natgillin/translations-raw huggingface dataset:
Building on the experience the pilot programme, Hungary has chosen to include a Leader+ type measure in their ag-riculture and rural development operational programme for the programming 2004–06 cffo - f i n a n c e d b y t h e S t r u c t u r a l T h e contribution of the European Union dur-ing the programming period is EUR 317.2 mil-The operational territory of the LAGs of the Leader type pilot programmelion, out of which EUR 312.8 million is from the Guidance Section of the European tural Guidance and Guarantee Fund and EUR 4.38 million
Kar zadeva predvi-deno dodelitev ukrepa tipa Leader bi Evrop-ska unija prispevala približno EUR, ki bi jih spremljali nacionalni javni skladi v višini 4,7 milijona EUR 2006.Operativno ozemlje lokalnih akcijskih skupin pilotnega programa tipa L e a d e r U k r e p vklju wuje naslednje dejavnosti: pri- dobivanje znanj in spretnosti, oblikovanje ce-
The pilot programme focused on the preparation for the from the Financial Instrument for Fisheries Guidance. As far three actions of the Leader+ initiative: as the envisaged allocation of the Leader+ type measure is
Dejavnost 2: medozemeljsko in meddržavno sodelova- lostnih pilotnih ozemeljskih strategij za razvoj podeželja, nje med podeželskimi obmo wji; medozemeljsko in meddržavno sodelovanje, ki se medse-
The measure implements the following between rural territories;Action 3: networking.
Dejavnost 3: povezovanje v omrežje.
acquisition of skills; the setting up of pilot integrated ter
bojno dopolnjujeta in podpirata, in povezovanje v omrežja
The LAGs prepared their local rural development plans ritorial rural development strategies; in early 2002 which had to focus on one of the three pre- transnational cooperation activities determined target groups: support for large families; co- and reinforce each other; networking at European, region- operation between Roma and non-Roma populations; and al and national levels.
Lokalne akcijske skupine so na za wetku leta 2002 pripra- na evropski, regionalni in nacionalni ravni.
the training of young people living in rural areas.
vile na wrte lokalnega razvoja podeželja, ki so se morali osredoto witi na tri vnaprej dolo wene ciljne skupine: podpo-
The Leader+ type measure envisages the selection of a maximum 40 LAGs under the second action.
Ukrep tipa Leader+ predvideva izbiro najve w 40 LAS v ra velikim družinam, sodelovanje med romskim in nerom- okviru druge dejavnosti.
The LAGs will
100 000 ljudi in bodo homogene na podeželju.
Conclusions of this first p h a s e represent between 10 000 and 100 000 people, and will
grafskem, ekonomskem in socialnem smislu. Izbirna merila vklju wujejo oceno upravne zmogljivosti in izkušenj LAS za
The Leader type pilot project was not without some prob- be a homogeneous unit in physical, geographic, economic lems.
Sklepi v zvezi s prvo fazo upravljanje javnih skladov. Pri izbiri se upošteva tudi vse-
The main issue was the limited participation at local and social terms.
Pilotni projekt tipa Leader ni potekal brez težav.
The selection criteria include the assess- level: people were unconvinced due to the lack of resou rc-ment of the administrative capacity and experience of the es, and it was difficulttomobilise
Glavna bina in kakovost strategije za razvojni na wrt, vklju wno z iz- težava je bila omejena udeležba na lokalni ravni: z aradi vedljivostjo in upravi wenostjo, pa tudi potrebami in siner- pomanjkanja sredstev je bilo ljudi težko aktivirati in jih gijo med posebnimi sestavnimi deli programa.
LAG to administer public funds.
prepri wati, da bi sodelovali v lokalnih pobudah.
Selection also takes into a n d t o cffo n v i n c e t h e m to take part in the local initiatives.
Pr oces je oviralo tudi pomanjkanje wloveških zmogljivosti na vseh
The account the content and quality of the strategy for the d process was e-also hindered by a lack of human capacity at all levels and due velopment plan, including feasibility and justification, to the novel and experimental nature of the programme well as the needs and the synergy between specific there was insufficientadministrative gramme components.
Nadzorni odbor operativnega programa za kmetijstvo ravneh in zaradi nove in poskusne narave programa n i in razvoj podeželja je bil formalno ustanovljen 6. julija 2004 bilo dovolj upravnih izkušenj o - v zvezi z metodami pr in ob tej priložnosti so wlani odbora odobrili programsko gramiranja in upravljanja javnih sredstev na lokaln i rav- dopolnitev operativnega programa.
The Monitoring Committee for the agriculture and rural funds at local level.
Izvajanje ukrepa tipa Leader+ na podlagi operativne- tipa Leader, kot sta, na primer, li komplementarnost a ga programa se je za welo na za wetku leta 2005. V skl adu z inovativnost.
Despite the difficultiesdescribed
okvirnim wasovnim razporedom, ki ga je dolo wilo Mini s t r -
The implementation of the Leader+ type measure un- i n t h e l a u n c h i n g o f the experimental programme, 14 LAGs were established, der the operational programme was launched in the early and they developed and implemented part of 2005.
Kljub težavam, opisanim pri uvajanju poskusnega pro- stvo za kmetijstvo, je prvi krog predizbora lokalnih a k c i j - grama, je bilo ustanovljenih 14 LAS in razvile ter izvedle so skih skupin predviden za drugo polovico 2005.
According to the indicative timetable set by their local rural development programmes which supported a total of 272 the Ministry of Agriculture, the pre-selection local projects.
Tudi p r i - programe lokalnega razvoja podeželja, ki so podprli skup- prava strategij in izvajanje na wrtov lokalnega razv oja sta no 272 lokalnih projektov.
These focused, for example, on the organisa- round of local action groups is envisaged for the second tion of trainings and local events, village renewal, and the half of 2005.
Ti so bili osredoto weni, na pri- na wrtovana za drugo polovico leta 2005, drugi krog p r e - mer, na organizacijo usposabljanja in lokalnih dogodkov, dizbora lokalnih akcijskih skupin pa za prvo polovi co leta obnovo vasi in razvoj lokalnega gospodarstva. Znaten na-
Delegates are welcomed to the opening plenary session
Pozdrav delegatov na otvoritvi plenarnega zasedanja
Leader+ cooperation fair in Brussels
Evropski sejem sodelovanja Leader+ v Bruslju
‘Cooperation fair: rural development through network ing and transnational partnerships’ was the name of a two-day event organised by the Leader+ Observ atory.
„Sejem sodelovanja: razvoj podeželja s povezovanjem v omrežja in meddržavnimi partnerstvi“ je ime dvodnevnega dogodka, ki ga je organiziral Observato rij Leader+.
It took place in Brussels on 27 and
Potekal je v Bruslju od 27. do 28. jun i - ja in je omogo �il interaktivno sodelovanje vseh, ki so se ga udeležili, tj. ve � kot 300 LAS iz 27 evro pskih držav.
28 June and provided the means for interactive coopera tion for all those taking part, which included more than 300 LAGs from 27 European countries. ne u s p r e s e n t a t i o n s , w o r k i n g round tables combined with an exhibition, the online partner search tool, and partner search adver- tisements, created a unique opportunity for transnational co operation under Leader+.
Razli �ne predstavitve, delovne skupine in ok rogle mize so bile kombinirane z razstavo, spletnim orodjem za iskanje partnerjev in oglasi za iskanje partnerjev ter so ustvarile edinstveno priložnost z a meddržavno sodelovanje v okviru Leader+.
Director-General of the Agriculture and Rural Development then referred to the work undertaken by the Observat ory
Observatorij, ko je pomagal razjasniti razli wne nac ionalne po- razvoj podeželja, in se spomnil zadnjega dogodka sodelo- stopke.
DG, who referred to the last cooperation event, organised in helping to clarify these different under Leader II in 1998.
Omenil je tudi metodološke delavnice, ki so na voljo vanja, ki je bil leta 1998 organiziran v okviru Leader II.
This previous event provided the also mentioned the methodological workshops available basis for many transnational projects to be realised, and in the fair which would also help
Ta na sejmu in bi prav tako pomagale lokalnim akcijski m skupi- predhodni dogodek je zagotovil podlago za številne med- nam premagati nekatere od teh izzivov, pa tudi funk cijo Lea- državne projekte, ki jih je bilo treba uresni witi, in g.
Mr Ahner made reference to the fact that he hoped Leader+ of these challenges, as well as the would be able to achieve at least the same number of co- as a laboratory which allows for new and integrated ap- operation projects (around 250) as had been carried out proaches to rural development.
Ahner je der+ kot laboratorija za preizkušanje novih in celo stnih pri- omenil to dejstvo v upanju, da bo lahko Leader+ dosegel stopov k razvoju podeželja.
He acknowledged that no under Leader II.
Potrdil je, da trenutno ne obstaja najmanj enako število projektov sodelovanja (okrog 250), enoten model sodelovanja ekti in se kot jih je bilo izvedeno v okviru Leader II.
single cooperation model currently exists, and that some
ukvarjati z zapletenimi organizacijskimi strukturam i. Vendar
However, he also noted the analysis carried out by of the managing authorities in helping local action groups the Observatory which would help to undertake transnational cooperation which, as Ac tion 2 the differentkindsofcooperationactivities of Leader+, has some EUR 500 million allocated to it. Ac- oped.
Na koncu je pozva l LAS, naj se pinam (LAS), da bi se lotile meddržavnega sodelovan ja, za kar lotijo razvijanja svojih projektov sodelovanja in p ri tem ne po- je v okviru Dejavnosti 2 Leader+ predvideno približ no 500 mi- zabijo na nove države wlanice, ki imajo veliko potr ebo po iz- lijonov EUR.
In conclusion, he urged the LAGs to go and develop knowledging the difficultiesinvolved their cooperation projects, and in doing so not to forget w h i c h s tffe m f r o m t h e
Ob priznavanju težav, ki izvirajo iz r azli wnih pravil menjavi izkušenj in znanja.
More than 300 LAGs were present at the event
Navzo Xih je bilo ve X kot 300 lokalnih akcijskih skupin
To provide a flavourofwhat all be found on the Leader+ website (http://europa.eu.int/ t r a n s n a t i o n a l cffo o p e r a - tion means for those involved in such projects, three case comm/leaderplus).
Da bi omogo wili posredovanje vtisa o tem, kaj pomeni wlanica Komisije, odgovorna za kmetijstvo in razvoj pode- meddržavno sodelovanje tistim, ki sodelujejo v takih pro- želja.
The event was concluded by Mrs Mari- studies — ‘Cultural guiding and management of regional ann Fischer Boel, Member of the Commission for Agricul- museums’ (Austria/Germany); ‘A network of European wet- ture and Rural Development.
Komisarka je v svojem govoru omenila pogajanja o jektih, so bile na plenarnem uredbi o razvoju podeželja za naslednje programsko ob- zasedanju predstavljene tri študije primerov: „Meddržavno izobraževanje za kulturno dobje 2007–2013 in pomembnost mo wne politike razvoja vodenje in upravljanje regionalnih podeželja pri izvajanju nove strategije za rast in zaposlova- muzejev“ (Avstrija in
In her speech, the Commis- lands’ (Italy/Finland/Greece); sioner and ‘Euro made reference land art’ (France/ to the negotiations
Nem wija), „Omrežje evropskih nje v EU (lizbonska strategija).
Germany) — were presented development regulation for the next programming period during a plenary session.
barij“ (Italija/Finska/Gr wija) in „Evropska krajinska umetnost“ (Francija/Nem wija). Ude-
2007–13, to attend and a variety the importance of paral-of a strong lel mini-plenary sessions where ment policy in achieving the EU’s new growth and employ- they could learn about the differentstagesoftransnational ment strategy (the Lisbon strategy).
Leader že dokazal za u winkovito sredstvo pri podpori po- nega sodelovanja prek dodatnih deželskih gospodarstev in ustvarjanju lokalnih zaposlitev.
cffo o p e r a t i o n t h r o u g h additional case study presentations,
predstavitev študij pri- merov, pa tudi s tematskimi okroglimi mizami in delavnica-
Moving to the role of the Leader implementation axis as well as thematic round tables and workshops, which were concerned with under the new EU rural development strategy, the Com- d i f f e r e n t L e a d e r + t h e m e s .
Vloga Leader v bodo we ne bo le nadaljevanje tega procesa mi, ki so se ukvarjale z razli wnimi temami Leader+.
T h e m i s s i o n e r spoke about how Leader had already proved to r o u n d t a b l e s e s s i o n s w e r e repeated on the second day, be an efficient and the exhibition meansofwhich s up po r t i n g r u r a l was comprised of the different creating local employment.
Zaseda- v ve wjem obsegu, ampak bo imel pomembno vlogo tudi nja z okroglimi mizami so se ponovila naslednji dan, raz- pri nekaterih klju wnih ukrepih: razvoju lokalnih zmogljivo- stava, ki je vklju wevala stojnice razli wnih nacionalnih omre- sti, spodbujanju partnerstev javno-zasebno, žij in oglase za projekte sodelovanja, pa je bila odprta ves lokalnega upravljanja, spodbujanju sodelovanja in inovacij was sejma.
The role of Leader in the future n a t i o n a l n e t w o r k s t a n d s and advertisements for cooperation projects was present would not only continue this process on a larger scale but throughout the whole of the fair.
To je bila nadaljnja in kot šola za sodelovanje podeželja.
This provided a further also play an important role in certain key actions: build- opportunity for delegates to develop ideas and contacts ing local capacity; promoting private–public partnerships; for cooperation.
Komisarka je spregovorila tudi o pomembni vlogi, ki jo razvijajo zamisli in vzpostavljajo stike za sodelovanje.
Several plenary sessions and workshops provided a forum for debate
Eno od ve X plenarnih zasedanj in delavnic s forumom za razpravo
A visit to a national stand offersplentyofmaterial
Nacionalne stojnice ponujajo veliko gradiva
Mention was also made of the long-term effectsofcooperationwhichcanbe seen from former Leader II projects.In her conclusions, Mrs Fischer Boel spoke about the need to improve the administrative rules applying to co-operation in order to ensure innovation and bring the maximum value to rural areas.
Fischer Boel govorila o po-trebi po izboljšanju upravnih pravil, ki se nanašajo na so-delovanje, da bi zagotovili inovativnost in podeželju pri-nesli kar najve wjo vrednost.
The seminar had, she said, enhanced her conviction that ‘the local action groups have the capacity and the imagination to promote innovative solutions’.This was to some extent cffo n f i r m e d b y t h e C h a i r w o m a n , M r s Véronique Weyland-Ammeux, team leader, Leader+ Contact Point, who had earlier established that several LAGs had already found partners for their transnational co- operation projects during the course of the last two days
Seminar, je dejala, je okrepil njeno prepri wanje, „da imajo lokalne akcijske skupine spo-sobnosti in domišljijo za spodbujanje inovativnih rešitev.“To je do dolo wene mere potrdila predsednica, ga. Véro-nique Weyland-Ammeux, vodja delovne skupine Leader+
IN A WORD …
V BESEDI …
As you know, mid-term programme evaluations were completed at the end of 2003 and updated at the end of 2005.
Kot veste, so bile vmesne ocene programa pripravljene ob koncu 2003 in posodobljene na koncu leta 2005.
There will also be an evaluation at Community level no later than three years after the initiative ends.
K da končana, bo pripravljena tudi ocena na ravni Skupnosti.
However, evaluation should not just be a formal requirement: regular self-assessment is a useful tool to learn lessons, improve management and to share best practice.
Ocena vsekakor ne bi smela biti zgolj formalna zahteva, redno samovrednotenje je uporabno orodje, ki omogoča nova spoznanja, boljše upravljanje in skupno uporabo najboljših praks.
Although formal evaluations are only required at programme and Community levels, local LAG managers should nevertheless be encouraged to regularly evaluate their strategies.
Čeprav se formalne ocene zahtevajo le na ravni programa in Skupnosti, je treba vodje lokalnih akcijskih skupin kljub temu spodbujati, da redno ocenjujejo svoje strategije.
This not only allows LAGs to identify their strengths and weaknesses, but taking part can also enhance involvement in the initiative.
To daje lokalnim akcijskim skupinam možnost, da ugotovijo svoje prednosti in slabosti, poleg tega pa lahko s tem okrepijo tudi svojo vključitev v pobudo.
Moreover, the results of evaluation will hopefully encourage continued self-assessment and a more localised future strategy.
Še več, rezultati vrednotenja bodo verjetno spodbudili nadaljnje samovrednotenje in bolj lokalizirano bodočo strategijo.
For these reasons, while not obligatory, the Commission has accepted LAG-level evaluation activities as eligible for co-financing under Action 1 of Leader+.
Prav to so bili razlogi, da je Komisija sprejela dejavnosti vrednotenja na ravni LAS, čeprav niso obvezne, kot upravičene do sonanciranja v okviru Dejavnosti 1 Leader+.
Evaluation at grass-roots level is clearly important for any initiative.
Jasno je, da je vrednotenje na najosnovnejši ravni pomembno za vsako pobudo.
However, for Leader+ it is particularly relevant, since self-governance and local participation are two specific features that were pioneered by the Leader approach and are very much part of Leader’s bottom-up approach.
Vendar je za Leader+ še posebno pomembno, ker sta samoupravljanje in lokalno sodelovanje dve značilnosti, ki jima je utrl pot pristop Leader in sta v veliki meri del pristopa Leader„od spodaj navzgor“.
Programme evaluations should therefore draw on the experience of LAGs as much as possible.
Ocene programa morajo torej, kolikor je le mogoče, izhajati iz izkušenj lokalnih akcijskih skupin.
They should also assess the specific features of Leader+ in addition to the actual implementation of the initiative, and there are many questions to be asked in this respect.
Poleg dejanskega izvajanja pobude morajo ovrednotiti tudi posebne značilnosti Leader+ in v tem pogledu je treba postaviti veliko vprašanj.
As you will read later in this magazine, another positive result of evaluation is its contribution to the sharing of good and best practice.
Kot boste prebrali pozneje v tej reviji, je naslednji pozitiven rezultat ocene tudi njen prispevek k skupni uporabi dobrih in najboljših praks, seveda ob pogoju, da so te dobro dokumentirane in podane.
Of course, this is provided that it is well-documented and communicated.
Evropa je izredno raznolika in ni nujno, da bo metoda ene države ali regije vedno delovala tudi v drugi.
Europe is extremely diverse, and a method in one country or region may not always work in another.
Vendar so primeri uspešnih strategij, projektov in rezultatov odlično sredstvo za sporočanje drugim udeležencem (tudi lokalnim akcijskim skupinam) po vsej EU in zunaj nje.
However, examples of successful strategies, projects and results are an excellent means of communicating to other parties (including LAGs) across the EU and beyond.The EU and national networks established by the Leader+ initiative have an important role in disseminating good and best practice.
Evropska unija in nacionalna omrežja, ki jih je vzpostavila pobuda Leader+, imajo pomembno vlogo pri razširjanju dobrih in najboljših praks.
In this respect, the Leader+ Observatory has identified European level best-practice criteria which will give greater visibility to Leader’s success stories, many of which are highlighted in the Observatory’s events and elsewhere.
V tem smislu je Observatorij Leader+ določil evropsko raven meril „najboljše prakse“, ki bo dala večjo razpoznavnost zgodbam o uspehu Leader, od katerih so številne poudarjene v dogodkih Observatorija in drugje.
Since the Leader approach will be mainstreamed into rural development policy from next year, evaluation of the current initiative is particularly important.
Ker bo naslednje leto pristop Leader uveljavljen v politiki razvoja podeželja, je ocena sedanje pobude še posebno pomembna.
The Leader methodology has received much praise; and hence the decision to integrate it into the new regulation on rural development.
Metodologija Leader je dobila veliko pohval, zato je tudi prišlo do odločitve o njeni vključitvi v novo uredbo o razvoju podeželja.
However, we should not become complacent and lose sight of the specific Leader features which have led to the initiative’s success.
Kljub temu pa ne smemo postati samozadovoljni in pozabiti na posebne značilnosti Leader, ki so pripeljale do uspeha pobude.
I am sure you will enjoy reading this fourth edition of Leader+ Magazine, and as you read about the different projects, you will also appreciate the added value of Leader+ in every one of them.
Prepričan sem, da boste uživali v branju te četrte izdaje Leader+ Magazine, in ko boste brali o različnih projektih, boste tudi cenili dodano vrednost Leader+ v vsakem od njih.
Leader+ IN ACTION
URESNIČEVANJE PROGRAMA Leader+
’Joujoumobile – Spillmobil’: a mobile play and games unit
Kulinarične specialitete iz avstrijskih naravnih parkov
Culinary specialities from Austrian nature parks
„Igromobil“: potujoča igralnica
Member State: Luxembourg Region, district: North-west Name of the leading LAG: Redange–Wiltz
Država članica: Luksemburg Regija, okrožje: Severozahod Ime vodilne LAS: Redange-Wiltz
Member State: Austria Region of leading LAG: Styria Name of the LAG: LAG Gesäuse und Eisenwurzen
Država članica: Avstrija Regija vodilne LAS: Štajerska Ime LAS: LAS Gesäuse und Eisenwurzen
Project total cost: EUR 230 280EU: EUR 110 115Other public funding: EUR 109 165Private funding: EUR 11 000Period of project eligibility: 2005–07
Skupni stroški projekta: 230 280 EUREU: 110 115 EURDruga javna sredstva: 109 165 EURZasebna sredstva: 11 000 EURObdobje upravičenosti projekta: 2005–2007
Project total cost: EUR 278 000EU: EUR 97 300Other public funding: EUR 97 300Private funding: EUR 83 400Period of project eligibility: September 2004 to December 2006
Skupni stroški projekta: 278 000 EUREU: 97 300 EURDruga javna sredstva: 97 300 EURZasebna sredstva: 83 400 EURObdobje upravičenosti projekta: september 2004–december 2006
This transnational Leader+ cooperation project ‘Joujoumobile — Spillmobil’ is aimed at children between the ages of 6 and 12.
Projekt meddržavnega sodelovanja Leader+„igromobil“ je namenjen otrokom, starim od 6 do 12 let.
It started in 2003 in cooperation with the LAG Re-dange–Wiltz (Grand Duchy of Luxembourg) and the LAG Cuestas (Wallonie, Belgium).
Začel se je leta 2003 v sodelovanju z LAS Redan-ge-Wiltz (Veliko vojvodstvo Luksemburg) in LAS Cuestas (Valonija, Belgija).
The lead partner is the LAG Redange–Wiltz together with its Leader-group member ‘Caritas-Jeunes et Familles asbl Service Vacances’.This project aims to provide fun and games within a pedagogical framework as it travels through the border villages in the two Leader+ regions.
Nosilec projekta je LAS Redange-Wiltz skupaj s članom skupine Leader„Caritas-Jeunes et Familles a.s.b.l. Service Vacances“.Namen tega projekta je zagotoviti zabavo in igre v pedagoškem okviru na potovanju skozi mejne vasi dveh regij Leader+.
Both parties share the costs of the project’s promotion, games equipment, transport, and consultancy fees.
Obe strani si delita stroške za promocijo projekta, igrala, prevoz in honorarje svetovalcev.
By working with local resources, such as clubs and associations, the project provides a sustainable animation tool.
Projekt je orodje za trajnostno animacijo v sodelovanju z lokalnimi viri, kot so klubi in združenja.
The activity itself takes place in public areas and village playgrounds in order to improve social contact.
Dejavnost sama se odvija na javnih površinah in vaških igriščih in je namenjena izboljšanju socialnih stikov.
This project’s inherent characteristics of learning by playing, as well as its mobility, provide an opportunity to link the region’s old and new playgrounds.
Značilnost tega projekta, učenje skozi igro, pa tudi njegova mobilnost, zagotavljata priložnost za povezovanje starih in novih igrišč v regiji.
Also, by bringing adults and children together, it will help to improve social relationships.
S tem ko projekt povezuje odrasle in otroke, izboljšuje tudi socialne odnose.