natgillin/translations-raw huggingface dataset:
In a situation where LAGs already operate and have formed their unofficial networks it is extremely hard to achieve legitimacy for a topdown network or new network unit, and a clear understanding of the different roles and how they can complement each other is required.
Za pristop, ki se sprejme v omrežnih enotah, se na splošno zdi, da je v zvezi s tem učinkovit in skladen z etičnimi načeli programa Leader, tj. s spodbujanjem in podpiranjem razvoja omrežij, medtem ko ohranja stopnjo ločenosti od same dejavnosti.
That Leader plays an important role in rural networking appears on the basis of this seminar to be almost selfevident, and none of the presenters or participants in the mini-plenaries seriously challenged this.
Glede na predstavitve na zadevnem seminarju je skoraj samoumevno, da ima program Leader pomembno vlogo v zvezi z mreženjem na podeželju, saj ni tega izpodbijal nihče od predavateljev ali udeležencev na manjših plenarnih zasedanjih.
Leader appears to support a number of different forms of networking at di er-ent levels, and as a consequence, results in a strengthening of the culture of networking though such active targeting.
Program Leader podpira številne različne oblike mreženja na različnih ravneh; zaradi takega dejavnega usmerjanja se izboljšuje kultura mreženja.
The evidence presented highlights the multiplicity of forms this activity takes and the way in which it is inherent in so much of what Leader does.
Predstavljeni primeri izpostavljajo veliko raznolikost oblik, ki so značilne za to dejavnost, in način delovanja, ki je značilen za večino dejavnosti programa Leader.
In evaluating Leader one of the greatest challenges is breaking out and attributing effects to the method and the component parts of that method.
Pri vrednotenju programa Leader je eden od največjih izzivov razčleniti metodo in zadevne učinke pripisati bodisi metodi bodisi sestavnim delom metode.
Networking, given the nature of the activity and its positioning within Leader is no different.
Mreženje ni ob upoštevanju njegovih značilnosti in njegovega položaja v programu Leader nič drugačno.
Does the approach push people to seek to derive or deliver benefits through networking?
Ali pristop prisili ljudi, da si prizadevajo izkoristiti mreženje?
It certainly appears on the basis of the evidence here to encourage them to consider and pursue networking actively as a tool.
Na podlagi navedenih primerov se zdi, da jih ta pristop spodbuja k obravnavi mreženja kot orodja za doseganje koristi, zato se dejavno vključujejo v mreže.
Is any part stronger or weaker than any other part?
Ali je kateri del mreže boljši ali slabši od katerega koli drugega dela?
From the evidence of this seminar it appears impossible to say in absolute terms, such is the variation between networks.
Na podlagi primerov s tega seminarja se zdi skoraj nemogoče, da bi lahko obstajale takšne razlike med mrežami.
There are, however, a number of clear pointers for success which emerge from the collective experience considered, the aspects of networking which are most valued and the areas where care is needed.
Vendar obstaja veliko jasnih kazalnikov za uspešno sodelovanje v mreži, ki jih je mogoče ugotoviti na podlagi skupnih izkušenj, ki so bile obravnavane, vidikov mreženja, ki so najbolj cenjeni, ter področij, na katerih je potrebna pozornost.
Lobbying can be a big and divisive issue in some networks, particularly in the relationship with the publicly funded network units.
Lobiranje je lahko pomembno in razdvojevalno vprašanje v nekaterih mrežah, zlasti v odnosu do javno financiranih omrežnih enot.
In other Member States this is not an issue.
V nekaterih drugih državah članicah to vprašanje ni pomembno.
Perhaps in future (as is already the case in Ireland and Portugal for example) these two types of networks should be separated into two different organisations.
Morda bi morali biti ti vrsti mrež v prihodnosti (kot že velja na primer na Irskem in Portugal-skem) ločeni na dve različni organizaciji.
First and foremost networks are about people and their participation, the best networking tool is a human being and without their involvement there is no network.
V zvezi z mrežami sta najpomembnejša dejavnika ljudje in njihovo sodelovanje, saj je za mreženje bistven človeški element, brez katerega ne bi bilo mreže.
The support for rural networking allows rural people to network actively and derive real benefits through coming together as opposed to relying on virtual networking.
Podpora za mreženje na podeželju omogoča prebivalcem podeželja, da se v nasprotju z virtualnim povezovanjem v mrežo v njo povezujejo dejavno in jo tako resnično izkoriščajo.
In addition to building on the collective strength of LAGs working together, networking also contributes significantly to the development of social capital at different levels within the programme.
Mreženje je pomembno zaradi skupnih prednosti sodelovanja lokalnih akcijskih skupin za razvoj, hkrati pa znatno prispeva k razvoju socialnega kapitala na različnih ravneh v okviru programa.
We see strong networking effects emerge at the local level linking projects and activities.
Mreženje, s čimer se povezujejo tudi projekti in dejavnosti, ima velik učinek na lokalni ravni.
Such capital is also built within local action groups, between the various partners and including the sta.
Tak kapital se oblikuje tudi v okviru lokalnih akcijskih skupin med različnimi partnerji, vključno z osebjem.
Within all this there appears, however, to be an assumption that only ‘real Leader people’ can be involved in an ‘informal’ network and that public organisations like managing authorities need to be addressed separately.
Vendar se ob upoštevanju navedenega predvideva, da so lahko v neformalno mrežo vključeni le ljudje iz programa Leader in da je treba javne organizacije, kot so organi za upravljanje, obravnavati ločeno.
This leads to the rather one-dimensional separation of networks into the three types and functions:
Na podlagi tega je potrebno enodimenzionalno ločevanje mrež, v skladu s katero obstajajo tri vrste in funkcije mrež:
As with the Leader initiative itself, network development is clearly an evolutionary process and benefits through the pump, priming and nurturing approach.
Podobno kot sama pobuda programa Leader je vzpostavljanje mreže zagotovo evolutiven proces, ki mu koristi pristop negovanja in spodbujanja.
A critical consideration in this activity is how to develop the ‘networking frame of mind’ with people who do not have it, and to encourage people to join, participate, share and contribute.
V zvezi s to dejavnostjo je bistvenega pomena, kako za pozitiven odnos do mreženja prepričati ljudi, ki takega odnosa nimajo, ter kako spodbuditi ljudi, da se pridružijo mreži, v njej sodelujejo, delijo svoje znanje in prispevajo k njej.
This then begs the question as to whether this is not counterproductive to the whole principle of partnership and networking? Can a balance be established between the respective duties and involvement of the different networking components in pursuit of the common objectives?
1. uradne nacionalne omrežne enote – tehnična podpo-ra;2. neuradne omrežne strukture – politična vprašanja in funkcija lobiranja;3. mreža uprav – upravljanje in neposredna podpora za omejene teme.
and animator levels) which make the evolution possible.
Mreže se razvijajo v okviru programa Leader; na splošno mreža vedno raste zaradi večjega števila članov, več vrst partnerjev, ki se vključijo v njo, ali svoje zrelosti.
To paraphrase what Liisa Hame from Finland said, ‘networks are like children, they need a lot of attention and care when small, sometimes cause problems, but are a good source of creativity and information from the outside world when they are grown up’.
Takšno stališče izraža tudi izjava Finke Liisa Hame, da so „mreže kot otroci, ki potrebujejo veliko pozornosti in nege, ko so majhni; včasih povzročajo težave, vendar so dober vir ustvarjalnosti in informacij iz zunanjega sveta, ko odrastejo“.
Networks have evolved through Leader and more generally, a network is always growing up either in the number of its members, in the types of partners that are involved, or in its maturity.
Naslednji primer s Poljske odraža veliko spoznanj, ki so na-vedena zgoraj in temeljijo na izkušnjah v zvezi z vzpostavljanjem nove mreže v novi državi članici.
The following example from Poland reflects many of these lessons in the establishment of a new network in a new Member State.
Pojavlja se vprašanje, ali taka razdelitev ni v nasprotju s celotnim načelom partnerstva in mreženja.
Case study: Poland PREPARE (Pre-accession partnerships for rural Europe) — Practical solutionsfor establishing a new network
Študija primera: Prepare na Poljskem – predpristopno partnerstvo za podeželsko Evropo Praktične rešitve za vzpostavljanje nove mreže
In considering establishment of Leader networks in the new Member States the following factors should be taken into account:
Pri preučevanju vzpostavljanja mrež programa Leader v novih državah članicah je treba upoštevati naslednje dejavnike:
® small numbers of LAGs which are very new and have little experience to share;a tendency to rely on ‘topdown’ solutions (this tendency exists on both sides, i.e. the ‘top’ and the ‘bottom’ and is slowly diminishing);everybody is extremely busy (and does not have time for participation in networks) or so they think;people are very open for cooperation and willing to learn from experience elsewhere.
® majhno število lokalnih akcijskih skupin, ki so vzpostavljene na novo in imajo malo izkušenj za izmenjavo;težnja po upoštevanju rešitev pristopa od zgoraj navzdol (ta težnja obstaja na obeh straneh, tj. „zgoraj“ in „spodaj“, ter je vedno manjša);vsi so zelo zaposleni (in nimajo časa za sodelovanje v mrežah) ali pa tako vsaj mislijo;ljudje so zelo odprti za sodelovanje in so se pripravljeni učiti iz izkušenj drugih.
What practical solutions have proved effective in Poland?
Katere praktične rešitve so bile učinkovite na Poljskem?
A lot depends on personal contacts; ‘virtual’ networks (web-based) can be effective, but preferably after people have been able to meet each other face-to-face (develop trust, identify common interest, build up motivation).If there is a discussion forum, it should have a moderator to stimulate discussion, introduce new topics etc.; such moderation doesn’t take a lot of work or time, but requires commitment and regularity.Formalities are less important than ‘substance’ sometimes an informal network works better than a formal one, with well-defined roles and procedures this also means we should focus first on the ‘substance’ (e.g. a common cause).Flexible organisational solutions are desirable (for instance, rotating chairmanship, office/secretarial function) this prevents passive attitudes.Frequent meetings are desirable but nobody has the time we need innovative solutions to maintain involvement (linking network meetings to other events, e.g. video or tele-conferences, or Skype-meetings).People usually open up and become creative during study visits (even within one country) a very useful networking tool.Some of the activities can be devolved to working groups (who do most of the work and then present solutions/results to others) although there is a danger that wider ownership is diluted.
Veliko je odvisno od osebnih stikov; „virtualne“ mreže (na podlagi spleta) so lahko učinkovite, vendar praviloma šele potem, ko se ljudje srečajo osebno (vzpostavljanje zaupanja, ugotavljanje skupnega interesa, vzpostavljanje motivacije);če obstaja forum za razpravo, mora imeti voditelja, da spodbudi razpravo, uvede nove teme itd.; tak postopek ne zahteva veliko dela ali časa, zahteva pa zavezanost in rednost;uradni postopki so manj pomembni kot vsebina – včasih neformalna mreža deluje bolje kot formalna, kar pomeni, da se je treba po ustrezni opredelitvi vlog in postopkov najprej osredotočiti na vsebino (npr. skupni ideal);zaželene so prilagodljive organizacijske rešitve (na primer redne zamenjave voditelja, uradne/sekretarske službe) – to preprečuje pasiven odnos;zaželena so pogosta srečanja, čeprav nima časa nihče – potrebujemo inovativne rešitve, da ohranimo vključenost (povezovanje srečanj v okviru mreže z drugimi dogodki, npr. konferencami, videokonferencami ali sestanki prek programa Skype);ljudje se med študijskimi obiski (celo v eni sami državi) pogosto sprostijo in postanejo ustvarjalni, kar je zelo koristno orodje za mreženje;nekatere od dejavnosti se lahko prenesejo na delovne skupine (ki opravijo večino dela in nato predstavijo rešitve/rezultate ostalim udeležencem), čeprav obstaja tveganje za manjše zanimanje večine udeležencev.
The Polish national network unit played a critical role in supporting this by undertaking the types of exemplary activity highlighted in the section on network unit roles.
Poljska nacionalna omrežna enota je imela ključno vlogo v zvezi s podporo tega, tako da je izvajala vrsto vzorčnih dejavnosti, ki so predstavljene v poglavju o vlogah omrežnih enot.
Cooperation
Sodelovanje glavne značilnosti v zvezi s tem povzeti v naslednjih sedmih
The case study presentations and discussions covered a wide range of different aspects of cooperation, the main elements of which may be summarised under seven main strands as follows:
V nadaljevanju tega članka so te ugotovitve razložene na podlagi treh glavnih skupnih značilnostih razprave, ki so se oblikovale na samih zasedanjih:
Two mini-plenaries were conducted in parallel to consider the topic ‘The added value and benefit of cooperation’.
Istočasno sta potekali dve manjši plenarni zasedanji, na katerih se je obravnavala tema „dodane vrednosti in prednosti sodelovanja“.
The overall consideration of this topic therefore benefited from a wider range of experience and knowledge being presented and discussed.
Zaradi več različnih izkušenj in znanj, ki so bili predstavljeni in o katerih je potekala razprava na teh zasedanjih, je bila obravnava te teme koristna.
There were therefore two di er-ent moderators’ presentations, a total of six case studies presented and discussed, and two different reports drawn up by the respective rapporteurs.
Na zasedanju sta bili dve različni predstavitvi, ki sta jih pripravila voditelja razprav, predstavljeno je bilo skupno šest študij primerov, o katerih je potekala tudi razprava, in dve različni poročili, ki sta jih oblikovala ustrezna poročevalca.
The case study presentations covered project, LAG, territory and NNU aspects of cooperation in Leader.
Predstavitve študij primerov so zajemale vidike projekta, lokalne akcijske skupine, ozemlja in nacionalne omrežne enote v zvezi s sodelovanjem v programu Leader.
The rest of this article discusses these strands from the three main common elements of discussion around which the sessions themselves were constructed, these are:
®glavni sklepi obravnave v zvezi z izkušnjami, predstavlje-nimi na zasedanjih;®ključna sporočila in spoznanja na podlagi teh sklepov;®nerešena vprašanja, ki so izziv in za katere je potrebna razlaga.
Despite their common basis the two mini-plenaries considered the topic in rather different ways and from rather different perspectives.
Kljub skupnemu izhodišču je bila tema na obeh manjših plenarnih zasedanjih obravnavana na različne načine in z različnih vidikov.
Whilst this presented a challenge in drawing the key points and lessons out in a common structure, it also provides some added value in allowing a range of different aspects to be considered.
Čeprav je bil tak pristop izziv glede zbiranja ključnih ugotovitev in spoznanj, zagotavlja tudi nekaj dodane vrednosti, saj omogoča obravnavo večjega števila različnih vidikov.
This is illustrated and supported by case study examples drawn from the presentations.
Te ugotovitve so obrazložene z nekaterimi študijami primerov z zadevnih predstavitev.
The achievements of Leader, the strengths and weaknesses which are evident from the way in which this activity had been implemented, and the lessons for future improvements are thus identified and discussed.
Predstavljeni in obravnavani so dosežki programa Leader, njegove prednosti in pomanjkljivosti zaradi načina izvajanja sodelovanja ter spoznanja za izboljšave v prihodnosti.
Both moderators set the scene with introductory presentations each giving an overview of the objectives which are pursued through cooperation, the results achieved and the underlying factors which contribute to successful approaches.
Oba voditelja razprav sta z uvodnimi predstavitvami vzpostavila okvir za razprave in predstavitve, pri čemer je vsak predstavil pregled ciljev, ki se dosegajo s sodelovanjem, dosežene rezultate in temeljne dejavnike, ki prispevajo k uspešnim pristopom.
This included their thoughts on the way in which cooperation has evolved along with the Leader approach by way of providing contextual background.This was succinctly drawn together by one moderator in the following text.
V uvodnih predstavitvah sta izrazila svoje ugotovitve v zvezi z izboljševanjem sodelovanja na podlagi pristopa Leader, pri čemer sta se sklicevala na posamezne primere.
Here we consider the main points which emerged from the presentations and the wider experience of participants the presentations and the wider experience of participants which were drawn out in the subsequent discussion under which were drawn out in the subsequent discussion under the six main topics mentioned above.
V tem oddelku so predstavljene glavne točke s predstavitev in splošne izkušnje, ki so jih predstavili udeleženci in ki so bile izpostavljene v poznejši razpravi v okviru prej navedenih šestih glavnih tem.
The objectives of cooperative activity are complex and re-
Cilji dejavnosti sodelovanja so zapleteni ter zadevajo proces in proizvod sodelovanja.
The objectives of cooperative activity are complex and re- late to both the process and product of cooperation.
Cilji so lahko notranji in zadevajo samo lokalno akcijsko skupino ali pa so zunanji in zadevajo širše ozemlje, dejavnost ali proces za razvoj podeželja.
They may be both internal to the LAG and external relating to the wider territory, activity or process of rural development.
Cilji so lahko mnogovrstni, kar pomeni, da vključujejo različne kombinacije notranjih in zunanjih ciljev.
the wider territory, activity or process of rural development.
Jasno je, da je sodelovanje veliko več kot preprosta izmenjava informacij, s čimer so se nedvoumno strinjali tudi udeleženci seminarja.
Informal in Leader I, fully supported at the transnational level in Leader II, extended to partnership with areas from the same country or outside the EU in Leader+, maintained in the 200713 programming period, cooperation is clearly a very central feature of the ‘Leader method’.
Jasno je, da je sodelovanje zelo osrednja značilnost metode Leader, ki je bila v okviru programa Leader I še neuradna, v okviru programa Leader II v celoti podprta na nadnacionalni ravni ter v programu Leader+ razširjena na partnerstva z območji iz iste države ali zunaj EU, ohranjena pa je tudi v programskem obdobju 2007–2013.
Cooperation is seen as a ‘plus’; it is not compulsory, given that the cooperation projects can be complex and difficult to implement, but the groups are advised to engage in it since this could strengthen their local action.
Čeprav sodelovanje ni obvezno, ker so lahko projekti sodelovanja zapleteni in težki za izvajanje, je dodatna prednost, zato se skupinam sodelovanje priporoča, saj lahko okrepi njihovo lokalno dejavnost.
The objectives may be multiple, that is to say a combina-
V razpravah so bile opredeljene naslednje tri glavne vrste ciljev:
The objectives may be multiple, that is to say a combina- tion of these types. Clearly cooperation is much more than tion of these types.
Predstavitve študij primerov in razprave o njih so vključevale veliko različnih vidikov sodelovanja, pri čemer je mogoče
The discussions identified three main types of objective, these were:
®operativni (npr. večji dostop do dodatnega znanja in izkušenj).
Drawing additional nancial resources in to an area may be another strategic objective where a specific allocation of funds is only available for cooperation activity, i.e. by engaging in a cooperative project, additional finance is secured for the LAG area and strategy.
Naslednji strateški cilj je lahko načrtovanje pridobivanja dodatnih nančnih sredstev na območju, pri čemer se lahko posamezna sredstva dodelijo le za sodelovanje, tj. da se dodatna finančna sredstva za območje lokalne akcijske skupine in strategijo zagotovijo z vključevanjem v projekt sodelovanja.
The main political objective which people identified was that of contributing to the European project, promoting civic involvement, and participation, which was thought to be an absolutely critical objective here.
Glavni politični cilj, ki so ga določili udeleženci, je bil prispevanje k evropskemu projektu, spodbujanje vključevanja prebivalstva in sodelovanje, za katerega je bilo ocenjeno, da je resnično cilj kritičnega pomena.
There is a recognition that LAGs and rural communities are stronger together and that cooperation can give permission to participate actively in a rural Europe.
Ugotavlja se, da so lokalne akcijske skupine in podeželske skupnosti skupaj močnejše in da lahko sodelovanje omogoči dejavno vključevanje na evropskem podeželju.
The other main political objective identified was that of extending the Leader approach more widely, reaching new areas, sectors, areas of complementarity etc: in short a contribution to the ongoing process of mainstreaming.
Drugi cilj, določen na politični ravni, je bil širjenje pristopa Leader, doseganje novih ozemelj, sek-torjev, območij, ki se lahko medsebojno dopolnjujejo itd., tj. prispevek k stalnemu procesu vključevanja.
The operational objectives relate most directly to the development and delivery of projects and the benefits derived through mutual complementarity.
Operativni cilji zadevajo najbolj neposredno oblikovanje in izvedbo projektov ter izkoriščanje medsebojnega dopolnjevanja.
For example, by pooling their strengths and resources cooperating Leader areas can overcome constraints and thus achieve results which otherwise would be inaccessible.
Z združevanjem moči in sredstev lahko zdaj na primer območja Leader, ki medsebojno sodelujejo, odpravijo ovire in tako dosežejo rezultate, ki bi bili v nasprotnem primeru nedosegljivi.
Projects may seek to exchange experience and know-how to the benefit of all the partners.
V okviru projektov si lahko lokalne akcijske skupine prizadevajo za izmenjavo izkušenj in znanja, ki koristijo vsem partnerjem.
Cooperation may seek to draw extra resources into the area or activity allowing necessary critical mass to be developed.
Cilj sodelovanja je lahko prizadevanje za pridobivanje dodatnih sredstev za območja ali dejavnost, ki omogoča vzpostavljanje nujne kritične mase.
Barriers which might otherwise have arisen to project initiation, resourcing and development are thus overcome.
Ovire v zvezi z začetkom projekta, njegovim financiranjem in uveljavljanjem so tako odpravljene.
Strategic objectives tended to focus on strengthening the LAG and its strategy, developing awareness of issues, opportunities and tools to address these.
Strateški cilji so bili zlasti krepitev lokalne akcijske skupine in njene strategije, večja ozaveščenost v zvezi s posameznimi vprašanji, priložnosti in orodja za reševanje teh vpra-šanj.
The contribution to network development was a key consideration here, broadening and deepening the scope of cooperation by intensifying and pursuing existing relationships could contribute significantly to LAG and strategy development.
Prispevek k razvoju mreže je bil v zvezi z doseganjem navedenih ciljev ključen, pri čemer bi lahko k uveljavljanju lokalne akcijske skupine in oblikovanju njene strategije znatno prispeval večji in intenzivnejši obseg sodelovanja s krepitvijo in ohranjanjem obstoječih odnosov.
There are also strategic objectives which relate directly to the specific c
Obstajajo tudi strateški cilji, ki zadevajo posamezen projekt ali strategijo lokalne akcijske skupine neposredno.