natgillin/translations-raw huggingface dataset:
Leader+ has provided for their nal implementation, and the integration of these other two routes, as part of a network approach which joins together the four dierent routes, and thereby promotes the whole region at once.
Program Leader+ je zagotovil njuno končno uresničitev in, kot del zamisli o omrežju, njuno vključitev v omrežje, ki združuje štiri različne poti in tako predstavlja celotno regijo hkrati.
This means that when the work is completed, the territory will have a total of four routes: the wine and oil route, the ‘avours and the colours route’, the‘white cooking’route (based on starchy and dairy foods), and the olive oil route.
To pomeni, da bo po končanem delu imelo območje skupaj štiri poti: pot vina in olja, pot okusov in barv, pot bele hrane (na podlagi hrane iz škroba in mlečnih izdelkov), ter pot olivnega olja.
Leader+ has helped to promote the region’s typical products in several ways, including a website where information of where and how to buy is given, and ISO certication for certain products.
Program Leader+ je na več načinov pomagal pri različnih načinih spodbujanja značilnih proizvodov regije, vključno s spletno stranjo, ki ponuja informacije o kraju in načinu prodaje, ter s certikatom I.S.O. za nekatere proizvode.
These routes, which are focused on the region’s local products and cultural resources, are ways to promote tourism and are designed to increase the demand for the region’s
Te poti, ki so osredotočene na lokalne proizvode in kulturne vire regije, spodbujajo turizem in so namenjene spodbujanju povpraševanja po izdelkih in storitvah regije. Ven-
The project has so far provided work for 17 women in the areas of catering, maintenance work, guided tours and collection of fees.
V okviru projekta je bilo do zdaj odprtih 17 delovnih mest za ženske, in sicer na področju gostinskih storitev, vzdrževanja, turističnega vodenja in pobiranja vstopnin.
This number of newly created jobs is likely to increase in the coming season, due to the increased demand for guided tours and special arrangements for group visits.
To število na novo ustvarjenih delovnih mest bo v prihodnji sezoni najbrž večje zaradi velikega povpraševanja po vodenih izletih in posebnih ponudbah za skupinske obiske.
The overwhelming success of the ‘treetop walk’ became apparent even before it opened.
Velik uspeh sprehoda med vrhovi dreves je bil pričakovan že pred otvoritvijo.
During its construction, thousands of visitors ocked to the construction site, which resulted in a large amount of word-of-mouth advertising at an early stage.
Že v času gradnje se je na gradbišču gnetlo na tisoče obiskovalcev, ki so tako že v zgodnji fazi gradnje poskrbeli za promocijo poti z informacijami, ki so se širile„od ust do ust“.
This, together with media reports at home and abroad, ensured that the treetop walk was well publicised at an early stage.
Razen tega so o sprehodu med vrhovih dreves že zgodaj poročali domači in tuji mediji ter tako zagotovili odmevnost projekta.
Since June 2005, the Austrian Leader+ region of Sauwald, which borders the German region of Bavaria, has been home to an unusual hiking path, known as the ‘treetop walk’.
Od junija 2005 ima avstrijska regija Sauwald iz programa Leader+, ki meji na nemško regijo Bavarska, nenavadno pohodniško pot, ki je bolj znana kot „sprehod med vrhovi dreves“.
There are two routes to choose from: one which leads through the young woods and reaches a height of about 10 metres above the ground; and a second one which covers a distance of 170 metres (a little longer than the rst) and reaches a height of up to 24 metres.
Na izbiro sta dve poti: prva, ki vodi skozi mlad gozd in sega do višine 10 metrov, in druga, ki je dolga 170 metrov (nekoliko daljša od prve poti) in sega v višino do 24 metrov.
The treetop walk consists of various elements, which include a suspension bridge, a 60 metre-long ‘dry slide’, a wooden maze, two ‘Tarzan houses’ with accommodation facilities (36 beds), a fox’s den, and ‘secured’ places to practise balancing.
Hoja med vrhovi dreves združuje različne elemente: viseči most, 60-metrski tobogan za „suhi“ spust, lesen labirint, dve„Tarzanovi“ hiši z bivalnimi prostori (36 postelj), lisičji brlog ter pripomočke za varno vadbo ravnotežja.
There is also a sound system to amplify the sounds from the woods.
Nameščen je tudi zvočni sistem, ki gozdne zvoke še bolj poudari.
Apart from the obvious entertainment aspect, the treetop walk also has an educational value.
Razen jasne zabave ponuja sprehod med vrhovi dreves tudi koristno izobraževanje.
The nature trail provides information on the biology of trees, the various types of wood and their economic use, as well as the natural cycle in the woods.
Pot po naravi zagotavlja informacije o biologiji dreves, različnih vrstah lesa in njegovi uporabi v gospodarstvu ter naravni krog v gozdu.
Member State: Austria Region: Upper Austria Name of LAG: Regionalverband Sauwald Project total cost: EUR 762 153EU: EUR 299 464Other public funds: EUR 185 512Private: EUR 277 177Contact person: Thomas Mueller E-mail: oce@baumkronenweg.at thomas.mueller@sauwald.at Websites: www.baumkronenweg.at www.sauwald.at Photo provided by Sauwal LAG
Država članica: Avstrija Regija: Zgornja Avstrija Ime LAS: Regionalverband Sauwald Skupni stroški projekta: 762 153 EUREU: 299 464 EURDruga javna sredstva: 185 512 EURZasebna sredstva: 277 177 EURIme kontaktne osebe: Thomas Mueller E-naslov: oce@baumkronenweg.at Thomas.mueller@sauwald.at Spletna stran: www.baumkronenweg.at www.sauwald.at
The ‘treetop walk’ was developed by dierent interest groups, in collaboration with a local farmer and a regional master builder, along with other experts.
Projekt sprehoda po vrhovih dreves so razvile različne interesne skupine v sodelovanju z lokalnim kmetom in regionalnim stavbenikom ter drugimi strokovnjaki.
The project owner is the non-prot-making Treetop Walk Association which is founded on sustainable development criteria.
Lastnik projekta je neprotno Združenje za sprehod med vrhovi dreves, ki je ustanovljeno na podlagi meril trajnostnega razvoja.
The walk has an innovative wood construction and uses the traditional handicraft skills of local carpenters, which has also created considerable regional added value.
Pot ima inovativno leseno konstrukcijo, ki je nastala po zaslugi tradicionalnih rokodelskih spretnosti lokalnih tesarjev, kar je bistveno prispevalo k dodani vrednosti regije.
In its first season, June–November 2005, the project attracted 162 000 people, far exceeding the estimated 25 000 visi-
V prvi sezoni, od junija do novembra 2005, je projekt privabil 162 000 ljudi, kar je preseglo napovedi, ki so predvidevale obisk 25 000 ljudi.
Through the above, Leader+ has helped to strengthen the existing jobs, and has created six new ones.
Pri zgoraj naštetih dejavnostih je program Leader+ pomagal zagotoviti obstoječa delovna mesta in ustvaril šest novih.
In total, ‘La Fageda’ now employs 105 people, of whom 78 are handicapped, and the remaining 27 are professional sta.
Skupaj je v zadrugi La Fageda zaposlenih 105 ljudi, od katerih jih je 78 invalidnih, ostalih 27 pa je zaposlenih kot strokovno osebje.
This project concerns the work of the ‘La Fageda’ cooperative, which was set up in 1982 and formed with 117 partners.
Ta projekt zadeva delo zadruge La Fageda, ki je bila skupaj s 117 partnerji ustanovljena leta 1982.
It aims to support people with a variety of mental disorders and does this by providing work, and thereby social integration, leading to an improvement in their quality of life.
Njen cilj je pomagati ljudem z različnimi duševnimi motnjami, tako da jim zagotavljajo delo in omogočajo vključitev v družbo, kar prispeva k boljši kakovosti njihovega življenja.
Its headquarters are located within the natural park of the volcanic zone of the Garrotxa region.
Sedež zadruge je v naravnem parku na vulkanskem območju v Garrotxi.
Member State: Spain Region: Cataluña Name of LAG: Fundación Privada Garrotxa Lider Project total cost: EUR 330 500EU: EUR 49 575Other public funds: EUR 49 575Private funds: EUR 231 350Contact person: Cristobal Colón Palasi E-mail: fageda@fageda.com Website: www.fageda.com
Država članica: Španija Regija: Katalonija Ime LAS: Fundación Privada Garrotxa Lider Skupni stroški projekta: 330 500 EUREU: 49 575 EURDruga javna sredstva: 49 575 EURZasebna sredstva: 231 350 EURIme kontaktne osebe: Cristobal Colón Palasi E-naslov: fageda@fageda.com Spletna stran: www.fageda.com
Photo provided by Ministerio de Agricultura Pesca y Alimentacion
Fotograja: Ministrstvo za kmetijstvo, ribištvo in prehrano
The cooperative’s activities cover four sectors:· the dairy, which represents one of the most important activities, and produces high-quality yoghurt using milk from its own farm.
Zadruga je dejavna na štirih področjih:• mlekarstvo, ki je najpomembnejša dejavnost in proizvaja visokokakovostne jogurte iz mleka, pridobljenega na lastnih kmetijah.
Production is around two million units per month. The plant uses advanced technology and is accredited by the EU;· the dairy herd comprising 225 heads of cattle;· a garden and nursery area where forest and native plants are grown to help with conservation and reforestation work;· an occupational therapy service whose main aim is to socially integrate patients and maximise their quality of life.
Proizvodnja prinese približno dva milijona enot na mesec.V mlekarni, ki jo je odobrila pristojna inštitucija EU, uporabljajo napredno tehnolo-gijo;• mlečna čreda, v kateri je 225 glav goveda;• vrt in drevesnica, kjer skrbijo za rast domačih rastlin in sadik gozdnih dreves ter s tem prispevajo k ohranitvi gozda in ponovni pogozditvi;• delovna terapija, ki je namenjena vključevanju pacientov v družbo in izboljšanju kakovosti njihovega življenja.
This particular rehabilitation service works with the more disturbed patients, and looks after the 40 or so who cannot be employed in other activities.
Ta vrsta rehabilitacije je namenjena pacientom z večjimi motnjami in zajema približno 40 pacientov, ki se ne morejo zaposliti v drugih dejavnostih.
There is also a resident’s block for those who are unable to lead a normal daily life.
Imajo tudi bivalni blok za tiste, ki ne morejo skrbeti sami zase.
In this respect, the cooperative oers a variety of social activities during the weekends and holiday periods.
Zato zadruga ob koncu tedna in med prazniki pripravi različne družabne dejavnosti.
Under Leader+ there have been signicant improvements in the qualitative aspects of these activities.
V okviru programa Leader+ se je bistveno izboljšala kakovost teh dejavnosti.
Funding has been used for building and construction work (such as changes made to the oce and visitor’s centre, as well as some new furniture and equipment), new machinery and equipment for the farm and dairy, and a redenition of the marketing policy by taking part in local events.
Finančna sredstva so bila uporabljena za: izgradnjo in gradbena dela, kot je prenova pisarn in centra za obiskovalce ter menjava nekaterega pohištva in opreme, nove stroje in opremo za kmetijo in mlekarno, ter ponovno opredelitev tržne politike s sodelovanjem na domačih prireditvah.
There is also training for those who join the cooperative.
Za tiste, ki se pridružijo zadrugi, so pripravili tudi uvajanje.
Special focus
Težišče
From Leader I to Leader+ and beyond to the Leader axis
Od programa Leader I do programa Leader+ in še naprej do osi Leader
) the LAG programme of actions, with control by ex post monitoring and evaluation.
Uvod pomembno pri zagotavljanju vnaprejšnjega ali predhodnega nanciranja programa dejavnosti lokalne akcijske skupine, ki je bil nadzorovan z naknadnim spremljanjem in ocenjevanjem.
The Leader I programme was coordinated by DGVI (now Directorate-General for Agriculture and Rural Development) but nanced by three Structural Funds: the European Regional Development Fund (ERDF), the European Social Fund (ESF) and the Guidance Section of the European Agricultural Guidance and Guarantee Fund (EAGGF).
Generalni direktorat VI (sedanji GD za kmetijstvo in razvoj podeželja) je usklajeval program Leader I, vendar so ga -nancirali trije strukturni skladi: Evropski sklad za regionalni razvoj (ESRR), Evropski socialni sklad (ESS) ter Usmerjevalni oddelek Evropskega kmetijskega usmerjevalnega in jamstvenega sklada (EKUJS).
It was allocated Community expenditure of ECU 400 million over the period 1991–93.
V obdobju med letoma 1991 in 1993 je bilo za program namenjenih 400 milijonov ECU iz sredstev Skupnosti.
A total of 217 Leader I LAGs were approved, and EU funding totalled ECU 450 million, leading to a total investment of ECU 1 115 million.
Odobrenih je bilo 217 lokalnih akcijskih skupin programa Leader, pri čemer je prispevek EU znašal 450 milijonov ECU, kar je skupaj z vsemi naložbami znašalo 1 115 milijonov ECU.
The 1987 reform of the Structural Funds introduced the concept and practice of‘Community initiatives’, which enabled the Commission to allocate special funds for measures of particular interest to the Community. Leader (liens entre actions de développement de l’économie rurale) was one such initiative.
Reforma strukturnih skladov iz leta 1987 je uvedla koncept in pristop pobud Skupnosti, ki so Komisiji omogočile dodeljevanje posebnih skladov za ukrepe, ki so za Komisijo posebno zanimivi. Program Leader („Liens Entre Actions de Développement de l’Economie Rurale“) je bil eden od takšnih pobud.
The Leader programme was announced by the Commission on 19 March 1991, following consultations in 1990.
Komisija je program Leader predstavila 19. marca 1991 po zaključenih posvetovanjih leta 1990.
It was much welcomed by people working in local development circles in the dierent EU countries, and built on successful initiatives undertaken in Europe (including some countries outside the EU at that time) since the 1970s.
Ljudje, ki delajo v sektorju za lokalni razvoj v različnih državah, so pozdravili ta program, ki je temeljil na uspešnih pobudah, uresničenih od 70. let prejšnjega stoletja v Evropi (vključno z nekaterimi državami, ki takrat še niso bile del EU).
However, certain Member State ministries, and indeed some Commission ocials, were sometimes less enthusiastic, and some did not wish to engage with it at all.
Vendar so bili ministri nekaterih držav članic, celo nekateri predstavniki Komisije, nad programom nekoliko manj navdušeni in nekateri v programu sploh niso želeli sodelovati.
The follow-up Leader II programme was announced in July 1994, with initial funding of ECU 1 400 million for the (longer) period 1994–99.
Obvestilo o nadaljnjem izvajanju programa Leader II je bilo objavljeno julija 1994, pri čemer je bilo zanj najprej namenjenih 1 400 ECU za (daljše) obdobje med letoma 1994 in 1999.
This was later increased to ECU 1 700 million.
Sredstva so se pozneje zvišala na 1 700 milijonov ECU.
Over 1 000 LAGs were approved within Leader II, this time within national and regional programmes.
V okviru programa Leader II je bilo odobrenih več kot 1 000 lokalnih akcijskih skupin, in sicer v sklopu nacionalnih in regionalnih programov.
Leader+ was envisaged in Agenda 2000 and announced in 1999, and had an EU budget for 2000–06 of EUR 2 105.1 million for the seven-year period.
Program Leader+ je bil predviden v Agendi 2000 in objavljen leta 1999, njegov proračun EU za leta 2000–2006 pa je znašal 2 105,1 milijona EUR za sedemletno obdobje.
As of December 2004, national and regional programmes with a total of 893 LAGs had been approved.
Od decembra 2004 so bili odobreni nacionalni in regionalni programi za skupaj 893 lokalnih akcijskih skupin.
This followed publication of a positive ex post evaluation of Leader I, positive mid-term indications of Leader II, and strong support for Leader as a key mechanism for sustainable rural development expressed at the Cork Conference in 1996.
To je sledilo objavi pozitivne naknadne ocene programa Leader I, pozitivnim vmesnim pokazateljem programa Leader II in odločni podpori programu Leader kot ključnemu mehanizmu za doseganje trajnostnega razvoja podeželja, ki je bila izražena na konferenci v Corku leta 1996.
Leader+ placed more emphasis on quality projects, sustainable impacts, strategies developed on the basis of a unifying theme that complement the mainstream programmes and that are transferable, and actions that encourage job creation. Leader+ could also be applied in any rural area, including those outside the priority regions dened by structural and cohesion policy.
Čeprav se je središče pozornosti skozi zgodovino pobude Leader spreminjalo, so glavne značilnosti njegovega programa še danes:1) pristop „od zgoraj navzdol“, ki deluje kot pobuda (Evropske) skupnosti;2) pristop „od spodaj navzgor“, s katerim načrtujejo in izvajajo odločitve;3) prizadeva si poiskati inovativne in celostne ali večsektorske rešitve za odpravljanje problemov podeželja;4) teritorialni pristop/pristop na samem območju s poudarjanjem podregionalne ravni;5) zahteva lokalno partnerstvo – lokalno akcijsko skupino (LAS), v kateri so ključni udeleženci lokalnega razvoja iz javnih in nejavnih sektorjev;6) v ospredje postavlja povezovanje lokalnih akcijskih skupin in sodelovanje, ki je bilo najprej nadnacionalno, zdaj pa je nacionalno in nadnacionalno; 7) uporablja se nančni instrument na lokalni ravni – mehanizem globalnih nepovratnih sredstev. To je bilo zelo
(1) John Bryden is Emeritus Professor at the University of Aberdeen, Scotland, and Director of the UHI PolicyWeb in Inverness. He is
Program Leader+ bi lahko izvajali na katerem koli podeželskem območju, vključno s tistimi, ki ne spadajo med prednostne regije, ki jih določa strukturna in kohezijska politika.
In 2005, the new measures to be funded by the European Agricultural Fund for Rural Development were agreed.
Leta 2005 so sprejeli nove ukrepe, za katere je sredstva namenil Evropski kmetijski sklad za razvoj podeželja.
Paragraph 50 of the preamble to the regulation states:
V odstavku 50 preambule uredbe je navedeno:
He had a close involvement with Leader I and Leader II, and was coordinator of the Future Prospects Group of the European Leader Observatory, 1995–2000.
Tesno je sodeloval pri programih Leader I in Leader II ter je bil med letoma 1995 in 2000 zadolžen za usklajevanje skupine za prihodnje možnosti Evropskega observatorija Leader.
He took part in the EU-wide evaluation of Leader I, and undertook or collaborated in a number of evaluations of Leader II in Scotland and Ireland.
Sodeloval je pri obsežnem ocenjevanju, ki ga je izvajala EU za program Leader, in je bil odgovoren za več ocen programa Leader II na Škotskem in Irskem ali pa je pri njih sodeloval.
Some key innovations and successes of Leader
Kljub temu so bila vsa podeželska območja upravičena do programa Leader+.
However, all rural areas in the EU were eligible for Leader+.
Nekatere ključne novosti in uspehi programa Leader
The four themes identied in Leader+ were:· new technologies and know-how for the competitive-
Štiri prepoznavne teme programa Leader+ so bile:1. nove tehnologije in znanje za doseganje konkurenčnosti proizvodov in območij,2. izboljšanje kakovosti življenja na podeželju,3. dodajanje vrednosti lokalnim proizvodom,4. čim boljše izkoriščanje naravnih in kulturnih virov.
· · · ness of products and areas;quality of life in rural areas;adding value to local products;making the best use of natural and cultural resources.
V programu Leader+ sta kot prednostni ciljni skupini opredeljeni ženske in mladi.
Leader I was the European Commission’s first signicant experiment with endogenous or ‘bottom-up’ local rural development.
Program Leader je bil prvi pomemben poskus Evropske komisije z endogenim pristopom ali pristopom „od spodaj navzgor“ za razvoj podeželja.
It was introduced at a time when the process of ‘globalisation’ was widely felt to be intensifying as a result of the collapse of the USSR both as a political reality and as an alternative model of social and economic organisation.
Predstavljen je bil v času, ko se je proces velike globalizacije zaradi razpada ZSSR na splošno čutil kot politična stvarnost in drugačen model socialne in ekonomske organizacije.
The key practical question for rural areas in this period was how to get beyond the perception of globalisation as a set of threats and opportunities and assess how best to pursue a rural development strategy based upon a relationship between the local and the global.
V tem obdobju je bilo ključno praktično vprašanje za podeželska območja, kako preseči dojemanje globalizacije kot skupka groženj in priložnosti ter določiti najboljši način za doseganje strategije za razvoj podeželja, ki bi temeljila na odnosu med lokalnim in globalnim.
Leader viewed local people as the principal asset of rural areas, and the distinctive characteristic of Leader projects was the reliance placed on the people who live in rural areas, and on their ability to discover what was best suited to their environment, culture, working traditions and skills.
Program Leader obravnava lokalne prebivalce kot glavno prednost podeželskih območij, zato je bila prepoznavna značilnost projektov programa Leader zaupanje v ljudi s podeželskih območij in v njihovo presojo, da ugotovijo, kaj je najboljše za njihovo okolje, kulturo, delovne navade in sposobnosti.
Accordingly, the key concepts of Leader included the development of self-help to provide people with the skills to manage and plan projects, the co-nancing of integrated rural development (such as in the tourism, crafts and agrimarketing sectors) and the pursuit of a policy of identity in order to strengthen the image of the areas.
Zato so ključni pristopi programa Leader vključevali: razvoj samopomoči za usposabljanje ljudi za vodenje in načrtovanje projektov, sofinanciranje celostnega razvoja podeželja, na primer na področjih turizma, obrtništva in trženja kmetijskih proizvodov ter spodbujanje politike identitete za izboljšanje podobe teh območij.
Although the first two measures are relatively straightforward, the latter was a recognition that many of the traditional values and culture of rural areas were under threat.
Čeprav sta prva ukrepa sorazmerno neposredna, je iz slednjega bilo mogoče razbrati, da je veliko tradicionalnih vrednot in kultur podeželskih območij ogroženih.
More positively, it also recognised that new ‘niche’ markets were developing in Europe which could be exploited for the benet of rural areas and people.
Z bolj pozitivnega stališča pa je bil ob omenjenem ukrepu ugotovljen nastanek novih tržnih niš v Evropi, ki bi jih lahko izkoristili v prid podeželskim območjem in ljudem.
As the academic authors Peck and Tickell pointed out in 1994, the most common tactical response by local areas to globalisation has been to ‘sell the local to the global’ through competitive strategies to attract increasingly mobile (public and private) investment.
Kot sta leta 1994 opozorila že akademska avtorja Peck in Tickell, so se lokalna območja na globalizacijo najpogosteje odzvala tako, da so vse,„kar je bilo lokalno, prodale globalnemu“ prek konkurenčnih strategij, da bi privabile vedno bolj mobilne (javne in zasebne) naložbe.
Such ‘beggar-thy-neighbour’ strategies (to gain an advantage at the expense of the other party), were increasingly doomed to failure, and rural development practitioners concluded that the competitive advantage of ‘their’ rural area increasingly depended on less mobile and less tangible resources which were locally rooted and were hence better protected from global competition.
Ker so bile takšne strategije „siromašenja svojega bližnjega“ (pridobivanje prednosti na račun ostalih udeležencev) vedno pogosteje obsojene na neuspeh, so strokovni delavci na področju razvoja podeželja sklepali, da je konkurenčna prednost „njihovih“ podeželskih območij vedno bolj odvisna od manj mobilnih in manj oprijemljivih virov, ki so imeli lokalne temelje in so bili zato bolje zaščiteni pred globalno konkurenco.
Any inspection of Leader-supported projects over the years will demonstrate that Leader itself became the main vehicle for developing, enhancing and commercialising these ‘less mobile’ resources.
Kakršno koli preverjanje projektov, ki jih je več let podpiral program Leader, bo pokazalo, da je program Leader postal glavno sredstvo razvoja, izboljšanja in trženja teh „manj mobilnih“ virov.