natgillin/translations-raw huggingface dataset:
Furthermore, this project is considered best practice because of the way it integrates several concerns in its marketing activities.
Poleg tega se ta projekt šteje za najboljšo prakso zaradi načina, kako v oglaševalske dejavnosti združuje več tem: stojnice na tržnicah in kolesarska pot s postanki na sodelujočih kmetijah.
Each activity is the responsibility of one member of the group.
Za vsako dejavnost je odgovoren po en član skupine.
The principle outputs are:
Glavni dosežki so:
• The environment is taken into account through the way organic food is produced and biodegradable packaging is also used. • Cultural events have been organised, such as the ‘Cactusfestival, Feest in het park’ (‘Festival in the park’) and other exhibitions. • A cooperation agreement with the regional tourist office helps with promotional activities.
•z načinom pridelave ekološke hrane in uporabo bioraz-gradljive embalaže je upoštevano varovanje okolja; •organizirane so bile kulturne prireditve, kot so „Cactusfe-stival, Feest in het park“ (Festival v parku) in druge razsta-ve; •regionalni turistični urad na podlagi sporazuma o sodelovanju pomaga pri promocijskih dejavnostih.
• a common branding (logo) for the regional organic products; • a website (www.biobrugsommeland.be);• billboards to be used at fairs, markets and other publicity events; • promotional material such as leaflets and a calendar;• collective purchasing of ecological packaging.
•skupno označevanje (logotip) regionalnih ekoloških izdelkov, •spletna stran (www.biobrugsommeland.be), •panoji za uporabo na sejmih, tržnicah in drugih javnih dogodkih, •promocijsko gradivo, kot so letaki in koledar, •skupni nakup ekološke embalaže.
The overall result is that organic agriculture and local organic products aremuch better known in the region.
Skupni rezultat je boljša prepoznavnost ekološkega kmetijstva in lokalnih ekoloških izdelkov v regiji.
There is increased cooperation between biological farmers and horticulturalists and more farmers are using ecological packaging.
Sodelovanje med biološkimi kmeti in vrtnarji se povečuje, čedalje več kmetov uporablja ekološko embalažo.
Local farmers had already begun cooperating to promote their organic products before the start of Leader+.
Lokalni kmetje so pri promociji svojih ekoloških pridelkov začeli sodelovati že pred začetkom programa Leader+.
As their ideas would help realise the development strategy of agricultural diversification and environmental sustainability, the group received Leader+ funding in order tomake their ideas a reality.
Ker bi njihove ideje lahko pomagale uresničiti razvojno strategijo razvejanega kmetijstva in okoljske trajnosti, je skupina prejela sredstva programa Leader+, da uresniči svoje ideje.
Biological farmers and horticulturalists from the LAG’s territory have formed a cooperative to promote the sale of regional organic products.
Biološki kmetje in vrtnarji z ozemlja LAS so odprli zadrugo, da bi spodbudili prodajo regionalnih ekoloških izdelkov.
In addition to regular meetings to exchange good practice, the farmers have undertaken several joint marketing strategies, such as the production
Poleg rednih sestankov za izmenjavo dobrih praks so kmetje začeli več skupnih strategij trženja, kot so izdelava ko-ledarja z vsemi kmeti, ki sodelujejo pri projektu, skupne
The main problems included establishing a financial agreement between the farmers and the LAG to cover the project costs and coordinating human resources, especially the distribution of responsibilities.
Med največjimi težavami je bila sklenitev finančnega sporazuma med kmeti in LAS za pokritje projektnih stroškov in usklajevanje človeških virov, še posebej razdelitev zadolži-tev.
An agreement regarding the finances was found that could be transferred to other contexts and the group now functions well together with responsibilities clearly defined.
Najden je bil finančni dogovor, ki ga je mogoče prenesti v druge razmere, in skupina zdaj dobro sodeluje, odgovornosti pa so jasno določene.
Contact person: Kristof Verhoest Address: Tillegemstraat 81, B-8200 Sint-Michiels
Kontaktna oseba: Kristof Verhoest Naslov: Tillegemstraat, 81, B-8200 Sint-Michiels
Leader+ was the only formof finance available for the innovative ideas of the farmers.
Program Leader+ je bil edina oblika financiranja, ki je bila na voljo za inovativne ideje kmetov.
The fact that no formal organisation hadbeen set up hadbeen a barrier to applying for other sources of funding.
Ker ni bila ustanovljena nobena formalna organizacija, je bilo to ovira pri prijavljanju za druge vire financiranja.
The project started in September 2005 and will continue until the end of June 2008.
Projekt se je začel septembra 2005 in se bo nadaljeval do konca junija 2008.
More than 50%of the EUR 39 400 budgetwas financed by the farmers themselves (EUR 24 400), with the remainder consisting of equal contributions from the EAGGF and national funds (EUR 75 00 from each).
Več kot 50 % proračuna v višini 39 400 EUR so prispevali kmetje sami (24 400 EUR), preostanek pa sta si enakovredno razdelila EKUJS in država (vsak po 7 500 EUR).
C Population: 62 347 inhabitants
●●Št. prebivalcev: 62 347
C Population density: 41 inhabitants / k m two
●●Gostota poseljenosti: 41 prebivalcev/km
C Number of municipalities: 7
●●Število občin: 7
The LAG territory consists of seven typically rural municipalities withmany small villages and large areas of open land.
Ozemlje LAS sestavlja sedem značilnih podeželskih občin s številnimi majhnimi vasmi in obsežnimi odprtimi območji.
It is relatively isolated, being located in the northern part of Jutland and far removed frommajor transport routes and towns.
Ozemlje je razmeroma izolirano, saj leži v severnem delu pokrajine Jutland ter je daleč od pomembnejših transpor-tnih poti in mest.
Its population density is low compared with other parts of Denmark, which are generally high compared with the rest of Europe.
Gostota poseljenosti je nizka v primerjavi z drugimi deli Danske, ki ima na splošno visoko poseljenost v primerjavi s preostankom Evrope.
Income and employment levels are also low, especially in the service sector.
Tudi stopnji dohodkov in zaposlitve sta nizki, še posebno v storitvenem sektorju.
Taking into account the structural weaknesses of the territory, the LAG’s development strategy has been to improve quality of life by mobilising voluntary forces and social capital in the area into a joint effort for the development of a dynamic community.
Ob upoštevanju strukturnih šibkosti ozemlja je bil cilj razvojne strategije LAS izboljšati kakovost življenja z mobili-zacijo prostovoljcev in socialnega kapitala na območju v skupno prizadevanje za razvoj dinamične skupnosti.
It shows how even a small village is able to mobilise the necessary human and professional capacity to run this type of activity.
delovnega partnerstva. To dokazuje, kako lahko celo majhna vas mobilizira potrebne človeške in strokovne zmogljivosti za izvajanje take vrste dejavnosti.
The LAG was also a crucial member of the partnership, with its manager assisting and advising the project from the beginning.
LAS je bila tudi ključna članica partnerstva, saj je njen vodja pomagal pri projektu in svetoval od samega začetka.
The project was theoutcomeof a series of meetings and working groupswith local citizens and associations in the village of Ranum.
Projekt je bil rezultat vrste srečanj in delovnih skupin z lokalnimi prebivalci in združenji v vasi Ranum.
It was decided that the school project would be a good development for the village.
Na vrsti raz-prav je bilo odločeno, da bi šolski projekt prinesel dober razvoj za vas.
The initiative was therefore firmly bottom-up in its origins, responding to the real and perceived challenges faced by the village, according to its own residents.
Pobuda je bila tako resničen pristop od spodaj navzgor, saj se je odzivala na resnične in opažene iz-zive, s katerimi se je po prepričanju prebivalcev srečevala vas.
Furthermore, the same groups became responsible for implementing the project, including the school management, which is a good example of a working partnership.
Poleg tega so iste skupine postale odgovorne za izvajanje projekta, vključno z upravljanjem šole, kar je dober primer
Finally, this project was selected as goodpractice because it has created a school that will continue after the end of the Leader+ programme, giving the village and surrounding area a more sustainable future in the long term.
Ta projekt je bil za dobro prakso izbran zato, ker je ustvaril šolo, ki se bo nadaljevala še po koncu programa Leader+ ter bo vasi in okoliškemu območju dajala dolgoročno bolj trajnostno prihodnost.
The village of Ranum had hosted a training college until 1986, and its closure had a negative impact on the local economy.
V vasi Ranum je bila do leta 1986 višja šola za usposabljanje, njeno zaprtje pa je negativno vplivalo na lokalno gospodarstvo.
In 2002 the municipality of Løgstør together with the Ranum citizen and business association launched a debate about development strategies that could breathe new life into this rural village.
Občina Løgstør je skupaj z združenjem prebivalcev in podjetij iz Ranuma leta 2002 začela razpravo o razvojnih strategijah, ki bi lahko tej podeželski vasi vdih-nile novo življenje.
This included a ‘vision seminar’ attended by various stakeholders and an open meeting where the ideas were presented to the public.
To je vključevalo „seminar vizij“, ki so se ga udeležile različne interesne skupine, in odprto sre-čanje, na katerem so bile ideje predstavljene javnosti.
Thereafter fiveworking groupswere established to come upwith proposals about: training; youth; village renewal; business and tourism; and culture and art.
Zatem je bilo ustanovljenih pet delovnih skupin, da bi poiskale predloge za: usposabljanje, mlade, oživitev vasi, gospodarstvo in turizem ter kulturo in umetnost.
This led to several project proposals, including the establishment of an efterskole, which are unique independent residential schools for students between the ages of 14 and 18.
To je prineslo več predlogov za projekte, med drugim za ustanovitev „efterskole“, ki so edinstvene neodvisne šole z in-ternatom za učence, stare od 14 do 18 let.
The school initiative was
Šolska pobuda je bila uspešna pri prijavi za sredstva programa Leader+,
Problems encountered/lessons learnt successful in applying for Leader+ funding, as were other projects in the village including a ‘multicultural house’ that has a sports hall and meeting rooms/conference facilities.
Težave, ki so se pojavljale/pridobljena nova spoznanja enako pa velja tudi za druge projekte v vasi, vključno z „večkulturno hišo“, ki ima športno dvorano in dvorane za sestanke/konferenčne dvorane.
Initial co-financing problems were solved through a bank loan and help from the municipality, and the difficulty in attracting students was tackled with an intensive and unusual advertising campaign through television and radio.
Začetne težave s sofinanciranjem so bile rešene z bančnim posojilom in pomočjo občine, s težavami pri pridobivanju učencev pa so se spopadli z intenzivno in nenavadno ogla-ševalsko kampanjo na televiziji in radiu.
The added value of Leader+ was toprovide the initial stimulus for the project — both through discussions and consultations about a development strategy and through financing an organisation that can now apply to other public bodies for support and continue independently.
Dodana vrednost programa Leader+ je bila zagotoviti začetno spodbudo za projekt – tako z razpravami in posveto-vanji o razvojni strategiji kot s financiranjem organizacije, ki se zdaj lahko poteguje za podporo drugih javnih organov in neodvisno nadaljuje delo.
InApril 2003 the Ranum Efterskole was founded as an independent institution with a school district and a board that took on responsibility for continuing the work of creating the school.
Efterskole je bila v Ranumu aprila 2003 ustanovljena kot neodvisna ustanova s šolskim okrožjem in odborom, ki je prevzel odgovornost za nadaljevanje dela pri ustvarjanju šole.
By the end of the year preparations were complete, including targets, a curriculum and plans to attract students.
Do konca leta so bile priprave končane, vključno s cilji, učnim načrtom in načrti, kako pritegniti učence.
The following year, 60 students had applied and the recruitment of teaching and other staff began.
V naslednjem letu se je vpisalo 60 učencev, in začelo se je zaposlovanje učiteljskega in drugega osebja.
The school took over the buildings from the former teacher training college and a new building was also built.
Šola je prevzela stavbo prejšnje višje šole za usposabljanje, zgrajeno pa je bilo tudi novo poslopje.
The first year saw an intake of 86 students, increasing to 120 the following year.
Prvo leto se je vpisalo 86 učencev, v naslednjem letu pa se je število povečalo na 120.
The official project funded by Leader+ lasted from May to September 2004 (building of the school).
Uradni projekt, ki ga je financiral program Leader+, je trajal od maja do septembra 2004 (gradnja šole).
The concrete output is a new school for the village.
Dejanski dosežek je nova šola za vas.
This has resulted in 26 new jobs and the attraction of 120 youngpeople, which has led to village renewal including spin-off benefits for local businesses such as shops and restaurants.
Prinesla je 26 novih delovnih mest in pritegnila 120 mladih ljudi, kar je vodilo do oživitve vasi in posledičnih koristi za lokalna podjetja, kot so trgovine in restavracije.
As the direct beneficiary of Leader+, the school has grown into an independent and sustainable institution accessing further funds from a variety of different sources.
Šola je kot neposredna upra-vičenka programa Leader+ zrasla v neodvisno in trajnostno ustanovo, ki dostopa do nadaljnjih sredstev iz veliko različnih virov.
Name of the organisation: Ranum Efterskole
Ime organizacije: Ranum Efterskole
Contact person: Olav Storm Johannsen Address: Kaervej 6–8, DK-9681 Ranum
Kontaktna oseba: Olav Storm Johannsen Naslov: Kaervej 6–8, DK-9681 Ranum
Contact person: Søren Christensen Address: Rorbaek Centre, Aagade 54 Rorbaek, DK-9500 Hobro
Kontaktna oseba: Søren Christensen Naslov: Rorbaek Centre, Aagade 54 Rorbaek, DK-9500 Hobro
Rural youth empowerment
Krepitev vloge podeželske mladine
C Population: 30 000 inhabitants
●●Št. prebivalcev: 30 000
C Population density: 3 inhabitants / k m two
●●Gostota poseljenosti: 3 prebivalci/km
C Number of municipalities: 15
●●Število občin: 15
As a result it faces problems of isolation which are not helped by the poor transport links.
Zato se spopada z izoliranostjo, pri čemer slabe prometne povezave niso v pomoč.
In particular, the islands are suffering from depopulation, especially out-migration of young people who search elsewhere for better job prospects and more social activities.
Otoke še zlasti pesti demografsko praznjenje, zlasti odseljevanje mladih, ki drugje iščejo boljše možnosti za zaposlitev in več družabnih dejavnosti.
One of the advantages of this project, being an interterritorial action, is that it has enabled the LAG to learn and cooperate with other regions in Finland, helping the territory to overcome its isolation.
Ker je ukrep medozemeljski, je ena od prednosti tega projekta to, da je LAS omogočila učenje od drugih regij na Finskem in sodelovanje z njimi pri pomo-či območju, da premaga svojo izoliranost.
Furthermore, the territorial context of the project has relied on the Leader ethos of partnership and cooperation on the archipelago itself, since the islands are linguistically divided between Swedishand Finnish speakers, which eachmake up roughly half of the area’s population.
Ozemeljski okvir projekta se je poleg tega zanašal na etiko partnerstva programa Leader in sodelovanje, značilno za arhipelag, saj se otoki jezikovno delijo na tiste s švedsko govorečimi in finsko govorečimi prebivalci, ki jih je približno enako.
The project fits into the LAG’s overall development strategy which tackles the area’s geographical challenges head-on.
Projekt je skladen s splošno razvojno strategijo LAS, ki se neposredno spopada z geografskimi izzivi območja.
It aims to help repopulate the archipelago by reversing migration trends.
Poskuša pomagati pri vnovičnem naseljevanju arhipelaga, tako da obrne smernice odseljevanja.
In particular, it helps to createmore attractive living conditions for youngpeople, including support for entrepreneurship that can help revitalise the islands.
Še zlasti pomaga ustvar-jati privlačnejše življenjske razmere za mlade, vključno s podporo za podjetnike, kar lahko pomaga oživiti otoke.
The geography of the region provided the starting point for the project, since the inaccessibility and isolation of the islands were seen as big impediments to young people in their social and working lives, which often led them tomove to urban centres on the mainland.
Geografske značilnosti regije so bile izhodišče projekta, saj sta bili nedostopnost in izoliranost otokov videni kot veliki oviri za mlade pri njihovem družbenem in poklicnem življenju, zaradi česar so se pogosto preseljevali v mestna središča na celini.
Despite investment on the islands from a variety of different sources, it was acknowledged that therewere very few projects specifically tailored to the needs of young people.
Kljub vlaganju na otokih iz različnih virov se je priznavalo, da je bilo projektov, posebej prilagojenih potrebam mladih, zelo malo.
Other regions in Finland also faced such migratory pressures and thus a cooperation project was later launched to jointly tackle a growing problem.
Tudi druge regije na Finskem so se spopadale s podobnimi selitvenimi pritiski, in tako se je pozneje začel projekt sodelovanja za skupno obravnavanje rastoče težave.
The project was identified as an example of goodpractice since it follows the approach of bottom-up local development very closely.
Projekt je bil prepoznan kot primer dobre prakse, saj zelo zvesto sledi pristopu lokalnega razvoja od spodaj navzgor.
Furthermore, the project is considered innovative since it fully extends this approach to the youth of the area.
Poleg tega se projekt šteje za inovativnega, ker se ta pristop v celoti razširja tudi na mlade na tem območju.
All the activities of the project were proposed by youngpeople, who were also directly involved in their implementation.
Vse dejavnosti projekta so predlagali mladi, ki so bili tudi neposredno vključeni v njihovo izvedbo.
Projectswere selected from opencompetitions, where young people were challenged to elaborate on their ideas and dreams and explain why they were important.
Projekti so bili izbrani na odpr-tih natečajih, ki so mlade izzvali, naj izdelajo svoje ideje in želje ter razložijo, zakaj so pomembne.
The ‘call for application’ procedure has thus been adapted and tailored to the youth, directly involving them in the development process of their area.
Postopek „prijavne-ga razpisa“ je bil tako prilagojen mladim in jih je neposredno vključil v razvoj njihovega območja.
However, they were often naturally unable to handle all the financial and accounting aspects of the activities, and therefore the supporting role of the participating LAGs has been crucial.
Vendar pa seveda pogosto niso bili spodobni obravnavati finančne in računo-vodske vidike dejavnosti, zato je bila podporna vloga sodelujočih lokalnih akcijskih skupin ključnega pomena.
A projectmanager was appointed who travelled across the region and raised awareness of the opportunity afforded by the project among young people.
Imeno-van je bil projektni vodja, ki je potoval po regiji in mlade ozaveščal o priložnostih, ki jih daje ta projekt.
The activities of the project were planned and implemented by the youth through a call for funding applications.
Dejavnosti projekta so načrtovali in izvajali mladi prek raz-pisa za prijavo za financiranje.
These open competitions were promoted by projectmanager Jani Lastuniemi who also helped groups of young people make the applications.
Te odprte natečaje je spod-bujal projektni vodja Jani Lastuniemi, ki je skupinam mladih tudi pomagal pri prijavi.
The competitions were called Give Me Five, with a symbol of an open hand to reflect the planning, creation and construction of activities by young people.
Natečaji so se imenovali „Daj mi pet“ s simbolom odprte dlani, ki odraža načrtovanje, ustvarjanje in sestavljanje dejavnosti – kar so vse opravili mladi.
The application process lasted about five to six weeks and occurred annually.
Postopek prijave je trajal približno pet ali šest tednov in je bil razpisan enkrat na leto.
The project was implemented across four different cooperating LAGs, which is another aspect of good practice, as it follows the principle that interterritorial cooperation should not only consist of the exchange of ideas but involve truly common activities.
Projekt se je izvajal v štirih različnih sodelujočih LAS, kar je še eden od vidikov dobre prakse, saj sledi načelu, naj medo-zemeljsko sodelovanje ne bo le izmenjava idej, temveč mora vključevati resnično skupne dejavnosti.
In this example, the same open competitions for youth were held across the different regions, with representatives of the LAGs meeting one to three times a year.
V tem primeru so enaki odprti natečaji potekali po različnih regijah, predstavniki lokalnih akcijskih skupin pa so se srečali od enkrat do trikrat na leto.
The open competitions received a total of 50 applications fromdifferent youth groups, of which 21were financed.
Odprti natečaji so prejeli skupaj 50 prijav različnih mladinskih skupin, od katerih jih je 21 dobilo sredstva.
The activities funded have varied from events such as tournaments, shows and music gigs, to the establishment of youth groups and clubs.
Financirane dejavnosti so vključevale od prireditev, kot so tekmovanja, predstave in koncerti, do ustanovitve mladinskih skupin in klubov.
For example, of the nine projects financed in the 2005 competition, twowere related to floor ball, providing equipment and facilities to play this sport that later became popular all over the islands and across all age groups.
Na primer, od devetih financiranih projektov z na-tečaja leta 2005 sta bila dva povezana s floorballom ter sta zagotovila opremo in prostore za igranje tega športa, ki je pozneje postal priljubljen na vseh otokih in med vsemi sta-rostnimi skupinami.
The largest activity funded by the project was the construction of a track to race radio controlled cars.
Največja dejavnost, ki jo je financiral projekt, je bila izgradnja proge za dirke z radijsko vodenimi avtomobilčki.
A pastime much enjoyed by young people in the area was enhanced by this initiative and it was assisted through a large amount of voluntarywork by both the youth and their parents.
Konjiček, v katerem zelo uživajo mladi na tem območju, je ta pobuda še okrepila, pri pobudi pa so zelo pomagali mladi in njihovi starši s prostovoljnim delom.
Clubs that have been established continue to be successful, and involve hobbies such as billiards and cultural activities such as films.
Ustanovljeni klubi so še naprej uspešni ter vključujejo tudi konjičke, kot je biljard, in kulturne dejavnosti, kot so filmi.
Contact person: Gabriella Nymark-Jansson Address: Fredrikaplan 1, FIN-21600 Pargas
Kontaktna oseba: Gabriella Nymark-Jansson Naslov: Fredrikaplan 1, FIN-21600 Pargas
The main problem has been raising awareness, since the geographical distances make it difficult to visit all youth groups and promote directly the opportunities of the project.
Največja težava je bila ozaveščanje, saj geografske razdalje otežujejo obiskovanje vseh mladinskih skupin in neposredno promocijo priložnosti, ki jih ponuja projekt.
Another challenge has been to encourage Swedishand Finnish-speaking young people to cooperate.
Drug izziv je bilo spodbujanje švedsko in finsko govoreče mladine k sodelovanju.
By following the Leader method the youth have been empowered to become active in development projects in the region.
Mladi so z upoštevanjem metode Leader dobili močnejšo vlogo za večjo dejavnost v regionalnih razvojnih projektih.