natgillin/translations-raw huggingface dataset:
IX. The CommissionŐs position on the CourtŐs recommendations is as follows: Ń A set of indicators based primarily on financial data was put in place from the beginning of the reform. 
C 72/6 SL Uradni list Evropske unije 22.3.2005 IX. — — — — — — — Stališče Komisije glede priporočil Sodišča je naslednje: Od začetka reforme je bil vzpostavljen sistem kazalcev, ki temelji predvsem na finančnih informacijah.
Work on the development of complementary indicators, to measure improvement in speed and quality of aid delivery is ongoing. 
V teku je razvijanje dopolnilnih kazalcev za merjenje napredka glede hitrosti in kakovosti izvajanja pomoči.
Ń At the end of 2005, after the completion of the devolution process, the monitoring of costs will allow for a comparison with initial estimates. 
Konec leta 2005 po zaključku procesa prenosa bo spremljanje stroškov omogočilo primerjanje s prvotno ocenjenimi stroški.
Ń Devolution has focused attention on improving the recruitment procedures and conditions in the delegations. 
S prenosom se velika pozornost nameni izboljšanju postopkov in pogojev zaposlovanja v delegacijah.
Ń Enhancing the role of CRIS (Common Relex Information System) as a planning and management tool will further improve EuropeAidŐs capacity of monitoring and support. 
Krepitev vloge CRIS (Skupni informacijski sistem Relex) kot orodja za načrtovanje in upravljanje bo še povečala sposobnost EuropeAid pri spremljanju in podpori.
Significant efforts are being been made to ensure proper training of delegation staff. 
Vlagajo se velika prizadevanja za zagotavljanje ustreznega usposabljanja osebja delegacij.
More training sessions are now being organised overseas, and e-learning modules are being developed. 
Organizirajo se dodatna usposabljanja v tujini, razvijajo pa se tudi moduli e-učenja.
EuropeAid is taking measures to improve the performance of national administrations. 
EuropeAid sprejema ukrepe za izboljšanje zmogljivosti državnih uprav.
82. Pursuant to Action 73 of the White Paper on ÔReforming the CommissionŐ, the Commission established a centralised unit to harmonise model contracts and grant agreement management. 
Komisija je na podlagi ukrepa 73 bele knjige o „reformi Komisije“ ustanovila centralizirano enoto za usklajevanje vzorčnih pogodb in upravljanje sporazumov o donaciji.
Furthermore, the review of the Implementing Rules to the Financial Regulation launched by the Commission in October 2004 proposes a simplified system for awarding contracts for the CommissionŐs own account, including those managed by the delegations. 
Revizija pravil izvajanja finančne uredbe, ki jo je Komisija uvedla oktobra 2004, poleg tega predlaga poenostavljen sistem za dodeljevanje pogodb za Komisijo, vključno tistih, ki jih upravljajo delegacije.
SUMMARY ................................................................ 
UVOD....................................................................
INTRODUCTION ........................................................... 
Nedoseženialidelnodoseženicilji ..........................................
TheEUandtheRussianFederation ......................................... Auditscopeandapproach ................................................ OBSERVATIONS............................................................ 
Opredelitevinnačrtovanjeprojektov ........................................ Slabauporabasistemazaupravljanjeprojektnegacikla ......................
Projectidentificationandplanning .......................................... 
Dolgčasovnirazporednačrtovanjaprojektov .............................
Projectfinancing ........................................................ Problemsrelatedtothedeterminationoftheprojectsize .................... Rarenationalco-financing ............................................ 
Nenatančnialimanjkajočicilji ......................................... Neuspešenizborinsodelovanjeupravičencev .............................
Delaysinimplementation ............................................. 
Težavepriopredelitvivelikostiprojektov .................................
ContractorsŐperformancewasgenerallyacceptable ......................... 
NakupibrezDDVpridomačihdobaviteljihnemogoči.......................
I-VII 1-16 1-8 9 10-11 12-16 17-53 18-19 20-22 23-34 23-24 25 26-28 29-31 32-34 35-38 35-36 37-38 39-49 39-40 41 42 43-46 47 Paragraph Page 2 3 4 4 4 4 5 5 5 6 6 6 6 7 7 7 8 8 8 8 8 9 9 9 9 
I–VII 1–16 1–8 9 10–11 12–16 17–53 18–19 20–22 23–34 23–24 25 26–28 29–31 32–34 35–38 35–36 37–38 39–49 39–40 41 42 43–46 47 Odstavek Stran 2 3 4 4 4 4 5 5 5 6 6 6 6 7 7 7 8 8 8 8 8 9 9 9 9 C 119/2 SL Uradni list Evropske unije 19.5.2006 Uspešnodelonadzornikov ............................................
Conclusions............................................................ 
Pomanjkanjevrednotenja .............................................
Recommendations ...................................................... ABBREVIATIONS AP Action Programme CBC Cross-Border Cooperation CIS Commonwealth of Independent States DG Directorate-General EuropeAid Europe Aid Cooperation Office MIP Multi-annual Indicative Programme PCA Partnership and Cooperation Agreement PCM Project Cycle Management RCoA Russian Chamber of Accounts RELEX DG External Relations SME Small and Medium Enterprise SP Strategy Paper TACIS Technical Assistance for the Commonwealth of Independent States ToR Terms of Reference Paragraph Page 48-49 9 50-53 10 50-51 10 52 10 53 10 54-56 10 54-55 10 56 11 TheCommissionŐsreplies .............................................................. 
Zaključki.............................................................. Priporočila............................................................. KRATICE AP Akcijski program ČS Čezmejno sodelovanje SND Skupnost neodvisnih držav GD Generalni direktorat EuropAid Urad za sodelovanje Europe Aid VIP Večletni indikativni program SPS Sporazum o partnerstvu in sodelovanju UPC Upravljanje projektnega cikla RRZ Ruska računovodska zbornica RELEX Generalni direktorat za zunanje odnose MSP Mala in srednje velika podjetja SD Strateški dokument TACIS Tehnična pomoč za Skupnost neodvisnih držav (Technical Assistance for Commonwealth of Independent Countries) PN Projektna naloga (ToR, Terms of Reference) 56 11 OdgovoriKomisije ....................................................................
12 19.5.2006 EN Official Journal of the European Union C 119/3 SUMMARY I. From 1991 to 2006 over 7 000 million euro have been allocated by the European Union for the TACIS (1) programme devoted to assist the newly created Commonwealth of Independent States (CIS) after the break-up of the Soviet Union. 
19.5.2006 SL Uradni list Evropske unije C 119/3 POVZETEK I. Evropska unija je med letoma 1991 in 2006 dodelila več kot 7 000 milijonov EUR programu TACIS (1), ki je namenjen pomoči novoustanovljeni Skupnosti neodvisnih držav (SND) po razpadu Sovjetske zveze.
The objective of this programme was and still is to promote the transition to market economy and to reinforce democracy and the rule of law in the recipient countries. 
Cilj tega programa je bil in še vedno je spodbujanje prehoda na tržno gospodarstvo in krepitev demokracije ter pravne države v državah prejemnicah.
The European Commission services are in the process of devising a new concept and legal basis for assistance from 2007 onwards (see paragraphs 1 to 8). 
Službe Evropske komisije so v postopku priprave novega koncepta in pravne podlage za pomoč od leta 2007 dalje (glej odstavke 1 do 8).
The Russian Federation is the largest beneficiary of the TACIS programme, having received about 40 % of all funding under the programme. 
Ruska federacija je največja upravičenka programa TACIS, saj je prejela okoli 40 % vseh sredstev iz tega programa.
In total the TACIS funding allocated to the Russian Federation has been about 200 million euro annually. 
Ruska federacija je do sedaj letno prejemala skupaj okoli 200 milijonov EUR sredstev TACIS.
TACIS aims to help create the conditions for sound economic growth and develop a true partnership between the Russian Federation and the EU (see paragraphs 9 to 11). 
Cilj programa TACIS je pomoč pri ustvarjanju pogojev za zdravo gospodarsko rast in razvoj pravega partnerstva med Rusko federacijo in EU (glej odstavke 9 do 11).
The objective of the CourtŐs audit 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 Sodišča je bil oceniti, ali je Komisija projekte TACIS v Ruski federaciji upravljala tako, da so bili uspešni.
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, i.e. 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, tj. najnovejše projekte, za katere je bilo mogoče oceniti trajnost.
These projects were financed under the Actions Programmes 1997 to 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 (see paragraphs 12 to 16). 
Skupna vrednost revidiranih pogodb je znašala več kot 56 milijonov EUR od pogodb v skupni vrednosti 109 milijonov EUR (glej odstavke 12 do 16).
Overall the Court concluded that nine of the audited projects achieved their objectives. 
Sodišče je v splošnem ugotovilo, da so bili cilji doseženi pri devetih od vseh revidiranih projektov.
In eight cases the objectives were partially met and in twelve cases they were not achieved. 
V osmih primerih so bili cilji delno doseženi, v dvanajstih primerih pa cilji niso bili doseženi.
The results of five of the projects were sustainable. 
Rezultati petih projektov so bili trajnostni.
Considering the above audit results, which show that the effectiveness of the use of TACIS funds has been low, the Court cannot assess the performance of TACIS projects in the Russian Federation positively. 
Zaradi zgoraj navedenih rezultatov revizije, ki kažejo, da je bila učinkovitost uporabe sredstev TACIS slaba, Sodišče ne more pozitivno oceniti učinkovitosti projektov TACIS v Ruski federaciji.
However, the audit revealed that the performance of contractors and monitors met the requirements of their contracts (see paragraph 55). 
Vendar je revizija pokazala, da so izvajalci in nadzorniki s svojo storilnostjo izpolnili svoje pogodbene zahteve (glej odstavek 55).
V. The Court observed that the Commission had exhaustive programming systems. 
V. Sodišče je ugotovilo, da je imela Komisija celovite sisteme načrtovanja programov.
However, the programming process took long and, despite the CommissionŐs efforts, there was a lack of a real dialogue between the Commission and the Russian authorities and beneficiaries. 
Vendar pa je bil proces načrtovanja programov dolgotrajen in kljub prizadevanjem Komisije med njo in ruskimi oblastmi ter upravičenci ni prišlo do vzpostavitve pravega dialoga.
As a consequence there were some cases where the Russian authorities accepted assistance, which the final beneficiaries did not actually want. 
Zaradi tega se je dogajalo, da so ruski organi oblasti sprejeli pomoč, ki je končni upravičenci dejansko niso želeli.
This had a negative impact on the effectiveness of the projects (see paragraphs 20 to 22). 
To je negativno vplivalo na uspešnost projektov (glej odstavke 20 do 22).
Other observations were that projectsŐ objectives were sometimes imprecise and not measurable, or sometimes missing, and in some cases underlying assumptions were unrealistic (see paragraphs 26 to 31). 
Druge ugotovitve so bile, da so bili cilji projektov včasih nenatančno opredeljeni in neizmerljivi oziroma včasih niso niti obstajali, temeljne predpostavke pa so bile v nekaterih primerih nerealne (glej odstavke 26 do 31).
The selection and involvement of beneficiaries on some occasions was not successful (see paragraphs 32 to 34). 
Izbor in sodelovanje upravičencev v nekaterih primerih nista bila uspešna (glej odstavke 32 do 34).
There were problems related to the determination of the project size. 
Pojavljale so se težave, povezane z opredelitvijo velikosti projekta.
In some cases individual projects were incorporated into one set of ToR with loose connection. 
V nekaterih primerih so bili projekti ohlapno zajeti v en sklop projektnih nalog.
Co-financing was hardly used (see paragraphs 37 and 38). 
Sofinanciranje se skorajda ni uporabljalo (glej odstavka 37 in 38).
In twelve cases (of 29) there were major delays in implementation, but the devolution of responsibilities to the Delegation resulted in more effective project management procedures (see paragraphs 39 and 40). 
V dvanajstih primerih (od skupaj 29) je prišlo do velikih zamud pri izvajanju, vendar je prenos odgovornosti na delegacije privedel do uspešnejših postopkov upravljanja projektov (glej odstavka 39 in 40).
Steering committees did not work well. 
Delo usmerjevalnih odborov ni bilo dobro.
Equipment was often not used for the purpose of the project (see paragraphs 43 to 46). 
Oprema pogosto ni bila uporabljena za namene projekta (glej odstavke 43 do 46).
Ex post assessment (evaluations) of the impacts of the projects did not take place (see paragraphs 48 and 53). 
Naknadno ocenjevanje (vrednotenje) učinkov projektov ni bilo izvedeno (glej odstavka 48 in 53).
The main recommendations of the Court are the following (see paragraph 56): Ń All planning of external action programmes should be based on a real dialogue between the Commission and the beneficiaries. 
Glavna priporočila Sodišča so naslednja (glej odstavek 56): — Vsako načrtovanje zunanjih akcijskih programov mora temeljiti na pravem dialogu med Komisijo in upravičenci.
Only such projects should be financed where there are clear objectives which are shared by the Commission and the beneficiaries. Ń To improve the working of its systems the Commission should apply the Project Cycle Management (PCM) including the logical framework whenever appropriate, and it should avoid consolidating small projects with different objectives and beneficiaries. Ń The Commission should appraise realistically the potential for sustainability during the planning phase of the projects; ensure the ex post assessment, or evaluation, of the completed projects in order to learn the good and bad practices; and provide information on the projects and their results for dissemination purposes. 
Financirati bi bilo treba samo projekte z jasno zastavljenimi cilji, ki so skupni Komisiji in upravičencem. — Komisija mora za izboljšanje delovanja svojih sistemov uporabljati upravljanje projektnega cikla (UPC), kjer je to ustrezno vključno z logičnim okvirjem, izogibati pa se mora združevanju malih projektov z različnimi cilji in upravičenci. — Komisija mora realno oceniti možnosti za trajnost med fazo načrtovanja projektov, zagotoviti naknadno ocenjevanje ali vrednotenje zaključenih projektov, da bi tako opredelila dobre in slabe prakse, ter zagotoviti podatke o projektih in njihovih rezultatih za namene obveščanja.
(1) TACIS: Technical Assistance for the Commonwealth of Independent States. 
(1) TACIS: tehnična pomoč Skupnosti neodvisnih držav.
C 119/4 EN Official Journal of the European Union 19.5.2006 INTRODUCTION The TACIS Programme 1. 
C 119/4 SL Uradni list Evropske unije 19.5.2006 UVOD Program TACIS 1.
After the break-up of the Soviet Union, the European Union devised a technical assistance programme for the countries of the newly created Commonwealth of Independent States (CIS). 
Po razpadu Sovjetske zveze je Evropska unija uvedla program tehnične pomoči za države novonastale Skupnosti neodvisnih držav (SND).
The objective of this programme, named TACIS, was to promote the transition to market economics and to reinforce democracy and the rule of law in the recipient countries. 
Cilj tega programa, imenovanega TACIS, je bil spodbujanje prehoda na tržno gospodarstvo in krepitev demokracije ter pravne države v državah prejemnicah.
Two Council Regulations (1) covering the period from 1991-1999 made available approximately 4 221 million euro for assistance to the partner countries of Armenia, Azerbaijan, Belarus, Georgia, Kazakhstan, Kyrgyzstan, Moldova, Mongolia, the Russian Federation, Tajikistan, Turkmenistan, Ukraine and Uzbekistan. 
Dve uredbi Sveta (1), ki sta pokrivali obdobje 1991–1999, sta dali na razpolago približno 4 221 milijonov EUR za pomoč partnerskim državam Armeniji, Azerbajdžanu, Belorusiji, Gruziji, Kazahstanu, Kirgizistanu, Moldaviji, Mongoliji, Ruski federaciji, Tadžikistanu, Turkmenistanu, Ukrajini in Uzbekistanu.
The current Council Regulation ((EC, Euratom) No 99/2000 of 29 December 1999 (2)) earmarks 3 138 million euro for TACIS assistance during the period from 2000 to 2006. 
99/2000 z dne 29. decembra 1999 (2)) namenja 3 138 milijonov EUR pomoči za TACIS za obdobje od leta 2000 do 2006.
The Commission services are in the process of devising a new concept and legal basis for assistance to these countries from 2007 onwards. 
Službe Komisije so v postopku priprave novega koncepta in pravne podlage za pomoč tem državam od leta 2007 dalje.
The aim of TACIS is to transfer know-how through technical assistance, including undertaking studies, preparation of plans, and giving advice and training. 
Namen programa TACIS je prenesti znanje in izkušnje prek tehnične pomoči, ki zajema tudi izvajanje študij, pripravo načrtov, svetovanje in usposabljanje.
Consultants from the EU countries work with the beneficiaries with the aim of transferring know-how and skills, which are intended to be replicated by other projects and organisations in the recipient country. 
Svetovalci iz držav EU sodelujejo z upravičenci z namenom prenosa znanja, izkušenj in spretnosti, ki jih bodo posnemali ostali projekti in organizacije v državi prejemnici.
The aid is financed through payments from the Community budget being made directly to the European contractors providing the technical assistance. 
Pomoč se financira z neposrednimi plačili iz proračuna Skupnosti evropskim izvajalcem, ki zagotavljajo tehnično pomoč.
In addition to the Council Regulation (see paragraph 2), relations between the European Union and the TACIS countries are based on Partnership and Cooperation Agreements (PCAs) signed between the EU, Member States and individual partner countries. 
Odnose med Evropsko unijo in državami TACIS poleg Uredbe Sveta (glej odstavek 2) urejajo sporazumi o partnerstvu in sodelovanju (SPS), ki so jih podpisale EU, države članice in posamezne partnerske države.
The External Relations Directorate-General (RELEX) is responsible for the programming of TACIS in cooperation with the partner countries. 
Generalni direktorat za zunanje odnose (RELEX) je odgovoren za načrtovanje programa TACIS v sodelovanju s partnerskimi državami.
The implementation of the TACIS programme is subsequently defined in multi-annual Country and/or Regional Strategy Papers (SPs) and Multi-annual Indicative Programmes (for the national programme as well as the regional or multi-country programmes) (MIPs). 
Izvajanje programa TACIS je nadalje opredeljeno v večletnih državnih in/ali regionalnih strateških dokumentih in večletnih indikativnih programih (za nacionalni program in regionalne ali večdržavne programe).
Before establishing the MIPs the Commission has to discuss the priorities with the Committee for assistance to the New Independent States (TACIS Committee) (3). 
Komisija se mora pred pripravo večletnih indikativnih programov o prednostnih nalogah posvetovati z Odborom za pomoč novim neodvisnim državam (Odbor TACIS) (3).
The Europe Aid Cooperation Office (EuropeAid) currently transforms the MIPs into annual or bi-annual Action Programmes (APs) in dialogue with the TACIS national coordinators, relevant ministries and other organisations in the beneficiary countries and after internal consultation within the Commission. 
Urad za sodelovanje Europe Aid (EuropAid) sedaj v sodelovanju z nacionalnimi koordinatorji TACIS, ustreznimi ministrstvi in drugimi organizacijami v državah upravičenkah in po internem posvetovanju znotraj Komisije preoblikuje večletne indikativne programe v letne ali dvoletne akcijske programe.
The TACIS Committee is required to give its opinion on the contents of APs, including the list of projects. 
Odbor TACIS mora podati svoje mnenje o vsebini akcijskih programov, vključno s seznamom projektov.
These documents are (1) 1991-1995: (EEC, Euratom) No 2157/91 of 15 July 1991, 1996-1999: (Euratom, EC) No 1279/96 of 25 June 1996. 
Te dokumente zaokrožajo (1) 1991–1995: (EGS, Euratom) št. 2157/91 z dne 15. julija 1991, 1996–1999: (Euratom, ES) št.
(2) OJ L 12, 18.1.2000, p. 
(2) UL L 12, 18.1.2000, str.
The TACIS Cross-Border Cooperation (CBC) programme and the TACIS nuclear safety activities have their own strategy papers and indicative and action programmes. 
Program čezmejnega sodelovanja TACIS in dejavnosti v zvezi z jedrsko varnostjo TACIS imajo lastne strateške dokumente ter indikativne in akcijske programe.
This means that at all levels of the programming and project identification stages the Commission and the beneficiary countries should agree on the priorities and the projects. 
To pomeni, da bi se morale Komisija in države upravičenke na vseh stopnjah načrtovanja programov in opredeljevanja projekta dogovoriti o prednostnih nalogah in projektih.
Therefore all documents mentioned above from the MIPs down to the ToRs have to be discussed and signed by representatives of the Commission and of the beneficiary countries. 
Zato je treba razpravljati o vseh zgoraj navedenih dokumentih, od večletnih indikativnih programov do projektnih nalog, predstavniki Komisije in držav upravičenk pa morajo dokumente tudi podpisati.
EuropeAid has overall responsibility for the management of the project cycle, from project identification to project appraisal, financing, project implementation and evaluation. 
EuropAid je splošno odgovoren za upravljanje projektnega cikla, od opredelitve projekta do njegove ocene, financiranja, izvajanja projekta in vrednotenja.
In 2000, the Commission embarked on a major reform of the management of its external aid programmes (4). 
Komisija je leta 2000 začela pomembno reformo upravljanja svojih programov zunanje pomoči (4).
The main objective was to make significant improvements to the speed and quality of EC external aid. 
Glavni cilj je bil, da bistveno izboljša hitrost in kakovost zunanje pomoči ES.
A key component of this reform was the extensive devolution of aid management tasks and responsibilities to the CommissionŐs Delegations. 
Ključni del te reforme je bil obsežen prenos pristojnosti (dekoncentracija) za naloge upravljanja pomoči in odgovornosti na delegacije Komisije.
As a result of this devolution, the Delegations became responsible for project preparation, contracting, and financial and technical implementation. 
Zaradi tega prenosa pristojnosti so delegacije postale odgovorne za pripravo projektov, sklepanje pogodb ter financiranje in tehnično izvedbo projektov.
The role of the central services in Brussels has developed from direct management of projects towards monitoring and supporting Delegations. 
Vloga centralnih služb v Bruslju se je preoblikovala iz neposrednega upravljanja projektov v spremljanje in podpiranje delegacij.
TACIS in the Russian Federation 9. 
TACIS v Ruski federaciji 9.
In total the TACIS funding allocated to the Russian Federation has been about 200 million euro annually. 
Ruska federacija letno skupaj prejme okoli 200 milijonov EUR sredstev TACIS.
The EU and the Russian Federation 10. 
EU in Ruska federacija 10.