natgillin/translations-raw huggingface dataset:
I’m always impressed to see how good Leader projects get people from the public and private sectors together around a table in local action groups, focusing their minds on a common goal.
Vedno sem prevzeta, ko vidim, kako dobri projekti programa Leader za eno mizo zberejo ljudi iz javnega in zasebnega sektorja v lokalnih akcijskih skupinah, in v teh se osredotočijo na skupne cilje.
Now, after 2006, Leader is moving on.
Zdaj, po letu 2006, gre pobuda Leader naprej.
It has joined the mainstream of the EU’s rural development policy for 2007–13, so that all national and regional rural development programmes will have a little more of a Leader flavour.
Pridružila se je osrednji politiki EU za razvoj podeželja za obdobje 2007–2013, tako da bodo vsi nacionalni in regionalni progra-mi za razvoj podeželja malo bolj okusili pobudo Leader.
It has a big role ahead of it as the European Union faces up to new challenges— I’m confident of that!
Pred sabo ima pomembno vlogo, saj se bo Evropska unija srečevala z novimi izzivi – o tem sem popolnoma prepričana!
Leader has also shown that reaching out across regional and national boundaries has a huge value.
Pobuda Leader je pokazala tudi, da ima preseganje regionalnih in nacionalnih meja ogromno vrednost.
When Leader groups talk to each other across these boundaries, they find that their successes and problems aren’t unique.
Ko se skupine pobude Leader pogovarjajo čez te meje, ugotovijo, da njihovi uspehi in težave niso edinstveni.
Life becomes so much easier when you don’t have to reinvent the wheel!
Življenje postane veliko lažje, ko ni treba znova odkrivati tople vode.
But Leader can fulfil its potential only if the voices of those involved are clearly heard.
Vendar pa lahko pobuda Leader uresniči svoje možnosti le, če se bodo glasovi sodelujočih jasno slišali.
So the Commission is happy to contribute to the dissemination of best practices to take the success of the Leader approach forward into the future.
Zato je Komisija vesela, da lahko prispeva k razširjanju dobrih praks in tako uspeh pristopa Leader prenese tudi v prihodnost.
All these featuresmake Leader one of the success stories of the European Union.
Zaradi vseh teh značilnosti je pobuda Leader ena od zgodb o uspehu Evropske unije.
It has delivered jobs, improvements to the natural environment and new services.
Zagotovila je delovna mesta in nove storitve ter izboljšala naravno okolje.
Why best practices?
Zakaj najboljše prakse?
This publication complements the Leader+ Magazine as ameans to highlight the most successful implementation of Leader+ funded local development strategies.
Ta revija dopolnjuje revijo Leader+ Magazine, pri čemer iz-postavlja najuspešnejše izvajanje lokalnih razvojnih strate-gij, ki se financirajo s sredstvi iz programa Leader+.
Leader+ is a European Community initiative for assisting rural communities in improving the quality of life and economic prosperity of their local area, and is co-financed by the Guidance Section of the EuropeanAgricultural Guidance and Guarantee Fund (EAGGF). Leader+ was preceded by Leader I and II.
Najboljše prakse v programu Leader+ je treba dosledno ocenjevati glede na uspešnost izvajanja pristopa programa Leader.
Seven criteria make up the Leader approach
Sedem meril, ki oblikujejo pristop programa Leader:
Areabased approach
Območni pristop
TheLeader+programmeranwithintheStructuralFundperiod from 2000 to 2006 (but allows for projects to be carried out untiltheendof2008),anditsaimistoencourageandsupport rural actors to think about the longer term potential of their area.
Program Leader+ se izvaja v obdobju strukturnih skladov od leta 2000 do leta 2006 (vendar omogoča izvajanje projektov do konca leta 2008), njegov cilj pa je spodbujati in podpirati podeželske udeležence, da razmišljajo o dolgoročnih možnostih svojega območja.
It seeks to encourage the implementation of integrated, high-quality, original strategies for sustainable development designed to encourage experimentationwith newways of:
Program Leader+ spodbuja izvajanje celostnih, visokokakovostnih in izvirnih strategij za trajnostni razvoj, ki so namenjene spodbujanju poskusov z novimi načini:
• enhancing the natural and cultural heritage;• reinforcing and diversifying the economic environment, in order to contribute to job creation; • improving the organisation abilities of the community.
•krepitve naravne in kulturne dediščine, •utrjevanja in širjenja gospodarskega okolja za prispevek k ustvarjanju novih delovnih mest, •izboljševanje organizacijskih sposobnosti skupnosti.
Therewere 893 Leader+ local action groups (LAGs) in Europe prior to the enlargement of 2004.
Pred širitvijo leta 2004 je bilo v Evropi 893 lokalnih akcijskih skupin (LAS) Leader+.
In someof the Member States which joined the EU as from 2004, LAGs are already working under a Leader-type measure.
V nekaterih državah članicah, ki so k EU pristopile leta 2004, že delujejo lokalne akcijske skupine v okviru ukrepa vrste Leader.
This entails defining a development policy on the basis of an area’s own particular situation, strengths and weaknesses.
Ta pristop opredeljuje razvojno politiko na podlagi posameznih razmer na samem ozemlju ter njegovih prednosti in pomanjkljivosti.
In Leader, this area is a fairly homogeneous local rural unit, characterised by internal social cohesion, shared history and traditions, a sense of common identity, etc.
V programu Leader je to območje zelo homogena lokalna podeželska enota, za katero so značil-ni notranja socialna kohezija, skupna zgodovina in tradi-cija, smisel za skupno identiteto itd.
Awareness of the areabased approach has been growing, with ‘primemovers’ in the local area recognising the important role of endogenous resources in achieving sustainable development.
Ozaveščanje o območnem pristopu je čedalje večje, pri čemer pripisujejo glavni nosilci razvoja na lokalnem območju pomembno vlogo endogenim virom za doseganje trajnostnega razvoja.
At LAG level the areabased approach has contributed to a better identification of rural actors with the territory.
Na ravni lokalne akcijske skupine prispeva območni pristop k boljšemu poistovetenju podeželskih udeležen-cev z ozemljem.
Bottom-up approach
Pristop od spodaj navzgor
• making the best use of natural and cultural resources, including enhancing the value of Natura 2000 sites; • improving the quality of life in rural areas;• adding value to local products, in particular by facilitating access tomarkets for small production units via collective actions; • the use of new knowhow and new technologies tomake products and services in rural areas more competitive.
• čim boljše izkoriščanje naravnih in kulturnih virov, vključno z večanjem vrednosti znamenitosti območja Natura 2000, • izboljšanje kakovosti življenja na podeželju, • dodajanje vrednosti lokalnim proizvodom, zlasti s spodbujanjem dostopa manjših proizvodnih enot do trga prek skupnih ukrepov, • uporaba znanja in izkušenj ter novih tehnologij za večjo konkurenčnost proizvodov in storitev na podeželju.
This aims to encourage participatory decision-making at local level for all development policy aspects.
Namen tega pristopa je spodbujati sodelovanje pri odločanju na lokalni ravni za vse vidike razvojne politike.
Its objective is the involvement of local players, including the community as a whole, economic and social interest groups, and representatives of public and private institutions.
Njegov cilj je vključevanje lokalnih udeležencev, vključno s skupnostjo kot celoto, gospodarskimi in socialnimi interesnimi skupinami ter predstavniki javnih in zasebnih institucij.
The bottom-up approach relies on two major activities — ‘animation’ (facilitation of activities) and training of local communities — and comes into play at different stages of the programme.
Pristop od spodaj navzgor temelji na dveh glavnihdejavnostih:spodbujanju(dejavnosti)in usposabljanju lokalnih skupnosti, pri čemer se uporablja na različnih stopnjah programa.
At project level it is important that the project is initiated by local actors and that the public concerned with the action has been consulted.
Na ravni projekta je pomembno, da dajo zanj pobudo lokalni udeleženci, pri čemer se morajo posvetovati z javnostjo, ki se ukvarja s to dejavnostjo.
Please see http://ec.europa.eu/leaderplus formore information regarding the legal basis and the budget allocated to Leader+.
Glej: http://ec.europa.eu/leaderplus za več informacij v zvezi s pravno podlago in sredstvi, dodeljenimi za program Leader+.
Partnership approach and the 'local action group' (LAG)
Partnerski pristop in „lokalna akcijska skupina“ (LAS)
By facilitating the exchange and circulation of information on rural development policies and the dissemination and transfer of goodpractice and innovative strategies and actions, the Leader network aims to limit the isolation of LAGs and to create a source of information and analysis of the actions.
S spodbujanjem izmenjave in razširjanja informacij o politiki razvoja podeželja ter razširjanja in prenosa dobre prakse ter inovativnih strategij in ukrepov si omrežje programa Leader prizadeva omejiti izoliranost lokalnih akcijskih skupin ter ustvariti vir informacij in analizo ukrepov.
To complement existing European and national networking, some LAGs have spontaneously organised themselves into informal networks.
Za dopol-nitev obstoječega evropskega in nacionalnega povezovanja v mrežo so se nekatere lokalne akcijske skupine na lastno pobudo organizirale v neuradne mreže.
The LAG is a body of public and private actors, united in a partnership that identifies a joint strategy and a local action plan for developing a Leader+ area.
Lokalna akcijska skupina je organ javnih in zasebnih udeležencev, združenih v partnerstvo, ki določa skupno strategijo in lokalni akcijski načrt za razvoj območja programa Leader+.
The LAG is one of the most original and strategic features of the Leader approach.
Lokalna akcijska skupina je ena od najizvirnejših in najbolj strateških značilnosti pristopa programa Leader.
Endowed with a teamof practitioners, decision-making powers and a fairly large budget, the LAG represents a new model of organisation that can considerably influence the institutional and political balance of the area concerned.
Lokalna akcijska skupina predstavlja skupaj s skupino stro-kovnih delavcev, pooblastili za sprejemanje odločitev in zelo velikim proračunom nov model organizacije, ki lahko znatno vpliva na institucionalno in politično ravnovesje zadev-nega območja.
Another core part of Leader is the cooperation between rural areas.
Tudi sodelovanje med podeželskimi območji je še en ključni del programa Leader.
Cooperation between areas can be transnational but may equally take place between areas within the sameMember State (interterritorial).
Sodelovanje med območji je lahko nadnacionalno, vendar se lahko izvaja tudi med območji znotraj ene države članice (medozemeljsko).
In Leader+ a specific budget is allocated for cooperation projects (action 2).
Za projekte sodelovanja (Ukrep 2) ima program Leader+ poseben pro-račun.
The LAGs have provided appropriate mechanisms for participation, awareness raising and organisation of local actors in favour of rural development.
Lokalne akcijske skupine so za razvoj podeželja zagotovile ustrezne mehanizme za sodelovanje, ozaveščanje in organizacijo lokalnih udeležencev.
The allocation of tasks and responsibilities between the partners (programme authorities, LAGs,members of the LAGs) should be clear and transparent.
Dodelitev nalog in pristojnosti med partnerji (organi za program, lokalne akcijske skupine in njihovi člani) mora biti jasna in pregledna.
Local financing and management
Lokalno dodeljevanje sredstev in upravljanje
Delegating a large proportion of the decision-making responsibilities for funding and management to the LAG is another key element of the Leader approach.
Prenos velikega deleža pristojnosti odločanja v zvezi z do-deljevanjem sredstev in upravljanjem na lokalno akcijsko skupino je prav tako ključni dejavnik pristopa programa Leader.
However, the LAGs’ degree of autonomy varies considerably depending on the Member State’s specific mode of organisation and institutional context.
Vendar se stopnja samostojnosti lokalnih akcijskih skupin znatno razlikuje glede na posamezen način organizacije in institucionalni okvir države članice.
Consequently this criterion is to be considered on a case- by-case basis, in the various administrative contexts.
Poleg koncepta programa Leader in njegovega izvajanja na področju, ki je samo po sebi inovativno, zahteva pobuda tudi inovativne ukrepe.
In addition to the Leader concept and its implementation in the field which in itself is innovative, the initiative also demands that the actions are innovative.
Zato je treba to merilo upoštevati za vsak primer posebej v različnih upravnih okvirih.
Innovation is also embodied in the programme’s pedagogical and networking components: disseminating information to other groups of players wishing to gain inspiration from achievements elsewhere or to carry out joint projects.
Inovativnost je vključena tudi v posamezne pedagoške dele programa in posamezne dele njegovega povezovanja v mrežo: razširjanje informacij na druge skupine udeležencev, ki želijo dobiti navdih iz dosežkov z drugih območij ali izvesti skupne projekte.
The actions and projects contained in the local action plan are linked and coordinated as a coherent whole.
Ukrepi in projekti, ki jih zajema lokalni akcijski načrt, se po-vezujejo in usklajujejo celovito.
Integration may concern actions conductedwithin a single sector, all programmeactions or specific groups of actions, or,most importantly, links between the different economic, social, cultural and environmental actors and sectors involved in the area.
Integracija lahko zadeva ukrepe, ki se izvajajo v enem samem sektorju, vse ukrepe programa ali posameznih skupin ukrepov, ali kar je najpo-membnejše, povezave med različnimi gospodarskimi, druž-benimi, kulturnimi, okoljskimi udeleženci in sektorji, ki so vključeni v območje.
Methodology of collection and selection of good and best practices
Metodologija zbiranja ter izbora dobrih in najboljših praks
In an annual exercise, and with the help of the national network units (NNUs), the Leader+ Contact Point, assisted by experts, collected good practices among the Leader projects in the EU, and selected someof them to be included in the good practices database on the Leader+ website (http://ec.europa.eu/leaderplus).
S pomočjo nacionalnih omrežnih enot in strokovnjakov kontaktna točka Contact Point programa Leader+ v letnem izvajanju zbira dobre prakse med projekti programa Leader v EU, pri čemer nekatere od njih izbere ter jih vključi v zbirko podatkov dobre prakse, objavljene na spletni strani programa Leader+: http://ec.europa.eu/leaderplus
The Leader+ Contact Point then started to collect examples from the Member States.
Kontaktna točka Contact Point programa Leader+ je nato začela zbirati primere iz držav članic.
In order to achieve a ‘fair result’, an approach was taken which would respect the thematic diversity, type of project and geographical balance, in addition to the content-related criteria linked to the Leader approach.
Da bi se dosegel pri-meren rezultat, je bil sprejet pristop, ki bi poleg vsebinskih meril v zvezi s pristopom programa Leader upošteval tematsko raznolikost, vrsto projekta in geografsko ravnovesje.
The selection of the present 25 best practice examples from the 111 selected 2008 goodpractice ones also took into account a conceptual, thematic and geographical balance.
Izbor sedanjih 25 najboljših praks med 111 izbranimi dobrimi praksami v letu 2008 je prav tako upošteval vse-binsko, tematsko in geografsko ravnovesje.
This is the fourth and final selection.
To je četrti in obenem zadnji izbor.
Everyone involved in the production of these four editions has done their best to contribute to awide variety of case studies.
Vsi, ki so sodelovali pri ustvarjanju teh štirih izdaj revije, so po svojih najboljših mo-čeh prispevali k širokemu izboru raznolikih študij primerov.
In order to reinforce the visibility of the work done in Leader+, the Leader+ Observatory decided to complement the information given in this database by editing a specific publication, A selection of Leader+best practices.
Za okrepitev prepoznavnosti opravljenega dela v programu Leader+ se je Observatorij Leader+ odločil dopolniti informacije, ki so na voljo v tej zbirki podatkov, z izdajo posebne revije „Izbor najboljših praks programa Leader+“.
This publication is the fourth selection of best practices and is based on the selection done for 2008.
Ta revija je četrti izbor najboljših praks in temelji na izbiri za leto 2008.
The first three publications, one with 21 and two with 25 best practice examples, have already been published.
Prve tri revije, od katerih je ena vsebovala 21, dve pa po 25 primerov najboljših praks, so že bile objavljene.
The method used was as follows. Firstly, the Contact Point carried out a SWOT analysis (strengths/weaknesses/ obstacles/threats) in the Member States on the state of good practice.
Uporabljena je bila naslednja metoda: kontaktna točka Contact Point je v državah članicah najprej izvedla analizo SWOT (prednosti/pomanjkljivosti/ovire/nevarnosti) o stanju dobre prakse.
The main partners in the Member States for this exercise were the NNUs.
Glavne partnerice pri tej analizi v državah članicah so bile nacionalne omrežne enote. Analiza je pokazala, da so bila merila za prepoznavanje dobrih praks povsod tesno povezana s sedmimi merili programa Leader+.
The Leader+ Observatory added two further European criteria which underline the European aspect of Leader+: transferability and sustainability.
Observatorij Leader+ je dodal še dve evropski merili, ki po-udarjata evropski vidik programa Leader+: prenosljivost in trajnost.
Facts about the territory
Podatki o ozemlju:
C Population: 18 054 inhabitants
●●Št. prebivalcev: 18 054
C Population density: 19 inhabitants / k m two
●●Gostota poseljenosti: 19 prebivalcev/km
The area in which the Gesäuse Eisenwurzen LAG is located is handicapped by a number of structural problems, including a low population density and a lack of skilled jobs.
LAS Gesäuse-Eisenwurzen najdemo na območju, ki ga pesti več strukturnih težav, med drugim nizka gostota poseljenosti in pomanjkanje kvalificiranih delovnih mest.
Overshadowed by the popular neighbouring region of Dachstein-Tauern and the regional hub of Liezen, the tourist sector has been unable to grow in recent years.
Turistični sektor v zadnjih letih ni mogel rasti, ker sta ga zasenčila priljubljena sosednja regija Dachstein-Tauern in regionalno središče Liezen.
Despite its mountainous landscapes and natural beauty, including the Sölktäler nature reserve, the major lack of tourist infrastructure has made it difficult for the area to compete with other regions and the situation seems to be getting worse.
Območje kljub gorati pokrajini in naravni lepoti, vključno z naravnim rezervatom Sölktal, zaradi velikega pomanjkanja turistične infrastrukture s težavo tekmu-je z drugimi regijami, zdi pa se, da se razmere še poslabšu-jejo.
C Number of municipalities: 17
●●Število občin: 17
The LAG’s strategy has been to improve the marketing of the area, to try and sell the territory to potential visitors.
LAS je v svoji strategiji poskušala izboljšati oglaševanje območja in pritegniti morebitne obiskovalce.
One of the key aspects is to join up all the existing projects and activities aimed at tourists in the 17 towns and villages in the LAG territory.
Eden od ključnih vidikov strategije je združitev sedanjih projektov in dejavnosti, ki se osredotočajo na turiste v 17 mestih in vaseh na območju LAS.
It has done this through common themes and a joint marketing effort, remodelling the area around a common brand.
To je izvedla s skupnimi temami in skupnim oglaševanjem ter oblikovanjem območja okrog skupne znamke.
For example, in the cultural sector there have been community-wide packages of events and public relations.
Kulturni sektor je na primer pripravil sveženj dogodkov in odnosov z javnostjo, ki zajemajo celotno skupnost.
These efforts accompany the simultaneous upgrading of the area’s tourist infrastructure.
Ta prizadevanja je spremljalo hkratno nadgrajevanje turistične infrastrukture na območju.
In agriculture too there have been attempts to create synergies, such as farm-based holidays and school activities.
Tudi v kmetijstvu so se lotili poskusov ustvarjanja sinergij, kot so počitnice in šolske dejavnosti na kmetijah.
The broad themes have been accompanied by a large number of subprojects that address the area’s need for economic growth while working with its valuable but sensitive natural and human resources.
Široke teme je spremljalo veliko podprojektov, ki so se ukvarjali s potrebo območja po gospodarski rasti, hkrati pa so delali z njegovimi drago-cenimi in občutljivimi naravnimi in človeškimi viri.
Why is this project good practice?
Zakaj je ta projekt dobra praksa?
The GeoLine project illustrates how a territorial strategy can be both focused on its endogenous strengths and open to external ideas and audiences.
Projekt Geoline kaže, kako je lahko ozemeljska strategija hkrati osredotočena na svoje endogene prednosti ter odprta za zunanje ideje in občinstva.
Firstly, in a strong areabased approach, the project has adopted the distinguishing theme of geology, based on the fact that the LAG’s territory is one of the most geologically diverse areas of Austria, especially the Styrian Eisenwurzen nature park.
Prvič, pri projektu je bila pri močnem območnem pristopu kot glavna tema sprejeta geologija, kar temelji na dejstvu, da je ozemlje LAS eno od geološko najbolj raznolikih območij v Avstriji, kar velja še posebno za naravni park Eisenwurzen na Štajerskem.
Furthermore, it involves the linking up of a large number of tourist attractions and local organisations to offer an integrated tourism package.
Poleg tega projekt povezuje tudi veliko turističnih zanimivosti in lokalnih organizacij, kar omogoča celovito turistično ponudbo.
This has included effective cooperation among 12municipalities to create the ‘Nationalpark Gesäuse’ geopark as a strategic tourism brand, which has proven vital to the success of the overall project.
Projekt vključuje učinkovito sodelovanje med 12 občinami za pripravo strateške turistične znamke Geopark „nacionalni park Gesäuse“, kar se je izkazalo za bistveno za uspeh celotnega projekta.
Main activities
Glavne dejavnosti:
Secondly, largely due to the effective networking role of the LAG, the project has been able to learn from other geoparks around the world through it memberships of the European geopark network and Unesco global geoparks network.
Drugič, projekt se je lahko predvsem zaradi učinkovite vloge LAS pri povezovanju v mrežo učil od drugih geoloških parkov po svetu na podlagi članstva v Evropski mreži geo-parkov in Unescovih globalnih geoparkov.
This has included participation in an Interreg IIIC project called ‘European geoparks: A tool for tourism development in Europe’.
To je vključevalo sodelovanje v projektu Interreg IIIC z naslovom „Evropski geoparki: orodje za razvoj turizma v Evropi“.
The project has therefore successfully integrated an element of cooperationwith other territories into its activities.
Projekt je tako uspešno vključil sodelovanje z drugimi ozemlji v svoje dejavnosti.
This combination of being internally reflective aswell as outward looking has contributed to its status as a goodpractice example.
Ta kombinacija notranje refleksije in gledanja navzven je prispevala k temu, da je bil projekt izbran kot primer dobre prakse.
The 30 projects involved a range of tourist sites and attractions such as exhibitions and mountain trains.
30 projektov je vključevalo vrsto turističnih krajev in zanimivosti, kot so razstave in gorske železnice.
Therewere five main groups of activities: investment in tourist infrastructure; training of tourist guides; networking among the partners; marketing, including a website; and development of integrated tourism packages.
Dejavnosti so bile razdeljene na pet glavnih skupin: naložbe v turistično infrastrukturo, usposabljanje turističnih vodnikov, povezovanje partnerjev v mreže, trženje, vključno s spletno stranjo, in razvoj celostnih turističnih paketov.