natgillin/translations-raw huggingface dataset:
In particular, in addition to the issues raised in Box 2, the strategy should address the question of how the Commission will seek to ensure that this policy priority is actually translated into environment programmes and projects in the Country Strategy Papers. 
Poleg vprašanj, izpostavljenih v okviru 2, bi morala strategija še zlasti obravnavati vprašanje, kako bo Komisija poskušala zagotoviti, da bo ta prednostna politika resnično prenesena v okoljske programe in projekte v državnih strateških dokumentih.
This is an important consideration since this sector is only one of (5) The Commission Staff Working Paper ÔProposal for a Joint Declaration by the Council, the European Parliament and the Commission on the EU Development PolicyŐ of 13 July 2005 envisaged Ôgreater attention to the environmental dimension of sustainable development through its ŇpromotionÓ from cross-cutting theme ... to explicit objective of EU aid mirrored by detailed thematic priorities of EC aidŐ. 
Upoštevanje tega je pomembno, (5) Delovni dokument uslužbencev Komisije „Predlog za skupno izjavo Sveta, Evropskega parlamenta in Komisije o razvojni politiki EU“ z dne 13. julija 2005 je predvidel večjo pozornost, namenjeno okoljski razsežnosti trajnostnega razvoja, in sicer tako, da z medsektorske teme napreduje v izrecen cilj pomoči EU, ki ga bodo odražale podrobne tematske prednostne naloge pomoči ES.
C 235/8 EN Official Journal of the European Union 29.9.2006 nine priority fields and beneficiary countries are required to concentrate funding received on just one or two focal sectors. 
C 235/8 SL Uradni list Evropske unije 29.9.2006 saj je ta sektor le eno izmed devetih prednostnih področij, države upravičenke pa morajo prejeta sredstva osredotočiti samo na enega ali dva središčna sektorja.
Given that in most beneficiary countries environment is not the highest priority, there is a risk that they will allocate relatively little funding to the environment and natural resource sector despite the new emphasis in the CommissionŐs development policy on financing environmental programmes and projects. 
Kljub novemu poudarku o financiranju okoljskih programov in projektov v razvojni politiki Komisije, obstaja tveganje, da bodo države upravičenke sektorju okolja in naravnih virov dodelile relativno malo sredstev, saj v večini njih okolje nima najvišje prednosti.
Adequate management arrangements for implementing the CommissionŐs environment mainstreaming strategy and assessing the environmental performance of its development aid are still to be made 14. 
Ustrezna ureditev upravljanja za izvajanje Komisijine strategije za integracijo okolja in ocenjevanje okoljske učinkovitosti njene razvojne pomoči še ni vzpostavljena 14.
Given the fact that the main strategy document on the environmental aspects of development cooperation focuses on mainstreaming, this section particularly addresses the management arrangements put in place to follow up this strategy. 
Ker se glavni strateški dokument o okoljskih vidikih razvojnega sodelovanja osredotoča na integracijo, se ta razdelek še zlasti ukvarja z ureditvami upravljanja, vzpostavljenimi za nadaljnje ukrepanje v zvezi s to strategijo.
The section also assesses what steps have been taken by the Commission to assess the overall environmental performance of its aid, both in terms of mainstreaming and environment projects financed. 
V tem razdelku je z vidika integracije in financiranih okoljskih projektov ocenjeno tudi, kakšne ukrepe je Komisija sprejela za ocenitev splošne okoljske učinkovitosti njene pomoči.
Mechanism for overseeing the implementation of the environmental mainstreaming strategy 15. 
Mehanizem za nadzorovanje izvajanja strategije za integracijo okolja 15.
The implementation of strategies to mainstream the environment into development cooperation is proving a major challenge not just for the Commission but also for other donors. 
Izvajanje strategij za integracijo okolja v razvojno sodelovanje se kaže kot velik izziv ne le za Komisijo, ampak tudi za druge donatorje.
In the Commission the fact that responsibilities for external aid are spread across three Directorates-General (Directorate-General for Development, Directorate-General for External Relations, Europe Aid Office) renders the task even more difficult. 
Ker so v Komisiji odgovornosti za zunanjo pomoč porazdeljene med tri generalne direktorate (Generalni direktorat za razvoj, Generalni direktorat za zunanje odnose, Urad za sodelovanje Europe Aid), je ta naloga še težja.
With a view to ensuring effective implementation and facilitating coordination, the Commission established an ÔOpera-tional Framework for Further MainstreamingŐ as an Annex to its Staff Working Paper on environmental mainstreaming. 
Komisija je za zagotovitev učinkovitega izvajanja in lažje koordinacije kot prilogo delovnemu dokumentu uslužbencev o okoljski integraciji vzpostavila „Operativni okvir za nadaljnjo integracijo“.
This framework sets out the objectives, type of activities, completion dates and Directorates General involved. 
Ta okvir določa cilje, vrsto dejavnosti, datume za dokončanje in zadevne generalne direktorate.
However, no interservice steering group was established to ensure the systematic overall follow-up of the frameworkŐs implementation. 
Vendar ni bila ustanovljena nobena medresorska usmerjevalna skupina, ki bi zagotovila sistematično spremljanje izvajanja okvira.
Partly for this reason progress on the different activities identified in the framework has varied greatly, depending on the area concerned, but has nearly always been delayed or not implemented. 
Napredek pri različnih dejavnostih, opredeljenih v okviru, je bil, delno tudi zaradi tega, zelo različen in odvisen od zadevnega področja, vendar je skoraj vedno prihajalo do zamud ali neizvajanja.
The Staff Working Paper notes that Ôin order to steer the environment integration process it will be necessary to develop a set of performance criteria that can measure its progressŐ. 
V delovnem dokumentu uslužbencev je navedeno, „da bo za usmerjanje procesa integracije okolja treba razviti vrsto meril učinkovitosti, s katerimi bo možno izmeriti njeno uspešnost“.
However, no such performance criteria have been established, nor has there been any overall internal or external reporting on the frameworkŐs implementation status. 
Vendar taka merila učinkovitosti niso bila vzpostavljena, prav tako pa ni bilo splošnega notranjega ali zunanjega poročanja o stanju izvajanja okvira.
Building the CommissionŐs capacity to implement the environmental mainstreaming strategy 18. 
Izgradnja zmogljivosti Komisije za izvajanje integracije za okolje 18.
The question of whether the Commission has sufficient staff to implement its environmental mainstreaming strategy has not been subject to an adequate review by the Commission. 
Komisija ni ustrezno preučila vprašanja, ali ima dovolj uslužbencev za izvajanje svoje strategije integracije okolja.
In its Staff Working Paper on environmental mainstreaming, the Commission merely noted Ôa need to increase the number of environmental generalistsŐ and a requirement for Ôspecialists ... for short periods of timeŐ. 
V svojem delovnem dokumentu za uslužbence o integraciji okolja, je Komisija zgolj navedla „potrebo po povečanju števila strokovnjakov s splošnim znanjem o okolju“ in zahtevo po „strokovnjakih ... za kratka časovna obdobja“.
The Commission has not taken sufficient steps to address these needs despite the fact that conclusion 4.3. of the Goeteborg European Council stated that: ÔThe capacity of the Commission services required for effective environmental integration, both in Brussels and in the delegations, should be ensured through the allocation of appropriate human resources as well as training, knowledge-sharing and the proper use of feedbackŐ. 
Komisija ni uvedla zadostnih ukrepov za reševanje teh potreb, čeprav je sklep 4.3. Evropskega sveta v Göteborgu navajal: „Zmogljivost služb Komisije, ki je tako v Bruslju kot v delegacijah potrebna za uspešno integracijo okolja, bi morala biti zagotovljena z dodeljevanjem ustreznih človeških virov ter usposabljanjem, izmenjavo znanja in ustrezno uporabo povratnih informacij“.
The CommissionŐs approach to building up its capacity has focused on training and support to existing staff on mainstreaming the environment. 
Pristop Komisije k izgradnji njene zmogljivosti je bil osredotočen na usposabljanje in podporo obstoječim uslužbencem, na področju integracije okolja.
The main tools for doing this were: (a) the creation of an environment helpdesk to provide advice on mainstreaming; (b) the issuing of a manual on how to mainstream the environment; (c) the provision of training courses on mainstreaming the environment. 
Glavna orodja za to so bila: (a) ustanovitev klicnega centra za okolje za zagotavljanje svetovanja o integraciji; (b) izdaja priročnika o načinih integracije okolja; (c) zagotavljanje tečajev usposabljanja o integraciji okolja.
Because of limited in-house expertise, the Commission has contracted environmental experts to carry out this work. 
Komisija je zaradi omejenega strokovnega znanja znotraj institucije za izvedbo tega dela sklenila pogodbe z okoljskimi strokovnjaki.
However, it has experienced difficulty in the implementation of each of these areas. 
Vendar je pri izvajanju vsakega od teh področij naletela na težave.
While an environment helpdesk was in place from 1999 to 2002, after the expiry of the contract a new helpdesk, consisting of three environmental experts, was not contracted until 2004. 
Čeprav je klicni center za okolje deloval v obdobju 1999–2002, po izteku te pogodbe do leta 2004 ni bila sklenjena pogodba za nov klicni center, sestavljen iz treh okoljskih strokovnjakov.
In a situation where the Commission relied heavily on outside expertise, this two-year gap has seriously delayed the implementation of the CommissionŐs mainstreaming strategy, since the helpdesk provides not only advice but has also been responsible for the manual and training. 
V razmerah, ko se je Komisija močno opirala na zunanje strokovno znanje, je ta dvoletna vrzel povzročila velike zamude pri izvajanju strategije integracije, saj klicni center ne zagotavlja le svetovanja, ampak je odgovoren tudi za priročnik in usposabljanje.
29.9.2006 EN Official Journal of the European Union C 235/9 21. 
29.9.2006 SL Uradni list Evropske unije C 235/9 21.
The mainstreaming strategy included the establishment of an environment mainstreaming manual by 2003. 
Strategija integracije je vsebovala pripravo priročnika za integracijo okolja do leta 2003.
Although preparation originally began in 1998, at the end of 2005 it was still not completed (see Box 3 for details). work on how to better take into account environment questions in development projects and contribute to disseminating best practice. 
Čeprav se je priprava prvotno začela leta 1998, ta ob koncu leta 2005 še vedno ni bil dokončan (za podrobnosti glej okvir 3). upoštevati okoljska vprašanja v razvojnih projektih in kako prispevati k širjenju najboljše prakse in jih med sabo povezati.
However, while the network met four times up to May 2004, no meetings have been held since. 
Čeprav so se predstavniki mreže do maja 2004 srečali štirikrat, od takrat niso imeli več sestankov.
The network was also largely centred on officials in Europeaid and did not sufficiently incorporate other Commission services, in particular the Delegations. 
Mreža je bila v veliki meri tudi osredotočena na uradnike v EuropeAid in ni dovolj vključevala drugih služb Komisije, zlasti delegacij.
The network has therefore thus far made little contribution to building up in-house capacity. 
Mreža tako doslej ni veliko prispevala k povečevanju notranje zmogljivosti.
Systems for assessing the environmental performance of the CommissionŐs development aid 24. 
Sistemi za ocenjevanje okoljske učinkovitosti razvojne pomoči Komisije 24.
The Commission also conducts evaluations, both at the level of regulations and sectors, which are organised by the Europeaid Evaluation Unit, and of individual projects, which are organised by its Delegations. 
Komisija izvaja tudi vrednotenja tako na ravni predpisov kot sektorjev, ki jih organizira enota za vrednotenje v uradu EuropeAid, kot na ravni posameznih projektov, ki jih organizirajo njene delegacije.
The CommissionŐs operational framework (see paragraph 16) required the independent evaluation of the environmental performance of EC aid over the period 1996 to 2000, as part of a regular evaluation process for environmental performance. 
Kot del rednega postopka vrednotenja okoljske učinkovitosti je operativni okvir Komisije (glej odstavek 16) za obdobje 1996–2000 zahteval neodvisno vrednotenje okoljske učinkovitosti pomoči ES.
This could have been used to establish baseline data and test out performance indicators (see paragraph 17). 
To vrednotenje bi lahko uporabili za vzpostavitev izhodiščnih podatkov in preizkus kazalnikov uspešnosti (glej odstavek 17).
In addition, it could have identified the lessons to be learned from previous interventions and these could have been used as inputs to developing a comprehensive strategy for the environment (see paragraph 11). 
Poleg tega bi na ta način lahko odkrili izkušnje, pridobljene iz prejšnjih posredovanj, ki bi jih lahko uporabili za izhodišča za razvoj izčrpne strategije za okolje (glej odstavek 11).
However, the evaluation, which was planned to be completed by mid-2002, has still not been carried out (1). 
Vendar vrednotenje, ki bi po načrtu moralo biti končano do sredine leta 2002, še vedno ni bilo izvedeno (1).
At the level of individual environment projects the CommissionŐs headquarters have no system for obtaining and assessing the results of evaluations organised by Commission delegations. 
Sedež Komisije na ravni posameznih okoljskih projektov nima sistema za pridobivanje in ocenjevanje rezultatov vrednotenj, ki jih organizirajo delegacije Komisije.
Consequently there are no procedures for disseminating lessons learned and best practices from completed evaluation projects. 
Zato tudi ni postopkov za širjenje pridobljenih izkušenj in najboljših praks, ugotovljenih pri vrednotenju dokončanih projektov.
There is similarly no system in place for obtaining and assessing information on the environmental impact of non-environmental projects. 
Podobno tudi ni vzpostavljenega sistema za pridobivanje in ocenjevanje informacij o okoljskem vplivu projektov, ki niso povezani z okoljem.
The Commission has had a system in place since 2001 to monitor ongoing development projects called the Ôresults oriented monitoring systemŐ. 
Komisija ima od leta 2001 vzpostavljen sistem za spremljanje tekočih razvojnih projektov, ki se imenuje „sistem spremljanja, usmerjen k rezultatom“.
The system requires all development projects over one million euro to be visited approximately every twelve months by monitors from consultancy companies contracted by the Commission for this purpose. 
V okviru tega sistema morajo vse razvojne projekte, ki presegajo vrednost milijon EUR približno vsakih dvanajst mesecev obiskati nadzorniki iz svetovalnih podjetij, s katerimi ima Komisija za ta namen sklenjene pogodbe.
The monitors assess each project and give it a ÔscoreŐ based on a set of five criteria: relevance, efficiency, effectiveness, impact and sustainability and related sub-criteria including environmental sustainability. 
Nadzorniki ocenijo vsak projekt in mu dajo „oceno“ na podlagi seznama petih meril: pomembnosti, učinkovitosti, uspešnosti, vpliva in trajnosti ter sorodnih ožjih meril, vključno z okoljsko trajnostjo.
However, the quantitative and qualitative findings of these reports are not systematically analysed by Commission headquarters to assess the overall performance of environment projects and the degree to which the environment has been integrated into other development projects. 
Vendar na sedežu Komisije kvantitativnih in kvalitativnih ugotovitev teh poročil, da bi ocenili splošno učinkovitost okoljskih projektov in do kakšne mere je bilo okolje zajeto v druge razvojne projekte, ne analizirajo sistematično.
(1) The Commission did organise a more specific evaluation of the Environment and Tropical Forest budget line, as laid down in the related Regulations in 2004. 
(1) Komisija je organizirala bolj specifično vrednotenje proračunske vrstice za okolje in tropske gozdove, kot to določajo s tem povezani predpisi iz leta 2004.
Box 3 A Manual for mainstreaming the environment The Commission contracted a consultancy firm in 1998 for 12 months but the manual finally produced in 2001 was considered to be inadequate and was not formally approved. 
Okvir 3 Priročnik za integracijo okolja Komisija je leta 1998 za 12 mesecev sklenila pogodbo s svetovalnim podjetjem, vendar je menila, da je priročnik, ki je bil končno pripravljen leta 2001, neustrezen in ni bil formalno odobren.
As a result it remained only a draft document. 
Zato je ta dokument ostal samo osnutek.
The manual has been little used firstly because of its draft status, secondly because it was extremely lengthy, and thirdly because its existence was not even known by some staff. 
Priročnik je bil malo uporabljan, prvič zaradi svojega statusa osnutka, drugič, ker je bil zelo dolg, in tretjič, ker nekateri uslužbenci sploh niso vedeli zanj.
Significant work on a revised manual only began in mid-2004 with the contracting of a new consultancy firm. 
Obsežno delo pri pregledanem priročniku se je začelo šele sredi leta 2004, ko je bila sklenjena pogodba z novim svetovalnim podjetjem.
Because of the complexity of the task, the higher priority assigned by the Commission to setting up a training programme and frequent changes in the Commission staff managing the contract, the revised manual had still not been completed at the end of 2005. 
Zaradi zapletenosti naloge, višje prednosti, ki jo je Komisija dodelila uvedbi programa za usposabljanje, in pogostih menjav osebja Komisije, ki je upravljalo pogodbo, prenovljen priročnik konec leta 2005 še ni bil dokončan.
The mainstreaming strategy foresaw that Ôevery official in key policy areas or with geographical responsibility in headquarters and DelegationsŐ would have completed training by the end of 2004. 
Strategija integracije je predvidevala, da „bo vsak uradnik na ključnih področjih politike ali z geografsko odgovornostjo na sedežu in v delegacijah“ zaključil usposabljanje do konca leta 2004.
In fact the training courses only began in November 2004 and have not been compulsory. 
V resnici so se tečaji usposabljanja začeli šele novembra leta 2004 in niso bili obvezni.
It was also planned that the training would use the new manual but this has not proved possible (see paragraph 21). 
Načrtovano je bilo tudi, da se bo na usposabljanju uporabljal nov priročnik, vendar se je izkazalo, da to ni mogoče (glej odstavek 21).
Courses at Commission headquarters have been poorly attended. 
Tečaji na sedežu Komisije so bili slabo obiskani.
While overall attendance levels have been better for training at the Delegations, the number of Commission staff attending is still limited (see Box 4). 
Čeprav je bila udeležba na tečajih usposabljanja v delegacijah višja, je število uslužbencev Komisije na tečajih še vedno omejeno (glej okvir 4).
Several sessions had to be cancelled because of insufficient participants. 
Zaradi nezadostne udeležbe je bilo treba več srečanj odpovedati.
37 staff from DG Relex attended a half day training course on environmental mainstreaming at the programming stage, however only 9 staff attended the full 2 day training module on this subject, although 2005 was the key year for DG Relex to prepare the CSPs for 2007 to 2013. 
37 uslužbencev GD RELEX se je udeležilo poldnevnega usposabljanja o integraciji okolja v fazi programiranja, vendar se je samo 9 uslužbencev udeležilo polnega dvodnevnega modula na to temo, čeprav je bilo leto 2005 ključno za pripravo državnih strateških dokumentov za obdobje 2007–2013.
For the Delegations, the training budget allocated was only sufficient for courses to be held in 20 Delegations (attended by Delegation staff and staff from organisations in the beneficiary countries). 
Pri delegacijah so dodeljena proračunska sredstva za usposabljanje zadostovala samo za tečaje v 20 delegacijah (ki se jih je udeležilo osebje iz delegacij in osebje iz organizacij v državah upravičenkah).
The training took place too late for most Delegations in Asia, Latin America and the Mediterranean to be able to benefit from it when preparing the new CSPs. 
Za večino delegacij iz Azije, Latinske Amerike in Sredozemlja je bilo usposabljanje izvedeno prepozno, da bi jim koristilo pri pripravi novih strateških dokumentov.
One initiative which had the potential to build up the CommissionŐs in-house capacity to manage the environmental aspects of development cooperation was the setting-up in 2003 of an Ôenvironmental focal point networkŐ. 
Vzpostavitev „mreže okoljskih kontaktnih točk“ leta 2003 je bila pobuda, ki je imela potencial za povečanje Komisijine notranje zmogljivosti za upravljanje okoljskih vidikov razvojnega sodelovanja.
The network was intended to identify and link up one official from each unit to 
Namen mreže je bil iz vsake enote določiti po enega uradnika, ki bi se ukvarjal z načini, kako bolje
C 235/10 EN Official Journal of the European Union 29.9.2006 27. 
C 235/10 SL Uradni list Evropske unije 29.9.2006 27.
The Commission uses the OECD DAC financial monitoring and reporting system which is not adequate since it allows projects to be identified where environment-related expenditure has been made but not the amount of that expenditure. 
Komisija uporablja sistem finančnega spremljanja in poročanja Odbora za razvojno pomoč OECD, ki je neustrezen, ker omogoča opredelitev projektov, pri katerih je prišlo do odhodkov, povezanih z okoljem, ne pa tudi zneska teh odhodkov.
The coding system used by the World Bank tackles this issue (1). 
Šif-rirni sistem, ki ga uporablja Svetovna banka, rešuje to vpraša-nje(1).
In addition, inconsistent use by the Commission of the marker system established for identifying expenditure made in the context of the MEAs has meant that it has not been able to accurately meet its reporting obligations under the MEAs. 
Ker je Komisija poleg tega nedosledno uporabljala markirni sistem, vzpostavljen za ugotavljanje odhodkov v okviru večstranskih okoljskih sporazumov, je to pomenilo, da v okviru teh ni zmogla natančno izpolnjevati svojih obveznosti poročanja.
AN ASSESSMENT OF THE EFFECTIVENESS OF THE COMMISSIONŐS ENVIRONMENTAL MAINSTREAMING Introduction 28. 
OCENA USPEŠNOSTI KOMISIJINE INTEGRACIJE OKOLJA Uvod 28.
This part of the report assesses how effectively the Commission has mainstreamed the environment into its development cooperation. 
Ta del poročila ocenjuje, kako uspešno je Komisija integrirala okolje v svoje razvojno sodelovanje.
The assessment was carried out on three different types of Commission intervention: (a) Country Strategy Papers; (b) budgetary support programmes; (c) non-environment projects. 
Ocena je bila izvedena pri treh različnih vrstah posredovanja Komisije: (a) pri državnih strateških dokumentih; (b) pri programih proračunske podpore; (c) pri projektih, ki niso bili povezani z okoljem.
Progress was made in 2005 in developing country environmental analysis for new Country Strategy Papers although its impact cannot yet be assessed 29. 
V okoljski analizi za države v razvoju je bil pri novih državnih strateških dokumentih leta 2005 dosežen napredek, čeprav njegovega vpliva še ni mogoče oceniti 29.
The Commission drew up Country Strategy Papers (CSPs) for the first time in 2001 and 2002 for each of the countries and regions to which it gives development assistance in order to set out what form the CommissionŐs assistance should take over the period 2006 to 2007. 
Da bi lahko določila obliko svoje pomoči za obdobje do 2006–2007, je Komisija v letih 2001 in 2002 za vse države in regije, ki jim daje razvojno pomoč, prvič pripravila državne strateške dokumente.