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Native bilingual (EN-SP) General & Technical professional Translator
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Freelance translator and/or interpreter, Verified site user
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Spanish to English - Rates: 0.03 - 0.05 EUR per word / 13 - 18 EUR per hour English to Spanish - Rates: 0.03 - 0.05 EUR per word / 13 - 18 EUR per hour
English to Spanish: Neighbourhood Management (by Thomas Franke) Detailed field: Government / Politics
Source text - English There is broad consensus in the Länder and virtually all Socially Integrative City districts that efficient implementation of programme objectives requires cooperative political and administrative structures as the basis for realizing measures, activities and mobilization and revitalization processes deemed necessary by the neighbourhood. Almost all participating cities and municipalities regard neighbourhood management as a critical tool for handling the tasks and reaching the targets associated with integrative district development. However, they all interpret and utilize this tool in a different manner. This is reflected not only in the labels (district, area or neighbourhood management), but more emphatically in the various organizational forms employed, ranging from individual officials equipped with specific authority to complex structures involving different levels of municipal control and operation.
From an academic perspective, neighbourhood management is a neighbourhood policy tool which "seeks to distance itself manifestly from previous approaches to poverty and concentrate spatially in specific urban districts."(1) Implementation of the Combating Poverty Programme in Hamburg illustrates that neighbourhood management should "create an environment for sustainable development processes at neighbourhood level. This goes far beyond simple redevelopment and community social work." Town planners associate neighbourhood management with the "cautious urban renewal" of the 1980's. Community developers have seen a shift in their neighbourhood-management responsibilities away from "purely supervisory district-based social work and welfare" towards organizing local interests and pooling municipal resources.(2) To summarize, neighbourhood management is a suitable means for assisting installation of self-sustaining structures in disadvantaged districts.
The ARGEBAU guidelines recommend the introduction of a district management team and an onsite district office as a standard approach to meeting the programme targets including "harnessing local potential, helping people to help themselves, developing local civic awareness and creating self-reliant resident organizations and stable neighbourhood social networks."(1) The recommendations on programme implementation are more specific: "Cities and towns are responsible for maintaining efficient district management structures. The extended range of objectives, the relatively open integrated action plan and the high demands on local players and business all conspire to require professional district managers, agencies and development companies to steer the district development process from up close. The selection criteria for facilitators must be continually updated. Organizers should adopt promising new management forms. Cities and towns are also obliged to organize interdepartmental cooperation to enable swift common action. Länder should "insist that municipalities provide evidence of action being taken to coordinate departments and bolster district management and adequate civic involvement.
Länder guidelines and announcements on programme implementation address and adopt these recommendations to varying degrees.
Only five Länder (Brandenburg, Mecklenburg-West Pomerania, Lower Saxony, Rhineland-Palatinate and Thuringia) have neglected to include references on neighbourhood management in programme guidelines and announcements. In contrast, Baden-Württemberg, Bavaria, Saarland and Saxony-Anhalt explicitly request participating municipalities to establish neighbourhood management structures. This is also true of the following Länder , which in addition provide guidance on how to shape the structures:
• Bremen's programme announcement elaborates on management and organization: "The relevant departments organize structures and manage programme operation levels, which comprise central and local components (local management)."(2)
• Guidelines for drafting integrated action plans, published by Saxony 's Ministry of the Interior, list as "typical measures" in the "civic involvement/district life" field the "establishment of district management structures which should prioritize the creation of self-reliant civic organizations" and "the formation of a district office."(3)
• The URBAN 21 initiative in Saxony-Anhalt envisages the "establishment of district management structures: effective district management should assist or directly implement" urban schemes.(4) "Community centres and district offices which look after neighbourhood resident groups" will be supported. Special importance is attached to "effectively coordinating collaboration between the participating city authorities, locally based firms (including housing companies and cooperatives) and other local players", including private citizens.
• Schleswig-Holstein obliges municipalities involved in Socially Integrative City to "provide support ... by establishing professional, participation-oriented neighbourhood/district management structures for coordinating local initiatives, activities and measures. Prerequisites are interdisciplinary cooperation of all participating city departments, broad support through municipal policies and comprehensive opportunities for civic involvement."(5)
Translation - Spanish Existe un acuerdo generalizado en los Länder y en prácticamente todos los distritos integrados socialmente en la ciudad sobre que una implementación efectiva de los objetivos del programa requiere cooperación política y estructuras administrativas que sirvan de base para llevar a cabo medidas, actividades y procesos de movilización y revitalización requeridos por el barrio. Prácticamente todas las ciudades y municipios participantes consideran que la gestión vecinal es una herramienta clave para organizar tareas y alcanzar los objetivos asociados al desarrollo integrador de los distritos. Aún así, todos interpretan y utilizan esta herramienta de distinta manera. Ésto se ve reflejado no sólo en las etiquetas (gestión del distrito, del area o del barrio) sino también y de forma más significativa en las diferentes formas de organización utilizadas que van desde funcionarios dotados con una autoridad específica hasta complejas estructuras que implican diferentes niveles de control y operación municipal.
Desde un punto de vista académico, la gestión vecinal es una herramienta política que “busca distanciarse abiertamente de las políticas anteriores de pobreza y centrarse en determinados distritos urbanos” La implementación del Programa Contra la Pobreza en Hamburgo indica que la gestión vecinal debería “crear un entorno que permita los procesos de desarrollo sostenible a nivel vecinal. Esto va más allá de la simple renovación y del trabajo social comunitario.” Los encargados de planificación urbana asocian la gestión vecinal a la “cautelosa renovación urbana” llevada a cabo en los años ochenta. Los promotores de la comunidad han sido testigos de un distanciamiento de sus responsabilidades de gestión vecinal lejos de la “mera supervisión del trabajos social y políticas de bienestar social en los distritos” hacia la organización de los intereses locales y aunamiento de los recursos municipales. Para resumir, la gestión vecinal es un medio adecuado para la implementación de estructuras autosuficientes en distritos desfavorecidos.
Las pautas ofrecidas por ARGEBAU recomiendan la introducción de un equipo de gestión y una oficina en los distritos como una forma estándar de conseguir cumplir los objetivos del programa para “aprovechar el potencial local, ayudar a que las personas se ayuden a sí mismas, desarrollar la conciencia cívica local y crear organizaciones residentes autónomas y redes sociales de barrio estables” (1) Las recomendaciones dadas para la implementación de programas son algo más concretas: “Las ciudades y pueblos son responsables de mantener estructuras de gestión de distrito eficientes. El extendido rango de objetivos, el plan de acción integrado relativamente abierto y las grandes exigencias de los actores locales y negocios se ponen de acuerdo para solicitar gestores de distrito profesionales, agencias y empresas promotoras para dirigir el proceso de desarrollo de los distritos desde cerca. La selección de criterios para los facilitadores debe ser actualizada frecuentemente. Los organizadores deberían adoptar nuevas formas de gestión adecuadas. Las ciudades y los pueblos también están obligados a organizar la cooperación entre departamentos que permita una rápida acción conjunta. Los Länder deberían “insistir en que los municipios proporcionen información sobre las acciones llevadas a cabo para coordinar los departamentos, reforzar la gestión de los distritos y asegurar una adecuada implicación ciudadana.
Las pautas y anuncios de los Länder en materia de implementación de los programas refieren y adoptan estas recomendaciones en diversos niveles.
Solo cinco Länder (Brandeburgo, Mecklemburgo-Pomerania Occidental, Baja Sajonia, Renania-Palatinado y Turingia) han descuidado el incluir en las pautas y anuncios de sus programas cualquier referencia a la gestión vecinal. Por otro lado, Baden Wurtemberg, Baviera, Sarre y Sajonia-Anhalt han solicitado explícitamente a los municipios participantes que establezcan estructuras de gestión vecinal. Esto ha ocurrido también con los Länder siguientes, que además ofrecen información sobre como perfilar dichas estructuras:
• El comunicado del programa de Bremen entra en detalles sobre gestión y organización: “El departamento pertinente organiza estructuras y se encargan de los niveles de acción del programa, que incluye componentes centrales y locales (gestión local).” (2)
• Las pautas para bocetar planes integrados de acción ⎯publicadas por el Ministerio de Interior Sajón⎯ enumera como “medidas típicas” para la “implicación ciudadana/vida vecinal” que el “sistema de estructuras de gestión vecinal debería dar más importancia a la creación de organizaciones municipales autónomas” y “la creación de una oficina en el barrio” (3).
• La iniciativa “URBAN 21” en Sajonia-Anhalt imagina el “sistema de estructuras de gestión vecinal: una efectiva gestión vecinal debería apoyar o incluso implementar directamente proyectos urbanos. (4) “Los centros comunitarios y oficinas de los barrios que se encarguen de los grupos vecinales residentes” serán apoyados. Se le da especial importancia a “la efectiva colaboración entre las autoridades de la ciudad participantes, las empresas locales (incluyendo inmobiliarias y cooperativas) y otros actores locales” incluyendo a los ciudadanos.
• Schleswig-Holstein obliga a los municipios involucrados en Ciudades Socialmente Integradoras a “proporcionar apoyo a través de la creación de estructuras profesionales de participación y gestión vecinal para coordinar iniciativas, actividades y medidas locales. Los requisitos previos son la cooperación interdisciplinaria de todos los departamentos locales participantes, un amplio apoyo a traves de las políticas municipales y oportunidades razonables para la involucración de los ciudadanos.
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Translation education
Bachelor's degree - British Council School / University of Salamanca
Experience
Years of experience: 21. Registered at ProZ.com: Nov 2006.
English to Spanish (Certificate of Proficiency in English, verified) Spanish to English (Certificate of Proficiency in English, verified) English to Spanish (Certificate of Advanced English, verified) Spanish to English (Certificate of Advanced English, verified) English to Spanish (First Certificate in English, verified)
Spanish to English (First Certificate in English, verified)
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Adobe Illustrator, Adobe Photoshop, DejaVu, Dreamweaver, Frontpage, Indesign, Microsoft Excel, Microsoft Word, Powerpoint, QuarkXPress, Trados Studio
I attended the British Council School of Madrid since age 3, and completed my English studies in the BCS at the age of 16 when I reached the last year of tuition and passed Cambridge's CPE (Proficiency) I decided to study Translation at the University of Salamanca. Since then I have been doing translation and proof-reading/editing services for the University Autónoma of Madrid, working in several research and educational projects related to Social Politics and Social Sciences (Public Participation). The most relevant projects being commissioned by Madrid's city hall (Madrid Participa/ 2005 & 2007). Alongside I have done general translation, translation of research and white papers for several clients as well as work done as voice-over talent in several Advertising and Entertainment projects.
My other main specialty field is Fine Arts (I did a Bachelor of Arts and a MA in Professional Photography). I also have expertise and experience in Computer Science (Hardware and Software, manuals), Electronics, Medical translation (dermatology and ophthalmology) and Literature. I am available for translation and editing/proof-reading services, please don't hesitate to contact me for a quote: [email protected]
Keywords: translator, translation, political science, social sciences, tourism, computing, hardware, software, manuals, translate. See more.translator, translation, political science, social sciences, tourism, computing, hardware, software, manuals, translate, technical translation, general translation, art, literature, editing, photography, proof reading, proof-reading, translator services, translation services, english-spanish, spanish-english, spanish, english, EN-SP, SP-EN. See less.
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