natgillin/translations-raw huggingface dataset:
Given thelocal nature of LAGs, one of the greatest risksfor efficiency, the added value of the Leader programmes and for the reputation ofthe EUisthat of a conflict ofinterests, whereby a project promoter mayinfluencethe projectselection deci-sionin theirfavour.
Glede nalokalni značaj LAS eno največjih tveganj za učinkovitost, dodano vrednost programov Leaderin ugled EU predstavlja navzkrižjeinteresov, kjerlahko nosilec projekta vpliva na sprejetje odločitve oizbiri projektovvsvojokorist.
The riskis heightenedin LAGs that do not have transparent, objective and well-documented procedures, asillustrated above.
Tveganje je še večje v LAS, ki nimajo preglednih, objektivnihin dobro dokumentiranih postopkov, kotje ponazorjeno zgoraj.
ASSESSMENT OF THE EMPLOYMENT EFFECT OF PROJECTS BY THE LAGIN PORTUGAL
OCENJEVANJE UČINKA NA ZAPOSLOVANJE PRI PROJEKTIH LAS NA PORTUGALSKEM
The LAG gave a score to each project proposal but had no documentation ofits assessment of selection criteria such as ‘maintenance and creation of employment’.
LASje vsak predlog projekta točkovala, vendar ni nikjer dokumentirala svoje oceneizbirnih meril, kotje „ohranjanje in ustvarjanje delovnih mest“. Zato ni mogla pojasniti očitnih nedoslednosti.
For example, the project proposal ‘investments in a honey packaging plant’ involved creating two new jobs.
Predlog projekta „naložbe v obrat za pakiranje medu“, na primer, je vseboval odprtje dveh novih delovnih mest.
The LAG awarded the proposal five points for the employment criterion.
LAS je predlogu dodelila pet točk za merilo zaposlovanja.
Two further proposals (both promoted by LAG member organisations) were also awarded five points: ‘purchase of camcorder and projectorfor a cultural association’, which claimed to contribute to maintaining one existingjob; and the municipal road signs project(see Box 7), which did notinvolve the creation or maintenance of employment.
Dva druga predloga (pri obeh sta bila nosilca organizaciji, ki sta bili članici LAS) sta prav tako prejela po pet točk. To sta bila „nakup kamkorderjain projektorja za kulturno društvo“, kar naj bi prispevalo k ohranitvi enega obstoječega delovnega mesta, in občinski projekt „postavitev prometnih znakov“ (glej okvir 7), pri katerem ni bilo ustvarjeno niti ohranjeno nobeno delovno mesto.
Therisk occurs most directly whenthe project promoterisa member of the LAG’s decisionmaking body.
Totveganje najbolj neposredno nastanetakrat,koje nosilec projekta član organa odločanja v LAS.
Alsoin small LAGs, a LAG member hasthe opportunitytoinfluencethe decision even without participatingin the voting.
Tudi v majhnih LASima-jo njihovičlani možnostvplivati na odločitev, ne da bisploh glasovali.
The Greek authorities prohibited LAGs awarding grants to LAG staff or members,to surrogate natural orlegal entities ortospousesandfirst degree relatives.
Grški organi so LAS prepovedali dodeljevati donacije uslužbencem ali članom LAS, fizičnim ali pravnim osebam, ki so povezanez njimi, njihovimzakonceminsorodnikomv prvem kolenu.
None of the other LAGs had such rules.
Nobena druga LAS ni imela takšnih pravil.
The rule in Greece did not apply to LAG membersintheircapacityas representatives of public or non-profit organisations, although grants awardedin such cases werelimited to 25 % of the LAGs’ budget.
Pravilo v Grčiji ni veljalo za člane LAS v njihovifunkciji predstavnikovjavnih ali nepridobitnih organizacij, čeprav so bile donacije, dodeljene vtakšnih primerih, omejene na 25 % proračuna LAS.
These grants were not treatedasexceptions.LAGshaddifferentinternalrulesfor their decisionmaking committees (see Box 13).
Tedonacijenisobile obravnavanekotizjeme.LASsoimelerazlična notranja pravila za svoje organe odločanja(glej okvir 13), ki pa nisoizpolnjevala zahtev finančne uredbe EU24.
These fall short of the requirements of the EU financial regulation24.In particular, the rules in some LAGs concerned only members directly promotingaprojectandrequiredonlyabstentionfromthe vote.
Zlasti so se v nekaterih LAS nanašala samo na člane, ki so bili neposredni nosilci projekta,in zahtevala samo, da se pri glasovanju vzdržijo.
ASSESSMENT OF LAGS’ PROCEDURES TO AVOID CONFLICTS OF INTERESTLEADER+
OCENA POSTOPKOV LAS ZA PREPREČEVANJE NAVZKRIŽJAINTERESOV LEADER+
Members of the decisionmaking committee should not award grants in situations where they have a ‘shared interest’ with the project promoter in the terms of Article 52(2) of the financial regulation.
Člani organov odločanja LAS ne bi smeli dodeljevati donacij, kadar imajo „skupni interes“ z nosilcem projekta v smislu člena 52(2) finančne uredbe.
A shared interest is likely to exist in particular with projects promoted by members of the LAG management structure or decisionmaking committee, as the LAG’s assessment of the project proposal may be influenced (even unconsciously) by the relationship with the project promoter.
Skupniinteres verjetno obstaja zlasti pri projektih, katerih nosilci so člani upravljavske strukture LAS ali njenega organa odločanja, saj lahko na oceno predloga projekta, ki jo izvede LAS, (tudi nezavedno) vpliva odnos z nosilcem projekta.
This applies whether the LAG member is promoting the project in a personal capacity or representing a public or private organisation.
To ni odvisno od tega, ali je član LAS nosilec projekta kot fizična oseba ali kot predstavnik javne ali zasebne organizacije.
If a member of the LAG’s assessment or selection decisionmaking committee has any professional or personal relation with the project promoter, or any professional or personal interest in the project, they should make a written declaration explaining the nature of the relationship/interest, which should form part of the project file.
Čeje član organa LAS, ki odloča o oceni aliizbiri, v kakršnem koli poklicnem ali osebnem odnosu z nosilcem projekta ali če ima poklicni ali osebni interes v projektu, bi moral podati pisno izjavo, v kateri pojasni naravo odnosa/interesa, ki bi morala biti sestavni del projektne dokumentacije.
Any shared interest should be declared, including family, emotional, political and economic interests, as per the financial regulation.
Prijaviti je treba vsak skupni interes, vključno z družinskimi, čustvenimi, političnimi in ekonomskimi interesi, kot določa finančna uredba.
The member concerned should not participatein any wayin the assessment or selection process, and should not be present during discussion of the project proposal.
Zadevni član ne bi smel na noben način sodelovati v procesu ocenjevanja ali izbiranja in ne bi smel biti prisoten med razpravo o predlogu projekta. To bi moralo biti dokumentirano v zapisniku.
Where there is a shared interest, LAGs should refer the matter to the managing authority in accordance with the financial regulation.
Kjer obstaja skupni interes, bi morala LAS v skladu s finančno uredbo zadevo posredovati organu upravljanja.
Referral to managing authority
Posredovanje organu upravljanja
Declaration of interests and non-participationin vote
Prijava interesov in neudeležba pri glasovanju
The operating rules provided that LAG members with an interest in a project should not participate in the discussion or vote and that this should be documented.
Pravila o delovanju so določala, da člani LAS z interesom v projektu ne smejo sodelovati v razpravi ali glasovati in da mora biti to dokumentirano.
Meeting minutes did not always show who was present and who voted.
Iz zapisnikov sestankov ni bilo vedno razvidno, kdo je bil prisoten in kdo je glasoval.
The managing authority considers that the rules do not apply to representatives of public-sector organisations that are promoting projects.
Organ upravljanja meni, da pravila ne veljajo za predstavnike organizacij javnega sektorja, ki so nosilke projektov.
The LAG’s rules provided that LAG members with an interestin a project should not participate in the discussion or vote.
Pravila LAS so določala, da člani LAS z interesom v projektu ne smejo sodelovati v razpravi ali glasovati.
There was no documentation of such non-participation in themeeting minutes.
V zapisnikih sestankov takšna neudeležba ni bila dokumentirana.
The LAG’s rules required members to absent themselves from the meeting during the discussion of project proposalsin which they had an interest, or if they had participated in the prior assessment of the projects.
Pravila LAS so določala, da se njeni člani ne udeležijo sestanka med razpravo o predlogih projektov, v katerih so imeli interes ali če so sodelovali pri predhodni oceni projektov.
The LAG alsomaintained a register of members’ interests and themembers were subject to a rotation policy.
LAS je vodila tudi evidenco interesov članov in za člane je veljala politika menjavanja.
National rules required decisions concerning projects in which a LAG member or staff had any interest to be notifiedto the managing authority before formal approval of the project.
Nacionalna pravila so določala, da je treba o odločitvah o projektih, v katerih je imel uslužbenec ali član LAS interes, obvestiti organ upravljanja pred uradno odobritvijo projekta.
Note: the operation of this procedure was not checked in this audit.
Opomba: delovanje tega postopka med to revizijo ni bilo preverjeno.
Members of the LAG’s decisionmaking committee or management structure and their first degree relatives couldnot promote Leader projects in a personal or business capacity.
Člani organa odločanja LAS ali njene upravljavske strukture in njihovi sorodniki v prvem kolenu niso mogli biti nosilci projektov Leader kot fizične ali pravne osebe.
However, this did not apply to LAG members representing non-profit organisations, and these members were permitted to participate in the vote.
Vendar to ni veljalo za člane LAS, ki so zastopali nepridobitne organizacije, in ti člani so lahko glasovali.
The LAG’s rules provided that LAG members with a direct orindirect interest in a project should not participate in the discussion or vote.
Pravila LAS so določala, da člani LAS z neposrednim ali posrednim interesom v projektu ne smejo sodelovati v razpravi ali glasovati.
Note: the operation of this procedure wasnot checked in this audit.
Opomba: delovanje tega postopka med to revizijo ni bilo preverjeno.
The LAG’s rules provided that LAG members with an interest ina project should not participate in the discussion or vote, but this only applied to personal or economic interests.
Pravila LAS so določala, da člani LAS z interesom v projektu ne smejo sodelovati v razpravi ali glasovati, vendar je to veljalo samo za osebne ali ekonomske interese.
Meeting minutes did not show the representatives of the local authorities abstaining from votes on their projects.
Iz zapisnikov sestankov ni razvidno, ali so se predstavniki lokalnih organov vzdržali glasovanja o svojih projektih.
The LAG did not have any formal rules.
LAS ni imela nobenih uradnih pravil.
Minutes show occasions on which a project promoter took part in discussions and the voting.
Iz zapisnikov je razvidno, da so nosilci projektov občasno sodelovali v razpravah in glasovali.
The rules applied only to LAG members with a personal interest ina project proposal, who were required to declare the interest beforethe meeting and not participate in the discussion or vote.
Pravila so veljala samo za člane LAS z osebnim interesom v predlogu projekta, ki so morali prijaviti interes pred sestankom in niso smeli sodelovati v razpravi ali glasovati.
LAG members with an interest in a project proposal were required to abstain from the vote, but did not have to leave the room and could participate in the discussion.
Člani LAS z interesom v predlogu projekta so se morali vzdržati glasovanja, vendar jim ni bilo treba zapustiti prostora in so lahko sodelovali v razpravi.
Meeting minutes did not alwaysshow the representatives of the local authorities abstaining from votes on their projects.
Iz zapisnikov sestankov ni vedno razvidno, ali so se predstavniki lokalnih organov vzdržali glasovanja o svojih projektih.
Criterion not met
Merilo ni izpolnjeno
Criterion not tested
Merilo ni preizkušeno
Documentationofthevoting wasinadequateinfiveofthe 11 Leader+ LAGs, asthe minutes ofthe decisionmaking committees did notalwaysshow who was presentand whovoted (see Box 13).In Bavaria, Tuscany and the LAGs in France, the minutesshow occasions on whichthe project promoter par-ticipatedin the discussion of the project andin the voting (see Box 14).
Dokumentacija o glasovanju ni bila ustrezna v petih od 11 LAS za Leader+,sajizzapisnikov organov odločanja ni bilo vedno razvidno, kdoje bil prisotenin kdoje glasoval(glej okvir 13). VLAS na Bavarskem,v Toskani in Franciji so bilivzapisnikih navedeni primeri, koje nosilec projekta sodeloval v razpravah o projektuin glasoval(glej okvir 14).
The examples describedin this report show projects that were onlylooselyrelatedtothestrategy objectives, projectsthat had already been completed and projects that subsidised nor-mallocal governmentactivities.
Primeri, opisani v tem poročilu, prikazujejo projekte, ki so bili le malo povezani s cilji strategije, projekte, ki so bili že končani, in projekte, prek katerih so se subvencionirale redne dejavnosti lokalne uprave.
Most ofthese projects were promoted bythe LAGs’ own member organisations(see Boxes 7, 9, 10, 11, 12and 14).
Nosilci večineteh projektovso bile organiza-cije,kiso bile članice LAS (glej okvire 7, 9, 10, 11, 12in 14).
The weaknesses observed highlight theriskthatthe LAG members may have directly orindirectly influenced the decisionsin a way that resultedin anineffective orinefficient use ofthe EU budget.
Opaženeslabostikažejonatveganje, daso morda člani LAS posredno ali neposredno vplivali na odločitvetako, da so bila sredstvaiz proračuna EU zaradi tega porabljena neuspešno ali neučinkovito.
The project to construct a swimming lake was included in the LAG’s strategy with a Leader contribution of 150 000 euro.
Projektzaizgradnjojezeraza plavanjeje bil vključen vstrategijo LASs prispevkomiz Leader v višini 150 000 EUR.
The actual Leader contribution was 1,03 million euro: almost 50 % of the LAG’s total budget.
Dejanski prispevek iz programa Leader je znašal 1,03 milijona EUR, kar je skoraj 50 % celotnega proračuna LAS.
Although the LAG’s rules of procedure required a quorum of six members to take decisions, documentation showed that only four voted when approving the project.
Čeprav je bilo v poslovniku LAS določeno, da je kvorum za sprejemanje odločitev šest članov, je bilo iz dokumentacije razvidno, da so pri odločanju o odobritvi tega projekta glasovali samo štirje člani.
The names of the people present were not recorded except for the chairman of the LAG, who was the mayor of the town promoting the project.
Imena prisotnih niso bila zabeležena, razen predsednika LAS, ki je bil župan mesta, ki je bilo nosilec projekta.
According to the Bavarian Leader+ operating rules, LAG members were not allowed to discuss and vote on projects in which they had an interest and this abstention had to be documented.
Po pravilih za Leader+ na Bavarskem člani niso smeli razpravljatiin glasovati o projektih, v katerih soimeli interes, in to vzdržanje je moralo biti dokumentirano.
In response to the Court’s observation, the Bavarian authorities replied that they consider the mayor’s participation acceptable as he did not have a personal interest in the project.
Bavarski organi so na opažanje Sodišča odgovorili, da je po njihovem mnenju udeležba župana sprejemljiva, ker ni imel osebnega interesa v projektu.
25 Dened in the regulation as studies of the local area, information and promotional events, etc.
25 V uredbi opredeljeno kot študije lokalnega območja, informativni in promocijski dogodki itn.
LAGs incur running costs: staff salaries, offices, travel, publicity, etc.Intheinterests of efficiency,these should belimited and kept within the budgets approved by the managing authorities.
LASimajostroške poslovanja,kizajemajo plače uslužbencev, pisarne, potnestroške, oglaševanjeitn. Zaradi učinkovitosti biti morali biti omejeniinv mejah proračuna,ki ga odobrijo organi upravljanja.
Havinglocal staffinlocal offices dealing with a small number of projects should also permit LAGs to be more responsive than would be possiblein a nationally orregionally-managed programme.
Dejstvo, dalokalni uslužbencivlokalnih pisarnahskrbijoza majhnošteviloprojektov,bi moralo LAS tudi omogočativečjo odzivnost,kot bi bilo mogoče pri programu, ki se upravlja na nacionalni ali regionalni ravni.
Thisshouldresultin morerapid processing of grant applications and payments andless need for bureaucratic procedures.
Tako bi se morale vloge za donacijein zahtevki za plačila obravnavati hitreje, birokratskih postopkov pa bi bilo manj.
The administrative requirements atlocallevel have resultedin significant operating costs, voluminous paperwork and delays
Upravne zahteve nalokalni ravni so povzročile precejšnje operativne stroške poslovanja, obsežno papirno dokumentacijoin zamude
The non-project costsincurred bythe audited LAGs varyfrom 12 %to 32 % ofthe publicly-funded expenditure in Leader+.
Stroški revidiranih LAS, ki niso povezani s projekti, znašajo od 12 % do 32 % javno financiranih odhodkov v programu Leader+.
The costs budgeted by the LAGsfor the 2007–13 programming periodrangefrom 6 %to 28 %(see Figures 5 and 6).
Stroški, ki so jih LAS načrtovalev proračunihza programsko obdobje 2007–2013,se gibljejo od 6 % do 28 %(glej diagrama 5in 6).
The data above includes LAG costs for ‘animating the territory’ (stimulatinglocalinterest)25.LAGs generallyclassedthe work done bytheirstaffinencouraging project proposalsas animation.
Navedeni podatki vključujejo tudi stroške LAS za „animacijo območja“(spodbujanjelokalnegainteresa)25.LASso delo,ki so ga opravili njeni uslužbenci prispodbujanju predlogovza projekte,nasplošnoopredelilekotanimacijo.
Some LAGs also considered the time spent assisting project promotersto maketheir grantapplications,andtime spent monitoring and reporting on projectimplementation as animation.
Nekatere LAS sokotanimacijošteletudičas,namenjenpomočinosilcem projektov priizpolnjevanju vlog za donacije,in čas, namenjen spremljanjuizvajanja projektain poročanju o njem.
Several LAGs did not distinguishanimationcosts fromadministrativeand managementcostsandtheothers made an arbitrary apportionment ofstafftime.
Več LAS niločevalostroškovanimacijeodupravnihinupravljavskih stroškov, druge pa so poljubno razdeljevale delovni čas uslužbencev.
Most LAGs nominallyremained within their Leader+ running costs’ budgets although, duetolowlevels ofimplementation in LAGs such as Hungary, this represented a higher percentage of total expenditure than originally planned. The LAGin Ireland exhausteditsrunningcosts’ budgetanduseditsanimation budgetandadditionalfundingfromthe managingauthority to cover the costs.
Večina LASje načeloma ostajala v mejah svojih proračunov za stroške poslovanja v okviru Leader+, čeprav so ti zaradi nizkih stopenj izvajanja v LAS, kot je na primer LAS na Madžarskem, predstavljalivišji odstotekskupnih odhodkov,kotje bilo prvotno načrtovano.LAS na Irskem je porabilasvoj proračunza stroške poslovanja ter za pokritje stroškov uporabila svoj proračun za animacijoin dodatna sredstva, kijihjije dodelil organ upravljanja.
The LAGin Castilla-La Mancha used the cooperation budgetfor running costs(see paragraphs 43 to 46).
LAS v regiji Kastilijain Mančaje stroške poslovanja pokrivalaiz proračuna za sodelovanje (glej odstavke 43 do 46).
Other LAGs hadto usetheir ownfunds.
Druge LASso morale črpatilastnasredstva.
NONPROJECT COSTS AS A PERCENTAGE OF LEADER+ PUBLIC EXPENDITUREINCLUDING ANIMATION
STROŠKI, KI NISO POVEZANI S PROJEKTI, V ODSTOTKIH JAVNIH ODHODKOV ZA LEADER+VKLJUČNO Z ANIMACIJO
Animation costs
Stroški animacije
Running costs
Stroški poslovanja
NONPROJECT COSTSINCLUDING ANIMATION AS A PERCENTAGE OF LAGS’ AXIS 4 BUDGETS
STROŠKI, KI NISO POVEZANI S PROJEKTI, V ODSTOTKIH PRORAČUNOV LAS ZA 4. OS
26 In some Member States the national and regional authorities are responsible for these processes, which also contributes to the time
26 V nekaterih državah članicah so za te postopke odgovorni nacionalni in regionalni organi, kar prav tako prispeva k času, ki je potreben za obravnavo.
Operatingcosts do not necessarilyrepresentineffectiveex-penditure.
Stroški poslovanja ne predstavljajo nujno neuspešnih odhodkov.
For example, the LAG in Ireland had highcostsfor animation becauseit employed 2,5 full-time equivalent project development staff, who were very activein stimulating thelo-calrural development(see paragraph 15).
LAS na Irskem je imela na primervisokestroškezaani-macijo,kerjezarazvoj projektovzaposlila2,5 uslužbencav ekvivalentu polnega delovnega časa, ki sta bila zelo aktivna pri spodbujanjulokalnegarazvoja podeželja(glej odstavek 15).
In addition to the above issues, the data cannot be used to compare efficiency between different programmes duetothe different responsibilities of the LAGsin processing project grant applicationsand payments.In Hungary, the LAG had nofor-malroleinthe process onceitforwardedthelist of proposed projects to the managing authority, which was responsiblefor the checks on eligibility,the grant decision, grant agreement and all stages of monitoring projectimplementation, reporting and payment.
Poleg omenjenihzadev podatkov ni mogoče uporabitiza primerjanje uspešnosti različnih programov zaradi različnih odgovornosti LAS pri obdelavi vlog za donacije za projektein plačil. LAS na Madžarskem v procesu ni imela več uradne vloge, potem ko je seznam predlaganih projektov poslala organu upravljanja, kije bil odgovorenza preverjanje upravičenosti, odločitve o donacijah,sporazume o donacijahinvsestopnjespremljanja izvajanja projektov, poročanjain plačil.
Bycontrast,the LAG in Ireland wasresponsible for the whole process from developing the project to checking implementation and makingthe grant payments.
V nasprotjustemje bila LAS na Irskem odgovorna za celoten proces od razvoja projektadopreverjanjanjegovegaizvajanjainizplačevanja donacij.
LAG staff assisted promoters with the administrative process, but even with this help, a survey of project promoters by the LAGin France (Languedoc-Roussillon) found that 47 % considered the process of applying for a grant to be ‘relatively difficult’.
Uslužbenci LAS so nosilcem projektov pomagaliv upravnem postopku, vendarje anketa med nosilci projektov pri LAS v Franciji (Languedoc-Roussillon) pokazala, dajecelo ob tej pomoči 47 %anketirancev menilo, daje postopek prošnje za donacijo „relativnotežaven“.
Data available on the time taken for approval of grant applications and payments was not complete or consistent, but shows that most LAGs took several monthsto processthefiles26.In contrast, on occasions the LAG in Ireland received and proc- essedthe paymentrequestand madea paymenttothe promoter on the same day.
Podatkiočasu,potrebnemzaodobritevvlogzadonacijein za plačila, niso bilicelovitiali dosledni,vendarkažejo, daje večina LAS za obdelavo spisov potrebovala več mesecev26. V nasprotju stemje LAS na Irskem včasih prejela plačilni zah- tevekter gašeisti dan obdelalain nosilcu projektaizplačala sredstva.
Delays in Hungary werecausedby incomplete orinaccurate applications for project approval and for payments,indicatingthatthe procedures may have been overly complexfor an aid scheme targeted at small-scalelocal projects.
Na Madžarskem so zamude nastajale zaradi nepopol-nihali netočnihvlogza odobritev projektovinzahtevkovza plačila, kar kaže, da so bili morda postopki pretirano zapleteni zashemopomoči,kijenamenjena majhnimlokalnimpro-jektom.
BOX 15
OKVIR 15
EXAMPLES OF OVERLY BUREAUCRATIC PROCEDURES
PRIMERI PRETIRANO BIROKRATSKIH POSTOPKOV
LAG in Greece: Potential promoters had to complete an application of around 22 pages and submit 15 supporting documents including proof of age, proof that military service had been completed, proof that he was not a civil servant, proof that he was not retired onill-health grounds, etc.Incomplete applications were rejected.
LAS v Grčiji: potencialni nosilci projektov so moraliizpolniti približno 22 strani dolgo vlogoin priložiti 15 podpornih dokumentov, vključno z dokazili o starosti, opravljeni vojaški dolžnosti, potrdilom, da niso javni uradniki, da niso upokojeni zaradi slabega zdravja itn. Nepopolne vloge so bile zavrnjene.