natgillin/translations-raw huggingface dataset:
Analysing these features and the key points identified during this area-based analysis should lead to identifying possible local development strategies, specific to the rural area in question.
Analiziranje teh značilnosti in ključnih točk, opredeljenih z analizo območja, bi moralo voditi do določitve možnih strategij lokalnega razvoja, ki so specifične za zadevno podeželsko območje.
Production of an area-based analysis also commits all of the local players to a medium- and longterm vision of the area.
Opravljena analiza območja prav tako zavezuje vse lokalne akterje k srednjeročni in dolgoročni viziji območja.
Although expert knowledge is valuable in this analysis, it is important that different ‘visions’ of the future and of the best strategy for the area have a chance to be publicly discussed and that a high degree of consensus is achieved.
Čeprav je strokovno znanje v tej analizi dragoceno, je pomembno, da se o različnih „vizijah“ prihodnosti in najboljših strategijah za območje javno razpravlja in doseže visoka stopnja strinjanja.
(d) Identifying existing activities/initiatives
d) Opredelitev obstoječih dejavnosti/pobud
A crucial step in the Leader process, linked to the territorial analysis, is for local actors to conduct a review of the existing rural development measures being implemented or planned in their area.
Bistven korak v pristopu Leader, ki je povezan z analizo področja, je ta, da lokalni akterji izvedejo pregled obstoječih ukrepov za razvoj podeželja, ki se že izvajajo ali pa so načrtovani za območje.
Establishing what initiatives already exist is fundamental to deciding whether to build on them or replace them.
Opredelitev pobud, ki že obstajajo, je bistvenega pomena za odločanje o tem, ali je treba na njih graditi ali jih nadomestiti.
It also reduces the risks of duplication occurring.
S tem se prav tako izognemo tveganju podvajanja.
(e) Creation of a partnership
e) Oblikovanje partnerstva
This is the very rst step in implementing the Leader approach at the local level.
To je prvi korak pri izvajanju pristopa Leader na lokalni ravni.
If this innovative approach is to work well, the local actors must have or acquire the necessary capabilities in terms of project ideas and know-how, the human resources to devote to particular activities and, of course, the nancial skills to manage those activities.
Če želimo, da bo ta inovativni pristop dobro deloval, morajo lokalni akterji imeti ali si pridobiti potrebne sposobnosti v smislu projektnih idej ter znanja, človeške vire, namenjene za posebne dejavnosti, in seveda nančne spretnosti za vodenje dejavnosti.
In the past this process was often a ‘learning by doing’ exercise.
V preteklosti je bil ta proces pogosto vaja v smislu „učenja skozi prakso“.
Today the accumulated experience should make it easier.
Danes pa bi zaradi že pridobljenih izkušenj to moralo biti lažje.
Using networking and other communication tools is of great assistance in creating such capacity as it not only provides information about Leader but also serves to raise the interest of local actors in the preparation of a local rural development strategy and associated projects, thus generating the critical mass required.
Uporaba mrežnega povezovanja in drugih komunikacijskih orodij je v veliko pomoč pri takem usposabljanju, saj ne zagotavlja samo informacij o programu Leader, ampak služi tudi za večanje zanimanja lokalnih akterjev za pripravo lokalnih strategij za razvoj podeželja in s tem povezanih projektov ter s tem zbira potrebno kritično maso.
Capacity building is not an individual activity but a collective one, in which different rural stakeholders become aware of the approach and its mode of implementation, thus enabling them to disseminate, participate in and benefit from it.
Krepitev zmogljivosti ni indvidualna aktivnost, pač pa kolektivna, in z njo se podeželska zainteresirana javnost seznani s pristopom in njegovim načinom izvajanja, kar ji omogoči, da pristop razširja, v njem sodeluje in ima od njega koristi.
(b) Bringing together local actors
b) Združevanje lokalnih akterjev
The second step is often to organise meetings or seminars within the local area to bring together the key interested
Drugi korak je pogosto organizacija sestankov ali seminarjev na lokalnem območju, zberejo se ključni zainteresirani
In the case of existing Member States, a similar process can arise when Member States or regions organise a new selection process for Leader groups at the beginning of a new programming period, and where rural areas of the country which have not previously been supported under Leader may wish to apply.
Pri sedanjih državah članicah lahko pride do podobnega procesa, če države članice ali regije organizirajo nov postopek izbire skupine Leader na začetku novega programskega obdobja in se želijo prijaviti podeželska območja države, ki predhodno niso dobivala podpore Leader.
During the analysis phase, the bottom-up approach calls for awareness raising (through information) and engagement in order to analyse the rural area’s strengths and weaknesses and to identify needs and expectations (using methods of participatory analysis).
Med fazo analize se za pristop od spodaj navzgor zahteva povečanje ozaveščenosti (z informiranjem) in prizadevanje, da se analizirajo močne in šibke točke podeželskega območja ter opredelijo potrebe in pričakovanja (z uporabo načinov analize sodelovanja).
This stage targets the entire community, plus the active groups leading the process.
Ta stopnja je namenjena vsej skupnosti in še zlasti aktivnim skupinam, ki vodijo postopek.
During the phase of planning the strategic choices for the local area (i.e. identifying priority topics/projects for which nancial support should be sought), the bot-tom-up approach calls for the participation of various interest groups (for example, by setting up ad hoc working groups).
Med fazo načrtovanja strateških odločitev za lokalno območje (npr. opredeljevanje prednostnih tematik/projektov, za katere je treba iskati nančno podporo) zahteva pristop od spodaj navzgor udeležbo različnih interesnih skupin (npr. sestava začasnih delovnih skupin).
(f) Preparation of a local development strategy
Priprava lokalne razvojne strategije
Bringing together local actors and the territorial analysis facilitates the identification of those that need to be included in the public–private partnership and manage the implementation.
Seznanjanje lokalnih akterjev z analizo območja omogoča opredelitev tistih skupin, ki jih je treba vključiti v javnozasebno partnerstvo, in zagotavlja vodenje izvajanja.
Eventually this leads to the creation of a local action group.
Končno to privede do oblikovanja lokalne akcijske skupine.
The LAG is the partnership which effectively implements the local development approach agreed within the community.
LAS je partnerstvo, ki učinkovito izvaja lokalni razvojni pristop, dogovorjen v sklopu skupnosti.
The local development approach is formalised in a local development strategy document.
Lokalni razvojni pristop je uradno naveden v dokumentu o lokalni razvojni strategiji.
This includes establishment of the objectives, de nition of strategic priorities and ranking of the actions to be undertaken.
Ta vključuje določitev ciljev, opredelitev strateških prednostnih nalog in rangiranje ukrepov, ki jih je treba sprejeti.
This local development strategy will be the basis of the LAG’s application for support under open calls for proposals organised by the Member States/regions for Leader.
Lokalna razvojna strategija je temelj zahtevkov LAS za podporo v okviru javnih razpisov za zbiranje predlogov, ki ga organizirajo države članice/regije za Leader.
Member States or regions select successful LAGs and allocate budgets to them for implementation of their local strategies.
Države članice ali regije izberejo uspešne LAS in jim dodelijo sredstva za izvajanje njihovih lokalnih strategij.
Leader in the future: mainstreaming encouragement necessary for the preparation of these local strategies, the operating costs of LAG structures, and the implementation of the local development strategies and cooperation projects between LAGs.
Leader v prihodnosti: vključevanje v programe nanciral krepitev zmogljivosti in spodbujanje, potrebno za pripravo teh lokalnih strategij, stroške poslovanja struktur LAS in izvedbo lokalnih razvojnih strategij in sodelovalnih projektov med LAS.
There will also be reinforced networking structures with the set-up of the European network for rural development (see Section 2, Feature 6).
Obstajale bodo tudi okrepljene mrežne strukture s sestavo Evropske mreže za razvoj podeželja (glej oddelek 2, šesto značilnost).
(b) Focus on the new Member States and acceding countries
b) Osredotočenost na države članice in države pristopnice
A recent review of the EU’s rural development policy concluded that Leader had reached a level of maturity that enables rural areas to implement the Leader approach more widely in mainstream rural development programming.
V nedavnem pregledu razvojne politike EU je bilo navedeno, da je Leader dosegel stopnjo zrelosti, ki podeželskim območjem omogoča, da izvajajo pristop Leader širše z vključitvijo v programiranje razvoja podeželja.
Mainstreamed Leader-type measures have already been adopted by several of the Member States that joined the EU in 2004 in their 2004–06 programmes.
Uveljavljene ukrepe tipa Leader je v programih za obdobje 2004–2006 že sprejelo več držav članic, ki so pristopile k Evropski uniji leta 2004.
(a) The next programming period (2007–13)
Naslednje programsko obdobje (2007–2013) a) Nov poudarek na pristopu Leader
On 20 September 2005, the Council approved a new regulation for rural development support for the next programming period (2007–13) (5).
Dne 20. septembra 2005 je Svet odobril novo uredbo o podpori razvoja podeželja za naslednje programsko obdobje (2007–2013) (5).
This gives greater emphasis to the Leader-style approach.
To daje večji poudarek pristopu tipa Leader.
During the next period, each rural development programme must have a Leader component for the implementation of bottom-up local development strategies.
V naslednjem obdobju mora vsak program za razvoj podeželja za izvajanje lokalnih razvojnih strategij pristopa od spodaj navzgor vključevati sestavino pristopa Leader.
A minimum of 5 % of EU funding for each programme is to be reserved for Leader (as a separate ‘Leader axis’ within programmes).
Najmanj 5 % sredstev EU za vsak program bo rezerviranih za Leader (kot ločena „os Leader“ v sklopu programov).
This percentage is to be phased in for the EU-10 Member States (6), which will apply an average of 2.5 % for Leader in the 2007–13 period, given their more limited experience of the Leader approach.
Ta odstotek se bo postopno uvajal za EU-10 držav članic (6), ki bodo uporabile povprečje 2,5 % za Leader za obdobje 2007–2013, ob upoštevanju njihovih omejenih izkušenj v zvezi s pristopom Leader.
Member States or regions will select LAGs based on their proposed local development strategies.
Države članice ali regije bodo izbrale LAS na podlagi njihovih predlaganih lokalnih razvojnih strategij.
Each programme will have the scope to nance the capacity building and
Vsakemu programu bo omogočeno, da bo
Agricultural activities play a particularly important role in rural development in new and aspiring members of the EU.
Kmetijske dejavnosti imajo zlasti pomembno vlogo pri razvoju podeželja v novih državah članicah in državah, ki želijo pristopiti k EU.
Institutional and structural changes in the agricultural sector over the past decade have caused higher longterm unemployment, depopulation in some areas and a weakening in the provision of services and infrastructure.
Institucionalne in strukturne spremembe v kmetijskem sektorju so v zadnjih desetih letih povzročile višjo dolgoročno brezposelnost, odseljevanje prebivalstva z določenih območij in slabše zagotavljanje storitev in slabšo infrastrukturo.
The strengthened bottom-up approach of Leader, which gives local authorities and communities more say in designing and implementing programmes to meet local needs and which looks at rural areas as territories rather than focusing on the agricultural sector alone, will also be important in countries aspiring to EU membership.
Okrepljen pristop Leader od spodaj navzgor, ki daje več besede lokalnim oblastem in skupnostim pri oblikovanju in izvajanju programov za izpolnjevanje lokalnih potreb in ki obravnava lokalna območja kot področja in se ne osredotoča samo na kmetijski sektor, bo prav tako pomemben za države, ki želijo pristopiti k EU.
Many of these countries have had limited experience in recent years of such participative approaches.
Velika večina teh držav v zadnjih letih ni imela veliko izkušenj s takim sodelovalnim pristopom.
Since accession on 1 May 2004 the EU-10 Member States already have the possibility to apply a mainstreamed Leader-type measure funded by the EAGGF (7) Guidance Section.
Od svojega pristopa 1. maja 2004 ima EU-10 držav članic že možnost, da uporabijo uveljavljene ukrepe tipa Leader, ki jih nancira Usmerjevalni oddelek EKUJS (7).
Six of the 10 new Member States have included the Leader-type measure in their ‘Objective 1’ (8) programmes.
Šest od 10 novih držav članic je vključilo ukrepe tipa Leader v svoje programe „Cilj 1“ (8).
Strong emphasis will be put on building the administrative capacity to, for example, stimulate and support the establishment of LAGs.
Močno se bo poudarjalo povečanje upravnih zmogljivosti, na primer za spodbujanje in podpiranje sestave LAS.
The European Agricultural Guidance and Guarantee Fund.
Evropski kmetijski usmerjevalni in jamstveni sklad.
Objective 1 of the Structural Funds promotes the development and structural adjustment of regions whose development is lagging behind (2000–06 period).
Cilj 1 strukturnih skladov spodbuja razvoj in strukturne prilagoditve regij, katerih razvoj zaostaja (obdobje 2000–2006).
The 10 new Member States that acceded to the EU in May 2004.
10 novih držav članic, ki so k EU pristopile maja 2004.
ELARD is a non-profit-making association founded in 1999 which represents over 600 LAGs from nine EU Member States, either through their national networks or as individual members.
ELARD je neprofitno združenje, ustanovljeno leta 1999, ki preko svojih nacionalnih mrež ali posameznih članov zastopa več kot 600 LAS iz devetih držav članic EU.
The Leader Observatory website offers useful information on all aspects of Leader.
Spletna stran Observatorija ponuja uporabne informacije o vseh vidikih pristopa Leader.
Homepage menus and general information are available in all the languages of the enlarged EU.
Domača spletna stran in splošne informacije so na voljo v vseh jezikih razširjene EU. Pojdite na: http://ec.europa.eu/leaderplus
At this site there is also a link to the sites of each of the national network units.
Na tej strani so tudi povezave na vsako od nacionalnih mrežnih skupin.
The Prepare programme aims to strengthen civil society in rural areas, particularly in the 10 new Member States and the accession countries, and to promote multinational exchange in rural development.
Cilj programa Prepare je okrepiti civilno družbo na podeželskih območjih, zlasti v 10 novih državah članicah in državah pristopnicah, ter v razvoju podeželja spodbujati izmenjavo na državni ravni.
It has a particular focus on promoting partnership between non-governmental organisations (NGOs) and government in rural development, and therefore on the Leader approach.
Zlasti se osredotoča na spodbujanje partnerstva med nevladnimi organizacijami in vlado na področju razvoja podeželja in zato tudi na pristop Leader.
For information on EU rural development measures more generally, go to: http://ec.europa.eu/agriculture/rur/index_en.htm
Za splošnejše informacije o ukrepih za razvoj podeželja EU obiščite: http://ec.europa.eu/agriculture/rur/index_en.htm b) Nacionalna/regionalna raven
The most immediate sources of information for practitioners are likely to be at national/regional level, depending on the programming structure of the country concerned.
Najbližji viri informacij za strokovne delavce so verjetno na nacionalni/regionalni ravni, odvisno od programske strukture zadevne države.
These are too numerous to mention here but can be found either by using known national sources or by following the links at:
Preveč jih je, da bi vsakega omenjali tukaj, toda najti jih je mogoče z uporabo znanih nacionalnih virov ali s sledenjem povezav na spodaj navedenih spletnih straneh.
For existing EU Member States: http://ec.europa.eu/agriculture/rur/leaderplus/ memberstates/index_en.htm
Za sedanje države članice EU http://ec.europa.eu/agriculture/rur/leaderplus/ memberstates/index_en.htm
For acceding countries and candidate countries: http://ec.europa.eu/agriculture/use/index_en.htm
Za države pristopnice in države kandidatke http://ec.europa.eu/agriculture/use/index_en.htm
(d) Leader publications ties and interesting publications, at the EU level.
Leader in zanimivih objav na ravni EU.
It is a good starting place to be informed about Leader and has its own interactive section where you can contribute and subscribe.
Je dober začetek za spoznavanje pristopa Leader in ima svoj interaktivni kotiček, kamor lahko pošljete svoje prispevke in se na revijo tudi naročite.
The latest Leader+ publications of the European Observatory (Leader+ Flash News and Leader+ Magazine) can be found via the Leader+ website (see 5(a) above).
Zadnje publikacije Leader+ Evropskega observatorija (Leader+ Flash News in Leader+ Magazine) je mogoče najti preko spletne strani Leader+ (glej 5(a)).
An online subscription form can be used to subscribe directly to Leader+ Magazine and Flash News.
Uporabite lahko spletni obrazec in se neposredno naročite na Leader+ Magazine in Flash News.
Member States’ Leader national networks also produce regular publications, which can be found at:
Nacionalne mreže Leader v državah članicah prav tako izdajajo redne publikacije, ki so dostopne na:
The Leader+ Magazine is produced three times a year and is a reference for information about projects carried out or being carried out under Leader+.
Leader+ Magazine izhaja trikrat letno in zajema informacije o projektih, ki se že izvajajo ali pa se bodo izvajali v okviru programa Leader+.
Case studies are presented.
Predstavljene so študije primerov.
Flash News provides regular news about what is happening in rural development, both in terms of Leader activi- http://ec.europa.eu/agriculture/rur/leaderplus/publications/ nnu_en.htm
Flash News zagotavlja redne novice o dogajanju na področju razvoja podeželja, in sicer glede dejavnosti http://ec.europa.eu/agriculture/rur/leaderplus/publications/ nnu_en.htm
The main aim of the LAG Montiferru has been to revitalise the socioeconomic system of the region based on its livestock and its small craft-based enterprises.
Glavni cilj LAS Montiferru je bil oživiti socialno-ekonomski sistem regije, ki temelji na živinoreji in majhnih obrtniških podjetjih.
This has been achieved by:
Ta je bil dosežen:
• adding value to local products and facilitating their access to local markets;
• z dodajanjem vrednosti lokalnim proizvodom in omogočanjem lažjega dostopa do lokalnih trgov;
• • recapturing the socio-cultural heritage of the local community (the habits and customs that previously characterised the area’s rural life).
• • s ponovno oživitvijo družbenokulturne dediščine lokalne skupnosti (navade in običaji, ki so bili prej značilni za življenje na podeželskem območju).
The value of Leader is demonstrated by the many valuable projects supported in recent years that make a real impact on the daily lives of people living in rural areas.
Vrednost pristopa Leader se kaže z več dragocenimi projekti, ki so bili podprti v zadnjih letih in resnično vplivajo na vsakodnevno življenje ljudi na podeželju.
The examples presented here give a taste of the variety and creativity of rural development strategies being implemented by LAGs in various regions of Europe.
Tukaj predstavljeni primeri nam dajejo vpogled v raznolikost in ustvarjalnost strategij za razvoj podeželja, ki jih izvajajo LAS v raznih regijah Evrope.
They also show how LAGs have made good use of the opportunities available under Leader to cooperate at a regional, national and European level and to network in order to share experiences and good practice.
Prav tako kažejo, kako so LAS dobro izrabile priložnosti za sodelovanje na regionalni, nacionalni in evropski ravni, ki jim jih je ponujal Leader, ter se povezale v mrežo, da bi delile izkušnje in dobro prakso.
Examples (a) to (c) are of projects undertaken at a local level by LAGs, while (d) is an example of a transnational cooperation project between three LAGs in two Member States.
Primeri od (a) do (c) so projekti, ki so jih na lokalni ravni izvajale LAS, primer (d) pa je projekt meddržavnega sodelovanja med tremi LAS v dveh državah članicah.
(a) A strategy for quality products from the Montiferru region — Sardinia (Italy)
a) Strategija za kakovostnejše proizvode iz regije Montiferru – Sardinija (Italija)
The LAG has worked on a process of adding value and helping local agro-food reach the market place.
LAS je delovala na področju dodajanja vrednosti proizvodom in pomagala, da bi lokalni kmetijski prehrambeni proizvodi dosegli trg.
The project focuses on a typical local cheese, called ‘Casizolu’, made with milk from a specific breed of cattle — Modicano Sarda.
Projekt se osredotoča na tipični lokalni sir, imenovan „Casizolu“, ki je narejen iz mleka posebne vrste govedi – Medicano Sarda.
The cows graze on pasture and produce milk with a distinctive ‘wood and leaf’ avour.
Krave se pasejo na pašniku in dajejo mleko, ki ima poseben okus po „lesu in listju“.
Investments in Casizolu cheese production have focused on: improving the production process; food safety planning; training courses; funding of processing; marketing assistance; networking with other local quality products (honey, extra virgin olive oil, malvasia wine); strengthening the cheese’s presence in the quality catering sector; and helping producers to meet market demand through supply chain management techniques.
Naložbe v proizvodnjo sira „Casizolu“ so se osredotočile na izboljšanje proizvodnega postopka, načrtovanje varne prehrane, usposabljanje, nanciranje predelave, pomoč pri trženju, povezovanje v mrežo z ostalimi lokalnimi proizvodi (med, ekstra deviško oljčno olje, malvazija), večjo pojavnost sira v kakovostnih gostinskih storitvah in pomoč proizvajalcem pri doseganju tržnih zahtev s tehnikami vodenja dobavne verige.
Sardinia LAG Montiferru, Barigadu, Sinis
Regija, okrožje: Sardinija Ime LAS: LAS Montiferru, Barigadu, Sinis Skupni stroški projekta: 8 080 EUR (9)
Region, district: Name of the LAG: Total project cost: EU-funded element: Other public funds: Private funds:
Financiranje EU: Druga javna sredstva: Zasebna sredstva:
Since the 1950s, the area of the LAG Montiferru, which includes Barigadu and Sinis, has witnessed a high level of migration of its rural population to urban areas.
Od leta 1950 naprej je območje LAS Montiferru, ki vključuje tudi Barigadu in Sinis, priča visoki stopnji izseljevanja kmečkega prebivalstva v mesta.
As a result, agriculture and many other traditional activities were losing their labour force, and also the knowledge and the skills required to produce the region’s traditional products.
Zaradi tega so kmetijstvo in mnoge druge tradicionalne dejavnosti izgubile delovno silo ter prav tako znanje in spretnosti, potrebne za proizvodnjo tradicionalnih pridelkov regije.
The gradual worsening of the demographic situation deeply a ected the local community, creating a sense of loss of local identity through the disappearance of traditional habits and customs.
Postopno slabšanje demografskega položaja je zelo prizadelo lokalno skupnost, ustvarilo občutek izgube lokalne identitete z izginjanjem tradicionalnih običajev in navad.
There are also environmental problems due to the loss of agricultural activity, such as soil erosion, and the disappearance of ecotypes and endemic species.
Obstajajo tudi okoljski problemi, ki so nastali zaradi prenehanja kmetijske dejavnosti, npr. erozija prsti, izginotje ekotipov in endemičnih vrst.