natgillin/translations-raw huggingface dataset:
An opinion poll found that 79% of people thought that Liverpool was 'a city on the rise'.
Neka javnomnenjska raziskava je pokazala, da 79 % ljudi Liverpool dojema kot „mesto, ki se vzpenja“.
Every school child in Liverpool was involved, with 67 000 children taking part in activities and performances.
Vključeni so bili vsi liverpoolski šolarji, tako da je v dejavnostih in uprizoritvah sodelovalo 67 000 otrok.
Immediate benefits for all
Neposredne prednosti za vse
Investment has brought beautiful new facilities to Liverpool.
Liverpool je z naložbami dobil lepe nove objekte.
The Echo Arena and BT Convention Centre brought in €216 million in 2008 and already have bookings through to 2014.
Arena Echo ter kongresni in prireditveni center BT sta v letu 2008 prinesla 216 milijonov € in imata rezervacije že vse do leta 2014.
A vast new retail development, Liverpool One, linking the city centre with the Albert Dock, generated €2.16 billion during the year.
Velik nov trgovinski kompleks Liverpool One, ki povezuje mestno središče z obrežjem Albert Dock, je med letom ustvaril 2,16 milijarde €.
A four-year build-up to 2008 brought in €11.89 million of investment in community and public art.
Štiriletna promocija za leto 2008 je v mesto pripeljala 11,89 milijarde € naložb v občinsko in javno umetnost.
The Creative Communities Programme set themes for each year between 2004 and 2007 to build the city’s vision for what 2008 could achieve.
Program Ustvarjalne skupnosti je določil teme za vsako leto v obdobju 2004–2007, s čimer so želeli spodbuditi predstave o dosežkih, ki jih lahko mesto uresniči v letu 2008.
During the year, 15 million people attended a cultural event; most of these were directly related to the Capital of Culture.
Med letom se je kakega kulturnega dogodka udeležilo 15 milijonov ljudi, pri čemer je bila večina dogodkov neposredno povezana s prestolnico kulture.
70% of people in Liverpool visited a museum or gallery.
Muzej ali galerijo je obiskalo 70 % prebivalcev Liverpoola.
3.5 million visitors came to the city, spending €864 million while they were there and booking 1 million hotel beds.
V mesto je prišlo 3,5 milijona obiskovalcev, ki so tam porabili 864 milijonov € in rezervirali milijon hotelskih postelj.
Hotel occupancy hit record levels, as high as 81% in one month.
Zasedenost hotelov je bila rekordna in je segla vse do 81 % v enem mesecu.
Many of them visited the Tourist Information Centre, The 08 Place, which itself won an award for its brilliant service.
Veliko gostov je obiskalo turistični informacijski center, imenovan The 08 Place, ki je tudi sam nagrajen za odličnost pri zagotavljanju storitev.
Visits to Tourist Information Centres generally were up 150%.
Na splošno se je obisk turističnega informacijskega centra povečal za 150 %.
The Welcome Programme took on over 5 000 local people to work with the tourism sector and improve customer service.
V programu Dobrodošli je sodelovalo več kot 5 000 lokalnih prebivalcev, ki so se ukvarjali s turizmom in izboljšanjem storitev za obiskovalce.
12 000 articles were written about Liverpool worldwide, boosting its profile and making it more attractive to visitors.
O Liverpoolu je bilo napisanih 12 000 člankov po vsem svetu, zaradi česar je postal bolj prepoznaven in privlačnejši za obiskovalce.
The Volunteer Programme inspired 1 000 people to help staff events and spread the word about what you could see, do and create.
Program Prostovoljci je pritegnil 1000 ljudi, da so pomagali pri dogodkih in obveščali ves svet, kaj je mogoče videti, početi in ustvarjati.
Taxi drivers boned up on Klimt at the Tate and some even went on to take modern art courses.
Taksisti so natančno preštudirali Klimta, ki je bil razstavljen v galeriji Tate, nekateri so se celo vpisali na tečaje o sodobni umetnosti.
People challenged themselves to see new types of art across the range of media.
Ljudje so iskali nove vrste umetnosti po različnih medijih.
All parts of the community were caught up in the atmosphere and took part.
Ozračje je pritegnilo in spodbudilo k sodelovanju vse dele skupnosti.
Commissioned works and events were used to engage with the locals, even daring to start dialogues on tricky subjects like crime and social exclusion.
Občinska dela in dogodki so bili uporabljeni kot sredstva za vključevanje lokalnega prebivalstva, z njimi so celo poskušali spodbuditi pogovore o tako občutljivih zadevah, kot sta kriminal in socialna izključenost.
My important tool for me as a manager.
ZAPOSLITI CELOTNO OSEBO
These changes changes have been have been observed by observed by all all the managers the managers
Panorama je obiskala Švedsko, kjer poteka projekt, ki vzpostavlja ustvarjalne povezave med umetniki in delovnim mestom.
Panorama visits Sweden where one project is building creative alliances between artists and the workplace.
kadri lahko zdaj gradijo na tem, ko se lotevajo novih zamisli.
TILLT places artists in organisations to help employees develop creative solutions to today’s challenges.
„Lahko jih spomnimo, kakšno presenečenje lahko doživiš, če si drzneš storiti nekaj, kar se ti zdi tuje, ali če na stvar pogledaš iz drugega zornega kota.
“You cannot imagine what a joy it is to be managing interviewed. “You cannot imagine what a joy it is to be managing people who are motivated and not afraid to show initiative,” people who are motivated and not afraid to show initiative,” says Berit Hallersbo, head of human says Berit Hallersbo, head of human resources at resources at the Vara the Vara
AIRIS – v okviru programa, ki traja vse leto in ga vodi družba TILLT, umetnik prva dva meseca raziskuje, dela skupaj z zaposlenimi, opazuje delovno okolje, postavlja vprašanja in pozneje oblikuje naloge, ki so usmerjene v doseganje ciljev organizacije.
As you walk down the corridors of a hospital just outside Göteborg, Sweden, all seems as you would expect.
Ko se sprehajate po hodnikih bolnišnice zunaj Göteborga na Švedskem, ne boste opazili nič nenavadnega. Od tal se odbija svetloba neonskih luči, mimo vas hitijo ljudje v belih haljah.
But had you been in these same corridors a few months ago, you would have joined the patients and staff as they looked on, entranced by dancer/choreographer Mattias Olaison’s performances around the wards.
Če pa bi po istih hodnikih hodili pred nekaj meseci, bi skupaj z bolniki in osebjem kakor uročeni gledali predstave plesalca/koreografa Mattiasa Olaisona, ki jih je uprizarjal po različnih oddelkih.
About AIRIS AIRIS – a year long programme run by TILLT, in which the artist spends the first two months doing research, working alongside employees, observing the workspace, asking questions and, later, devising tasks designed to achieve the organisation's objectives.
Vez med umetnikom in organizacijo je Roger Sarjanen, projektni vodja v družbi TILLT.
Artist and organisation are paired by Roger Sarjanen, project manager at TILLT, who sees himself as an early warning system available at any time, to both artist and client, should they feel alarm bells ringing.
Sam svojo vlogo dojema kot sistem zgodnjega opozarjanja, ki je vedno na voljo umetniku in stranki, če bi se jima zazdelo, da je zazvonil alarm.
“By seeing ourselves through his eyes we got to see some things that validated us and some things we had lost sight of,” said Marianne Olsson, Project Director at Angereds Närsjukhus hospital.
„Ko smo se gledali skozi njegove oči, smo lahko videli stvari, ki so potrdile naše predstave, in stvari, ki jih ne opazimo več,“ je povedala Marianne Olsson, projektna direktorica v bolnišnici Angeeds Närsjukhus.
“He caught what we were about and made us see it more clearly”. This project, the result of two months’ research by the artist around the hospital, is an example of TILLT in action.
„Dojel je naše poslanstvo in nam razjasnil pogled nanj.“ Projekt, ki je bil rezultat umetnikovih dvomesečnih raziskav po bolnišnici, je primer, kako v praksi deluje projekt družbe TILLT.
As time passes, he and the artist both take steps back, ensuring that the concepts and motivation come from the employees.
Sčasoma se on in umetnik začneta umikati ter poskrbita, da koncepti in motivacija izvirajo iz zaposlenih.
So when TILLT walks away at the end of the year, following a final meeting with the organisation to wind the programme up, they leave lasting change behind them.
Ko tako na koncu leta TILLT organizira še zaključni sestanek z organizacijo v okviru programa in odkoraka, za sabo pusti trajne spremembe.
TILLT, a Swedish company based in Göteborg, runs a variety of programmes which place artists in people’s workspace.
TILLT je švedska družba s sedežem v Göteborgu, ki vodi vrsto programov, v okviru katerih pošilja umetnike v delovna okolja ljudi.
The programmes, long-, medium- or shortterm, all have one thing in common; they harness a way of thinking specific to a given artist and unleash that in a workplace, providing a catalyst for change.
Programi, ki so lahko dolgo-, srednje- ali kratkoročni, imajo nekaj skupnega: izkoristijo način razmišljanja, lasten posameznemu umetniku, ga uporabijo na nekem delovnem mestu in tako sprožijo spremembe.
Artist, employer’s needs, goals, problems, length of programme – all elements are matched assiduously, leading to an experience which is as unique as the people involved in it.
Umetnik, delodajalčeve potrebe, cilji, težave, dolžina programa – vse te elemente skrbno združijo in izkušnja, ki nastane, je tako edinstvena kot vsak posameznik, ki je prispeval k njej.
After having acquired 19 annual artists-in-residence AIRIS programmes, the Commune is well placed to judge.
Predstavniki občine dobro vedo, o čem govorijo, saj so pridobili 19 letnih programov hišnih umetnikov AIRIS. V projekt, ki ga je pripravila družba TILLT, je bila vključena polovica njihove velike kadrovske ekipe, ki šteje 1 300 članov, nameravajo pa izpeljati 21 projektov.
“We want to stimulate ways that will contribute to how our staff develop that will contribute to how our staff develop their working methods,” adds Hallersbo, clear that their working methods,” adds Hallersbo, clear that by bringing in the TILLT artists she has done just that.
„Hočemo spodbuditi načine, ki bodo našemu osebju pomagali razviti delovne metode,“ dodaja Hallersbova, prepričana, da so ji to omogočili ravno umetniki, ki jih je pripeljala družba TILLT.
How did it all start?
Kako se je vse skupaj začelo?
Early 20 century Swedish society embraced the notion that century Swedish society embraced the notion that art and the need for culture were fundamental to the lives of art and the need for culture were fundamental to the lives of its citizens.
Olssonova v bolnišnici nima nikakršnih dvomov in svoje osebje opisuje takole: „Veliko manj strahu pred negotovostjo je kot prej.“ Ko je Mattias prišel prvič, jim je bilo nelagodno in so bili previdni.
From a desire to recognise everybody’s right to its citizens.
Niso vedeli, kaj naj pričakujejo, zato so bili vznemirjeni.
From a desire to recognise everybody’s right to explore art and culture came the notion of integrating art into explore art and culture came the notion of integrating art into daily working life.
„Bolnišnica se še organizacijsko konstituira in vsi so se na tihem spraševali: Zakaj nam to počnete?“ se smeji Olssonova.
By 1970 the impulse had taken the form of a daily working life.
Ko pa je bilo vsega konec, je bil odnos do dogajanja pozitiven – vodilni
Back at the hospital, Olsson is in no doubt, “There is far less resistance to uncertainty than before,” she says of her staff. Uneasy and guarded when Mattias first arrived, they didn’t know what to expect and many found that perturbing.
Švedska družba z začetka 20. stoletja je z odprtima rokama sprejela misel, da sta umetnost in potreba po kulturi bistvenega pomena za življenje državljanov Švedske.
“We are in the middle of constructing the hospital, so the unspoken question was: ‘Why are you doing this to us?’” Olsson laughs.
Iz želje po priznavanju pravice vsakogar, da raziskuje umetnost in kulturo, je vzniknila zamisel, da bi vključili umetnost v vsakodnevno delovno
“All
življenje.
“All you you need need are are artists artists of of professional professional quality, quality, public public authorities and a private sector, and authorities and a private sector, and you can follow this model anywhere”, you can follow this model anywhere”, she adds.
„Potrebujete samo poklicne umetnike, javne organe in zasebni sektor, pa lahko model uporabite kjer koli,“ dodaja.
You do also need the person with the vision and the will to bring them all together.
Potrebujete tudi nekoga, ki ima vizijo in voljo, da združi vse akterje.
When Pia Areblad became involved at the Göteborg branch, it was 2001: the internet was established and the world felt closer – ticket selling didn’t feel like the solution.
Ko je v göteborško podružnico prišla Pia Areblad, se je pisalo leto 2001: prodrl je internet in svet se je zdel bližji – prodajanje vstopnic ni bilo več prava rešitev.
“We had a remit from the culture and art sector, the Business and Cultural Affairs Committee and the Regional Affairs Committee – both at the regional level – to examine ways in which art and culture can develop working life and vice versa” explains Areblad, CEO of TILLT.
„Sektor za kulturo in umetnost, tj. odbor za poslovne in kulturne zadeve ter odbor za regionalna vprašanja – oba na regionalni ravni –, nas je zadolžil, naj raziščemo, kako bi lahko umetnost in kultura vplivali na razvoj delovnega življenja in nasprotno,“ pojasnjuje izvršna direktorica družbe TILLT Arebladova.
Although they were commissioned to work throughout the region, there was no extra money to cover the 48 communes, besides Göteborg.
Čeprav so imeli pooblastila za delo v celotni regiji, niso imeli presežka sredstev, da bi poleg Göteborga pokrivali še 48 občin.
“That was a challenge and I like challenges because you have to think in a different kind of way and you have to shift your mind.”
„To je bil izziv in izzive imam rada, ker te prisilijo k drugačnemu razmišljanju in spreminjanju stališč.“
Bertil Törsäter is the CEO for Regional Development, West Götaland.
Bertil Törsäter je izvršni direktor za regionalni razvoj v zahodni Gotlandiji.
He is certain that organisations exploring new ways of thinking now will be in a stronger position to exploit the opportunities that will arise with the eventual economic upturn.
Prepričan je, da bodo organizacije, ki zdaj iščejo nove načine razmišljanja, v boljšem položaju za iskanje priložnosti, ki se bodo pokazale, ko se bodo gospodarska gibanja spet obrnila navzgor.
“A creative mind is open to change, and change is what we are living,” he says.
„Ustvarjalen um je odprt za spremembe, spremembe pa so naše življenje,“ pravi.
Proportionally, West Götaland is one of the world’s highest investors in research and development, to which Törsäter believes creativity is intrinsically linked.
Zahodna Gotlandija je sorazmerno eden največjih svetovnih vlagateljev na področju raziskav in razvoja. Törsäter je prepričan, da je ustvarjalnost neločljivo povezana s tem.
The shift worked – she started with only one other colleague offering cut price tickets to events and relied totally on grant funding.
Sprememba se je obnesla – na začetku je s samo enim kolegom ponujala cenejše vstopnice za dogodke in je bila v celoti odvisna od subvencij.
Now TILLT – even the name is new – is 10 people strong and 65% of their income is self-funding.
Zdaj družbo TILLT – novo je celo ime – sestavlja deset ljudi in lastno financiranje dosega 65 %.
They have just been awarded two EU grants and have the Confederation of Swedish Enterprises, the Trade Unions and the cultural sector on their board.
Pred kratkim so dobili dve subvenciji EU, pri njihovih dejavnostih pa sodelujejo Združenje švedskih podjetij, sindikati in kulturni sektor.
AstraZeneca, a multinational pharmaceutical company employing 60 000 people globally, has 2 000 employees – mostly researchers – working at their Göteborg site.
AstraZeneca, mednarodno farmacevtsko podjetje, ki po vsem svetu zaposluje 60 000 ljudi, ima v obratu v Göteborgu 2 000 zaposlenih – večinoma raziskovalcev. Vodja obrata Peter Nyström je prepričan, da ima Törsäter prav.
“Culture, health, innovation and competitivity, there’s something there.”
„Kultura, zdravje, inovacije in konkurenčnost, nekaj je na tem.“ V podjetju se vse bolj zavedajo, da ravno povezava med kaosom in redom ustvarja magijo, kakor to opisuje Nyström.
There is a growing realisation at the company that it is the interface between chaos and order which, as Nyström puts it, creates the magic.
Posnemanje projekta družbe TILLT – kako poskrbeti, da bo zamisel začela žeti uspehe še drugje
Areblad started by bringing together the cultural organisations in the target area, asking them how professional cultural activities could reach out to working life in their commune.
Arebladova je začela tako, da je zbrala kulturne organizacije v ciljnem območju in jih vprašala, kako bi lahko poklicne kulturne dejavnosti prispevale k delovnemu življenju v njihovi občini.
She then invited them to become member organisations of TILLT.
Nato jih je povabila, naj postanejo članice družbe TILLT.
The next step was to find clients – first stop: local authorities and getting the director of the commune on board.
Naslednji korak je bilo iskanje strank – prva postaja so bili lokalni organi, pridobiti je morala predsednika občine.
“The decision to work with art and culture as a way of developing working life within a commune needs to come from the director,” explains Areblad.
„Odločitev o uporabi umetnosti in kulture kot poti za razvoj delovnega življenja v občini mora sprejeti predsednik,“ razlaga Arebladova.
Like all businesses, AstraZeneca’s success as a company depends on its ability to think up new ideas; something Nyström believes is triggered by blending different perspectives.
Tako kot povsod v poslovnem svetu je tudi uspeh AstraZeneca kot podjetja odvisen od sposobnosti ustvarjanja novih idej. To pa se po Nyströmovem prepričanju zgodi v procesu združevanja različnih perspektiv.
The creative perspective they were seeking was generated by participation in two AIRIS programmes.
Ustvarjalna perspektiva, ki so jo iskali, je bila ustvarjena s sodelovanjem v dveh programih AIRIS.
Mikael Werner, a manager at the site explains, “It takes courage to involve your company in a TILLT project because there is no knowing what you will end up with.”
Mikael Werner, vodilni delavec v obratu, razlaga: „Vključitev podjetja v projekt družbe TILLT zahteva pogum, saj ni mogoče vedeti, kam bo vse skupaj pripeljalo.“ Njih je sodelovanje pripeljalo do organizacije, ki je bolj pripravljena na spremembe.
What they did end up with was an organisation more prepared for change, “We see changes every month and there is no doubt that, post-project, people were more open to that, less stressed by it.”
„S spremembami se srečujemo vsak mesec in nobenega dvoma ni, da so ljudje po projektu bolj odprti, da se manj obremenjujejo s tem.“
Once she had the agreement of the head of the commune, she then approached the civil servants responsible for business development and human resources inside the commune – public authorities are big employers in Sweden, the city of Göteborg alone employs 50 000.
Ko je dobila privolitev občinskega vrha, se je obrnila na javne uslužbence, odgovorne za razvoj podjetništva in kadrov v občini – javni organi so na Švedskem pomemben delodajalec, samo mesto Göteborg zaposluje 50 000 ljudi.
A creative plan was then drafted explaining how the local authority would work with art within its organisation.
Nato so pripravili ustvarjalni načrt, v katerem je bilo razloženo, kako bo v organizacijski strukturi lokalnih oblasti potekalo delovanje z umetnostjo.
Keeping people stimulated is the main challenge identified by Nyström, “The stuff we do is not far off Nobel Prize level – and it is difficult to exceed your own expectations when you are operating at 80% of your capacity.
Nyström vidi poglavitni izziv v tem, da ljudje ostanejo motivirani: „Stvari, ki jih počnemo, dosegajo raven, ki ni daleč od Nobelove nagrade – in težko je preseči lastna pričakovanja, če deluješ z 80 % zmogljivosti. Delovati je treba s 120 %.
Ways of thinking we can use as a result of the AIRIS project have helped us in that respect.”
Tu so nam pomagali načini razmišljanja, ki smo jih pridobili s projektom AIRIS in jih zdaj lahko izkoristimo.“
“If they understand how artistic competence can really develop the sector, they will communicate that,” says Areblad.
Törsäter poudarja, da podpora umetnosti in kulturi na regionalni ravni prinaša še eno pomembno prednost – regija postane
Törsäter maintains that support for art and culture at regional level has another key benefit, it makes the region attractive to foreign companies, “We really have to create a place in which people want to work,” he says.
Ko je bilo vzpostavljeno sodelovanje na tej ravni, je bilo logično nadaljevanje, da oddelek za poslovni razvoj razmisli o vključitvi zasebnega sektorja in se obrne na podjetja s sedežem v občini.
ON THE GROUND
NA TERENU čas, ki kliče po inovativnem razmišljanju.
Managing an AIRIS Project takes commitment from the top,
„Podjetja morajo začeti razmišljati drugače.
Managing an AIRIS Project takes commitment from the top, explains Degerman, “It explains Degerman, “It is is important this important this isn’t seen as an HR isn’t seen as an HR issue, this is a company project.
Umetnost in kultura sta pot za ohranitev inovativnosti v organizaciji.“ privlačnejša za tuje gospodarske družbe.
You have to be very specific issue, this is a company project.
„Resnično moramo ustvariti prostor, v katerem ljudje želijo delati,“ pravi.
Organising the project and management group, not too big.” Organising the project and management group, not too big.”
V Göteborgu imajo obrate Volvo, AstraZeneca in druge multinacionalke, zanje delajo ljudje, ki so navajeni izbirati med velikimi velemestnimi območji.
Organising the project and have to make it clear why they should come here,” explains Törsäter.
„Jasno moramo dati vedeti, zakaj naj pridejo sem,“ razlaga Törsäter.
Creating new systems and arenas to encourage cooperation between the business and creative sectors is a solution.
Rešitev je ustvarjanje novih sistemov in možnosti za spodbujanje sodelovanja med podjetji in ustvarjalnimi sektorji.
“TILLT is one example of a new way to merge two strengths and get something stronger because of the synergy.” getting other managers on board is just part of the challenge.
„TILLT je zgled novih načinov združevanja obeh prednosti in krepitve nečesa na podlagi sinergije.“
getting other managers on board is just part of the challenge.
„Pomembno je, da vsega skupaj ne dojemamo kot kadrovskega vprašanja, to je projekt celotnega podjetja.
There are the employees to encourage.
Natančno morate navesti, kaj hočete s projektom doseči, in oblikovati skupino za vodenje projekta, ki ne sme biti prevelika.“ Organizacija projekta in pritegnitev drugih vodstvenih kadrov je samo del izziva.
There are the employees to encourage.
Spodbujati je treba tudi zaposlene.
There was a lot of initial anxiety.
Kdo plača?
There was a lot of initial anxiety.
Osebje sploh ni hotelo sodelovati.
They were asked to produce was so fantastic,” says Degerman.
„Ko pa je vse skupaj steklo, so bili 200-odstotno angažirani in bilo je fantastično,“ pravi Degerman.
They were asked to produce was so fantastic,” says Degerman.
Prosili so jih, naj izdelajo umetniški izdelek, in nato pripravili razstavo.
Once they had got going, in even after the event had ended.
„Umetnine so prihajale, tudi ko je bilo vsega že konec.
Once they had got going, people just didn’t want to stop,” Ålander recalled.
Ko so ljudje enkrat začeli, preprosto niso hoteli več nehati,“ se spominja Ålander.
people just didn’t want to stop,” Ålander recalled.
Kulturne organizacije prispevajo majhno pristojbino za včlanitev in promocijo.