natgillin/translations-raw huggingface dataset:
In addition, the network and the Leader+ label facilitated contacts and partnerships with the Rhône-Alpes region.
Poleg tega sta omrežje in oznaka Leader+ olajšala stike in partnerstvo z regijo Rhône-Alpes.
‘Without the funding for the first exploratory trip, nothing could have been done’, was the unanimous verdict of all the participants.
Kot soglasno menijo vsi udeleženci, „brez nanciranja prvega raziskovalnega po-tovanja ne bi mogli narediti ničesar“.
They also regret that European funds cannot be shared with a non-member country.
Obžalujejo tudi, da evropskih sredstev ni mogoče deliti z državo nečlanico.
El Jem has virtually no budget, and the operation was handicapped by the resulting nancial imbalance.
El Jem pravzaprav nima proračuna in izvedbo akcije je oteže-valo nastalo finančno neravnovesje.
On the other hand, El Jem’s Labour Bureau has done a remarkable amount of groundwork.
Po drugi strani je urad za delo v El Jemu pripravil zelo veliko strokovnih podlag.
What they have accomplished suggests that they will be creating activities based on a micro-credit system.
Do-končano delo kaže na to, da bodo tudi v prihodnje vzposta-vljali dejavnosti na podlagi mikrokreditnega sistema.
This sort of project, bringing together people from rural areas in France and a country from the Maghreb, is still at an experimental stage.
Tovr-stni projekt povezovanja ljudi s podeželja v Franciji z deželo iz Magreba je še vedno na poskusni stopnji.
However already the Monts du Lyonnais district is looking into a joint project with a region in Morocco!
Vendar se zdaj tudi okrožje Monts du Lyonnais že spogleduje s skupnim projektom z regijo v Maroku!
Hands across the sea
Čezmorsko sodelovanje
Member State: France Region, district: Drôme Name of the LAG: Chamberan Population: 77 899 Surface area: 1 303 km²
Država članica: Francija Regija, okrožje: Drôme Ime lokalne akcijske skupine: GAL Chamberan Prebivalstvo: 77 899Površina: 1 303 km²
Project total cost: EUR 64 538EU: EUR 32 369Other public funds: EUR 14 578Private funds: EUR 17 591Project eligibility: June 2006-December 2007
Skupni strošek projekta: 64 538 EUREU: 32 369 EURDruga javna sredstva: 14 578 EURZasebna sredstva: 17 591 EURObdobje upravičenosti projekta: junij 2006–december 2007
Photos provided by the French national network unit.
Fotografije: francoska nacionalna omrežna enota
IRELAND, FRANCE, ITALY, the NETHERLANDS, FINLAND and the UNITED KINGDOM seven dierent European regions to address the needs of micro-businesses, by providing them with a network to aid rural national and international development.
NIZOZEMSKA, FINSKA, FRANCIJA, IRSKA, ITALIJA in ZDRUŽENO KRALJESTVO regij, da bi se odzval na potrebe mikropodjetij z zagotavljanjem omrežja za pomoč nacionalnemu in mednarodnemu razvoju podeželja.
The region of the Oost Drenthe LAG needed to both stimulate and strengthen the functioning of its existing business networks.
Regija, na kateri je delovala lokalna akcijska skupina (LAS) Oost Drenthe, je morala spodbujati in krepiti delovanje obstoječih poslovnih omrežij.
Since the proposed Transnet activities were recognised as being suitable, it was decided to participate, since cooperation is regarded as a way of mutual learning and strengthening of the local business network.
Ugotovljeno je bilo, da so pre-dlagane dejavnosti Transneta ustrezne, zato je bila sprejeta odločitev o udeležbi, ker se sodelovanje šteje za medseboj-no učenje in krepitev lokalnega poslovnega omrežja.
In this way, developing the region’s business network would also reinforce the region’s economic structure.
Tako bi razvoj regionalnega poslovnega omrežja okrepil tudi gospodarsko strukturo regije.
Showing the value of Leader+ ‘pilot’ actions helps to determine the focus of possible future projects, and ensures sustainability for the right partners.
Prikaz vrednosti „pilotskih“ ukrepov programa Leader+ kot pomoči pri določanju usmeritve možnih prihodnjih projektov in zagotavljanje trajnosti pravim partnerjem
The Oost Drenthe LAG first got involved in 2002 when the Leader coordinator and a member of the LAG (also part of the local business network) attended a conference on international cooperation in Cork, Ireland (to which they were invited by the Waterford Leader partnership).
LAS Oost Drenthe se je prvič vključila leta 2002, ko se je koordinator programa Leader in član LAS (ki je tudi sestavni del poslovnega omrežja) udeležil konference o mednarodnem sodelovanju v Corku na Irskem (na katerega so bili povablje-ni v okviru partnerstva Leader Waterford).
During this conference, the Dutch LAG members met the other cooperating LAGs and started to exchange ideas and knowledge.
Na tej konferenci so se člani nizozemske LAS srečali z drugimi sodelujočimi v LAS ter začeli izmenjavati zamisli in znanje.
It was agreed that Transnet should link up with the Dutch local project called Stipo (Stimulering Plattelands ondernemingen – stimulating rural enterprises).
Dogovorjeno je bilo, da se bo projekt Transnet povezal z nizozemskim lokalnim projektom Stipo (Stimulering Plattelandsonder-nemingen – spodbujanje podeželskih podjetij).
In fact, in Drenthe, Transnet was seen as a project that could provide a strong and structural incentive for the Stipo project, involving two Leader LAGs: Oost Drenthe and Drents-Friese Leader-gebied.
Dejansko je bil Transnet v Drenthu projekt, ki bi lahko projektu Stipo zagotovil močno in strukturno spodbudo, z vključitvijo dveh LAS Oost Drenthe in Drents-Friese Leader-gebied.
Transnet is a partnership for rural business development which involved seven European rural regions working together under a Leader+ project.
Transnet je partnerstvo za razvoj podeželskih podjetij sedmih evropskih podeželskih regij, ki so sodelovale v okviru projekta Leader+.
The participating rural areas included regions from the following EU Members States: Ireland, France, Italy, the Netherlands, Finland and the United Kingdom.
Sodelujoča podeželska območja so vključevala regije iz naslednjih držav članic EU: Finske, Francije, Irske, Italije in Nizozemske.
Transnet works by developing a European network of rural business quality circles.
Transnet deluje z razvijanjem evropskega omrežja skupin za kakovost v podeželskih podjetjih.
It consists of a training programme for market expansion and business event organisation.
Sestavljata ga program usposabljanja za povečanje trga in organizacija poslovnih dogodkov.
In this way the scheme would help micro-businesses to innovate and be eective entrepreneurs by helping to increase their protability through business trade opportunities and partnerships.
Ta sistem bi mikropodjetjem s pomočjo pri povečevanju njihove donosnosti s trgovinskimi priložnostmi in partnerstvi pomagal, da postanejo inovativni in uspešni podjetniki.
One way to do this is by exchanging business know-how, market information, and good practice in product and service.
Eden izmed načinov, kako to doseči, je izmenjava poslovnega znanja, tržnih informacij in dobrih praks, veza-nih na izdelke in storitve.
As a pilot project, it aimed to develop the capabilities of rural entrepreneurs through networking and training.
Namen tega pilotskega projekta je bil razviti sposobnosti podeželskih podjetnikov s povezovanjem v omrežja in usposabljanjem.
Rural businesses in each area were also helped to consider the export and marketing of their products and/or services in the various participating EU regions.
Podeželskim podjetjem v vsakem območju se je tudi pomagalo proučiti možnost izvoza in trženja njihovih izdelkov in/ali storitev v različnih sodelujočih regijah EU.
Transnet also provided a process of information exchange which could help to sustain micro-enterprises in Europe’s rural areas, by improving their existing business networks and developing new quality business circles.
Transnet je zagotovil tudi izmenjavo informacij, ki bi lahko pomagala ohranjati mikropodjetja na evropskem podeželju z izboljšanjem obstoječih poslovnih omrežij in razvojem novih poslovnih skupin za kakovost.
The project’s priority was to establish practical examples of international trade adapted to the needs of small rural businesses.
Prednostna naloga projekta je bila ustvariti praktične primere mednarodne trgovine, prilagojene potrebam majhnih podeželskih podjetij.
Why Transnet for the Oost Drenthe LAG?
Zakaj je lokalna akcijska skupina Oost Drenthe uporabila Transnet?
Although there are many tools available to Europe’s businesses helping them to work internationally, they often do not meet the needs of micro-businesses that have limited resources.
Čeprav imajo evropska podjetja na voljo veliko orodij, ki jim pomagajo pri mednarodnem poslovanju, ta pogosto ne iz-polnjujejo potreb mikropodjetij, katerih sredstva so ome-jena.
Transnet brought together the expertise of
Transnet je združil strokovno znanje osmih evropskih
new business contacts and a programme of customised events.
Učinki tretje teme so bili novi poslovni stiki in program uporabnikom prilagojenih dogodkov.
A steering group (made up of Transnet partners) then discussed the results of the pilot project and made some recommendations.
Usmerjevalni odbor (sestavljen iz partnerjev Transneta) je nato razpravljal o rezultatih pilotnega projekta in dal nekaj priporočil.
With regard to the project’s organisational structure, it was felt that members were too dierent in terms of their: local culture; practices; type of business; support structures; and facilities, etc. to fully benet from the project or indeed the partnership.
Glede organizacijske strukture projekta se zdi, da se člani preveč razlikujejo po lokalni kulturi, praksah, vrsti poslovanja, podpornih strukturah, infrastrukturi itd., da bi lahko v celoti izkoristili projekt ali uresničili partner-stvo.
It was also recommended that, for future transnational partner selection, the region of the proposed member should have suitable businesses that would match the needs of the other partner regions, and a willingness to participate.
Priporočeno je bilo tudi, da bi morala imeti regija predlaganega člana pri izboru prihodnjih nadnacionalnih partnerjev primerna podjetja, ki ustrezajo potrebam regije drugega partnerja in so pripravljena sodelovati.
In addition the communication and marketing of the project was, in the very early stages, very important in order to involve the businesses, and to ensure that the partners’ needs would be met.
Poleg tega sta bila v zgodnji stopnji projekta zelo pomembna tudi komunikacija in trženje, da bi se vključila podjetja in bi se zagotovilo izpolnjevanje potreb partnerjev.
The project also focused on helping existing local business networks improve their activities and the way they work.
Projekt je bil usmerjen tudi v pomoč poslovnim omrežjem na lokalni ravni pri izboljševanju njihovih dejavnosti in načina dela.
In addition, priority was given to the needs of young people, thereby encouraging this target group to return to work in their home region, as well as supporting women to set up small enterprises.
Poleg tega je bila dana prednost potrebam mladih ljudi in s tem spodbujanju te ciljne skupine, da si delo znova poišče v domači regiji, ter podpori ženskam pri ustanovitvi malih podjetij.
A business network is a group of three or more enterprises that have decided to cooperate as a group in order to undertake a project or activity that individual members of the group would be unable to do as well if they were on their own.
Poslovno omrežje je skupina treh ali več podjetij, ki so se odločila sodelovati kot skupina, da bi lahko prevzela projekt ali dejavnosti, ki jih posamezni člani skupine sami ne bi mogli prevzeti.
Reecting on their experience of the pilot project, the participants felt that the project lacked sucient ‘transnationalism’.
Sodelujoči so o svojih izkušnjah pri pilotnem projektu povedali, da po njihovem mnenju ni bil dovolj „nadnaci-onalen“.
The project also highlighted the need for partners to come together at the initial design and structuring of the programme.
Pri projektu je bila poudarjena tudi potreba, da se partnerji sestanejo že pri prvotni zasnovi in strukturi-ranju programa.
In this case the project was already designed and structured before all partners came on board, which allowed very little opportunity for further input and change.
V tem primeru je bil projekt že zasnovan in strukturiran, preden so se pridružili vsi partnerji, kar je dopuščalo zelo malo možnosti za nadaljnje prispevke in spremembe.
The real learning of the project should focus on the sharing of knowledge amongst the businesses from the dierent partner regions, since it was felt that this was where the real networking took place.
Pravo učenje bi se moralo usmeriti na izmenjavo znanja med podjetji iz različnih regij, ker se je zde-lo, da se na tej ravni odvija pravo povezovanje v omrežja.
It was recommended that, in future transnational activity, some or all partners would come together to agree the initial project framework, so that the detail could be subsequently agreed, and to include yearly reviews/evaluations which would allow a redenition and/or design of the programme.
Priporočeno je bilo, da se pri prihodnji nadnacionalni dejavnosti sestane nekaj partnerjev ali vsi partnerji, da bi se dogovorili o začetnem okviru projekta ter se pozneje sporazumeli tudi o podrobnostih, in da bi vključili letne preglede/ocene, ki omogočajo vnovično opredelitev in/ali oblikovanje programa.
Some early results and recommendations
Nekaj prvih rezultatov in priporočil
The pilot project, which concluded in December 2006, had one overall project coordination partner.
Pilotni projekt, ki se je končal decembra 2006, je imel enega partnerja za usklajevanje celotnega projekta.
Other Leader+ partners were responsible for managing each of the project’s three themes, namely:
Drugi partnerji programa Leader+ so bili odgovorni za upravljanje vsake izmed treh tem projekta, in sicer:
These cases proved the point that preparation and taking part in such events is paramount to success and in creating real added value for the participants.
®evropskega omrežja omrežij podeželskih podjetij,®skupnega modula usposabljanja pri povečanju trga ter®poslovnih dogodkov.
®European network of rural business networks;®joint training module in market expansion;®business events.
Vendar so se nekateri dogodki, pri katerih so izkoristili prave trgovinske priložnosti, izkazali za uspešne.
Each theme had several outputs.
Vsaka tema je imela več učinkov.
For theme one this included a website, a good practice guide and reports.
Učinki prve teme so vključevali spletno stran, vodnik dobre prakse in poročila.
Theme two generated training initiatives, an evaluation survey and the training of 80 entrepreneurs. Theme three resulted in
Na podlagi druge teme so bile ustvarjene pobude za usposabljanje, opravljena pa sta bila tudi ocenjevalna raziskava
At the start of the project, the Dutch partner’s expectations of the benets of the Transnet project were very positive. By
Na začetku projekta je imel nizozemski partner pozitivna pričakovanja glede prednosti projekta Transnet.
Shared experiences and conclusions taking part, the various Dutch entrepreneurs had hoped to improve their own network and networking skills.
Skupne izkušnje in sklepne ugotovitve različni nizozemski podjetniki upali, da bodo izboljšali svoja omrežja in spretnosti povezovanja v omrežja.
However, these expectations were not met.
Vendar se njihova pričakovanja niso izpolnila.
As already indicated in the overall results and recommendations mentioned above, the Dutch partners felt that the participating partner regions lacked similarities, and that these differences were too great to be readily overcome.
Kot je že bilo navedeno zgoraj pri skupnih rezultatih in priporočilih, so nizozemski partnerji menili, da je med sodelujočimi partnerskimi regi-jami premalo podobnosti in da so te razlike prevelike, da bi se jih brez težav premagalo.
Despite the experience of the Dutch partner, the Transnet project nevertheless demonstrates the many positive aspects of transnational cooperation, whereby regions are given the chance to share experience and gain knowledge about new areas of activity.
Kljub izkušnji nizozemskega partnerja projekt Transnet vseeno kaže veliko pozitivnih vidikov nadnacionalnega sodelovanja, kjer imajo regije možnost izmenjave izkušenj in pridobivanja znanja o novih področjih dejavnosti.
During the course of a steering group meeting which took place in February 2007, and explained above, lessons were indeed learned from the project.
Sestanek usmerjevalnega odbora, ki je potekal februarja 2007 in je pojasnjen zgoraj, kaže na to, da so bila pri projektu zares pridobljena nova spoznanja.
Transnet also highlighted the importance of evaluation as a way to analyse the effectiveness of the project with respect to its: programming; management; performance, etc.; the added value brought; and the potential impact on local, national and European policies and programmes.
Transnet je še poudaril potrebo po ocenjevanju kot načinu analize uspešnosti projekta glede na njegovo programiranje, upravljanje, zmogljivost itd., dodano vrednost, ki jo je prinesel, ter morebitni vpliv na lokalne, nacionalne in evropske politike in programe.
Training was considered to have been an important issue for all partners: the project showed that training should be introduced at a fairly early stage, and be fairly broad-based to allow for a later focus if required.
Usposabljanje je bilo za vse partnerje pomembno vprašanje in projekt je pokazal, da ga je treba vpeljati že takoj v začetni fazi in da mora biti precej široko zastavljeno, da omogoča poznejše prilagoditve, če so potrebne.
The Oost Drenthe region’s focus is on tourism, recreation and agriculture and is aimed at the surrounding urban areas.
Regija Oost Drenthe je usmerjena v turizem, rekreacijo in kmetijstvo in je naravnana k okoliškim mestnim območjem.
Compared with many other Transnet partner regions, the Oost Drenthe region is not a traditional agricultural region, with a low number of inhabitants and little interaction with the surrounding urban areas.
Če jo primerjamo s številnimi drugimi partnerskimi regija-mi projekta Transnet, regija Oost Drenthe ni tradicionalna kmetijska regija z malo prebivalci in malo povezavami z okoliškimi mestnimi območji.
Consequently the Dutch entrepreneurs found it difficult to match with other businesses in the project.
Zato so nizozemski podjetniki spoznali, da se težko usklajujejo z drugimi podjetji pri tem projektu.
Moreover, Dutch entrepreneurs are already more export oriented, as underlined by government support for this.
Poleg tega so nizozemski podjetniki že bolj izvozno usmerjeni, ker dobivajo za izvoz vladno podporo.
This meant that the Transnet project was, from the Dutch perspective, not of such importance as an export aid.
To pomeni, da z nizozemskega vidika projekt Transnet ni bil tako pomemben kot izvozna pomoč.
Finally, the project themes were not entirely relevant for the Oost Drenthe partners.
In nazadnje tudi teme projekta niso popolnoma ustrezale partnerjem iz Oost Drentha.
Therefore the Dutch LAG would in future need to ensure a selection of transnational project partners with a similar focus to its own.
Zato bi morala nizozemska LAS v prihodnje zagotoviti izbor nadnacionalnih partnerjev projekta s podobno usmeritvijo, kot je njena.
While there was a positive agreement to carry out a smaller and better defined project, it was made very clear that, in the future selection of transnational partners, the region of the proposed member would need to have suitable businesses which match the needs of the other partner regions.
Čeprav so se strinjali, da izvedejo manjši in bolje opredeljen projekt, je bilo jasno pokazano, da bi morala imeti pri prihodnji izbiri nadnacionalnih partnerjev regija predlaganega člana ustrezna podjetja, ki ustrezajo potrebam regij drugega partnerja.
In this way, the failure on this occasion of the Dutch partner to match with other businesses in the project would be avoided.
Tako bi se izognili neizkoriščeni priložnosti nizozemskega partnerja, da se uskladi z drugimi partnerji pri projektu.
Member States: Ireland, France, Italy, the Netherlands and Finland Regions: Waterford and Louth (Ireland), Bretagne (France), Abruzzo (Italy), Drenthe (the Netherlands), Kauhava (Finland)
Države članice: Nizozemska, Finska, Francija, Irska in Italija Regije: Waterford in Louth (Irska), Kauhava (Finska), Drenthe (Nizozemska), Abruzzo (Italija), Bretanja (Francija)
Other LAGs: Louth Leader (Ireland), Pays de Morlaix (France), Gal Vastese Inn (Italy), Oost Drenthe (the Netherlands), Aisapari (Finland)Non-Leader + LAG: Joutsenten Reitti (Finland) (not included in costs)
Druge LAS: Louth Leader (Irska), Aisapari (Finska, Oost Drenthe (Nizozemska), Gal Vastese Inn (Italija), Pays de Morlaix (Francija)Zunaj programa Leader+ LAS: Joutsenten Reitti, Finska (ni vključeno v stroške)
Project total cost: EUR 534 272EU: EUR 320 930 Other public funds: EUR 175 062Private funds: EUR 103 612Project eligibility: January 10–October 2006
Skupni strošek projekta: 534 272 EUREU: 320 930 EURDruga javna sredstva: 175 062 EURZasebna sredstva: 103 612 EUR
Waterford (Ireland) project cost: EUR 104 994EU: EUR 97 154Other public funds: EUR 0Private funds: EUR 7 840
Strošek projekta za Waterford (Irska): 104 994 EUREU: 97 154 EURDruga javna sredstva: 0 EURZasebna sredstva: 7 840 EUR
Louth (Ireland) project cost: EUR 84 735EU: EUR 71 735.39Other public funds: EUR 0 Private funds: EUR 13 000
Strošek projekta za Louth (Irska): 84 735 EUREU: 71 735,39 EURDruga javna sredstva: 0 EURZasebna sredstva: 13 000 EUR
France project cost: EUR 85 164EU: EUR 42 582 Other public funds: EUR 18 325Private funds: EUR 24 257
Strošek projekta za Finsko: 85 000 EUREU: 38 250 EURDruga javna sredstva: 38 250 EURZasebna sredstva: 8 500 EUR
Italy project cost: EUR 84 107EU: EUR 26 073Other public funds: EUR 26 073Private funds: EUR 31 961
Strošek projekta za Italijo: 84 107 EUREU: 26 073 EURDruga javna sredstva: 26 073 EURZasebna sredstva: 31 961 EUR
Photos provided by the Dutch national network unit.
Fotografije: nizozemska nacionalna omrežna enota
An interview with Jenny Nylund, youth leader, Nedre Dalälven LAG
Intervju z Jenny Nylund, vodjo mladih iz lokalne akcijske skupine Nedre Dalälven na Švedskem
Professional youth supervision
Strokovni nadzor za mlade
An interview with Jenny Nylund, youth leader, LAG Nedre Dalälven, Sweden
Intervju z Jenny Nylund, vodjo mladih iz lokalne akcijske skupine Nedre Dalälven na Švedskem
Introduction has a growing tourist industry and is a very popular place thanks to its world-class fishing possibilities.
Uvod na območju se širi, kraj pa je zelo priljubljen tudi zaradi vr-hunskih možnostih ribolova.
More information about the LAG can be found at the following link: www.leader-nedredalalven.org
Več informacij o LAS najdete na spletni strani www.leader-nedredalalven.org
Leader+ Contact Point: At the local level what does rural development mean to you?
Leader+ Contact Point: Kaj za vas na lokalni ravni pomeni razvoj podeželja?
What aspects of your daily work do you find the most interesting?
Kaj vam je pri vašem vsakdanjem delu najbolj zanimivo?
Do you think being a young woman makes any dierence?
Ali menite, da je kaj drugače zato, ker ste mlada ženska?
Jenny Nylund works in Leader+ in Nedre Dalälven.
Jenny Nylund dela pri programu Leader+ na območju „Ne-dre Dalälven“.
She lives in a village with her partner and three children and runs her own business in the tourist industry.
S svojim partnerjem in tremi otroki živi na vasi in ima svoje turistično podjetje.
During the last five years she has worked as a project manager in rural development on youth issues.
V zadnjih petih letih je delala kot projektni vodja za vprašanja mladih pri razvoju podeželja.
Today her job consists of supporting young people that wish to launch their own projects and to encourage those who are running projects in her area.
Danes je njena naloga podpirati mlade, ki želijo začeti svoje projekte, in spodbujati tiste, ki že vodijo projekte na njenem območju.