natgillin/translations-raw huggingface dataset:
Leader+ provided an opportunity for local tour operators to come together and design six training periods for local guides.These future guides receive 50 hours of theoretical training, which include communication, ecology and ecosystems that are in turn linked to key elements specic to the region: local heritage and history, gastronomy, folklore, the local tourist potential, and architecture.With field visits over a seven-day period, the training also includes a visit to each of the region’s seven boroughs.The project aims to train 90 guides: each able to escort a group of tourists for a specic visit over a period of one or several days.
Leader+ je lokalnim organizatorjem potovanj omogočil, da se srečajo in izmenjajo izkušnje ter oblikujejo šest stopenj praktičnega usposabljanja za lokalne vodiče.Teoretično usposabljanje prihodnjih vodičev traja 50 ur in vključuje naslednje teme: komunikacijo, ekologijo in ekosisteme, ki so povezani s ključnimi elementi, značilnimi za regijo, lokalno dediščino in zgodovino, gastronomijo, folkloro, lokalni turistični potencial in arhitekturo. V okviru usposabljanja udeleženci v sedmih dneh obiščejo vseh sedem okrožij v regiji.Cilj projekta je usposobiti 90 vodičev: vsak od njih mora biti sposoben spremljati skupino turistov na posamezno enodnevno ali večdnevno ekskurzijo. Med prvim usposabljanjem je dobilo potrdilo 20 vodičev.
Many people have registered to train as guides: most are unemployed women (80 %) who are looking for seasonal employment.
Na usposabljanje za vodiče se je prijavilo veliko ljudi: večina je brezposelnih žensk (80 %), ki iščejo sezonsko zaposlitev.
The project has also attracted the attention of organisations providing accommodation and tourist attractions.
Projekt je vzbudil tudi pozornost organizacij, ki ponujajo namestitve in ogled turističnih znamenitosti.
Together with the local guides, the LAG has established a ‘guide’s charter for quality’, which ts in well with the quality approach developed for some of its other projects: improvement of regional signposting, creation of themed excursions, and adding value to local products.
Skupaj z lokalnimi vodiči je LAS pripravila „listino o kakovosti vodičev“, kar se dobro ujema s pristopom kakovosti, ki so ga razvili za nekatere druge projekte: izboljšanje kažipotov in oznak v regiji; pripravljanje tematskih ekskurzij in dodajanje vrednosti lokalnim proizvodom.
Thanks to Leader+, several tour operators are now working together, and in a second phase have become part of a transnational cooperation project which aims to develop the concept of ‘family tourism’.
Zaradi pobude Leader+ zdaj sodeluje več lokalnih organizatorjev potovanj in so v drugi fazi postali del projekta meddržavnega sodelovanja, katerega cilj je razviti koncept „družinskega turizma“.
The project has already yielded results, with three of the trained guides now working in local tourist oces.
Projekt že kaže prve rezultate, saj trije od usposobljenih vodičev že delajo v lokalnih turističnih pisarnah.
The agency partners are Scottish Natural Heritage, National Geological Survey (Finland), Metsahallitus (Finland), AMV Natural Areas (France), and Cicindele (France).Across Europe, peatlands are managed in dierent ways and are viewed dierently by those living and working around them.
ral Areas (Francija) in Cicindele (Francija).Šotna barja po Evropi se upravljajo na različne načine in ljudje, ki živijo in delajo v njihovi okolici, različno gledajo nanje.Te razlike so vidne tudi v različnih stopnjah možnosti dostopa obiskovalcev do šotnih barij.
The project sought to bring the partners together to share knowledge and experience in how visitor experience can be maximised without detracting from the peatland itself.
Namen projekta je bil združiti partnerje, da bi si izmenjevali znanje in izkušnje o tem, kako lahko obiskovalci izkusijo največ, ne da bi pri tem okrnili šotna barja.
In their respective areas, each partner piloted innovative approaches to the management of peatland sites with specic reference to access to and interpretation of these fragile sites.The international team has provided a range of expertise in the following areas: increasing community involvement, interpreting peatlands through art and culture, encouraging youth interest and involvement in peatlands, and using interpretative signs to improve understanding and the overall experience of visiting peatlands.
Vsak partner je na svojem območju uvedel inovativne pristope k upravljanju šotnih barij, zlasti v zvezi z dostopom do teh občutljivih območij in njihovo razlago.Mednarodna skupina je zagotovila strokovno znanje in izkušnje iz naslednjih področij: spodbujanje večjega sodelovanja skupnosti, šotna barja v umetnosti in kulturi, spodbujanje zanimanja mladine in njihovega sodelovanja v zvezi s šotnimi barji ter uporaba razlagalnih tabel za izboljšanje razumevanja in splošne izkušnje obiska šotnih barij.
Funding for this project will allow the following schemes to take place.• Training workshops will be run by each partner on the topic in which they have the most experience. • Each partner will pilot a practical project in order to put into practice the experiences and learning from the ex-changes.• A best-practice guide on managing access and interpretation in peatlands will be produced for all peatland managers across Europe.
Financiranje tega projekta bo omogočilo naslednje:• vsak partner bo organiziral izobraževalne delavnice na temo, s katero ima največ izkušenj; • vsak partner bo uvedel praktičen projekt, s katerim bo udejanjil izkušnje in spoznanja, pridobljena z izmenjavo; • izdelan bo vodnik najboljše prakse o upravljanju dostopa in razlagi šotnih barij za vse upravljavce šotnih barij po Evropi.
It will encompass the ndings and recommendations of the project.• A nal information/dissemination event will be organised.
Vključeval bo ugotovitve in priporočila projekta; • na koncu bo organizirana prireditev za razširjanje informacij.
A stable environment for horses
Kakovostno okolje za konje
Member State: Sweden Region: Sörmland Name of the LAG: Våg 21
Ponovno odkrivanje kakovostnega vina z biološko raznovrstnostjo
Project total cost: EUR 752 093 EU: EUR 97 860 Other public funds: EUR 146 802 Private funds: EUR 507 431
Država članica: Švedska Regija: Sörmland Ime LAS: Våg 21Skupni stroški projekta: 752 093 EUREU: 97 860 EURDruga javna sredstva: 146 802 EURZasebna sredstva: 507 431 EUR
Project total cost (phase 2): EUR 31 600 EU: EUR 14 220 Other public funds: EUR 14 324 Private funds: EUR 3 056
Država članica: Francija Regija: Pays de La Loire Ime LAS: Layon Saumurois Skupni stroški projekta (faza 2): 31 600 EUREU: 14 220 EURDruga javna sredstva: 14 324 EURZasebna sredstva: 3 056 EUR
This project, which is now in its second phase under Leader+, is providing a boost for an established wine-grow-ing region through a local private and public partnership working with the Layon Saumurois LAG.
Ta projekt, ki je zdaj v drugi fazi in se izvaja pod okriljem pobude Leader+, spodbuja uveljavljene vinorodne regije prek lokalnega zasebnega in javnega partnerstva v sodelovanju z LAS Layon Saumurois.
Indeed the project combines local partners from dierent backgrounds who, while sharing a common objective, would nevertheless normally not be working together.
Projekt dejansko združuje lokalne partnerje z različnimi ozadji, ki kljub skupnemu cilju običajno ne bi sodelovali.
They include a wine grower, the local branch of the League for the Protection of Birds, public authorities and various tourist development agencies.The activity takes place at a site where wine production had ceased some time ago.
Med partnerji so: pridelovalec vina, lokalna podružnica„Zveze za zaščito ptic“, javni organi in različne agencije za razvoj turizma.Dejavnost poteka na kraju, kjer vina že nekaj časa ne pridelujejo več.
A decision by an independent wine producer to reintroduce wine-growing and improve the biodiversity of the site involved a study nanced by Leader+ during the project’s first phase.
Odločitev neodvisnega pridelovalca vina, da ponovno začne pridelovati vino in izboljša biološko raznovrstnost kraja, je povezana s študijo, ki jo je med prvo fazo projekta nancirala pobuda Leader+.
The development work continues in a second phase, with the objective of safeguarding the quality of the environment.
Razvojno delo se nadaljuje v drugi fazi, katere cilj je zavarovati kakovost okolja.
The site has also been landscaped and, following authorisation by L’Onivin (the responsible public body), has been replanted with new vines.
Kraj je krajinsko urejen in po odobritvi pristojnega javnega organa (L'Onivin) je na njem ponovno posajena vinska trta.
At the same time, the site’s tourist potential is also being realised with funds from Leader+.
Hkrati se s sredstvi pobude Leader+ uresničuje tudi turistični potencial kraja.
This includes the production of information panels showing the biodiversity and geology, a teaching folder presenting the site’s dierent characteristics (which can also be used in local schools), and animation of the vineyard (in cooperation with the local wine museum).
To vključuje: izdelavo informativnih panojev, ki prikazujejo biološko raznovrstnost in geologijo, učno mapo, ki predstavlja različne značilnosti kraja (in se lahko uporablja tudi v šolah), in poživitev vinograda (v sodelovanju z lokalnim vinskim muzejem).
The project achieves several socioeconomic and environmental objectives simultaneously: improving the overall image of the local area and vineyard, creating a new ‘tourist’ product, protecting certain species of fauna and ora, and improving the quality of the local wine.
Projekt hkrati uresničuje več socialno-ekonomskih in okoljskih ciljev: izboljšuje celotno lokalno podobo in podobo vinograda, ustvarja nov „turistični“ proizvod, ščiti nekatere živalske in rastlinske vrste ter izboljšuje kakovost lokalnega vina.
Some of Sweden’s small farmers have areas of land with low productivity which provide a perfect natural habitat for horses.
Nekateri mali kmetje na Švedskem imajo slabo donosna zemljišča, ki pa so odlično naravno okolje za bivanje konjev.
It is also a good opportunity for farm diversi-cation.With horse racing and showjumping a growing business, and since many of the horses’ owners live in big cities, the owners have to lodge and board their horses with breeders and trainers.
To je hkrati lepa priložnost za diverzikacijo kmetijskih dejavnosti.Ker so konjske dirke in preskakovanje ovir donosen posel in ker veliko lastnikov konjev živi v velikih mestih, morajo svoje konje nastaniti pri rejcih in trenerjih.
The lack of space forces the breeders to keep the horses on small plots of land, and indoors during the winter months.
Zaradi pomanjkanja prostora morajo rejci imeti konje na majhnih zemljiščih, v zimskih mesecih pa v hlevih.
The idea of a natural way of raising horses by letting the foals stay with the mare for a longer period of time, and with access to more land, has long been a goal of Ingvar Fredricson, a retired professor of horse breeding who believes that the mare is the natural trainer of the foal.The project idea is therefore to use to advantage the low-productivity land of these small farmers in order to provide a home where the horses will follow a certied breeding scheme which has been supported by Leader+ and which gives the owners the best environment for their horses.
Ingvar Fredricson si že dolgo časa prizadeva uresničiti svojo zamisel o naravni reji konj, pri kateri žrebeta ostanejo dlje pri kobili in imajo živali na voljo več zemljišča. Ingvar Fredricson je upokojeni profesor reje konj, ki verjame, da je kobila naravni trener žrebeta.Zamisel projekta je torej koristno uporabiti slabo donosna zemljišča teh malih kmetov in na njih nastaniti konje, ki bodo vključeni v certicirano načrtno vzrejo, ki jo je podprla tudi pobuda Leader+ in ki zagotavlja lastnikom najboljše okolje za njihove konje.
This certied scheme gives the horse several advantages.
Ta certicirana načrtna vzreja ima nekaj prednosti za konje.
Firstly they have the chance to move around freely within large enclosed areas of grazing or to stay indoors and, as part of their training, they follow fenced tracks with natural obstacles.
Prvič, lahko se prosto gibljejo po velikih, ograjenih pašnikih ali ostanejo v hlevih ali pa se v sklopu urjenja gibljejo po ograjenih stezah z naravnimi ovirami.
In this way, the young horses can more or less train themselves simply by following the mare.
Tako se lahko mladi konji bolj ali manj urijo sami, in sicer preprosto tako, da sledijo kobili.
The use of transponders which are linked to special receivers at the food and water automat, and which are connected to the Internet, allows horse owners to follow their foal’s activities from a distance.The project is managed by the Jump Horse Association and has been developed as a joint cooperation between the association, several farmers and professor Ingvar Fredricson.
Uporaba odzivnikov, ki so povezani s posebnimi sprejemniki pri avtomatu za hrano in vodo, ti pa so povezani z internetom, omogoča lastnikom konj, da na daljavo spremljajo dejavnosti svojih žrebet.Pri razvoju skupnega projekta, ki ga vodi„Zveza lastnikov konj za preskakovanje ovir“, sodeluje več kmetov in profesor Ingvar Fredricson.
The Våg 21 Leader+ LAG has funded a part of the project, and has played a key role in building the partnership between the dierent partners.
LAS Våg 21 pobude Leader+ nancira del projekta in ima ključno vlogo pri izgradnji partnerstva med različnimi partnerji.
Name of the contact person: Bénedicte Michaud E-mail: leader-layonsaumurois@layon.org
Ime kontaktne osebe: Bénedicte Michaud E-pošta: leader-layonsaumurois@layon.org F o to gr a ja: Francoska nacionalna omrežna enota
Name of the contact person: Ingvar Fredricson E-mail: i.fredricson@swipnet.se Website: www.hhklubben.se/ENGELSKA/RAM.HTMPhoto provided by the Swedish national network unit
Ime kontaktne osebe: Ingvar Fredricson E-pošta: i.fredricson@swipnet.se Spletna stran: www.hhklubben.se/ENGELSKA/RAM.HTMFotograja: Švedska nacionalna omrežna enota
Special focus: Innovation
Posebna usmeritev: inovativnost
Enhancing innovation in Leader+: a Finnish perspective
Spodbujanje inovativnosti v pobudi Leader+: finska perspektiva
By Tytti Siltanen, ematic Expert of Leader+, Develooppi Ltd, Finland.
Tytti Siltanen, tematska strokovnjakinja pobude Leader+, Develooppi Ltd, Fin-ska.
Ms Siltanen previously worked in Leader II as a project leader and LAG evaluator, and in Leader+ as head of the national network unit, and currently works as an independent consultant.
Tytti Siltanen je delala v programu Leader II kot projektni vodja in ocenjevalka LAS, v programu Leader+ kot vodja nacionalne omrežne enote, zdaj pa dela kot neodvisna svetovalka.
Under the Leader+ programme there is a wide range of projects, some of which are clearly very innovative.
Leader mora biti„laboratorij novih zamisli“.
For example, where else would you nd garden therapy for the elderly, clothes made from sealskin, rural opera performed by professional and local people, and much more.
Upoštevati moramo tudi novo razumevanje inovativnosti v raziskavah, saj je inovativnost lahko dojeta tudi kot rezultat medsebojnih vplivov različnih dejavnikov, ki so lahko zakoreninjeni v posameznem družbenem, političnem in gospodarskem okolju.
These are all examples of dierent kinds of innovation which relate to the approach, implementation, and the technology used, and which can be found in projects funded under the Finnish Leader+ programme.
Dinamika inovativnosti ni določena le z obstoječo bazo znanja, ampak zlasti z uspešnostjo in učinkovitostjo učnih procesov v inovacijskem sistemu.
that could be mainstreamed to other Leader regions and/or areas of activity. Leader should be ‘a laboratory of new ideas’.
V program Leader+ je vključenih veliko projektov, od katerih so nekateri izrazito inovativni.
We also need to appreciate a new understanding of innovation within research, since this can be seen as a result of interaction between dierent actors, which can be rooted in a specic social, political and economic environment.
Kje drugje bi na primer lahko našli: vrtno terapijo za starejše, oblačila iz tjulnje kože, podeželsko opero s profesionalci in domačini in še veliko več.
The dynamics of innovation are not only determined by the existing knowledge base, but to a large extent by the eectiveness and the eciency of learning processes within the systems of innovation.
Vse to so primeri različnih vrst inovativnosti, ki so povezane s pristopom, izvajanjem in uporabljeno tehnologijo ter jih lahko najdemo v projektih, ki jih nancira nski program Leader+.
Innovation is a key principle of Leader methodology, and it is Leader’s nature as a pilot scheme which requires innovative approaches to local development in rural areas.
Inovativnost je ključni temelj metodologije Leader in prav zaradi narave pilotnega programa Leader je potreben inovativen pristop k lokalnemu razvoju na podeželju.
Local programmes should include action that embraces something new that has not been tried before in the region and
Lokalni programi morajo vključevati nekaj novega, česar še nihče v regiji ni poskusil in kar se lahko uveljavi tudi v drugih regijah in/ali na drugih področjih delovanja programa Leader.
The Leader I initiative (1991–94) focused on networking skills as a tool for the development of an area and the Leader network was considered as a source of know-how and valuable information.
Pobuda Leader I (1991–1994) se je osredotočila na povezovanje v omrežje kot orodje za razvoj območja, omrežje Leader pa je bilo vir znanja in izkušenj ter dragocenih informacij.
The survey from 1994, which is referred to in ‘Transnational cooperation under Leader II’,
Raziskava iz leta 1994, na katero se sklicuje dokument Observatorija Leader II z naslovom „Meddržavno sodelovanje v okviru programa Leader II“, je pokazala, da je
making art from nature, collecting plastic from farms for recycling and committing young people to an area using special sponsorship.
zbiranje plastike za recikliranje po kmetijah in tesno povezovanje mladih s posameznim območjem s pomočjo posebnega sponzorstva.
Doing things in an innovative way is illustrated by new cooperation between enterprises and schools, marketing of services with new partners, and getting the elderly to be substitute grandparents to children other than just those of their relatives.
Primeri inovativnega delovanja so: novo sodelovanje med podjetji in šolami, trženje storitev z novimi partnerji in usposabljanje starejših za nadomestne stare starše za otroke, ki niso njihovi sorodniki.
Thus many innovations can also be considered social ones.According to the mid-term evaluation of the Finnish Leader+ programme (2005), 75 % of Finnish project leaders said that Leader had developed new kinds of activities in their area.
Tako je lahko veliko inovacij tudi socialnih.Pri vmesnem ocenjevanju nskega programa Leader+ (2005) je 75 % nskih vodij projektov dejalo, da so se s programom Leader na njihovem območju razvile nove vrste dejavnosti.
Among the Finnish Leader+ LAG board members, 60 % think that the projects develop something new.
60 % članov nskih upravnih odborov LAS pobude Leader+ meni, da se je s projekti razvilo nekaj novega.
Most of the Finnish Leader managers think that the pilot scheme of Leader is the hardest of the Leader principles to follow.
Večina nskih vodij Leader meni, da je od vseh načel Leader najtežje slediti pilotnemu pristopu.
Leader groups have interpreted innovation and piloting as a new method, product or service that has not been tried before by the project leader and that is new to the area or village.
Skupine Leader so si razlagale inovativnost in poskusno izvajanje kot novo metodo, proizvod ali storitev, ki je vodja projekta še ni preskusil in je nova na območju ali v vasi. Kako je z vodji projektov?
Can people realistically evaluate their innovation themselves?
Ali lahko ljudje sami stvarno ocenijo svojo inovativnost?
The ways that projects are managed and the methods that are used can all help to overcome problems. According to a report entitled ‘Transnational cooperation under Leader II’, published in 2001 by the Leader II Observatory, LAGs often focused on the most immediate and easily explained problem areas (for example blaming external factors) when very often the cause of the problem had more to do with attitudes or the methodology and management of the project itself.
Glede na poročilo z naslovom „Meddržavno sodelovanje v okviru programa Leader II“, ki ga je leta 2001 izdal Observatorij Leader II, so se LAS pogosto osredotočale na najbolj neposredna in najlažje razložljiva težavna področja (krivile so na primer zunanje dejavnike), čeprav so bili zelo pogosto vzrok težav odnosi ali metodologija in vodenje samega projekta.
Internal problems of Leader II transnational cooperation were at the level of the transnational partnership (language barriers, cultural dierences, dierent expectations and degree of involvement, etc.), about project content (dening objectives, actions and activities, methodology and time), management problems (coordination, division of responsibilities, monitoring and evaluation, etc.), and bringing together the local and transnational levels.
Notranje težave pri meddržavnem sodelovanju Leader II na ravni meddržavnega partnerstva (jezikovne ovire, kulturne razlike, različna pričakovanja in stopnja zavzetosti itd.) so bile: težave, povezane z vsebino projekta (opredelitev ciljev, dejavnosti in aktivnosti, metodologije in časa), vodstvene težave (usklajevanje, delitev odgovornosti, spremljanje in ocenjevanje itd.) ter združevanje lokalne in meddržavne ravni.
External obstacles were concerned with nancial, legal and administrative problems, and with problems linked to an ineective support system or unclear procedures.Usually, the most important way of exchanging knowledge within the organisation and within the network is through occasional, informal talks and formal meetings.
Zunanje ovire so bile povezane s nanč-nimi, pravnimi in upravnimi težavami ter težavami v zvezi z neučinkovitim sistemom podpore ali nejasnimi postopki.Običajno so najpomembnejši način izmenjave znanja znotraj organizacije in omrežja občasni, neuradni pogovori in uradni sestanki.
Communication problems can also occur due to time constraints, terminology and language, lack of willingness to share information, poor language skills or being in contact with the wrong persons.
Komunikacijske težave se lahko pojavijo tudi zaradi časovne omejitve, terminologije in jezika, nepripravljenosti deliti informacije, slabega jezikovnega znanja ali neustreznih sogovornikov.
Some ideas for good practice
Nekaj zamisli za dobro prakso
Cooperation is a keyword in ‘enhancing innovation and knowledge’.
Sodelovanje je ključna beseda pri„povečanju inovativnosti in znanja“.
This means more cooperation: in the area of the LAG itself and between other areas, both national and transnational.
To pomeni več sodelovanja na področju samih LAS in med drugimi območji, na nacionalni in meddržavni ravni.
This applies to the projects, the members of the boards, the LAGs, the authorities, and at national level.
To velja za projekte, člane upravnih odborov, LAS, upravne organe in na nacionalni ravni.
Neither should we forget that we are part of a big Leader family.
Pozabiti ne smemo niti tega, da smo del velike družine Leader. V EU je 73 programov Leader+ in 893 LAS.
In order to enhance innovation we need to create our own knowledge and absorb new knowledge from external sources.
Za povečanje inovativnosti moramo ustvariti lastno znanje in sprejeti novo znanje iz zunanjih virov.
This means supporting each other more and exchanging new ideas.
To pomeni, da moramo bolj podpirati drug drugega in izmenjevati nove zamisli.
The dissemination of knowledge can be done in various ways and by various actors.
Razširjanje znanja lahko poteka na več načinov in vključuje različne dejavnike.
We need to develop tools such as Internet, intranet and culture that support national and international communication.
Razviti moramo orodja, kot sta internet in intranet, ter kulturo, ki podpirajo nacionalno in mednarodno komunikacijo.