natgillin/translations-raw huggingface dataset:
However, the provision of a simple set of tools which will foster an ongoing and regular process of self-evaluation is still a challenge in most of the countries.
Vendar je priprava enostavnega niza orodij, ki bo spodbudil stalni in redni proces samoocenjevanja, še vedno izziv v večini držav.
As has already been shown, a rather coherent system of tools is needed which
Kot je bilo že navedeno, je potreben usklajen sistem orodij, s katerim bi bilo mogoče izpolniti različne po-
The ‘Synthesis of midterm evaluations’ has shed some light on the state of play as regards self-evaluation in Leader+, notably that the coverage and quality of the activities revealed serious gaps.
S sintezo vmesnega vrednotenja se je delno razložilo stanje glede samoocenjevanja v programu Leader+, pri čemer sta obseg in kakovost dejavnosti razkrila resne vrzeli.
Activities tended to lack coordination and cooperation between the LAGs and national networks played, with some exceptions, only a minor role in terms of active support.
Dejavnosti niso usklajene, sodelovanje med lokalnimi akcijskimi skupinami in nacionalnimi omrežji pa je imelo z nekaterimi izje-mami le manjšo vlogo v smislu dejavne podpore.
Self-evaluation was often restricted to one-off activities without subsequent corrective action.
Samoocenjevanje je bilo pogosto omejeno na enkratne dejavnosti brez poznejše popravljalne dejavnosti.
The study has recommended a mix of external evaluation and assisted self-evaluation at LAG level with strong support from regional and national networks.
Študija je priporočila mešanico zunanjega vrednotenja in pomoči v zvezi s samo-ocenjevanjem na ravni lokalne akcijske skupine z odločno podporo regionalnih in nacionalnih mrež.
satisfies the different information needs throughout the life cycle of a LAG.
trebe po informacijah v življenjskem ciklu lokalne akcijske skupine.
The benefits of actions taken at regional or national level are evident.
Koristi od ukrepov, sprejetih na regionalni ali nacionalni ravni, so jasne.
The comparability of evaluation techniques, and the ensuing results, is an important element for benchmarking which should not be misinterpreted as a mere comparison of performance, but rather seen as an encouragement for mutual learning among the LAGs.
Primerljivost tehnik vrednotenja in nadaljnji rezultati so pomemben dejavnik v zvezi s primer-jalno analizo, ki se ne sme napačno tolmačiti le kot gola primerjava uspešnosti, temveč kot spodbuda za vzajemno učenje med lokalnimi akcijskimi skupinami.
External expertise could be a decisive help in self-evalu-ation.
Zunanje strokovno znanje in izkušnje so lahko odločilna pomoč pri samoocenjevanju.
The effective and e cient application of evaluation techniques needs to be demonstrated and trained.
Za učinkovito in uspešno uporabo tehnik vrednotenja sta potrebna razlaga in usposabljanje.
Also the targeted use of evaluation results needs discussion, agreement and commitment.
Za usmerjeno uporabo rezultatov vrednotenja so potrebni razprava, dogovor in zavezanost.
Some NNUs have set up a pool of experts with proven experience in evaluation techniques.
Določbe o samoocenjevanju je treba opredeliti in se o njih sporazumeti zelo zgodaj.
The NNU gets feedback on the quality of the evaluator’s work done for the LAGs, and thus can base its recommendation on previous experiences.
Pomembno je, da se uporabljene tehnike in oblike srečanj izberejo previdno.
Thus the initial hesitance towards a stranger having insights into the LAG’s business might be overcome.
Možno mora biti pokazati, da je samoocenjevanje bogata izkušnja in ne
Simple but effective: video films as a self-evaluation tool used by the LAG Grande-Terre(Guade loupe, France)
Enostavno, vendar učinkovito: videofilmi kot pripomoček za samoocenjevanje, ki ga uporablja lokalna akcijska skupina Grande-Terre (Guadeloupe, Francija)
The LAG decided to use video films as a simple tool, for example to film the projects and interviews with project stakeholders (an enriching experience for the LAG members).
Lokalna akcijska skupina se je odločila, da bo uporabila videofilme kot preprost pripomoček na primer za snemanje projektov in pogovorov z deležniki v okviru projekta, kar je zelo bogata izkušnja za člane lokalne akcijske skupine.
Videos help to convey emotion and thus raise the level of interest!
Videofilmi pomagajo izražati čustva in tako dvigujejo raven zanimanja.
Similarly, videos have been used to analyse the meetings of the LAG.
Podobno so se videofilmi uporabili tudi za analiziranje srečanj lokalne akcijske skupine.
This was useful when it transpired that some amendments to the format of the meeting could be arranged easily, and that this was beneficial for the atmosphere and proceedings of the meetings.
To je bilo uporabno, ko se je izkazalo, da je mogoče nekatere spremembe oblike srečanj enostavno izvesti ter da je to koristno vplivalo na vzdušje in postopke srečanj.
The use of videos led to better participation and involvement between the public and private actors, notably lengthy presentations were replaced by discussion.
Zaradi uporabe videoposnetkov je bila boljša udeležba in sodelovanje med javnimi in zasebnimi akterji, predvsem pa so dolge predstavitve nadomestile razprave.
SWOT analysis and Balanced Scorecard as tools: the example of the LAG Auerbergland (Germany)
Analiza SWOT in sistem uravnoteženih kazalnikov kot orodji: primer lokalne akcijske skupine Auerbergland (Nemčija)
The LAG Auerbergland has introduced SWOT analysis as well as the balanced scorecard (BSC) as tools for self-evaluation.
Lokalna akcijska skupina Auerbergland je kot orodje za samoocenjevanje uvedla analizo SWOT in sistem uravnoteženih kazalnikov.
In both cases, it is important to make use of a broad group of stakeholders in order to capture a wide range of opinion.
V obeh primerih je treba uporabiti veliko skupino deležnikov, da dobimo veliko različnih mnenj.
SWOT analysis captures a broad sample of qualitative aspects which can also be used to distil adequate performance indicators.
Analiza SWOT zajema velik vzorec kvalitativnih vidikov, ki se lahko uporabijo tudi za izbiro ustreznih kazalnikov uspešnosti.
It is a major help in defining and adjusting the LAG strategy over various phases of the LAG’s lifecycle as well as for the formulation of short-term action plans.
Ta analiza veliko pripomore k določanju in prilagajanju strategije lokalne akcijske skupine v različnih fazah življenjskega cikla lokalne akcijske skupine in oblikovanju kratkoročnih akcijskih načrtov.
In the German case it also includes elements of benchmarking with other regions.
V primeru Nemčije vključuje tudi elemente primerjalne analize z drugimi regijami.
The BSC translates the visions and strategy into a tailored set of performance indicators at project level.
Sistem uravnoteženih kazalnikov prenaša vizije in strategijo v prilagojen niz kazalnikov uspešnosti na ravni projekta.
The LAG uses it for the evaluation of projects, but also for the monitoring of projects throughout the project lifecycle.
Lokalna akcijska skupina ga uporablja za vrednotenje projektov, vendar tudi za spremljanje projektov v celotnem življenjskem ciklu projekta.
The standardised systems allow for aggregation which is again an important input for making adjustments to the strategy. The so-called
Standardizirani sistemi omogočajo združevanje, kar je spet pomemben dejavnik za prilagajanje strategije.
) (see p.38) is an extension of the BSC with four integrated perspectives: firstly, the external perspective of territorial outcomes and impacts; secondly, the long-term process of development and learning; thirdly, the internal implementation processes; and finally, the short-term perspective of resources.
) (glej spodaj) je razširitev sistema uravnoteženih kazalnikov s štirimi vgrajenimi perspektivami, tj. zunanjo perspektivo ozemeljskih rezultatov in učinkov, dolgoročnim procesom razvoja in učenja, notranjim procesom izvajanja in kratkoročno perspektivo virov.
Again for each of the four perspectives a few indicators can be identified. ed.
Za vsako od štirih perspektiv se lahko spet določi nekaj kazalnikov.
Due to the fact that the basic grid for the SWOT as well as the BSC remains unchanged, both instruments allow for the comparison and transparent documentation of project evaluation and regular strategy assessment.
Zaradi dejstva, da se osnovna mreža analize SWOT in sistema uravnoteženih kazalnikov ni spremenila, omogočata oba pripomočka primerjavo in pregledno dokumentiranje vrednotenja projekta ter redno ocenjevanje strategije.
) Developed by Leo Baumfeld together with a working group of the Austrian Leader+ network
) Sistem je razvil Leo Baumfeld skupaj z delovno skupino avstrijske mreže programa Leader+.
The provisions for self-evaluation should be defined and agreed at a very early stage.
Na splošno mora biti samoocenjevanje odprt, premišljen in dejaven proces komunikacije.
A major point is that the techniques used as well as the formats of the meetings need to be chosen carefully. It should be possible to demonstrate that self-evaluation is an enriching experience and not a nuisance.
Njegov namen ni pripravljanje dobro oblikovanih, uravnoteženih političnih poročil, ampak mora prispevati k izražanju praktičnih izkušenj in perspektiv lokalne akcijske skupine ter od-pirati nove razvojne možnosti.
Thus throughout all evaluation steps from questionnaires to focus groups, the language and the settings of the meetings is crucial for having the sustained interest of participants.
Tako sta za trajno zanimanje udeležencev v vseh fazah vrednotenja od vprašalnikov do ciljnih skupin bistvena jezik in okolje srečanj.
This will help to de ne the main directions of action as well as to understand the complexity of the LAGs’ environment.
To bo pripomoglo pri določanju glavnih možnosti za ukrepanje in poznavanju zapletenosti okolja lokalnih akcijskih skupin.
At programme level, the Leader programme also included a SWOT analysis which is revisited in the course of the midterm evaluation.
Na ravni programa je program Leader vključeval tudi analizo SWOT, ki se je ponovno uporabila med vmesnim vrednotenjem.
This might allow for a fruitful comparison of the perspectives at local and national level.
To lahko omogoči uspešno primerjavo perspektiv na lokalni in nacionalni ravni.
SWOT could also be a standard element of project development.
Analiza SWOT je lahko tudi standardni dejavnik v zvezi z oblikovanjem projekta.
This type of analysis is a foundation for various steps.
Ta vrsta analize je temelj različnih korakov.
As a subsequent step requirements and objectives of data collection are better understood and accepted from all parties involved.
Tako je nadaljnji ukrep za vse deležnike boljše razumevanje in sprejetje zahtev in ciljev zbiranja podatkov.
As has already been shown, there is a broad range of methods and techniques for the collection and systematisation of data.
Kot je že bilo navedeno, obstaja veliko različnih metod in tehnik za zbiranje ter sistematično urejanje podatkov.
A mere application of quantitative methods will soon reduce the level of interest in a group of interested persons.
Zanimanje skupine zainteresiranih ljudi za projekt bo kmalu manjše, če se bodo uporabljale samo kvantitativne metode.
A combination of qualitative and quantitative methods is
Strukturirane tehnike zbiranja zamisli, kot je analiza SWOT, se lahko uporabijo na začetku določanja
An internal structured reflection along the project management cycle for types of projects, paired with focus groups including LAG management and project owners, might help to detect gaps in the capacity of the LAG.
Notranje organizirana presoja v ciklu upravljanja projekta za vse vrste projektov, povezana s ciljnimi skupinami, vključno z upravo lokalne akcijske skupine in lastniki projekta, lahko pripomore k odkrivanju pomanjkljivosti v zvezi z zmožnost-mi lokalne akcijske skupine.
Such gaps could be mitigated in quality circles including external support.
Take pomanjkljivosti se lahko odpravijo v skupinah za kakovost z zunanjo podporo.
Local balanced scorecard (LBSC): An example
Sistem lokalnih uravnoteženih kazalnikov: primer
● Relationships to stakeholders and their participation
● Odnos do deležnikov in njihova udeležba
● Services to project promoters (feedback)
● Storitve za pobudnike projektov (povratne informacije)
● Feedback from external partners
● Povratne informacije zunanjih partnerjev
C re a el op men v ec tion meeting tion of ne o un or v os ts o l un tional de cal ly f
Krepi t et o oj v j no delo o l v o v in s tr e v z mo g l ji v a l na s r a z o st vljanje no ir o k e čanja, samo o c i oš k o v nega osebja
Long term w p ar
Kratkoročno
● Composition of the partnership (specifically changes)
● Sestava partnerstva (zlasti spremembe)● Notranji odnosi in srečanja
● Decision-making processes
● Postopki sprejemanja odločitev
Links between all stages of evaluation and have been proven to deliver important contributions to rural policies.
Povezave med vsemi fazami vrednotenja
In 10 Member States the LAGs as development tools are in the inception phase.
V primerjavi z drugimi programi ima program Leader+ edinstvene možnosti zaradi dejstva, da se samoocenjevanje spodbuja in delno izvaja na ravni lokalne akcijske skupine.
In two Member States, where there is a huge rural development agenda, LAGs are a rather new species.
Najmanjše enote, ki izvajajo program, se spodbujajo, da upoštevajo ukrepe v zvezi z učenjem.
A wealth of information on processes and techniques for partnership building and consolidation could be transferred within the EU, and these transactions will certainly lead to mutual benefit. t.
Tako se je v primerjavi z drugimi programi v okviru programa Leader razvilo veliko tehnik za zbiranje in uporabo kvalitativnih in kvantitativnih informacij.
Compared to other programmes, Leader+ has a unique potential due to the fact that self-evaluation is encouraged and partly done at LAG level.
15 državah članicah vzpostavljena na dolgoročni podlagi in so dokazano podlaga za pomembne prispevke k podeželski politiki.
The smallest units of programme delivery are encouraged to implement provisions for learning.
V dveh državah članicah, v katerih obstaja obsežen program razvoja podeželja, so lokalne akcijske skupine relativno nov pojav.
Thus, compared to other programmes, a wealth of techniques for the collection and use of qualitative and quantitative information has been developed under Leader.
Veliko informacij o procesih in tehnikah za vzpostavljanje in utrjevanje partnerstev bi se lahko v Evropski uniji preneslo, pri čemer bo rezultat teh prenosov gotovo vzajemna korist.
However the whole issue of evaluation at LAG level still needs further development.
Vendar se mora celotno vrednotenje na ravni lokalne akcijske skupine razvijati še naprej.
There is still ample room for improvement and the NNUs might have an important role in adding momentum to the process.
Mogoče so še številne izbolj-šave, nacionalne omrežne enote pa lahko imajo pomembno vlogo pri zagotavljanju večjega zagona za proces.
It would be desirable to establish more opportunities to review the evaluations at programme and LAG levels.
Zažele-no bi bilo, da bi se zagotovilo več priložnosti za pregled vrednotenj na ravni programa in lokalne akcijske skupine.
Qualitative policy-related nd-ings at the LAG level would improve the quality of evaluation at programme level: a minimum of comparable performance information would help to establish a more detailed picture of the achievements of the programme.
Kvalitativne ugotovitve na ravni lokalne akcijske skupine, povezane s politiko, bi izboljšale kakovost vrednotenja na ravni programa: najmanjši obseg primerljivih informacij o učinkovitosti bi pripomogel k vzpostavitvi podrobnejše podobe v zvezi z dosežki v okviru programa.
In turn the LAGs could benefit from a well-founded reflection on national policy, since it might give them new inputs for their internal discussions and methods to measure performance.
Tako bi imele lokalne akcijske skupine korist zaradi dobro utemeljenega razmisleka o nacionalni politiki, saj se lahko na podlagi takega razmisleka odprejo nove možnosti za notranje razprave in razvijejo nove metode za merjenje uspešnosti.
Partnerships in the framework of Leader share common roots and are part of a ‘trademark’ at European level.
Partnerstva v okviru programa Leader imajo skupne temelje in so del „blagovne znamke“ na evropski ravni.
However it is a trademark designed for a general principle of partnership and not for a nal product.
Vendar je to blagovna znamka, ki je oblikovana za spodbujanje splošnega načela partnerstva in za spodbujanje prodaje končnega izdelka.
The partnerships at LAG level, as well as at project level, are the subject of constant transformation.
Partnerstva na ravni lokalne akcijske skupine in na ravni projekta se stalno preoblikujejo.
LAGs go through a lifecycle ranging from the intense animation and network formation, to developing sustainable structures along projects, and finally to the consolidation of earlier results and economic sustainability, which are all part of a sharpened profile and deepened competencies.
Življenjski cikel lokalnih akcijskih skupin poteka skozi naslednje faze: intenzivno spodbujanje in oblikovanje mreže, razvijanje trajnostnih struktur skupaj s projekti ter končno utrjevanje prvih rezultatov in ekonomske trajnostnosti; vse so del izostrenega profila in poglobljenih kompetenc.
One major point which needs to be respected, and which should become part of policy implementation at the European level (for the 27 National Networking Units to the universe of LAGs), is the capacity to learn from success or from failure.
Med pomembnejšimi dejavniki je treba upoštevati sposobnost za učenje na podlagi uspešnosti ali neuspešnosti, kar mora postati del politike izvajanja na evropski ravni (za vse lokalne akcijske skupine v okviru 27 nacionalnih omrežnih enot).
The capacity to detect, re ect and adjust the underlying strategy of the partnership is the key ability which will safeguard the positive momentum in the new funding period.
Sposobnost odkriva-nja, izražanja in prilagajanja osnovne strategije partnerstva je ključna sposobnost, ki ohranja pozitivni zagon v novem obdobju dodeljevanja sredstev.
The periods from Leader I to Leader+ have led to a wealth of knowledge on partnership building in rural areas.
V obdobju med koncem izvajanja programa Leader I in začetkom izvajanja programa Leader+ se je na podeželskih območjih oblikovalo bogato znanje o vzpostavljanju partnerstev.
There are hardly any other initiatives at European level where theinteraction between the strategy developers and the project owners is as close as in Leader.
Na evropski ravni drugih pobud, kjer bi bil medsebojni vpliv med oblikovalci strategije in lastniki projekta tako tesen kot v programu Leader, skoraj ni.
There are also hardly any programmes which leave such a flexibility to the stakeholders in terms of composing strategic partnerships.
Prav tako skoraj ne obstajajo programi, ki bi deležnikom dopuščali prožnost v smislu sestave strateških partnerstev.
There is only the basic rule: that the economic and social partners, as well as civic society, should make up at least 50 % of the decision-making power within the local public-private partnerships, or in short the LAGs.
Obstaja le eno osnovno pravilo: v organih odločanja v okviru lokalnih javno-za-sebnih partnerstev, tj. v lokalnih akcijskih skupinah, morajo imeti gospodarski in socialni partnerji ter civilna družba v zvezi z sprejemanjem odločitev vsaj 50 % glasov.
Finally a look at the project partnerships as ‘spin-offs’ from the local partnerships.
Končno še pogled na projektna partnerstva kot na izpeljanke lokalnih partnerstev.
Project partnerships might go from rather broad actions to smaller specialised ‘spin-offs’ which focus on viability and business.
Partnerstva v okviru projekta lahko segajo od zelo obsežnih dejavnosti do manjših specializiranih ukrepov, ki se osredotočajo na gospodarnost in na poslova-nje.
Partnerships might head for the transfer from temporary to established institutions, or might be recombined in a new formation all options are possible.
Cilj partnerstev je lahko prehod od statusa začasnih do statusa uveljavljenih institucij ali vzpostavitev novih oblik; možne so vse opcije.
These diverse and dynamic partnerships create a multitude of interesting results.
Ta raznolika in dinamična partnerstva ustvarjajo številne zanimive rezultate.
Taking advantage of these outputs at European level, namely the cross-fertilisation along certain topics and the formation of new transnational partnership, is the desirable result of the ongoing process of exchange and mutual learning at the European level.
Zaželeni cilj sedanjega procesa izmenjave in vzajemnega učenja na evropski ravni je izkoriščanje teh rezultatov na evropski ravni, in sicer z medsebojnim bogatenjem znanja v zvezi z nekaterimi temami in oblikovanjem novih nadnacionalnih partnerstev.
The socio-cultural diversity of rural areas in now 27 Member States should be considered as one of the EU’s treasures.
Družbeno-kulturno raznolikost podeželskih območij v se-danjih 27 državah članicah je treba obravnavati kot enega od zakladov Evropske unije.
This necessitates prudent and tailored development strategies in order to safeguard an ongoing process of diversi -cation, with a close view to the needs of the inhabitants of rural areas.
Zato so potrebne preudarne in prilagojene razvojne strategije, da se zaščiti stalni proces di-verzi kacije, pri čemer je treba natančno preučiti potrebe prebivalcev podeželskih območij.
Leader seeks to encourage direct interaction, to strengthen the capacities in adding value to endogenous resources, and to foster the integration of the agricultural sector into multisectoral projects.
Program Leader želi spodbuditi neposredno medsebojno vplivanje, okrepiti zmogljivosti glede dodajanja vrednosti endogenim virom ter spodbuditi povezovanje kmetijskega sektorja v večsektorske projekte.
From an administrative perspective, one could say that in 15 Member States local partnerships have been established on a longer-term basis,
Z upravnega vidika se zdi, da so bila lokalna partnerstva v
I would like to thank all colleagues who have provided excellent thesis papers and case studies as an input for the seminar ‘The legacy of Leader+ at local level: Building the future of rural areas’ which was held in Corsica, April 2007.
Želel bi se zahvaliti vsem sodelavcem, ki so pripravili odlične povzetke in študije primerov kot prispevek k seminarju „Zapuščina programa Leader+ na lokalni ravni: oblikovanje prihodnosti podeželja“, ki je bil aprila 2007 na Korziki.
These valuable contributions form a source book of Leader and have been the basis for this review on partnership building.
Na podlagi teh dragocenih prispevkov je bil sestavljen priročnik programa Leader, na njih pa temelji tudi ta pregled o vzpostavljanju partnerstev.
Network building and cooperation
Mreženje in sodelovanje
By John Grieve (1), of e Rural Development Company, Scotland
John Grieve ( 1), družba za razvoj podeželja, Škotska
This article reflects and discusses the outcomes from two of the themes which were addressed by participants during the ‘Legacy of Leader+’ seminar in Cap Corse.
V tem članku so predstavljene in razložene ugotovitve v zvezi z dvema temama, ki so jih udeleženci obravnavali na seminarju Zapuščina programa Leader v kraju Cap Corse.
The themes which are addressed here are:
Obravnavani temi sta:
®the added value and benefit of networking;®the added value and benefit of cooperation.
®dodana vrednost in prednosti mreženja;®dodana vrednost in prednosti sodelovanja.
That there is a clear and direct link between networking and cooperation is very evident and this was frequently referred to in discussing each of the topics.
Med mreženjem in sodelovanjem obstaja jasna in neposredna povezava, o kateri se je razpravljajo v okviru obeh tem.
This is a two-way process with the one activity feeding the other: cooperation is a form of networking; and networking provides a basis for developing cooperation.
To je dvosmerni proces, pri čemer temelji ena dejavnost na drugi in obratno: sodelovanje je oblika mreženja, medtem ko zagotavlja mreženje podlago za razvijanje sodelovanja.