natgillin/translations-raw huggingface dataset:
®LAGs as part of a bottom-up approach must propose a multi-sectoral, integrated local development strategy, which also foresees networking activities with other LAGs.®The group must represent partners from the various locally-based socioeconomic sectors in the territory concerned.®Economic and social partners, as well as other representatives of the civil society, must make up at least 50 % of the partnership which takes the decision on the projects to be financed under the strategy.
®lokalne akcijske skupine morajo kot del pristopa od spodaj navzgor predlagati večsektorsko, celostno strategijo lokalnega razvoja, ki vključuje tudi dejavnosti mreženja z drugimi lokalnimi akcijskimi skupinami;®skupina mora zastopati partnerje iz različnih lokalnih družbeno-gospodarskih sektorjev na zadevnem oze-mlju;®gospodarski in družbeni partnerji ter drugi predstavniki civilne družbe morajo predstavljati vsaj 50 % partnerstva, ki sprejme odločitev o financiranju projektov v okviru strategije.
For all longer-term partnerships it is important to adjust to changing environments.
Pri vseh dolgoročnih partnerstvih se je pomembno prila-goditi spreminjajočemu se okolju.
In respect of rural areas there can be changes in the macro-perspective.
V zvezi s podeželjem utegne priti do sprememb makro perspektive.
This is particularly so in the case of the diminishing role of the agricultural sector in terms of: employment; urban sprawl in proximity to agglomeration areas; climate change strongly felt in mountainous or Mediterranean regions; and the wellness and health trend in tourism.
To še zlasti velja v primeru čedalje manjše vloge kmetijskega sektorja glede zaposlovanja, divje urbanizacije v bližini aglomeracij, podnebnih sprememb, ki se čutijo zlasti v gorskih ali sre-dozemskih regijah, ter trenda dobrega počutja in zdravja v turizmu.
However there are also changes from a micro-perspective.
Vendar obstajajo tudi spremembe mikro perspektive.
These include: particular patterns of outward or inward immigration; lessons learned from a natural disaster; and specic potential due to new research results etc.
Te vključujejo posamezne vzorce odseljevanja ali priseljevanja, izkušnje, pridobljene na podlagi naravnih ne-sreč, in posebne možnosti, ki so posledica novih rezultatov raziskav itd.
The perception of similar trends and changes as well as the responses in terms of projects might dier between the areas, though one key challenge is the same for all actors in rural development: the importance of developing tools and techniques to ensure sustained learning capacities.
Zaznavanje podobnih trendov in sprememb ter odzivov v smislu projektov se lahko med posameznimi območji razlikuje, vendar obstaja en ključni izziv, ki je enak za vse udeležence razvoja podeželja: pomembnost razvoja orodij in tehnik za zagotavljanje trajnostnih zmožnosti učenja.
Open-mindedness towards new ideas, the involvement of new partners, and to reect on previous actions are all crucial in this respect.
V zvezi s tem so bistveni odprtost za nove zamisli, vključevanje novih partnerjev in razmislek o prejšnjih ukrepih.
These are the core elements of the Leader approach referring to the constitution and the partnership aspect of LAGs.
To so glavni elementi pristopa Leader, ki se nanašajo na sestavo in partnerski vidik lokalnih akcijskih skupin.
The requirements are obvious and clear-cut.
Zahteve so jasne in izrazite.
The striking point is that this model is applied to many policy frameworks and a broad variety of rural territories.
Presenetljivo je, da se ta model uporablja v veliko okvirih politike in na zelo veliko podeželskih območjih.
The European Union now consists of 27 countries, in each of which there are numerous types of rural territories.
Evropsko unijo sestavlja zdaj 27 držav članic, v vsaki od njih pa je veliko vrst podeželskih območij.
The fascinating diversity is made up of: coastal areas; valleys in mountainous regions in the Alpine arc; groups of settlements in the vast continental plains; sparsely populated areas in the far north; and prosperous areas in proximity to areas of agglomeration etc.
To zanimivo raznolikost sestavljajo: obalna območja, doline v gorskih regijah v Alpskem loku, skupine naselij na prostra-nih celinskih ravninah, redko poseljena območja daleč na severu in gospodarsko cvetoča območja v bližini strnjenih naselij itd.
In many of these territories LAGs have been active since the early 1990s, while in others they have recently become members of the EU.
V številnih od teh območij so lokalne akcijske skupine dejavne že od začetka devetdesetih let 20. stoletja, nekatera druga od teh območij pa so v državah, ki so šele nedavno postale članice EU.
In some countries, decisions governing the actions of LAGs are taken in a distant ministry of agriculture, while in others, regional representatives work in close contact with the LAG stakeholders.
V nekaterih državah sprejema odločitve, ki urejajo dejavnost lokalnih akcijskih skupin, oddaljeno ministrstvo za kmetijstvo, medtem ko v drugih državah regionalni zastopniki tesno sodelujejo z deležniki lokalnih akcijskih skupin.
Dierences in the LAG environment shows (on the assumption that all living organisms adjust to their environment), that throughout Europe LAGs depend on dierent structures and have dierent roles.
Razlike med okolji lokalnih akcijskih skupin kažejo (na podlagi predpostavke, da se vsi živi
National policy frameworks have signicant implications for the development of structures and thus also for the setting-up of partnerships, be it at LAG or project level.
Okviri nacionalne politike imajo znaten vpliv na razvoj struktur in tako tudi na vzpostavljanje partnerstev, bodisi na ravni lokalnih akcijskih skupin bodisi na ravni projektov.
To give a few examples, the recent French concept of ‘pays’ as the guiding legislative and territorial framework for rural development is partly based on the lessons learned from Leader I and II.
Navedimo nekaj primerov; novi francoski koncept pokrajine („pays“) kot vodilnega zakonodajnega in ozemeljskega okvira za razvoj podeželja temelji delno na izkušnjah, pridobljenih v okviru programov Leader I in II.
Finland has taken a pivotal role in mainstreaming the Leader approach in rural development policies.
Finska je imela ključno vlogo pri uveljavljanju pristopa Leader v politikah za razvoj podeželja.
LAGs cover the whole territory of Finland and are partly financed from Leader+ and partly from national sources.
Lokalne akcijske skupine pokrivajo celotno ozemlje Finske, pri čemer se delno nancirajo iz programa Leader+, delno pa iz nacionalnih virov.
In Austria, Leader could build on the experiences of endogenous regional development as well as the specic support actions for mountainous regions.
V Avstriji bi lahko program Leader gradil na izkušnjah endogenega regionalnega razvoja in posameznih podpornih ukrepov za gorske regije.
Both of these were launched in the late 1970s and led to the emergence of regional managements as stakeholders of rural development.
Oboje se je začelo konec 70. letih prejšnjega stoletja in imelo za posledico nastanek regionalnih uprav kot deležnikov pri
The LAG as a responsive development grouping
Lokalna akcijska skupina kot združenje za razvoj, odzivno na potrebe prebivalcev
The LAG should respond to the needs of local people and match their styles of working and decision-making.
Lokalne akcijske skupine se morajo odzivati na potrebe lokalnega prebivalstva ter prilagajati svoje načine delovanja in sprejemanja odločitev.
Further on, the LAG should have a complementary function in terms of governance.
Poleg tega morajo imeti lokalne akcijske skupine dopolnilno funkcijo v smislu upravljanja.
It should add value to the governance of rural development.
Ta funkcija mora dodati vrednost upravljanju razvoja podeželja.
When setting up the LAG, a thorough check of the environment is needed.
Ob ustanavljanju lokalne akcijske skupine je potreben temeljit pregled okolja.
This means a comprehensive analysis in the context of local and regional development is needed in order to identify:
To pomeni, da je potrebna izčrpna analiza lokalnega in regionalnega razvoja za določitev:
A typical example of animation is the recent project of the Luxembourgish LAG Letzebuerger Musel (www.musel.leader.lu) in the creation of a regional identity known as ‘Miselerland’.
Značilen primer spodbujanja je nedavni projekt luksemburške lokalne skupine Letzebuerger Musel (www.musel.leader.lu) v zvezi z oblikovanjem regionalne identitete, znan kot projekt Miselerland.
The LAG began in June 2003.
Lokalna akcijska skupina je bila ustanovljena junija 2003.
The project which started in late 2006 is the result of a long internal discussion process.
Projekt, ki se je začel izvajati leta 2006, je rezultat dolgotrajne notranje razprave.
In the beginning, the situation was characterised by a number of fragmented players in the tourism and regional food production sectors, as well as a strong dominance of wine and viticulture.
Najprej sta bili za projekt značilni velika razdrobljenost udeležencev v sektorjih turizma in regionalne živilske proizvodnje ter izrazita prevlada proizvodnje vina in vinogradništva.
The major result of the project has been the setting-up of organisational backbones for future projects, and a series of marketing and promotion actions.
Glavni rezultat projekta je bila vzpostavitev organizacijskih temeljev za prihodnje projekte ter vrsta ukrepov za trženje in promocijo.
So-called market alliances now gather regional producers under the new logo, and a declaration or cooperation charter provides a documented testament for all those interested parties who have decided to work together.
Regionalne proizvajalce zdaj združujejo tako imenovana tržna zavezništva v okviru novega logotipa, pri čemer deklaracija ali listina o sodelovanju zagotavlja dokumentirano zavezo za vse zainteresirane strani, ki so se odločile za sodelovanje.
® the role of the LAG in respect of other players in the area, such as existing farmers’ associations, tourism operators, youth, etc.previous achievements in rural development, diversi- cation, and the remaining gaps which should be addressed since these gaps re ect explicit needs of local stakeholders;the potential and limits depending on the governance context;the potential and limits in terms of own capacities, skills, technological or natural constraints for certain types of action, and the resulting needs for initial capacity building.
® vloge lokalne akcijske skupine glede na druge udeležence v območju, kot so obstoječa združenja kmetov, turistična podjetja, mladina itd.;prejšnjih dosežkov pri razvoju podeželja, diverzifikacije in preostalih vrzeli, ki jih je treba obravnavati, saj odražajo izrecne potrebe lokalnih deležnikov;možnosti in omejitev, pogojenih z upravnim okvirjem;možnosti in omejitev v smislu lastnih zmogljivosti, znanja in izkušenj, tehnoloških ali naravnih ovir za nekatere vrste ukrepov in posledičnih potreb za začetno oblikovanje zmogljivosti.
A typical example of a structuring activity is the project known as Bergholz Marketing Ltd, which is run by the LAG Austrian Vorarlberg (www.leader.vlbg.at).
Značilen primer dejavnosti strukturiranja je projekt Bergholz Marketing Ltd, ki ga izvaja avstrijska lokalna akcijska skupina Vorarlberg (www.leader.vlbg.at).
This project brings together a joiner, a saw mill and a forest enterprise, who founded a company on the basis of an order to construct a wooden house.
V tem projektu sodelujejo stavbni mizar, podjetje, ki se ukvarja z žaganjem lesa, in gozdno podjetje, ki so na podlagi naročila za gradnjo lesene hiše ustanovili skupno podjetje.
The partners developed the necessary joint marketing strategy and quality certificate, and subsequently a number of product innovations were realised.
Partnerji so pripravili potrebno skupno strategijo trženja in certifikat kakovosti, potem pa je bilo v zvezi s proizvodi uresničenih veliko inovacij.
The company is organised as a ‘one-stop-shop’ for the potential customer.
Podjetje je organizirano po načelu zagotavljanja storitev „na enem mestu“ za potencialne stranke.
An honest stocktaking of these factors will help to de ne which type of action is most needed to achieve visible and desirable results and impacts.
Na podlagi poštenega popisa teh dejavnikov bo mogoče opredeliti, katera vrsta ukrepa je najbolj potrebna za doseganje vidnih in želenih rezultatov in učinkov.
The LAG (as a model for interaction in rural areas) could be considered as a living organism which goes through several stages of development.
Lokalno akcijsko skupino (kot model za medsebojno vplivanje na podeželju) je mogoče obravnavati kot živi organizem, katerega razvoj poteka v več fazah.
The character and scope of activity will differ significantly through the different stages from inception to maturity.
Značilnosti in namen dejavnosti so odvisni od faze razvoja, tako da se bodo v začetni fazi znatno razlikovali od značilnosti in na-mena v zreli fazi:
An excellent example of a consolidating activity is the ‘Road of masters’ (Meisterstrasse Salzkammergut).
Odličen primer dejavnosti konsolidacije je projekt Cesta mojstrov (Meisterstrasse Salzkammergut).
This is a trans-regional, cross-industry network which gathers craftsmen dedicated to the production of high-quality products coupled with innovative ideas.
To je nadregionalna, medpanožna mreža, v kateri sodelujejo obrtniki, ki se ukvarjajo s proizvodnjo visokokakovostnih proizvodov z inovativnimi zamislimi.
From a nucleus of nine craftsmen in the region of Salzkammergut, the project has constantly expanded its scope of activity.
Najprej je v projektu sodelovalo devet obrtnikov iz regije Salzkammergut, zdaj pa sta raznolikost in število njegovih dejavnosti čedalje večja.
Currently about 100 partners are engaged in a network spanning over five Leader+ regions in Austria.
Trenutno je v mrežo, ki zajema več kot pet regij Leader+ v Avstriji, vključenih okoli 100 partnerjev.
The partner network now includes partners in craft, tourism and cultural institutions.
Mreža partnerjev vključuje zdaj partnerje iz obrtniških, turističnih in kulturnih ustanov.
Its major work focus is the exchange of experiences, marketing, as well as the development and implementation of targeted qualification measures.
Glavni poudarek je na izmenjavi izkušenj, trženju ter oblikovanju in izvajanju ciljnih ukrepov za izobraževanje.
At the start, the animation will help to get people started, by getting them to take a close look at the territory itself, and helping the LAG to take a leading role.Subsequently, structuring activities will help establish initial ideas and lead to partnerships and concrete projects such as the development of new organisations, regional branding, and investment in technology.This will be followed by a process of consolidation, which will take advantage of the results of projects through cross-sectoral or interdisciplinary networks, and to make self-organised structures sustainable with a stronger emphasis on economic sustainability.
Kljub dejstvu, da je lahko delež te vrste dejavnosti med življenjsko dobo lokalne akcijske skupine različen, je jasno, da so v vseh fazah razvoja programa tri vrste ukrepov, ki so potrebne za zagotovitev stalnega dotoka novih zamisli.
Despite the fact that in the course of the LAG’s life cycle the share of these types of activities might differ, it is nevertheless evident that in all stages of programme development, there are three types of action that are needed in order to ensure the continuous supply of new ideas.
® v začetku bo cilj spodbujanje ljudi, da si bolje ogledajo samo ozemlje in pomagajo lokalni akcijski skupini prevzeti vodilno vlogo;potem bo strukturiranje pomagalo pri oblikovanju začetnih zamisli ter privedlo do vzpostavitve partnerstev in oblikovanja dejanskih projektov, kot so ustanovitev novih organizacij, oblikovanje regionalne blagovne znamke in naložbe v tehnologijo;temu sledi proces konsolidacije, ki omogoča, da se rezultati projektov izkoristijo prek medsektorskih ali interdi-sciplinarnih omrežij in da postanejo samoorganizirane strukture trajnostne z izrazitim poudarkom na ekonomski trajnostnosti.
Finland practises, since Leader II, a policy of Leader main- streaming.
Po uvedbi programa Leader II izvaja Finska politiko uveljavljanja programa Leader.
LAGs, funded from Leader+ and other national sources, cover the whole rural territory, and are actively in- sources, cover the whole rural territory, and are actively in- volved in drafting regional rural development programmes.
Lokalne akcijske skupine, ki se nancirajo iz programa Leader+ in drugih nacionalnih virov, zajemajo celotno podeželsko ozemlje in so dejavno vključene v oblikovanje regionalnih programov za razvoj podeželja.
They play a key role in a number of other regional pro- in a number of other regional pro- grammes.
V veliko drugih regionalnih programih imajo te lokalne akcijske skupine ključno vlogo.
menting agency for integrated rural development policy.
Tako se lahko takšna lokalna akcijska skupina obravnava kot agencija za izvajanje politike celostnega razvoja podeželja.
The many different tasks required for policy harmonisation erent tasks required for policy harmonisation
Za izvajanje veliko različnih nalog, ki so potrebne za usklajevanje in uresničevanje politike, je potrebno veliko znanja in izkušenj v zvezi z upravljanjem ter sredstev.
The LAG’s work requires autonomy and flexibility, which is often hindered by formal requirements flexibility, which is often hindered by formal requirements
Poleg notranje atmosfere zaupanja in smiselne delitve dela v vodstvu lokalne akcijske skupine bo treba zagotoviti finančno nadomestilo za zagotovitev njihove neprekinjene vključenosti;®vloga vodstva lokalne akcijske skupine kot ponudnika storitev s širokim portfeljem se mora odražati v proračunu.
Apart from an internal atmosphere of trust and a sound division of labour within the LAG management, it will also be necessary to offer financial compensation in order to ensure their continuing involvement.The role of the LAG management as service provider
Lokalne akcijske skupine delujejo kot ponudniki storitev v svojem območju in si prizadevajo, da se sredstva iz več virov nanciranja namenijo za krepitev in širitev obsega svojega delovanja.
In the case where rural development is with a broad portfolio has to be reflected in its budget.
Lokalna akcijska skupina mora delovati samostojno in biti prilagodljiva, saj jo pogosto ovirajo uradne zahteve organov.
a sub-function of agricultural policy, then it is often the sub- a sub-function of agricultural policy, then it is often the sub- ject of fragmented competencies, and consequently may ject of fragmented competencies, and consequently may s u suffer from staff er from staff shortages and unclear areas of responsibil- shortages and unclear areas of responsibil- ity.
Če spada področje razvoja podeželja v kmetijsko politiko, so pristojnosti za njegovo delovanje pogosto razdrobljene, zaradi česar lahko primanjkuje osebja, področja odgovornosti pa so nejasna.
Here LAGs could develop their function as integrated ity. Here LAGs could develop their function as integrated platforms and service providers for rural areas.
V zvezi s tem lahko lokalne akcijske skupine preoblikujejo in delujejo tudi kot celostne platforme in ponudniki storitev za podeželska območja.
Expertise in the use of several funding sources will therefore be an important skill.
Zato bo strokovno znanje v zvezi z uporabo več virov nanciranja pomembno.
In such cases the LAGs will try to establish their position as local development agencies.
V takšnih primerih si bodo lokalne akcijske skupine prizadevale, da bi dobile položaj agencij za lokalni razvoj.
The composition of the LAG and its decision-making structures will not only re ect the degree and character of the governance context but, to a certain extent, also shape the portfolio and scope of action.
Sestava lokalne akcijske skupine in njene strukture sprejemanja odločitev ne izražajo le stopnje in značilnosti okvira upravljanja, ampak oblikujejo do neke mere tudi obseg in področja dela.
The LAG board represents the participatory aspect of Leader, which in most countries consists of the representatives of local residents and entrepreneurs, associations and municipalities.
Upravni odbor lokalne akcijske skupine predstavlja vidik sodelovanja v okviru programa Leader, pri čemer ga v večini držav sestavljajo predstavniki lokalnega prebivalstva ter lokalnih podjetij, združenj in občin.
Its members work on a voluntary basis.
Člani delujejo prostovoljno.
The operative arm of the LAG is the LAG management which, technically speaking, is the service provider supervised by the LAG board.
Operativna veja lokalne akcijske skupine je vodstvo lokalne skupine, ki je v tehničnem smislu ponudnik storitev in jo nadzoruje upravni odbor lokalne akcijske skupine.
Since LAG managers are the only ones who can devote all of their time and professional capacity to the LAG, their actual influence is in most cases significant.
Ker so člani vodstva lokalne akcijske skupine edini, ki lahko posvetijo ves svoj čas in vse strokovne sposobnosti lokalni akcijski skupini, je njihov de-janski vpliv večinoma velik.
A public-private body which is as large as a LAG needs a small steering unit which, in turn, will strongly influence the course of action.
Javno-zasebni organ, ki je tako velik kot lokalna akcijska skupina, potrebuje majhno enoto za vodenje, ki pa močno vpliva na potek dogajanja.
The governance context as decisive element
Upravni okvir kot odločilni element
In other countries, standard issues of rural development policies are the subject of an already dense network of players.
Na podlagi okvirov nacionalne politike se oblikuje manevrski prostor za delo lokalne akcijske skupine.
In Austria for example, agricultural mainstream programmes are strongly anchored at the level of the Länder (provinces) and operate in close cooperation with the national level.
V večini držav je politika za razvoj podeželja, podobno kot politika regionalnega razvoja, medsektorsko vprašanje, ki je v upravnem smislu podrejeno kmetijski politiki.
Here there are a number of strong sector organisations (such as regional chambers of agriculture and commerce as well as business and tourism agencies) with a long-standing tradition and significant political weight.
Le malo držav je oblikovalo razvoj podeželja kot samostojno področje politike.
Next to LAGs, regional managements are also in charge of local/regional development policies.
V drugih državah se z običajnimi vprašanji politik razvoja podeželja ukvarjajo že goste mreže akterjev.
Leader is designed as a complementary programme focusing on soft investments, such as the acquisition of knowledge and skills, and the preparation of large-scale projects for mainstream programmes.
Na primer v Avstriji se glavni kmetijski programi izvajajo predvsem na ravni dežel (Länder), vendar so tesno povezani z izvajanjem na nacionalni ravni.
In such cases LAGs could be considered as local partnerships developing niche products or as a complementary pathfinder. nder.
Tu obstaja veliko močnih sektorskih organizacij (kot so območne kmetijske in gospodarske zbornice ter podjetja in turistične agencije) z dolgoletno tradicijo in znatnim političnim vplivom.
National policy frameworks shape the room for manoeuvre in the LAG’s work.
Poleg lokalnih akcijskih skupin so za lokalno/regionalno razvojno politiko odgovorne tudi regionalne uprave.
In most countries rural development policy,similar to regional development, is a cross-cutting issue which in administrative terms is subordinate to agricultural policy.
Program Leader je oblikovan kot dopolnilni program, katerega cilj so nematerialne naložbe, kot sta pridobivanje znanja in veščin ter priprava obsežnih projektov za glavne progra-me.
Only a few countries have established rural development as a policy area in its own right.
V takšnih primerih lahko delujejo lokalne akcijske skupine kot lokalna partnerstva, ki razvijajo nišne proizvode, ali dopolnilni usmerjevalci.
It is evident that the governance context shapes the role of the LAG.
Jasno je, da je vloga lokalne akcijske skupine odvisna od upravnega okvira.