natgillin/translations-raw huggingface dataset:
The executive summaries of these evaluations were published on the EAR website, thus contributing to a dissemination of the findings. 
Nende hindamiste kommenteeritud kokkuvtted avaldati EARi veebilehel, aidates seega kaasa leidudest teavitamisele.
In contrast the Delegations rarely carried out project or sector evaluations and the few reports carried out by the Delegations were not published on their websites. 
Vastupidiselt sellele praktikale viisid delegatsioonid projektide vi valdkondade hindamisi lbi harva ega avaldanud neidki vheseid aruandeid oma veebilehtedel.
The dissemination of the results of monitoring and evaluation exercises also differs between the Delegations and the EAR. 
Jrelevalve ja hindamise tulemustest teavitamine on samuti delegatsioonidel ja EARil erinev.
The EAR organises regular meetings and workshops for the Task and Programme Managers from different operational centres in order to exchange experience. 
EAR korraldab eri rakenduskeskuste projekti-ja programmijuhtidele kogemuste vahetamiseks regulaarseid koosolekuid ja ttube.
However, the same level of dissemination does not take place between Delegation countries. 
Riikide vahel, kus programmi haldamine toimub delegatsioonide kaudu, samal tasemel teavitustd aga ei toimu.
There are some contacts between Delegations and EAR staff but these are not systematic. 
Delegatsioonide ja EARi ttajate vahel on kll mningaid kontakte, kuid need ei ole regulaarsed.
CONCLUSIONS AND RECOMMENDATIONS How effective was the CommissionŐs management of the CARDS programme? 
JRELDUSED JA SOOVITUSED Kui thusalt haldas komisjon programmi CARDS?
However, the aid was less effective in improving administrative capacities, due to an initially low concentration on institution building and insufficient recipient country capacity to absorb the assistance provided. 
Haldussuutlikkuse suurendamisel ei olnud abi siiski nii thus, mis tulenes esialgsest vhesest keskendumisest institutsioonide vljaarendamisele ja abisaajariikide ebapiisavast suutlikkusest osutatavat abi vastu vtta.
The CommissionŐs strategic guidance was very general and not targeted at specific areas. 
Komisjoni strateegilised suunised olid vga ldised; need ei olnud suunatud konkreetsetele valdkondadele.
The multi-annual indicative programmes Ń which form the basis for annual planning and the identification of projects Ń did not prioritise between or within the different areas of intervention. 
Mitmeaastastes sihtprogrammides Đ mis on aastaprojektide kavandamise ja projektide valiku aluseks Đ ei mratud kindlaks prioriteete ei eri sekkumisvaldkondade sees ega nende vahel.
As such there was no basis for optimising project selection resulting in a number of uncoordinated and isolated projects. 
Nii ei olnud vimalik projektide vljavalimist optimeerida, mistttu esines hulgaliselt koordineerimata ja ksteisega mittehaakuvaid projekte.
Early in the programmes, aid was mostly directed towards reconstruction investment-type projects, rather than institution building. As the programmes progressed, the focus naturally changed towards institution building which now represents the large majority of expenditure. The Court notes that from the very beginning the focus on institution building was more pronounced in countries where assistance was managed by the Delegations than in countries where it was managed by the EAR. 
Programmide edenedes siirdus rhuasetus enam institutsioonide vljaarendamisele, mis moodustab nd suurema osa kulutustest. Kontrollikoda mrgib, et algusest peale oli selgem suund institutsioonide vljaarendamisele vetud nendes riikides, kus abi haldasid delegatsioonid, vrreldes riikidega, kus abi haldajaks oli EAR.
In the latter case it delayed the introduction of twinning projects. 
Viimasel juhul aeglustus mestiprojek-tidega alustamine.
Recommendation 1 The strategic guidance for implementing the new Instrument for Pre-Accession Assistance (IPA) (1) should give sufficient attention to individual areas of intervention to ensure an appropriate focus of aid, a systematic approach to key areas and an appropriate basis for prioritising and selecting projects. How far were the management approaches established and used by the Commission appropriate and efficient? 
1. soovitus Uue hinemiseelse rahastamisvahendi (IPA) (1) rakendamise strateegilistes suunistes tuleks prata piisavat thelepanu sekkumise ksikvaldkondadele, tagamaks osutatava abi asjakohase fookuse, ssteemse lhenemise phivaldkondadele ja piisava aluse projektide prioriteetide mramiseks ja projektide vljavalimiseks.
The management approaches used by the Commission were largely, but not always, appropriate for recipient countriesŐ circumstances and needs. 
Komisjoni kasutatud lhenemisviisid haldusksimustele olid abisaajariikide olusid ja vajadusi silmas pidades suures osas (kuid mitte alati) asjakohased.
They were effective in ensuring quick delivery of aid, but gave insufficient consideration to maximising the benefit from the aid. 
Need olid thusad abi kiirel osutamisel, kuid ei aidanud abist saadavat kasu maksimeerida.
Four different management approaches were used, with the aim of reflecting the circumstances of the recipient countries concerned. 
Kasutati nelja haldamisviisi, mis pidid sobima asjaomaste abisaajariikide oludesse.
Two of the approaches (i.e. devolved Delegations and the EAR) Ń covering the majority of expenditure Ń were mostly effective and appropriate. 
Kaks lhenemisviisi (st volitatud delegatsioonid ja EAR), mis hlmasid suurema osa kulutustest, olid enamasti thusad ja asjakohased. lejnud kaks (st tsentraliseeritud ja detsentraliseeritud haldamine) olid vhem thusad ega vimaldanud nii hsti spetsiifilistele vajadustele reageerida.
(1) Council Regulation (EC) No 1085/2006 (OJ L 210, 31.7.2006, p. 82). 
(1) Nukogu mrus (E) nr 1085/2006 (ELT L 210, 31.7.2006, lk 82).
C 285/16 EN Official Journal of the European Union 27.11.2007 67. 
C 285/16 ET Euroopa Liidu Teataja 27.11.2007 67.
However, for institution building, the focus on speed was not balanced by sufficient consideration of the ability of recipient countries to maximise the benefit from the aid or comply with all preconditions. 
Institutsioonide vljaarendamise etapil ei olnud keskendumine kiirusele aga tasakaalustatud piisava thelepanuga abisaajariikide vimele abi vimalikult hsti ra kasutada ja tita kiki nutavaid tingimusi.
Recommendation 2 The Commission should maintain its focus on rapid implementation of aid, but also pay sufficient attention to aspects of effectiveness such as the ability of beneficiaries to fully absorb the assistance provided (particularly in the context of institution building projects). 
2. soovitus Komisjon peaks jtkuvalt keskenduma abi kiirele rakendamisele, kuid samas prama piisavat thelepanu ka tulemuslikkusele, st abisaajate suutlikkusele abi tielikult ra kasutada (pidades eelkige silmas institutsioonide vljaarendamise pro-jekte).
To what extent did the projects financed encourage recipient country ownership? 
Mil mral edendasid rahastatud projektid abisaajariikide omavastutust?
While recipient country ownership was considered a priority by the Commission, there was no consistent approach to achieving this aim and the management approaches used did not encourage such ownership. 
Kuigi komisjon pidas abisaajariigi omavastutuse arendamist prioriteetseks, puudus selle eesmrgi saavutamiseks vajalik jrjekindel lhenemine ning kasutatud halduslikud lhenemisviisid omavastutust ei soodustanud.
Towards the end of the programme the input from recipient countries increased, although ownership remained limited. 
Programmi lpu lhenedes abisaajariikide panus suurenes, kuid vastutus ji siiski piiratuks.
Despite the recipient countries committing themselves to co-ordinating the many different donors in the area Ń an important indicator of ownership Ń the audit found no evidence that such coordination had taken place. 
Vaatamata sellele, et abisaajariigid olid vtnud kohustuse koordineerida piirkonnas tegutsevate mitmete rahastajate tegevust, mis on vastutuse vtmise oluline tundemrk, ei leitud auditi kigus tendeid, et selline koordineerimine oleks aset leidnud.
Recommendation 3 For the IPA programme the Commission should address the important aspect of recipient country ownership through specific strategies in all areas of management and implementation, in particular tendering. 
3. soovitus Programmi IPA puhul peaks komisjon sellise olulise ksimu-sega tegelemiseks nagu abisaajariigi omavastutus ttama vlja konkreetsed strateegiad kigis haldus-ja rakendusvaldkondades, eelkige pakkumiste korraldamise osas.
How far was monitoring and evaluation effective in identifying weaknesses and disseminating information, and was timely subsequent action taken by the Commission? 
Kas jrelevalve ja hindamine olid puuduste tuvastamisel ja teabe levitamisel thusad ning kas komisjoni poolt nende phjal vetud meetmed olid igeaegsed?
Monitoring and evaluation was good in parts, but of inconsistent quality. 
Jrelevalve ja hindamine olid kohati head, kuid ebahtla-se kvaliteediga.
Monitoring procedures differed between the Delegations and the European Agency for Reconstruction, although a common methodology was applied from 2005. 
Delegatsioonide ja Euroopa lesehitusameti jre-levalvemenetlused olid erinevad, kuigi alates 2005. aastast rakendati hist metoodikat.
An absence of adequate project indicators compromised the effectiveness of monitoring. 
Asjakohaste projektimdikute puudumine vhendas jrelevalve thusust.
An evaluation of the CARDS programme was carried out as foreseen, but the follow-up by the Commission was late. 
Programmi CARDS hindamine viidi lbi ettenhtud korras, aga komisjoni jrelkontroll ji hiljaks.
Unjustified inconsistencies exist between the Delegations and the EAR in respect of the intensity of project or sector evaluations and the dissemination of the results of monitoring and evaluation. 
Projektide ja valdkondade hindamiste intensiivsuse ning jrelevalve ja hindamise tulemustest teavitamise suhtes esines delegatsioonide ja EARi vahel phjendamatut ebahtlust.
Recommendation 4 Monitoring and evaluation practices should be harmonised, including extending to the Delegations the EARŐs practice of evaluating individual projects/sectors and of disseminating results and lessons learnt. 
4. soovitus Jrelevalve ja hindamise tavad tuleks htlustada, laiendades sealhulgas EARi praktikat ksikprojektide/valdkondade hindamise ning tulemustest ja saadud ppetundidest teavitamise osas ka delegatsioonidele.
The Commission should ensure that it follows up evaluations promptly. 
Komisjon peaks tagama hindamiste puhul kiire jrelkontrolli.
This report was adopted by the Court of Auditors in Luxembourg at its meeting of 28 June 2007. 
Kesoleva aruande vttis kontrollikoda vastu oma 28. juuni 2007. aasta istungil Luxembourgis.
Assistance in the 2002 court reform 6 Supply for Equipment for the Criminal Intelligence System 2002 02/2004 04/2003 04/2003 04/2003 04/2003 12/2004 05/2005 05/2003 02/2004 03/2005 02/2004 Economic Development Public Administration Judiciary and Police Integrated Border Management Regional Development Integrated Border Management Total 7 Zadar City-Mobile Library 12/2004 2002 07/2005 Economic Development Economic Development Agriculture Judiciary and Police Judiciary and Police Democratic Stabilisation 1 Local self-governance. 
Abi kohtureformi 2002 lbiviimisel 04/2003 04/2003 12/2004 05/2005 05/2003 02/2004 03/2005 02/2004 2001 02/2004 04/2003 04/2003 Integreeritud piirihaldus Majandusareng Riigihaldus Kohtud ja politsei Integreeritud piirihaldus Regionaalareng Kokku Integreeritud piirihaldus Majandusareng Majandusareng Pllumajandus Kohtud ja politsei Kohtud ja politsei Demokraatlik stabilisatsioon Kokku Regionaalareng Integreeritud piirihaldus Kohtud ja politsei Kohtud ja politsei Integreeritud piirihaldus 2 Tehniline abi htse majandusruumi moodustamisele II 2002 6 Kriminaalluuressteemi seadmete tarne 7 Zadari linna mobiilne raamatukogu 2002 12/2004 2002 07/2005 ENDINE JUGOSLAAVIA MAKEDOONIA VABARIIK 1 Kohalikud omavalitsused.
Construction of local roads in 9 municipalities 2 Provision of vehicles for border police Ń Lot 1 3 Development of operational capacity to combat money laundering 4 Development of administrative capacity of the Courts 5 TA to support the implementation of IBM 2004 11/2004 2003 10/2004 2002 09/2004 2003 09/2004 2002 11/2004 Regional Development Integrated Border Management Judiciary and Police Judiciary and Police Integrated Border Management FORMER YUGOSLAV REPUBLIC OF MACEDONIA Total Total 
Kohalike teede ehitus 9 omavalitsuses 2 Sidukid piiripolitseile Đ 1. partii 3 Rahapesuvastase tegevussuutlikkuse edendamine 4 Kohtute haldussuutlikkuse edendamine 5 Tehniline abi integreeritud piirihalduse rakendamisele 2004 11/2004 2003 10/2004 2002 09/2004 2003 09/2004 2002 11/2004 Kokku 6 865 384
C 285/18 EN Official Journal of the European Union KOSOVO 27.11.2007 11 200 000 5 000 000 2 235 760 18 435 760 1 Public Administration Reform Ń Municipal Development 2003 and Social Infrastructure, Technical Assistance Programme for minority rights and returns Ń 2 Reintegration programme in Prizren municipality (Prizren 2004 615 000 EUR) 3 Institutional support to the Ministry of Trade and Industry 2003 SERBIA 1 Major Overhaul of Nikola Tesla Unit A5 Power Plant 2003 (Grant agreement) 2 Supporting the National Strategy for the Closure of 2004 Collective Centres in Serbia 3 Strengthening Quality Management, Capabilities and 2003 Infrastructure in the State Union 4 Assistance in Establishing an Electricity Market in Serbia 2004 5 Internal Audit and PIFC Phase 2 2003 6 Assistance to European Integration Office 2002 7 Support of Cross Boundary Initiatives for the IDPs from 2004 Kosovo 12/2004 Economic Development 08/2004 Refugees and IDPs 04/2004 Economic Development Total 12/2003 Energy 42 721 021 12/2004 Refugees and IDPs 12/2003 Public Administration Reform 01/2005 Energy 04/2005 Public Administration Reform 04/2002 Public Administration Reform 08/2004 Refugees and IDPs Total OVERALL TOTAL 4 443 000 3 559 520 2 723 637 1 870 680 1 500 000 449 983 57 267 841 121 420 659 
C 285/18 ET Euroopa Liidu Teataja 27.11.2007 1 Haldusreform Đ munitsipaalareng ja sotsiaalne infrastruktuur, tehniline abi 2 Vhemuste iguste ja tagasiprdumise programm Đ Prizreni reintegratsiooniprogramm (Prizren 615 000 EUR) 3 Institutsioonitoetus Kaubandus-ja Tstusministeeriumile 1 Nikola Tesla elektrijaama ksuse A5 kapitaalremont (toetusleping) 2 Toetus pagulaskeskuste sulgemise riiklikule strateegiale Serbias 3 Kvaliteedijuhtimise, suutlikkuse ja infrastruktuuri tugevdamine liitriigis 4 Abi elektrituru loomiseks Serbias 5 Siseaudit ja riigiasutuste finants-sisekontroll, 2. etapp 6 Abi Euroopaga Limumise Broole 7 Kosovost prit sisepagulastele suunatud piirileste algatuste toetamine KOSOVO 2003 12/2004 2004 08/2004 2003 04/2004 SERBIA 2003 12/2003 2004 12/2004 2003 12/2003 2004 01/2005 2003 04/2005 2002 04/2002 2004 08/2004 Majandusareng Pagulased ja sisepagulased Majandusareng Kokku 11 200 000 5 000 000 2 235 760 18 435 760 Energia 42 721 021 Pagulased ja sisepagulased Haldusreform Energia Haldusreform Haldusreform Pagulased ja sisepagulased Kokku KÍIK KOKKU 4 443 000 3 559 520 2 723 637 1 870 680 1 500 000 449 983 57 267 841 121 420 659
27.11.2007 EN Official Journal of the European Union C 285/19 THE COMMISSION REPLIES SUMMARY I. Introduction to the Commission replies The western Balkans were devastated by a conflict which ended in the late 1990s. The European UnionŐs post-war assistance to the countries of the region began with emergency assistance under a legal instrument adopted in 1996 and evolved into reconstruction, in the form of both institution-building and investment, with a greater degree of recipient country ownership, as far as the political and economic circumstances allowed. 
27.11.2007 ET Euroopa Liidu Teataja KOMISJONI VASTUSED ERIARUANDELE, MIS KSITLEB KOMISJONI PROGRAMMI CARDS HALDAMIST KOKKUVÍTE I. Sissejuhatus komisjoni vastustele Lne-Balkani piirkonda laastasid konfliktid, mis lppesid 1990. aastate lpus. Euroopa Liidu sjajrgne abi knealuse piirkonna riikidele sai alguse hdaabi andmisega igusliku vahendi raames, mis veti vastu 1996. aastal. Hdaabist kujunes jrk-jrgult lesehitusabi, mida anti nii institutsioonide vljaarendamiseks kui ka investeeringuteks.
The Stabilisation and Association process launched in 2000 led to the adoption of the Community Assistance for Reconstruction, Development and Stabilisation (CARDS) programme and other measures. 
2000. aastal alustatud stabiliseerimis-ja assotsieerimisprotsess viis henduse rekonstruktsiooni-, arengu-ja sta-bilisatsiooniabi programmi (CARDS) ja muude meetmete vastuvtmiseni.
Countries emerged from conflict and system changed in different ways, and that is, as the report shows, reflected in the implementation of the programmes. 
Riigid vljusid konfliktist ja ssteem muutus mitmel erineval moel ning see kajastub programmide rakendamises (nagu on vlja toodud aruandes).
The Multiannual Indicative Programmes (MIP) for the western Balkans countries contains references to the European Partnership priorities which clearly guided the programming. 
Lne-Balkani riikidele suunatud mitmeaastased nidisprogrammid sisaldavad viiteid Euroopa partnerluse prioriteetidele, mis suunasid selgelt programmitd.
The unification of the legal bases and the implementation of the CARDS regulation have allowed significant improvement to the delivery of the aid to the western Balkans countries. 
Íigusliku aluse ja CARDSi mruse rakendamise htlustamine on vimaldanud Lne-Balkani riikidele suunatud abi andmist mrkimisvrselt parandada.
V. The CARDS regulation does not set out specific responsibilities for the recipient countries. 
V. CARDSi mruses ei stestata abisaaja riikide konkreetset vastutust.
Therefore most of the CARDS programme has been implemented through centralised management either by the Commission or the European Agency for Reconstruction (EAR). 
Seega on suuremat osa CARDSi programmist rakendanud kas komisjon vi Euroopa lesehitusamet tsentraliseeritud haldamise kaudu.
Whenever possible, the management responsibilities have evolved towards allowing beneficiaries to be closely involved in programming of activities, tender evaluations and in monitoring and evaluation. 
Igal vimalikul juhul on haldusvastutus arenenud suunas, mis vimaldab abisaajatel aktiivselt osaleda programmits, pakkumiste hindamises ning jrelevalves ja hindamises.
Since the Commission and the EAR are two separate bodies different Monitoring and Evaluation methodologies exist. 
Kuna komisjon ja Euroopa lesehitusamet (EAR) on kaks erinevat asutust, on neil ka erinevad jrelevalve-ja hindamismeetodid.
However, under the Instrument for Pre-Accession Assistance (IPA), the same methodology will be used in all the countries. 
Sellele vaatamata kasutatakse hinemiseelse abi rahastamisvahendi (IPA) raames kikides riikides hesuguseid meetodeid.
The countries of the western Balkans were, and still are, in different states of transition and development. 
Lne-Balkani riigid olid ja on siiani erinevas lemineku-ja arengustaadiumis.
While for Serbia, former Yugoslav Republic of Macedonia and Kosovo assistance focused initially on emergency needs, for Croatia the efforts were directed to improve the administrative capacity. VIII. 
Kui abi, mis anti Serbiale ja endisele Jugoslaavia Makedoonia Vabariigile ning Kosovole oli algselt suunatud hdaabi vajadustele, oli Horvaatia puhul abi suunatud haldussuutlikkuse parandamisele.
Under IPA, the strategic guidance will be improved thanks to the establishment of a multi-annual indicative planning document, where, for each beneficiary country, the main areas for interventions are defined and assistance under the different IPA components is coordinated. The existence of a single legal basis and the three-year rolling forward system chosen for the financial planning under IPA allows for more flexibility than with the previous instruments and enables the Commission services to take better account of the absorption capacity factor. 
Selles dokumendis on iga abisaaja riigi puhul kindlaks mratud peamised toetatavad valdkonnad ning koosklastatud hinemiseelse abi rahastamisvahendi erinevate komponentide raames antavat abi. heainsa igusliku aluse olemasolu ja kolme aastat hlmav planeerimisssteem, mis on valitud finantsplanee-rimiseks hinemiseelse abi rahastamisvahendi raames, on paindlikum vrreldes eelmiste vahenditega ning vimaldab komisjoni talitustel paremini arvestada suutlikkust abi vastu vtta.
The intention is, for all beneficiaries, to manage EC funds in a decentralised way, which would greatly strengthen the beneficiary countryŐs ownership. 
Kikide abisaajate puhul on eesmrk hallata E vahendeid detsentraliseeritult, mis tugevdaks suurel mral abisaaja riigi vastutust.
This is why a strategy towards decentralised management will be developed also in potential candidate countries, so as to allow them progressively to take responsibility and ownership of the implementation process. 
Seetttu ttatakse detsentraliseeritud juhtimise strateegiad vlja ka vimalikes kandidaatriikides, et vimaldada neil jrk-jrgult rakendamisprotsessi vastutuse levtmist.
OBSERVATIONS 15. Given the fast changing environment of the western Balkans, the right balance needed to be found in terms of strategic programming. 
Vttes arvesse olukorra kiiret muutumist Lne-Balkani riikides, oleks vaja leida ige tasakaal strateegilise programmit osas.
Too specific Country Strategy Papers (CSPs) might have being less useful in the strategic programming. 
Liiga konkreetsetest riiklikest strateegiadokumentidest ei oleks strateegilises programmits olnud suurt kasu.
Regular assessments were made of the CSPŐs, inter alia in view of the Partnerships, in order to identify whether changes in the situation of the country would have merited a revision of the strategy. 
Riiklikke strateegiadokumente hinnati korrapraselt, vttes muu hulgas arvesse partnerlusi, et kindlaks teha, kas muutuste tttu riigi olukorras oleks vaja strateegia le vaadata.
The MIP for the western Balkan countries contains clear references to the European Partnership priorities which clearly guided the programming. 
Lne-Balkani riikidele suunatud mitmeaastased nidisprogrammid sisaldavad selgeid viiteid Euroopa partnerluse prioriteetidele, mis suunasid selgelt programmitd.
C 285/20 EN Official Journal of the European Union 27.11.2007 17. 
C 285/20 ET Euroopa Liidu Teataja 27.11.2007 17.
The CARDS Management CommitteeŐs comments were taken into account when finalising the documents. 
CARDSi korralduskomitee mrkusi veti dokumentide koostamisel arvesse.
Sectorial analyses were encompassed in a range of programming documents: MIP, European partnerships, as well as previous annual programmes. 
Valdkondlikke analse kasutati mitmes programmido-kumendis: mitmeaastased nidisprogrammid, Euroopa partnerlus ning varasemad aastased programmid.
Planned and implemented in close cooperation with beneficiary country governments and donors, particularly the EU Member States, the programmes mirror priorities of the European Partnership, as reflected in the MIP. 
Kuna programme kavandatakse ja rakendatakse tihedas koosts abisaaja riigi valitsuste ja rahastajatega, eelkige ELi liikmesriikidega, peegeldavad need Euroopa partnerluse prioriteete, mis on vlja toodud mitmeaastases nidisprogrammis.
Annual programmes build on previous phases of EC assistance to the beneficiary countries. 
Aastased programmid phinevad E abisaaja riikidele antud abi varasematel etappidel.
The Commission agrees with the need to develop a clearer methodology which could help in the prioritisation process between alternative projects. 
Komisjon nustub selgema metoodika vljaarendamise vajadusega, mis viks olla abiks alternatiivsete projektide prioritiseerimises.
A law aiming at establishing the SAI was adopted in November 2005 and the body of the institution is in the process of being established. 
Seadus, mille eesmrk on Serbia krgeima auditiasutuse asutamine, veti vastu novembris 2005 ja knealuse institutsiooni struktuur on loomise jrgus.