natgillin/translations-raw huggingface dataset:
Making and implementing development strategies and projects requires some professional know-how, which LAGs may acquire over time, but this is not necessarily the case for their local stakeholders.
Za oblikovanje in izvajanje razvojnih strategij in projektov je potrebno nekaj strokovnega znanja, ki ga lahko lokalne akcijske skupine sčasoma pridobijo, kar pa ne velja nujno za vse lokalne deležnike.
Also it seems that a wide gap remains in many areas between the LAGs, their staff and other members, on the one hand, and local projects’ holders on the other hand.
Prav tako se zdi, da ostajajo na številnih območjih velike razlike med lokalnimi akcijskimi skupinami, njihovim osebjem in njihovimi ostalimi člani na eni strani ter nosilci lokalnih projektov na drugi strani.
This confirms what has already been pointed out, that local people have difficulties to do self-evaluation and use indicators, since the basic principles and methods of quality management have not always been made widely known.
To potrjuje, kar je že bilo poudarjeno, namreč, da imajo ljudje težave glede samoocenjevanja in uporabe kazalnikov, ker v vseh primerih niso bili dovolj poučeni o osnovnih načelih in metodah upravljanja kakovosti.
This is both a critical and central issue for Leader in general.
Oboje je kritično in osrednje vprašanje za program Leader na splošno.
There is no doubt that Leader has developed a European know-how for local development.
Ni dvoma, da so se v okviru programa Leader razvili evropsko znanje in izkušnje na področju lokalnega razvoja.
However there is equally no doubt that quality management methods, such as those born in the industrial world have not really penetrated the
Vendar prav tako ni dvoma, da metode upravljanja kakovosti, na primer tiste, ki so nastale v industriji, dejansko niso zares prodrle v podeželsko stvarnost, ki jo pogosto predstavljajo zelo majhna podjetja. Zato je za program
In brief, the LAGs and their partnerships must help local people to become skilled and confident in their self-man-agement and self-development capacities.
Skratka, lokalne akcijske skupine in njihova partnerstva morajo pomagati lokalnemu prebivalstvu, da pridobi znanje in izkušnje ter samozavest glede svojih zmožnosti, da se lahko samo upravlja in samo razvija.
This is not only necessary for local people and groups to develop successful projects at their own level, but also for them and the LAG to get closer in order to more easily develop beneficial relationships with the non-Leader environment.
To ni nujno le za to, da lokalni prebivalci in skupine samostojno razvijajo uspešne projekte, ampak tudi, da se zbližajo z lokalno akcijsko skupino, tako da se lažje oblikujejo koristni odnosi z okoljem, ki ne sodeluje v programu Leader.
The area label
Območna oznaka
In the Campania region of Italy, the Alto Casertano LAG itself has initiated and carried out the ‘Area label’ project, with a view to creating a territorial quality network made up of enterprises, organisations and local authorities working on the same territory, all with the same goal of improving the area.
Lokalna akcijska skupina Alto Casertano iz italijanske regije Kampanija je sprožila in izvedla projekt „Območna oznaka,“ da bi vzpostavila ozemeljsko mrežo kakovosti, v katero bi bila vključena podjetja, organizacije in lokalni organi, ki delujejo na istem ozemlju in katerih skupni cilj je izboljšati območje.
In this respect, the establishment of an ‘area label’ involves all interested local stakeholders in a collective territorial system, aimed at adding value, and represents an active creation of a local development model.
V zvezi s tem vključuje uvedba območne oznake vse lokalne deležnike v kolektivni ozemeljski sistem, namenjen doseganju večje dodane vrednosti, in pomeni dejavno ustvarjanje modela lokalnega razvoja.
Moreover, it is in a process of ongoing development in line with the territory’s social and commercial needs.
Poleg tega se neprekinjeno razvija v skladu s socialnimi in tržnimi potrebami ozemlja.
The label is a means to develop the whole territory.
Ta oznaka je sredstvo za razvoj celotnega ozemlja.
This is achieved by the identification and promotion of local operators delivering products and services to high quality standards, and oriented towards the utilisation of traditional and environmentally-friendly techniques.
To je dosežen z določitvijo in promocijo lokalnih nosilcev dejavnosti, ki dobavljajo visokokakovostne izdelke in storitve, pri čemer uporabljajo tradicionalne in okolju prijazne tehnike.
These operators are public and private enterprises who share the same objectives of the LAG, such as improving the quality of life by reaching high quality standards, and commit themselves to an ongoing process of improvement.
Ti nosilci dejavnosti so zasebna in javna podjetja, ki imajo iste cilje kot lokalna akcijska skupina, na primer izboljšanje kakovosti življenja z doseganjem standardov visoke kakovosti, ter stalno izvajajo izboljšav.
The enterprises may include public administrations, restaurants, social services, handicraft laboratories, food stores, etc.
Med temi podjetji so lahko javne uprave, restavracije, socialne službe, delavnice domače obrti, živilske trgovine itd.
The label allows the area to consolidate and develop those activities and the conditions that improve the territory’s ongoing competitiveness, in terms of sustainable development and its traditions.
Z oznako lahko območje krepi in razvija navedene dejavnosti ter razmere, na podlagi katerih se stalno izboljšuje konkurenčnost ozemlja v smislu trajnostnega razvoja in ohranjanja njegovih tradicij.
The whole area label system has been built-up step by step.
Celotni sistem območne oznake se je izgrajeval postopoma.
This has been the case in: developing the legal framework; adopting the quality charter; providing information and assistance to enterprises willing to adhere to the charter and in becoming a member of the area label system; checking the eligibility of applications made by enterprises; preparing and managing the development of the labelling system as a whole, in particular in its continuing control and verification process, and in its fi nancial management and communication strategy.
Postopno je bilo oblikovanje pravnega okvira, sprejemanje listine o kakovosti, zagotavljanje informacij in pomoči podjetjem, pripravljenim upoštevati listino in postati član sistema območne oznake, preverjanje upravičenosti zahtevkov podjetij, priprava in upravljanje razvoja sistema označevanja kot celote, zlasti v zvezi z njegovim neprekinjenim procesom nadzora in preverjanja, ter njegovo finančno upravljanje in strategija komuniciranja.
The main themes of the Alto Casertano Services Quality Charter to which the enterprises have to adhere to in order to obtain the ‘area label’ are: adding value to local resources; conservation of the environment, security and safety guarantee; improvement in the quality of life; sustainable use of local resources; and the quality of products and services.
Glavne teme listine kakovosti storitev skupine Alto Casertano, ki jo morajo upoštevati podjetja, da bi pridobila območno oznako, so dodajanje vrednosti lokalnim virom, ohranjanje okoljskega, varnostnega in zaščitnega jamstva, izboljševanje kakovosti življenja, trajnostna raba lokalnih virov ter kakovost izdelkov in storitev.
The adhesion to the label implies a series of checks made by the LAG itself, according to a series of indicators.
Za ohranjanje verodostojnosti oznake se izvaja vrsta pregledov, ki jih izvaja sama lokalna akcijska skupina na podlagi več kazalnikov.
These include the use of local products, low impact technologies, energy saving, training of employees, communication and promotion, etc.).
Ti se nanašajo na uporabo lokalnih izdelkov, tehnologije z majhnim vplivom na okolje, varčevanje z energijo, usposabljanje zaposlenih, komuniciranje in promocijo itd.
Ensuring synergies with non-Leader strategies
Zagotavljanje sinergij s strategijami, ki niso vključene v program Leader
The LAGs must be aware of their environment, and develop positive synergies with it.
Lokalne akcijske skupine se morajo zavedati svojega okolja in z njim vzpostavljati pozitivne sinergije.
Synergies with non-Leader strategies seem quite easy to develop in some contexts, but elsewhere are either much more difficult, complex, or even conflicting.
Sinergije s strategijami, ki niso vključene v program Leader, se lahko v nekaterih okvirih vzpostavijo enostavno, v drugih pa je to veliko bolj težavno, zapleteno ali celo konfliktno.
In many cases, it still seems difficult for LAGs to be fully in line with administrations on all matters, and in particular to share some basic ideas relating to integration or complementarity.
V mnogih primerih se še vedno zdi težko, da bi dosegli popol-no usklajenost lokalnih akcijskih skupin z upravami v zvezi z vsemi zadevami ter zlasti strinjanje glede nekaterih osnovnih zamisli v zvezi s povezovanjem ali dopolnjevanjem.
Complementarities with non-Leader strategies can be very important.
„Vzajemno dopolnjevanje s strategijami, ki niso vključene v program Leader, je lahko zelo pomembno.
Firstly for the Leader area, as it belongs to a larger region, then for the partnership, as partners are also involved in other procedures, and finally for the Leader strategy itself, as it is anyhow connected to a larger strategy at regional level.
Najprej za območje Leader, ker pripada širši regiji, potem za partnerstvo, ker sodelujejo partnerji tudi v drugih postopkih, ter končno za samo strategijo Leader, ker je v vsakem primeru povezana s širšo strategijo na regionalni ravni.
A balance has to be found between the autonomy of the LAG and its integration in a higher-level strategy.
Med avtonomnostjo lokalne akcijske skupine in njeno vključenostjo v strategijo na višji ravni je treba poiskati ravnovesje.
In any case a ‘negotia-tion’ must take place between the local expectations and other levels of priorities, and a ‘pragmatic negotiating’ approach will make the implementation much easier.
V vsakem primeru je treba doseči ustrezen kompromis med lokalnimi pričakovanji in drugimi ravnmi prednostnih nalog; uporaba pragmatičnega kompromisnega pristopa bo zelo olajšala izvajanje projekta.
The internal appropriation strategy by the LAG must be matched by the external appropriation by the administrations and the elected representatives.
Strategija lokalne akcijske skupine za notranjo delitev sredstev se mora skladati z delitvijo sredstev od zunaj s strani uprav in izvoljenih predstavnikov.
This is sometimes not easy as a culture of strategic planning is still missing in many places, especially amongst elected people. (JeanPierre Vercruysse, rapporteur.)
Včasih to ni enostavno, ker v številnih krajih še vedno ni kulture strateškega načrtovanja, zlasti ne med izvoljenimi ljudmi“ (Jean-Pierre Vercruysse, poročevalec).
A main task for the LAG and its partnership is to de ne the best position it may adopt in a specific context.
Seveda je to zelo odvisno od lokalnega okvira, lokalne politike in okolja upravljanja.
When the area is already well organised, with either an existing and active private-public partnership or with highly empowered local authorities having a high degree of competence for local development, then Leader may be given a special mission.
Položaj se razlikuje glede na stopnjo neodvisnosti in pristojnosti regionalnih in lokalnih organov ter vlogo, ki jo imajo v lokalnem razvoju državne uprave ali posebni javni organi.
In this case the LAG may serve as a complementary tool or a specialised incubator to develop pilot actions.
Med posameznimi zadevnimi državami oziroma regija-mi lahko obstajajo zelo različna stališča glede vloge in
Elsewhere, the LAG may provide the territory with all the services necessary to bridge existing gaps in the capacity for local development, and act as a local development agency.
Glavna naloga lokalne akcijske skupine in njenih partnerstev je določitev najustreznejšega položaja, ki ga je mogoče privzeti v določenih okoliščinah.
Where there is a low level of local governance, then there might be difficulties for the LAG to adopt an appropriate and well recognised position. Much depends on the quality of relationships developed with local and regional institutions.
Če je območje že ustrezno organizirano z obstoječimi in dejavnimi javno-zasebnimi partnerstvi ali lokalnimi organi z velikimi pooblastili in pri-stojnostmi, ki so odgovorni za lokalni razvoj, lahko program Leader izvaja posebno funkcijo.
The situation varies according to the degree of autonomy and competence given to regional and local authorities, and to the role played by state administrations or special public bodies in local development.
V tem primeru lahko lokalna akcijska skupina deluje kot dopolnilno orodje ali specializi-rani inkubator za razvijanje pilotnih ukrepov.
According to the countries or regions concerned, there might be quite distinct views expressed about the role and importance of Leader in the development of a given territory.
Drugod lahko lokalna akcijska skupina ozemlju zagotovi vse storitve, ki so potrebne za premostitev obstoječih vrzeli v zmožnosti za lokalni razvoj, in deluje kot agencija za lokalni razvoj.
Leader may be perceived, indeed, either as the main driving force of change and development, or just as a complementary tool which is specialist among other tools in developing the area.
Kadar je raven lokalne samouprave zelo nizka, utegne imeti lokalna akcijska skupina težave s privzemanjem ustreznega in dobro sprejetega položaja.
It thus can serve as an incubator of innovative actions, or as a methodological reference for a participatory and areabased approach.
Veliko je odvisno od kakovosti odnosov z lokalnimi in regionalnimi institucijami.
The Finnish approach to the ‘global grant’ (
Finski pristop z„globalnimi nepovratnimi sredstvi“ (
Finland is sometimes referred to as having a ‘global grant’ funding system for LAGs.
Za Finsko se včasih navaja, da uporablja za lokalne akcijske skupine sistem financiranja z globalnimi nepovratnimi sredstvi. Izraz „globalna nepovratna sredstva“ je nekoliko sporen in ga različni ljudje lahko opredeljujejo različno.
Generally speaking, it relates to the independence in decision-making and to the LAG’s own funding frame.
V splošnem zadeva neodvisnost pri odločanju in dejstvo, da imajo lokalne akcijske skupine lasten okvir financiranja. financiranja.
The strategies and funding frames of the Finnish LAGs are approved by the Ministry of Agriculture.
Strategije in okvire financiranja finskih lokalnih akcijskih skupin odobri ministrstvo za kmetijstvo.
Within theses frames the LAGs are free to choose the desired projects based on the applications received.
Znotraj teh okvirov lokalne akcijske skupine prosto izbirajo želene projekte na podlagi prejetih vlog.
For example the Joutsenten Reitti LAG received some 170 applications in the period 200006, of which 133 were approved by the LAG’s Board of Directors.
Tako je na primer lokalna akcijska skupina Joutsenten Reitti v obdobju 2000–2006 prejela približno 170 vlog, od katerih je upravni odbor te lokalne akcijske skupine odobril 133 vlog.
The LAG then evaluates the feasibility of the project based on its own strategy.
Lokalna akcijska skupina potem oceni izvedljivost projekta na podlagi lastne strategije.
After approval all applications are submitted to the Regional Ministry Office, whose duty it is to evaluate the legality of the project.
Po odobritvi se vse vloge predložijo regionalnemu uradu ministrstva, katerega dolžnost je oceniti zakonitost projekta.
In this particular example, the Regional Ministry Office rejected two projects in 200006, claiming that their objectives did not match with the Leader Regional Rural Development Programme.
V tem primeru je regionalni urad ministrstva v obdobju 2000–2006 zavrnil dva projekta z obrazložitvijo, da njuni cilji niso v skladu z regionalnim programom Leader za razvoj podeželja.
In some EU countries the role of the Ministry is stronger: the LAGs propose projects and Ministry officials either approve or reject.
V nekaterih državah EU je vloga ministrstva večja: lokalne akcijske skupine predlagajo projekte, uslužbenci ministrstev pa jih odobrijo ali zavrnejo.
This can be seen as a completely different model to the global grant one.
Tak model je mogoče šteti za popolnoma drugačnega od modela globalnih nepovratnih sredstev.
LAGs do not really have the power in their own hands but are always subject to top-level decisions.
Lokalne akcijske skupine nimajo dejanske pristojnosti, ampak so vedno odvisne od odločitev na najvišji ravni.
On the other hand the pure global grant model would require the LAGs to determine the eligibility, plus all payments and inspections currently done by the Regional Ministry Offices in Finland.
Če bi se izvajal čisti model globalnih nepovratnih sredstev, bi morale lokalne akcijske skupine odločati o upravičenosti projektov ter vseh plačilih in inšpekcijskih pregledih, ki jih zdaj opravljajo regionalni uradi ministrstva na Finskem.
So the pure global grant model would result in a ‘governmental organisation’ status for LAGs in Finland.
Če bi se uvedel čisti model globalnih nepovratnih sredstev, bi morale lokalne akcijske skupine na Finskem dobiti status vladne organizacije.
This would give a much heavier responsibility and staff , which is not advantageous for the Finnish LAGs.
Ta položaj za finske lokalne akcijske skupine ne bi predstavljal prednosti, saj bi bila njihova odgovornost veliko večja, hkrati pa bi potrebovale večje število uslužbencev.
The biggest advantage of the Finnish global grant model, where LAGs and Regional Ministry Offices work closely together, is that the application procedure is clearly open to everyone, and is processed quickly: a fact helped also by the local media coverage given to the project.
Največja prednost finskega modela globalnih nepovratnih sredstev, v katerem lokalne akcijske skupine in regionalni uradi ministrstva tesno sodelujejo, je dejstvo, da vlogo dejansko lahko vloži vsak in da vloge hitro obravnavajo: k temu so pripomogli tudi lokalni mediji, ki poročajo o projektu.
In this way, the Finnish LAGs have managed to mobilise a fairly large number of local people and organisations who are able to play their role in the local development.
Tako so finske lokalne akcijske skupine uspele mobilizirati zelo veliko število lokalnih prebivalcev in organizacij, ki lahko sodelujejo v lokalnem razvoju.
This is particularly important in what is the most sparsely populated country of the EU.
To je v najbolj redko poseljeni državi Evropske unije zelo pomembno.
(1) Under the guidelines of 24.1.2007 for the Leader axis: ‘A decentralised model where the group is directly responsible for the initial certification of completion of the projects and payment is the global grant system.’
(1) V skladu s smernicami z dne 24. januarja 2007 za os Leader: „Sistem globalnih nepovratnih sredstev je decentralizirani model, v katerem je skupina neposredno odgovorna za začetno certificiranje dokončanja projektov in za plačilo.“
In all of this, the basic question to answer is: is Leader a gift or a mandate?
Pri vsem tem je osnovno vprašanje, na katerega je treba odgovoriti, naslednje: ali je program Leader darilo ali ob-veznost.
In other words, is Leader a gift that a LAG and its area may use as they want to satisfy their own needs, or is it a mission given to them to develop an exemplary experience which may provide benefits to other rural areas, first in their own region, but also in Europe in general?
Z drugimi besedami, ali je program Leader darilo, ki ga lahko lokalna akcijska skupina in njeno območje izko-risti, kot želi, da zadovolji lastne potrebe, ali pa je naloga, ki so jo dobili, da pridobijo vzorne izkušnje, ki lahko koristijo tudi drugim podeželskim območjem, najprej v njihovi lastni regiji, potem pa tudi v Evropi na splošno.
positive links with its ‘non-Leader’ environment.
lahko lokalna akcijska skupina vzpostavi pozitivne povezave z okoljem, ki ni vključeno v program Leader.
The more exemplary and innovative it is in terms of proposals and results obtained, then the more attractive it will become for its environment, and relationships will be easier to develop with it.
Čim bolj vzorna in inovativna bo lokalna akcijska skupina s svojimi predlogi in dobljenimi rezultati, tem večja bo tudi njena privlačnost za njeno okolje in tem lažje se bodo vzpostavljali odnosi s tem okoljem.
In this sense, it is very important for a LAG and its area to keep the door open to outside influences, and to take all opportunities offered in terms of networking and cooperation, in order to improve the capacity to innovate and make the Leader experience more attractive.
V tem smislu je za lokalno akcijsko skupino in njeno območje zelo pomembno, da ohrani odprta vrata za zunanje vplive in izkoristi vse ponujene priložnosti v zvezi z mreženjem in sodelovanjem, da bi tako izboljšala zmogljivost za inovacije in napravila program Leader privlačnejši.
A good implementation of the strategy depends much on how the LAG and its area perceive the role attributed to them through Leader, and how it is in harmony with their environment.
Dobro izvajanje strategije je zelo odvisno od tega, kako lokalna akcijska skupina in njeno območje razumeta vlogo, ki jima je dodeljena s programom Leader, ter kako je slednja usklajena z njunim okoljem.
However, the most important thing remains the quality of the approach developed by the LAG.
Vendar ostaja najpomembnejša zadeva kakovost pristopa, ki ga razvije lokalna akcijska skupina.
In particular, improving its capacity to bring innovation to the territory seems critical for a LAG being able to develop
Zlasti povečanje zmogljivosti lokalne akcijske skupine za uvedbo inovacij na ozemlje se zdi zelo pomembno za to, da
To conclude, the success of Leader depends very much on its ability to develop synergies with the non-Leader world in order to substantiate its original and innovative contribution to building the territory.
Ugotovimo torej lahko, da je uspešnost programa Leader zelo odvisna od njegove sposobnosti za vzpostavljanje sinergij z okoljem, ki ni vključeno v program Leader, s čimer dokazuje svoj izvirni in inovativni prispevek k spodbujanju razvoja ozemlja.
Conclusions about implementing the strategy basic dimensions of sustainability, together with social equity and environmental integrity.
Poleg tega je ekonomska učinkovitost ena od treh osnovnih razsežnosti trajnostnosti skupaj s socialno enakostjo in okoljsko celovitostjo.
For all these reasons, economic viability has to be considered by Leader partners as a basic objective.
Zato mora biti ekonomska upravičenost za partnerje programa Leader osnovni cilj.
What seems very important is to keep Leader not only as a methodology, but above all as a philosophy, based on specific values.
Zdi se, da je zelo pomembno ohraniti program Leader ne le kot metodologijo, ampak predvsem kot lozo jo, ki temelji na specifičnih vrednotah.
These values are expressed in the famous seven principles of Leader: areabased approach, bottom-up partnership, integrated approach, local management, innovation, networking and cooperation.
Te vrednote so izražene v sedmih dobro znanih načelih programa Leader: območno osnovan pristop, pristop od spodaj navzgor, partnerstvo, celostni pristop, lokalno upravljanje, inovacije, mreženje in sodelovanje.
For a Leader experience to be successful they all have to be respected and taken into account.
Da bi bilo delo s programom Leader uspešno, jih je treba vse spoštovati in upoštevati.
These seven golden principles are indeed all interdependent and must be considered together as part of the Leader philosophy.
Teh sedem pomembnih načel je dejansko medsebojno odvisnih in jih je treba upoštevati kot del lozo je programa Leader.
Another misunderstanding relates to what is applicable.
Nadaljnji nesporazum v zvezi s pojmom ekonomske upravičenosti je, na kaj se ta pojem nanaša.
Does it concern the economic viability of new activities generated as a result of actions supported by Leader, or the economic viability of the follow-up of actions themselves?
Ali se nanaša na ekonomsko upravičenost novih dejavnosti, uvedenih kot rezultat ukrepov, ki se podpirajo v okviru programa Leader, ali ekonomsko upravičenost poznejših dejavnosti, ki navedenim dejavnostim sledijo?