natgillin/translations-raw huggingface dataset:
Several key projects were nevertheless developed and implemented under the various programmes and can serve as examples of ‘best practice’ in territorial development.
Vendar pa so bili izdelani in v okviru različnih programov izvedeni številni ključni projekti. Ti lahko služijo kot primer „dobrih praks“ na področju teritorialnega razvoja.
Among the Interreg-type actions, best practice exists for the creation of common infrastructure (roads, sewage systems, medical centres, crossborder employment policies, etc.) and for local ‘people-to-people’ actions to improve interregional, inter-cultural and inter-ethnic relations.
Najdemo jih med aktivnostmi tipa Interreg, kot so, na primer, ustvarjanje povezanih infrastruktur (ceste, mreže odtokov, zdravstveni centri, uradi za zaposlovanje v tujini ...), pa tudi v lokalnih aktivnostih tipa „človek človeku“, ki želijo izboljšati medregionalne, interkulturalne, medetnične odnose ...
Several of these new programmes are already operational (3)
vih programov že deluje (3
Building a crossborder road between Greece and Bulgaria, co-financed by Interreg.
Gradnja čezmejne ceste med Grčijo in Bolgarijo, ki jo sofinancira Interreg
) Lithuania–Poland–Kaliningrad, Latvia–Lithuania–Belarus, Estonia–Latvia–Russia, Poland–Belarus–Ukraine, Hungary–Slovakia–Ukraine, Hungary–Romania and Hungary–Serbia and Montenegro (*), Slovenia–Hungary–Croatia.(*) Including Kosovo, under the auspices of the United Nations, pursuant to UN Security Council Resolution 1244 of 10 June 1999.
) Litva/Poljska/Kaliningrad, Latvija/Litva/Belorusija, Estonija/Latvija/Rusija, Poljska/Belorusija/Ukrajina, Madžarska/Slovaška/Ukrajina, Madžarska/Romunija in Madžarska/Srbija in Črna gora, Slovenija/Madžarska/Hrvaška.
Connecting European regions: Community cooperation instruments
Povezati evropske regije: instrumenti Skupnosti za sodelovanje pripomočkov regionalnega razvoja z obsežno izmenjavo informacij in izkušenj.
Two programmes complete these three strands: ESPON (European Spatial Planning Observatory Network) and INTERACT (cooperation network for the transfer of Interreg best practice).
Sodelovanje med regijami predstavlja osnovno razsežnost „dodane vrednosti Skupnosti“. Evropska unija mu namenja precejšnja sredstva in regionalnim akterjem ponuja celo vrsto instrumentov financiranja in izmenjav spretnosti.
The European Union allocates considerable resources to this policy and makes a range of instruments available to regional actors for the purposes of financing and the exchange of know-how.
Te tri ravni dopolnjujeta še dva programa: ESPON (Evropsko omrežje za opazovanje prostorskega razvoja) in INTERACT (Omrežje sodelovanja za prenos dobrih praks Interreg).
Until they joined the EU in 2004, the new Member States of central and eastern Europe benefited from the Phare CBC (cross-border cooperation) programme. This is the financial arm of Interreg for the transnational cooperation activities of projects in the candidate countries.
Nove države članice iz srednje in vzhodne Evrope so vse do priključitve leta 2004 izkoriščale program Phare-CBC (Cross-Border Cooperation), ki je nekakšno finančno dopolnilo programa Interreg za projekte čezmejnega sodelovanja v državah kandidatkah.
Launched in 1990 and supported by the ERDF, Interreg, the Community initiative for cooperation, is the most prominent of these instruments.
Pobuda Skupnosti za sodelovanje, ki so jo sprožili leta 1990 in ki jo podpirajo programi ESRR, Interreg, je najbolj pomemben instrument.
The objective of Interreg III (2000–06) is to strengthen economic and social cohesion in the European Union by encouraging crossborder, transnational and interregional cooperation as well as the balanced development of the continent.
Cilj Interreg III (2000–2006) je okrepiti gospodarsko in socialno kohezijo v Evropski uniji s pomočjo spodbujanja čezmejnega in medregionalnega sodelovanja, pa tudi uravnoteženega teritorialnega razvoja.
Special emphasis is placed on integrating remote regions and those that share external borders with the candidate countries.
Posebna pozornost je namenjena vključevanju najbolj obrobnih regij in tistih, ki se nahajajo na zunanjih mejah Unije z državami kandidatkami za pridružitev.
Interreg III has an annual budget of EUR 5.18 billion (2002 prices) and is made up of three strands.
Interreg III ima skupni proračun v višini 5,18 milijarde evrov (znesek za 2002) in ga sestavljajo tri ravni:
For EU regions bordering third countries, the financial cooperation instruments are the technical assistance for the Community of Independent States (Tacis) programme, the Mediterranean development agreement (MEDA) to support economic and social reforms in the third countries of the Mediterranean Basin, and Community aid for reconstruction, development and stability (CARDS) in the countries of the former Yugoslavia.
• Raven A (čezmejno sodelovanje). Čezmejno sodelovanje med sosednjimi območji želi, z izvajanjem skupnih strategij razvoja, ustvarjati čezmejne gospodarske in socialne centre.
• Strand A (cross-border cooperation): Crossborder cooperation between adjacent regions aims to develop crossborder social and economic centres through common development strategies.
Regijam Unije, ki se nahajajo ob mejah s tretjimi državami, so na voljo drugi finančni instrumenti sodelovanja, zlasti Program tehnične pomoči za Skupnost neodvisnih držav (Tacis), Sporazum za razvoj Sredozemlja (MEDA), ki podpirajo gospodarske in socialne reforme v državah sredozemskega bazena, pa tudi Pomoč Skupnosti za obnovo, razvoj in stabilnost (CARDS) v državah bivše Jugoslavije.
• Strand B (transnational cooperation): Transnational cooperation involving national, regional and local authorities aims to promote better integration within the Union through the formation of large groups of European regions.
• Raven B (transnacionalno sodelovanje). Transnacionalno sodelovanje med nacionalnimi, regionalnimi in lokalnimi oblastmi želi pospeševati boljše teritorialno vključevanje v Unijo s pomočjo oblikovanja velikih skupin evropskih regij.
• Strand C (interregional cooperation): Interregional cooperation aims to improve the effectiveness of regional development policies and instruments through large-scale information exchange and the sharing of experience.
• Raven C (medregionalno sodelovanje). Medregionalno sodelovanje želi izboljšati učinkovitost politik in
From 2007 the European Commission plans to implement a new European neighbourhood and partnership instrument (IEVP) to support crossborder cooperation.
Evropska komisija bo z letom 2007 začela izvajati nov „Evropski instrument sosedstva in partnerstva (IEVP)“ v podporo čezmejnemu sodelovanju.
Work on drawing up this instrument began with the introduction, between 2004 and 2006, of the neighbourhood programmes at the EU’s new external borders.
Oblikovanje tega instrumenta se je začelo v letih 2004 do 2006, in sicer z uvajanjem „programov sosedstva“ na območjih novih zunanjih meja Unije.
These programmes complete and use existing crossborder cooperation instruments (Interreg, Phare CBC, Tacis CBC, MEDA and CARDS).
Ti programi dopolnjujejo obstoječe instrumente čezmejnega sodelovanja (Interreg, Phare-CBC, Tacis-CBC, MEDA in CARDS).
Experience shows that the most successful Interreg programmes have been developed on a local or regional basis, have ‘cross-regional’ dimensions and operate within the simplest possible administrative framework.
Izkušnje kažejo, da so bili najuspešnejši programi Interreg zasnovani na lokalni ali regionalni ravni in stremijo k skupnemu „transregionalnemu“ cilju ter delujejo znotraj čim bolj preprostega administrativnega okvira.
The efficiency, effectiveness and regulatory conformity of programmes are three priorities that must be tackled simultaneously, while two objectives and fields of development are of particular importance for effective preparation of territorial cooperation.
Tri prednostne naloge programov, ki jih je treba izvajati hkrati, so stroškovna učinkovitost, učinkovitost in uredbena skladnost, toda za dobro pripravo teritorialnega sodelovanja sta posebno pomembna dva cilja in področji razvoja:
Greater impact and effectiveness of programmes
Izboljšati vpliv in učinkovitost programov
The transfer of experience from the most innovative and successful programmes is essential for drawing increased benefit from crossborder, transnational and interregional programmes.
Prenosljivost izkušenj iz posameznih najbolj inovativnih in najuspešnejših programov je bistvenega pomena, če želimo izboljšati dobrodejne učinke čezmejnega, transnacionalnega in medregionalnega sodelovanja.
Despite the efforts made during the present programming period, differences between regional development programmes (under Objective 1 for example) and crossborder programmes, or even in some cases between the various In-
Kljub naporom v okviru aktualnega programskega obdobja, pa razlike med programi regionalnega razvoja (programi Cilja 1, na primer) in čezmejnimi programi, včasih celo
Interreg cooperation between Sweden and Denmark in the field of organ donation.
Sodelovanje Interreg med Švedsko in Dansko na področju darovanja organov
10 _BAR_ inforegio _BAR_ panorama _BAR_ N
6 _BAR_ inforegio _BAR_ panorama _BAR_ Št. 17 _BAR_
Cooperation at the heart of cohesion terreg programmes, are not always evident.
Sodelovanje v osrčju kohezije med posameznimi programi iz sklopa Interreg, niso vedno dovolj vidne.
The boundaries between certain development projects are not always clear and it is often necessary to redefine their objectives in relation to the programmes under which they are implemented.
Obrisi nekaterih razvojnih projektov niso jasni in pogosto je treba ponovno uvrščati njihove cilje v okvir programov, iz katerih izvirajo.
Ylamylly (Finland): nursery school at a converted military base.
Ylamylly (Finska): vrtec v nekdanji prenovljeni vojaški bazi
It would also be beneficial to make a better distinction between the various types of programme (especially crossborder and regional programmes) by placing the emphasis in crossborder programmes on complementary elements, synergy and common bases of cooperation.
Potrebno bi bilo tudi bolje razlikovati posamezne tipe programov (zlasti čezmejne in regionalne), pri tem pa v primeru čezmejnih programov poudarjati predvsem dopolnjevanje, sinergije in skupne temelje sodelovanja.
These aspects must be systematically verified and validated during the programming process (by ranking objectives, activities supported and selection criteria in order of priority), and at the time of project selection.
Pomembno je sistematično preverjanje in potrjevanje teh vidikov v teku oblikovanja programov (vzpostavljati hierarhijo ciljev, podprtih aktivnosti in kriterijev izbire), nato pa še pri izbiri projektov.
grammes and to ensure pertinent selection of project proposals.
V primeru čezmejnega sodelovanja je ključnega pomena izboljšati sposobnosti strateškega načrtovanja, tako na lokalni kot na regionalni ravni.
To achieve this, conditions relating to joint cooperation projects must be taken into account when drawing up national and European regulations.
Kajti vsako etapo programiranja morajo skupaj oceniti vsi partnerji, in sicer po merilu nekakšne „skupne regionalne zavesti“.
Subsequently, the European Commission, the managing authorities and the technical secretariats of each programme must work together to achieve a signifi -cant simplification of programmes and projects in the field. field.
Le tako resnično pride do opredelitve skupnih aktivnosti, tistih, ki potrebujejo podporo, in tistih, ki dopolnjujejo druge programe.
In the case of crossborder cooperation, improving strategic planning capacities is of key importance at local and regional level.
Poenostavitev kriterijev za kandidaturo je nujno potrebna, če želimo v programe vključiti čim več partnerstev in zagotoviti ustrezno izbiro projektov.
Cooperation must also concentrate on fields that are a priority for each of the parties and this is an element that should be taken into account when defining these fields.
Prav tako mora biti sodelovanje usmerjeno predvsem na področja, ki so prednostna za vsakega od sodelujočih; to je element, ki ga je treba upoštevati pri opredeljevanju področij sodelovanja.
This is particularly pertinent for future transnational programmes.
To še zlasti velja za prihodnje transnacionalne programe.
The success of the intense territorial cooperation we are currently seeing at the EU’s ‘eastern extremity’ is of great importance to Europe as a whole.
Uspeh aktualnega intenzivnega teritorialnega sodelovanja na „vzhodnem koncu“ Unije je velikega pomena za celotno Evropo.
The lessons and opportunities that can be drawn from this cooperation are exceptional, not only for the countries concerned but also for the development and security of the entire EU.
Nauki in priložnosti, ki jih ponuja takšno sodelovanje, niso izjemnega pomena le za sodelujoče države, pač pa tudi za razvoj in varnost celotne Unije.
All Member States must therefore be involved in improving the eff ec-tiveness of the approach.
V izboljšanje učinkovitosti izvajanja bi se morale torej vključiti vse države članice.
As explained above, there are two key elements that must be taken into account: on one hand, a significant improvement in programme targeting and, on the other, a simplifying of the management and implementation system, the improvement of its efficiency and the redefining of the joint rules of management.
Kot je bilo zapisano zgoraj, je treba upoštevati dva ključna elementa: po eni strani znatno izboljšanje programskih ciljev, po drugi strani pa poenostavitev sistema upravljanja in izvajanja, izboljšanje učinkovitosti ter ponovno opredelitev skupnih pravil upravljanja.
In the Vorarlberg (Austria), the Interreg ‘SPEAK’ project is providing teaching aids for foreign language teachers.
V Vorarlbergu (Avstrija) projekt Interreg „SPEAK“ profesorjem tujih jezikov posreduje nova pedagoška orodja
Simplified programme management
Poenostaviti upravljanje programov
In eastern Europe, the complexity of cooperative relationships makes it impossible to create artificial or informal structures as there is always the possibility of political or institutional interference to thwart the realisation of even the most realistic objectives.
Kompleksnost odnosov v okviru sodelovanja na vzhodu Evrope onemogoča ustvarjanje umetnih ali neformalnih struktur, saj lahko politični ali institucionalni odpor v vsakem trenutku zavreta uresničevanje ciljev, tudi tistih najbolj realističnih.
In this context, all the key participants from inside and outside the EU must be able to validate their choices at each stage of the cooperation process.
V tej zvezi morajo imeti vsi ključni sodelujoči znotraj in zunaj EU možnost potrjevanja svojih izbir na vsaki stopnji sodelovanja.
European crossborder regions and transnational macro-regions must therefore find the solutions that are best suited to their situation in order to ensure the most efficient cooperation possible.
Evropske čezmejne regije in transnacionalne makroregije morajo tako najti rešitve za prilagajanje svojega položaja, da bi tako sodelovanje potekalo na najbolj učinkovit način.
These can add considerable complications to application procedures and project selection and implementation because of national or regional variations and fundamentally different fund management systems, depending on whether they operate inside or outside the EU.
Notranje in zunanje meje Unije so na neki način idealna območja za preizkušanje sprememb in dokazovanje, da je s pogajanji mogoče najti rešitve tudi v pogosto zelo različnih in zapletenih situacijah.
The inevitable compromises at the planning stage then complicate matters further and make it difficult for the project applicants to meet all the conditions.
Treba je vrednotiti te izkušnje ne samo med državami, ampak tudi znotraj vsake države, in potegniti nauke iz specifičnih „transregionalnih“ instrumentov upravljanja, ki so se izpopolnili v teku sodelovanja.
It is essential to simplify application criteria in order to be able to include the widest possible range of partners in the pro-
Programi Interreg in programi sosedstva morajo upoštevati številne kriterije.
The EU’s internal and external borders are in a way the prefect territories for experimenting with change management and showing that it is possible to find common solutions through negotiation, under very different and often complicated circumstances.
Ti znatno zapletajo obravnavanje vlog, izbiro in izvajanje projektov zaradi nacionalnih in regionalnih razlik in zaradi temeljnih razlik pri upravljanju s sredstvi, odvisno od tega, ali delujejo znotraj ali zunaj EU.
Benefit must be drawn from these experiences — not only between countries but also within them — by learning the lessons from the specific ‘cross-regional’ management instruments developed for the purposes of this cooperation.
Neizogibni kompromisi, ki so potrebni v postopku načrtovanja, pa še bolj zapletejo stvari in ustvarjajo pogoje, ki jih kandidat, nosilec projekta, težko izpolni.
Midterm evaluation of Interreg III
Vmesna ocena programov Interreg III
1 a study of the midterm evaluations of the Interreg Community initiative (
Sekretariat programa INTERACT je za svoj organ upravljanja, avstrijski Zvezni urad, izvedel študijo vmesnega vrednotenja pobude Skupnosti Interreg (1
monitoring systems are failing to provide sufficient pertinent management information and it is difficult to obtain an overall European view of Interreg’s successes — an important issue for the post2006 reform.
upravljanju in težko je dobiti celosten pregled uspešnosti programov Interreg, ki igra pomembno vlogo v razpravi o reformi po letu 2006.
The European Policies Research Centre (EPRC) at Glasgow’s Strathclyde University was commissioned to carry out a ‘meta-evaluation’ to synthesise the findings of the 2003 Interreg midterm evaluations.
Center za raziskave evropskih politik (European Policies Research Centre/EPRC) Univerze Strathclyde v Glasgowu je dobil nalogo izvesti „metaevaluacijo“, v kateri bi združil rezultate vmesnega vrednotenja programov Interreg iz leta 2003.
The purpose was to provide the Interact programme with recommendations on the future development of Interreg and to ensure that its services are relevant to the needs of participants in cooperation programmes.
Pomen te raziskave je bil sodelujočim v programu INTERACT ponuditi priporočila glede razvoja programov Interreg in zagotoviti ustrezne usluge za udeležence pobude za sodelovanje.
• Despite the many difficulties to be overcome, the programme management mechanisms seem effective.
• Kljub mnogim težavam, ki jih je bilo treba premagati, pa so pripomočki za upravljanje programov učinkoviti.
There is a range of ‘best practice’ under Interreg IIIA, IIIB and IIIC, even if many managers clearly have a very heavy workload that leaves them little time to devote to strategic planning.
V okviru programov Interreg IIIA, IIIB in IIIC opažamo veliko „dobrih praks“, čeprav so mnogi upravljavci preobremenjeni in lahko le malo časa posvetijo strateškemu načrtovanju.
The research had three specific objectives: to take stock of progress to date while highlighting the strategic, structural and operational strengths and weaknesses of Interreg III; to help define the priorities of the Interact programme; and to identify any lessons for territorial cooperation in the post2006 Structural Fund’s programming period.
Raziskava je imela tri cilje: pripraviti bilanco doseženega napredka in pri tem opredeliti strateške, strukturne in operacijske prednosti in slabosti programov Interreg III; prispevati k opredelitvi prednostnih nalog programa INTERACT; izluščiti nauke za teritorialno sodelovanje v okviru oblikovanja programov Strukturnih skladov po letu 2006.
• Many Interreg programmes communicate, mobilise and select projects effectively.
• Številni programi Interreg imajo dober odmev in prepoznavnost ter uspešno spodbujajo in izbirajo projekte.
However, they need to pay more attention to the strategic challenges to come.
Vendar pa morajo paziti na prihodnje strateške izzive.
An urgent question for many of them is how to increase demand for programme resources from certain areas, sectors or types of organisation.
Mnogim od njih se zastavlja nujno vprašanje: kako spodbuditi več povpraševanja s strani nekaterih območij, sektorjev ali tipov organizacij?
Some innovative techniques warrant wider application.
V večji meri bi bilo treba uporabljati inovativne metode.
• A poll carried out among project promoters shows a need for more exchange of experience of practical aspects of Interreg project design and management.
• Anketa, opravljena med nosilci projektov, razkriva povečano potrebo po izmenjavah izkušenj na področju praktičnih vidikov priprave in upravljanja projektov Interreg.
Published at the beginning of 2005, the study identifies three priority fields for action: to help the Interreg programmes to learn the lessons from the 2003 evaluations; to pool Interreg evaluation practices; and to provide the Interreg programmes with a resource centre and common services.
Študija, objavljena v začetku leta 2005, je opredelila tri prednostna področja intervencij: pomagati programom Interreg, da potegnejo ustrezne nauke iz ocene leta 2003; razširiti prakse ocenjevanja programov Interreg; dati programom Interreg na voljo center skupnih virov in storitev.
These priorities stem largely from the following observations.
Te prednostne naloge izvirajo predvsem iz naslednjih opažanj:
The most urgent priority is to support the development of programmes in the new Member States and to remove the threat of automatic decommitment.
• V trenutku, ko je bila študija leta 2003 zaključena, so številni programi slabo napredovali na finančnem področju.
In the medium term, there is a need to facilitate the acquisition of skills and to ensure that lessons are learned from the current period for the benefit of the design of the new EU territorial cooperation objective and the next generation of programmes.
Le 10 % programov je beležilo primerne ravni obveznosti in plačil, drugi so beležili visoko raven obveznosti, a malo plačil; nekateri pa so se šele začeli.
Finally, it is important to take better account of external changes, whether socioeconomic, strategic or institutional.
Obstajala je realna nevarnost preklica sredstev v skladu s pravilom „n+2“ (2).
• At the time the study was carried out, in 2003, many programmes had made little progress in financial terms.
Prednost ima torej spremljanje programov v novih državah članicah in odstranitev grožnje samodejnega preklica sredstev.
Just 10 % of programmes showed acceptable commitment and disbursement levels; others showed a high level of commitments but little disbursement; and still others had scarcely even started up.
Srednjeročno je treba nuditi pomoč pri osvajanju znanj in poskrbeti za širjenje znanja o obdobju, ki je v teku, v korist novega cilja Skupnosti na področju teritorialnega sodelovanja in nove generacije programov.
Hence, there was real danger of a decommitment of funds under the ‘n + 2’ rule (2).
Nenazadnje je pomembno tudi globlje upoštevanje spremenjenih okoliščin, tako socialnoekonomskih, geopolitičnih, strateških kot institucionalnih.
• While considerable progress has been made in upgrading monitoring indicators and data collection practices, many
• Precejšen napredek je opazen na področju pokazateljev spremljanja in zbiranja podatkov, vendar pa mnogi sistemi nadzora ne zagotavljajo dovolj ustreznih informacij o
Interact has a secretariat based in Vienna (Austria) and a network of five ‘Interact points’ that provide the following services:
INTERACT ima sekretariat, ki se nahaja na Dunaju (Avstrija), in mrežo petih „točk INTERACT“, ki se posvečajo naslednjim aktivnostim:
INTERACT: promoting and building on cooperation
INTERACT: vrednotiti in graditi s sodelovanjem