natgillin/translations-raw huggingface dataset:
In particular, responsibilities for setting up the programmes involve the Commission, the EBRD, the CPMA, the Assembly of Contributors to the International Decommissioning Support Funds, Nuclear plants operators and the Member States concerned. 
Za pripravo programov so tako odgovorni Komisija, EBOR, Centralna agencija za vodenje projektov, skupščina prispevajočih v mednarodne sklade za jedrsko razgradnjo, upravljavci jedrskih elektrarn in zadevne države članice.
The Commission did not ensure that the broad priorities set out in the Accession Treaties and subsequent Council Regulations (see paragraph 8) were translated into a coherent set of detailed targets and indicators. 
Komisija ni poskrbela za preoblikovanje široko opredeljenih prednostnih nalog iz pristopnih pogodb in poznejših uredb Sveta (glej odstavek 8) v skladen niz podrobnih ciljev in kazalnikov.
None of the abovementioned bodies has established a system to monitor and assess the progress towards the achievement of the overall objectives of the programmes, the decommissioning of the eight reactors and the mitigation of their closure. 
Noben od zgoraj omenjenih organov ni vzpostavil sistema za spremljanje in ocenjevanje napredka pri doseganju splošnih ciljev programov, razgradnji osmih reaktorjev in blaženju posledic njihove zaustavitve.
Monitoring and reporting on programme achievements at all levels were therefore difficult. 
Zato sta spremljanje dosežkov programov ter poročanje o njih otežena na vseh ravneh.
In July 2011, the Commission reported on the decommissioning programme for Lithuania, Slovakia and Bulgaria, namely concerning its administration, the expenditure incurred and the progress of key projects23. 
Komisija je julija 2011 poročala o programu razgradnje za Litvo, Slovaško in Bolgarijo, in sicer o njegovem upravljanju, nastalih odhodkih in napredku pri ključnih projektih23.
Some information on the progress of the three decommissioning programmes was also provided in support of the yearly Commission Decisions on financing and on the two general reports produced by the Commission in 2004 and 2007 on the use of financial resources earmarked for the decommissioning of nuclear power plants in all 27 Member States24. 
Nekaj informacij o napredku vseh treh programov razgradnje je bilo tudi podanih v podporo letnim odločbam Komisije o financiranju in v dveh splošnih poročilih, ki jih je Komisija v letih 2004 in 2007 pripravila o uporabi finančnih sredstev, namenjenih razgradnji jedrskih elektrarn v vseh 27 državah članicah24.
22 The Treaty provides that the Commission implement the EU Budget on its own responsibility (Articles 17(1) TEU and 317 TFEU). 
22 Pogodba določa, da Komisija izvršuje proračun EU na lastno odgovornost (člena 17(1) PEU in 317 PDEU).
A requirement for quantification of the objectives and monitoring of the progress of their realisation is set in EU legislation since 1990 (See Council Regulation (Euratom, ECSC, EEC) No 610/90 of 13 March 1990 amending the Financial Regulation of 21 December 1977 applicable to the general budget of the European Communities). 
Zahteva za količinsko opredelitev ciljev in spremljanje napredka njihovega uresničevanja je v zakonodaji EU določena od leta 1990 (glej Uredbo Sveta (Euratom, ESPJ, EGS) št. 610/90 z dne 13. marca 1990 o spremembi finančne uredbe z dne 21. decembra 1977, ki se uporablja za splošni proračun Evropskih skupnosti).
The concept has been further developed in 2002 with the introduction of the SMART standard (see Article 27(3) of Regulation No 1605/2002). 
Koncept je bil leta 2002 nadgrajen z uvedbo standarda specifičnih, merljivih, dosegljivih, ustreznih in časovno opredeljenih ciljev (SMART) (glej člen 27(3) Uredbe št. 1605/2002).
23 Report from the Commission to the European Parliament and the Council on the use of financial resources during 2004–09 provided to Lithuania, Slovakia and Bulgaria to support the decommissioning of early shut-down nuclear power-plants under the Acts of Accession (COM(2011) 432). 
23 Poročilo Komisije Evropskemu parlamentu in Svetu o uporabi finančnih sredstev v letih od 2004 do 2009, dodeljenih Litvi, Slovaški in Bolgariji za pomoč pri razgradnji predčasno zaustavljenih jedrskih elektrarn v skladu z akti o pristopu (COM(2011) 432).
24 COM(2004) 719 and COM(2007) 794. 
24 COM(2004) 719 in COM(2007) 794.
A third report is currently under preparation. 23 Special Report No 16/2011 – EU Financial assistance for the decommissioning of nuclear plants in Bulgaria, Lithuania and Slovakia: Achievements and Future Challenges 
Trenutno je v pripravi tretje poročilo. 23 Posebno poročilo št. 16/2011 – Finančna pomoč EU za razgradnjo jedrskih elektrarn v Bolgariji, Litvi in na Slovaškem: dosežki in prihodnji izzivi
The 2011 report constitutes ther first consolidated assessment of the use of financial resources earmarked for Bulgaria, Lithuania and Slovakia or the progress of the programmes. 
Poročilo iz leta 2011 predstavlja njihovo prvo konsolidirano oceno uporabe finančnih sredstev, namenjenih Bolgariji, Litvi in Slovaški, ali napredka programov.
However, it does not provide a clear indication as to the achievement of overall decommissioning and mitigation objectives. 
Vendar ne vsebuje jasnih navedb o doseganju splošnih ciljev pri razgradnji in blaženju.
Before the publication of this report, the only available source in this respect was a mid-term evaluation published in 200725, which excluded the Kozloduy Programme on the grounds that it stemmed from a different legal basis. 
Pred objavo tega poročila je bil v tem pogledu edini razpoložljivi vir vmesno vrednotenje, objavljeno leta 200725, v katerem ni bil zajet program Kozloduj, ker ima drugačno pravno podlago.
The lack of sufficient information combined with the number of management levels led to diffused responsibilities. 
Posledica pomanjkanja zadostnih informacij in številnih ravni upravljanja je razpršena odgovornost.
It was not clear who had overall responsibility for implementing the programme, in particular whether EU funds were having the desired effect. 
Ni bilo jasno, kdo je odgovoren za celotno izvajanje programa, zlasti pa ne, ali so sredstva EU imela želeni učinek.
The Commission’s supervision has focused on the budgetary execution of the financial appropriations and project implementation, rather than on the extent of the progress achieved towards the programme objectives as a whole. 
Nadzor Komisije se je namesto na obseg napredka, doseženega pri uresničevanju ciljev programa kot celote, osredotočil na proračunsko izvrševanje finančnih odobritev in izvajanje projektov.
Insufficient measuring of progress towards the realisation of the programmes’ goals and inadequate monitoring of the effective use of resources mean that no one is accountable for overall programme’s performance. INCOMPLETE ORGANISATIONAL CHANGES 37. 
Nezadostno merjenje napredka pri uresničevanju ciljev programov in neustrezno spremljanje učinkovitosti uporabe virov pomenita, da ni nihče odgovoren za splošno smotrnost poslovanja pri programu.
The success of the decommissioning process in meeting the intended results, on time and at a reasonable cost depends on the capacity to adapt to evolving needs. 
Uspeh procesa razgradnje z vidika pravočasnega doseganja pričakovanih rezultatov ob sprejemljivih stroških je odvisen od sposobnosti prilagajanja na spreminjajoče se potrebe.
This means in particular achieving a smooth transition of the nuclear power plants from an operating to a decommissioning organisation26. 
To v tem primeru pomeni predvsem gladek prehod jedrskih elektrarn iz obratujočih organizacij v organizacije za razgradnjo26.
To this end an internal management structure should: ο prioritise the allocation of the available resources; ο coordinate and monitor all activities until the completion of the decommissioning process; and ο direct the decommissioning teams to ensure the safety and cost effectiveness of the project. 
V ta namen bi struktura notranjega upravljanja morala: ο določiti prednostne naloge za dodelitev razpoložljivih sredstev; ο usklajevati in spremljati vse dejavnosti do zaključka procesa razgradnje ter ο usmerjati skupine za razgradnjo, da se zagotovita varnost in stroškovna učinkovitost projekta.
25 Mid-term evaluation of the decommissioning assistance to Lithuania and Slovakia provided under the protocols to the Treaty of Accession, Final Report, September 2007. 
25 Mid-term evaluation of the decommissioning assistance to Lithuania and Slovakia provided under the protocols to the Treaty of Accession, Final Report, september 2007 ( Vmesno vrednotenje pomoči Litvi in Slovaški za razgradnjo, zagotovljene po protokolih k pristopni pogodbi, končno poročilo).
Its overall conclusion is that the EU decommissioning assistance programme in the countries concerned is ‘a mixed bag’. 
Splošni zaključek poročila je, da je program pomoči EU zadevnim državam za razgradnjo „nekaj vmes“.
A key element stands out, that the EU decommissioning assistance is not based on a coherent strategy. 
Izstopa pomembno dejstvo, da pomoč EU za razgradnjo ne temelji na skladni strategiji.
26 See IAEA, Organisation and management for decommissioning of large nuclear facilities, Technical reports series No 399, Vienna 2000; Planning, managing and organising the decommissioning of nuclear facilities: lessons learned, IAEA-TECDOC-1394, Vienna, May 2004; Decommissioning of facilities using radioactive material, Safety requirements No WS-R-5, Vienna, 2006. 
399), Dunaj 2000; Planning, managing and organizing the decommissioning of nuclear facilities: lessons learned (Načrtovanje, upravljanje in organizacija razgradnje jedrskih obratov: pridobljene izkušnje), IAEA-TECDOC-1394, Dunaj, maj 2004; Decommissioning of facilities using radioactive material (Razgradnja obratov, ki uporabljajo radioaktivne materiale), Safety requirements No WS-R-5 (Varnostne zahteve št.
A significant part of the programmes’ expenditure (26 %) has been allocated to promote the planning and implementation of the decommissioning process, notably through: ο fully covering the costs of specialised decommissioning consultancy services embedded in the plant operators’ organisations, worth 125 million euro; and ο financing personnel costs worth 147 million euro for around 1 500 employees in all three plants. 
Precejšen del odhodkov programov (26 %) je bil dodeljen spodbujanju načrtovanja in izvajanja procesa razgradnje, in sicer predvsem za: ο kritje vseh stroškov specializiranih svetovalnih služb za razgradnjo, ki so del organizacij upravljavcev elektrarn, v višini 125 milijonov EUR in ο financiranje stroškov delovne sile v višini 147 milijonov EUR za približno 1 500 zaposlenih v vseh treh jedrskih elektrarnah.
These costs are additional to the operational costs of the EBRD (16,8 million euro) and the CPMA (1,5 million euro). 
Te stroške je treba prišteti stroškom poslovanja EBOR (16,8 milijona EUR) in Centralne agencije za vodenje projektov (1,5 milijona EUR).
The reactors were shut down between 2002 and 2009. 
Reaktorji so bili zaustavljeni med letoma 2002 in 2009.
However, the programmes have not yet triggered the required organisational changes to turn the operators into effective decommissioning organisations. 
Vendar programi še niso sprožili potrebnih organizacijskih sprememb, ki bi upravljavce spremenile v učinkovite organizacije za razgradnjo.
It is noted in particular that: ο the decommissioning organisations or services have limited influence on priority setting and subsequent allocation of available resources; ο due to the absence of adequate planning and monitoring tools, they cannot assess progress achieved in the implementation of the decommissioning plans; and that ο responsible departments are still very dependent on the work of the external consultants, even for tasks of a purely administrative nature. 25 Special Report No 16/2011 – EU Financial assistance for the decommissioning of nuclear plants in Bulgaria, Lithuania and Slovakia: Achievements and Future Challenges 
Še zlasti je opaziti, da: ο imajo organizacije ali službe za razgradnjo omejen vpliv na določanje prednostnih nalog in kasnejšo dodelitev razpoložljivih sredstev; ο doseženega napredka pri izvajanju načrtov za razgradnjo ne morejo oceniti, ker ni ustreznih orodij za načrtovanje in spremljanje, ter da ο so odgovorne službe, tudi pri nalogah povsem upravne narave, še vedno zelo odvisne od dela zunanjih svetovalcev. 25 Posebno poročilo št. 16/2011 – Finančna pomoč EU za razgradnjo jedrskih elektrarn v Bolgariji, Litvi in na Slovaškem: dosežki in prihodnji izzivi
26 CONCLUSIONS AND RECOMMENDATIONS 40. EU financial assistance to support decommissioning and mitigation measures in Bulgaria, Lithuania and Slovakia has helped these Member States to meet their commitments towards the early closure of eight nuclear reactors. 
Finančna pomoč EU v podporo ukrepom za razgradnjo in blaženje posledic v Bolgariji, Litvi in na Slovaškem je tem državam članicam olajšala izpolnjevanje zavez glede predčasnega zaprtja osmih jedrskih reaktorjev.
Reactors are now closed and partly defuelled, major preparatory works have been implemented and dismantling works have started. 
Reaktorji so sedaj zaprti in delno izpraznjeni, izvedena so glavna pripravljalna dela in začelo se je razstavljanje.
However, after more than 10 years of EU assistance, progress has been slow, as many projects still involve preparatory activities. 
Vendar je napredek po več kot desetih letih pomoči EU počasen, saj številni projekti še vedno vključujejo pripravljalne dejavnosti.
Moreover, the situation is rather unclear concerning the needs still to be met as a result of the early closure since no comprehensive needs assessment exist. 
Poleg tega so prisotne nejasnosti glede potreb, ki jih je zaradi predčasnega zaprtja še treba zadovoljiti, saj ni nobene celovite ocene le-teh.
As a result of a relatively loose policy framework, the programmes do not benefit from a comprehensive needs assessments, prioritisation and the setting of specific objectives and results to be achieved. 
Zaradi relativno ohlapnega političnega okvira se programi ne morejo opreti na celovito oceno potreb, določitev prednosti ter zastavljanje posebnih ciljev in rezultatov, ki jih je treba doseči.
Basic data on radioactive waste management inventories (and their characterisations) are either missing or have not yet been developed into detailed decommissioning plans. 
Osnovnih podatkov o popisih ravnanja z radioaktivnimi odpadki (in njihovih opredelitev) ni ali pa na njihovi podlagi še niso bili pripravljeni podrobni načrti za razgradnjo.
Required radioactive waste processing and storage technologies and facilities have not yet been fully designed. 
Tehnologi-je in obrati, potrebni za predelavo in skladiščenje radioaktivnih odpadkov, še niso bili v celoti zasnovani.
Responsibilities are diffused. 
Odgovornosti so razpršene.
The Commission’s supervision focuses on the budgetary execution and project implementation, rather than on the achievement of the programme objectives as a whole. 
Nadzor Komisije se namesto na uresničevanje ciljev programa kot celote osredotoča na izvrševanje proračuna in izvajanje projektov.
Although the overall cost for the completion of the programmes is unknown, it is clear that there is a significant funding shortfall. 
Celotni stroški dokončanja programov sicer niso znani, vendar je jasno, da je sredstev odločno premalo.
This puts at risk the completion of the decommissioning. Special Report No 16/2011 – EU Financial assistance for the decommissioning of nuclear plants in Bulgaria, Lithuania and Slovakia: Achievements and Future Challenges 
Zaradi tega je dokončanje razgradnje ogroženo. Posebno poročilo št. 16/2011 – Finančna pomoč EU za razgradnjo jedrskih elektrarn v Bolgariji, Litvi in na Slovaškem: dosežki in prihodnji izzivi
27 RECOMMENDATION ESTABLISH THE EXTENT OF EU SUPPORT IN A RESULT-ORIENTED WAY (a) The Commission should put in place the conditions for an effective, efficient and economical use of EU funds. 
27 PRIPOROČILO DOLOČITI OBSEG PODPORE EU NA CILJNO NARAVNAN NAČIN (a) Komisija bi morala vzpostaviti pogoje za uspešno, učinkovito in gospodarno uporabo sredstev EU.
To this effect: ο It should establish a detailed needs assessment showing the progress of the programmes so far, the activities still to be performed and an overall financing plan identifying the funding sources from the different stakeholders. ο Before further spending takes place, the Commission should analyse the resources available and the expected benefits. 
V ta namen bi morala: ο pripraviti podrobno oceno potreb, ki bo prikazala dosedanji napredek programov, dejavnosti, ki jih je še treba izvesti, in celotni načrt financiranja z opredeljenimi viri financiranja, ki jih bodo zagotovile različne zainteresirane strani; ο pred nadaljnjo porabo sredstev analizirati razpoložljiva sredstva in pričakovane koristi.
This should lead in turn to objectives being aligned with the budget made available and to the establishment of meaningful performance indicators, which can subsequently be monitored and reported on as necessary for the programme implementation as a whole. (b) Should the EU decide, as proposed by the Commission, to provide further financial assistance in the next multiannual financial framework, this support should be based on an ex ante evaluation of the EU added value of such intervention, identifying the specific activities to be financed through the EU budget, taking account of other funding facilities such as Structural Funds and the conditions for EU disbursements. 
To bi moralo privesti do uskladitve ciljev z razpoložljivim proračunom in do določitve smiselnih kazalnikov uspešnosti, ki jih bo kasneje za izvajanje celotnega programa mogoče po potrebi spremljati in o njih poročati. (b) Če se bo EU odločila, kot je predlagala Komisija, da bo v naslednjem večletnem finančnem okviru zagotovila dodatno finančno pomoč, mora slednja temeljiti na predhodni oceni evropske dodane vrednosti takšnega posredovanja, v kateri bodo navedene posamezne dejavnosti, ki bodo financirane iz proračuna EU, ter upoštevani ostali viri financiranja, kot so strukturni skladi, in pogoji za izplačevanje sredstev EU.
This Report was adopted by Chamber II, headed by Mr Harald NOACK, Member of the Court of Auditors, in Luxembourg at its meeting of 26 October 2011. 
To poročilo je sprejel senat II, ki ga vodi g. Harald NOACK, član Evropskega računskega sodišča, v Luxembourgu na svojem zasedanju 26. oktobra 2011.
For the Court of Auditors Vítor Manuel da SILVA CALDEIRA President Special Report No 16/2011 – EU Financial assistance for the decommissioning of nuclear plants in Bulgaria, Lithuania and Slovakia: Achievements and Future Challenges 
Za Računsko sodišče Vítor Manuel da SILVA CALDEIRA Predsednik Posebno poročilo št. 16/2011 – Finančna pomoč EU za razgradnjo jedrskih elektrarn v Bolgariji, Litvi in na Slovaškem: dosežki in prihodnji izzivi
ANNEX I LIFE-CYCLE OF A NUCLEAR POWER PLANT SITING The process of selecting a suitable site for a facility, including appropriate assessment and preparation of the related design bases. 
PRILOGA I ŽIVLJENJSKI CIKEL JEDRSKE ELEKTRARNE IZBIRA LOKACIJE Proces izbire primerne lokacije za obrat, vključno s primerno oceno in pripravo povezanih projektnih osnov.
DESIGN The process and the result of developing a concept, detailed plans, supporting calculations and specifications for a facility and its parts. 
PROJEKTIRANJE Proces in rezultat razvoja idejne zasnove, podrobni načrti, podporni izračuni in specifikacije za obrat in njegove dele.
CONSTRUCTION The process of manufacturing and assembling the components of a facility, carrying out civil works, installation of components and equipment, and performance of associated tests. 
IZGRADNJA Proces izdelave in montaže sestavnih delov obrata, izvedba gradbenih del, montaža sestavnih delov in opreme ter izvajanje ustreznih preskusov.
COMMISSIONING The process by means of which systems and components of facilities and activities, having been constructed, are made operational and verified to be in accordance with the design and to have met the required performance criteria. 
ZAGON Proces, s katerim se zagotovi obratovalna sposobnost sistemov in sestavnih delov obratov ter dejavnosti po dokončanju izgradnje ter preveri njihova skladnost s projektom in izpolnjevanje zahtevanih izvedbenih meril.
OPERATION All activities performed to achieve the purpose for which an authorized facility was constructed. 
OBRATOVANJE Vse dejavnosti, ki se izvajajo za uresničitev namena, za katerega je bil odobreni obrat zgrajen.
DECOMMISSIONING Administrative and technical actions taken to allow the removal of some or all of the regulatory controls from a facility. 
RAZGRADNJA Upravni in tehnični ukrepi, katerih namen je omogočiti opustitev dela ali celotnega nadzora obrata s strani regulatorja.
Principal steps: 1. 
Glavni koraki: 1.
Final shut down 2. 
Končna zaustavitev. 2.
Removal of radioactive sources incl. liquids 3. 
Odstranitev virov radioaktivnosti, vključno s tekočinami. 3.
Decontamination, dismanting and clean-out 4. 
Dekontaminacija, razstavljanje in izpraznitev. 4.
Immediate or deferred dismantling of structures 5. 
Takojšnja ali kasnejša razgradnja struktur. 5.
Waste management-treatment, storage and disposal of operational and decommissioning wastes 6. 
Upravljanje ravnanja z odpadki, skladiščenje in odlaganje odpadkov iz obratovanja in razgradnje. 6.
Survey and release of site for unrestricted use Source: European Court of Auditors, based on general guidance material published by the International Atomic Energy Agency and the Nuclear Energy Agency. 28 Special Report No 16/2011 – EU Financial assistance for the decommissioning of nuclear plants in Bulgaria, Lithuania and Slovakia: Achievements and Future Challenges 
Vir: Evropsko računsko sodišče, na podlagi splošnih usmerjevalnih gradiv, ki sta jih objavili Mednarodna agencija za jedrsko energijo in Agencija za jedrsko energijo. 28 Posebno poročilo št. 16/2011 – Finančna pomoč EU za razgradnjo jedrskih elektrarn v Bolgariji, Litvi in na Slovaškem: dosežki in prihodnji izzivi
ANNEX II 31 Special Report No 16/2011 – EU Financial assistance for the decommissioning of nuclear plants in Bulgaria, Lithuania and Slovakia: Achievements and Future Challenges Bohunice Nuclear Decommissioning Assistance Programme Other donors’ contribution EBRD Operational costs 613 million euro Joint Management Mode Pre-accession Period (1999 to 2003) PHARE PROGRAMME 90 million euro 210,1 million euro allocated Accession Period (2004 to 2006) PROTOCOL 9 of the act to the Accession Treaty 100 million euro Payments 196,4 million euro allocated Post-accession Period (2007 to 2013) Council Regulation (Euratom) No 549/2007 423 million euro Not yet allocated Commitments 423,7 million euro (97 %) (241,4 million actually paid) 447,0 million euro 423,7 million euro (264,7 million euro actually placed) Energy Projects 241,4 million euro 189,3 million euro Bohunice V-1 Programme (Slovakia) 11,5 million euro (3 %) (11,5 million actually paid) 5,5 million euro EU Contribution (Bohunice International Decommissioning Support Fund) Interests generated 11,8 million euro Not yet allocated BIDSF Decommissioning Projects 35,0 million euro 
PRILOGA II 31 Posebno poročilo št. 16/2011 – Finančna pomoč EU za razgradnjo jedrskih elektrarn v Bolgariji, Litvi in na Slovaškem: dosežki in prihodnji izzivi Program pomoči za razgradnjo jedrske elektrarne Bohunice Prispevek drugih donatorjev 11,5 milijona EUR (3 %) (11,5 milijona dejansko vplačanih) Operativni stroški EBOR 613 milijonov EUR Skupni način upravljanja Predpristopno obdobje (1999 do 2003) PROGRAM PHARE 90 milijonov EUR 210,1 milijona EUR dodeljenih Pristopno obdobje (2004 do 2006) PROTOKOL 9 akta k Pogodbi o pristopu 100 milijonov EUR Plačila 196,4 milijona EUR dodeljenih Popristopno obdobje (2007 do 2013) Uredba Sveta (Euratom) št.