natgillin/translations-raw huggingface dataset:
Landsbyen Vasikka-aho butik stort, fordi den er gamle d i - striktets erhvervscenter, som også betjener landsbyen Ina.
It was also housed in a 1930s build-ing which was in a really bad condition being too cold in the winter and hot in the sum-mer.
Om sommeren fordobler de mange feriehytter antallet af
The Alapêê district in Evijêrvi is made up of three villages and has a total population of 608.
1930’erne, som var i meget personer, der benytter sig af disse serviceydelser.
Vasikka-aho village is the business centre of this district and its services are also used by the village of Ina.
I Vasikka-aho ville en eventuel dårlig lukning af landsbyens vinteren og for varm om som- eneste butik også betyde, at de sidste af landsbyens ser- m e r effn .
There are also holiday cottages, which in summer doubles the number of people using these services.In Vasikka-Aho, the possible closure of the last village shop would also mean the disappearance of the last re-maining village services, with villagers then having to trav-el more than 10km to the nearest shops in Evijêrvi.
viceydelser forsvandt, og landsbyboerne skulle så rejse
With-out a shop, the heart of what was previously a lively village community would also have disappeared.
Der skulle være plads nok i landsbyhuset t il en reel trussel for landsbyens fremtid.
The villagers pooled their resources and set about saving the local services in their home village.
at rumme både den lokale butik og et lokalcenter. Det var
Special e K o r t s r e q u i r e d f o r f u n d r a i s i n g
Landsbyboerne begyndte derfor at overveje, hvordan meget vigtigt for landsbyboerne, og de var også parate til de kunne undgå denne situation, dvs. hvordan man kunne at gøre et stykke frivilligt arbejde.
Around 2002 the villagers founded the Vasikka-aho development cooperative whose task was to preserve the village's life.
Beviset for dette enga- sikre fortsat adgang til de basale serviceydelser, der er en gement er den indsamlede fælles kapital, i alt 63 000 EUR.
The idea was that if enough money could be raised, then they would build proper premises to save the village's services.
af hjørnestenene i landsbyens levevis. Midlerne til at løse
The idea was for a village house with enough space for both a local shop and a community centre.
Ud over den kapital, som kooperativet indsamlede, var sourcer og begyndte arbejdet med at redde de lokale ser- der brug for yderligere midler.
The largest inves-tors were local associations and other organisations, with almost all the families living in the area investing their own money in the project.In addition to the capital collected by the cooperative, more funding was needed.
Beslutningen om at bygge viceydelser i deres hjemlandsby.blev taget, efter at den f i n s k e L A G t i l d e l t 63 000 EUR fra Leader+ til investeringer, og der var Særlig indsats nødvendig for at rejse midlerindhentet et banklån på 250 000
The decision to build was given when the Finnish LAG Aisapari ry awarded EUR 63 000 of Leader+ funding for investments, although a bank loan of
Ifølge Eino Ahola og Samuli Klemoal, de lokale proj e k t l e - plads blev det eftertragtede forsamlingshus og butikken
According to Mr Eino Ahola and Mr Samuli Klemola, the lo-
ØGET LIVSKVALITET I LANDDISTRIKTERNE der bruger bygningen, dvs. landsbyboerne.
IMPROVING THE QUALITY OF LIFEIN RURAL AREAS
De roser den nye bygning.
S a t i s # e d cffo n s u m e r s
I landdistrik-terne er den lokale butik en vigtig del af landsbysamfun- det og dets kultur.
In rural areas a lo-cal shop is an essential part of the culture and village com-munity.
Uden en butik ville landsbyens karakte r blive svækket, og den ville virke mindre indbydende.
Without one there would be a weakening of the village's character which would seem less welcoming.
Om-rådets tiltrækningskraft som et sted at bo fast er også bety-delig bedre, når de basale serviceydelser findeslandsby.
The appeal of the area as a living place is also signi«cantlybet-ter when basic services can be found in one's own village.
Det lille mirakel i Vasikka-aho kunne kun ske, fordi befolkningen arbejdede sammen om en fælles sag.
The small miracle in Vasikka-aho was achieved by people dedicated to a common cause.
Samuli Klemola og Eino Ahola uden for forsamlingshuset bygget; den lokale butik åbnede dørene i december 2004 og forsamlingshuset kort tid efter.
Mr Samuli Klemola and Mr Eino Ahola outside the village hall.
Det nye forsamlingshus
EUR 250 000 was also required.
Bygningen tilhører landsbyen og styrker deres fælles landsbyånd, for-di de har bygget og finansieretdensammen.Landsbybo-ernes eget frivillige arbejde i projektet har været en forud-sætning, og arbejdet fortsætter i sommeren 2005, hvor bygningen vil blive malet og det omkringliggende areal færdiggjort.
With the money in place the longed-for village hall and village shop was completed, and the local shop opened its doors in December 2004, and the community hall soon after.
Forretningsbestyrerne Tuula Kinnunen og Sonja Lahti stråler af glæde over deres nye lokaler. »Det her er landsby- boernes egen forretning, uden dem ville vi ikke være her«, siger de.
The community hall is provided free of charge for the use of the whole village, and can be used for such functions as: leisure activities; study groups; advice for small enter-prises; and product demonstrations etc.The premises have cooking facilities and a refrigerator, and computers will also be bought for the use of the vil-lagers.
Nu er der plads til, at de kan præsentere deres
The building belongs to the villagers and enhances their community spirit because they have built and funded it together.
Fo r s a ml i n g s h u s / bu t i k produkter på hylderne, og der er også en ny ovn, hvor de
The villagers' own voluntary work in the project has been signi«cant,andtheworkwillcontinueinthesummer of 2005 when the building will be painted and the surrounding grounds completed.
Der er en regelmæssig strøm af kunder, men Kunnunen og Lahti glæder sig til sommermånederne, når antallet af
Member State: F i n l a n d R e g i o n , district: Jêrviseutu and Hêrmênmaa, South Ostrobothnia,Name of the LAG: LAG A i s a p a r i P opu l a t i o n : 52 000Surface area: 3 956 k m À P r o j e c t total cost: EUR 103 000EU: EUR 31 300Other public funds: EUR 31 300
103 000 EUR landsbyboere i at udnytte denne mulighed. Samuli Kle-
Photographs provided by the LAG Aisapari
31 300 EUR mola bemærker, at det er lettere for den ældre befolkning
Shopkeepers Tuula Kinnunen and Sonja Lahti are beaming with happiness in their new premises. `This is the villagers' own shop, without them we would not be here', they say.
Forretningsindehaverne betaler husleje til Vasikka-aho-
The Internet banking facility is used daily and there is a plan to give some training to the villagers in how to use it.
Alle er mere end lykkelige over resultatet, både projekt-
Samuli Klemola remarks that for the older population it is easier to visit the village Internet bank than to go all the way to the bank in Evijêr.
SAMARBEJDE OM UDVIKLING AF LANDDISTRIKTER
COOPERATION IN RURAL DEVELOPMENT
For foden af regionens historie
With the region's history at their feet.
ØSTRIG OG TYSKLAND
AUSTRIA AND GERMANY
Tværnational uddannelse inden for kulturvejledning og ledel se af regionale museer:
Transnational education for cultural guiding and management of regional museums:
Tre alpine regioner arbejder sammen om at give området et nyt perspektiv
Three alpine regions collaborate to provide a new perspective
Baseret på en artikel af Günter Salchner og Luis Fidls c h u s t e r
Based on an article by GŸnter Salchner and Luis Fidlschuster activities was an important part of the project.
De pågældende regioner er Auerbergland og Ostallgäu i måneder, mens direktørerne indledningsvis mødtes for at
The LAGs were only in place for a few months, when their managing directors met for a «rstexchangeofideas.Themeeting concluded that the development strategies of the three neighbouring LAGs had many common objec-tives and would provide many possibilities for future coop-eration.
Projektet tager sigte på de udveksle idéer. Konklusionen på mødet blev, at der i udvik- fælles træk ved kulturen og historien i disse tre områder, lingsstrategierne for de tre naboaktionsgrupper var mange der alle ligger i de bayersk-østrigske Alper.
Since transnational cooperation projects are more complex and have greater risks than local ones, the three Leader+ managers started to look for a strong basis for cooperation.
Når kulturvejle- fælles mål og dermed mange muligheder derne og museumsinspektørerne er blevet uddannet, samarbejde.
They already knew that the basis for success (and prerequisite) of a transnational project depends on a strong belief that the project will be of signi«cantbene«tfor the three LAGs concerned.
Da tværnationale samarbejdsprojekter skulle Allgäus og Ausserferns rige kulturarv gerne få et lø ft.
After a critical and compre-hensive project evaluation, they decided to base their co-operation on improving the link of history and culture with
mere komplicerede og indebærer større risici end lokale
The regions in question are: Auerbergland (DE); Ausserfern (AT) and Ostallgêu (DE).
Projektet vil tillige i kraft af forbindelsen mellem turisme projekter, begyndte de tre Leader+-direktører at lede efte r og kultur skabe beskæftigelse, navnlig for kvinder, og styr- en solid samarbejdsplatform.
The project looks at the related culture and history of these three areas, which are all located in the Bavarian-Austrian alpine region.
De vidste godt, at grundla- ke båndet mellem hjemlandet og dets historie i unge men- get (og forudsætningen) for, at et neskers bevidsthed.
Following the training of cultural guides and museum curators, the rich cultural heritage of the Allgêu and the Ausserfern should experience a boost.
lykkes, er en stærk tro på, at projektet vil blive til betyd elig
By linking tourism and culture, the project should create new em-ployment, in particular for women, and will strengthen the tie between homeland and its history for young people.The cooperation project covers the period May 2003 to June 2005.
Programmet for museumsinspektørerne forløb fra maj- august 2004, og alle 25 deltagere bestod. Ud over ud dan-områder kultur/historie og turisme/beskæftigelse.
The programme for the museum curators took place from May 2004 to August 2004 and all of the 25 participants quali«ed.Apartfromeducation, the planning and implementation of marketing
Projektet består af to dele: uddannelse i kulturvejled-ning og uddannelse i ledelse af regionale museer.
The project consists of two parts: education for cultural guiding and education for management of regional muse-ums.
Første del — uddannelse for kulturvejledere — blev påbegyndt i maj 2003.
Part one, education for cultural guides, started in May 2003.
• • • • regionerne Ausserferns og Ostallgäus historiekulturel og historisk indsigtforretningsledelseretorik.
At « r s t , t h e 7 9 p a r t i c i p a n t s f r o m t h e t h r e e L e a d e r + a r e a s got basic instructions comprising the following:‡ history of the regions of Ausserfern and Ostallgêu‡ cultural and historical inquiry
Indholdet af workshop- perne og seminarerne her var de var udgangspunktet for projektet
Castles provide a historical link with the region.
»Tværnational uddan- kulturelle seværdigheders behov og omfattede følgende nelse inden for kulturvejledning og ledelse af regionale e m nffe r : m u s e e r « .
In the second phase of the project, the participants could choose from a large number of courses on regional historic themes according to their interests, for example:
Et rundspørge blandt lokale turisteksperter og diverse
Guide training starts in the classroom.
Alle forelæserne var eksperter fra ning, viste stor interesse i netværks- og uddannelsessam- centrale byer i de tre regioner samt fra kontaktpunktet for a r b e j d e .
‡ ‡ ‡ ‡ ‡ ‡ ‡ positioning (unique selling proposition) of museumsconcepts for exhibitionsdocumentation and inventorywriting and catalogue designmuseum pedagogicsknowledge managementcultural marketing.
For at få nogle idéer om bedste praksis tog de tre akti- forskellige regionale museer, hvilket gav deltagerne mulig- onsgruppeledere kontakt til den italienske LAG Val Veno- hed for at stifte bekendtskab med de forskellige temaer og sta i Sydtyrol, som have gennemført et lignende projekt de særlige træk ved disse museer. Der deltog i alt 25 perso- under Leader.
The courses alternated between the di.erentregionalmu-seums, which gave the participants the chance to become acquainted with the di.erentthemesandspecialfeaturesof the regional museums.
Næste skridt var inddragelsen af de regio- ner i kurset, heraf 14 kvinder.
Altogether 25 participants took part in the courses, of which 14 were women.
nale myndigheder.
Support for market entry
Støtte til lancering myndigheder til at deltage i et europæisk minitopmøde.
Comprehensive marketing activities therefore have been an essential part of the project.
Det springende punkt i uddannelsesprojekter
It is possible to book guided tours
Sammen fikdedrøftet og afklaret spørgsmål i forbindelse anvendelsen i praksis af den erhvervede med godkendelsesproceduren, hvilket viste sig at være til spørgslen efter kulturvejledning hos de regionale turistfor
Several local and regional cultural projects previously funded under Leader e.g. the Via Clau-dia Augusta, the European Castle museum and a regional association of museums, showed a lot of interest in net-working and cooperation in the «eldofquali«cation.To get some ideas about best practice, the three LAG managers got in contact with the Italian LAG, Val Venosta, in South Tyrol who had implemented a similar project un-der Leader.
- stor hjælp i den vellykkede gennemførelse af projektet.
The next step was the early involvement of the regional authorities.
Et eninger og hoteller afhænger af markedsføringen af dette vigtigt element i denne afklaring var aftalen om, at LAG’en nye tilbud. Derfor var projektets initiativtagere allerede fra i Ostallgäu skulle være hovedpartner og derfor håndtere starten helt klar over, at de nyuddannede kulturvejledere alle betalinger og stå for hele regnskabsprocessen.
With a detailed draft of the project concept, the three LAGs then invited those authorities in charge of the project approval to a `mini-European sum-mit'.
Det be- ville få brug for hjælp til at komme i gang. Og følgelig var tød, at LAG’erne kunne undgå at betale de udenlandske der som en central del af projektet bankers høje overførselsgebyrer.
An impor-tant element of this clari«cationwastheagreementthatthe LAG Ostallgêu should be lead partner and therefore handle all payments and the entire accounting process.
Det havde desuden afgø- markedsføringsaktiviteter.
This meant that the LAGs could avoid the foreign banks' high transfer charges.
Webstedet rende betydning for projektet, at der fra begyndelsen var rung.info indeholder oplysninger en klar forståelse af fordelingen af kompetencer og ansvar rundture med kulturvejledere, om mellem partnerne.
Also crucial for the success of the project was from the very beginning a clear understand-ing about competence and responsibility between the partner LAGs.
, som tager sig af pr, markedsføring og anden opkvalifice-ring, der kan hæve standarden. Alle disse tiltag sker på kul-turvejledernes initiativ, og de får yderligere støtte af LAG’erne, hvis og når det er nødvendigt.
Furthermore, the cultural guides have founded their own association that looks after public relations, market-ing and other quali«cationstoimprovestandards.Allthesemeasures are at the initiative of the cultural guides who get additional support by the LAGs as and when required.
Ved udgangen af 2004 havde 35 kulturvejledere opnå-et det fornødne lanceringsniveau og sælger nu jævnligt ture med vejleder.
At the end of 2004, 35 cultural guides had achieved the required level for market entry and now sell guided tours regularly.
Netværkssamarbejdet mellem kultur-vejlederne og de regionale museer er også blevet bedre.
The networking of cultural guides and the re-gional museums has also improved.
Dermed er der som et vigtigt biprodukt af projektet skabt et bæredygtigt grundlag for et fremtidigt samarbejde.
Thus, a sustainable basis for future cooperation has emerged as an important additional outcome of the project.
Tværnational uddannelse i
Transfer of best practice
Overførsel af bedste praksis kulturvejledning og -ledelse
Transnational education for cultural guiding and management
Østrig og Tyskland
Name of the LAG: Auœerfern (Austria), Auerbergland (Germany) and Ostallgêu (Germany)
2003 (messe og konference om regionaludvikling) i Frie-
When Michaela Waldmann, managing director of the LAG Ostallgêu, presented this transnational project at the 2003 Euregia (fair and conference for regional development) in Friedrichshafen (Germany), several German and Austrian LAGs showed an interest in doing the same thing for their regions.
LAG’er sig at være interesserede i at gøre det samme i de- res hjemlige regioner. I det østrigske Leader+-område Ötz-
In the Austrian Leader+ area Ûtztal/Upper Inn Valley the implementation of a similar education project will start in spring 2005.
Außerfern (Østrig), ming« i Tyskland har allerede indført konceptet. Desuden
The nature park `Hoher Flêming' (Germany) has already introduced this concept.
Auerbergland og Ostallgäu (Tyskland) har mindst 12 lokale LAG’er bedt om yderligere oplysnin- ger om projektkonceptet.
In addition more than a dozen LAGs have asked for details about the project concept.
Samlede projektomkostninger: 30 000 EUR
Project total cost: EUR 30 000EU: EUR 15 000Private funds: EUR 15 000
Fotos stillet til rådighed af LAG Ausserfern.Et af de mange interessante steder, der er et besøg værd
One of many interesting places to visit.
Områdets vandveje er en ideel måde at besøge regionen på
The areas' waterways are an ideal way to visit the region
Nederlandene og Tyskland
THE NETHERLANDS AND GERMANY
Partnerskab indgås mellem to Leader+-regioner med fælles træk fo r at fastlægge en strategi for tværnational turisme til gavn for begge partnere
A partnership of two Leader+ regions with similar characteristics, come together to produce a strategy for transnational tourism that bene#tsbothpartners
Partnerskabet Spreewald og Noordwest Overijssel: tværnationalt samarbejde under Leader+ man lagde hovedvægten på forvaltning af naturreserva
Partnership Spreewald and Noordwest Overijssel: transnational cooperation in Leader+
Projektets baggrund ter. Både Spreewald, som ligger 100 km sydøst for Be rlin, og Noordwest Overijssel, n som er
Project background
I september 2002 indledtes østlige del af Nederlandene tæt ved Ijsselmeer, er samarbejdet mellem regio- typiske nerne Spreewald i Tyskland og Noordwest Overijssel i
September 2002 saw the beginnings of a cooperation procedure between the regions of Spreewald (Germany) and Noordwest Overijssel (the Netherlands).
Det skete, ved at en delegation fra sta t s s k o v - ved et landskab, der består af en mosaik af lavvand ede forvaltningen i Nederlandene aflagde ke søer, floder, besøg hos de tys rørmoser, skove og enge.
This visit came about because of the similar physical characteristics of the two areas, which focused mainly on the management of their respective nature reserves.
Spree- på grund af lighed mellem de fysiske karakteristika vor wald-vådområdet i de to områder, er 10 h gange større
They are both characterised by a landscape that consists of a mosaic of shallow lakes, rivers, reed land, forests and meadows.There are however considerable di.erencesbetweenthe two areas. The Spreewald wetland area is ten times
Resultater af samarbejdet ningstæthed er arealanvendelsen til landbrug mindre o g
Thus, the natural state of the Spreewald area is much better.
Selv når denne procedure er på plads, forløber samar- turismen meget mindre intensiv.
In Spreewald, both the internal and the external marketing of regional products are of vital importance for the area, while in Northwest Overijssel it is mainly tourism.
Dermed er naturens ti l-bejdet langsomt. Ved udgangen af 2004 blev de først e to stand i Spreewald også meget bedre.
Nevertheless, both regions su.erfromsimilarproblems,problemsthatare closely related to the restrictions imposed by their natural landscapes, and as a result, the challenges and op-portunities for these two areas are similar.
(små) projekter præsenteret for forvaltningsmyndighe- både den interne og eksterne markedsføring af region ale derne under overskriften: «Oplev natur og kultur i
This is especially so in terms of improving the quality of life, by maintaining and developing basic services (cultural, health, education and basic food supplies) and for developing socioeconom-ic tourism.
Spreewald gennem primært er turismen, der har denne rolle i Noordwest begge områder«. Hovedformålet er at øge antallet af t u r i -
Even with this procedure in place, the process of coopera-tion is slow.
Turistfremmearbejdet i de to områder sker via intern ettet naturlige landskaber stiller, og derfor står de to regioner og på messer.
Promoting tourism in the two areas is done via the Internet and by presentation at fairs.
Hver region bidrager med i alt ca. 36
Each region contributes in total around EUR 36 000 each for the projects.
Det stod snart klart, at samarbejde i bred forstand ville gør noget stort problem.
It soon became clear that cooperation in the broader sense would be b e n e « c i a l t o bo t h r e g i o n s .
Programmet m u l i g e L e a d e r + årsager hertil: var en god anledning til ke, at
T h e L e a d e r + p r o g r a m m e o.eredagoodopportunitytoaddressthe«nancial,methodologicalandorganisationalaspectsofcooperation.
Kulturel fat på baggrund de økonomis og skikke varierer metodologiske og organisatoriske aspekter af samarb e j - resultat, at der skal diskuteres og finpudses det. Næste skridt var derfor, at Leader+-delegation erne før de fælles aftalte temaer kan fra begge regioner samledes for at udtænke et fælles p r o - g r a m .
Therefore, as a next step, the Leader+ delega-tions from both regions came together in order to devise a common programme aimed at achieving the following goals:1. improving and raising e/ciencyofthesocioeconomicsituation in the two Leader+ areas by stimulating tour-ism;2. reinforcing the regional identity;3. developing new approaches for broadening local in-come in rural areas.
gram med sigte på at nå følgende mål:• Ifølge retningslinjerne for Leader+ 1. forbedring af den samfundsøkonomiske det kompliceret at findesituation og fremtilegnede t o L e a d e r + - o m r å d e r g effn - højnelse af effektivitetenideprojekter, der kan blive til gavn for begge parter.
There are several possible reasons for this.‡ Cultural backgrounds and habits di.ersigni«cantly,re-sulting in a long-term `discussing and «ne-tuningproc-ess' before commonly agreed themes can be translated into a programme.‡ According to the Leader+ guidelines on coopera-tion, «ndingappropriatethemesorprojectsthatmayturn out to be bene«cialforbothpartiesisacomplexsearch;‡ Finding appropriate partners, who are able to develop a project that is innovative appeared to be quite di/-cult.‡ Finding su/cientco-«nancingon t h e G e r m a n s i d e h a s b e e n proved di/cultbecauseofthesmallnumberofentrepreneurs working in this «eld,thelackofprivatemoney in general and the lack of initiative taken by po-tential partners.‡ Although Leader+ procedures are quite well de«nedand in themselves transparent, the procedures and legislation that are applicable in the two countries/re-gions/managing authorities, di.ermarkedly,andbring-ing them into line has taken time.