natgillin/translations-raw huggingface dataset:
We are fortunate to be a small country, with an administration on a human scale which can rely on smoothrunning structures and informal networks.
Imamo tudi srečo, da smo majhna dežela z državno upravo obvladljive velikosti, ki lahko računa na dobro naoljene strukture in neformalne mreže.
In one sense, everyone knows everyone else, which makes things easier. Efficiency, cost/effectiveness ratios, the capacity to implement projects that work quickly, this is what mattered for a long time and it worked very well.
V nekem smislu se vsi poznajo med seboj, kar olajša mnogo stvari … Stroškovna učinkovitost, odnos stroški/učinkovitost, sposobnost hitrega uvajanja projektov, ki delujejo; to je tisto, kar nekaj pomeni na dolgi rok, in prav to nam je šlo zelo dobro od rok.
Now we are more concerned about effectiveness: what is the real added value of the project for the citizen or the user?’
Sedaj se bolj ukvarjamo z učinkovitostjo: kakšna je realna dodana vrednost projekta za državljana ali uporabnika?“
‘Owing to the nature of its activities and its proximity to inhabited areas, managing such a project was no easy matter,’ points out Battie White, engineer at Dublin City Council and supervisor of the Dublin Bay project.
„Vodenje takšnega projekta ni lahka stvar, že zaradi narave aktivnosti in bližine naseljenih območij,“ opozarja Battie White, inženir dublinskega mestnega sveta in nadzornik projekta Dublin Bay.
‘This is why I would highlight two important principles that guided our work: we conducted constant benchmarking, comparing ourselves with foreign counterparts in England and the United States.
„Zato vam bom zaupal dve pomembni načeli, ki vodita naše delo: nenehno izvajamo ‚primerjalne analize‘ in se primerjamo s podobnimi organizacijami v tujini, v Veliki Britaniji in v ZDA.
And most importantly, we involved the local population in the project’s design.’ Battie also explains: ‘In 2000, we set up local liaison groups with the local inhabitants, which were convened every month to find out their opinions on the progress of the work and now on the plant in operation.
Že pri zasnovi projekta smo vključili lokalno prebivalstvo.“ Battie nadaljuje: „Leta 2000 smo skupaj z mejaši ustanovili ‚skupine za lokalne povezave‘, ki se sestajajo vsak mesec, da se seznanijo in posredujejo svoje mnenje o poteku del, sedaj pa o delovanju naprave.
It was a risk but it paid off: the construction of the complex met with no opposition from the local inhabitants and received no negative reaction from the media.’
To je bilo tvegano dejanje, a je uspelo; izgradnja kompleksa ni izzvala nobenega odpora lokalnega prebivalstva, niti negativnih odzivov v medijih.“
Effectiveness is what dictated the construction of Luas (‘speed’ in Gaelic), Dublin’s new, ultramodern tramway, two lines of 9 and 15 km respectively that opened in June and September 2004.
Učinkovitost je bila tista, ki je narekovala izgradnjo projekta „Luas“ („hitrost“), novega ultramodernega dublinskega tramvaja z dvema linijama v dolžini 9 km in 15 km, ki sta bili odprti junija in septembra 2004.
‘The Luas is a highly structuring project,’ insists Tom Manning, public relations manager for the Railway Procurement Agency, the contracting authority.
„Luas je močno strukturiran projekt,“ vztraja Tom Manning, direktor za odnose z javnostmi pri Agenciji za upravljanje železniških povezav (Railway Procurement Agency), ki vodi projekt.
‘With its 50 000 passengers per day, it contributes to decongesting the city and connects various public transport hubs in Dublin: north and south stations, DART suburban trains and major bus lines.
„S 50 000 potniki na dan Luas pripomore k večji pretočnosti mesta in povezuje različna vozlišča dublinskega javnega prevoza: južno in severno železniško postajo, predmestne vlake DART, velike avtobusne linije.
Keeping the local population informed is also a basic rule for Jim McGovern, Director of the West Regional Authority, in the north-west of Ireland.
Sprotno obveščanje lokalnega prebivalstva je izrednega pomena tudi po mnenju Jima McGoverna, direktorja Uprave zahodne regije (West Regional Authority), na severozahodu Irske.
Jim piloted the introduction of one of the 19 new broadband telematic networks recently established in Ireland in the Galway urban area (70 000 inhabitants).
Jim je vodil vzpostavitev enega od 19 novih telematskih omrežij velikega obsega, ki so jih nedavno vzpostavili na Irskem, v mestu Galway (70 000 prebivalcev).
‘It’s about being able to off er businesses a cutting-edge infrastructure at a price as competitive as in
„Gre za to, da lahko podjetjem ponudimo vrhunsko infrastrukturo po tako
20 _BAR_ inforegio _BAR_ panorama _BAR_ No 16 _BAR_
16 _BAR_ inforegio _BAR_ panorama _BAR_ Št. 16 _BAR_
Best practice in regional development the East of Ireland or in the United Kingdom.’
Dobre prakse regionalnega razvoja konkurenčnih cenah kot na vzhodu Irske ali v Združenem kraljestvu“.
In Galway, 57 km of high bit-rate lines were laid, at a cost of EUR 9.9 million, 8 million of which was provided by the ERDF.
V Galwayu to pomeni 57 km visoko pretočnih linij, ki so stale 9,9 milijona evrov, 8 milijonov je zagotovil ESRR.
Throughout the entire works, between February 2003 and March 2004, the local radio informed its listeners daily about the project’s progress.
V času trajanja del, od februarja 2003 do marca 2004, je lokalni radio dnevno obveščal svoje poslušalce o stanju napredovanja projekta.
‘Every Monday, we provided them with the schedule of work for the week.
„Vsak ponedeljek smo jim posredovali program del za ves teden.
We also distributed a map of the network through the newspapers.
Tudi zemljevid omrežja smo razdelili v velikem obsegu – priložili smo ga dnevnemu časopisju.
When people knew where we were going, when their street was going to be closed and for how long, for example, you win over a large part of support for the project.’
Če ljudje vedo, v katero smer potekajo stvari, kdaj in koliko časa bo zaprta njihova ulica, potem ste jih pridobili na svojo stran.“
Support was particularly strong as the broadband installation in Galway accelerated the installation of other infrastructures: ‘In order to avoid digging up the roads several times, we took the opportunity to lay 23 km of gas pipes and 10 km of electricity cables in the same trenches.’ Hence the economies of scale were passed on in the costs.
To je še bolj pomembno, saj je vzpostavitev telematskega sistema v Galwayu pospešila vzpostavitev drugih infrastruktur: „Da ne bi ulic razkopavali dvakrat, smo izkoristili priložnost in hkrati postavili 23 km plinovoda in 10 km električnih kablov.“ Od tod tudi prihranki, ki so se poznali pri stroških.
‘Also,’ says Jim, ‘the Irish government bought the fibre optic cables for all of the 19 networks, which made it possible to obtain better prices as well as an identical, coherent finished product throughout the country.
„Poleg tega,“ dodaja Jim, „je irska vlada kupila optične kable za vseh 19 omrežij, zato je bila tudi cena nižja, končni izdelek pa je povsod po državi enak in koherenten.
Good partnership, at all the levels of decision-making, is very important.’
Zelo pomembno je kakovostno partnerstvo na vseh ravneh odločanja.“
Some of the young clients of the Mullingar crèche.
Nekaj malih varovancev jasli v Mullingarju.
Partnership such as home economics (1985), crafts and literacy (2004), sewing uniforms (1985–87), secretarial, accountancy and computer courses (since 1997), and English language courses for immigrant women (since 2002).
nja (2004), izdelovanje uniform (1985–87), tečaje za tajnice, računovodje in tečaje informatike (od leta 1997) in tečaje angleščine za priseljenke (od leta 2002).
This too was Finbarr Breslin’s opinion: ‘You need to have a vision, think long term and be able to count on a partnership of motivated players.’
Takega mnenja je tudi Finbarr Breslin: „Treba je imeti vizijo, razmišljati dolgoročno in imeti podporo pri s partnerstvom motiviranih akterjih.“ V 80. letih je ta redovnica z nekaj gospodinjami iz majhnega mesta Mullingar v upravnem okrožju Westmeath v središču Irske ustanovila združenje žensk, ki so želele prevzeti v svoje roke projekte, ki bi lahko ustrezali njihovim potrebam.
In the 1980s, Finbarr, together with some of the women from the small town of Mullingar, in County Westmeath, founded an association of women who wanted to initiate certain projects which would meet their needs.
Začele so pri storitvah varstva otrok, ki jih na Irskem vsesplošno primanjkuje, medtem ko narašča število zaposlenih žensk in enoroditeljskih družin.
It began with childcare services, which are still patently lacking in Ireland even though there are increasing numbers of working mothers and single-parent families.
Od takrat dalje Združenje za ženske projekte Skupnosti Mullingar (Women’s Community Projects Mullingar Association) nenehno odseva razvoj položaja irskih žensk v zadnjih 25 letih.
Since then, the Women’s Community Projects (Mullingar) Association has continued to reflect the development of the status of Irish women over the past 25 years: the association has organised training courses in areas
Združenje organizira različne vrste izobraževanja, na primer gospodinjsko vzgojo (1985), tečaje obrti in opismenjeva-
In addition to various socio-professional insertion courses (co-funded notably by the EQUAL Community initiative) and local community services (meals on wheels, financial advice, etc.), the association now also manages a magnifi -cent structure which includes a nursery, a nursery school and after-school care for the primary school.
V najrazličnejših projektih socialnega in poklicnega vključevanja (ki jih sofinancira predvsem pobuda Skupnosti EQUAL) in storitvah na domu (hrana na dom, finančno svetovanje ...) združenje danes upravlja čudovito strukturo, ki obsega jasli, vrtec in varstvo za osnovnošolce.
Initiated in 1997, the project was co-funded by the ERDF and the ESF alongside 15 or so public and private partners, which led Marcella O’Reilly, one of the association’s employees, to point out: ‘You also have to know how to manage complexity, especially in terms of financial engineering: social projects generally involve a great number of participants and sources of funding.’
Projekt, ki se je začel leta 1997, sofinancirajo ESRR in ESS skupaj s petnajsterico javnih in zasebnih partnerjev, zaradi česar Marcella O’Reilly, uslužbenka združenja, poudarja: „Treba je znati upravljati s kompleksnostjo, predvsem v smislu finančnega inženiringa: socialni projekti ponavadi mobilizirajo veliko število sodelujočih in obsežna finančna sredstva.“
Clustering
Clustering/povezovanje
Overcoming complexity and isolation are two of the objectives of ‘Leitrim Design House’, a network of some 60 artists and craftsmen.
Preseči kompleksnost in prekiniti izolacijo sta dva od ciljev obstoja mreže „Leitrim Design House“, ki združuje približno šestdeset umetnikov in obrtnikov umetne obrti.
This ‘cluster’ has a shop in the centre of the small tourist town of Carrick-on-Shannon.
Ta „grozd podjetij“ ima trgovino v središču majhnega turističnega mesteca Carrick-on-Shannon.
Through various European funds and programmes (EQUAL, PEACE, Interreg, etc.) and FAS, the national training organisation, these craft producers have access to a range of services (training, promotion, marketing, exchanges, twinning, etc.) and one-to-one assistance.
S pomočjo različnih evropskih skladov in programov (EQUAL, PEACE, INTER-REG ...) pa tudi FAS, nacionalne organizacije za izobraževanje, imajo ti obrtniki dostop do cele pahljače storitev (izobraževanje, promocija, trženje, združevanje …), pa tudi do individualiziranega spremljanja.
‘It’s rather like a conveyor belt,’ explains Tim Guilbraide, project leader: ‘In order to be competitive in the market, the producer arrives with more or less nothing and then, little by little, his professional project grows, until the day when he no longer needs assistance and can pass on his experience to other members of the cluster.’
„To je kot neke vrste tekoči trak,“ pojasnjuje Tim Guilbraide, šef projekta. „Da bi se uvrstil na trg, pride proizvajalec k nam tako rekoč brez vsega, potem pa sčasoma njegov poklicni projekt raste, dokler nekega dne ne potrebuje več spremljanja in lahko celo prenaša svoje izkušnje drugim članom grozda.“
_BAR_ inforegio _BAR_ panorama _BAR_ No 16 _BAR_ p. 21 _BAR_
_BAR_ inforegio _BAR_ panorama _BAR_ Št. 16 _BAR_ str. 17 _BAR_
Best practice in regional development
Dobre prakse regionalnega razvoja tudi v turizmu lažje ustvariti zanimivost kot pa doseči, da ostane privlačna.
Especially as you have to innovate all the time whilst steering clear of dyed-in-the-wool modernism, as technologies quickly become unfashionable.’
Inovacije so sicer pomembne, vendar pa se je treba izogniti modernizaciji za vsako ceno, saj tehnologije hitro pridejo iz mode.“
Research and innovation
Raziskovanje in inovacije
‘The group of individuals operating in the same sector is a very important factor in rural areas, where producers tend to be isolated,’ states Joe Lowe, chief executive officer of Leitrim County Enterprise Board, which supports 30 to 35 economic projects annually.
„Zbiranje v skupine akterjev iz istega sektorja je zelo pomembno v ruralnih okoljih, kjer so proizvajalci velikokrat izolirani,“ opozarja Joe Lowe, direktor podjetniškega sveta upravnega okrožja Leitrim (Leitrim County Enterprise Board), ki letno podpre od 30 do 35 gospodarskih projektov. „‚Clustering‘ spodbuja izmenjavo, informiranost, posnemanje … Vse to so bistveni elementi tržnega uspeha.
‘Such ‘‘clustering’’ promotes exchange, information, emulation, etc., which are all essential factors for commercial success.
Ocenjujemo, da je vzpostavitev mreže obrtnikov pripomogla k ustvarjanju približno sto delovnih mest.“
More than just a fashionable word, ‘cluster’ is a concept in Ireland which has extended beyond the business sphere, and applies more generally to all of the impetus in a region.
„Cluster“ je vse prej kot le moden izraz. Gre za koncept, ki je izšel iz podjetniških krogov, se posplošil in se pričel uporabljati na vseh ravneh življenja nekega območja. Med Car-rick-on-Shannonom in Boyleom, vzdolž Lough Key se razteza čudovito plemiško posestvo, ki ga je irska država odkupila leta 1957, da bi ga predelala v turistično znamenitost.
But owing to a lack of appropriate investment, the site fell into disrepair and was finally abandoned.
Zaradi pomanjkanja investicij je posestvo propadalo in zastarelo.
‘We conducted a survey among the local population, associations, professionals from the tourist sector and created focus groups to identify local needs and collect as many ideas as possible to develop this exceptional site,’ explains Neil Armstrong, tourist manager at Roscommon County Council.
„Naredili smo raziskavo med prebivalstvom, združenji, poklicnimi turističnimi delavci in ustanovili skupine za usmerjeno iskanje idej (focus groups), da bi določili lokalne potrebe in zbrali kar največ idej, ki bi temu čudovitemu posestvu dale pravo vrednost,“ pripoveduje Neil Armstrong, direktor oddelka za turizem pri Svetu upravnega področja Roscommon.
Production centres also become dated.
Tudi produkcijski centri postajajo staromodni.
If the ‘Celtic Tiger’ is still leaping ahead (over 6 % growth in its GDP in 2004), Ireland is also beginning to see certain previously successful activities leaving the country to relocate elsewhere, especially as its economy is highly dependent on multinational companies.
Čeprav je „keltski tiger“ še vedno na višku moči (več kot 6-odstotna rast BDP leta 2004), pa začenjajo nekatere panoge, ki so uspele, zapuščati Irsko in se selijo drugam, irsko gospodarstvo pa je tudi zelo odvisno od multinacionalnih družb.
The Irish productive system thus has to move up a gear and target sectors with a high added value.
Irski proizvodni aparat mora torej splezati še za stopnjo više in staviti na sektorje z zelo visoko dodano vrednostjo.
Here as elsewhere in Europe, the Lisbon strategy is being used to the full.
Tudi tukaj, kot drugod po Evropi, je strategija iz Lizbone v polnem razmahu.
‘And in our outlying regions, which in no way shared the experience of the Dublin boom, this necessarily implies starting with education,’ states Constance Hanniffy, Chairperson of the Border, Midland & Western (BMW) Regional Assembly, the managing authority for the regional operation programme (Structural Funds) in Ireland’s Objective 1 region. ‘Ireland fully subscribes to the spirit of Lisbon,’ confirm Gerry Finn and Kieran Moylan, Director and Assistant Director respectively of the Assembly. ‘We are currently changing over from direct support to businesses to more indirect support, oriented towards research and innovation.’ The outcome of this joint consultation collective will be the transformation between now and 2007 of Lough Key Forest Park into a contemporary leisure centre, based on a ‘cluster of activities’ (sic) along the same lines as such televised adventure games as ‘The Crystal Maze’ or ‘Fort Boyard’.
„In v naši regiji, ki je oddaljena od centra in ni doživela takega razvoja kot Dublin, gre to nujno z roko v roki z izobraževanjem,“ oznanja Constance Hanniffy, predsednica regionalne skupščine Borderja, Midlanda & Westerna (BMW), irske regije Cilja 1. „Irska se popolnoma ujema z duhom iz Lizbone,“ zatrjujeta Gerry Finn in Kieran Moylan, direktor in pomočnik direktorja za regijo BMW. „Trenutno smo na prehodu iz faze neposredne pomoči podjetjem k bolj neposrednim oblikam podpore, ki je usmerjena v raziskovanje in inovacije.“ Rezultat tega skupinskega posveta: preobrazba gozdnega parka Lough Key do leta 2007 v razvejan center za različne dejavnosti, ki temelji na ‚grozdu aktivnosti‘ (sic) po vzgledu televizijskih avanturističnih oddaj, kot sta „The Crystal Maze“ ali „Fort Boyard“.
Cost: EUR 8 million, with ERDF participation.
Cena: 8 milijonov evrov, s prispevkom ESRR.
Expected impact on jobs: 10 full-time and around 20 part-time posts.
Pričakovani vpliv na zaposlovanje: enajst zaposlitev s polnim delovnim časom in okoli dvajset zaposlitev s polovičnim delovnim časom.
‘But take care,’ warns Neil, ‘the important point will be to sustain this in the future: in tourism as in other areas, it is easier to create an attraction than to make it last.
„Toda pozor,“ opozarja Neil, „pomembno bo vztrajati: tako kot na drugih področjih je
As such, in five years, ‘Europe’s good pupil’ has literally multiplied the public funding granted to researchers by 10: the annual national contribution has increased from EUR 20 million before 2000 to EUR 200 million today.
In res je „zgledna evropska učenka“ v petih letih preprosto podeseterila javna sredstva, dodeljena raziskovalcem: z 20 milijonov evrov pred letom 2000 je nacionalni letni vložek narasel na skoraj 200 milijonov.
‘But this still only represented 1.12 % of GDP in 2003, and without the aid provided by major instruments such as the PRTLI (1) or the ERDF, it would be very difficult for medium-sized institutions such as ours to develop research activities,’ explains Jason Twamley, Dean of Research and Graduate Studies at the National University of Ireland Maynooth, which in 2003 built a new biosciences and electronic engineering facility.
„Vendar pa je to še vedno le 1,12 % BDP v letu 2003 in brez pomoči, ki jo zagotavljajo veliki instrumenti, kot sta PRTLI (1) ali ESRR, bi ustanove srednje velikosti, kot je naša, zelo težko razvijale raziskovalne dejavnosti,“ dodaja Jason Twamley, dekan za raziskave na Nacionalni irski univerzi v Maynoothu, ki je leta 2003 pridobila nov paviljon za bioznanosti in elektronski inženiring. Skoraj tretjino od 16,1 milijona evrov, kolikor je stala infrastruktura, je prevzel ESRR.
But in these uncertain times for European cohesion and longterm competitiveness, what general advice would the Structural Funds coordinator in Ireland give to his counterparts in the new Member States?
Toda kakšen splošen nasvet bi svojim kolegom in novim državam članicam v teh negotovih časih za dolgoročno kohezijo in konkurenčnost v Evropi dal koordinator strukturnih skladov na Irskem?
Jim Higgins is clear: ‘Prioritise the public good, focusing investment on training, education, research, infrastructure and services that will benefit the entire society and meet with general interest.
Odgovor Jima Higginsa: „Privilegirati javne dobrine, usmeriti investicije predvsem v izobraževanje, vzgojo, raziskovanje, infrastrukture in storitve, ki koristijo celotni družbi in so v splošnem interesu.
Aid directed solely at the private sector will only deliver short-term benefits.’ ts.’
Za pomoči, ki so namenjene izključno privatnemu sektorju, se hitro pokažejo omejitve.“
In March 2004, the Irish management authorities published an excellent Guide to the implementation and administration of EU Structural and Cohesion Funds in Ireland which, through its clear, comprehensive presentation, can facilitate management of projects financed through the Community funds.csfi nfo@csfunits.irlgov.ie
Irski upravni organi so marca 2004 objavili odličen „Guide to the Implementation and Administration of EU Structural and Cohesion Funds in Ireland“ (Vodnik izvajanja in administrativnega vodenja strukturnih skladov in Kohezijskega sklada na Irskem), ki lahko s svojo jasnostjo in izčrpnostjo olajša vodenje projektov, ki jih fi -nancirajo skladi Skupnosti. csfinfo@csfunits.irlgov.ie nfo@csfunits.irlgov.ie
Tomás Ward and Charles Markham in their laboratory at the Maynooth university centre, recipient of ERDF assistance.
Tomás Ward in Charles Markham v svojem laboratoriju v univerzitetnem centru Maynooth, ki je upravičen do pomoči ESRR.
The two researchers have developed a device that can convert the brain’s neurological fluxes into signals.
Raziskovalca sta izpopolnila napravo, ki omogoča pretvorbo nevroloških tokov v možganih v znake.
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18 _BAR_ inforegio _BAR_ panorama _BAR_ Št. 16 _BAR_
‘Exchanging good management practices between regions’
„Izmenjava dobrih praks upravljanja med regijami“
Luc Hougardy, Ministry of the Walloon Region, European Programmes Directorate
Luc Hougardy, Ministrstvo za valonsko regijo, Direkcija za evropske programe ustrezajo strategijam, opredeljenim v enotnem evropskem programskem dokumentu;
It is noticeable that regions prefer to talk about the projects they have implemented more than about methods of managing programming documents.
Treba si je priznati, da se regije raje obveščajo o že izpeljanih projektih, kot pa o načinu upravljanja programskih dokumentov.
the Walloon government to help it in selecting projects by checking that they correspond to the strategies as defined in the single programming document;
> informacijski sistem spremljanja programov, ki omogoča on-line spremljanje sofinanciranih projektov. Poleg tega se je izkazalo, da so sistemi na določenih področjih (organi oblasti za plačevanje, letna poročila o oglaševalskih ukrepih, večplastna raven nadzora ...) bolj uspešni kot sistemi, ki so jih razvili v drugih regijah.
> the computerised system for programme fol-low-up that permits online monitoring of co-fi -nanced projects. It also became clear that in some fields (payment authority, annual reports on publicity measures, control levels, etc.) the systems in place in Wallonia go beyond what has been developed in the other regions.
Pri naših partnerjih smo lahko našli naslednje zanimive prakse, ki bi jih bilo mogoče deloma ali v celoti prenesti v valonski sistem:
Nonetheless, the way regions respond to the requirements laid down in the European regulations strongly influences the effectiveness and effi -ciency of programme implementation.
Vendar pa način odziva na zahteve, ki jih predpisuje evropska ureditev na tem področju, močno vpliva na izvajanje programov tako na področju učinkovitosti kot stroškovne učinkovitosti.