natgillin/translations-raw huggingface dataset:
A common Internet portal is being developed, which will give information on the project regions, as well as serving as an archaeology portal for a broad exchange of information.
Vzpostavlja se skupni spletni portal, v katerem bodo na voljo informacije o regijah projekta in ki bo arheološki portal za širšo izmenjavo informacij.
In cooperation with the French project partners, the Brenzregion LAG is to exhibit at the 2006 Heidenheim Regional Garden Show, where a travelling exhibition of Stone Age Aurignacian discoveries will be on display.
V sodelovanju s francoskimi projektnimi partnerji se bo LAS Brenzregion predstavila na regionalni cvetlični razstavi 2006 v Heidenheimu, kjer bo na ogled potujoča razstava odkritij iz obdobja aurignaciena v kameni dobi.
As a prelude to the cooperation project, the tiny village of Aurignac in south-western France became a key focus of archaeological interest in September 2005.
Kot uvod v projektno sodelovanje je septembra 2005 majhna vasica Aurignac na jugozahodu Francije postala glavna točka za arheološke raziskave.
This was part of the Leader+ cooperation initiative, and, under the sci-entic direction of Dr Harald Floss, and Nathalie Rouquerol of the Aurignac Museum Forum, Aurignac was the venue for a unique conference on Stone Age art.
To je bil del pobude o sodelovanju v okviru programa Leader+, zato je vasica Aurignac ponujala edinstveno prizorišče za pripravo konference o umetnosti iz kamene dobe, ki sta jo vodila dr. Harald Floss in Nathalie Rouquerol iz muzejskega foruma.
A panel of internationally renowned scientists discussed the origins of art in the Aurignacian period from various points of view, with key conference themes being the natural living conditions
Številni mednarodno priznani znanstveniki so z različnih vidikov razpravljali o izvoru umetnosti v obdobju aurignaciena, pri čemer so bili glavna tema konference naravni življenjski pogoji in kultura ljudi iz obdobje aurignaciena.
The cooperation project has already had a discernible positive impact upon the regions involved.
V tem smislu so obravnavali najstarejše odkrite primere umetnosti in načine, s katerimi so jo ustvarjali.
The GeissenKlösterle in the Alpe-Danube district
Jama GeissenKlösterle na območju Alpe-Donava
Member States: France and Germany Regions: Aquitaine (France) and Baden-Württemberg (Germany)
Državi članici: Francija in Nemčija Regije: Aquitaine (Francija) in Baden-Württemberg
Name of leading LAG: France, Pays Basque Intérieur Population: 69 049Surface area: 2 507 km
Pays Basque Intérieur Št. prebivalcev: 69 049Površina: 2 507 km
Name of German LAG: Brenzregion Population: 121 852Surface area: 1 168 km
Ime nemške LAS: Brenzregion Št. prebivalcev: 121 852Površina: 1 168 km
Germany Total cost: EUR 48 847 EU: EUR 24 429Other public funds: EUR 24 418
Nemčija Skupni stroški: 48 847 EUREU: 24 429 EURDruga javna sredstva: 24 418 EUR
Contact person: Josene Bauer Address: Landratsamt Heidenheim, Felsenstr., 36, D-89518 Tel. (49-73) 21 32 14 64E-mail: j.bauer@landkreis-heidenheim.de Website: www.brenzregion.de
Ime kontaktne osebe: Josene Bauer Naslov: Landratsamt Heidenheim, Felsenstr., 36
France Total cost: EUR 135 894 EU: EUR 67 942Other public funds: EUR 64 160Private funds: EUR 3 792
Fotograje: Francoska nacionalna omrežna enota
Contact person: Estebe Eyherabide Address: 4 allée des Platanes, BP 431, F-64104 Bayonne Cedex Tel. (33-59) 46 51 01Fax: (33-59) 46 50 87E-mail: eyherabide@cg64.fr Website: www.lurraldea.net
Ime kontaktne osebe: Estebe Eyherabide Naslov: 4 allée des Platanes, BP 431, F-64104 Bayonne
WOMEN AND YOUTHIN LEADER+
ŽENSKEIN MLADINA V PROGRAMU LEADER+
After having gained a degree in foreign languages in 1998, Ms Ciliberti started to work with the Le Macine LAG during the Leader II initiative. Here, she was responsible for the LAG’s transnational cooperation activities.
Po pridobljeni diplomi iz tujih jezikov leta 1998 je Cilibertijeva začela sodelovati z LAS Le Macine med pobudo Leader II, v kateri je bila odgovorna za dejavnosti v okviru nadnacionalnega sodelovanja lokalne akcijske skupine.
Then in March 2003, she was appointed LAG manager and started working in a team involved with dening the local action plan for the Leader+ initiative.
Marca 2003 je bila predlagana za vodjo lokalne akcijske skupine in je začela delati v ekipi, ki se je ukvarjala s pripravo lokalnega akcijskega načrta za pobudo Leader+.
Economically, the number of people working in enterprises accounts for 14 % compared to the regional average of 25 %.
Z gospodarskega stališča je delež ljudi, zaposlenih v podjetjih, 14 %, medtem ko je regijsko povprečje 25 %.
Very small companies, dened as those with only one employee, represent 70 % of businesses, compared with the regional average of 62 %.
Zelo majhna podjetja, v katerih je zaposlena samo ena oseba, predstavljajo 70 % gospodarske dejavnosti, medtem ko je regijsko povprečje 62 %.
Two thirds of those businesses working in agriculture are involved with cereal production.
Dve tretjini dejavnosti v kmetijstvu zajema pridelovanje žitaric.
There is also quite a widespread cultivation of olives, and the breeding of sheep and goats has become popular in recent years.
Prav tako je zelo razširjena gojenje oljk in pridelava oliv, v zadnjih letih pa sta postali razširjeni ovčereja in kozjereja.
Traditional and typical foods such as sausages, cheeses and honey are also produced.
Proizvajajo tudi značilne tradicionalne prehrambene izdelke, kot so klobase, siri in med.
Her experience of Leader II and Leader+ has lead her to develop an ongoing relationship with both public and private sectors in order to ensure that the ‘bottom-up’ approach becomes an appropriate way of enhancing rural development in the area of Montagna Materana.
Na podlagi izkušenj s programom Leader II in Leader+ je imela stalne stike z javnim in zasebnim sektorjem, da bi zagotovila pristop „od spodaj navzgor“, s katerim bi pospešila razvoj podeželja na območju Montagna Materana.
As at the regional level, the weak points of the area’s agriculture relate to the isolation of farms, the associated problems of an ageing farming population, the gap between the old farmers and the younger generation, and a low e Le Macine LAG area level of mechanisation.
Kot na regionalni ravni se šibke točke kmetijstva na tem območju povezujejo z osamljenostjo kmetij, težavami s staranjem kmečkega prebivalstva, razliko med starimi kmetovalci in mlajšo generacijo ter z nizko ravnjo mehanizacije.
The local action group‘Le Macine’works in the most internal part of the region of Basilicata, the so-called Montagna Materana area, located in the south of Italy.
Lokalna akcijska skupina Le Macine deluje v najbolj notranjem delu regije Basilicata, v tako imenovanem območju Montagna Materana, ki leži na jugu Italije.
The area is divided into two resource structures in order to develop the protected area of the Regional Park of Gallipoli Cognato, with its lush forests and‘Natura 2000’sites, and the hilly area which is dominated by quite strong cultural elements linked to its rural life.
Območje je razdeljeno na dva razvojna dela, ki jima je namenjeno dodeljevanje sredstev: zaščiteno območje regionalnega parka Gallipoli Cognato z bogatimi gozdovi in območja mreže Natura 2000 ter hribovito območje, kjer prevladujejo močni kulturni elementi, povezani s podeželskim življenjem.
The area is characterised by hills dedicated to the cultivation of cereals and olives, and mountains covered by forests.
Za to območje so značilni hribi, na katerih pridelujejo žitarice in olive, ter gore, ki so prekrite z gozdovi.
From a social and economic point of view, this is the most marginal area of the region, and is populated by 33 867 inhabitants spread over 13 municipalities, giving a density of 28 inhabitants per km.
Z družbenega in gospodarskega stališča je to najbolj obrobno območje regije, saj šteje 33 867 prebivalcev, ki so naseljeni v 13 občinah, kar je 28 prebivalcev na kvadratni kilometer.
The interview omy (food and wine) industry and tourist sector who, with their strong links to the area’s cultural resources, can play a role in both increasing the potential of these resources and in so doing contribute to the area’s economic growth.
Pogovor jo vodilno vlogo pri povečevanju možnosti teh virov in tako prispevajo h gospodarskemu razvoju območja.
Contact Point: What first attracted you about working in rural development?
Contact Point: Zakaj ste začeli delati na področju razvoja podeželja?
Have your expectations been realised?
Ali so se vaša pričakovanja uresničila?
If not, why not?
Če se niso, zakaj ne?
CP: Has cooperation, either interterritorial or transnational, been an important consideration for your LAG?
CP: Ali je medozemeljsko ali nadnacionalno sodelovanje pomembno vplivalo na vašo lokalno akcijsko skupino?
What were the reasons for this?
Kateri so bili razlogi za to?
What experiences have you had?
Kakšne so vaše izkušnje?
Angela Ciliberti: My career in rural development started within the area of transnational cooperation and this for me represented a very attractive area of work because of the possibility to keep in contact with other regions and other cultures.
Angela Ciliberti: Moja kariera v razvoju podeželja se je začela na področju nadnacionalnega sodelovanja in to je bilo zame zelo privlačno področje dela, ker omogoča ohranjanje stikov z drugimi regijami in kulturami.
My work then shifted to looking at the whole process of rural development, involving SMEs, environmental and cultural activities, and tourism.
Moje delo se je potem preusmerilo na celoten proces razvoja podeželja, ki vključuje mala in srednje velika podjetja, okoljske in kulturne dejavnosti in turizem.
This represented an interesting part of the Leader programme because it gave me the opportunity to develop a multilevel experience and to manage a multisectorial activity.
Ta je predstavljal zelo zanimiv del programa Leader, ker mi je omogočal pridobivanje izkušenj na več ravneh in upravljanje dejavnosti več sektorjev.
AC: In the nancial plan of our LAG, 20 % of the total budget has been dedicated to cooperation: both interterritorial and transnational.
AC: V nančnem načrtu naše lokalne akcijske skupine smo 20 % skupnega proračuna namenili medozemeljskemu in nadnacionalnemu sodelovanju.
This high allocation of resources shows a clear choice in our LAG’s stategy in terms of working with other areas, and in its desire to try to overcome the area’s history of marginalisation.The expectations from cooperation are that we can also embody the spirit of Leader, that is to say, a programme of cooperation and association not only in rural areas but also among rural areas.
Ta visoka dodeljena sredstva kažejo, da smo se v strategiji naše lokalne akcijske skupine odločili za sodelovanje z drugimi območji ter da želimo premagati zgodovino in obrobnost območja. Od sodelovanja pričakujemo, da bomo lahko uresničevali tudi bistvo programa Leader, to je program sodelovanja in povezovanja ne samo na podeželskih območjih, ampak tudi med njimi.
I am still involved in the challenge of creating a network of resources among all these activities, and so my expectations are realised day by day, even if each day a new challenge or expectation arises.
Še vedno se soočam z izzivom vzpostavljanja mreže nan-ciranja med vsemi temi dejavnostmi, zato se moja pričakovanja izpolnjujejo dan za dnem, kljub temu, da vsak dan prinese nov izziv ali pričakovanje.
CP: Regarding your daily work, what are the most common issues you have to deal with, and what kind of work does this involve?
CP: Katera so najpogostejša vprašanja, s katerimi se ukvarjate pri vašem vsakdanjem delu, in kakšno delo zahtevajo?
Le Macine LAG is, at the moment, involved in two interterritorial cooperation projects: one with the north of Italy, aimed at creating new touristic products in hilly and mountainous areas; and another one with three LAGs from Basilicata and two from Puglia aimed at creating a ‘service centre’ that works to create commercial opportunities for the areas involved in the project.
LAS Le Macine se zdaj ukvarja z dvema medozemeljskima projektoma sodelovanja: eden se izvaja na severu Italije ter je namenjen ustvarjanju nove turistične ponudbe na hribovitih in goratih območjih, drugi pa se izvaja v sodelovanju s tremi lokalnimi akcijskimi skupinami iz Basilicate in dvema lokalnima akcijskima skupinama iz Apulije ter je namenjen ustvarjanju centra storitev, ki bi območjem, vključenim v projekt, ponujal poslovne možnosti.
On the transnational side, with Finland and Spain, there is a project called ‘MAP — moving around the provinces’ in which we are working to dene a common tourist oer able to move tourists from established tourist areas towards less well-known ones in the rural interior.
Na nadnacionalni ravni se skupaj s Finsko in Španijo izvaja projekt „po pokrajinskih poteh“, s katerim želimo ustvariti novo turistično ponudbo, ki bi turiste privabila iz znanih turističnih območij v manj znana, ki ležijo v notranjosti podeželja.
CP: Could you consider any projects that you have been involved with to be ‘best practice’ ones?
CP: Ali bi lahko izpostavili kakšen projekt, pri katerem ste sodelovali in za katerega bi dejali, da je bil izveden z najboljšo prakso?
What do you think makes a project ‘best practice’?
Kaj je potrebno, da se projekt izvaja z najboljšo prakso?
AC: The work of a LAG manager varies day by day: it moves from the planning activity to the monitoring, to the evaluation.
AC: V okviru programa Leader+ je naša lokalna akcijska skupina izvedla številne dejavnosti, da bi pomagala ustvariti inovativne in kakovostne kmetijsko-prehrambene proizvode. Projekt zadeva„prenovo kakovosti“.
Leader+ actions need to be followed from the bot-tom-up level when a manager has to listen to the demands of the area and its local population.
Kadar vodja obravnava zahteve območja in zahteve lokalnega prebivalstva, mora dejavnosti Leader+ spremljati od najnižje do najvišje ravni.
Then these demands have to be translated into nancial actions such as writing a call for proposal or call for funds.
Potem je treba te zahteve prenesti v nančne ukrepe, kot so priprava poziva za zbiranje predlogov ali poziva za zbiranje sredstev.
Following the implementation of the actions agreed in the local action plan, we then need to transform ideas into projects which have to be monitored and eventually evaluated, in order to understand if what was planned has been satisfactorily implemented.
Po izvedbi ukrepov, ki so bili določeni v lokalnem akcijskem načrtu, je treba ideje spremeniti v projekte, ki jih je treba spremljati in na koncu tudi oceniti, da se ugotovi, ali so bili načrti uspešno izvedeni.
All this work establishes a series of relationships with local entrepreneurs, public bodies, cultural associations and young people.
Pri vsem tem delu se vzpostavljajo številni odnosi z lokalnimi podjetniki, javnimi organi, kulturnimi združenji in mladimi ljudmi.
It involves all the dierent components of rural development which add to the wealth of the rural development experience.
Vključuje vse različne dejavnike razvoja podeželja, ki obogatijo izkušnjo z razvojem podeželja.
CP: Within the framework of the regional Leader+ programme, what type of projects are you involved with?
CP: V kakšnih projektih ste udeleženi v okviru regionalnega programa Leader+?
Is there a particular focus either on themes or target groups, and why were these chosen?
Ali se osredotočate na posamezno temo ali ciljne skupine in zakaj ste jih izbrali?
We can consider this project ‘best practice’ because it comprises dierent steps that link together and which have contributed to the area’s general growth.
Za ta projekt je značilno, da uporablja najboljšo prakso, ker združuje različne pristope, ki se povezujejo in so prispevali k splošni rasti tega območja.
Firstly, we carried out market research in order to understand the area’s quality products; then, after many meetings and ‘bottom-up’ dialogue with local businesses, we were able to dene their needs in order to improve the quality of their produce.
Najprej smo izvedli tržne raziskave, da smo ugotovili, kateri so kakovostni proizvodi območja; po več srečanjih in pogovorih z lokalnimi podjetji, v katerih je bil uporabljen pristop „od spodaj navzgor“, nam je uspelo opredeliti potrebe za izboljšanje kakovosti njihovih pridelkov.
AC: The Leader+ programme, in the area of the Le Macine LAG, is trying to develop an integrated system of resources able to link the natural and environmental elements with the cultural heritage of the area.
AC: Program Leader+ poskuša na območju LAS Le Macine razviti celosten sistem virov, ki bi povezal naravne in okoljske dejavnike s kulturno dediščino območja.
For example, there is a particular focus on those enterprises working in the eno-gastron-
Osredotočamo se na primer na tista podjetja, ki se ukvarjajo z enogastronomijo (hrana in vina) in turizmom, ker lahko s svojo močno povezanostjo s kulturnimi viri območja prevzame-
A call for tender was published and the businesses presented projects aimed at improving the production cycle by using new machinery, and equipment, even if production remained closely linked to traditional ways.
Objavljen je bil javni razpis in podjetja so predstavila projekte za izboljšanje poteka proizvodnje z uporabo novih
WOMEN AND YOUTHIN LEADER+ gions, and their potential to deliver concrete regional development.
ŽENSKEIN MLADINA V PROGRAMU LEADER+ strojev in opreme, čeprav bi proizvodnja ostala tesno povezana s tradicionalnim načini.
These businesses have undergone this innovation work together as a network of SMEs in order to sell not just one product but a ‘basket’ of local products.
la regijam in njihovega potenciala za uspešno izvajanje dejanskega regionalnega razvoja.
We can dene the whole project as ‘best practice’ because it has enabled the:· creation of a ‘basket’ of quality products, including products under threat of extinction, and in so doing has also safeguarded the biodiversity of the area’s production;· innovation of the local production system with im-
V zvezi s tem je naloga lokalne skupnosti, da v smislu možnosti ugotovi, kaj lahko s pomočjo evropskih sredstev doseže in kako ji lahko pobude pomagajo pri razvoju različnih sektorjev podeželskega gospodarstva.
The point at which such good European policies break down, especially in Italy, is when they come up against bureaucracy (which such instruments are obliged to do) before they even reach the local population.
Preden te kakovostne evropske politike sploh dosežejo lokalno prebivalstvo, se jim odpove birokracija (to se poskuša preprečiti s takšnimi instrumenti), kar se dogaja zlasti v Italiji.
The excessive slowness of intermediate levels of bureaucracy (at a Member State level and then at a regional government level) generates confusion and sometimes lack of faith in the European institutions and their activities.
Prevelika počasnost na vmesnih ravneh birokracije (na ravni držav članic in potem še na ravni regionalne vlade) povzroči zmedo ter včasih tudi nezaupanje v evropske institucije in njihovo delovanje.
What could be useful is direct contact between European institutions and local communities, with the only intermediary being the local action group.
Ta podjetja so se lotila tega inovativnega dela v obliki mreže malih in srednje velikih podjetij, da bi prodajala ne samo en proizvod, ampak izbor več lokalnih proizvodov.
The project ‘quality innovation’ shows that a project can become best practice if it:· is strongly linked to the territory;· respects and follows the traditions and the culture of the area;· improves the local economy;· can create new networks.
Zelo koristen bi bil neposreden stik med evropskimi institucijami in lokalnimi skupnostmi, pri čemer bi bil edini posrednik lokalna akcijska skupina.
CP: How has the public/private partnership worked in your LAG?
CP: Kako je v vaši lokalni akcijski skupini delovalo javno/zasebno partnerstvo?
CP: In the national context, what more would you like to see done in order to improve your region’s competitiveness, and why?
CP: Kaj še želite doseči v nacionalnem smislu za izboljšanje konkurenčnosti vaše regije in zakaj?
How important to you is regional identity within this?
Kako pomembna je za vas regionalna identiteta v okviru tega?
AC: From an economic point of view, competitiveness arises from infrastructure, investments and social satisfaction.
AC: Prisotnost zasebnega sektorja v partnerstvu in odboru lokalne akcijske skupine je bila pomembna novost.
AC: The presence of the private sector in the LAG partnership, as well as on the LAG board, has represented an important innovation.
AC: Z gospodarskega stališča se konkurenčnost ustvarja z infrastrukturo, naložbami in socialno varnostjo.
The national policy should be more focused on serious structural investments such as an airport and new highways, both in the physical and ICT senses, even in a small region such as ours which is characterised by small demographic numbers.
Nacionalna politika se bi morala bolj ukvarjati z resnejšimi strukturnimi naložbami, kot so letališče in nove avtoceste v smislu zičnega povezovanja ter informacijske in komunikacijske tehnologije, kljub temu da smo majhna regija, ki jo zaznamuje nizko število prebivalstva.
All this implies a heavy ow of inward investment which, coupled with actions carried out at the local level, will help the mobility of labour, increase employment opportunities, and give a strong boost to regional competitiveness.
Vse to bi spodbudilo veliko povečanje notranjih naložb, ki bi z ukrepi na lokalni ravni pripomoglo k mobilnosti delavcev in večji možnosti zaposlitve ter spodbudilo konkurenčnost regije.
The regional identity plays an important role in this framework because the development of specic economic and cultural aspects allows even the small and isolated areas to reach the wider market economy.
Regionalna identiteta je v tem okviru zelo pomembna, ker lahko celo mala in osamljena območja z razvojem posebnih gospodarskih in kulturnih področij dosegajo širše tržno gospodarstvo. To pomeni, da bi se moralo uresničiti načelo„misliti globalno, delovati lokalno“.
CP: Do you feel that initiatives such as Leader+ have been widely understood by the local community?
CP: Ali menite, da je pobude, kot je Leader+, lokalna skupnost na splošno razumela?
If not, what more do you think could be done to raise awareness and engage people?
Če ne, kaj bi bilo treba storiti, da bi dosegli večjo ozaveščenost in sodelovanje ljudi?
AC: All European initiatives, including Leader+, have to be taken seriously in terms of their clear message to the re-
AC: Vse evropske pobude, vključno s pobudo Leader+, je treba resno upoštevati v smislu njihovega jasnega sporoči-
Georgie Harris: creating business by design
Georgie Harris – ustvarjanje posla na podlagi oblikovanja
Leader+ not only provided nance to develop local creative talent, but also helped with the necessary commercial skills.
Program Leader+ ni priskrbel samo sredstev za razvoj lokalnega ustvarjalnega talenta, ampak je pomagal tudi pri zagotavljanju potrebnih tržnih znanj.
An enterprising young designer from Derbyshire’s rural Peak District is making her mark on the world of fashion, thanks to help from the Leader+ project.
Tridesetletna Georgie Harris, ki dela v svojih prostorih blizu majhnega mesta Bakewell, se je posvetila izdelavi kakovostnih prevlek za blazine, torbam in šalom, ki jih izdela ročno, vsak izdelek posebej iz barvne svile in žameta.
learning opportunities and training in the skills, crafts and cultural traditions of the Peak District.
the Peak“, ki lokalnim prebivalcem omogoča uvajanje in učenje različnih veščin, obrti ter seznanjanje s kulturno tradicijo okrožja Peak District.
Delivered by industry specialists in a deliberately jargon-free manner, the aim is to strike a balance between managing your own creativity and artistic skills with the more practical business aspects of your profession.
Cilj tečajev, ki jih vodijo industrijski strokovnjaki, ki načrtno ne uporabljajo žargona, je, da posameznik doseže ravnotežje med lastno ustvarjalnostjo in umetniško sposobnostjo ter praktičnimi poslovnimi vidiki poklica vsakega posameznika.