natgillin/translations-raw huggingface dataset:
It therefore confirmed Leader’s ability to reach out to the more isolated sectors of the rural economy and support local social, economic and political activities.
Tako se je potrdila sposobnost pobude Leader, da doseže bolj izolirane sektorje podeželskega gospodarstva in podpira lokalne družbene, gospodarske in politične dejavnosti.
Re d r o Alfonso Fernandes drew attention to the view of local strategic planning as a process, whereby experience proves that ‘good planning � good projects’, and this is linked directly to the seven features of the Leader approach.
Pedro Alfonso Fernandes je poudaril pogled na lokalno strateško načrtovanje kot na postopek, pri katerem izkušnje kažejo, da dobro načrtovanje pomeni dobre projekte in daje to neposredno povezano s sedmimi značilnostmi pristopa Leader.
He also referred to the importance of the ongoing evaluation of LAGs as amajor determinant for the high levels of performance and innovative strategies, the involvement of all partners, including those from the private sector 5 and the way that Leader was able to generate further synergies as a result.
Opozoril je tudi na pomen nenehnega ocenjevanja lokalnih akcijskih skupin kot odločilnega elementa za veliko uspešnost in inovativne strategije, vključenosti vseh partnerjev (vključno s partnerji iz zasebnega sektorja) in načina, na katerega je pobuda Leader zato lahko ustvarjala nadaljnje sinergije.
The views of Robert Lukesch were concerned with the different roles of the LAG, and, based on several examples,
Robert Lukesch se je ukvarjal z različnimi vlogami lokalnih akcijskih skupin in na podlagi več primerov njihovo vlogo opredelil kot vlogo posrednikov s„povezavami“.
G e an - R a u l R el l is s i e r noted the enthusiasm that he had heard for Leader amongst all territorial actors, both old and new, which seemed to acknowledge the relevance of the ‘bottom-up’ approach, as well as the diversity of the LAG activities.
To pomeni, da pospešujejo povezavemed različnimi stranmi, kot so obrtniki, podjetniki in trgi, ter preteklostjo in prihodnostjo. Lokalna akcijska skupina lahko deluje kot prava agencija za lokalni razvoj s prepletanjem različnih virov ë na n ciranja in tudi kot „inkubator“ za ne pro ë tne organi-
The contribution of networking to allow people to learn from each other and gain confidence was viewed as important in implementing local development strategies.
Jean-Paul Pellissier je opozoril na navdušenje v zvezi s pobudo Leader, ki ga je opazil med vsemi ozemeljskimi akterji, novimi in starimi, in ki očitno potrjuje ustreznost pristopa „od spodaj navzgor“ in raznolikost dejavnosti lokalnih akcijskih skupin.
In this respect, the Leadermethod could also play an important role in cooperation with third countries, especially in the Mediterranean area.
Prispevek povezovanja v mreže, ki ljudem omogoča, da se učijo drug od drugega in pridobivajo samozavest, se je štel za pomembnega pri izvajanju strategij lokalnega razvoja.V tempogledubi lahkometoda Leader igrala tudi pomembno vlogo pri sodelovanju s tretjimi državami, še posebno s sredozemskimi.
He e p ing the spirit of Leader alive was the focus of Re t r a Raue’s re � ec - tions.
Petra Raue se je osredotočila na ohranjanje duha pobude Leader.
She stressed the important contribution of LAGs in developing ideas and solutions to local rural development challenges, and the need to maintain this ‘spirit’.
Poudarila je pomen prispevka lokalnih akcijskih skupin pri razvijanju idej in rešitev za izzive lokalnega razvoja podeželja ter potrebo po ohranjanju tega „duha“.
At programme level, this means keeping the autonomy of the LAG for decisionmaking and programme implementation, ensuring the quality of the programmes through
Na programski ravni to pomeni ohranjanje samostojnosti lokalnih akcijskih skupin pri odločanju in izvajanju programov, zagotavljanje kakovosti programov s standardi in zagotavljanjem potrebne podpore ter ohranjanje preprostosti upravnih postopkov.
At the local level, this involves ensuring transparency and accountability in the procedures of the local partnership, inclusion of all relevant stakeholders (and being open to newcomers) andmaintaining good relations with local authorities.
stva, vključevanje vseh pomembnih interesnih skupin (in odprtost za nove člane) ter vzdrževanje dobrih odnosov z lokalnimi oblastmi.
He also mentioned the potential role of the higher education sector as a partner in rural development strategies, and the need to have a strong monitoring and evaluation system in order to more concretely show the progress and results of projects, in terms of economics and human capacity building.
višjega izobraževanja kot partnerja pri strategijah lokalnega razvoja in potrebo po dobrem sistemu spremljanja in ocenjevanja, ki bo konkretneje pokazal napredek in rezultate projektov v gospodarskem smislu in smislu ustvarjanja človeških zmogljivosti.
Such a system would also play an important role in achieving long-term sustainability, at a time when perhaps external public funding would not be available.
Tak sistem bi igral tudi pomembno vlogo pri doseganju dolgoročne trajnosti v času, ko zunanje javno ë na n ciranje morda ne bi bilo na voljo.
Leader awards and some concluding words
Podelitev nagrad za pobudo Leader in nekaj sklepnih besed
The conclusions given by Bernd Schuh were along three lines of advice to all rural actors.
Sklepi Bernda Schuha so se gibali okrog treh nasvetov vsem podeželskim akterjem.
Firstly, to prepare for future challenges by making sure that ‘knowledge and human capacity’ is established and reserve time and money to do this.
Prvič, naj se pripravijo na prihodnje izzive, tako da zagotovijo „znanje in človeške zmogljivosti“ ter zato namenijo čas in sredstva.
Secondly, he advised rural actors to ‘take a step back and take an external view of the local partnership’ when building capacity, in order to allow for a critical look at routines that have been established.
Drugič, svetoval je podeželskim akterjem, naj „stopijo korak nazaj in si od zunaj ogledajo lokalno partnerstvo“, ko krepijo zmogljivosti, da omogočijo kritičen pogled na vzpostavljeno rutino.
His last piece of advice concerned the individual, who he advised to be aware of the pressures and demands involved in working in Leader, and thus to take care to avoid‘burn-out’.The final reflections came from Aldo Stroebel who expressed his appreciation of being invited to provide a non-EU perspective.
Zadnji nasvet je namenjen posamezniku, ki mu svetuje, naj se zaveda pritiskov in zahtev pri delu na podlagi programa Leader, in pazi, da ne bo „pregorel“. Končne razmisleke je predstavil Aldo Stroebel, ki se je zahvalil za povabilo, naj predstavi neevropski pogled.
He viewed Leader as a unique European initiative, and in particular stressed the importance of the partnership formation as
Program Leader vidi kot edinstveno evropsko pobudo, zlasti pa je poudaril pomen oblikovanja partnerstev kot strateške determinante in razširitve vloge nadnacionalnega sodelovanja in njegovih zmožnosti na države v razvoju, v katerih se razvoj podeželja spopada z veliko različnimi izzivi. Omenil je tudi morebitno vlogo
Tomark Leader achievements in a more formal way, an award ceremony gave a chance for recognition from other peer groups, and the awards themselves also showed the character and diversity of the territories.
Da bi tudi bolj formalno zaznamovali dosežke pobude Leader, je bila pripravljena slavnostna podelitev nagrad, ki je dala priložnost tudi drugim sorodnim skupinam, da izrazijo spoštovanje, nagrade same pa so tudi predstavile naravo in raznolikost ozemelj.
Each of the 16 territories had been asked to provide a handcrafted object, typical of their territory, to be awarded to another territory.
Vsako od 16 ozemelj je moralo prispevati ročno izdelan predmet, ki je značilen zato ozemlje in je bil nato podeljen drugemu ozemlju.
The donor and recipient territories, represented by the
Ozemlja, ki so nagrade podelila in prejela in so jih predstavljale lokalne akcijske skupine, so semorala predstaviti, nato pa jim je Loretta Dormal Marino podelila nagrado in priznanje
She also mentioned the high level of private funding through the involvement of the private sector, and the valuable contribution of networks which allow people to learn from each other.
Poudarila je tudi pomen pravih razmer, potrebnih, da projekti, podobni pobudi Leader, dobro delujejo.
F n looking ahead, she talked about the challenges that rural areas face, such as the environment, competitiveness, climate change and bio-energy, and the contribution that Leader can make to these challenges as apart of mainstreamed policy.
To pomeni, da so potrebni pravi odnosi med nacionalnimi in regionalnimi organi, usposabljanje za delo, povezano s pobudo Leader, in izmenjava pridobljenih spoznanj. Za dosego vseh teh ciljev je potrebno posebno ravnotežje – to pomeni, da mora biti na osrednji ravni zagotovljena prava mera spodbujanja in podpore – kar je pobudi Leader do zdaj dobro uspevalo.
The territorial (
Ozemeljski (
) overview
) pregled
The following territorial overviews are based on the territorial synopses (which were provided by the territories themselves) for the final Leader+ Observatory conference, ‘Leader achievements: a diversity of territorial experience’, � v or a , Portugal, November 2007.
Naslednji ozemeljski pregledi temeljijo na povzetkih o ozemljih (ki so jih predstavila ozemlja sama) za končno konferenco Observatorija Leader+: „Dosežki pobude Leader: raznolike območne izkušnje“, Évora, Portugalska, november 2007.
The individual synopses used in the mini-plenary sessions can be found at the following link: http://ec.europa.eu/agriculture/rur/leaderplus/events/22112007_en.htm
Posamezne povzetke, ki so bili uporabljeni na manjših plenarnih zasedanjih, lahko najdete na naslednji povezavi: http://ec.europa.eu/agriculture/rur/leaderplus/events/22112007_en.htm
The concept of ‘territory’ as used for the � v or a conference and in this present issue is used in a broad sense: it covers not only the LAG geographical delimited area with its natural resources but also its rural community and territorial organisation (representative institutions/organisations/ local networks) as well as its local identity influencing the local actors in their decisions.
Pojem „ozemlje“, kot se je uporabljal na konferenci v Évori in se uporablja tudi v tej izdaji revije, se uporablja v širšem smislu. Obsega ne le območje lokalne akcijske skupine z njegovimi naravnimi viri, temveč tudi njegovo podeželsko skupnost in območne organizacije (predstavniške ustanove/organizacije/lokalne mreže) ter lokalno identiteto, ki vpliva na lokalne akterje pri sprejemanju odločitev.
Population (inhabitants)
Prebivalstvo (število)
Surface area (km2) Population density (inhabitants per km2)
Površina (km2) Gostota poselitve (prebivalcev na km2
31 922 1 237 25.8 37 non-profit association EUR 5 180 178
31 922 1 237 25,8 37 Nepridobitno združenje 5 180 178 EUR
Number of municipalities Composition of LAG Leader+ budget LAG website/e-mail www.allesausserfern.at rea@allesausserfern.at
Število občin Sestava lokalne akcijske skupine Proračun programa Leader+ Spletna stran/e-naslov lokalne akcijske skupine www.allesausserfern.at rea@allesausserfern.at
Regarding cooperation, Ausserfern has been involved in both interterritorial and transnational projects.
Ozemlje Ausserfern je alpsko območje z visokimi gorami in globokimi ozkimi dolinami, pokrajini pa dajejo pečat tudi reke in jezera.
It leda project involving several Austrian LAGs on regional governance in order to strengthen management and planning competences.
Zemljišča se pretežno uporabljajo za mlekarstvo, živinorejo in gozdarstvo.
Given the proximity and interdependence with German territories, the LAG has cooperated regularly with Bavarian LAGs, including a training project for cultural guides and museummanagers.
Ozemlje je izolirano od večine Avstrije in dostopno samo preko gorskih prelazov, zato je ozemlje družbenogospodarsko odvisno od južne Bavarske v Nemčiji, s katero ima več mejnih prehodov.
The territory of Ausserfern is Alpine with high mountains and deep narrow valleys, and its landscape is also characterised by lakes and rivers.
Ausserfern je sodeloval v medozemeljskih in nadnacionalnih projektih.
Dairy farming, cattle breeding and forestry dominate the land use.
Vodil je projekt o regionalnem vodenju, ki je vključeval več avstrijskih lokalnih akcijskih skupin, namenjen pa je bil krepitvi kompetenc za upravljanje in načrtovanje.
Isolated from much of Austria and accessible only from mountain passes, the territory is just as socio-economically dependent on southern Bavaria in Germany, with which there are several border crossings.
Glede na bližino nemških ozemelj in medsebojno odvisnost z njimi je lokalna akcijska skupina redno sodelovala z bavarskimi lokalnimi akcijskimi skupinami, med drugim pri projektu usposabljanja za kulturne vodnike in upravitelje muzejev.
In 2001, the LAG was designated eligible for the Leader+ programme, although a non-profit association called Regionalentwicklung Ausserfern has existed since 1995.
Lokalna akcijska skupina je leta 2001 postala upravičena za program Leader+, čeprav je nepridobitno združenje z imenom„Regionalentwicklung Ausserfern“ obstajalo že od leta 1995.
The local development strategy reflects the LAG’s overall theme of ‘improving the quality of life in rural areas’, and includesthreemainobjectives:networkingandcooperation in the field of education and new technologies; enhancing the attractiveness of living spaces; and strengthening local value chains.
Lokalna razvojna strategija odraža splošni cilj lokalne akcijske skupine, tj. izboljšanje kakovosti življenja na podeželskih območjih, vključuje pa tri glavne cilje: povezovanje vmreže in sodelovanje na področju izobraževanja in novih tehnologij, povečanje privlačnosti življenjskih prostorov in krepitev lokalnih vrednostnih verig.
The distinctive approach of this LAG has been to widely interpret the theme of improving quality of life and thus implement a holistic development strategy.
Poseben pristop te akcijske skupine je vseboval obširno razlago teme izboljševanja kakovosti življenja in izvajanje celovite razvojne strategije.
It has not only concentrated on diversifying agricultural activities and developing tourism, which although important do not ensure the future vitality of the territory.
Ni se osredotočila samo na razvejanje kmetijskih dejavnosti in razvoj turizma, ki kljub svojemu pomenu ne zagotavljajo prihodnje vitalnosti ozemlja.
The development strategy has also integrated a social element, including gender mainstreaming, youth activities, childcare facilities, integration of excluded groups such as thedisabled and immigrants, and care for the elderly.
Razvojna strategija je vključila tudi socialne elemente, med drugim tudi vključevanje načela enakosti spolov, mladinske dejavnosti, otroško varstvo, vključevanje izključenih skupin, kot so invalidi in priseljenci, ter oskrbo starejših.
Another factor which has contributed to the success of the LAG has been its inclusive and transparent governance.
Drugi dejavnik, ki je prispeval k uspehu lokalne akcijske skupine, je bilo njeno vključujoče in pregledno vodenje.
For example, in order to foster a widespread understanding of bottomup rural development, LAG meetings rotate between villages.
Na primer, sestanki lokalne akcijske skupine se selijo od vasi do vasi, da spodbujajo širše razumevanje razvoja podeželja„od spodaj navzgor“.
Also, members can be substituted at any time, allowing more people to become involved in decisionmaking , including women and youth.
Člani skupine se lahko zamenjajo kadar koli, kar omogoča vključitev več ljudi v odločanje, med drugim tudi žensk in mladih.
Surface area (km2) Population density (inhabitants per km2
Površina (km2) Gostota poselitve (prebivalcev na km2
Number of municipalities Composition of LAG
Število občin Sestava lokalne akcijske skupine
LAG website/e-mail w w w . p o s a � a v i . com leader @ p o s a � a v i . com
Spletna stran/e-naslov lokalne akcijske skupine www.posazavi.com leader@posazavi.com
Leader+ type measures of the Objective 1 programme, 200 + 0 � .
Ukrepi vrste Leader+ programa Cilj 1, 2004–2006.
in civic life through associations, and support infrastructure and social services, especially for children and young people.
obiskati, spodbujanje sodelovanja v javnem življenju prek združenj ter podpiranje infrastrukture in socialnih storitev, zlasti za otroke in mladino.
Located in the south-east of central Bohemia, the LAG territory enjoys a strategic location with good accessibility.
Ozemlje lokalne akcijske skupine leži v jugozahodnem delu Osrednječeškega okraja ter ima dobro strateško in lahko dostopno lego.
It is connected to the main road and rail system, and R r a g u e is only 80 km from its southern boundary.
Povezano je z glavnim cestnim in železniškim sistemom, Praga pa leži le 80 km od njegove južne meje.
Bohemia itself is a region at the heart of Europe, close to bothGermany and R o land.
Osrednječeški okraj je regija v osrčju Evrope ter je blizu Nemčije in Poljske.
These factors give the territory significant economic potential, although there are some parts of the territory which are isolated and faced i C c u l t development conditions.
Ti dejavniki dajejo ozemlju dobre gospodarske možnosti, čeprav so nekateri deli ozemlja izolirani in se spopadajo s težkimi razmerami za razvoj.
One of the territory’s most valuable assets is its picturesque, typically = � ec h landscape characterised by rolling hills with lakes and rivers, hedgerows, flowers and forests.
Ena od najbolj dragocenih dobrin ozemlja je njegova slikovita, značilno češka pokrajina, ki jo zaznamujejo hribčki z jezeri in rekami, živimi mejami, rožami in gozdovi.
Its clean air and unpolluted environment attracts urban dwellers from R r a g u e .
Svež zrak in čisto okolje v te kraje privabljata Pražane.
E o w ever, the growth of second homes is emerging as a problem for community cohesion, and the permanent local population is declining and ageing rapidly.
Vendar pa postaja naraščanje števila sekundarnih prebivališč težava za povezovanje skupnosti, stalno prebivalstvo pa hitro upada in se stara.
The quality and nature of the tourist sector is therefore a big issue for the LAG.
Kakovost in narava turističnega sektorja sta zato zelo pomembni vprašanji zato lokalno akcijsko skupino.
V p ec i fically , the development strategy aims to preserve and enhance the natural and architectural heritage, promote the territory’s profile as a place to live and visit, encourage participation
Razvojna strategija se zlasti osredotoča na ohranitev in obogatitev naravne in arhitekturne dediščine, oglaševanje ozemlja kot kraja, v katerem je lepo živeti in ga
A LAG was formed o C cially in October 2003 and was in a position to implement the Leader+ programme as soon as the = � ec h Republic joined the EU in K a y 200 + .
Lokalna akcijska skupina je bila uradno ustanovljena oktobra 2003 in je imela možnost izvajanja programa Leader+ takoj, ko se je maja 2004 Češka republika pridružila EU.
Its origins, however, date back to 2000 when discussions took place between a local community association and nine entrepreneurs.
Njeni začetki segajo v leto 2000, ko so se začeli razgovori med združenjem lokalne skupnosti in devetimi podjetniki.
The group was enlarged in 2001 to include the regional information centre and its work concentrated mainly on tourism.
Skupina se je povečala leta 2001 in vključila regionalno informacijsko središče, njeno delo pa se je večinoma osredotočilo na turizem.
The following year, a greater outreach working with the community began and the scope of activity increased.
V naslednjem letu se je povečal obseg dela s skupnostjo, večje bilo tudi dejavnosti.
A first priority was to build capacity for integrated rural development.
Prva prednostna naloga je bila pripraviti zmogljivosti za celostni razvoj podeželja.
The main activity was to strengthen cooperation and encourage partnership working, which has been mostly successful.
Glavni dejavnosti sta bili krepitev sodelovanja in spodbujanje partnerstev, ki sta bili večinoma uspešni.
In addition, experience has been gained through the exchange of good practice with other territories in the = � ec h Republic.
Poleg tega je skupina zbirala izkušnje z izmenjavo dobre prakse z drugimi ozemlji v Češki republiki.
This has given the LAG a strong desire for further cooperation in the new programming period, including with transnational partners.
To je lokalni akcijski skupini dalo močno željo po nadaljnjem sodelovanju v novem programskem obdobju, vključno s sodelovanjem z nadnacionalnimi partnerji.
60 225 789 76 7 association EUR 5 206 980
60 225 789 76 7 Združenje 5 206 980 EUR
Number of municipalities Composition of LAG Leader+ budget LAG website/e-mail www.kalundborg.dk kalm@kalundborg.dk strengthen the coherence of the region; foster a strong entrepreneurial spirit; develop businesses through innovation; create awareness about the uniqueness of the region; and bring new ideas to local development through cooperation.
Število občin Sestava lokalne akcijske skupine Proračun programa Leader+ Spletna stran/e-naslov lokalne akcijske skupine www.kalundborg.dk kalm@kalundborg.dk podjetja prek inovacij, ustvarjati zavedanje o edinstvenosti regije in s sodelovanjem prinesti nove ideje za lokalni razvoj.
Regarding the latter, there has been a very successful project with Danish LAGs to develop a strategy around production andmarketing of local quality foods.
Za dosego zadnjega cilja so danske lokalne akcijske skupine izvajale zelo uspešen projekt za razvoj strategije za proizvodnjo in trženje lokalne kakovostne hrane.
In addition, V est s j � l land has been a partner in three transnational projects involving partners in Finland, Sweden and the UK.
Poleg tega je združenje Vestsjælland kot partner sodelovalo v treh nadnacionalnih projektih, ki so vključevali partnerje iz Velike Britanije, Finske in Švedske.
Located just outside the capital and known as the ‘green garden of Copenhagen’, V est s j � l land is Denmark in a nutshell: beautiful beaches, idyllic towns, peaceful woods and small lakes and rivers.
Vestsjælland leži le malo od glavnega mesta in je znano kot „zeleni vrt Köbenhavna“; to območje je Danska v malem: ima čudovite plaže, idilična mesteca, mirne gozdove ter majhna jezera in reke.
The territory has a coastline of 200 km and includes several protected nature areas.
Ozemlje ima 200 km obale in vključuje več zavarovanih naravnih območij.
It is divided in themiddle by a large moor called m o s en that is currently being developed as a nature park.
Na sredini ga deli veliko močvirje Åmosen, ki se trenutno razvija kot naravni park.
The territory’s location and natural beauty offers many advantages but also creates several challenges related to planning, especially from the pressures of commuting.
Položaj in naravna lepota ozemlja ponujata veliko prednosti, vendar pa tudi pomenita več izzivov pri načrtovanju, zlasti zaradi pritiskov dnevnemigracije.
Furthermore, despite being close to Copenhagen, it still suffers from the common problems associated with rural areas, including low self-esteem, an ageing population, low levels of education, seasonal economic dependence and a weak entrepreneurial culture.
Poleg tega ozemlje kljub bližini Köbenhavna še vedno trpi zaradi običajnih težav, ki se povezujejo s podeželskimi območji, med katerimi so nizka samozavest, starajoče se prebivalstvo, nizka izobraženost, sezonska gospodarska odvisnost in nizka podjetniška kultura.
A Leader+ LAG was formed in 2001 by 12 local development actors who took inspiration from neighbouring Sweden during the Leader II programme.
Lokalno akcijsko skupino Leader+ je leta 2001 oblikovalo 12 lokalnih razvojnih akterjev, ki jih je navdihnila sosednja Švedska med programom Leader II.
Together they launched a territorial development strategy that would: develop new products, activities and events based on the natural and cultural resources; establish new networks to
Skupaj so začeli ozemeljsko razvojno strategijo, ki bi pomagala razviti nove proizvode, dejavnosti in dogodke na podlagi naravnih in kulturnih virov, ustanoviti nove mreže za krepitev skladnosti regije, spodbujati močan podjetniški duh, razvijati