih, ki jih je podpiral program Leader.
Whilst a clearer denition of the aims of Leader might have avoided false expectations and ensured that all participants had similar rationales for involvement, this would however have been at the cost of exibility to respond to innovative projects and dierent contexts, which is fundamental to the philosophy of supporting ‘bottom-up’ initiatives.
Čeprav bi se lahko z boljšo opredelitvijo ciljev programa Leader izognili nerealnim pričakovanjem in zagotovili, da bi imeli vsi udeleženci podobne razloge za sodelovanje, bi to vseeno vplivalo na prilagodljivost odziva na inovativne projekte in različne kontekste, kar je ključno pri načelu spodbujanja pristopa „od spodaj navzgor“.
There was limited guidance provided at the start as to what was an innovative project, or what was meant by innovation.
Na začetku ni bilo na voljo veliko smernic v zvezi z inovativnimi projekti ali določanjem pomena inovacije.
However, a special issue of the Leader Magazine was devoted to clarifying the concept of innovation for LAGs.
Vendar je bila posebna izdaja revije Leader namenjena pojasnjevanju koncepta inovacije za lokalne akcijske skupine.
This argued that the notion of a bottom-up approach to development, based on the ideas of local people, was in itself innovative (Leader Magazine, No 7, 1994, and Leader+ Magazine, No 5, 2006).
Ta je predstavila stališče, da je pojem pristopa „od spodaj navzgor“ k razvoju, ki temelji na idejah lokalnih prebivalcev, sam po sebi inovativen (revija Leader št. 7, 1994, in revija Leader+ Magazine št. 5, 2006). Poimenovali so ga„metodološka inovacija“, za katero so trdili, da je pripomogla k več inovativnim projektom.
One example stated that ‘the reintroduction of traditional know-how is an innovative action of several Leader groups’.
En primer navaja,„da je ponovna uvedba tradicionalnega znanja in izkušenj inovativna dejavnost več skupin programa Leader“.
This may appear to be contradictory and illustrates the problem of dening what is innovative.
To se lahko zdi protislovno in kaže na problem opredeljevanja inovativnosti.
It is so far unclear how Member States will implement the new EAFRD regulation at local levels (3).
Zdaj se še ne ve, kako bodo države članice izvajale novo uredbo Sveta o podpori za razvoj podeželja na lokalni ravni.
In some cases, it is understood that some or all EAFRD rural development Axes 1–4 will be delivered through a ‘Leader approach’, meaning a local development partnership, since only in this way can sucient mass of funding and animation be
(3) V nekaterih primerih je razumljivo, da se bodo nekatere ali vse osi 1–4 Evropskega kmetijskega sklada za razvoj podeželja izvajale s pristopom Leader, kar pomeni partnerstvo v lokalnem razvoju, ker se lahko le na tak način zagotovijo zadostna sredstva in uspešno delovanje na lokalni
The notion of community involvement also required clarication.
Pojem sodelovanja skupnosti je bilo treba prav tako pojasniti.
1) A point conrmed by the EU Framework 4 project‘ Dynamics of
V nekaterih primerih bo najbrž pristop Leader prevzela samo os 4.
3) Finland has, however, already nalised its local development
3) Kljub temu je Finska že dokončno oblikovala svojo strategijo
(4) The regulation makes it clear that ‘the Leader approach’involves, at a minimum, sub-regional areabased local development strategies; local rural areas’(DORA) which compared more and less successful rural areas in eight regions of four EU countries between 1999 and 2001.
(4) Uredba jasno opredeljuje, da vključuje pristop Leader vsaj območne lokalne razvojne strategije, ki so namenjene dobro opredeljenim bolj in manj uspešna podeželska območja v osmih regijah štirih držav članic EU med letoma 1999 in 2001. Glej Bryden, J. in Hart, J. K., A New Approach to Rural Development in Europe: Germany, Greece, Scotland and Sweden, The Edwin Mellen Press, 2004.
(2) Malcom Moseley and his team of colleagues in the ‘PRIDE’ project public–private partnerships ; a bottom-up approach with a decisionmaking power for local action groups concerning the elaboration and implementation of local development strategies; multi-sectoral design and implementation of the strategy; implementation of innovative approaches; implementation of cooperation projects; networking of local partnerships. OJ L 277/25, 21.10.2005.
(2) Malcom Moseley in njegova ekipa sodelavcev pri projektu PRIDE sta preučila izkušnje, pridobljene v partnerstvih v osmih državah članicah
examined the experience of partnerships in eight EU countries, many being LAGs.
EU, pri čemer so bila številna med njimi lokalne akcijske skupine. Glej Moseley idr., Local Partnerships for Rural Development, CABI, 2003.
Moreover, it is not very clear how the ‘Leader approach’will be interpreted by the Member States.
kako si bodo pristop Leader razlagale države članice.
In some cases at least, the concept is to ‘mainstream Leader’ by which seems to be meant its absorption into general farm-based programmes or elaborated land management contracts.
Vsaj v nekaterih primerih se uporablja koncept„splošnega vključevanja programa Leader“, kar najverjetneje pomeni njegovo vključitev v splošne kmetijske programe ali podrobno pripravljene pogodbe za upravljanje z zemljišči.
In others, however, LAGs will remain as the central implementing tool, and focus mainly on traditional Leader strengths of supporting collective actions, cross-sectoral actions, and new uses for rural public goods, all largely beyond the farm gate itself, and generally involving a much wider group of rural actors.
V drugih primerih pa bodo lokalne akcijske skupine ostale osrednje sredstvo za izvajanje programa, ki se bo osredotočilo predvsem na tradicionalne prednosti programa Leader, ki podpirajo skupne dejavnosti, medsektorske dejavnosti in nove načine uporabe javnih dobrin podeželja, ki ne zajemajo samo kmetijstva, ampak na splošno veliko večjo skupino podeželskih udeležencev.
In most Member States, the consultations on the draft rural development programmes are still under way at the time of writing, so it is still early days.
V večini držav članic posvetovanja v zvezi z osnutkom programov za razvoj podeželja zdaj še potekajo, tako da so to le začetni koraki.
I also hope that Leader can return closer to its roots in terms of exibility, geographical and population scale, and scope for innovative action.
Prav tako upam, da se lahko program Leader približa svojim koreninam v smislu prilagodljivosti, geografskega merila, merila prebivalstva ter obsega inovativnih dejavnosti.
The more that themes and actions are closely dened at the centre, the less freedom there is for LAGs to innovate.
Bolj kot o teh temah in dejavnostih odločajo v samem središču, manj možnosti imajo lokalne akcijske skupine za inovacije.
The larger Leader areas become, the less their connection to local people and institutions.
Bolj ko se območja programa Leader povečujejo, manj stika ohranijo z lokalnimi prebivalci in institucijami.
Some Leader+ areas are just too large to relate to local people and identities.
Nekatera območja programa Leader + so preprosto prevelika, da bi se lahko vzpostavile vezi z lokalnimi prebivalci in posebnostmi.
Equally, it is important to recognise that Leader was mainly about less tangible outcomes often described as ‘local capacity building’, and that direct outcomes in terms of employment were not necessarily sought or achieved.
Prav tako se je treba zavedati, da se je program Leader osredotočal predvsem na manj oprijemljive rezultate, ki so bili pogosto opredeljeni kot„krepitev lokalne zmogljivosti“, ter da si za neposredne rezultate glede zaposlovanja ni nujno prizadeval ali jih dosegal.
The local capacity building outcomes are very important for the more fragile rural areas and for the new Member States.
Rezultati krepitve lokalne zmogljivosti so zelo pomembni za šibkejša podeželska območja in nove države članice.
The European Agricultural Fund for Rural Development (EAFRD) is the parent regulation, and has four axes referred to above.
Uredba, ki zadeva Evropski kmetijski sklad za razvoj podeželja (EKSRP), je glavna uredba in ima štiri osi, ki so že bile navedene.
Minimal percentages of the overall funding have to be devoted to each of these axes, and for Axis 3 the minimum is 10 % and for Axis 4 it is 5 %.
Najmanjši delež skupnih sredstev je treba nameniti vsaki od teh osi, pri čemer za os 3 najmanj 10 % ter za os 4 najmanj 5 % teh sredstev.
A number of Member States are unfortunately planning that only the minimal funding is devoted to Axis 3, which is the most relevant in implementing the horizontal Leader axis.
Vendar namerava veliko držav članic minimalna sredstva dodeliti samo osi 3, ki je najbolj pomembna pri izvajanju horizontalne osi Leader.
Leader has achieved much since 1991, especially in terms of these ‘less tangible’outcomes that are hard, but not impossible, to measure.
Program Leader je od leta 1991 dosegel zelo veliko, zlasti v smislu teh manj opredmetenih rezultatov, ki jih je težko oceniti, čeprav je to mogoče.
It has done so with a very small fraction of the funds spent on agriculture and rural development, and the Structural Funds.
To mu je uspelo z zelo majhnim delom sredstev, ki so bila porabljena za kmetijstvo in razvoj podeželja, ter sredstev iz strukturnih skladov.
Thus, the current Leader+ budget set at about EUR 300 million per annum compares with an overall CAP commitments budget of over EUR 54 billion in 2006 and a budget for structural operations of just under EUR 40 billion per annum.
Tako se lahko sedanji proračun za program Leader +, ki znaša približno 300 milijonov EUR na leto, primerja s celotnimi proračunskimi obveznostmi skupne kmetijske politike, ki so za leto 2006 znašale 54 milijard EUR, in proračunom za strukturne ukrepe, ki znaša skoraj 40 milijard EUR na leto.
In other words, the fact that Leader accounts for roughly one third of one percent of the EU budget for agriculture and structural operations makes its achievements all the more commendable.
To pomeni, da je programu Leader dodeljena ena tretjina od enega odstotka proračuna EU za kmetijstvo in strukturne ukrepe, zato so njegovi dosežki še bolj pohvalni.
Finally, the inuence of Leader has extended to national policies which have adopted a ‘Leader approach’, such as Proder in Spain and POMO in Finland.
Končno je treba dodati, da se je vpliv programa Leader razširil na nacionalne politike, ki so prevzele pristop Leader, tako kot denimo v primerih Proder v Španiji in POMO na Finskem.
If Leader is not ‘rural development policy’ it is certainly in-uencing thinking about ‘horizontal coordination’ at local and regional levels, not only within the EU, but across the OECD countries and beyond.
Če program Leader ni politika za razvoj podeželja, pa vsekakor spodbuja razmišljanje o horizontalnem usklajevanju na lokalnih in regionalnih ravneh, ne samo v EU, ampak tudi v državah članicah Organizacije za ekonomsko sodelovanje in razvoj in drugod.
My own hope is that most will take the opportunity to strengthen the local partnerships or LAGs by allowing them to plan and implement at least Axes 2–4, and hopefully also Axis 1, at local level.
Upam, da bo večina izkoristila priložnost za okrepitev lokalnega partnerstva ali lokalne akcijske skupine, s tem ko jim bodo omogočile, da načrtujejo in izvajajo osi 2–4, po možnosti tudi os 1, na lokalni ravni.
In this way, a certain critical mass of activity and funding can be devolved to the local level, the actions can be more integrated and ‘joined up’ and local people and organisations can have a real say in how all activities and expenditure in pillar two of the common agricultural policy should be prioritised.
Na ta način se lahko razvije neka kritična masa dejavnosti in zagotavljanja sredstev na lokalni ravni, dejavnosti se lahko bolj združijo in povežejo, tako da lokalni prebivalci in organizacije dejansko odločajo v zvezi z razvrščanjem prednostnih dejavnosti in odhodkov drugega stebra skupne kmetijske politike.
The objections to this come mainly from within certain bureaucracies, reluctant to devolve real power and decision making to sub-region-al levels and nervous about their responsibilities for pillar two; and from interest groups and national NGOs who lack local representation and want to retain as much inuence as possible on prioritisation within pillar two.
Temu nasprotujejo predvsem nekatere birokracije, ki ne želijo prenesti resnične moči in odločanja na podregionalno raven in se bojijo svojih odgovornosti v zvezi z drugim stebrom, ter interesne skupine in nacionalne nevladne organizacije, ki niso lokalno zastopane in želijo obdržati čim več moči pri razvrščanju prednostih dejavnosti znotraj drugega stebra.
However, Leader has been one of the main examples of a successful European Union initiative that has reached out to local areas and people, as well as‘joining up’ farming, food, local development, environment and quality of life, and at times when the Union is politically fragile, it is very important to
Kljub temu je program Leader eden od glavnih primerov uspešnih pobud Evropske unije, ki so pomagale lokalnim območjem in ljudem ter združile kmetijstvo, prehrambene izdelke, lokalni razvoj, okolje in kakovostno življenje; tega se je zelo pomembno zavedati v času politične krhkosti Evropske unije.
A place where women can meet and discuss local actions
Kraj, kjer se zbirajo ženske in razpravljajo o lokalnih dejavnostih
Coordinating culture and rural development in village life local institutions, where there was already a strong regional identity amongst the local population.
Usklajevanje kulturnega in podeželskega razvoja v življenju na vasi kulturnih zadev, zlasti s strani lokalnih ustanov, v katerih je med lokalnimi prebivalci že obstajala trdna regionalna identiteta.
In dening its approach towards cultural matters, the project has had to take into account the following: an absence of a fully developed communications network; the relative remoteness of the target groups compared to the existing socio-cultural infrastructures; the fact that local women have traditionally been isolated from the social, cultural and professional scene; and that young people have problems embracing the local cultural identity.
Pri opredelitvi pristopa do kulturnih vprašanj je bilo treba pri projektu upoštevati: nepopolno razvito komunikacijsko omrežje; sorazmerno oddaljenost ciljnih skupin od obstoječih socialno-kulturnih infrastruktur; dejstvo, da so bile ženske v teh krajih običajno izolirane od družbenega, kulturnega in poklicnega življenja; ter težave mladine pri sprejemanju lokalne kulturne identitete.
The territory covered by the local action group (LAG), De la Botte, is located in the southern part of the Province of Hainaut, in the west of theWalloon region.
Ozemlje, na katerem deluje lokalna akcijska skupina (LAS) De la Botte, leži v južnem delu province Hainaut na zahodu regije Valonija.
Four of its ve municipalities are located on the French border.
Štiri od njenih petih občin mejijo na Francijo.