natgillin/translations-raw huggingface dataset:
On the first stop, and in addition to what had been prerecorded on the ‘t-guide’, there were presentations about two Leader+ projects: ‘Holzbau Kunst’ (art in timber construction), which trains young carpenters, and ‘Bergholz’, a project which has developed the potential of a regional brand, based on local timber, and which is also featured in Leader+ Magazine, No 3 (see above website).
(umetnost lesene gradnje), ki izobražuje mlade tesarje, in Bergholz, ki je izkoristil potencial značilnega regijskega proizvoda, pri čemer ta temelji na obdelavi lesa iz tamkajšnjega območja, in je predstavljen v treh izvodih revije Leader+ Magazine (spletna stran je navedena zgoraj).
Subsequent stops included an appreciation of the work of the master builders of the Baroque style ‘Barockbaumeister’, a studio of regional craftsmen ‘Werkraumdepot’, project ‘Weiβtanne’ (white r), where three LAGs work with the timber of the region’s local tree, and‘Holzkultur Hittisau’, a project which demonstrates the dierent aspects of the local wood.
Naslednje postaje so vključevale še ogled stavbarskih del v baročnem slogu Barockbaumeister, delavnice regionalnih obrtnikov Werkraumdepot, projekta Weiβtanne (srebrna jelka), v katerem tri lokalne akcijske skupine obdelujejo les drevesa, ki je značilno za to območje in projekta Holzkultur Hittisau, ki prikazuje različne vidike lesa na tem območju.
It therefore implies creating appropriate forums to stimulate interaction and cooperation.· Human resources: this is often the most important ‘natural and cultural resource’ that a region has.
Zato je treba pripravljati ustrezne forume za spodbujanje medsebojnega povezovanja in sodelovanja.Človeški viri: pogosto predstavljajo najpomembnejši naravni in kulturni vir regije.
More seminar information concerning the presentations project visits and workshops can be found at the following link: http://ec.europa.eu/agriculture/rur/leaderplus/events/29042006_en.htm
Več informacij v zvezi z obiski predstavitev projektov in delavnic je na voljo na naslednjem naslovu: http://ec.europa.eu/agriculture/rur/leaderplus/events/ 29042006_en.htm
On the third morning, there were more themed workshops, roundtables and further opportunities for cooperation.
Tretje jutro je bilo še več tematskih delavnic, okroglih miz in nadaljnjih priložnosti za sodelovanje.
There was also a chance to hear from Jean-Michel Courades of the European Commission about the funding possibilities for the seminar theme, under the Leader axis 2007–13.
Vsi udeleženci so imeli priložnost poslušati Jean-Michela Couradesa iz Evropske komisije, ki je spregovoril o možnostih nanciranja teme seminarja v okviru osi Leader 2007–2013.
Afterwards, the results of the individual workshops and cooperation roundtables were presented, as
Ljudje se ne smejo bati kritike ali neuspeha.• Tržne koristi: zagotoviti je treba, da bo mogoče rezultat projektov prenesti v konkretne tržne koristi. To lah-
Networking s we know, the Leader approach has several by Mr Uwe Lerbs, strengths in the way that it deals with solving the
Povezovanje v mrežo ot vemo, ima pristop programa Leader več različnih prednosti pri reševanju težav, s katerimi se srečujejo evropska podeželska območja. Eden od takih prime-
Head of Unit F.3, Consistency of Rural Development, Directorate-General for Agriculture and Rural Development, European Commission solutions but also organising an exchange of ideas at national and European level is one such example.
Uwe Lerbs, Evropska komisija, GD za kmetijstvo in razvoj podeželja, Enota F.3 rov je iskanje lokalnih rešitev in tudi organizacija izmenjave idej na nacionalni in evropski ravni.
In concrete terms, it is about mobilising local actors to get involved in the future of their area, and opening-up rural areas to other territories by exchanging and transferring experience through the creation of networks.
To dejansko pomeni vključevanje lokalnih udeležencev v oblikovanje prihodnosti njihovega območja in odpiranje podeželja drugim območjem z izmenjavanjem in prenašanjem izkušenj prek oblikovanja mrež.
These are the strengths of this approach.
To so prednosti tega pristopa.
For this reason, under action three of the Leader+ initiative, it was foreseen to support networking as a mandatory component in each Member State and not as an option as it was under Leader II.
Zato je bila v tretjem ukrepu pobude Leader+ podpora za povezovanje v mrežo predvidena kot obvezen element v vsaki državi članici in ne kot možnost iz programa Leader II.
event, held in Hungary, attracted almost 300 participants, a large number coming from other new Member States, and for whom being able to meet face to face, take part in focused workshops and indeed carry out their own one to one meetings proved to be an invaluable experience, and one which I am convinced will bear many fruits for their future activities.
prvega decentraliziranega seminarja v novi državi članici. Kot boste v nadaljevanju prebrali v reviji, je ta dogodek, ki je potekal na Madžarskem, privabil skoraj 300 udeležencev, katerih velik del je prišel iz drugih novih držav članic in ki so se lahko osebno srečali, sodelovali v delavnicah in se srečevali individualno, kar je bila dragocena izkušnja, zaradi katere bodo v svoji prihodnji dejavnosti zelo uspešni.
Of course, we must not forget the excellent work which continues to take place at the national level.
Seveda ne smemo pozabiti odličnega dela, ki se še naprej opravlja na nacionalni ravni.
National rural networks, and in particular the Leader+ national network units, provide LAGs and other interested parties with a wealth of information and opportunities (through events, publications and websites) to network and exchange on best practices and innovative projects, and it is important that this continues in the forthcoming programme period.
Nacionalne podeželske mreže in zlasti nacionalne omrežne enote Leader+ zagotavljajo lokalnim akcijskim skupinam in drugim zainteresiranim strankam zelo veliko informacij in priložnosti (prek dogodkov, publikacij in spletnih strani) za povezovanje v mrežo ter izmenjavo najboljših praks in inovativnih projektov, pomembno pa je, da se to nadaljuje v naslednjem programskem obdobju.
Clearly Leader+ has sought to continue to promote the exchange of achievements, experiences and know-how in the rural communities.
Jasno je, da je program Leader+ poskušal še naprej spodbujati izmenjavo dosežkov, izkušenj in znanja v podeželskih skupnostih.
This will no doubt continue in the new programming period with the integration of the Leader networking ideology within rural development networking.
To se bo brez dvoma nadaljevalo v novem programskem obdobju skupaj z vključevanjem ideologije za povezovanje v mrežo programa Leader v okviru povezovanja v mreže za razvoj podeželja.
Similarly, there is a role for both European and national-level networking, and, as we see in the special focus section in this magazine, we can well appreciate the variety and role of the dierent ocial and informal organisations, whether they are ‘Europe Direct’, the national network units, the European Observatory, the local action group (LAG) associations or even the local action groups themselves that may represent a network at the local level.
Podobno ima svojo vlogo tudi povezovanje v mrežo na evropski in nacionalni ravni, pri čemer lahko dobro ocenimo, kot lahko vidimo v tej reviji v rubriki posebna usmeritev, raznovrstnost in vlogo različnih uradnih in neuradnih organizacij; te so lahko služba „Europe Direct“, nacionalne omrežne enote, Evropski observatorij, združenja lokalnih akcijskih skupin ali celo same lokalne akcijske skupine, ki predstavljajo mrežo na lokalni ravni.
Finally, I would like to take this opportunity to stress the importance of networking, and urge all of you to take advantage of all networking opportunities, and particularly to be aware of the importance of networking at the project level.
Na evropski ravni omogoča Observatorij evropskim podeželskim udeležencem veliko priložnosti za izmenjavo informacij, ki so povezane s pobudo Leader+.
There are many examples where the success of a project depends heavily on the networks that have been created, either for its conception and/or for its execution, and this is borne out in several case study examples illustrated in this edition, especially from Austria, Italy and Sweden, and the cooperation project between Belgium and Italy.
Tako kot veliko nacionalnih struktur je Observatorij Leader+ organiziral več različnih dogodkov in pripravil različne publikacije (vključno z Leader+ Magazine).
Similar and complementary projects should be networked through cooperation projects and also as part of a strategy of capitalisation and dissemination of experience at national and European level.
Dogodki, kot je bil „zadružni sejem“ junija 2005, predstavljajo priložnost za podeželske udeležence, zlasti lokalne akcijske skupine programa Leader+ v državah članicah, za: povezovanje v mrežo; izmenjavo; iskanje partnerjev za nadnacionalno sodelovanje; in tudi pomoč drugim lokalnim partnerstvom, da pripravijo svoje prihodnje strategije za razvoj podeželja.
Indeed, I am convinced that, in terms of sustainable rural development, we cannot overstate the role of Europe’s rural networks in achieving this.
Zato je za Evropsko komisijo zelo pomembna organizacija
At the European level, the Observatory provides an opportunity for all European rural actors to have a good working level of exchange about what is taking place under the Leader+ initiative.
Končno bi ob tej priložnosti želel poudariti pomembnost povezovanja v mrežo ter pozvati vse, da izkoristite vse priložnosti za povezovanje v mrežo in zlasti da se zavedate pomembnosti takšnega povezovanja na ravni projekta.
Like many of the existing national structures, the Leader+ Observatory has organised a variety of events and produced dierent publications (including the Leader+ Magazine).
Obstaja veliko primerov, v katerih je uspeh projekta zelo odvisen od mrež, ki so bile oblikovane, zaradi njegove zasnove in/ali izvedbe, kar potrjuje več primerov študij, razloženih v tej izdaji, zlasti iz Avstrije, Italije in Švedske, ter projekt sodelovanja med Belgijo in Italijo.
Events such as the ‘Cooperation Fair’ held in June 2005 present such an opportunity for rural actors, particularly Leader+ LAGs in the Member States, to network, exchange, seek partners for transnational cooperation, and not least to help other local partnerships to prepare their future rural development strategies.
Podobni in dopolnilni projekti se morajo povezovati v mreže prek projektov sodelovanja ter tudi kot del strategije izkoriščanja in razširjanja izkušenj na nacionalni in evropski ravni.
For this reason, the European Commission placed great importance on organising its rst decentralised seminar in a new Member State. As you will read later in the magazine, this
Res sem prepričan, da v smislu trajnostnega razvoja podeželja ne moremo preceniti vloge evropskih podeželskih omrežij pri doseganju tega.
ties being the rst priorities).This coordination needs eort and communication between the animation structures operating at dierent levels of the network, good delegation and exible calendars (avoiding too many requests at once for studies and events).
med strukturami spodbujanja, ki delujejo na različnih ravneh omrežja, dobri prenosi pooblastil in prilagodljivi časovni razporedi (izogibanje prevelikemu številu prošenj za študije in prireditve).
A structure, at European, national and/or regional level, should be dedicated to a ‘steering role’and should have a certain level of authority to referee between the networks’ actors.
Struktura na evropski, nacionalni in/ali regionalni ravni mora imeti„vlogo usmerjanja“ in neko stopnjo pristojnosti za razsojanje med omrežnimi udeleženci.
Good communication and cooperation between the dierent authorities (managing authority and network unit) are also necessary, as is longterm planning.
Dobra komunikacija in sodelovanje med različnimi organi (organom za upravljanje in omrežno enoto) sta prav tako pomembna kot dolgoročno načrtovanje.
An annual work plan is useful, especially for the larger activities where important organisation and external participation is required.
Letni delovni načrt je uporaben predvsem za obsežnejše dejavnosti, pri katerih se zahtevata zelo dobra organizacija in zunanje sodelovanje.
It is the representatives of the target public who convince their colleagues of the added value that networking can bring and who can instil upon them that time allocated to networking is not time lost, but is an investment for the longer term.
Učinkovitost orodja za povezovanje v mrežo, ki se izvaja v programu Leader, je že bila poudarjena predvsem v smislu organizacijskih spretnosti, kakovosti dela, prireditev, zagotovljene pomoči, dinamičnosti in prilagodljivosti, prijaznosti itd.
Why not even imagine a system where some of today’s LAG representatives (or representatives of other networking structures linked to rural development) are working in the new networking units?
Vendar je še vedno nekaj glavnih slabosti, ki jih je treba odpraviti v prihodnosti.
The eciency of the networking tool implemented under Leader has already been pointed out, notably in terms of organisation skills, quality of work, events, support provided, dynamism and exibility, friendliness, etc.
Dokument, na katerem temelji ta članek, je mogoče najti v knjižnici na spletni strani programa Leader+: http://ec.europa.eu/agriculture/rur/leaderplus/library/ methodology/lpdocuments_en.htm Nadaljnje delo še poteka in bo dostopno prek knjižnice na spletni strani programa Leader+.
Yet some major weaknesses remain that ought to be dealt with in the future.
za povezovanje v mrežo ni izgubljen, ampak je naložba za daljše obdobje, prepričajo le predstavniki ciljne javnosti.
The main ones stated were the occasional very late start at national but mainly at European level; the dependence of the network on the full participation of LAGs for whom the advantages of the network are sometimes unclear; the teams which have sometimes been too limited; the real and crucial diculty of opening up to the non-Leader world; the limited space for evolution or innovation for a networking unit appointed through a rigid public tendering procedure covering a whole programming period, etc.
Zamislimo si lahko tudi sistem, v katerem delujejo nekateri od sedanjih predstavnikov lokalnih akcijskih skupnosti (ali predstavnikov drugih omrežnih struktur, povezanih z razvojem podeželja) v novih omrežnih enotah?Druga ključna vprašanja so bistvena za opredelitev in izvajanje učinkovite mreže za razvoj podeželja.1.
Some initial suggestions which may provide basic solutions to some of the main challenges facing the future rural development network can be summarised in a few words:
Predhodno sporočanje: zlasti Evropska komisija mora dobro razložiti, kaj se uradno pričakuje od omrežne enote, tako da lahko države članice jasno razumejo te naloge in razberejo, kako jih izpolniti, da se bodo upoštevale posebne nacionalne potrebe.
• • start on time;proceed ‘step by step’;allocate sucient resources (both for the networking units and to enable good participation of the rural development actors);always closely match the needs of the rural actors;plan in advance a well thought out denition of the different roles and tasks for each level and enable good coordination, with close collaboration both horizontally and vertically.
Prav tako omogoča ta predhodna razlaga vsem partnerjem v prihodnji mreži, da se obveščajo o svojih prihodnjih potrebah in njihovi viziji o „popolni mreži“ za uspešno izvajanje omenjenih nalog.
The document, upon which this article is based, can be found in the library of the Leader+ website: http://ec.europa.eu/agriculture/rur/leaderplus/library/ methodology/lpdocuments_en.htm Further work is ongoing and will be made available via the library of the Leader+ website.
Zainteresirani kandidati za omrežno enoto lahko že vnaprej začnejo z vzpostavljanjem najprimernejših partnerstev in skupin, da upoštevajo uradne ali osnovne potrebe.2.
The network units should focus on subjects that are considered to be central by the target public and by the network partners.
Omrežne enote se morajo usmeriti na zadeve, ki naj bi bile po mnenju ciljne javnosti in partnerjev v mreži bistvene.
Enough sta with the appropriate skills and experience are also necessary to coordinate and run the network unit and its tasks.There must be frequent and direct contact between the networking unit and the rural development actors: the networking unit has to be approachable.
Za usklajevanje ter vodenje omrežne enote in njenih nalog je potrebno tudi zadostno število osebja, ki ima ustrezno znanje in izkušnje.Omrežna enota in udeleženci razvoja podeželja morajo biti v pogostem in neposrednem stiku: omrežna enota mora biti „dosegljiva“.
Although this can be fairly easily done at regional level or in smaller countries, it becomes a challenge for the national and even more for the European networks which tend to be very far from the ground.
Čeprav se lahko to zelo enostavno doseže na regionalni ravni ali v manjših državah, je izziv za nacionalne in še bolj za evropske mreže, katerih cilj je zajemati več območij.
This direct contact is also a means to conceive tools that are most appropriate to the target public since it is a way to better understand their needs. 3.
Ta neposredni stik prav tako pomeni, da se oblikujejo orodja, ki so najprimernejša za ciljno javnost, ker je to način za boljše razumevanje njihovih potreb.3.
All partners should be actively involved and participate in a tangible way at their level (for instance, by implementing local actions or by contributing constructive ideas in the steering committees).
Vsi partnerji morajo biti dejavno vključeni in dejansko sodelovati na svoji ravni (na primer z izvajanjem lokalnih dejavnosti ali prispevanjem konstruktivnih idej v usmerjevalnih odborih).
All possible means should be employed to avoid sleeping partners or participants. 4.
Uporabiti je treba vsa možna sredstva za izognitev nedejavnim partnerjem ali udeležencem.4.
Coordination: good coordination is essential, both inside the network and towards outside partners, notably the decision-makers (Commission and managing authori-
Usklajevanje: dobro usklajevanje je bistveno znotraj omrežja in z zunanjimi partnerji, zlasti nosilci odločanja (predvsem s Komisijo in organi upravljanja).
Appreciative inquiry is Leader+ project involves local children in testing new methods for local change, and is an innovative approach which may indeed have the key to the future.
Ta projekt Leader+ vključuje otroke z lokalnega območja pri preskušanju novih metod za lokalne spremembe in je inovativen pristop, ki je lahko dejansko ključen za prihodnost.
Based on an article by Karsten Jensen, LAG Manager South Jutland, Denmark
Povzeto po članku Karstena Jensena, vodje LAS Južni Jutland, Danska
Introduction ment and change is usually considered in the same way as problem solving. The aim of the appreciative inquiry method is to show
Uvod je to v družbi, v kateri se razvoj in spremembe običajno obravnavajo enako kot reševanje težav, kljub temu revolucionarno.
While we all recognise that the future belongs to children, why can’t we therefore more often recognise that the children may also hold the key to the future?
Če vsi priznavamo, da je prihodnost v rokah otrok, zakaj potem ne moremo pogosteje priznati, da imajo lahko ključ za prihodnost tudi otroci?
This was the question that this Danish LAG asked when considering a project to involve local children in rural development.
To vprašanje si je zastavila danska lokalna akcijska skupina pri preučevanju projekta, ki bi v razvoj podeželja vključil otroke z lokalnega območja.
Children have many resources that can be used in new and inspiring ways, and which can give new life to the rural areas in which they live.
Otroci imajo raznolike vire, ki se lahko uporabijo inovativno in spodbudno, ter lahko podeželska območja, na katerih ti otroci živijo, ponovno oživijo.
The challenge is therefore to use this natural resource in the context of the Leader+ programme in a way that deals with new ways of development which
Zato je izziv uporabiti te „naravne vire“ v okviru programa Leader+ tako, da se upoštevajo novi načini razvoja, ki lahko omogočijo spremembe
Coming up with an interesting idea may bring about local change.The Leader method shows a unique way of how local change can take place.
Oblikovanje zanimivih idej na lokalnem območju.Metoda Leader predstavlja edinstven način izvajanja lokalnih sprememb.
If we look at concrete methods used at the project level under the Leader+ programme, then there are many interesting initiatives.
Če pogledamo metode, ki so bile dejansko uporabljene na ravni projekta v okviru programa Leader+, lahko opazimo veliko zanimivih pobud.
In this article, the appreciative inquiry method will be shown to be an example, and its use will be described in connection with a local development project where the local primary school is initiating such a pro- cess. The appreciative inquiry method is probably just one out of many methods that can be used to create such local changes.
V tem članku bo kot primer predstavljena „metoda raziskovanja novih možnosti“, njena uporaba pa bo opisana v povezavi z lokalnim razvojnim projektom, v okviru katerega začenja izvajati tak proces lokalna osnovna šola.„Metoda raziskovanja novih možnosti“ je verjetno le ena od številnih metod, s katero se lahko omogočijo takšne lokalne spremembe.
However, the rst modest Leader experience from Southern Jutland with this method has been very positive in several primary school projects.
Vendar je bila prva preprosta izkušnja s to metodo programa Leader na Južnem Jutlandu zelo pozitivna v več projektih osnovnih šol.
Appreciative inquiry is a way of bringing new life to rural areas by looking at them in a dierent light.
„Raziskovanje novih možnosti“ omogoča ponovno oživitev podeželskih območij tako, da se obravnavajo z drugačnega vidika.
There is a tendency to focus too much on the factors that make rural life dicult and which hinder rural development.
Običajno so preveč v središču dejavniki, zaradi katerih je življenje na podeželju težko in ki ovirajo razvoj podeželja.
Consequently there is a tendency to concentrate on avoiding problems, and less on creating the changes that we want to see in our rural areas.
Zato običajno posvečamo več pozornosti izogibanju težavam in manj načrtovanju sprememb, ki si jih želimo na podeželskih območjih. Čeprav se zdi enostavno,
While this may sound simple, it is nevertheless revolutionary in a society where develop- that we can actually change future development by asking the right questions.
Cilj „metode raziskovanja novih možnosti“ je pokazati, da lahko dejansko spremenimo prihodnji razvoj tako, da si postavimo prava vprašanja.
It is based on the assumption that everything works better when members of society — individuals, stakeholders and local enterprises — are appreciated and respected for what they do.
Metoda temelji na domnevi, da vse deluje bolje, če se ceni in spoštuje delo članov družbe: posameznikov, zainteresiranih strani in lokalnih podjetij.
The method thus provides a focus on the resources and fellowship that exist at local level.While many of the local resources are already known before the method is implemented, new ones can also emerge.
Zato se metoda osredotoča na vire in tovarištvo, ki obstaja na lokalni ravni.Medtem ko je veliko lokalnih virov znanih že pred izvajanjem metode, se lahko pojavijo tudi novi.
This is due not least to the method which is based on a wide involvement of individual persons, local societies, authorities, private companies etc., some of which may not always be suciently taken into account when considering local development options.
Razlog je tudi metoda, ki temelji na splošnem vključevanju posameznikov, lokalnih družb, organov, zasebnih podjetij itd., pri čemer se nekateri pri obravnavanju možnosti lokalnega razvoja vedno ne upoštevajo ustrezno.
This is particularly so when considering children as resources and the possibilities of them acting as agents of change.
To velja zlasti, kadar se otroci obravnavajo kot viri in možni povzročitelji sprememb.