natgillin/translations-raw huggingface dataset:
It is nevertheless important to be aware that these tiers of objectives exist, that cooperation is a multidimensional activity, and that effects may be delivered in each of these domains.
Primeri iz tega članka so vključevali razvoj novih trgov, kar je mogoče doseči z izboljšanjem kakovosti ponudbe in proizvodov s
Case study: multiple objectives, Haut Jura is to participate in the idea of the construction of Europe, and to act in order for this construction to be made through and with territories and their inhabitants, and not only by governments.
V veliko primerih je dejansko težko ločiti te vrste ciljev, ker so neizogibno prepletene ter se med seboj dopolnjujejo in vplivajo ena na drugo.
The LAG PNR du Haut-Jura (www.parc-haut-jura.fr) has a long cooperation experience having implemented five projects over more than 10 years. These are with:
Vendar se je treba zavedati, da te vrste ciljev obstajajo, da je sodelovanje večrazsežna dejavnost in da se lahko učinki pokažejo na vsakem od teh področij.
It consists in thinking that the future of an area like the one of Haut-Jura, mountainous and thus difficult, is possible through opening networking with the outside.
Študija primera: raznoliki cilji lokalne akcijske skupine Haut-Jura
Cooperation is implemented firstly because of a political objective.
Sodelovanje se izvaja predvsem zaradi političnega cilja: ®v zvezi s sodelovanjem z območjem Mont Sangbé je
The third objective is an operational objective. The area does not have all sufficient competences or experiences.
Lokalna akcijska skupina PNR Haut-Jura (www.parc-haut-ju-ra.fr) ima dolgoletne izkušnje s sodelovanjem zaradi petih projektov, ki jih je izvajala več kot 10 let.
It needs to be able to go and get them from outside. It was the case with the Värmland to have some eco-tourism experiences; with Rovaniemi for the use of new technologies; and with the High-Bellunese for knowledge concerning the history and the enhancement of heritage linked to events/productions.
Ta lokalna akcijska skupina je sodelovala z območji:®Mont Sangbé (Slonokoščena obala) od 1994 do 2001;®Alto Bellunese v Italiji (2000–2001) v okviru programa bil cilj začetek izvajanja pristopa, povezanega s razširjanjem koncepta trajnostnega razvoja v tretje države.
It is almost certain that the Haut-Jura could not have found these different levels of expertise only through inter-territorial cooperation with another French area.
Na žalost sodelovanja ni bilo mogoče nadaljevati, kot je bilo načrtovano;®v zvezi s sodelovanjem z območji Alto Bellunese, Rovaniemi ali Värmland v okviru programa Leader ali Recite je cilj skupno uresničevanje zamisli o oblikovanju Evrope in prizadevanje za doseganje tega ne le s pomočjo vlad, ampak tudi s pomočjo lokalnih organov in prebivalstva na teh območjih.
®With Mont Sangbé, the aim was to launch an exportation approach of a sustainable development concept in favour of third countries. Unfortunately it was unable to proceed as planned.®With the High-Bellunese, Rovaniemi or the Värmland, within Leader or the Recite programme, the objective
Leader II;®Värmland na Švedskem (2000–2001) v okviru evropskega programa Recite II;®Alto Bellunese v Italiji (2005–2007) v okviru programa Leader+;®Rovaniemi na Finskem (2005–2007) v okviru programa Leader+.
Experiences, prerequisites and basic conditions for cooperation
Izkušnje, osnovni pogoji za sodelovanje
Experience across the generations of the Leader programme suggests that cooperation at national and particularly at transnational levels is the most challenging issue within the Leader programme.
Glede na izkušnje več generacij, ki so sodelovale v programu Leader, je sodelovanje na nacionalni in zlasti nadnacionalni ravni največji izziv v okviru programa Leader.
This is evidenced in many of the LAG and national programme evaluations.
To je razvi-dno iz ocen veliko lokalnih akcijskih skupin in nacionalnih programov.
In considering the experience of cooperation activity some very significant prerequisites or basic conditions emerge which support the take-up of the cooperation issue by LAGs.
Pri obravnavi izkušenj v zvezi s sodelovanjem so lahko pomembni nekateri bistveni osnovni pogoji, ki spodbudijo lokalne akcijske skupine k sodelovanju.
If these prerequisites are met, Leader LAGs need less support to develop, start and implement cooperation projects.
Če so ti pogoji izpolnjeni, potrebujejo lokalne akcijske skupine programa Leader manjšo podporo za oblikovanje, začetek izvajanja in samo izvajanje projektov sodelovanja.
It is important to recognise however that even when these prerequisites or conditions are present, undertaking cooperation activity needs significant work and preparation.
Vendar je pomembno priznati, da je za izvajanje sodelovanja tudi ob upoštevanju teh osnovnih pogojev potrebno veliko dela in priprav.
If these conditions do not exist then clearly even more work is required both in developing the activity and in creating these conditions.
Če se ti pogoji ne upoštevajo, je jasno, da je potrebno še več dela za oblikovanje dejavnosti in vzpostavljanje teh pogojev.
Finding and working with the right partner is essential; a basis of common understanding and the ability to complement each other is required.
Najpomembnejši od teh pogojev, ki so bili določeni, so:
Ideally this can build on a basis of existing relations to possible partners and experiences from previous cooperation activities.
® in socialni kapital. Sodelovanje je najbolj učinkovito, kadar imajo vodje, predsedniki in lokalni deležniki v okviru programa Leader dolgoletne izkušnje s sodelovanjem, jezikovnimi spretnostmi obvladovanjem jezikov in so (zlasti) odprti.
Cooperation projects can be particularly challenging for small, poorly resourced LAGs, and this needs to be taken into account in choosing partners.
Proces sodelovanja temelji na odprtosti, pri čemer se koristi ne dosežejo s konkurenčnostjo, ampak z njihovim sprejemanjem in deljenjem, ki mora biti enakovredno; tisti, ki medsebojno sodelujejo, morajo premagati strah pred sodelovanjem in deljenjem.Logični osnovni pogoj za tako dobro razvite zmogljivosti na socialnem področju in socialni kapital je razvit lokalni ali regionalni sistem upravljanja programa Leader, v okviru katerega se lahko izvede lokalna strategija za razvoj tako, da je usklajena z izvajanjem metode Leader.
Networking experience is vital in building confidence and an experienced and well informed national network unit can play a vital role here.Setting and pursuing clear and measurable objectives for cooperation early in the process is vital if quality results are to be achieved.
V okviru projektov sodelovanja se morajo obravnavati potrebe in strategija za vsakega od partnerjev.
Too often cooperation only appears when the local partnership is strongly established and the local strategy is already well implemented.
Najboljše je, da obstajata naravna povezava in skupna podlaga, zaradi česar je večja možnost sodelovanja.
The utilisation of the funds designated for cooperation comes late in the programme, and as a consequence they come under pressure from the N+2 rule.
Bistveno je iskanje pravega partnerja in sodelovanje z njim, pri čemer je potrebna podlaga za skupno razumevanje in sposobnost medsebojnega dopolnjevanja. Najbolje je, da temelji to na obstoječih odnosih z mo-žnimi partnerji in izkušnjah iz predhodnega sodelovanja.
The most important of these prerequisites or conditions which were identified are:
Projekti sodelovanja so lahko zelo velik izziv za majhne lokalne akcijske skupine z malo sredstvi, kar je treba upoštevati pri izbiri partnerjev.
Ideally therefore cooperation is based upon: predisposition; experience; the LAG strategy; and partner search based on common ground, and a thoroughly developed project idea rather than just a ‘general’ exchange of information.
Bistvena sta določitev jasnih in merljivih ciljev sodelovanja ter njihovo uresničevanje v začetni fazi procesa, če želimo doseči kakovostne rezultate.
The following example from the Verein Pillerseetal-Leogang LAG demonstrates the importance of some of these factors.
Preveč pogosto se sodelovanje vzpostavi le, če je dobro lokalno partnerstvo
A predisposition to become involved in cooperation together with the requisite skills are required, and a culture of cooperation involving communities, LAGs, regions and managing authorities is vital.
®Pomemben je osnovni pogoj za začetek sodelovanja skupaj s potrebnim znanjem in izkušnjami, pri čemer je bistvena kultura sodelovanja, ki vključuje skupnosti, lokalne akcijske skupine, regije in organe za upravljanje.
The best case scenario is where managing authorities and other administrative bodies involved in managing or delivering Leader have an interest in cooperation and play an active role in raising awareness of the opportunities and benefits of cooperation.
Najboljše je, da se upravni organi in drugi administrativni organi, ki so vključeni v upravljanje ali izvajanje programa Leader, zanimajo za sodelovanje in imajo dejavno vlogo v zvezi z ozaveščanjem o priložnostih in koristih sodelovanja.
The role of the national network unit in working with these authorities and LAGs can be critical here.LAGs which possess well-developed social skills and social capital: cooperation works best where there are Leader managers, chairmen and local stakeholders with long-term development experience, language skills and (especially) open minds.
V zvezi s tem je lahko najpomembnejša vloga nacionalne omrežne enote pri delu s temi organi in lokalnimi akcijskimi skupinami.®Drugi od teh pogojev je, da imajo lokalne akcijske skupine dobro razvite zmogljivosti na socialnem področju
Case study: the Verein Pillerseetal-Leogang LAG
Študija primera: lokalna akcijska skupina Verein Pillerseetal-Leogang že vzpostavljeno in se lokalna strategija že izvaja ustrezno.
Motivating involvement in cooperation can be a tricky task.
To pogosto vpliva na obseg in kakovost dejavnosti, ki se izvaja.
Committed and informed involvement in cooperation leads to a better understanding, not only of the Leader approach, but also of the rural area concerned.
Tako temelji sodelovanje v najboljšem primeru na: osnovnem pogoju, izkušnjah, strategiji lokalne akcijske skupine in iskanju partnerja na podlagi skupnih značilnosti ter temeljito razviti zamisli o projektu in ne le na splošni izmenjavi informacij.
This reinforces the importance of a commitment to cooperation in principle as a strategic and political objective, which reflects a will for change and for lifelong learning.
V naslednjem primeru iz lokalne akcijske skupine Verein Pillerseetal-Leogang je izpostavljena pomembnost nekaterih od teh dejavnikov.
The Verein Pillerseetal-Leogang LAG (www.regio-tech.at) led a cooperation project involving two other Austrian LAGs and one from Finland.
Lokalna akcijska skupina Verein Pillerseetal-Leogang (www.regio-tech.at) je vodila projekt sodelovanja, ki je vključeval dve drugi avstrijski in eno finsko lokalno akcijsko skupino.
The project was an intensive practical exchange of experience between small tourism companies cooperating around an outdoor and adventure tourism theme, currently seven companies offering a range of activities including rafting, white water rafting, climbing, and ice climbing, trekking, hiking, biking, fi fishing and hunting, and high wire. The companies and
Cilj projekta je bila intenzivna praktična izmenjava izkušenj med majhnimi turističnimi podjetji, ki so sodelovala v okviru teme turizma na prostem in pustolovskega turizma; sedem podjetij ponuja zdaj vrsto različnih dejavnosti, vključno z raftingom, raftingom na divjih vodah, plezanjem in lednim plezanjem, pohodništvom, izletništvom, kolesarjenjem, ribarjenjem in lovom ter adrenalinskimi parki.
LAGs are involved in three major project activities:
Podjetja in lokalne akcijske skupine so vključene v tri glavne dejavnosti projekta;
It therefore follows that in motivating involvement, we have to convince an accountable body, a funding partner, LAG, or the chair of a deci-sion-making committee, and we have to demonstrate that cooperation delivers outcomes, and focus on the bene- ts rather than the activity itself.
® usposabljanje, osredotočanje na tehnična vprašanja;nadomestila zaradi sezonskih nihanj v turistični dejavnosti; insodelovanje pri trženju.
The Verein Pillerseetal-Leogang LAG built on positive Leader II experience arising from cooperation with a Scottish LAG in telecommunications.
Za delovanje lokalne akcijske skupine Verein Pillerseetal-Leogang so bile bistvene pozitivne izkušnje v zvezi s programom Leader II, ki izhajajo iz sodelovanja s škotsko lokalno akcijsko skupino na področju telekomunikacij.
The initial contact for this project was made at a European seminar in 1999.
Prvi stik za ta projekt je bil vzpostavljen na evropskem seminarju leta 1999.
The first mutual theme was family tourism, and once Leader+ was launched both LAGs immediately activated their contacts and started to develop the theme.
Prva skupna tema je bil družinski turizem, pri čemer sta obe lokalni akcijski skupini takoj po začetku programa Leader+ aktivirali svoje stike in začeli razvijati temo.
The Lapland LAG worked with small companies, under five employees to ‘think European’.
Lokalna akcijska skupina Lapland je sodelovala z majhnimi podjetji z manj kot petimi zaposlenimi, da bi vzpodbudila evropsko razmišljanje.
The Austrian LAG invited the Tyrol-based LAGs to cooperate with them in working with small businesses trying to gain a foothold in the outdoor sports tourism market as their areas had businesses in this sector.
Avstrijska lokalna akcijska skupina je povabila k sodelovanju v zvezi z delom z majhnimi podjetji, ki si prizadevajo za uveljavitev na trgu turizma športov na prostem, lokalne akcijske skupine s Tirolske, ker so na območjih iz te regije že bila podjetja, dejavna v tem sektorju.
The common aim was to create a partnership between these small companies to work together to carry out larger scale international marketing.
Skupni cilj je bila vzpostavitev partnerstva med temi majhnimi podjetji, ki bi sodelovali na področju bolj ambicioznega mednarodnega trženja.
They were able to benefit from this whilst still maintaining their companies’ independence.
Čeprav so to sodelovanje izkoristili, so hkrati ohranili neodvisnost podjetij.
This fitted directly with the sectoral focus of the individual LAG strategies and fitted in with many other projects and activities in these strategies.
To je neposredno ustrezalo sektorski usmeritvi posameznih strategij lokalne akcijske skupine ter veliko drugim projektom in dejavnostim v okviru teh strategij.
The three activities used the specific skills of the various partners as most appropriate.
V navedenih treh dejavnostih so se posamezna znanja različnih partnerjev izkoristila, kot je bilo najbolj ustrezno.
Finnish instructors deliver the training component, and Finnish guides have been working in Austria during their low season.
V nizki turistični sezoni na Finskem so finski vodje usposabljanja izvajali usposabljanje, medtem ko so finski vodniki delali v Avstriji.
The companies are all working together in the marketing initiative, and are rolling the project out further through locally-based clusters, and extending the transnational exchange of experience through acting as mystery shoppers sampling their partners’ offers. ers.
Podjetja sodelujejo v zvezi s pobudo o trženju in izvajajo projekt prek lokalnih skupin ter širijo nadnacionalno izmenjavo izkušenj tako, da se pojavljajo kot anonimni preizkusni kupci, ki zbirajo ponudbe svojih partnerjev.
Where does this project idea and objective come from, and where do we find suitable partners?
Če je najpomembnejši dejavnik spodbujanja k sodelovanju prizadevanje za koristi, je v zvezi z dejanskim spodbujanjem enako pomemben projekt, ki ima jasno določene cilje.
In some cases, the starting point was a reflection on the local strategy.
Samo sodelovanje ni zadostna spodbuda, ker je hkrati sredstvo in cilj.
Cooperation is then seen as a solution, a way of solving some local problems or enabling a single LAG to do something that it could not do on its own.
Zato se mora v okviru projekta obravnavati posamezen cilj ali priložnosti v zvezi s splošnimi vprašanji.
A more elaborate and systematic search for ideas and partners is then undertaken by the LAG.
Glede na izkušnje je bila taka obravnava pogosto prvotna spodbuda za začetek projekta sodelovanja.
In other cases LAG managers or other local actors had previous experience of cooperation and associated networks which are often the source of new projects.
Spodbujanje vključevanja v sodelovanje je lahko zahtevno.
In some cases this was within Leader II (first cooperation experience, use of facilities provided by national or European networks), the Leader+ Cooperation Fair, and other events and networks.
Zaradi angažiranega in ozaveščenega vključevanja v sodelovanje je razumevanje ne le pristopa Leader, ampak tudi zadevnega podeželskega območja, boljše.
Informal contacts through the networking process may lead to the identification of common needs or opportunities leading to the development of cooperative activity.
Zato je zavezanost k sodelovanju kot strateškemu in političnemu cilju, v okviru katerega se izražajo prizadevanja za spremembe in vseživljenjsko učenje, še pomembnejša.
Once again the national network unit can play a key role in motivating and supporting this activity.
Vendar so nekateri partnerji in odgovorni organi v okviru programa še vedno nezaupljivi do takšne dejavnosti, ker menijo, da je v njenem okviru preveč poudarjena družabnost.
Case study: an Irish transnational cooperation experience
Sodelovanje ni prednostno: večinoma se obravnava kot priložnost in možnost, ne pa kot nujna ali obvezna dejavnost.
First developed in Leader II this transnational cooperation project between two LAG’s in Spain and LAG Duhallow (Ireland), strengthens the role of small rural schools in building local identity and fostering community development from a young age.
Zato je treba za spodbujanje sodelovanja prepričati odgovorni organ, finančnega partnerja, lokalno akcijsko skupino ali predsednika odbora, ki sprejema odločitve, in razložiti, da se sodelovanje izplača, ter izpostaviti koristi in ne same dejavnosti.
This developed from informal networking contacts and seeks to extend the breadth of Leader engagement to target groups, new sectors and new geographies.
Razložiti je treba, da je zaradi sodelovanja večja dodana vrednost v okviru samega projekta in tudi vseh projektov v programu. Najbolj jasno sporočilo tega projekta je bila potreba po usmeritvi na koristi in rezultate.
Rural schools have suffered a decline from depopulation and lack of investment over many years, yet they are the first experience of socialisation for rural young people.
Sodelovanje se v takih primerih obravnava kot rešitev, način reševanja nekaterih lokalnih težav ali možnost, da se izvede nekaj, kar lokalna akcijska skupina sama ne bi mogla izvesti.
LAG Preperineo in the Pyrenees region and Integral in Murcia had come to the same conclusion.
Potem lokalna akcijska skupina premišljeno in sistematično zbere zamisli in poišče partnerje.
All three LAGs had participated in Leader seminars and during a conversation over lunch or interval time, the Spanish LAGs’ aspiration to develop through Leader a European Rural Schools Network was discussed.
V drugih primerih so imeli vodje lokalne akcijske skupine ali drugi lokalni udeleženci predhodne izkušnje s sodelovanjem in povezanimi mrežami, ki so pogosto vir novih projektov.
The project began by sharing information and working with a small number of schools in each of the three LAGs’ areas.
V nekaterih primerih so bili zamisli, cilji in partnerji najdeni v okviru programa Leader II (prva izkušnja s sodelovanjem, uporaba zmogljivosti nacionalnih ali evropskih omrežij), sejma sodelovanja Leader+ ter drugih dogodkov in mrež.
A Spanish delegation comprising local mayors, school principals, teachers and boards of management as well as pupils and LAG members and staff visited Duhallow Ireland in 2001 for a week-long study visit.
Z neformalni stiki prek procesa mreženja se lahko začnejo ugotavljati skupne potrebe ali iskati prilo-žnosti, zaradi česar se vzpostavi sodelovanje.
A return visit by an Irish delegation of similar composition followed, but also included in the delegation was a member of the teacher training college in Ireland who were at the time examining the role and future of small rural schools.
Nacionalna omrežna enota lahko ima tako spet ključno vlogo v zvezi s spodbujanjem in podpiranjem te dejavnosti.
The project has now spread to three LAGs in Ireland and involves six schools.
Študija primera: izkušnja irskega nadnacionalnega sodelovanja
Through the project, learning from the Spanish experience, the Irish LAGs have developed a pilot project which ‘clustered’ small local schools to overcome the problem of economies of scale.
Ta projekt nadnacionalnega sodelovanja med dvema lokalnima akcijskima skupinama v Španiji in lokalno akcijsko Duhallow (Irska), ki se je najprej vzpostavil v programu Leader II, krepi vlogo majhnih šol na podeželju pri oblikovanju lokalne identitete in spodbujanju razvoja skupnosti pri mladini.
This means that subjects like science, information communications technology, music and environmental studies can now be introduced in these schools.
Projekt se je oblikoval na podlagi neuradnih stikov v okviru mreženja, njegov cilj pa je razširiti obseg dejavnosti programa Leader na ciljne skupine, nove sektorje in nova geografska območja.
Before, none of the schools had sufficiently large numbers of children to merit the employment of these specialist teachers.However, by clustering them together they had, and could employ specialists to teach these subjects.
Šole na podeželju se v zadnjih letih srečujejo z upadanjem števila učencev zaradi odseljevanja in pomanjkanjem naložb, čeprav so za mladino na podeželju prva izkušnja socializacije.
The LAGs have overcome local apathy by motivating parents to take a more active role in the local school, by forming local parents’ councils and fundraising for the school.
To sta ugotovili tudi lokalni akcijski skupini Preperineo v regiji Pireneji in Integral v regiji Murcia.
The teachers are supported to network and to work collectively to draw up and implement the various policies that are often a real headache for small, understaffed schools.
Predstavniki vseh treh lokalnih akcijskih skupin so sodelovali na seminarjih Leader, pri čemer so v pogovoru med kosilom ali odmorom razpravljali o prizadevanjih španskih lokalnih akcijskih skupin za razvoj evropske mreže šol na podeželju v okviru programa Leader.
This has brought Leader and the European Union itself to the core of the lives of these young children and their parents, making them both tangible and real to them.
Španska delegacija, ki so jo sestavljali lokalni župani, ravnatelji šol, učitelji, predstavniki odborov za upravljanje in učenci ter člani in osebje lokalne akcijske skupine, je leta 2001 obiskala Duhallow na Irskem v okviru enotedenskega študijskega obiska.
Access to or better use of resources can be a key motivational factor and a number of elements of this were highlighted in the experience.
V projektu sodelujejo zdaj tri lokalne akcijske skupine na Irskem, pri čemer je vključenih šest šol.
In many Member States, Axis three (networking) funds were not pre-allocated to LAGs and had to be bid for separately.
S tem projektom so irske lokalne akcijske skupine na podlagi španskih izkušenj oblikovale poskusni projekt, ki je povezal majhne lokalne šole, da odpravijo težave v zvezi z ekonomijo obsega.
For individual LAGs, therefore, becoming involved in cooperation can be used to attract more funding to the local area.
To pomeni, da je zdaj mogoče v teh šolah uvesti predmete, kot so naravoslovje, informacijska in komunikacijska tehnologija, glasba in okoljske študije.
A proactively cooperative LAG may become involved with less interested or less proactive LAGs, possibly through one or two more active individuals this can cause tensions and diculties within and between LAGs.
Vendar so lahko s povezovanjem šol zaposlile strokovnjake, ki poučujejo navedene predmete.