natgillin/translations-raw huggingface dataset:
In the end some important actors who had similar signposts agreed to harmonise their designs, but the compromise involved considerable discussion and mediation by the LAG.
Nazadnje se je nekaj pomembnih akterjev, ki so imeli podobne smerne table, dogovorilo, da bodo uskladili obliko, vendar so bili za ta kompromis potrebni številne razprave in posredovanje LAS.
Contact person: Francesco Colosimo Address: Contrada Pedecandela, I-88051 Cropani
Kontaktna oseba: Francesco Colosimo Naslov: Contrada Pedecandela, I-88051 Cropani
E-mail: info@vallecrocchio.it Website: www.vallecrocchio.it
E-naslov: info@vallecrocchio.it Naslov spletne strani: www.vallecrocchio.it
The area’s schools
Šole območja
C Population: 53 584 inhabitants
●●Št. prebivalcev: 53 584
C Number of municipalities: 26
●●Število občin: 26
Despite its natural beauty and rich cultural heritage, the area is suffering acutely fromout-migration and ageing.
Območje kljub svoji naravni lepoti in bogati kulturni zgodovini močno trpi zaradi odseljevanja in staranja prebivalstva.
The socioeconomic context was the basis for launching this project, which aims to reconnect young people with their area through a network of pedagogical activities.
Družbenogospodarski okvir je bil osnova za začetek tega projekta, ki poskuša znova povezati mlade z njihovim območjem prek mreže pedagoških dejavnosti.
This project is the result of a critical appraisal of the territory’s current situation and thus follows closely the areabased approach.
Ta projekt je rezultat kritične ocene sedanjega položaja ozemlja in tako zvesto sledi območnemu pristopu.
It hadbeen observed that the education systemdid not allow for students to understand their area’s history, culture and natural resources.
Opaženo je bilo, da izobraževalni sistem učencem ni omogočal razu-mevanja zgodovine, kulture in naravnih virov njihovega območja.
Through efforts to reconnect themwith the area through pedagogical activities it was hoped that young people would come to appreciate where they lived and persuade them to remain there or return in the future.
S prizadevanji, da bi mlade znova povezali z območjem s pedagoškimi dejavnostmi, je LAS upala, da bodo mladi začeli spoštovati kraj, v katerem živijo, in da jih bo to prepričalo, naj ostanejo v njem ali pa se vanj vrnejo v prihodnosti.
It was also noted that the school teachers in the area were a critical resource and that their expertise should not be confined to the classroom.
Opaženo je bilo tudi, da so šolski učitelji na območju ključni vir in da njihovo strokovno znanje ne bi smelo biti omejeno na učilnico.
Another objective therefore was to add value to the work of teachers to the benefit of all local people.
Še eden od ciljev je bil tako dodajanje vrednosti delu učiteljev v korist vseh lokalnih prebivalcev.
The opening of the school system is also innovative in several respects.
Tudi odpiranje šolskega sistema je inovativno v več pogledih.
Integrating a common regional element into the curriculum of school students at all stages is unknown in Italy.
Vključevanje skupnega regionalnega elementa v učni načrt za učence vseh stopenj je v Italiji nekaj novega.
Plus, new technologies have been used to allow all students to benefit fromdifferent pedagogical activities, despite the structural problems of inaccessibility and population dispersion.
Poleg tega so bile uporabljene nove tehnologije, ki omogočajo, da imajo vsi učenci korist od različnih pedagoških dejavnosti, in to kljub strukturnim težavam – nedostopnosti in razpršenosti prebivalstva.
Further, the involvement of schools in regional activities such as the eco-museum adds to the pedagogical capacity of the territory and thus contributes more widely to local development.
Vključevanje šol v pedagoške dejavnosti, kot je ekološki muzej, še prispeva k pedagoškim zmogljivostim ozemlja in tako širše prispeva k lokalnemu razvoju.
Finally, this project is an example of goodpractice because the schools’ network has created new working methods that increase the long-term capacity and sustainability of the educational system.
Ta projekt je primer dobre prakse, ker je mreža šol razvila nove delovne metode, ki povečujejo dolgotrajno zmogljivost in trajnost izobraževalnega sistema.
Schools have established new relationships with each other that will continue after the Leader+ project has ceased.
Šole so med seboj vzpostavile nove odnose, ki se bodo obdržali tudi po tem, ko se bo projekt programa Leader+ končal.
Moreover, the schools who are involved in the network are committed to financing the network themselves after the funding has finished.
Še več, šole, ki sodelujejo v mreži, so se zavezale, da bodo po koncu obdobja financiranja mrežo financirale same.
Based on the LAG’s territorial strategy, which included adding value to local services and the education system, the LAG proposed to create a network of all educational institutions in the area with the aim of developing new initiatives, pedagogical methods and amultidisciplinary learning process focused on the ‘territory’.
Na podlagi ozemeljske strategije LAS, ki je vključevala dodajanje vrednosti lokalnim storitvam in izobraževalnemu sistemu, je LAS predlagala oblikovanje mreže vseh izobra-ževalnih ustanov na območju, da bi razvili nove pobude, pedagoške metode in multidisciplinaren učni proces, ki se osredotoča na „ozemlje“.
The creation of programmes and activities was preceded by widespread consultation with the schools and other stakeholders.
Pred oblikovanjem programov in dejavnosti so potekala obširna posvetovanja s šolami in drugimi interesnimi skupinami.
The main output is the network of schoolswhich nowworks independently together.
Glavni dosežek je mreža šol, ki zdaj neodvisno sodelujejo.
Amajor result to come from the network is the active cooperation between teachers in the area.
Pomemben rezultat te mreže je dejavno sodelovanje med učitelji na območju.
Moreover, they have had the opportunity to show their skills to the community, which has increased their self-confidence.
Poleg tega so dobili priložnost, da svoje veščine pokažejo skupnosti, kar je povečalo njihovo sa-mozavest.
Schools have opened their doors to the area and new relationships have been created with local authorities and private organisations.
Šole so območju odprle svoja vrata, in vzposta-vljeni so bili novi odnosi z lokalnimi organi in zasebnimi organizacijami.
Finally, a newmethod of learning has been developed, which has increased the capacity for education across the territory.
Razvita je bila tudi nova metoda učenja, ki je povečala zmogljivosti za izobraževanje po vsem ozemlju.
In terms of numbers, 150 teachers, 95 classes and 2 500 schoolchildren have been involved.
Če projekt predstavimo v številkah: sodelovalo je 150 uči-teljev, 95 razredov in 2 500 učencev.
There have been threemain sets of activities for which proposals were sought fromwithin the community: a network of schools to allow for the exchange of good practice; the development of pedagogical activities; and the production of information material.
Glavna težava je bilo začetno usklajevanje mrež šol ter sprejemanje soglasja med različnimi akterji, za kar je bilo potrebnega veliko časa in truda vseh strani.
The first phase of the project involved a large participatory process initiated by the LAG, including the regional education authorities and schools.
Posebni težavi sta bili dogovor o razdelitvi odgovornosti in kako preprečiti, da bi glavna šola nosila celotno delovno obremenitev.
Technical committees and a project steering group were set up, a memorandum of understanding was agreed among the schools participating in the network and a projectmanager was appointed.
Druga težava je bilo pomanjkanje komunikacije med tehničnim, upravnim in finančnim vidikom projekta, kar je LAS kot po-srednica poskušala odpraviti.
After Leader+ funding hadbeen secured an organisation for the networking activities was created and ideas for pedagogical material were put forward.
V skupnosti so se iskali predlogi za tri glavne skupine dejavnosti: mrežo šol, ki bi omogočala izmenjavo dobrih praks, razvoj pedagoških dejavnosti in izdelavo informativnega gradiva.
Finally, the programme of activities was carried out by the network both inside and outside the classroom, taking the educational ideas to the community.
Prva faza projekta je vključevala širok proces sodelovanja, ki ga je začela LAS in je vključeval regionalne izo-braževalne organe in šole.
Information material was also produced at this stage, including a CD-ROM.
Ustanovljeni so bili tehnični od-bori in skupina za usmerjanje projekta, šole, ki sodelujejo v mreži, so se dogovorile o memorandumu o soglasju, ime-novan pa je bil tudi vodja projekta.
The main difficultywas coordinating the network of schools initially and creating consensus among the different actors, which took considerable time and effort on all sides.
Ko so bila sredstva programa Leader+ zagotovljena, je bila ustanovljena organizacija za dejavnosti povezovanja v mreže, podani pa so bili tudi predlogi za pedagoško gradivo.
A particular problemwas agreeing on the distribution of responsibilities and not allowing the lead school to bear all the workload.
Mreža je nazadnje izvedla program dejavnosti v učilnicah in zunaj njih ter tako ideje za izobraževanje ponesla med skupnost.
Another problemwas the lack of communication between the technical and the administrative and financial aspects of the project, which the LAG as intermediary tried to resolve.
Na tej stopnji je bilo sestavljeno tudi informacijsko gradivo, vključno s CD-ROM-om.
The added value of Leader+ has been the ability of the LAG to create such a network of actors across the territory.
Dodana vrednost programa Leader+ je bila sposobnost LAS, da ustvari tako mrežo akterjev po celotnem ozemlju.
It has increased the capacity of the educational system and given confidence and motivation to the area’s schools.
Povečala je zmogljivost izobraževalnega sistema, šolam na območju pa dala samozavest in zagon.
The project lasted formore than three years, from December 2003 until February 2007.
Projekt je trajal več kot tri leta, od začetka decembra 2003 do februarja 2007.
Contact details of the local operator
Kontaktna oseba: Nadia Poletto Naslov: Via Dante Alighieri 48, I-22085 Maniago
The total budget of EUR 120 000 was made up of equal contributions of EUR 45 000 from the EAGGF and national funds, aswell as EUR 30 000 from private sources.
Skupni proračun projekta v višini 120 000 EUR je bil sestavljen iz enakih prispevkov EKUJS in države v višini 45 000 EUR ter iz 30 000 EUR prispevkov iz zasebnih virov.
E-mail: diradattmaniago@libero.it Website: www.circolomaniago.it
E-naslov: diradattmaniago@libero.it Naslov spletne strani: www.circolomaniago.it
C Population: 34 269 inhabitants
●●Št. prebivalcev: 34 269
C Population density: 132 inhabitants / k m two
●●Gostota poseljenosti: 132 prebivalcev/km
C Number of municipalities: 16
●●Število občin: 16
The territory of Miselerland LAG (name changed at the end of 2006 from Lëtzebuerger Musel LAG to Miselerland LAG) has a high natural landscape value and a rich cultural heritage.
Ozemlje LAS Miselerland (ki je na koncu leta 2006 svoje ime spremenila iz LAS Lëtzebuerger Musel v LAS Miselerland) ima pokrajino z veliko vrednostjo in bogato kulturno dediščino.
Its development strategy focuses on adding value to these natural and cultural resources aswell as the promotion of regional products.
Njena razvojna strategija se osredotoča na dodajanje vrednosti tem naravnim in kulturnim virom ter promocijo regionalnih izdelkov.
This project is an excellent example of a successful combination of these two themes into a comprehensive strategy which creates several synergies.
Ta projekt je odličen primer uspešne združitve teh dveh tem v celovito strategijo, ki ustvarja več sinergij.
It involves new and innovative methods of promoting regional products including their role in ecological sustainability and their health qualities.
Vključuje nove in inovativne metode promoviranja regionalnih izdelkov, vključno z njihovo vlogo ekološke trajnosti in njihovih zdravilnih lastnosti.
This project shows how the LAG can have a highly valuable role in facilitating projects aswell as ensuring their integration into the overall development strategy.
Ta projekt kaže, kako ima lahko LAS zelo dragoceno vlogo pri pospeševanju projektov ter zagotavljanju njihovega vključevanja v splošno razvojno strategijo.
In this case the LAGmanagement helped with the project design and provided continuous advice in the implementation process.
V tem primeru je vodstvo LAS pomagalo pri oblikovanju projekta in je sproti zagotavljalo nasvete med postopkom izvajanja.
Contacts were found with regional food producers and advice was given to them on how to satisfy largescale demand that the project would provide.
Pois-kala je stike z regionalnimi pridelovalci hrane in jim sveto-vala o tem, kako lahko zadovoljijo veliko povpraševanje, ki ga bo zagotovil projekt.
Furthermore, the LAG has undertaken other activities that will simultaneously help and build on the ‘Tasty!’ project, including the development of regional marketing and data collection on sources of regional products.
LAS je poleg tega začela druge dejavnosti, ki bodo sočasno pomagale pri projektu „Oku-sno!“ in gradile na njem; med njimi sta razvoj regionalnega trženja in zbiranje podatkov o virih regionalnih izdelkov.
The project was initiated and implemented through a partnership between two organisations that operate across Luxembourg, OekoZenter Lëtzebuerg ASBL, a non-profit association active, among other things, in the field of environmental consultancy, and Caritas Luxembourg, which manages, among other things, several daycare centres for children in the Miselerland region.
Projekt je začelo in izvedlo partnerstvo med dvema orga-nizacijama, ki delujeta v Luksemburgu – nepridobitnim združenjem „OekoZenter Lëtzebuerg asbl“, ki med drugim deluje pri okoljskem svetovanju, in „Caritas Luxembourg“, ki med drugim upravlja več centrov za dnevno varstvo otrok v regiji „Miselerland“.
The LAG has also been active in the project’s development.
LAS je dejavno sodelovala tudi pri razvoju projekta.
For Caritas Luxembourg, the idea behind the project was to develop a catering and nutrition plan for children to ensure a balanced diet made of freshly cookedmeals on a sustainable basis on the one hand.
Za organizacijo Caritas Luxembourg je bila ideja v ozadju projekta po eni strani razviti načrt za dobavo hrane in prehrano otrok, da bi zagotovili uravnoteženo prehrano s sveže kuhanimi obroki na trajnostni podlagi.
On the other hand special attention is paid towards food as a pedagogical theme: origin of products, manufacturing process, sustainability and culture of eating habits, experience of food with all senses, learning about what the body needs to stay healthy or about the food in the region (visits to farms ormanufacturing entities, harvest, etc.).
Po drugi strani pa se posebna pozornost posveča hrani kot pedagoški temi: izvoru pridelkov, postopku pridelave, trajnosti in kulturi prehranjevalnih navad, okušanju hrane z vsemi čutili, učenju o snoveh, ki jih telo potrebuje, da ostane zdravo, ali hrani v regiji (obiskovanje kmetij ali proizvajalcev, žetve itd.).
OekoZenter Lëtzebuerg ASBL initiated the project basically because of its environmental, ecological and social
Organizacija OekoZenter Lëtzebuerg asbl je projekt v bistvu začela zaradi njegovih okoljskih, ekoloških in družbenih vidikov, predvsem zaradi možnosti za povečanje količine regionalne in sezonske hrane ter ekološke hrane in
The project is also an example of goodpractice because of its innovative aspects.
Projekt je primer dobre prakse tudi zaradi svojih inovativnih vidikov.
Firstly, it has provided a bridging function for small regional producers of food to supply larger clients.
Prvič, zagotovil je povezovanje majhnih regionalnih pridelovalcev hrane, da bodo lahko dobavljali večjim kup-cem.
Secondly, it represents a comprehensive approach to education, from awareness raising to training and pedagogical methods.
Drugič, je celovit pristop k izobraževanju, saj zajema dejavnosti od ozaveščanja do metod usposabljanja in pedagoških metod.
The training of teachers and educators to transfer knowledge of ecologically sound products to small children is particularly commendable.
Usposabljanje učiteljev in vzgojiteljev za prenašanje znanja o pridelkih, prijaznih do okolja, na otroke je še posebno pohvalno.
Finally, the solid preparatory stages of the project allows for it to be expanded in the future, which also offers improved chances of economic sustainability.
Tretjič, tehtne faze priprave projekta zagotavljajo, da bo projekt v prihodnosti mogoče razširiti, kar tudi ponuja boljše možnosti za gospodarsko trajnost.
• pedagogical guidelines for teachers and educators;• piloting the concept and promoting it as the ‘month of the region’, with further awareness-raising activities, aimed at children and their parents.
hrane, pridobljene s pravično trgovino, v menzah, s čimer bi neposredno prispevali k varovanju okolja (krajše razdalje za transport, do okolja prijazne kmetijske prakse itd.).
aspects, particularly the potential to increase the proportion of regional and seasonal aswell as organic and fair trade food in canteen kitchens, this in order to contribute directly to the protection of the environment (reduced transport distances, environment-friendly agricultural practices, etc.).
•pilotno izvedbo koncepta in njegovo promocijo kot „mesec regije“ z dodatnimi dejavnostmi za ozaveščanje, osredotočenimi na otroke in njihove starše.
The two organisations have jointly carried out the following activities:
Obe organizaciji sta skupaj izvedli naslednje dejavnosti:
Concrete results include the development of an innovative food concept in three regional childcare centres and its piloting together with awareness-raising activities.
Med dejanskimi rezultati sta razvoj inovativnega koncepta hrane v treh regionalnih centrih za varstvo otrok in njegova pilotna izvedba skupaj z dejavnostmi za ozaveščanje.
The flexibility of the daycare centres requires a new menu concept as the children do not eat lunch at the ‘Maison Relais’ every day.
Prilagodljivost centrov za varstvo otrok zahteva novo zasnovo jedilnika, saj otroci v centru „Maison Relais“ ne kosijo vsak dan.
This will lead to significant changes to the menus for children in the centres.
To bo privedlo do bistvenih sprememb jedilnika za otroke v centrih.
Moreover, although less tangible the project has created the potential for expansion since new procedures and concepts have been tested.
Še več, čeprav je ta rezultat manj otipljiv, je projekt ustvaril možnosti za razširitev, saj so bili preizku-šeni novi postopki in koncepti.
There has been an increase in capacity with several tools now available to others in the region, including a detailed procurement list of regional producers and model menus and an efficiency concept for large kitchens.
Povečale so se zmogljivosti, drugim v regiji je zdaj na voljo več orodij, med drugim tudi podroben seznam regionalnih proizvajalcev za razpise, vzorčni jedilniki in koncept za učinkovitost velikih kuhinj.
In order to demonstrate the viability of the alternative purchasing concept, data (prices and additional costs) aswell as experiences (quality, calibration, logistics, etc.) were collected during the ‘month of the region’.
Med „mesecem regije“ so bili zbrani različni podatki (cene in dodatni stroški) in izkušnje (kakovost, kalibracija, logistika itd.), da se dokaže ustreznost alternativnega koncepta nakupovanja.
The results were implemented into an efficiency concept that allows one to identify the potential for increasing the quantity of regional products, organic products and fair trade products.
Rezultati so bili vključeni v koncept za učinkovitost, ki omogoča prepoznavanje možnosti za povečanje količine regionalnih izdelkov, ekoloških izdelkov in izdelkov, pridobljenih s pravično trgovino.
• first steps towards the development of a catering concept with the daycare centres that promotes ecology and health, favouring regional and seasonal foods aswell as organic and fair trade products; • drawing up procurement lists based on direct contacts with producers, andundertaking first steps to veer toward grouping several smallscale suppliers in order tomake it easier for the daycare centres to buy in products; • development of menus with kitchen staff from the daycare centres, which follows the recommendations of theMinistry of Health and takes into account ‘Optimix’, a balanced diet concept developed especially for children; • training in the daycare centres for kitchen staff aswell as teachers and educators covering environment-friendly management and the socio-cultural aspects of food production;
•prve korake za razvoj gostinskega koncepta skupaj s cen-tri za dnevno varstvo, ki spodbuja ekologijo in zdravje ter daje prednost regionalni in sezonski hrani ter ekološki hrani in hrani, pridobljeni s pravično trgovino; •sestavo seznamov za javna naročila, ki temeljijo na ne-posrednih stikih s proizvajalci, in sprejemanje prvih ko-rakov za združevanje več majhnih dobaviteljev, kar bi centrom za dnevno varstvo olajšalo kupovanje pridel-kov; •sestavo menijev skupaj z zaposlenimi v kuhinjah centrov za dnevno varstvo, ki upoštevajo priporočila ministrstva za zdravje in prehrano „Optimix“, uravnoteženo prehrano, ki je bila razvita posebej za otroke; •usposabljanje v centrih za dnevno varstvo za kuhinjsko osebje ter usposabljanje učiteljev in vzgojiteljev, ki zajema do okolja prijazno upravljanje in družbenokulturne vidike pridelave hrane; •pedagoške smernice za učitelje in vzgojitelje;
Problems encountered/lessons learnt
(a) Težave
The present transport logistics versus the kitchen’s need for daily or at least regular aswell as ‘just in time’ supplies: In fact, a regional marketing strategy is needed to bring the products tomarket more efficiently and more quickly.
Sedanja transportna logistika v primerjavi s potrebo kuhinje po dnevni ali vsaj redni dobavi in tudi dobavi „v zadnjem trenutku“ – v bistvu je potrebna regionalna tržna strategija, da bo mogoče pridelke dati na trg učinkoviteje in hitreje.
The process of the Leader+ programme, including strategy building and LAG formation, was beneficial in bringing to the fore the overlap between regional and/or regional organic food production, natural and cultural resources, and education.
Postopek programa Leader+, vključno z oblikovanjem strategije in LAS, je bil koristen pri poudarjanju prekrivanja med regionalno in/ali regionalno ekološko pridelavo hrane, naravnimi in kulturnimi viri ter izobraževanjem.
The LAG itself has helped to establish links to regional food producers and ensured a smooth start to the project.
Sama LAS je pomagala vzpostaviti povezave z regionalnimi pridelovalci hrane ter je zagotovila tekoč začetek projekta.
The calibration of the products (according to weight and volume): Organic vegetables often do not show the same ‘technical characteristics’ as their conventional counterparts.
Kalibracija pridelkov (glede na težo in prostornino) – ekološka zelenjava pogosto nima nekih „tehničnih značilnosti“ kot običajna zelenjava.
Salads, potatoes and tomatoes, for example, have smaller sizes/non-uniform sizes, facts that have already to be consideredwhenplacing the order.
Glave solate, krompirji in paradižni-ki so npr. manjši/neenakomerno veliki, kar je treba upoštevati že pri naročanju.
Furthermore, smaller sizes imply time-consuming handling.
Poleg tega manjša velikost pomeni tudi, da je potrebnega več časa pri njenem čiščenju in dru-gem obdelovanju.
In fact, together with the option for freshly cooked meals, the use of organic products requires more staff in the kitchen.
Pravzaprav uporaba ekoloških pridelkov skupaj z možnostjo sveže kuhanih obrokov zahteva več kuhinjskega osebja.
The project lasted for one year at the end of the Leader+ programme, from January to December 2007, and needs further development to implement the results on a large scale.
Projekt je trajal eno leto in je potekal na koncu programa Leader+: med januarjem in decembrom 2007, potrebuje pa nadaljnji razvoj za obsežno izvajanje rezultatov, kar organizaciji OekoZenter Lëtzebuerg in Caritas Luxembourg spod-bujata v okviru svojih finančnih zmožnosti.