natgillin/translations-raw huggingface dataset:
The European UnionŐs policy towards the Russian Federation is geared towards: contributing to strengthening the rule of law through the development of efficient institutions as well as effective legislative, executive and judicial systems; improving the investment climate; enhancing legislative harmonisation with the EU; and cooperating in the fields of justice and home affairs, environment and nuclear safety. 
Politika Evropske unije do Ruske federacije je usmerjena k: podpori krepitve pravne države z razvojem učinkovitih institucij in uspešnih zakonodajnih, izvršnih in sodnih sistemov, izboljšanjem naložbenega ozračja, okrepitvijo usklajevanja zakonodaje z EU in sodelovanjem na področjih pravosodja in notranjih zadev, okolja in jedrske varnosti.
These measures should help create the conditions for sound economic growth in the Russian Federation, and developing a true partnership with the EU. 
Ti ukrepi naj bi pomagali ustvariti pogoje za zdravo gospodarsko rast v Ruski federaciji in razvoj pravega partnerstva z EU.
(4) Communication to the Commission on the reform of the management of external assistance, 16 May 2000, SEC(2000) 814/5. 
(4) Sporočilo Komisiji o reformi upravljanja zunanje pomoči, 16. maj 2000, SEC(2000) 814/5.
19.5.2006 EN Official Journal of the European Union C 119/5 11. 
19.5.2006 SL Uradni list Evropske unije C 119/5 11.
The PCA between the European Union and the Russian Federation regulates the political, economic and cultural relations between the EU and the Russian Federation. 
Sporazum o partnerstvu in sodelovanju med Evropsko unijo in Rusko federacijo ureja politične, gospodarske in kulturne odnose med njima.
It was signed in 1994 and entered into force on 1 December 1997 for an initial period of ten years. 
Podpisan je bil leta 1994, veljati pa je začel 1. decembra 1997 za začetno obdobje desetih let.
The Commission and the Russian authorities are in the process of devising a new instrument for the period after the expiry of the present PCA. 
Komisija in ruski organi oblasti so v postopku priprave novega instrumenta za obdobje po izteku trenutno veljavnega sporazuma o partnerstvu in sodelovanju.
Audit scope and approach 12. 
Obseg in pristop revizije 12.
The audit objective was to assess whether the Commission had managed the TACIS projects in the Russian Federation in such a way that these projects had been effective. 
Cilj revizije je bil oceniti, ali je Komisija projekte TACIS v Ruski federaciji upravljala tako, da so bili uspešni.
To achieve this the Court audited a sample of projects in order to determine (i) the extent to which the projectsŐ objectives had been achieved and (ii) how far projects were sustainable. 
Zato je Sodišče revidiralo vzorec projektov za določitev (i) obsega, v katerem so bili doseženi cilji projektov, in (ii) stopnje trajnosti projektov.
In its audit the Court followed the stages of the CommissionŐs system of Project Cycle Management (PCM): programming; project identification and planning; project financing; project implementation and evaluation. 
Pri tej reviziji je Sodišče sledilo fazam Komisijinega sistema upravljanja projektnega cikla: načrtovanje programov, opredelitev projekta in njegovo načrtovanje, financiranje, izvedba in vrednotenje.
As the audit concentrated on the project level, the assessment of the programming process was limited to aspects which had a direct impact on the planning of the projects audited. 
Ker je bila revizija osredotočena na projektno raven, je bilo ocenjevanje procesa načrtovanja programov omejeno na vidike, ki so neposredno vplivali na načrtovanje revidiranih projektov.
The audit did not cover other general non-measurable political objectives of the projects. 
Revizija ni zajela nobenih drugih splošnih nemerljivih političnih ciljev projektov.
In the framework of this audit, the Court was cooperating with the Russian Chamber of Accounts (RCoA). 
Sodišče je v okviru te revizije sodelovalo z rusko računovodsko zbornico.
The RCoA performed a parallel audit on the side of relevant Russian authorities on TACIS projects. 
Slednja je izvedla vzporedno revizijo projektov TACIS pri ustreznih ruskih organih.
The report of RCoA will be published at the beginning of 2006. 
Poročilo ruske računovodske zbornice bo objavljeno v začetku leta 2006.
The Court examined 29 contracts (projects) out of a total of 275 from the contracting year 2000 or later and with an expiry date no later than the end of 2003 which were the most recent projects for which the sustainability could be assessed. 
Sodišče je preučilo 29 pogodb (projektov) od skupaj 275 pogodb iz pogodbenega leta 2000 ali kasneje in z datumom izteka veljavnosti najkasneje konec leta 2003, ki so bili najnovejši projekti, pri katerih je bilo mogoče oceniti trajnost.
These projects were financed under the Action Programmes 1997-2000, and implemented mainly in 2002 and 2003. 
Ti projekti so bili financirani v okviru akcijskih programov 1997–2000 in so bili večinoma izvedeni v letih 2002 in 2003.
The total value of the contracts audited was over 56 million euro out of a total population of 109 million euro (1). 
Skupna vrednost revidiranih pogodb je znašala več kot 56 milijonov EUR od pogodb v skupni vrednosti 109 milijonov EUR (1).
The Nuclear Safety projects as well as TACIS CBC projects were excluded from the sample, as the Court has published Special Reports based on audits of these areas in 1998 (2) (with a follow up in the Annual Report 2000) and 2001 (3). 
Projekti o jedrski varnosti in projekti čezmejnega sodelovanja TACIS so bili izvzeti iz vzorca, ker je Sodišče na podlagi revizij tega področja leta 1998 (2) (z nadaljnjimi ukrepi v Letnem poročilu za leto 2000) in 2001 (3) objavilo posebna poročila.
(1) The contracts audited were selected using the method of Monetary Unit Sampling. 
(1) Revidirane pogodbe so bile izbrane z uporabo metode vzorčenja denarnih enot.
As a consequence, the selection includes more contracts with big amounts than contracts with small amounts. 
Zaradi tega izbor zajema več pogodb z visokimi zneski kot pogodb z nizkimi zneski.
(2) Special Report No 25/1998 concerning operations undertaken by the European Union in the field of nuclear safety in central and eastern Europe (CEEC) and in the new Independent States (NIS) (1990 to 1997). 
(2) Posebno poročilo št. 25/1998 o dejavnostih Evropske unije na področju jedrske varnosti v srednji in vzhodni Evropi (SVED) ter novih neodvisnih državah (NND) (1990 do 1997).
Follow up in 2000, the CourtŐs Annual Report, paragraphs 5.45-5.76. 
Nadaljnji ukrepi v letu 2000, Letno poročilo Sodišča, odstavki 5.45–5.76.
(3) Special Report 11/2001 concerning the TACIS cross-border cooperation programme. 
(3) Posebno poročilo 11/2001 o programu čezmejnega sodelovanja TACIS.
The sample covered different kinds of actions and areas of intervention. 
Vzorec je zajemal različne vrste ukrepov in področij pomoči.
In addition to large TACIS projects with a budget of at least 2 million euro, there were three smaller Bistro (4) projects, three smaller extensions of earlier projects and one feasibility study contract. OBSERVATIONS 17. 
Poleg velikih projektov TACIS s proračunom v višini najmanj 2 milijonov EUR so potekali tudi trije manjši projekti Bistro (4), tri manjše razširitve zgodnejših projektov in eno naročilo študije izvedljivosti.
Most of the projects faced problems during one or several phases of the project cycle. 
Večina projektov se je soočala s težavami v eni ali več fazah projektnega cikla.
These problems are elaborated below. 
Te težave so podrobneje predstavljene v nadaljevanju.
Table 1 shows the number of projects affected by the main problems revealed by the audit. 
Tabela 1 prikazuje število projektov, na katere so vplivale glavne težave, odkrite med revizijo.
Table 1 Number of projects affected by the main problems revealed by the audit Total number of projects audited = 29 Project identification and planning Lengthy project-planning schedule Unrealistic assumptions Unrealistic objectives Imprecise or missing objectives Unsuccessful choice and involvement of the beneficiary Project financing Unclear project size determination Project implementation Delays in implementation Problems with contractorsŐ performance Monitoring was ineffective Objectives were not/only partly met Conditionalities not set or not respected Dissemination and sustainability Poor dissemination Poor sustainability Lack of evaluation Number of projects with problems 8 12 9 16 11 8 12 6 3 12/8 8 17 24 27 Number of projects without problems 21 17 20 13 18 21 17 23 26 9 21 12 5 2 Objectives not achieved or achieved only partially 18. 
Tabela 1 Število projektov, na katere vplivajo glavne težave, odkrite med revizijo Skupno število revidiranih projektov = 29 Opredelitev in načrtovanje projektov Dolg časovni razpored načrtovanja projektov Nerealne predpostavke Nerealni cilji Nenatančni ali manjkajoči cilji Neuspešen izbor in sodelovanje udeležencev Financiranje projektov Nejasna opredelitev velikosti projekta Izvajanje projektov Zamude pri izvajanju Težave s storilnostjo izvajalcev Spremljanje je bilo neučinkovito Cilji niso bili doseženi/so bili delno doseženi Pogoji niso določeni ali upoštevani Obveščanje in trajnost Slabo obveščanje Slaba trajnost Pomanjkanje vrednotenja Nedoseženi ali delno doseženi cilji Število projektov s težavami 8 12 9 16 11 8 12 6 3 12/8 8 17 24 27 Število projektov brez težav 21 17 20 13 18 21 17 23 26 9 21 12 5 2 18.
Nine projects fully achieved their objectives. 
Cilji so bili v celoti doseženi pri devetih projektih.
In eight cases the objectives were partially reached and in twelve cases the objectives were not achieved. 
V osmih primerih so bili cilji delno doseženi, v dvanajstih primerih pa niso bili doseženi.
(4) Bistro is a TACIS facility designed to respond quickly to requests for support for small scale projects (as a rule up to 100 000 euro). 
(4) Bistro je instrument TACIS, namenjen hitremu odzivu na prošnje za pomoč malim projektom (praviloma do 100 000 EUR).
C 119/6 EN Official Journal of the European Union 19.5.2006 Box 1 One project had several specific objectives. 
C 119/6 SL Uradni list Evropske unije 19.5.2006 Okvir 1 Pri enem projektu je bilo več specifičnih ciljev.
One of them was to ensure harmonisation of legal road standards between the EU and the Russian Federation. 
Eden od njih je bil zagotoviti uskladitev pravnih cestnih standardov med EU in Rusko federacijo.
This objective could not be reached because there is no such EU standard. 
Tega cilja ni bilo mogoče doseči, saj ne obstaja noben tovrstni standard EU.
The second one was to enable comparative tests of road materials by providing a Russian agency with testing equipment. 
Drugi cilj je bil zagotovitev primerjalnih preizkusov cestnih materialov z zagotovitvijo preizkusne opreme neki ruski agenciji.
The equipment was delivered but it was still unused almost two years after the projectŐs end. 
Oprema je bila dostavljena, vendar se skoraj dve leti po zaključku projekta še vedno ni uporabljala.
The third objective, training of the beneficiaryŐs staff, was cancelled in the middle of the project. 
Tretji cilj, usposabljanje uslužbencev upravičenca, je bil odpovedan sredi projekta.
In general, the most successful projects in terms of meeting their objectives were the small ones, where the objectives were well and clearly identified. 
Na splošno so bili najuspešnejši projekti v smislu doseganja svojih ciljev mali projekti, ki so imeli zelo dobro in jasno opredeljene cilje.
Also projects implemented in the regions generally performed better than projects targeting ministries at central level because of a greater level of commitment and feeling of ownership by the beneficiary, and more staff motivation. 
Tudi projekti, ki so se izvajali v regijah, so bili zaradi večje stopnje zavezanosti in občutka lastništva s strani upravičencev ter večje motivacije osebja na splošno učinkovitejši od projektov, osredotočenih na ministrstva na centralni ravni.
Programming framework 20. 
Okvir načrtovanja programov 20.
Over the years the Commission has developed a system of programming external actions. 
Komisija je z leti razvila sistem načrtovanja programov zunanjih ukrepov.
In theory the system is comprehensive and logical. 
Teoretično je sistem celovit in logičen.
It has been stable already for many years. 
Stabi-len je že več let.
In line with other external action programmes many documents are drafted at various levels of TACIS programming and implementation (see paragraphs 4 and 5). 
V skladu z drugimi programi zunanjih ukrepov se številni dokumenti sestavijo na različnih stopnjah načrtovanja in izvajanja programov TACIS (glej odstavka 4 in 5).
However, the programming process including the internal and external consultations is long. 
Vendar pa je proces načrtovanja programov, vključno z notranjimi in zunanjimi posvetovanji, dolgotrajen.
This put pressure on the project identification and preparation of the planning documents for the individual projects and finally when the deadlines for submission of projects were approaching, resulted in ToRs of insufficient quality (see paragraph 26). 
To je otežilo opredelitev projekta in pripravo dokumentov načrtovanja za posamezne projekte ter na koncu povzročilo, da projektne naloge niso bile dovolj kakovostne, ko so se približevali roki za predložitev projektov (glej odstavek 26).
The results of the projects audited, and the analysis of the problems faced by them, show that, despite the apparent efforts of the Commission during the formal consultations, the programming and subsequent project identification including preparation of financing memoranda and individual ToRs, were carried out in the absence of an adequate dialogue (see paragraph 6) with the various levels, i.e. Russian authorities administering the TACIS programme and beneficiaries (ministries and other organisations). 
Rezultati revidiranih projektov in analiza težav, s katerimi so se soočali, kažejo, da sta se načrtovanje programov in naknadna opredelitev projektov, vključno s pripravo finančnih memorandumov in posameznih projektnih nalog, kljub očitnim prizadevanjem Komisije med uradnimi posvetovanji izvedla brez ustreznega dialoga (glej odstavek 6) z organi oblasti na različnih ravneh, tj. ruskimi organi oblasti, ki so upravljali program TACIS, in upravičenci (ministrstvi in drugimi organizacijami).
For some areas of intervention the reform process in the Russian Federation had not advanced as hoped or the political environment on the beneficiary side had not matured enough for a constructive dialogue with the Commission. 
Na nekaterih področjih pomoči proces reform v Ruski federaciji ni napredoval po pričakovanjih ali pa politično okolje na strani upravičenca še ni bilo dovolj zrelo za konstruktiven dialog s Komisijo.
As a consequence there were some cases where the Russian authorities accepted assistance which the final beneficiaries did not actually want. 
Zato je v nekaterih primerih prišlo do tega, da so ruski organi oblasti sprejeli pomoč, ki je končni upravičenci dejansko niso želeli.
This lack of dialogue and the length of the planning process (see paragraph 21) had a negative impact on the effectiveness of the projects. 
To pomanjkanje dialoga in dolgotrajen proces načrtovanja (glej odstavek 21) sta negativno vplivala na uspešnost projektov.
Project identification and planning Poor application of the Project Cycle Management System 23. 
Opredelitev in načrtovanje projektov Slaba uporaba sistema za upravljanje projektnega cikla 23.
In 1992 the Commission adopted the PCM methodology setting out the format and contents of Financing Proposals and including a requirement to draw up a logical framework (1) in order to improve its project management. 
Komisija je leta 1992 sprejela metodologijo upravljanja projektnega cikla, s katero je določila obliko in vsebino finančnih predlogov ter vključila zahtevo po sestavi logičnega okvira (1) za izboljšanje svojega upravljanja projektov.
However, the use of the PCM methodology and logical frameworks was made obligatory by the Commission only from 2001. 
Vendar je Komisija šele od leta 2001 dalje zahtevala obvezno uporabo metodologije upravljanja projektnega cikla in logičnih okvirjev.
In 2001 the Court published Special Report No 21/2000 on the management of the CommissionŐs external aid programmes. 
Sodišče je leta 2001 objavilo Posebno poročilo št. 21/2000 o upravljanju programov zunanje pomoči Komisije.
One of the findings in the report was that the logical frameworks as part of the PCM were often not well prepared (2). 
Ena od ugotovitev poročila je bila, da logični okviri kot del upravljanja projektnih ciklov pogosto niso bili dobro pripravljeni (2).
This TACIS audit showed that the Commission still did not use the PCM, including the logical frameworks, systematically. 
Ta revizija TACIS je pokazala, da Komisija še vedno ni sistematično uporabljala upravljanja projektnega cikla, skupaj z logičnimi okvirji.
The audit also showed that in most of the cases where the logical frameworks were used effectively, the projects achieved better results. 
Revizija je tudi pokazala, da so bili boljši rezultati v večini primerov doseženi pri projektih, kjer so se učinkovito uporabljali logični okviri.
The use of the PCM framework forced the planning to be done more thoroughly. 
Uporaba okvira upravljanja projektnega cikla je zagotovila temeljitejšo izvedbo načrtovanja.
Long project-planning schedule 25. 
Dolg časovni razpored načrtovanja projektov 25.
The time-span from the original idea or request for project funding to the inception of the actual project was very long. 
Obdobje od prvotne zamisli ali zahtevka za financiranje projekta do dejanskega začetka slednjega je bilo zelo dolgo.
It may take up to three years to launch a consultancy project, which is too long, as the needs and situations of the beneficiaries change. 
Spro-žitev svetovalnega projekta lahko traja do tri leta, kar je predolgo, saj se potrebe in stanja upravičencev spreminjajo.
Due to the delays, the projects, especially those related to policy development or crisis management, were already outdated when they eventually started. 
Zaradi zamud so bili projekti, zlasti tisti v zvezi z razvojem politike ali kriznim upravljanjem, že zastareli, ko so se navsezadnje le začeli.
Box 2 Prior to providing assistance in the area of anti-money laundering activities the Commission insisted on a feasibility study be produced. 
Okvir 2 Komisija je pred zagotovitvijo pomoči na področju dejavnosti za boj proti pranju denarja vztrajala, da je treba izvesti študijo izvedljivosti.
Mainly due to internal coordination difficulties between Commission services but also because it took the beneficiary organisation unduly long to approve its ToR, the start of this preparatory project itself was delayed by two years. 
Predvsem zaradi težav pri notranjem usklajevanju med službami Komisije, pa tudi zaradi neupravičeno dolgotrajnega postopka odobritve projektne naloge s strani organizacije upravičenke, je bil sam začetek tega pripravljalnega projekta odložen za dve leti.
Eventually, this delayed the technical assistance project Ń which was politically and economically important and also urgent for the Russian Federation Ń by five years. 
To je na koncu za pet let odložilo izvajanje projekta tehnične pomoči, ki je bil za Rusko federacijo politično in gospodarsko pomemben ter tudi nu-jen.
(1) The logical framework is a tool which makes explicit the underlying logic of the project design, i.e. how particular inputs should produce certain outputs which will help meet objectives which will contribute to wider goals. 
(1) Logični okvir je orodje, ki izrecno opredeli osnovno logiko zasnove projekta, tj. kako naj bi posebni vložki proizvedli določene rezultate, ki bodo pomagali izpolniti cilje, ki bodo prispevali k širšim ciljem.
(2) OJ C 57, 22.2.2001, paragraph 37. 
(2) UL C 57, 22.2.2001, odstavek 37.
19.5.2006 EN Official Journal of the European Union C 119/7 Unrealistic underlying assumptions and objectives 26. 
19.5.2006 SL Uradni list Evropske unije C 119/7 Nerealne temeljne predpostavke in cilji 26.
The long planning period did not always result in ToRs of good quality. 
Dolgo obdobje načrtovanja ni vedno privedlo do kakovostne projektne naloge.
In nine cases insufficient background investigations in the project design phase led to unrealistic objectives. 
V devetih primerih so nezadostna preverjanja ozadja v fazi projektne zasnove pripeljala do nerealnih ciljev.
Often, the project designs did not take into account the legal constraints in implementing the project, or the objectives were outside the competence of the beneficiary, or they were just too extensive and abstract to be reached by a single project. 
Zasnove projektov pogosto niso upoštevale pravnih omejitev pri izvajanju projekta, cilji niso sodili na področje pristojnosti upravičenca ali pa so bili preprosto tako obsežni ali abstraktni, da jih ni bilo mogoče izpolniti v okviru enega samega projekta.
For example, most of the projects with objectives or tasks related to policy formulation, including enacting of legislation, were unsuccessful. 
Na primer, večina projektov, katerih cilji ali naloge so se nanašale na oblikovanje politike, vključno s sprejemanjem zakonodaje, je bila neuspešnih.
Box 3 A pilot project was established to test a new model for facilitating the start of new businesses. 
Okvir 3 Uveden je bil pilotni projekt za preizkušanje novega modela za poenostavitev odpiranja novih podjetij.
However, a similar model had already been established in the Russian Federation with the help of Canadian technical assistance in the middle of the nineties. 
Vendar je bil podoben model s kanadsko tehnično pomočjo v Ruski federaciji vzpostavljen že sredi devetdesetih let prejšnjega stoletja.
The participation of the Russian counterparts, as well as the line directorates-general at the Commission, in the processes of drafting and approval of the planning documents varied greatly and can be deemed to have been insufficient to secure realistic planning in some cases. 
Sodelovanje ruskih organov in resornih generalnih direktoratov Komisije je bilo v postopkih priprave in sprejemanja dokumentov načrtovanja zelo različno, v nekaterih primerih pa ga je mogoče šteti za nezadostno, saj ni zagotovilo realnega načrtovanja.
Box 4 In one case a city was involved in a district heating and power project but not nominated as a primary beneficiary. 
Okvir 4 V enem primeru je mesto sodelovalo pri projektu daljinskega ogrevanja in energije, vendar ni bilo imenovano za primarnega upravičenca.
It did not endorse the ToR and as a result, the project was delayed and faced other managerial problems caused by a lack of commitment by the city authorities. 
Mesto ni odobrilo projektne naloge, zato je bil projekt odlo-žen, zaradi premajhne zavezanosti mestnih organov oblasti pa so se pojavile tudi druge težave pri upravljanju.
Examples of unrealistic assumptions and objectives include: the institutional framework of a beneficiary was not adequate or was non-existent, the target group had no interest in the services provided, the cooperation potential of the local administration was over-estimated or the beneficiary was not, by legislation, allowed to provide the services or information foreseen by the project. 
Primeri nerealnih predpostavk in ciljev zajemajo: institucionalni okvir upravičenca je bil neustrezen ali ni obstajal, ciljna skupina ni bila zainteresirana za ponujene storitve, možnosti lokalne uprave za sodelovanje so bile precenjene ali pa upravičencu v skladu z zakonodajo ni bilo dovoljeno zagotoviti storitev ali informacij, predvidenih v okviru projekta.
Box 5 A remote and entirely local road management project had an inadequate overall objective, Ôto facilitate trade between the EU and the Russian FederationŐ. 
Okvir 5 Oddaljen in popolnoma lokalen projekt cestnega upravljanja je imel neustrezen splošni cilj „olajšati trgovino med EU in Rusko fede-racijo“.
Another example of an unrealistic objective is presented in the box of paragraph 18 concerning the harmonisation of road standards. 
Še en primer nerealnega cilja je predstavljen v okvirju v odstavku 18 v zvezi z usklajevanjem cestnih standardov.
Imprecise or missing objectives 29. 
Nenatančni ali manjkajoči cilji 29.