natgillin/translations-raw huggingface dataset:
Case 2: The European Commission Police Assistance mission in Albania Against a background of rapid change in Albania and in the context of a considerable time lag between programming and implementation, projects originally planned were, in some cases, reoriented to better reflect the needs of the beneficiary and to coordinate activities with other donors, which explains that in some cases the measures taken and the results achieved could not be completely in line with the project fiche. 
2. juhtum. Euroopa henduse politseiabi missioon Albaanias Albaanias toimuvate kiirete muudatuste taustal ning programmit ja rakendamise vahelise mrkimisvrse ajanihke tttu muudeti mningal juhul algselt kavandatud projekte, et need vastaksid enam abisaaja vajadustele ning selleks, et koosklastada tegevust teiste abiandjatega.
The national authorities of the recipient countries and the Commission together, from early 2002, encouraged an evolution towards projects and programmes giving a greater emphasis on institution building. 
Abisaaja riikide riiklikud ametiasutused ja komisjon julgustasid alates 2002. aasta algusest selliste projektide ja programmide koostamist, milles pannakse suuremat rhku institutsioonide vljaarendamisele.
Nonetheless, parts of the region still greatly needed investment for infrastructure of roads, transport, and energy as the recipient countries were emerging from conflict and years of underinvestment. 
Sellele vaatamata vajasid teatavad piirkonna osad veel investeeringuid maanteede infrastruktuuri, transporti ja energiasektorisse, sest abisaajariigid olid vljumas konfliktist ning neisse ei olnud aastaid piisavalt investeeritud.
With regard to institution building (establishment of democratic institutions, public administration reform (civil service, administrative capacity, budget and fiscal management ...), reform of local government, consolidating the rule of law through judicial and police reforms, etc.), sectoral allocations were provided by the Commission in strategy documents such as the MIP. 
Seoses institutsioonide vljaarendamisega (demokraatli-ke institutsioonide loomine, avaliku halduse reform (avalik teenistus, haldussuutlikkus, eelarve ja finantsjuhtimine...), kohalike omavalitsuste reform, igusriigi phimtete tugevdamine kohtu-ja politseireformide kaudu jne) ngi komisjon ette valdkondlikke toetusi selliste strateegiadokumentidega nagu mitmeaastased ni-disprogrammid.
After 2002, the AgencyŐs programmes indeed increasingly focused on institution building. 
Prast 2002. aastat hakati asutuste programmides enam keskenduma institutsioonide vljaarendamisele.
This was particularly the case in the post-conflict situations of Kosovo, Serbia and to an extent in the former Yugoslav Republic of Macedonia. 
Seda eelkige Kosovo, Serbia ja teatud mral ka endise Jugoslaavia Makedoonia Vabariigi konfliktijrgses olukorras.
The quick delivery of this assistance encouraged evolution to the later reform process. 
Knealuse abi kiire andmine andis tuke hilisemale reformile.
The administration in the former Yugoslav Republic of Macedonia was not ready to take on a Twinning initiative until recently. 
Endise Jugoslaavia Makedoonia Vabariigi ametiasutused ei olnud kuni viimase ajani mestimiseks valmis.
Actually, in order to launch twinning contracts with the former Yugoslav Republic of Macedonia, the EAR needed the recipient administration to prepare twinning fiches. 
Selleks et algatada mestimisprojekte endise Jugoslaavia Makedoonia Vabariigiga, vajas Euroopa lesehitusamet seda, et abisaaja ametiasutused koostaksid projekti kirjelduse.
Due to the lack of administrative capacity in the line Ministries to prepare the necessary documentation, the step-over from traditional technical assistance to twinning took longer than in other candidate countries. 
Kuna ministeeriumidel puudus haldussuutlikkus vajalike dokumentide ettevalmistamiseks, vttis tavaliselt tehniliselt abilt mestimisele leminek rohkem aega kui teistes kandidaatriikides.
In line with the political mandate of the Thessaloniki Agenda of June 2003, Twinnings were increasingly incorporated into the work of the Agency. 
Vastavalt 2003. aasta juuni Thessaloniki tegevussuunistes antud poliitilisele mandaadile kaasati mestimisprojektid ha enam ameti tlesannetesse.
The Commission meanwhile actively put know-how and training at the disposal of the AgencyŐs programme managers. 
Komisjon vimaldas ameti programmijuhti-del saada oskusteavet ja vljapet. 2. selgitus.
Box 2 Ń Redirecting an institution building project Ń Integrated Border Management in the former Yugoslav Republic of Macedonia The objectives of the project covered: the set up of a Border Police Service and transfer of operational responsibilities in line with the Integrated Border Management (IBM) strategy objectives. 
Institutsioonide vljaarendamise projekti mbersuunamine Đ integreeritud piirihaldus endises Jugoslaavia Makedoonia Vabariigis Projekti eesmrgid olid piiripolitseiteenistuse loomine ja operatiivlesannete le kandmine vastavalt integreeritud piirihalduse strateegia eesmrkidele.
In the period between the fiche drafting and implementation, developments urged for a review of priorities: Ń A Police Reform Project covered recruitment procedures; Ń OSCE assistance addressed the Border Police training; Ń Equipment for detection of falsified documents, which at the time of implementation was not yet fully in use, was supplied under an earlier Phare 2000 project. Provision of additional similar equipment was hence inappropriate. 
Eraldatud vahendeid kasutatigi piiripolitseile sidukite ostmiseks. Projekti kavandamise ja rakendamise vahele jval perioodil toimunud muutuste taustal oli vajalik prioriteedid le vaadata: Ń politseireformi projekt ksitles vrbamismenetlust; Ń OSCE abi oli suunatud piiripolitsei vljappele; Ń vltsitud dokumentide tuvastamise seadmed, mis projekti rakendamise ajal ei olnud veel tielikult kasutusel, tarniti varasema Phare 2000 projekti raames. Seeprast ei olnud samalaadseid seadmeid asjakohane juurde tarnida.
The Border Police Service (including the transfer of operational responsibilities from the Defence to the Interior Ministry in line with IBM strategy) was created by the national authorities under national funding. 
Piiripolitseiteenistuse (kaasa arvatud operatiivlesannete lekandmine kaitseministeeriumilt siseministeeriumile vastavalt integreeritud piirihalduse strateegiale) lid riiklikud asutused riiklikest vahenditest.
The newly created service was, however, entirely without operational equipment and could not fulfil its operational responsibilities. 
Loodud teenistusel puudus aga tielikult operatiivva-rustus ja seetttu ei saanud see tita oma operatiivkohustusi. laltoodu phjal ei peetud sidukite ostu asjakohaseks.
27.11.2007 EN Official Journal of the European Union C 285/21 36. (a) The Regional Annual Action Programme 2002 and 2003 had an Integrated Border Management project which was managed at a regional level from Commission HQ in Brussels. (b) It was considered more efficient to manage most of the refugee return programmes at national level. (c) The Regional Programmes are planned by Commission HQ together with Delegations and administrations of the beneficiary countries. 
27.11.2007 ET Euroopa Liidu Teataja C 285/21 36. a) Iga-aastane piirkondlik tegevusprogramm 2002. ja 2003. aastaks sisaldas integreeritud piirihalduse projekti, mida juhiti piirkondlikul tasandil komisjoni Brsseli peakorteri kaudu. b) Peeti thusamaks pagulaste tagasiprdumise programmide juhtimist riiklikul tasandil. c) Komisjoni peakorter kavandab piirkondlikke programme koosts esinduste ja abisaajariikide ametiasutustega.
Box 5 Ń Support to the Croatian Court System The CARDS 2002 project had two conditionalities: (i) existence of the strategy for reform of judiciary and (ii) implementation of the CARDS 2001 judiciary project must have been well underway. 
5. selgitus. Toetus Horvaatia kohtussteemile CARDS 2002 projektil oli kaks eeltingimust: i) pidi olema olemas kohtureformi strateegia ja ii) CARDS 2001 kohtuprojekti rakendamine pidi olema juba alanud.
At the moment of start of the project political dialogue and drafting of the strategy on the reform of judiciary were sufficiently advanced to justify the start of the project. 
Projekti alustamise ajal oli poliitiline dialoog ja kohtureformi strateegia koostamine piisavalt edenenud, et igustada projektiga alustamist.
Even though, as the Court says, the Council regulation doesnŐt define any specific responsibilities for the recipient countries, the Commission has, as far as possible, increased progressively the countries management responsibilities. 
Isegi kui (nagu vidab kohus) nukogu mruses ei mrata kindlaks abisaaja riikide konkreetseid kohustusi, on komisjon jrk-jrgult nii palju kui vimalik suurendanud riikide haldusvastutust.
There has been an evolution of management responsibilities allowing beneficiaries to be closely involved in programming of activities, tender evaluations and in monitoring and evaluation. 
Haldusvastutust on ptud jagada selliselt, et abisaajad saaksid aktiivselt osaleda programmits, pakkumiste hindamises ning jrelevalves ja hindamises.
Part of the CARDS programme in Croatia is now being managed by the country itself in line with the Decentralised Management System. 
Osa Horvaatia CARDSi programmist haldab riik ise koosklas detsentraliseeritud haldamisssteemiga.
While the promotion of beneficiary involvement is generally a clear method for improving the effectiveness of EU assistance, the involvement of the beneficiaries in programming and implementation under a centralised management system is much more difficult to ensure than under a decentralised management system. 
Kui abisaaja osaluse suurendamine on ldjuhul lihtne meetod ELi abi thususe parandamiseks, siis abisaajate programmits ja rakendamises osalemist tsentraliseeritud haldamisss-teemi alusel on palju raskem tagada kui detsentraliseeritud haldusssteemi alusel.
The Commission, within the framework defined by the CARDS regulation has promoted recipient country responsibility whenever possible taking into account the capacities of the countries concerned. 
Komisjon on igal vimalikul juhul tstnud CARDSi mruses kindlaks mratud raamistiku alusel abisaaja riigi vastutust, vttes arvesse asjaomaste riikide suutlikkust.
In most of the beneficiary countries, the situation of the local public financial resources was that difficult that no resources could be set aside by them for the co-financing of the projects. 
Enamikes abisaaja riikides oli olukord kohalike avalike rahaliste vahendite puhul nii raske, et riigid ei saanud projektide kaasrahastamiseks vahendeid krvale panna.
The national authorities have benefited from local training on the tendering procedures, organised by the Commission. 
Riiklikud asutused on saanud osa vtta kohalikust pakkumismenetluste koolitusest, mida on korraldanud komisjon.
The Paris Declaration on Aid Effectiveness was signed in 2005, and at the time of the audit its principles could not have had any significant impact on the management of CARDS. 
Pariisi deklaratsioon abi tulemuslikkuse kohta allkirjastati 2005. aastal ning auditi toimumise ajal ei oleks selle phim-tetel olnud mrkimisvrset mju CARDSi haldamisele.
In Croatia, the Commission took the lead in establishing the mechanism of EU Donor Co-ordination in 2000. 
Komisjon vttis 2000. aastal Horvaatias juhtimise enda ktte, luues ELi rahastajate koordineerimise mehhanismi.
Ownership of the co-ordination process by the Croatian authorities (NAC administration) was strongly encouraged, but was unfortunately not very effective. 
Horvaatia ametiasutusi (siseriiklikud abi koordineerimisasutused) julgustati vtma enda peale vastutust koordineerimisprotsessi le, aga kahjuks mitte vga tulemuslikult.
C 285/22 EN Official Journal of the European Union 27.11.2007 The Agency closely coordinated with other donors present in the region notably in the framework of the regular coordination meetings hosted within the Agencies operational centres. 
C 285/22 ET Euroopa Liidu Teataja 27.11.2007 Amet juhtis teiste piirkonna doonoritega koosklastamist eelkige korraliste koordineerimiskoosolekute raames, mida peeti ameti rakenduskeskustes.
Moreover, the beneficiaries are playing an ever increasing leading role in these meetings. 
Lisaks on abisaajad hakanud knealustel kohtumistel omama kasvavalt juhtivat rolli.
Systematic evaluations of CARDS projects by the Delegations could be improved. 
Esindused viksid CARDSi projektide sstemaatilisi hindamisi parandada.
However, the responsibility of conducting independent evaluations is conferred to HQ and the EAR, and the Delegation are not submitted to such requirement. 
Sellele vaatamata, on sltumatute hindamiste teostamise kohustus pandud peakorterile ja Euroopa lesehitusa-metile ning esindustel selline igus puudub.
CONCLUSIONS AND RECOMMENDATIONS 61. 
JRELDUSED JA SOOVITUSED 61.
The CARDS assistance in the western Balkans countries and especially Kosovo had to focus on pressing emergency needs supply of clean water, heating, house and road reconstruction. 
CARDSi abiprogramm Lne-Balkani riikides ja eelkige Kosovos keskendus rhuvatele hdavajadustele nagu puhas vesi, kte, majade ja teede ehitus.
The CommissionŐs strategic guidance has been formulated in the European Partnership documents and has been based on needsŐ analyses in the Annual Progress reports. 
Komisjoni strateegiline juhtimine on esitatud Euroopa partnerluse dokumentides ning see phineb iga-aastastes eduaruannetes esitatud vajaduste analsil.
The CSP guidelines could not have been formulated otherwise taking into account the fast changing environment in the western Balkans. 
Riiklike strateegiadokumentide suunised on koostatud teistel alustel, vttes arvesse Lne-Balkani piirkonna kiiresti muutuvat olukorda.
Furthermore, in view of the Partnership, regular assessments of the CSP were made in order to identify whether changes in the situation of the country would merit a revision of the strategy. 
Lisaks hinnati seoses partnerlusega strateegiadokumente korrapraselt, et kindlaks teha kas muutuste tttu riigi olukorras oleks vaja strateegia le vaadata.
This quickly delivered assistance both allowed the reform process to progress, and the assistance to evolve towards institutional building. 
Kiiresti antav abi vimaldas teha edusamme nii reformiprotsessis kui ka suunata abi institutsioonide vljaarendamiseks.
The use of twinning is however not a sign of progress in itself. 
Mestimise kasutamine ei ole iseenesest siiski edu mrk.
Prior to 2004 many prerequisites were not yet in place, for the optimal use of Twinning, but the picture has changed since and it is now widely used. 
Enne 2004. aastat ei olnud mitmed mestimise optimaalse kasutuse eeltingimused veel tidetud, aga olukord on paranenud ja mestimist kasutatakse praegu laialdaselt.
In 2007 most Twinnings take place in countries where the EAR is managing assistance. 
2007. aastal toimub enamik mestimisprojektidest riikides, kus Euroopa lesehitusamet haldab abi andmist.
The country documents include a consolidated assessment of the challenges, needs and relative importance of the priorities for assistance, and the way this translates into strategic choices under each IPA component. 
Riigiphised dokumendid sisaldavad vljakutsete, vajaduste ja abi prioriteetide suhtelise thtsuse konsolideeritud hindamist, ning viisi, kuidas see vljendub strateegiliste valikutena hinemiseelse abi rahastamisvahendi iga komponendi raames.
A description of the major areas for intervention under each component, the results anticipated and indicative financial allocations are also provided in the MIPDs. 
Mitut abisaajat hlmavates mitmeaastastes suunavates planeerimisdokumentides on esitatud ka peamiste sekkumisvaldkondade kirjeldus iga komponendi raames, oodatavad tulemused ja soovituslikud rahalised eraldused.
This will allow the strategic part of the implementation to be significantly reinforced under IPA. 
See vimaldab mrkimisvrselt thustada rakendamise strateegilist osa hinemiseelse abi rahastamisvahendi raames.
The choice of a combination of several management approaches was made in order to ensure speedy delivery of aid and reflected the weaknesses of the national administrations. 
Otsustati erinevate haldusviiside kasutamise kasuks, et tagada abi kiire andmine ja vtta arvesse riiklike ametiasutuste nrku kohti.
In such a context, it appeared impossible to ensure the maximisation of the benefit of the aid in all circumstances. 
Seetttu ei olnud vimalik igas olukorras tagada abist vimalikult suure kasu saamine.
In many cases beneficiaries reacted well to a fast roll out and evolution of assistance. 
Paljudel juhtudel reageerisid abisaajad abi kiirele andmisele ja arendamisele positiivselt.
Recommendation 2 Under IPA, the objective is to provide targeted and efficient assistance to all beneficiary countries. 
2. soovitus hinemiseelse abi rahastamisvahendi eesmrk on anda eesmrgi-prast ja thusat abi kikidele abisaaja riikidele.
Absorption capacity is one of the criteria for the allocation of funds to beneficiary countries within the Multi-annual Indicative Financial Framework (MIFF). 
Vastuvtuvime on mitmeaastase suunava finantsraamistiku raames ks abisaaja riikidele vahendite eraldamise kriteerium.
Since 2000 recipient country ownership has markedly and visibly increased Ń in terms of coordination, input, technical capacity. 
Alates 2000. aastast on riigi vastutus mrkimisvrselt ja nhtavalt tusnud Đ seda nii koordineerimise, osaluse kui ka tehnilise suutlikkuse puhul.
The level of ownership in each of the involved Countries reflected different traditions, capacity, history recipient country-specific demands and needs. 
Iga asjaomase riigi vastutuse tase peegeldas erinevaid tavasid, suutlikkust, ajalugu, nudeid ning konkreetseid vajadusi.
Over the last six years recipient country ownership has markedly and visibly increased Ń in terms of coordination, input, and technical capacity. 
Viimase kuue aasta jooksul on riigi vastutus mrkimisvrselt ja nhtavalt tusnud Đ seda nii koordineerimise, osaluse kui ka tehnilise suutlikkuse puhul.
This positive evolution takes many forms Ń in programming through discussion and debate, through monitoring and evaluation, but also increasingly through donor coordination. 
Selline positiivne areng avaldub erinevalt Đ programmits arutelu ja mttevahetuse kigus, jrelevalve ja hindamise kaudu, aga ha enam ka rahastajate vahelise koordineerimise kaudu.
Recommendation 3 Under IPA, much emphasis will be put on ownership of the whole implementation process by the beneficiary country. 
3. soovitus hinemiseelse abi rahastamisvahendi raames pannakse suurt rhku abisaaja riigi vastutusele kogu rakendamisprotsessi eest.
27.11.2007 EN Official Journal of the European Union C 285/23 Therefore, decentralised management is the objective whenever applicable. 
27.11.2007 ET Euroopa Liidu Teataja C 285/23 Seetttu on detsentraliseeritud haldamine eesmrgiks kikjal, kus see on vimalik.
Finally, to ensure ownership from the national authorities, the national programmes are adopted by the Commission on the basis of project proposals submitted by the beneficiary countries. 
Et tagada riiklike ametiasutuste vastutus, vtab komisjon vastu riiklikud programmid projektide ettepanekute phjal, mille esitavad abisaaja riigid.
Since the Commission and the EAR are two separate bodies different Monitoring and Evaluation methodologies exist. 
Kuna komisjon ja Euroopa lesehitusamet on kaks erinevat asutust, on neil ka erinevad jrelevalve ja hindamismeetodid.
However, under IPA, the same methodology will be used in all the countries as the EAR will be phased out by 31 December 2008. 
Sellele vaatamata kasutatakse hinemiseelse abi rahastamisvahendi raames kikides riikides sama metoodikat, kuna Euroopa lesehitusamet lpetab tegevuse 31. detsembril 2008.
Recommendation 4 The Commission has scheduled a review of the evaluation practices and has meanwhile provided for harmonised practices for the Delegations through the Guide on Self Evaluation including arrangements for disseminating results and lessons learned. 
4. soovitus Komisjon on kavandanud hindamisviiside lbivaatamise ning on esindustele enesehindamise suunistega ette ninud htlustatud tavad, sealhulgas tulemuste ja saadud kogemuste edastamise korra.
This self evaluation at project level will complement the independent evaluation at programme level performed by the Unit in charge. 
Selline enesehindamine projekti tasandil tiendab sltumatut hindamist programmi tasandil, mida teostab vastutav ksus.
A system has been put in place a for systematic follow-up of evaluations including organising a debriefing meeting within a month following the issuing of sector evaluation reports with a subsequent issuing of a follow-up table by operations on the recommendations. 
On loodud hindamise sstemaatilise kontrolli ssteem, mis hlmab muu hulgas koosoleku korraldamist he kuu jooksul prast valdkondlike hindamisaruannete esitamist, millele jrgneb soovituste phjal vetud meetmete jrelevalvetabeli esitamine.
In addition, reporting arrangements on follow up of the evaluation recommendations involve that operations reports one year later on what actions have been taken. 
Lisaks nhakse hindamissoovituste jrelmeetmeid ksitleva aruandlus-korraga ette, et talitused esitavad he aasta prast aruande vetud meetmetest.
The Commission reviews the extent that follow up actions have been taken. 
Komisjon kontrollib jrelmeetmete ulatust.
28.12.2007 EN Official Journal of the European Union C 317/1 IV (Notices) NOTICES FROM EUROPEAN UNION INSTITUTIONS AND BODIES COURT OF AUDITORS SPECIAL REPORT No 7/2007 on the control, inspection and sanction systems relating to the rules on conservation of Community fisheries resources together with the CommissionŐs replies (pursuant to Article 248(4) second paragraph, EC) (2007/C 317/01) CONTENTS INDEXOFABBREVIATIONS ............................................................. 
28.12.2007 ET Euroopa Liidu Teataja C 317/1 IV (Teave) TEAVE EUROOPA LIIDU INSTITUTSIOONIDELT JA ORGANITELT KONTROLLIKODA ERIARUANNE nr 7/2007 ühenduse kalavarude säilitamist käsitlevate eeskirjade kontrolli-, inspektsiooni-ja sanktsioonisüsteemide kohta koos komisjoni vastustega (esitatud vastavalt EÜ asutamislepingu artikli 248 lõike 4 teisele lõigule) (2007/C 317/01) SISUKORD LÜHENDID ...........................................................................
Mainpoliciesandmeasures ............................................... 
KOKKUVÕTE ..............................................................
Auditapproachandmethodology .......................................... 
SISSEJUHATUS .............................................................
InsufficientCommissionmonitoring .................................... 
Peamisedstrateegiadjameetmed ...........................................
Limitedeffectivenessofnationalinspections .................................. 
Rahastamisemäär .......................................................
Absenceofgeneralcontrolstandards .................................... 
Põhimäärused ..........................................................
Failuretooptimiseinspectionactivities .................................. 
MÄRKUSED ...............................................................
I-III 1-13 1-5 6-9 10-11 12-13 14-17 14 15-17 18-120 18-51 19-43 44-51 52-87 53-58 59-73 74-87 Paragraph Page 3 4 5 5 5 6 6 6 6 7 7 7 7 12 13 13 14 15 
Suutmatusinspektsiooneoptimeerida ................................... I–III 1–13 1–5 6–9 10–11 12–13 14–17 14 15–17 18–120 18–51 19–43 44–51 52–87 53–58 59–73 74–87 Punkt Lk 3 4 5 5 5 6 6 6 6 7 7 7 7 12 13 13 14 15
Nationalsystemsonthewholelackseverity............................... Means of applying pressure to Member States are effective only exceptionally . . . . 
C 317/2 ET Euroopa Liidu Teataja 28.12.2007 Rikkumiste menetlemise ja sanktsioonide määramise süsteemid ei ole tihti asjakohased Riiklikudsüsteemidonüldiseltliigapehmed .............................. Liikmesriikidele surve avaldamise meetmed on tõhusad vaid erandkorras . . . . . . . .