natgillin/translations-raw huggingface dataset:
Thirteen projects audited had clear objectives. 
Trinajst revidiranih projektov je imelo jasno opredeljene cilje.
However, in sixteen of the projects audited, the initial project objectives in the ToR either described only the intended activities or input instead of setting clear and measurable objectives; or they were formulated in the same general way as in the political programming documents, forcing the contractors to define the actual purpose of the projects during implementation. 
Vendar so v šestnajstih revidiranih projektih prvotni projektni cilji v projektni nalogi opisali samo predvidene dejavnosti ali vložke, namesto da bi zastavili jasne in merljive cilje, ali pa so bili oblikovani tako splošno kot politični programski dokumenti, kar je izvajalce prisililo, da dejanski namen projektov opredelijo med njihovim izvajanjem.
The projects did not have objectives that would have identified the problems to be solved nor did they have such objectives against which the achievements of the projects could have been measured. 
Projekti niso imeli ne ciljev, s katerimi bi bilo mogoče opredeliti težave, ki jih je treba rešiti, niti ciljev, glede na katere bi bilo mogoče izmeriti projektne dosežke.
For most of the projects audited objectively verifiable indicators had not been defined. 
Pri večini revidiranih projektov niso bili določeni objektivno preverljivi kazalniki.
In other cases, where the objectives were clear and intelligible, there were differences between the actual project activities and the projectŐs initial objectives as described in the ToR. 
V drugih primerih, ko so bili cilji jasni in razumljivi, so bile ugotovljene razlike med dejanskimi projektnimi dejavnostmi in prvotnimi cilji projekta, opisanimi v projektni nalogi.
In one case the project was executed without specific objectives or objectively verifiable indicators. 
V enem primeru je bil projekt izveden brez specifičnih ciljev in objektivno preverljivih kazalnikov.
Instead it was directed towards providing ad hoc services to a ministry without being clear about the exact objective of the work. 
Namesto tega je bil usmerjen k zagotavljanju priložnostnih storitev nekemu ministrstvu, ne da bi bil pri tem jasno opredeljen natančen cilj dela.
In the case of another project the beneficiaries in the private sector received assistance to develop their commercial activities which in fact was outside the scope of the overall objective of the project. 
Pri nekem drugem projektu so upravičenci v zasebnem sektorju prejeli pomoč za razvoj svojih komercialnih dejavnosti, kar ni sodilo v obseg splošnega cilja projekta.
For some projects the design was overly complex, including too many separate and not interlinked tasks and objectives. 
Pri nekaterih projektih je bila zasnova preveč zapletena, vključno s prevelikim številom ločenih in nepovezanih nalog in ciljev.
Box 6 One project had 23 different major outputs or objectives integrated into 8 different components. 
Okvir 6 Pri enem projektu je bilo 23 različnih glavnih rezultatov ali ciljev zajetih v 8 različnih delov.
These covered themes like environmental protection in oil production, energy saving measures and studies of fish hatcheries. 
Ti so pokrivali teme, kot so varstvo okolja pri proizvodnji nafte, ukrepi za varčevanje z energijo in študije ribo-gojnic.
As a consequence of this complexity several of the foreseen objectives, including the two most significant ones, were not fully achieved. 
Zaradi te zapletenosti več predvidenih ciljev, med njimi tudi dva najpomembnejša, ni bilo v celoti izpolnjenih.
Unsuccessful selection and involvement of beneficiaries 32. 
Neuspešen izbor in sodelovanje upravičencev 32.
Selecting suitable beneficiaries as project partners was very problematic because the project objectives were sometimes outside the competence of the project partner, or the beneficiary was not ready to receive or able to benefit from the support. 
Izbira primernih upravičencev za projektne partnerje je bila zelo težavna, saj projektni cilji včasih niso sodili na področje pristojnosti projektnega partnerja ali pa upravičenec ni bil pripravljen prejeti ali sposoben izkoristiti pomoči.
In one case the Commission wanted to support a federal agency for political reasons, in view of the forthcoming cooperation negotiations between the EU and the Russian Federation. 
V enem primeru je Komisija hotela podpreti zvezno agencijo iz političnih razlogov zaradi bližajočih se pogajanj o sodelovanju med EU in Rusko federacijo.
However, this agency was not in the end involved in the actual negotiations. 
Na koncu ta agencija pri dejanskih pogajanjih sploh ni sodelovala.
C 119/8 EN Official Journal of the European Union 19.5.2006 33. 
C 119/8 SL Uradni list Evropske unije 19.5.2006 33.
When a project had several beneficiaries, implementation faced a number of problems. 
Če je imel projekt več upravičencev, so pri njegovem izvajanju nastajale številne težave.
Lack of cooperation between the federal and regional authorities or lack of cooperation between different federal and between different regional authorities was usual. 
Pomanjkanje sodelovanja med zveznimi in regionalnimi organi oblasti ali med različnimi zveznimi in različnimi regionalnimi organi oblasti je bilo običajna praksa.
This failing, although apparent, had not been taken into consideration during the planning. 
Čeprav je bila ta pomanjkljivost očitna, med načrtovanjem ni bila upoštevana.
Box 7 In one case the initiating beneficiary was operating only at the level of a region. 
Okvir 7 V enem primeru je začetni upravičenec deloval samo na ravni ene regije.
To meet the minimum size requirements of the project budget it had to be expanded to cover several regions. 
Za izpolnitev zahtev o najmanjši velikosti proračuna projekta je bilo treba obseg delovanja razširiti na več regij.
To solve the problem another beneficiary was created but only on paper. 
Za rešitev te težave je bil ustvarjen še en upravičenec, vendar samo na papirju.
It did not have legal identity, nor did it otherwise exist outside the project planning documents. 
Ta upravičenec ni bil pravna oseba in zunaj načrtovalnih dokumentov projekta sploh ni obstajal.
In five cases audited the beneficiaries were not involved in the project planning, or not early enough, to have an influence on the project design. 
V petih revidiranih primerih upravičenci niso sodelovali pri načrtovanju projekta ali pa so bili vključeni prepozno, da bi lahko vplivali na njegovo zasnovo.
Project financing Problems related to the determination of the project size 35. 
Financiranje projektov Težave pri opredelitvi velikosti projektov 35.
According to the programming guidelines, the minimum budget size of TACIS projects in the Russian Federation should be 2 million euro in order to achieve sufficient impact and visibility. 
V skladu s smernicami načrtovanja programov mora proračun projektov TACIS v Ruski federaciji za dosego zadostnega vpliva in prepoznavnosti znašati vsaj 2 milijona EUR.
However, the programme may finance a number of small-scale initiatives, including Bistro projects. 
Vendar lahko program finančno podpre tudi številne pobude manjšega obsega, med njimi tudi projekte Bistro.
Most projects in the audited sample had a budget of between 2 and 3 million euro (see paragraph 16). 
Večina projektov v revidiranem vzorcu je imela proračun v višini od 2 do 3 milijonov EUR (glej odstavek 16).
In eight cases it was not clear from the project documentation how the project budgets had been arrived at. 
V osmih primerih iz projektne dokumentacije ni bilo razvidno, kako so bili proračuni projektov pripravljeni.
When the projectsŐ objectives are not clear, defining a well-founded budget is difficult. 
Če cilji projektov niso jasno opredeljeni, je težko pripraviti dobro utemeljen proračun.
In some cases this minimum size led to problems. 
V nekaterih primerih so zaradi te zahteve po najmanjši dovoljeni velikosti nastale težave.
Instead of launching several, well-defined and focused projects, multiple tasks were incorporated into one set of ToR with loose connection or no synergy at all (see paragraph 31). 
Namesto uvedbe večjega števila dobro opredeljenih in usmerjenih projektov, je bilo več nalog vključenih v en sklop z ohlapno povezanostjo ali popolnoma brez sinergije (glej odstavek 31).
The audit results show that such a budget-driven approach, which artificially creates larger projects, is unlikely to enhance the projectsŐ impact and visibility. 
Glede na rezultate revizije je zelo malo verjetno, da bo tak pristop, ki je posledica proračunskih zahtev in ki umetno ustvarja večje projekte, okrepil učinek in prepoznavnost projektov.
Box 8 In the case of an industrial restructuring project 30 subprojects were planned. 
Okvir 8 Pri nekem projektu industrijskega prestrukturiranja je bilo načrtovanih 30 podprojektov.
The budget was set in order to reach the minimum size rather than to satisfy the need of the subprojects. 
Proračun je bil pripravljen za izpolnitev zahteve po najmanjši velikosti in ne za izpolnitev potreb podprojektov.
Rare national co-financing 37. 
Redko nacionalno sofinanciranje 37.
According to the co-financing of projects was to be actively encouraged by the Commission. 
Komisija bi morala v skladu z Uredbo TACIS dejavno spodbujati nacionalno sofinanciranje projektov.
However, co-financing requirements are rare in the TACIS projects in the Russian Federation, even though they are intended to have a positive impact on the beneficiaryŐs and contractorŐs commitment to achieve the expected results. 
Vendar so zahteve sofinanciranja pri projektih TACIS v Ruski federaciji redke, čeprav je njihov cilj pozitivno vplivati na zavezanost upravičencev in izvajalcev, da se dosežejo pričakovani rezultati.
There were only two cases among the audited projects where the beneficiary was co-financing the activities. 
Med revidiranimi projekti sta bila samo dva primera, kjer je upravičenec sofinanciral dejavnosti.
The co-financing had a positive impact on the ownership of the projects by the beneficiaries which led to achievement of the projectsŐ objectives. 
Sofinanciranje je pozitivno vplivalo na lastništvo projektov s strani upravičencev, kar je privedlo do izpolnitve ciljev projektov.
Most of the projects include in-kind contributions from the beneficiaries such as commitments to make local counterpart staff available or to provide the contractor with premises. 
Večina projektov zajema stvarne vložke upravičencev, kot je zaveza, da dajo na razpolago lokalno osebje ali da zagotovijo prostore izvajalcu.
In eight cases there were problems regarding this indirect co-financing because the commitments were not honoured, particularly for projects in Moscow. 
V osmih primerih so se pojavile težave v zvezi s tem posrednim sofinanciranjem, saj se zaveze, zlasti pri projektih v Moskvi, niso spoštovale.
The ministries in the Russian Federation generally are not legally allowed to provide the contractors with office accommodation within their premises. 
Zakonodaja ministrstvom v Ruski federaciji običajno ne dovoljuje, da bi izvajalcem v svojih prostorih zagotavljala pisarniške prostore.
Although the Commission was aware of the problem, it continued to insert such conditions into the ToRs. 
Čeprav je bila Komisija s to težavo seznanjena, je take pogoje še naprej vključevala v projektne naloge.
Project Implementation Delays in implementation 39. 
Izvajanje projektov Zamude pri izvajanju 39.
Seventeen projects were implemented within the time set. 
Sedemnajst projektov je bilo izvedenih v postavljenem roku.
In the remaining twelve cases there were major delays in implementation. 
V preostalih dvanajstih primerih je prišlo do velikih zamud pri izvajanju.
In this respect the most critical part was the inception phase, which usually took more time than planned. 
Pri tem je bila najbolj kritična začetna faza, ki je navadno trajala dlje od načrtovane.
Those delays were mostly linked to an inadequate quality of the preparation of the projects. 
Te zamude so bile v glavnem povezane z neustrezno kakovostjo priprave projektov.
Due to the poor ToR, the projects needed many approvals for changes during inception and implementation. 
Zaradi slabih projektnih nalog so projekti zahtevali številne odobritve sprememb med zasnovo in izvajanjem.
The procedure to change the project approach through addenda is time-consuming. 
Postopek za spremembo projektnega pristopa prek dopolnil je dolgotrajen.
Even a change of personnel requires the same procedure as modifications to the projectŐs actual substance. 
Celo zamenjava osebja zahteva uporabo enakega postopka kot spremembe dejanske vsebine projekta.
The devolution of project management responsibilities from Commission headquarters to the Delegation resulted in more effective management procedures through more direct contacts between the project managers and project stakeholders; in fact, more proactive management by the Delegation even sal-vaged several of the projects from serious difficulties. 
Prenos pristojnosti za upravljanje projektov s sedeža Komisije na njene delegacije je privedel do učinkovitejših postopkov upravljanja prek neposrednejših stikov med projektnimi vodjami in zainteresiranimi stranmi projekta; dejansko so delegacije s proaktivnejšim upravljanjem več projektov celo rešile pred resnimi težavami.
These observations are in line with those of the CourtŐs audit of the devolution of EC external aid management to the Commission Delegations published in Special Report No 10/2004 (1). 
Te ugotovitve so v skladu z ugotovitvami, do katerih je Sodišče prišlo pri reviziji prenosa pristojnosti (dekon-centraciji) upravljanja zunanje pomoči EU na delegacije Komisije, objavljenimi v Posebnem poročilu št. 10/2004 (1).
However, the implementation of projects which had been programmed and prepared centrally in Brussels and which in 2002/2003 were transferred to the EC Delegation in Moscow (about half of all the projects audited) encountered one-off delays and obvious managerial deficiencies because of this transfer process. 
Vendar je zaradi tega procesa prenosa med izvajanjem projektov, ki so bili centralno načrtovani in pripravljeni v Bruslju ter preneseni na delegacijo ES v Moskvi v letu 2002/2003 (približno polovica vseh revidiranih projektov), prišlo do nastanka enkratnih zamud in očitnih upravljavskih pomanjkljivosti.
(1) OJ C 72, 22.3.2005. 
(1) UL C 72, 22.3.2005.
19.5.2006 EN Official Journal of the European Union C 119/9 ContractorsŐ performance was generally acceptable 41. 
19.5.2006 SL Uradni list Evropske unije C 119/9 Storilnost izvajalcev je bila na splošno sprejemljiva 41.
Although the objectives were often not achieved or achieved only partially (see paragraph 18), in most of the cases the contractors had delivered the output (deliverables) as foreseen either in the original ToR or in the ToR amended through addenda. 
Čeprav cilji pogosto niso bili doseženi ali so bili doseženi zgolj delno (glej odstavek 18), so izvajalci v večini primerov zagotovili rezultate, predvidene v izvirnih projektnih nalogah ali projektnih nalogah, spremenjenih z dopolnili.
A typical problem for the contractors was to find and maintain suitable staff in more remote project locations when the staff originally allocated was not available. 
Pogosta težava, na katero so naleteli izvajalci, je bila najti in vzdrževati ustrezno osebje na bolj oddaljenih projektnih lokacijah, če prvotno dodeljenega osebja ni bilo na voljo.
Only one small project was a failure due to a lack of output by the contractor. 
Samo en majhen projekt je bil neuspešen, ker izvajalec ni dosegel rezultatov.
Another contractor faced financial problems during project implementation, which led to significant delays in implementation. 
Nek drug izvajalec je imel med izvajanjem projekta finančne težave, kar je privedlo do velikih zamud pri izvajanju.
Ineffective steering committees 42. 
Neuspešni usmerjevalni odbori 42.
Where steering committees had been established they usually did not work effectively or efficiently. 
Kjer so bili ustanovljeni usmerjevalni odbori, njihovo delovanje običajno ni bilo učinkovito ali uspešno.
This hampered the implementation of the projects. 
To je oviralo izvajanje projektov.
The powers of the committees were limited by the Commission so the Russian members did not see what kind of an impact the steering committees could have and were, thus, not actively participating in the meetings. 
Ker je Komisija omejila pristojnosti odborov, ruski člani niso mogli videti, kakšen učinek bi usmerjevalni odbori lahko imeli in zato niso dejavno sodelovali na sestankih.
The contractorsŐ project managers had to take over (part of) the tasks of the steering committees. 
Projektni vodje izvajalcev so morali prevzeti naloge (del nalog) usmerjevalnih odborov.
Equipment not used for the purposes of the project 43. 
Oprema ni bila uporabljena za namene projektov 43.
According to the TACIS Regulation (Euratom, EC) No 1279/96 the programme shall cover reasonable costs of supplies required in support of the implementation of the technical assistance (1). 
V skladu z Uredbo TACIS (Euratom, ES) št. 1279/96 ta program pokriva razumne stroške dobav, potrebnih za podporo izvajanja tehnične pomoči(1).
TACIS Regulation (EC, Euratom) No 99/2000 states that a maximum of 20 % of the annual budget can be allocated to investment (2). 
Uredba TACIS (ES, Euratom) št. 99/2000 določa, da se lahko za naložbe dodeli največ 20 % letnega proračuna (2).
In practice the service contracts included a supply component which obliged the technical assistance contractors, in cooperation with the beneficiaries, to define the technical specifications of the supplies, and to manage the procurement process in accordance with the TACIS procurement rules. 
V praksi so pogodbe za storitve vključevala tudi dobavo, kar je izvajalce tehnične pomoči v sodelovanju z upravičenci prisililo, da opredelijo tehnične specifikacije dobav in vodijo postopek javnega naročanja v skladu s pravili javnega naročanja TACIS.
There was not always clear synergy between the technical assistance and equipment provided under the projects. 
Med tehnično pomočjo in opremo, zagotovljeno v okviru projektov, ni bilo vedno jasne sinergije.
Nor was there any evidence that the equipment component had addressed the specific areas described (3) in the Regulation or Guidelines. 
Prav tako ni bilo nobenih dokazov, da so bila pri opremi obravnavana posebna področja, opisana (3) v Uredbi ali smernicah.
The beneficiaries treated the equipment component (mostly office and IT equipment) more as an additional bonus given for accepting the consultancy. 
Upravičenci so opremo (predvsem pisarniško opremo in opremo IT) razumeli bolj kot dodatno premijo, ki jim je bila dodeljena zato, ker so sprejeli svetovanje.
(1) Article 3. 
(1) Člen 3.
(2) Article 6. 
(2) Člen 6.
(3) Cross-border cooperation, promotion of Small and Medium Enterprises (SMEs), environmental infrastructure and networks of strategic importance to the Community. 
(3) Čezmejno sodelovanje, spodbujanje malih in srednje velikih podjetij (MSP), okoljska infrastruktura in mreže s strateškim pomenom za Skupnost.
In many cases the equipment was delivered at the end of the project, due to the long procurement procedure, and therefore could not be used for the project activities. 
V številnih primerih je bila oprema zaradi dolgotrajnih postopkov javnega naročanja dostavljena ob koncu projekta, zaradi česar je ni bilo mogoče uporabiti pri projektnih dejavnostih.
The equipment needs maintenance (including the supply of consumables) after the project has ended. However, this maintenance did not always take place. 
Oprema zahteva vzdrževanje (tudi dobavo potrošnega materiala) po zaključku projekta, vendar to vzdrževanja ni bilo vedno izvedeno.
Box 9 In one case, the customs offices did not have any budget to buy consumables for the laboratory. 
Okvir 9 V enem primeru carinski uradi niso imeli proračunskih sredstev za nakup potrošnega materiala za laboratorij.
Another laboratory remained mainly unused, as the beneficiary did not have adequate premises in which to use the equipment. 
Nek drug laboratorij je ostal pretežno neuporabljen, ker upravičenec ni imel ustreznih prostorov, v katerih bi lahko uporabljal opremo.
One of the federal beneficiaries refused to accept IT equipment for its own bureaucratic reasons (as it did not pay for the equipment it did not know how to book it into the balance sheet). 
Eden od zveznih upravičencev ni hotel sprejeti opreme IT zaradi lastnih birokratskih razlogov (ker ni plačal opreme, ni vedel, kako naj jo prikaže v bilanci stanja).
In another case some of the equipment was sold by the beneficiary because it did not know how to make use of it. 
V nekem drugem primeru je upravičenec prodal nekaj opreme, ker ni vedel, kako naj jo uporablja.
Part of the equipment could not be used because the needed internet connection was not available. 
Dela opreme ni bilo mogoče uporabljati, ker na voljo ni bilo potrebne internetne povezave.
Some fitness equipment was not suited for the target group, children, but was used by soldiers from a local military acad-emy. 
Nekaj opreme za fitnes ni bilo primerne za ciljno skupino, otroke, ampak so jo uporabljali vojaki lokalne vojaške akademije.
Purchases free of VAT from domestic suppliers impossible 47. 
Nakupi brez DDV pri domačih dobaviteljih nemogoči 47.
Contractors indicated problems in domestic procurement of equipment and services as well. 
Izvajalci so poročali o težavah pri domačem javnem naročanju opreme in storitev.
According to the TACIS Regulation (4), taxes and duties are not eligible expenditure. 
V skladu z Uredbo TACIS (4) davki in dajatve niso upravičeni odhodki.
Purchases free of VAT from domestic suppliers in the Russian Federation were impossible because the Russian secondary legislation does not allow it. 
Plačila DDV oproščeni nakupi pri domačih dobaviteljih v Ruski federaciji niso bili mogoči, ker jih ruska sekundarna zakonodaja ne dovoljuje.
This is not in line with the agreement between the EU and the Russian Federation (5). 
To ni v skladu s sporazumom med EU in Rusko federacijo (5).
The monitors performed well 48. 
Uspešno delo nadzornikov 48.
An external consulting company was charged with the monitoring of the projects, during their lifetime. 
Spremljanje projektov med njihovim izvajanjem je bilo zaupano zunanji svetovalni družbi.
The consultants (monitors) form an opinion about design, efficiency, effectiveness, impact and sustainability of the projects. 
Svetovalci (nadzorniki) pripravijo mnenje o zasnovi, učinkovitosti, uspešnosti, vplivu in trajnosti projektov.
The financial side of the project is excluded. 
Mnenje ne upošteva finančne plati projekta.
Also, assessment of the impact of the projects after the expiry of the projectsŐ activities was and is not part of the contract between the Commission and the monitors. 
Poleg tega ocena vpliva projektov po izteku projektnih dejavnosti ni bila in ni del pogodbe med Komisijo in nadzorniki.
The lack of this assessment was not compensated for by evaluations. 
Ovrednote-nja niso nadomestila pomanjkanja te ocene.
(4) Article 9 of Regulation (EC, Euratom) No 99/2000. 
(4) Člen 9 Uredbe (ES, Euratom) št. 99/2000.
(5) General Rules to the technical Assistance of the European Communities signed by the European Commission and the Government of the Russian Federation on 18 July 1997. 
(5) Splošna pravila za tehnično pomoč Evropskih skupnosti, ki sta jih Evropska komisija in vlada Ruske federacije podpisali 18. julija 1997.
C 119/10 EN Official Journal of the European Union 19.5.2006 49. 
C 119/10 SL Uradni list Evropske unije 19.5.2006 49.
In general the monitors performed according to the requirements of their contracts. 
Na splošno so nadzorniki izpolnili zahteve iz svojih pogodb.
However, in a few cases the monitorsŐ reports repeated statements expressing future intentions as if they were merits of the projects. 
Vendar pa so se v nekaj primerih v poročilih nadzornikov ponovile izjave, ki izražajo prihodnje namere, kot da bi te predstavljale dosežke projektov.
Such reports did not reveal clearly enough the implementation problems, which may partly explain the lack of corrective actions. 
Takšna poročila niso dovolj jasno pokazala težav pri izvajanju, kar lahko delno pojasni pomanjkanje popravnih ukrepov.