natgillin/translations-raw huggingface dataset:
In 2004, all of the different local stakeholders, including not only professional groupings (hotels, B & B, tourism operators, farmers, craftsmen, shopkeepers, etc.), but also the county, communes, and chambers of commerce, nominated a representative to the board of governors of the future rural district, and to the ‘Concertation Table’.
Leta 2004 so vsi lokalni deležniki, ne le profesionalne skupine (hoteli, polpenzioni, turističnimi delavci, kmeti, obrtniki, trgovci … ), ampak tudi okraj, občine in gospodarske zbornice, imenovale predstavnika v svet guvernerjev prihodnjega podeželskega okrožja in predstavnika za okroglo mizo („tavolo di concertazione“).
The latter is an operational body charged with setting-up the regulation of the territorial label, and to discuss the implementation of the strategy decided by the board.
Slednja je operativni organ, ki je zadolžen za vzpostavitev pravne ureditve za oznako ozemlja in razpravo o izvajanju strategije, ki jo določi odbor.
Compared to the initial objective of having 80 enterprises as members of the rural district, by the end of 2005 there were 90 members, including associations, and public and private bodies, with requests for membership increasing continuously afterwards.
V primerjavi s prvotnim ciljem, v skladu s katerim bi bilo v podeželsko okrožje včlanjenih 80 podjetij, je bilo do konca leta 2005 članov 90, vključno z združenji ter javnimi in zasebnimi organi, pri čemer se število prošenj za članstvo še vedno stalno povečuje.
The ‘rural district’ is now in legal existence and is fully operational with all the necessary functioning bodies and instruments in place (internal regulations, board of governors, technical committee, label, quality standards, and dissemination material).
Podeželsko okrožje zdaj pravno obstaja in deluje v polni meri, skupaj z vsemi delujočimi organi in instrumenti (notranji predpisi, svet guvernerjev, tehnični odbor, oznaka, standardi kakovosti in gradivo, namenjeno razdeljevanju).
Developing competitiveness in a global context
Izboljševanje konkurenčnosti v svetovnem okviru
‘Competitiveness is determined by how a territory uses its local strengths and resources.’ (Martin Law, rapporteur.)
„Konkurenčnost je določena s tem, kako ozemlje izkoristi svoje lokalne prednosti in vire“ (Martin Law, poročevalec).
Thus developing social competitiveness, taking care of human resources and local skills to better network and organise the local system, developing labelling and marketing strategies, and leading projects, will all contribute to increased competitiveness.
Tako bodo razvoj socialne konkurenčnosti, skrb za človeške vire in lokalno znanje za boljše mreženje in organizacijo lokalnega sistema ter oblikovanje označevanja in trženjskih strategij ter vodilni projekti vsi skupaj prispevali k večji konkurenčnosti.
In spite of all this, there is also a need to go beyond the areabased approach as it has been implemented so far, and to take a look outside the territory.
Kljub temu obstaja tudi potreba po preseganju območnega pristopa, kot se je izvajal do zdaj, in primerjavi z območji zunaj zadevnega ozemlja.
Territories wanting to increase their own competitiveness need also to be aware that solutions (including market oriented ones), are not necessarily local.
Ozemlja, ki želijo biti bolj kon-kurenčna, se morajo zavedati, da rešitve (vključno s tržno usmerjenimi) niso nujno lokalne.
To be successful in the global market, territories have to work together, which also means looking for external support, including sources of funding.
Za uspešnost na svetovnem trgu morajo ozemlja sodelovati, kar pomeni, da morajo iskati tudi zunanjo podporo, vključno z viri financiranja.
This is due not only to a language barrier, but also to conceptual and cultural differences which arise between people coming from very different backgrounds.
Razlog za to ni le različnost jezika, ampak tudi nazorske in kulturne razlike med ljudmi, ki prihajajo iz zelo različnih okolij.
It is therefore possible to speak the same language but not necessarily be understood, as the same word can have a different meaning, and the concepts and experiences are so diverse.
Zato je mogoče, da govorijo prebivalci različnih območij isti jezik, vendar se včasih ne razumejo, saj ima ista beseda lahko različne pomene, predstave in izkušnje ljudi pa so tudi lahko zelo različne.
To some extent this has been overcome under Leader.
To se je do neke mere odpravilo s programom Leader.
One of the major advantages of Leader is that at the European level a set of common principles, methods and approaches has been adopted, which considerably facilitates communication among partners in cooperation projects.
Ena od glavnih prednosti programa Leader je, da se je na evropski ravni sprejel niz skupnih načel, metod in pristopov, zaradi česar je komunikacija med partnerji v sodelujočih projektih bistveno lažja.
People may indeed speak different languages, but they have a common one, which is the Leader language.
Ljudje lahko dejansko govorijo različne jezike, vendar imajo vsaj en skupni jezik, to je jezik programa Leader.
With this they can understand each other very well, much better than in other areas where the Leader language is not known, as the respective partners have very similar experiences and a common conceptual and methodological framework in which to express them.
Zato se lahko ti ljudje med seboj razumejo zelo dobro, tj. veliko bolje kot na drugih območjih, kjer jezika programa Leader ne poznajo, saj imajo partnerji v okviru programa Leader zelo podobne izkušnje ter skupen vsebinski in metodološki okvir, v okviru katerega jih izražajo.
This means that Leader territories can learn from each other more easily.
To pomeni, da se lahko ozemlja Leader lažje učijo drug od drugega.
In this respect, all LAGs have a valuable opportunity through Leader+ networking and cooperation, to take a look outside their own boundaries, and learn from the experiences of others.
V zvezi s tem imajo vse lokalne akcijske skupine veliko priložnost, da si prek mreženja Leader+ in sodelovanja v programu Leader+ ogledajo razmere zunaj svojih meja ter da se učijo iz izkušenj drugih.
In other words, the Leader+ networking and cooperation system is a powerful tool since it helps rural areas develop their competitiveness in a global context.
Ker za veliko podeželskih območij obstaja potreba, da pove-čajo svojo konkurenčnost, morajo številne lokalne akcijske skupine še bolj izkoristiti tovrstne priložnosti.
To develop and make the most of the networking and cooperation potential, much more than has been the case so far, is certainly another major challenge for the Leader method!
V okviru programa Leader+ je veliko primerov, v katerih je bilo sodelovanje v zvezi z zagotavljanjem inovacij in spodbujanjem lokalnega razvoja zelo učinkovito. Poleg tega je treba poudariti, da za-
There are many examples under Leader+ where cooperation has proved to be particularly e cient in bringing innovation and boosting local development.
Z drugimi besedami, sistem mreženja in sodelovanja v programu Leader+ je močno orodje, ker pomaga podeželskim območjem razviti njihovo konkurenčnost v svetovnem okviru.
Moreover, it must be said that the Leader method provides a very e cient frame for cooperation among rural areas: even for areas involved in such an experience for the first time.
Razviti in čim bolj izkoristiti možnosti mreženja in sodelovanja, veliko bolj kot do zdaj, je zagotovo še en velik izziv za metodo Leader.
To conclude, building the territory is nothing more than writing a new chapter of its history and preparing the next, by developing and implementing a sustainable strategy for future generations.
Oblikovanje ozemlja ni nič drugega kot pisanje novega poglavja zgodovine ozemlja in priprava na naslednje po-glavje, z razvijanjem in izvajanjem trajnostne strategije za prihodnje generacije.
This overview of the legacy of Leader+ with regard to building the territory has provided evidence of some important lessons for the future at European level.
V tem pregledu zapuščine programa Leader+ so v zvezi z oblikovanjem ozemlja navedene nekatere pomembne ugotovitve za prihodnost na evropski ravni.
It can indeed be considered that Leader has three major challenges for improving its capacity to contribute to rural development, and serve as a pioneering tool for all European rural areas.
Dejansko se lahko ugotovi, da obstajajo v okviru programa Leader trije veliki izzivi za izboljšanje njegovih sposobnosti, da prispeva k razvoju podeželja in da je pionirsko orodje za vsa evropska podeželska območja.
The third challenge is to increase the level of networking and cooperation under Leader.
Tretji izziv je povečati raven mreženja in sodelovanja v okviru programa Leader.
Using the simple image of the Leader networking system as being a collection of ‘tubes’ allowing information, ideas, experiences and people, to circulate, then the solution is to have ‘wider tubes’.
Če uporabimo preprosto podobo sistema mreženja Leader kot „zbirke kanalov“, ki omogoča kroženje informacij, zamisli, izkušenj in ljudi, so rešitev „širši kanali“.
There is a clear need for Leader to modify the present balance between the so-called ‘territorial experiences’ and the other ‘inter-territorial and cooperation experiences’.
Obstaja jasna potreba, da se v okviru programa Leader spremeni sedanje ravnovesje med tako imenovanimi „ozemeljskimi izkušnjami“ ter drugimi „medozemeljskimi izkušnjami in izkušnjami na podlagi sodelovanja“.
This is required to improve signicantly the potential contribution of Leader+, and thereby increase the competitiveness of Europe’s rural areas.
Ta sprememba bi znatno izboljšala potencialni prispevek programa Leader+ in s tem povečala konkurenčnost evropskega podeželja.
There is also a need to use the networking and cooperation capacities of Leader+ towards the rest of the world.
Obstaja tudi potreba, da se zmožnosti programa Leader+ za mreženje in sodelovanje uporabijo tudi v korist preostalega sveta.
Leader is indeed a model for European rural development, but would very much benefit from being able to exchange this experience with other rural development models in the rest of the world.
Program Leader je dejansko model za evropski razvoj podeželja, vendar bi se lahko še zelo izboljšal, če bi lahko izmenjaval svoje izkušnje z drugimi modeli za razvoj podeželja v pre-ostalem svetu.
All people involved in rural development all over the world are very eager to learn about the Leader model, and understand how it actually works at the local level.
Vsi ljudje, ki so vključeni v razvoj podeželja po vsem svetu, si zelo prizadevajo, da bi spoznali model Leader in razumeli, kako dejansko deluje na lokalni ravni.
All Leader areas in Europe would benet by developing an exchange of experience and knowledge transfer from these third countries.
Razvijanje izmenjave izkušenj in prenosa znanja iz teh tretjih držav bi bilo koristno za vsa območja programa Leader v Evropi.
Such an exchange would allow for a better appraisal of the territory in the global context.
Takšna izmenjava bi omogočila boljšo oceno ozemlja v svetovnem okviru.
Leader could then become the main channel for cooperation among rural areas not only within Europe, but also with the rest of the world.
Program Leader bi potem lahko postal glavni kanal za sodelovanje med podeželskimi regijami, ne le znotraj Evrope, ampak tudi s preostalim svetom.
The first challenge is to make LAGs more aware of the capacity of local people for self-management.
Prvi izziv je doseči, da bi se lokalne akcijske skupine bolj zavedale sposobnosti lokalnega prebivalstva za samoupra-vo.
There is widespread evidence of a continuing, and perhaps a growing gap between the LAGs’ capacities to manage local development, and local people’s capacities to manage projects.
Dokazi o še obstoječem in morda celo vedno večjem razkoraku med sposobnostjo lokalnih akcijskih skupin za upravljanje lokalnega razvoja in sposobnostjo lokalnega prebivalstva za upravljanje projektov so splošno znani.
A main goal for Leader is to disseminate a quality management culture, such as exists in the business world, into the European rural world.
Glavni cilj programa Leader je na evropskem podeželju razširjati kulturo upravljanja kakovosti, kakršna obstaja v poslovnem svetu.
There is a great need for local people to integrate the basic elements of quality management, concepts, techniques and methods, including the use of indicators for monitoring and assessment.
Obstaja velika potreba, da lokalno prebivalstvo obvlada temeljne elemente upravljanja kakovosti, koncepte, tehnike in metode, vključno z uporabo kazalnikov za spremljanje in vrednotenje.
This will help them to manage more easily their own projects and the LAGs to better implement their strategy, and improve the consistency and eciency of funded projects in respect of strategic priorities.This is urgent and important for European areas: not just Leader ones.
Prebivalstvo bo tako lažje upravljalo svoje projekte, lokalne akcijske skupine pa bolje izvajale svojo strategijo ter izboljšale usklajenost in učinkovitost financiranih projektov v skladu s strateškimi prednostnimi nalogami. To je nujno in pomembno za evropska območja, in sicer ne le za tista, ki sodelujejo v programu Leader.
There are many good examples of Leader+ projects having developed such techniques at territorial level, and these could serve as a reference for Leader as a whole.
Obstaja veliko dobrih primerov projektov programa Leader+, ki so razvili takšne tehnike na ravni ozemlja, in nanje bi se lahko skliceval program Leader kot celota.
Another critical issue in Leader being able to improve self-management capacities of local people is the development of models of support, or coordinating structures.
Nadaljnje vprašanje, ki je kritičnega pomena za to, da lahko program Leader izboljša zmožnosti lokalnega prebivalstva za samoupravo, je razvijanje modelov podpore oziroma usklajevalnih struktur.
These could disseminate basic ongoing services to local stakeholders in terms of: information; training; networking of producers; cross-sectoral networking; mobilisation of external resources; networking and cooperation.
Prek teh bi se lahko lokalnim deležnikom posredovale osnovne stalne storitve na naslednjih področjih: obveščanje, usposabljanje, mreženje proizvajalcev, medsektorsko mreženje, mobiliziranje zunanjih virov, mreženje in sodelovanje.
Priority should be given to developing these basic supports which will improve the economic viability of actions and the competitiveness of territories as a whole.
Prednost mora imeti razvijanje teh osnovnih podpor, ki bodo izboljšale ekonomsko upravičenost aktivnosti in konkurenčnost ozemelj kot celote.
We are indebted to John Grieve, Andreas Neuhauser, Ivo Tartaglia, Ian Dempsey, and also Jean-Pierre Vercruysse, Andrzej Halasiewicz and Martin Law, moderators or rapporteurs of miniplenary sessions at the Leader+ Seminar ‘The legacy of Leader+ at local level: building the future of rural areas’, held on 2426 April 2007, Capi Corsu, Nebbiu è Custera area, Corsica, France.
Drugi izziv je izboljšati pozicioniranje lokalnih akcijskih skupin glede na okolje, ki ni vključeno v program Leader.
Most of the ideas expressed in this paper derive from their decisive contribution to introduce key issues and make evident the main lessons learned from these miniplenary sessions dedicated to address questions raised on the theme of ‘Building the territory’.
Glavni cilj pri tem je lokalnim akcijskim skupinam pomagati, da po
The second challenge is to improve the positioning of the LAGs towards the non-Leader environment. The main objective here is to help the LAG find a level which best preserves on the one hand, the value of the bottom-up approach and strategic planning management by the LAG itself.
Zahvaljujemo se Johnu Grieveu, Andreasu Neuhauserju, Ivu Tartaglii, Ianu Dempsleyju, Jean-Pierreu Vercruysseju, Andrzeju Halasiewiczu in Martinu Lawju, voditeljem ali poročevalcem na manjših plenarnih zasedanjih na seminarju Leader+ „Zapuščina programa Leader+ na lokalni ravni: oblikovanje prihodnosti podeželja“, ki je potekal 24.–26. aprila 2007 na Korziki (Capi Corsu, območje Nebbiu è Custera) v Franciji.
On the other hand, there is the need to ensure the best use of Leader territories as pilot areas for the implementation of regional policies, and in the regional context, the dissemination of best practices to other rural areas.
Večina zamisli v tem članku temelji na njihovem odločilnem prispevku pri predstavitvi ključnih vprašanj in glavnih spoznanj s teh manjših plenarnih zasedanj, posvečenih obravnavanju vprašanj, povezanih s temo oblikovanja ozemlja.
Building the partnerships
Vzpostavljanje partnerstev
By Bernhard Schausberger (1),working for the Joint Technical Secretariatfor the Cross-border Cooperation Programme Slovakia –Austria 2007–13
Bernhard Schausberger, ( 1)zaposlen v skupnem tehničnem sekretariatu za program čezmejnega sodelovanja med Slovaško in Avstrijo v obdobju 2007–2013
To ‘partnership’, or to actively associate with others is a basic human instinct.
Partnerstvo ali dejavno povezovanje z drugimi ljudmi je temeljna človeška potreba.
However, we can see that even this basic principle of sharing something is viewed quite differently depending on where you are in the world:
Vendar lahko ugotovimo, da imajo ljudje v različnih delih sveta zelo različna mnenja o tem osnovnem načelu medsebojne delitve.
® as the Local Action Group (LAG) in Leader, is devoted to development, then a continuous transformation is a necessity and a prerequisite for success.
® partnerstva, kot je lokalna akcijska skupina (LAS) v okviru programa Leader, spodbujanje razvoja, potem je stalna pre-obrazba nuja in predpogoj za uspeh.
A Chilean proverb says: ‘He who divides and shares, always takes the best part’.
Čilski pregovor pravi: „Kdor razdeli in podeli, vedno dobi najboljši del.“ Iz tega lahko morda sklepamo, da se z delitvijo največ naučimo.
From this we can perhaps infer that sharing implies learning the most.‘Shared joy is a double joy; shared sorrow is half a sorrow’. This Swedish proverb demonstrates a straightforward view of mankind’s qualities.A Spanish proverb, ‘He who divides gets the worst share’, takes a more cynical view!
„Če se veselje deli, se podvoji; če se deli žalost, se raz-polovi.“ Ta švedski pregovor na preprost način odkriva človekove lastnosti.Španski pregovor: „Kdor deli, dobi najslabši delež“, izraža bolj cinično stališče.
The ethical aspects which it embodies, such as mutual trust or reliability, are also matched by the management perspective.
Poleg moralnih vidikov, povezanih s partnerstvom, kot je na primer medsebojno zaupanje ali zanesljivost, obsega tudi vidike, povezane z upravljanjem.
This links partnership to the sharing of a task and know-how, and of exploiting complementary capabilities.
To povezuje partnerstvo z delitvijo nalog ter znanja in izkušenj in z uporabo dopolnilnih sposobnosti partnerja.
Finally there is the business perspective, i.e. to find partners for a joint venture.
Končno je pomemben tudi poslovni vidik, tj. poiskati partnerje za skupno poslovno dejavnost.
The key to all this, is to understand that not only does the perspective change but also the partnership itself is subject to continuous transformation.
Ključno pri vsem tem je razumeti, da se ne spreminja le vidik, ampak se stalno preoblikuje tudi samo partnerstvo.
Thus, if a partnership, such
Torej, če je cilj
Below, the major topics related to partnership building in the framework of Leader+ are discussed and presented.
V nadaljevanju so obravnavane in predstavljene glavne teme, povezane z vzpostavljanjem partnerstva v okviru programa Leader+.
For all the basic principles of the Leader method, the partnership aspect is fundamental.
Vidik partnerstva je temeljnega pomena za vsa osnovna načela metode Leader.
The LAG can be considered as a prototype of regional partnership for rural development.
Lokalna akcijska skupina se lahko obravnava kot prototip regionalnega partnerstva za razvoj podeželja.
It is the example of a public-private partnership which is not business-plan driven but community-based and is very much oriented towards the development of a given territory.
Taka skupina je primer javno-zasebnega partnerstva, ki ne temelji na poslovnem načrtu, ampak temelji na skupnosti, pri čemer je eden od njenih pomembnejših ciljev razvoj določenega ozemlja.
At the same time though it is a multi-annual partnership which has flexibility in terms of strategy definition and implementation.
Vendar je za lokalno akcijsko skupino hkrati značilno tudi večletno partnerstvo, ki je prilagodljivo v smislu določitve in izvajanja strategije.
Again the issue of partnership is crucial: projects in Leader+ are built on partnerships.
Od lokalne akcijske skupine se pri-čakuje predvsem, da se na podlagi dobro utemeljenega
From 1998 until 2007 working for ‘OIR Managementdienste GmbH’, Vienna. Focus on international projects such as evaluations as well as guidance and training for Structural Funds, particularly in Slovakia, Hungary, Croatia and Serbia.
Ukvarjal se je predvsem z mednarodnimi projekti, kot so vrednotenja ter usmerjanje in usposabljanje za strukturne sklade, zlasti na Slovaškem, Madžarskem, Hrvaškem in v Srbiji.
Also consultancy and support in the collection of good practices for Leader+ as well as the elaboration of the compendium on tools for transnational cooperation in the frame of Leader+, Interreg IIIA and programming of Interact.
Poleg tega je svetoval in pomagal pri izbiranju dobrih praks za program Leader+ in pripravil priročnik o orodjih za nadnacionalno sodelovanje v okviru programov Leader+ in Interreg IIIA ter načrtovanju programa Interact.
The LAG as a development tool
razvoju podeželja.
Thus the formation of the project partnership is a key element of strategy: a group of local residents might look for institutional backing for their initiative; a group of small entrepreneurs decides to cooperate in order to gain access to new markets; or the LAG management might decide to join forces with a university for a particular project.
Sestava partnerstva odraža vsebino projekta in hkrati vpliva na rezultate projekta. Torej je oblikovanje partnerstva projekta ključni element strategije: skupina lokalnih prebivalcev morda za svojo pobudo išče institucionalno podporo, skupina malih podjetnikov se lahko odloči za sodelovanje, da bi si tako omogočila dostop do novih trgov, vodstvo lokalne akcijske skupine pa se lahko odloči, da se v zvezi s posebnim projektom poveže z univerzo.
Thus there are many dierent options possible for the diverse projects found under Leader+.
Tako obstaja več različnih možnosti za raznolike projekte v okviru programa Leader+.
The following considerations of the LAG as a development tool are strongly inspired by a recent publication by Robert Lukesch (1). The perspective indicates that the following considerations are taken from a ‘bird’s eye’ view.
Na naslednja razmišljanja v zvezi z lokalnimi akcijskimi skupinami kot razvojnim orodjem je zelo vplivala nedavna izdaja priročnika Roberta Lukescha. (1) Odražajo pogled s ptičje perspektive.
First of all, a quick look at the notion of local partnerships in the legislative guidance documents.
Najprej je treba na kratko predstaviti razumevanje lokalnega partnerstva v ustreznih zakonodajnih dokumentih.
The EC regulation which will govern the mainstreaming process of the Leader approach stipulates the following key features of LAGs.
Zakonodaja Evropske skupnosti, ki bo urejala proces uveljavljanja pristopa Leader, določa naslednje ključne značilnosti lokalnih akcijskih skupin: