natgillin/translations-raw huggingface dataset:
Now we turn to the international level: how can the multitude of Leader competence be made visible and accessible for local, regional and national actors?
Vendar je pomembna tudi mednarodna raven, tj. kako bi bilo mogoče zagotoviti vidnost in dosegljivost številnih različnih kompetenc programa Leader za lokalne, regionalne in nacionalne udeležence.
Elena Saraceno in her speech at the Leader+ seminar in Corsica addressed the risk of losing human competence in the transition between programme periods:
Elena Saraceno je v svojem govoru na seminarju programa Leader+ na Korziki obravnavala ogroženost človeških sposobnosti ob prehodih med programskimi obdobji:
The LCP was developed by the Leader+ Contact Point following a request made by the Directorate-General for Agriculture and Rural Development, which arose out of the results of the Leader+ midterm evaluation.
Orodje je razvil Leader+ Contact Point na podlagi zahteve Generalnega direktorata za kmetijstvo in razvoj podeželja, ki je temeljila na rezultatih vmesne ocena programa Leader+.
This showed that the learning effect between Leader II and Leader+ was in many cases lost.
Ta je pokazala, da se je učinek učenja v obdobju med izvajanjem programov Leader II in Leader+ v veliko primerih izgubil.
The idea for the LCP tool was discussed and developed with representatives of LAGs, national network units and managing authorities during the course of the Leader+ Observatory seminar in Tihany, Hungary, in November 2006.
O zamisli za orodje Leader Competence Pool so razpravljali predstavniki lokalnih akcijskih skupin, nacionalnih omrežnih enot in organi upravljanja na seminarju Observatorija Leader+ v Tihanyju na Madžarskem novembra 2006, pri čemer so takrat prvotno zamisel tudi izboljšali.
It is now a part of the ‘Leader virtual community’, which already includes a number of interactive web tools such the partner search tool (PST).
Zdaj je del virtualne skupnosti programa Leader, ki vključuje že številna interaktivna spletna orodja, kot je orodje za iskanje partnerjev.
For whom has it been developed?
Komu je namenjeno orodje?
The LCP hopes to bring to those people working in rural development all around Europe, a tool where they can find peers or expertise in certain fields, and which
To orodje naj bi omogočilo ljudem, ki se ukvarjajo z razvojem podeželja po vsej Evropi, iskanje ljudi s podob-
‘The history of the Leader initiative is therefore a story of a gradual ‘learning by doing’: first the local action groups, mobilisation and animation, then innovative actions and networking, and finally more substantive forms of cooperation and thematic concentration.
„Zgodovina pobude programa Leader je tako zgodba o po-stopnem učenju iz izkušenj: najprej se ustanovijo lokalne akcijska skupine ter aktivirajo in spodbujajo udeleženci, nato se oblikujejo inovativne dejavnosti in začne mreženje, nazadnje pa se vzpostavijo bolj samostojne oblike sodelovanja in osre-dotočenosti na posamezno tematiko.
There has been a substantial accumulation of know-how and a progressive territorial coverage of the rural areas of Europe (and even beyond with Leader+), that is precious both for the mainstreaming of the initiative in the next programming period, as well as for third countries interested in the approach. However this
Doslej se je nakopičilo že veliko znanja in izkušenj, ki je dostopno vedno več podeželskim območjem v Evropi (in celo območjem, ki ne sodelujejo v programu Leader+), kar je dragoceno za vključevanje pobude v naslednje programsko obdobje in za tretje države, ki jih pri-
can help them in whatever their situation.
nimi interesi ali strokovnjakov z nekaterih področij, pri čemer bi jim hkrati pomagalo poiskati rešitev ne glede na razmere v njihovih območjih.
Registration in the LCP is open to all actors who have contributed to the Leader programme at local, national or European levels.
V tem orodju se lahko registrirajo vsi udeleženci, ki so prispevali k programu Leader na lokalni, nacionalni ali evropski ravni.
It includes professionals involved in: LAG management; the regional, interregional or national networks; and institutional bodies such as the managing authorities.
Seznam članov vključuje strokovnjake, ki sodelujejo v upravljanju lokalne akcijske skupine, regionalnih, medregionalnih ali nacionalnih mrežah ter institucionalnih organih, kot so organi upravljanja.
Many researchers and consultants have been involved in Leader programmes, and their experiences are clearly valuable for future work in the field of rural development.
V programih Leader je sodelovalo veliko raziskovalcev in svetovalcev, njihove izkušnje pa so zagotovo dragocene za prihodnje delo na področju razvoja podeželja.
So, what did you learn at work today?
Kaj ste se danes naučili na delovnem mestu?
in your region. You are the only ones who can do it, you rely on yourselves, and what has been done elsewhere can serve as an inspiration and help you see things more clearly, but do it your own way!
nase, pri čemer lahko izkoristite dosežke drugih lokalnih akcijski skupin na svoj način kot spodbudo za uresničevanje lastnih ciljev in kot pomoč v zvezi z boljšim razumevanjem stvari.
A third important conclusion is to have a focus on how things are done, not only on what, and to never stop developing!
Tretja pomembna ugotovitev je, da se je treba osredotočiti na način, kako so stvari narejene, in ne le na vprašanje, kaj je treba narediti, ter da se je treba stalno razvijati.
To safeguard the Leader method is to develop it.
Ohranjati metodo Leader pomeni izboljševati jo.
Where did this journey take you?
Kaj ste ugotovili na podlagi tega članka?
Keep repeating this question and don’t forget to write things along the way, and repeatedly go back to revise your notes in a structured way, both on your own and in the LAG.
To vprašanje redno ponavljajte in si sproti zapisujte ugotovitve ter jih sami ali v lokalni akcijski skupini večkrat strukturirano popravite.
This is the key message of this article.
To je ključno sporočilo tega članka.
Start now.
Začnite zdaj.
Then set aside time to re ect upon your observations, and set aside time to discuss these with others.
Nato si vzemite čas za razmislek o svojih ugotovitvah in tudi čas za razprav-ljanje o njih z ostalimi.
A key feature of Leader is to strive to create a genuine ‘thinking-together-environment’ built on trust, open minds, and meaningful and purposeful dialogue.
Glavna značilnost programa Leader je prizadevanje za ustvarjanje pristnega okolja za skupno razmišljanje, ki temelji na zaupanju, odprtem razmišljanju in smiselnem dialogu.
A second message which should be emphasised, whether you are at an early stage or in need of renewal, is the words of Arne B. Thomsen, from the Danish NNU: ‘Visit us and visit others, but draw your own conclusions and do it your own way!’
Drugo sporočilo, ki ga je treba poudariti, zadeva po mnenju Arneja B Thomsena iz danske nacionalne omrežne enote vprašanje, ali ste v začetni fazi projekta oziroma ali so potrebne kakšne sprememb v projektu: „ … Obiščite nas in druge, vendar delajte na podlagi lastnih ugotovitev in na svoj način!“ Kot skupina zaupajte svojim lastnim sposobnostim in poiščite lastne rešitve za svojo regijo.
Trust your own capacity as a group to find your own way
Edini ste, ki lahko to naredite; zanesite se
The Leader+ initiative has not yet ended, and the effects of what has been accomplished are yet to be seen.
Izvajanje pobude Leader se še ni končalo, zato se bodo učinki izvedenih projektov še pokazali.
During the initiative so many people have learnt so much, either as individuals or in groups.
Med izvajanjem pobude se je veliko ljudi, posameznikov ali skupin nauči-lo veliko stvari.
Yet, to enable and empower each other we can take several small steps to improve this learning process in the new programme.
Da bi se medsebojno okrepili, lahko zdaj izvedemo več malih korakov za izboljšanje tega procesa učenja v novem programu.
Some of these steps have been expressed in this article.
Nekateri od teh korakov so bili predstavljeni v tem članku.
So, to start anew: what did you learn at work today?
Ponovimo še enkrat: kaj ste se danes naučili na delovnem mestu?
Some references:
Nekateri viri:
Documentation from Leader+ Contact Point Seminars in November 2006 in Tihany, Hungary, and April 2007 can be found at: http://ec.europa.eu/agriculture/rur/leaderplus/events/index_en.htm
Dokumenti s seminarjev Leader+ Contact Point novembra 2006 v Tihanyju na Madžarskem in aprila 2007 so na voljo na: http://ec.europa.eu/agriculture/rur/leaderplus/events/index_sl.htm.
Action 3 Networking.
POSEBNO TEŽIŠČE
This European Commission magazine seeks to promote access to information about the Leader+ Community initiative.
Namen te revije Evropske komisije je spodbujati dostop do informacij, povezanih s pobudo Skupnosti Leader+.
Our goal is to provide accurate and up-to-date information.
Naš cilj je zagotoviti natančne in aktualne informacije.
If errors are brought to our attention, we will try to correct them.
Če nam bodo sporočene napake, si bomo prizadevali, da jih odpravimo.
However, the Commissionaccepts no responsibility for the information contained in this magazine, especially regarding nancial data on the projects described, and in particular on the eligibility of expenditure.
Vendar Komisija ne prevzema odgovornosti za informacije v tej reviji, še posebej za finančne podatke o opisanih projektih in zlasti za upravičenost izdatkov.
Readers should therefore take all necessary precautions before using this data, which they do entirely at their own risk.
Bralci naj zato te podatke, ki jih uporabljajo na lastno odgovornost, dodatno preverijo.
Job creation and sustainable development in Leader+
Ustvarjanje delovnih mest in trajnostni razvoj v programu Leader+
Rural areas face particular challenges as regards growth, jobs and sustainability in the coming years.
Podeželje se bo v prihodnjih letih soočalo s posebnimi izzivi, kot so rast, zaposlovanje in trajnostni razvoj.
However, they also offer real opportunities in terms of: their potential for growth in new sectors; the provision of rural amenities and tourism; their attractiveness as a place in which to live and work; and their role as a reservoir of natural resources and highly valued landscapes.
Vendar podeželska območja ponujajo resnične možnosti glede potenciala za rast v novih sektorjih, zagotavljanja razvedrilnih dejavnosti na podeželju in turizma, privlačnega okolja za bivanje in delo ter njihove vloge kot zaloge naravnih virov in zelo cenjene krajine.
Rural areas face particular challenges as regards growth, jobs and sustainability in the coming years.
S sprejetjem strateških smernic za razvoj podeželja v letu 2006 je v programskem obdobju 2007–2013 večji strateški poudarek na rasti in zaposlovanju (lizbonska strategija) ter ciljih trajnostnega razvoja (göteborška strategija).
However, they also offer real opportunities in terms of: their potential for growth in new sectors; the provision of rural amenities and tourism; their attractiveness as a place in which to live and work; and their role as a reservoir of natural resources and highly valued landscapes.
Glavni izzivi za akterje na podeželju so doseganje rasti, ustvarjanje novih delovnih mest in vzdrževanje dolgoročne konkurenčnosti ob ohranjanju ravnovesja z okoljem.
By Mr Antonis Constantinou, Director, Rural Development Programmes, Directorate-General for Agriculture and Rural Development, European Commission
Avtor: Antonis Constantinou, direktor programov za razvoj podeželja, Generalni direktorat za kmetijstvo in razvoj podeželja pri Evropski komisiji
With the adoption of the rural development strategic guidelines in 2006, the programming period 2007–13 sets a more strategic focus on growth and jobs (Lisbon strategy) and on sustainability goals (Gothenburg strategy).
Evropski svet je v zvezi z lokalnim razvojem na zasedanju marca 2005 ugotovil, da je potrebno močnejše sprejemanje lizbonskih ciljev v praksi z udeležbo regionalnih in lokalnih akterjev ter socialnih partnerjev.
Being able to achieve growth, create jobs and remain competitive over time, while maintaining a balance with the environment, is a major challenge for all rural actors.
To je zlasti pomembno na področjih, na katerih je bistvena večja bližina, na primer pri inovacijah ali gospodarstvu znanja, zaposlovanju, človeškem kapitalu, podjetništvu, podpiranju malih in srednje velikih podjetij (MSP) ali dostopu do nanciranja v obliki tveganega kapitala.
In relation to local development, the European Council of March 2005 concluded that greater ownership of the Lisbon objectives on the ground was necessary, involving regional and local actors and social partners.
Jasno je, da mora odprto, globalizirano gospodarstvo, ki si prizadeva za uresničevanje agende rasti in novih delovnih mest, temeljiti na regionalnih in celo lokalnih razvojnih strategijah.
This is of particular importance in areas where greater proximity is essential, such as in innovation and the knowledge economy, employment, human capital, entrepreneurship, support for small and medium-sized enterprises (SMEs) or access to risk capital financing.
To je raven, na kateri se oblikuje večina poslovnih omrežij in vzpostavi večina povezav z učnimi in tehnološkimi središči ter na kateri je mogoče najbolje uveljaviti lokalno znanje in izkušnje.
Both the Lisbon and Gothenburg strategies, and their role in rural development strategy, especially the link with respect to Leader+, are very clearly explained in the ‘special focus’ article provided by Mr Laurent Van Depoele.
Lizbonska in göteborška strategija ter njuna vloga pri strategiji razvoja podeželja, zlasti povezava s programom Leader+, so natančno pojasnjene v članku „Posebno težišče“ Laurenta Van Depoela.
Here we see how Leader+ can meet, on the one hand, the goal of providing job creation and economic competitiveness (the Lisbon strategy) while, on the other, delivering this in an environmentally and sustainable way (the Gothenburg strategy).
Tukaj imamo primer, kako lahko program Leader+ po eni strani izpolnjuje cilj ustvarjanja novih delovnih mest in gospodarske konkurenčnosti (lizbonska strategija), po drugi strani pa to zagotavlja na okolju prijazen in trajnosten način (göteborška strategija).
Perhaps now is a good moment for us to dwell a little on the role of Leader+, and if we look towards the future, we can also see how the Leader method can continue to play a role in meeting these two priorities.
Morda je zdaj pravi čas, da razmislimo o vlogi programa Leader+, in če se ozremo v prihodnost, lahko tudi vidimo, kako bo metoda Leader še naprej igrala pomembno vlogo pri izpolnjevanju teh dveh prednostnih nalog.
While it is true that some of Europe’s economic and environmental challenges require very large sums of money, such as those available under the Structural Funds, it is equally true that there are many relatively small-scale measures, such as those programmes funded under the Leader+ initiative, which are able to supply an important local multiplier effect.
Čeprav je res, da nekateri evropski gospodarski in okoljski izzivi zahtevajo velike zneske denarja, na primer projekti iz strukturnih skladov, res pa je tudi, da je veliko sorazmerno majhnih ukrepov, kot so programi, financirani na podlagi pobude Leader+, ki lahko ustvarijo pomemben lokalni multiplikacijski učinek.
These multiplier effects, as illustrated by several of the projects highlighted in this edition of the magazine, show the breadth of Leader+, and its ability to reach out to many different sectors of economic activity, and thereby sustain often isolated communities living in Europe’s rural areas.
Kot kažejo številni projekti, predstavljeni v tej reviji, ti učinki odražajo širino programa Leader+ in njegovo sposobnost doseči veliko različnih sektorjev gospodarske dejavnosti, in s tem ohranjajo pogosto izolirane skupnosti, ki živijo na evropskem podeželju.
This is particularly true for some of the smaller ‘low-cost’ projects, which form part of wider local development strategies.
To še zlasti velja za manjše projekte „z nizkimi stroški“, ki so sestavni del širših lokalnih razvojnih strategij.
The examples from the UK, Ireland and Germany all provide excellent models, albeit with a different approach, of how relatively small sums of money, which when well targeted, create and sustain new jobs, and go a very long way to meeting the Lisbon and Gothenburg priorities.
Primeri iz Združenega kraljestva, Irske in Nemčije so kljub različnim pristopom odlični kazalniki, kako se lahko s sorazmerno majhnimi zneski, če so dobro ciljno usmerjeni, ustvarijo in ohranijo nova delovna mesta, s čimer se izpolni že kar nekaj lizbonskih in göteborških prednostnih nalog.
Of course this should not be a surprise, since after all Leader+ already had as one of its objectives ‘sustainable development designed to encourage new ways of reinforcing the natural environment, in order to contribute to job creation’(1).
Seveda nas to ne sme presenetiti, saj je bil eden od ciljev pobude Leader+ navsezadnje „trajnostni razvoj, zasnovan za pospeševanje novih načinov krepitve naravnega okolja, kot prispevek k ustvarjanju novih delovnih mest“ (1).
There has also more recently been the common agricultural policy 2003 reform with its greater emphasis on market orientation rather than market support, and, with the latest enlargement to EU-27, there are additional economic and environmental considerations.
Reforma skupne kmetijske politike iz leta 2003 je pred kratkim dala še večji poudarek tržni usmerjenosti pred subvencioniranjem trga, z zadnjo širitvijo EU na 27 držav pa so se pojavili dodatni gospodarski in okoljski vidiki.
This is especially so when we consider, amongst others, the need to restructure farm and food sectors, the remarkable biodiversity, and potential for green tourism in our two newest Member States, Bulgaria and Romania, which are also focused on in this magazine.
To še zlasti velja, ko med drugim obravnavamo potrebo po prestrukturiranju kmetijskega in živilskega sektorja, izjemno biotsko raznovrstnost in možnost za zeleni turizem v naših dveh najnovejših državah članicah, Bolgariji in Romuniji, o katerih si lahko preberete članek v tej reviji.
Under the EAFRD’s Leader axis, the Leader method will be able to continue to deliver economic growth and jobs along the lines of the Lisbon and Gothenburg priorities.
V skladu z osjo Leader Evropskega kmetijskega sklada za razvoj podeželja (EKSRP) bo metoda Leader še naprej zagotavljala gospodarsko rast in nova delovna mesta v skladu z lizbonskimi in göteborškimi prednostnimi nalogami.
Just as we have often seen the legacy of Leader I and Leader II as the basis for Leader+ projects, this legacy, I am also firmly convinced, will provide a strong basis for building the future prosperity of our rural areas.
Tako kot smo pogosto ugotovili, da je dediščina programov Leader I in Leader II podlaga za projekte Leader+, sem trdno prepričan, da bo tudi dediščina slednjega trdna podlaga za prihodnjo blaginjo našega podeželja.
For this reason the Observatory decided to address this topic in its seminar held in Corsica, April 2007, where the success of Leader+ and its contribution to sustainable development and job creation was very much apparent.
Zato smo se odločili to temo obravnavati na seminarju Observatorij, ki je bil aprila 2007 na Korziki in na katerem je bila jasno dokazana uspešnost programa Leader+ in njegovega prispevka k trajnostnemu razvoju in ustvarjanju novih delovnih mest.
(1) Commission notice to Member States of 14 April 2005, laying down guidelines for the Community initiative for rural development (Leader+) (2000/C 139/05).
(1) Obvestilo Komisije državam članicam z dne 14. aprila 2005, ki določa smernice za pobudo Skupnosti glede razvoja podeželja (Leader+) (2000/C 139/05).
Sustainable agricultural practices
Trajnostne kmetijske prakse
Member State: Spain Region, district: Illes Balears Name of the LAG: Associació Leader illa de Menorca Population: 86 697Surface area: 702 km²
Država članica: Španija Regija, okrožje: Balearski otoki Ime lokalne akcijske skupine: Associació Leader illa de Menorca Prebivalstvo: 86 697Površina: 702 km²
Project total cost: EUR 21 734EU: EUR 6 503Other public funds: EUR 6 503Private funds: EUR 8 368
Skupni strošek projekta: 21 734 EUREU: 6 503 EURDruga javna sredstva: 6 503 EURZasebna sredstva: 8 368 EUR
Safeguarding natural practices
Varovanje naravnih praks
Contact persons: Gonçal Segul (LAG) + 34 971 355660; Miguel Camps (GOB) + 34 971 350762 Address: Pza. de las Biosfera, 5 urbanizacion de Malburger, E-07702 Minorca Tel. (34-971) 35 56 60Fax (34-971) 36 82 16E-mail: leader.menorca@cime.es Website: www.leadermenorca.org
Ime kontaktne osebe: Gonçal Segul (LAS) +34 971355660; Miguel Camps (GOB) +34 971350762 Naslov: Pza. de las Biosfera, 5 urbanización de Malburger, 07702 Menorca Tel. +34 971 355 660Faks +34 971 368 216E-naslov: leader.menorca@cime.es Spletna stran: www.leadermenorca.org
Making human activities compatible with nature is fundamental to preserving Minorca’s environment and ensuring its 1993 Unesco ‘Biosphere Reserve’ status.
Skrb, da bi bile človekove dejavnosti skladne z naravo, je osnovnega pomena za ohranjanje okolja Menorke in zagotavljanje njenega statusa „biosfernega rezervata“, ki ga je UNESCO razglasil leta 1993.
In order to help meet the challenges of the demand for agricultural products, foodstuff quality and at the same time respecting the environment, this Leader+ project has published a guide.
Da bi odgovorili na izzive povpraševanja po kmetijskih proizvodih in kakovostnih živilih ter hkrati spoštovali okolje, je bil v okviru projekta Leader+ objavljen priročnik.
The guide, called ‘Agreements on sustainable agricultural practices in Minorca’ (Acuerdos de prácticas agrarias sostenibles en Menorca), is based on the philosophy of the ‘custody of the territory’.
Priročnik z naslovom „Sporazumi o trajnostnih kmetijskih praksah na Menorki“ (Acuerdos de prácticas agrarias sostenibles en Menorca) temelji na lozoji „skrbništva nad ozemljem“.
It is aimed at both owners and users of the territory.
Namenjen je lastnikom in uporabnikom ozemlja.
Before preparing the guide, a workshop was organised involving those actors concerned with the island’s agricultural and environmental activities.
Pred pripravo priročnika je bila organizirana delavnica za vse akterje, ki so vključeni v kmetijske in okoljske dejavnosti na otoku.
There was also an examination of those agro-environmental measures applicable to Minorca, and from these, 28 measures covering five main groupings (type of cultivation; crop management; livestock management; management of natural resources; and other complementary activities) were selected.
Prav tako so bili pregledani tisti kmetijsko-okoljski ukrepi, ki se uporabljajo za Menorko, in med temi je bilo izbranih 28 ukrepov, ki vključujejo štiri glavne razvrstitve, in sicer vrsto gojenja, upravljanje pridelkov, upravljanje vzreje živali, upravljanje naravnih virov in druge dopolnilne dejavnosti.
GOB (Grupo Ornitológico Balear and Defensa de la Naturaleza) is the custodian of these measures, and ensures compliance with the agreement, bearing in mind the production and the timetable agreed between the parties.
Skupina za ornitologijo na Balearskih otokih in varstvo narave (Grupo Ornitológico Balear y Defensa de la Naturaleza) je skrbnica teh ukrepov in zagotavlja skladnost s sporazumom ob upoštevanju proizvodnje in časovnega razporeda, dogovorjenega med pogodbenicami.
This initiative has several innovative aspects, one being that part of the budget has been devoted to compensate farmers for their contribution to preserving the Minorcan scenery.
Ta pobuda ima več inovativnih vidikov. Eden od njih je, da je del proračuna namenjen kmetom kot nadomestilo za njihov prispevek k ohranjanju krajine na Menorki.