natgillin/translations-raw huggingface dataset:
Such approaches have succeeded where sectorally focused interventions in rural areas have failed and thereby have created a sustainable formof development.These achievements were made possible by the territorial approach and were particularly appropriate in sparsely populated areas with isolated microenterprises in different sectors.
Taki pristopi so bili uspešni tam, kjer je sektorsko usmerjenim posegom na podeželskih območjih spodletelo, in so tako ustvarili trajnostno obliko razvoja. Te dosežke je omogočil ozemeljski pristop, zlasti primerni pa so bili na redko poseljenih območjih z izoliranimi mikropodjetji v različnih sektorjih.
Decentralised decision-making: local action groups
Decentralizirano odločanje: lokalne akcijske skupine
The requirement by Leader that territorial strategies had to consider the local situation in a holistic way, including all sectors and dimensions relevant for development, has greatly assisted in ensuring that the diversity of rural areas has been properly acknowledged.
Zahteva pobude Leader, da morajo ozemeljske strategije v celoti upoštevati lokalne razmere, vključno z vsemi sektorji in razsežnostmi, ki so pomembni za razvoj, je zelo pomagala pri zagotavljanju ustreznega priznavanja raznolikosti podeželskih območij.
Agricultural activities were considered together with forestry, food-chains, construction, crafts and industry, services, infrastructures and other relevant sectors.
Kmetijske dejavnosti so bile upoštevane skupaj z gozdarstvom, prehrambnimi verigami, gradbeništvom, obrtmi in industrijo, storitvami, infrastrukturo in drugimi pomembnimi sektorji.
The analysis of each sector had to establish priorities and interrelationships between sectors, roles and potential for development.This comprehensive and interactive way of looking at the local economy was in itself innovative, and produced visions or goals for overall development that previous policy interventions had not achieved.
Analiza posameznega sektorja je morala določiti prednostne naloge in razmerja med sektorji ter vloge in možnosti za razvoj. Ta celoviti in interaktivni pogled na lokalno gospodarstvo je bil inovativen že sam po sebi ter je ustvaril splošne vizije ali cilje za splošni razvoj, ki ga prejšnje delovanje politik ni doseglo.
Leader also addressed issues related to other dimensions of local life beyond the economy, including for example governance issues: at local level between different agencies, and between different institutional levels of government, from the local to the E Y level.
Pobuda Leader je obravnavala tudi vprašanja, povezana z drugimi razsežnostmi lokalnega življenja, ki presegajo gospodarstvo, na primer vprašanja v zvezi z vodenjem na lokalni ravni med različnimi agencijami in med različnimi institucionalnimi ravnmi vladanja od lokalne ravni do ravni EU.
Leader also enveloped environmental sustainability, quality of life, the image of the area and its attractiveness for outsiders, education and training, integration of newcomers and culture and traditions.This holistic approach helped to change the traditional image of rural areas as mainly agricultural and disadvantaged, and provided a much richer and realistic vision of contemporary rural areas in Europe.
Pobuda Leader je zaobjela tudi okoljsko trajnost, kakovost življenja, podobo območja in njegovo privlačnost za turiste, izobraževanje in usposabljanje, vključevanje priseljencev ter kulturo in tradicije. Ta celostni pristop je pomagal spremeniti tradicionalno podobo podeželskega območja kot predvsem kmetijskega in prikrajšanega območja ter je zagotovil veliko bogatejšo in bolj realistično razumevanje sodobnih podeželskih območij v Evropi.
These areas aremade of many small and isolated activities, often without a sufficient scale of operation on their own, but capable of integration and innovation, of networking and finding synergies.
Ta območja sestavlja veliko majhnih in osamljenih dejavnosti, pogosto brez zadostnega lastnega obsega delovanja, vendar so sposobne vključevanja in inovacij, povezovanja vmreže in iskanja sinergij.
Only a multi-sector and multidimension approach will achieve this comprehensive view of the local economy.
Samo večsektorski in večdimenzijski pristop bo dosegel ta celoviti pogled na lokalno gospodarstvo.
The multi-sector and integrated approach followedby Leader has determined the boundaries for the Leader actions and determining ‘what’ needs to be done as the basis of a strategy in a delimited area.
Večsektorski in celostni pristop, ki ga uporablja pobuda Leader, je določil meje za ukrepe pobude Leader in določil, „kaj“ mora biti narejeno kot podlaga strategije na omejenem območju.
On the other hand, the ‘who’ and ‘how’ were defined by the creation of the local action groups which provided the human capital for setting in motion and implementing the Leader approach.
Po drugi strani sta bila „kdo“ in „kako“ določena z ustanavljanjem lokalnih akcijskih skupin, ki so zagotovile človeški kapital za zagon in izvajanje pristopa Leader.
There are two key features of this approach.
Ključni lastnosti tega pristopa sta dve.
Firstly, the fact that decisionmaking was decentralised and shifted from the E Y , national and regional level to the local, subregional level.
Prva je dejstvo, daje bilo odločanje decentralizirano in preneseno z evropske, nacionalne in regionalne ravni na lokalno, podregionalno raven.
Secondly, that the composition of LAGs reflects the local interest groups and gives a voice to them in all stages of the planning process.
Druga je, da sestava lokalnih akcijskih skupin odraža lokalne interesne skupine in jim zagotavlja glas na vseh stopnjah postopka načrtovanja.
In this way, a more or less new level of administration was established.
Tako je bila ustvarjena bolj ali manj nova raven upravljanja.
He y local actors were represented as partners or members of the LAG, thus reproducing in the composition of the management structure the variety of interests present in a particular area.
Ključni lokalni akterji so bili predstavljeni kot partnerji ali člani lokalne akcijske skupine ter so tako v sestavi upravne strukture posnemali raznolikost interesov nekega območja.
The fact that private and public subjects had to be represented more or less equally in the partnership, gave a further innovative character to LAGs, and made the dialogue between public institutions and agencies and private local actors a central aspect of the LAG operation and the Leader approach.
Dejstvo, da so morale biti zasebne in javne osebe v partnerstvu zastopane bolj ali manj enakovredno, je lokalnim akcijskim skupinam dalo dodatno inovativnost ter je dialog med javnimi ustanovami in agencijami ter zasebnimi lokalnimi akterji postavilo v središče delovanja lokalnih akcijskih skupin in pristopa Leader.
LAGs have adopted various legal forms, and reflect the different norms and procedures that provide the regulatory context in each Member State.
Lokalne akcijske skupine so privzele različne pravne oblike in odražajo različne normative in postopke, ki zagotavljajo regulativni okvir v vsaki državi članici.
E o w ever, the most interesting aspect concerning decentralised decisionmaking is the real capacity that LAGs had for taking autonomous decisions, allocate resources to the different priorities chosen in the territorial strategy and to
Vendar pa je najzanimivejši vidik v zvezi z decentraliziranim odločanjem realna sposobnost lokalnih akcijskih skupin, da so morale sprejemati samostojne odločitve, dodeljevati sredstva različnim prednostnim nalogam, izbranim v ozemeljski strategiji, in delovati kot plačilni zastopniki. Program Leader+ je državam članicam in regijam dovo-
The 16 case studies contain some common shared features that are found again and again in rural areas: a low density of population; enterprises limited both in size and number; a low level of specialisation; and also the irregular and seasonal character of work opportunities.
16 študij primerov ima nekaj skupnih značilnosti, ki jih je mogoče vedno znova najti na podeželskih območjih: nizko gostoto poselitve, omejeno število in velikost podjetij, nizko raven specializacije ter neredne in sezonske delovne možnosti.
Rural areas across Europe aremade up of many different and small-scale activities, often isolated from each other and not capable of achieving economies of scale alone to allow them to be competitive in the market.
Podeželska območja po vsej Evropi sestavlja veliko različnih majhnih dejavnosti, ki so pogosto izolirane ena od druge in niso sposobne same doseči ekonomije obsega, ki bi jim omogočila konkurenčnost na trgu.
In this situation, amulti-sectoral integrated approach has proved appropriate because it coordinates and links these individual and isolated activities, looking for synergies and complementarities.
V takih okoliščinah se je večsektorski celostni pristop izkazal za primernega, ker usklajuje in povezuje te posamezne in osamljene dejavnosti ter išče sinergije in dopolnjevanje.
It aims to find economies of diversification rather than of scale, looking for a critical mass in a diversified rural economy, which is better able towithstand external shocks and combine multiple activities, actors and resources rather than aiming at specialisation.
Pristop poskuša poiskati ekonomije razvejanosti namesto ekonomij obsega, tako da išče kritičnomaso v razvejanem podeželskem gospodarstvu, ki je bolj sposobno prenašati zunanje pretrese in združevati več dejavnosti, akterjev in virov, kot dabise usmerilo v specializacijo.
The Leader+ programme allowed considerable freedom for Member States and regions to define the procedures for LAG actions, reflecting different legal frameworks and political traditions.
Poleg tega se institucionalna in upravna ureditevmočno razlikujetamed državami čla- nicami, enako pa velja za ravni decentralizacije.
Furthermore, the institutional and administrative arrangements within different Member States vary greatly, as do the levels of decentralisation.
Nekatere so bolj centralizirane, in tako lokalne akcijske skupine delujejo na podregionalni ravni z le nekaj drugimi insitucionalnimi subjekti.
Some are more centralised, and, as a result, LAGs found themselves with few other institutional
Druge so veliko bolj decentralizirane,
Decentralised decisionmaking (Achievements and lessons) the problems rural inhabitants were facing, such as further urbanisation and the decline of local services.
Decentralizirano odločanje: dosežki in spoznanja primer nadaljnja urbanizacija in upad lokalnih storitev, dobivale premalo pozornosti.
There was a growing sense of pride which had not been detected within the locality.
Med prebivalci je naraščal ponos, ki ga prej na območju ni bilo.
The LAG was successful in bringing together different governing authorities and involving them in the future of the region.
Lokalna akcijska skupina je bila uspešna pri združevanju različnih upravnih organov in njihovem vključevanju v prihodnost regije.
The LAG assists applicants in a regional office.
Lokalna akcijska skupina pomaga vlagateljem v regionalnem uradu.
Local authorities have to organise themselves in order to handle responsibilities delegated fromnational and provincial level.
Lokalne oblasti se morajo organizirati, da lahko izvajajo pristojnosti, ki so jim bile dodeljene na nacionalni ravni in ravni pokrajine.
This role has been appreciated by the Länder administration, which has hosted the LAG in his offices.
To vlogo je zelo cenila deželna uprava, ki je lokalni akcijski skupini zagotovila prostore v svojih pisarnah.
For all projects presented in LAG meetings, members have a say (the final decision to support a project).
Člani imajo besedo (končnoodločitev za podpiranje projekta) pri vseh projektih, ki so predstavljeni na sestankih lokalne akcijske skupine.
In this way the administration knows the projects well beforehand and fast implementation is assured.
Uprava tako projekte dobro spozna vnaprej, in zagotovljena je njihova hitra izvedba.
This has created a strong awareness of the importance of working together in a partnership for the good of the region.
Ta je vključevala danski odbor za dejavnosti na prostem, gimnastične in športne zveze, poslovno združenje, trgovinsko in industrijsko zbornico, šolo za usposabljanje, kmete, turizem, socialno skrbstvo, občine in okrožja.
So far, the LAG has enjoyed a large degree of autonomy, having the first say in decisionmaking about alternative projects.
Lokalna akcijska skupina je do zdaj uživala visoko stopnjo neodvisnosti in je imela glavno besedo pri odločanju o alternativnih projektih.
Czech Republic, Posazavi: The LAG only started in 2003, with partners including tourist organisations, civil society bodies, municipalities and NGOs.
Češka republika, Posazavi. Lokalna akcijska skupina je začela delovati šele leta 2003, ustanovili pa so jo partnerji, med katerimi so bile turistične organizacije, organi civilne družbe, občine in nevladne organizacije.
The private sector has a two-thirds majority in the decisionmaking process, but final decisions aremade by the Ministry of Agriculture.
Pri postopku odločanja ima zasebni sektor dvotretjinsko večino, končne odločitve pa sprejme ministrstvo za kmetijstvo.
Portugal,Monte: The LAG was constituted on the basis of four development associations, non-profit and private, incorporating over time the public entities of the central Alentejo region.
Lokalna akcijska skupina je bila ustanovljena na podlagi štirih nepridobitnih in zasebnih razvojnih združenj, sčasoma pa je vključila javne organizacije iz osrednjega dela upravnega okrožja Alentejo.
The LAG has been acting as an agent for the region.
Lokalna akcijska skupina je delovala kot zastopnik za okrožje.
Local actors decide the actions to be implemented.
Lokalni akterji določajo, kateri ukrepi se bodo izvajali.
LAGmembers include local agencies, farmers, entrepreneurs and local municipalities.
Med člani lokalne akcijske skupine so lokalne agencije, kmetje, podjetniki in lokalne občine.
A coordinating commission has been created.
Ustanovljena je bila tudi komisija za usklajevanje.
Netherlands, Kromme Rijn: The LAG filled a gap in public provision as there was a lack of attention to
Nizozemska, Kromme Rijn. Lokalna akcijska skupina je zapolnila vrzel v javnih storitvah, saj so težave, s katerimi se je spopadalo podeželsko prebivalstvo, na
The establishment of good working relationships with local authorities, regardless of the degree of autonomy granted to LAGs, is an important step to achieve an effective and efficient method of work.
Vzpostavljanje dobrih delovnih odnosov z lokalnimi oblastmi je ne glede na stopnjo neodvisnosti, ki je podeljena lokalni akcijski skupini, pomemben korak za doseganje učinkovitega načina dela.
Where the regional institutional level is weak, as in the case of centralised States, the role of LAGs has tended to expand and become one of awider development agency with a broader range of functions.
Kjer je regionalna institucionalna raven šibka, na primer v centraliziranih državah, se je vloga lokalnih akcijskih skupin večinoma razširila, tako da so postale ene od širših razvojnih agencij s širšim obsegom delovnih nalog.
about rural development policy and has brought into consideration different elements including culture and heritage, and quality of life which have strengthened all sectors of the rural economy and its competitiveness as a whole.
podeželja in je upošteval različne elemente, med katerimi so kultura, dediščina in kakovost življenja, ki so okrepili vse sektorje podeželskega gospodarstva in njegovo konkurenčnost na splošno.
Others are much more decentralised, and here LAGs found themselves with a multiplicity of entities and agencies, acting both from a sectoral and a territorial perspective.
v njih pa so se lokalne akcijske skupine znašle z množico teles in agencij, ki delujejo s sektorskega in ozemeljskega vidika.
The issue of LAG autonomy in decisionmaking is therefore a quite complex and politically sensitive issue, that has been resolved in practice in many different ways, and has had quite differentiated impacts in the results of Leader strategies.
Izvajanje avtonomije lokalne akcijske skupine pri odločanju je tako zelo zapleteno in politično občutljivo vprašanje, ki je bilo v praksi rešeno na številne različne načine in ima zelo raznolike vplive na rezultate strategij pobude Leader.
Territorial strategies for rural development, as implemented through the Leader approach, have used a multi-sector and multidimension approach on the one hand and relied on decentralised decisionmaking on the other.
Ozemeljske strategije za razvoj podeželja, kot so se izvajale na podlagi pristopa Leader, so po eni strani uporabljale večsektorski in večdimenzijski pristop, po drugi strani pa so se zanašale na decentralizirano sprejemanje odločitev.
Adopting a comprehensive view for the development of a rural area has proved extremely useful, because it has helped correct misplaced assumptions about the needs of rural people, which are more diverse and sophisticated than traditional policies would indicate.
Sprejetje celovitega pogleda za razvoj podeželskega območja se je pokazalo za zelo uporabno, saj je pomagalo popraviti napačne predpostavke o potrebah ljudi na podeželju, ki so veliko bolj raznolike in zapletene, kot kažejo tradicionalne politike.
It has also shown that one of the common features described in most strategies is the multiplicity of small initiatives, which need to be linked and supported even when they appear marginal and modest in scope.
Pokazalo je tudi, daje ena od skupnih značilnosti, opisanih v večini strategij, množica majhnih pobud, ki jih je treba povezati in podpreti tudi takrat, ko se zdijo postranske in omejenega obsega.
All strategies have in fact turned out to be diversification strategies, in the most varied sectors and dimensions.
Vse strategije so se pravzaprav izkazale za strategije za povečanje raznolikosti v najbolj različnih sektorjih in razsežnostih.
The examples presented at � v or a show that decentralised decisionmaking is considered as a key feature of the success of Leader.
V Évori predstavljeni primeri kažejo, da se decentralizirano odločanje šteje za ključno sestavino uspeha pobude Leader.
The loss of such autonomy with the mainstreaming of the approach has been seen by most LAGs as the greatest risk for the future programming period.
Izgubo te samostojnosti z uvajanjem pristopa v osrednjo politiko vidi večina lokalnih akcijskih skupin kot največje tveganje za prihodnje programsko obdobje.
LAGs are concerned that theywill lose their ability to function separately from public administrations and therefore become progressively considered as an integral part of the public sector.
Lokalne akcijske skupine skrbi, da ne bodo več mogle delovati ločeno od javnih uprav in se bodo tako čedalje bolj štele za sestavni del javnega sektorja.
Should this happen, it may weaken their capacity to represent and organise the needs of local actors.
Če se bo to zgodilo, lahko to oslabi njihovo sposobnost, da predstavljajo in organizirajo potrebe lokalnih akterjev.
The level of autonomy enjoyed by the LAG and the capacity for decentralised decisionmaking are not always exactly the same thing.
Stopnja samostojnosti, ki jo uživa lokalna akcijska skupina, in sposobnost za decentralizirano odločanje nista vedno popolnoma ista stvar.
In some situations, for example, the LAG may have limited autonomy from the local administration but, at the same time, that local administration may have strong capacity for decisionmaking in relation to the national and EU levels.
V nekaterih okoliščinah ima lahko lokalna akcijska skupina na primer omejeno neodvisnost od lokalne uprave, vendar ima lahko ta lokalna uprava hkrati veliko pristojnosti pri odločanju v primerjavi z upravo na nacionalni ravni in ravni EU.
Decentralised decisionmaking has accompanied the multi-sector approach in a complementary way, by ensuring that all local interests are represented in the partnership.
Decentralizirano sprejemanje odločitev je dopolnjevalo večsektorski pristop in zagotavljalo, da so v partnerstvu zastopani vsi lokalni interesi.
In addition, it is important that public administrations and private stakeholders have had a permanent dialogue concerning local strategies and priorities.
Poleg tega je pomembno tudi to, daje med javnimi upravami in zasebnimi interesnimi skupinami potekal stalen dialog o lokalnih strategijah in prednostnih nalogah.
LAGs have been important instruments in this task, acting as agents in facilitating networking between actors not accustomed to interrelating with each other.
Lokalne akcijske skupine so bile pri tej nalogi pomemben instrument, saj so kot zastopniki omogočale, da so se akterji, ki niso navajeni imeti nikakršnih odnosov, povezovali vmreže.
LAGs have, through their rural development animation activities, provided a degree of enthusiasm and engagement to local actors, and helped in overcoming passive and dependent attitudes.
Lokalne akcijske skupine so s svojimi dejavnostmi za spodbujanje razvoja podeželja zagotavljale navdušenje in zagon ter pomagale pri premagovanju pasivnosti in odvisnega obnašanja.
They have also accumulated experience and ‘know-how’ at local level about rural development, which is likely to be a source of innovation for along time to come.
Zbirale so tudi izkušnje in znanje o razvoju podeželja na lokalni ravni, ki bo verjetno dolgoročni vir inovacij.
The preparation of territorial rather than sectoral strategies has provided a tool for the analysis and development of all the needs of rural areas in an integrated way, and without excluding a priori specific issues which may prove extremely important for the future of rural areas.
Priprava ozemeljskih namesto sektorskih strategij je zagotovila orodje za celostno analizo in razvoj vseh potreb podeželskih območij in brez vnaprejšnjega izključevanja nekaterih vprašanj, kar se lahko izkaže za izjemno pomembno za prihodnost podeželskih območij.
The 16 territorial cases presented and discussed at � v or a showed that territorial strategies have very often relied on the distinctive characteristics of the rural areas and thereby develop their unique features into their competitive advantage.
16 primerov z ozemelj, ki so bili predstavljeni in obravnavani na konferenci v Évori, je pokazalo, da so se ozemeljske strategije pogosto zanašale na posebne značilnosti podeželskih območij in so s tem svoje edinstvene značilnosti razvile v svojo konkurenčno prednost.
This is quite a different choice from developing policy interventions for all rural areas which treatthemashomogeneousandalike.Theterritorialstrat- egy approach has operated with different assumptions
To je zelo drugačen pristop od razvoja posegov politike za vsa podeželska območja, ki ta območja obravnavajo kot homogena in enaka. Pristop z ozemeljsko strategijo deluje na podlagi različnih predpostavk o politiki razvoja
Even though the 16 territorial cases presented at � v or a are just examples, there are many lessons that can be drawn for the future of rural development, and many similarities in the positive impact they have had, through different strategies, in terms of jobs, growth and sustainability.
Čeprav je 16 primerov z ozemelj, ki so bili predstavljeni v Évori, le primerov, lahko iz njih potegnemo veliko naukov za prihodnost razvoja podeželja in najdemo veliko podobnosti v zvezi s pozitivnim učinkom, ki so ga z različnimi strategijami imeli na število delovnih mest, rast in trajnost.
F n � � o p u c � i on competitiveness. B or territories to be competitive, indeed there is a need at the same time to consider their e
Michel Dubost, izvršni direktor Mednarodnega centra za alpsko okolje (ICALPE – International Centre for Alpine environments), Korzika, Francija
= o m petitiveness and sustainability are core issues for the development of the rural areas of Europe.
Konkurenčnost in trajnost sta osrednji vprašanji za razvoj podeželskih območij v Evropi.
Leader � offers a unique opportunity to address these critical issues at European level, and to draw lessons from a wide range of diverse experiences.
Program Leader+ ponuja edinstveno priložnost za obravnavanje teh najpomembnejših vprašanj na evropski ravni in za pridobivanje spoznanj iz dolge vrste raznolikih izkušenj.