natgillin/translations-raw huggingface dataset:
Delegations still require considerable support in adjusting to their new role, and central services find it difficult to provide delegations with the support required, as thematic expertise is becoming thinly spread across geographical directorates due to reductions in HQ staffing. 
Delegatsioonid vajavad veel olulisel mral tuge uue rolliga kohanemisel, kesktalitustel on aga keeruline neile vajalikku abi anda, kuna peakorterite personali vhendamise tttu napib piirkonniti vajalike teadmistega spetsialiste.
Although HQ services have developed a number of monitoring instruments and have provided substantial support to delegations, there is scope for improvement in both areas (see paragraphs 19 to 38). VI. 
Kuigi peakorterid on vlja ttanud terve rea jrelevalvevahendeid ja delegatsioonidele mrkimisvrset abi osutanud, on mlemas valdkonnas veel arenguruumi (vt punktid 19Đ38).
Regarding the results of devolution, it is still too early, after less than two years of devolved management, to see the envisaged improvements in the speed and quality of EC external aid. 
VI. leandmise tulemuste osas on veel liialt vara oodata kavandatud edusammude saavutamist E vlisabi osutamise kiiruses ja kvaliteedis, kuna protsess on kestnud alla kahe aasta.
Also, the lack of a complete set of performance indicators at an early stage in the devolution process makes it difficult to measure progress against the main objectives (see paragraphs 39 to 42, 48 to 51, 53, 56 and 57). 
Tegelike tulemuste vrdlemist seatud phieesmrkidega raskendab ka asjaolu, et leandmisprotsessi varases etapis ei pandud paika terviklikke nitajaid, mille abil tulemusi mta (vt punktid 39Đ42, 48Đ51, 53, 56 ja 57).
However, in the majority of delegations visited there are signs that devolved management is on the right path to achieving the intended results. 
Enamuse klastatud delegatsioonide puhul leiti siiski, et leandmisprotsessi abil liigutakse pstitatud tulemuste saavutamiseks iges suunas.
The speed and quality of project management are benefiting from the increased capacity in the operational units of the delegations and from having the finance and contract staff available on the ground. 
Projektide juhtimise kiirust ja kvaliteeti parandab delegatsioonide tege-vusksuste suurenenud vimsus ning rahastamise ja lepingute slmimisega tegeleva personali olemasolu kohapeal.
This leads to a better problem-solving capacity within the delegation and to increased contacts with beneficiaries and other relevant parties as well as to a better understanding of local conditions, risks and opportunities. 
See lihtsustab probleemide lahendamist delegatsioonides, tihendab kontakte abisaajate ja muude asjaosalistega ning aitab paremini mista kohalikke tingimusi, riske ja vimalusi.
Robust financial management procedures are generally ensured under devolution but are not yet sufficiently developed in respect of the financial monitoring of implementing organisations (see paragraphs 43, 46, 54, 58, 61 and 62). 
Volituste leandmise raames on stabiilsed finantsjuhtimismenetlused ldjuhul tagatud, kuid rakendusorganisatsioonide finantsjrelevalve osas ei ole neid veel piisavalt vlja arendatud (vt punktid 43, 46, 54, 58, 61 ja 62).
For the time being, problems in recruiting staff with appropriate expertise and using this expertise in an optimal way, difficulties experienced by HQ in providing support to delegations, as yet inadequate financial information systems and complicated procedures are limiting the expected results of devolution in terms of increased speed and improved quality of project management (see paragraphs 44, 45, 47, 52, 55, 59, 60 and 63). C 72/3 
Praegusel hetkel raskendavad leandmise projektijuhtimise kiiruse ja kvaliteedi osas kavandatud tulemuste saavutamist jrgmised tegurid: probleemid vajalike teadmistega personali vrbamisel ja nende teadmiste kasutamisel parimal vimalikul viisil; peakorterite raskused delegatsioonidele abi andmisel; ebapiisavad finants-teabessteemid ja keerukad menetlused (vt punktid 44, 45, 47, 52, 55, 59, 60 ja 63).
C 72/4 EN Official Journal of the European Union 22.3.2005 IX. 
C 72/4 ET Euroopa Liidu Teataja 22.3.2005 IX.
The main recommendations made on the basis of the CourtŐs observations and conclusions are the following: Ń appropriate indicators should be introduced, relating to both speed and quality of aid, which measure progress from year to year and against standards to be set, Ń the actual costs of devolution should be monitored against the estimated costs, Ń the Commission should ensure that its recruitment procedures, salaries and other conditions of employment can attract staff with the appropriate expertise to fulfil the increased staffing needs of its delegations, Ń thematic expertise present within HQ services should be organised in order to provide good quality support to delegations in an efficient way, Ń HQŐs monitoring and support role should be further developed, notably by improving the financial information systems and addressing outstanding training needs, Ń the Commission should increase its efforts to try to reduce delays in project implementation, particularly delays in making payments, which occur outside the delegation, Ń in order to optimise the results of devolution, the Commission should continue to pay particular attention to the simplification, harmonisation and clarification of financial and contractual procedures. 
Ń Ń Ń Ń Ń Ń Ń Kontrollikoja thelepanekute ja jrelduste phjal esitatakse jrgmised soovitused: tuleks kasutusele vtta sobivad nitajad abi osutamise kiiruse ja kvaliteedi osas, mille abil mta arengut nii aastate likes kui loodavate standardite taustal, leandmise tegelikke kulusid tuleks kontrollida, vrreldes neid hinnanguliste kuludega, komisjon peaks tagama, et tema tlevtmise kord, palga-ja muud ttingimused oleksid piisavalt ahvatlevad vajaliku kvalifikatsiooniga ttajatele, vimaldamaks tita lisandunud tkohad delegatsioonides, vajalike teadmistega spetsialistid tuleks peakorterite talituste vahel jaotada nnda, et delegatsioonidele oleks vimalik anda thusat ja heal tasemel abi, peakorterite jrelevalvet teostavat ja toetavat rolli tuleks edasi arendada, eelkige finantsteabessteemide parandamise ja psiva koolitusnudluse titmise teel, komisjon peaks pdma aktiivsemalt vhendada viivitusi, mis esinevad projektide elluviimisel, eelkige maksete sooritamisel vljaspool delegatsioone, leandmise tulemuste optimeerimiseks peaks komisjon jtkuvalt erilist thelepanu prama rahastamis-ja lepingute slmimise korra lihtsustamisele, htlustamisele ja selgemaks muutmisele.
4. 
Kontrollikoda vttis kesoleva aruande vastu 8. ja 9. detsembri 2004. aasta istungil LuxembourgŐis.
C 72/16 EN Official Journal of the European Union 22.3.2005 THE COMMISSIONŐS REPLIES SUMMARY I. The wide-ranging reform of the management of external assistance, launched by the Commission in May 2000, included both the creation of EuropeAid, which was specifically designed to cope with the transitional period of the reform, and the devolution of the management of the whole project cycle to the delegations. 
22.3.2005 ET Euroopa Liidu Teataja C 72/5 KOMISJONI VASTUS KOKKUVÍTE I. Vlisabi juhtimise laiaulatusliku reformi hulka, mille komisjon kivitas 2000. aasta mais, kuulus nii EuropeAidi loomine, mis oli spetsiaalselt meldud toimetulekuks leminekuperioodil, kui ka kogu projekti juhtimise leandmine delegatsioonidele.
Devolution also increased the role of the delegations in matters such as the policy dialogue with the authorities on complex public service and governance-related reforms, and in coordination with other donors. 
Juhtimise leandmine suurendas samuti delegatsioonide osa kompleksset ldhuviteenuste ja haldusreformi ksitlevas dialoogis, mida peetakse ametiasutustega ja koosklas teiste rahastajatega.
The reform was implemented in conjunction with Commission-wide reforms (such as the introduction of a new Financial Regulation, and the abolition of technical assistance offices) which also had an impact on the devolution process. 
Reformi lbiviimise ajal toimusid kogu komisjonis mberkorraldused (nt uue finantsmruse kehtestamine ja tehnilise abi broode kaotamine), mis mjutasid samuti leandmisprotsessi.
The toolbox of planning and monitoring instruments applied proved to be effective and appropriate for the management of the devolution process. 
Kohandatud kavandamis-ja jrelevalvevahendid osutusid juhtimise leandmise seisukohast thusaks ja asjakohaseks.
V. As devolution progressed, a first reorganisation of the services in EuropeAid took place with the adoption of a new organigramme on 17 February 2003. 
V. Esimene mberkorraldus toimus EuropeAidi talitustes leandmise kigus 17. veebruaril 2003. aastal, kui veti kasutusele uus organisatsiooniline lesehitus.
The entire exercise for human resource allocation took place against a background of huge staffing deficit compared with all major donors, including Member States. 
Inimressursside jagamisel puututi kokku suure personalipuudusega, vrreldes kigi suurrahastajate, sealhulgas liikmesriikidega.
The Commission is committed to overcoming remaining constraints. 
Komisjon on vtnud endale kohustuse krvaldada lejnud takistused.
The results of the reform are closely monitored, and Council and Parliament are kept regularly informed. 
Reformide tulemusi jlgitakse thelepanelikult, teavitades korrapraselt nukogu ja parlamenti.
It is not possible to dissociate the results of devolution from the results of the rest of the package. 
Juhtimise leandmise tulemusi ei ole vimalik lahutada lejnud reformide tulemustest.
Nevertheless, not only was devolution largely completed within the timescale envisaged, but it did not result in the losses of quality, or reduction in speed, which many observers feared. For instance, prior to the reform, the number of years needed to design, implement and complete a project was increasing; since 2000, this trend has been reversed, and projects are now completed faster. 
Sellele vaatamata viidi juhtimise leandmine lpule mitte ainult kavandatud ajakava kohaselt, vaid vlditi ka kvaliteedi vi tkiiruse langust, mida kartsid paljud vaatlejad. Kui enne reformi kulus projekti kavandamiseks, rakendamiseks ja lpuleviimiseks ha rohkem aega, siis alates 2000. aastast on mrgata vastupidist tendentsi ja projektid viiakse nd kiiremini ellu.
With devolution, stricter financial controls on implementing organisations (for instance, NGOs or project management units) can be applied on the spot by the delegations. 
Juhtimise leandmise tulemusena saavad delegatsioonid kohaldada rakendusorganisatsioonide (nt valitsusvliste organisatsioonide vi projektijuhtimisksuste) suhtes kohapeal rangemat finantskontrolli. htlustatud lepingudokumentide kasutuselevtmine on aastate jooksul aidanud kaasa kontrollitaseme tstmi-sele.
Measures are being taken to adapt the structure of the services at EuropeAid, to improve financial information systems and to simplify procedures in order to provide more effective support to delegations. 
Delegatsioonide thusamaks toetamiseks vetakse meetmeid, et kohandada EuropeAidi talituste lesehitust, parandada finantsteabessteeme ja lihtsustada menetlusi.
However it is essential to maintain strict standards of financial control. 
Sellele vaatamata on oluline silitada ranged finantskontrolli nuded.
C 72/20 EN Official Journal of the European Union 22.3.2005 57. 
C 72/6 ET Euroopa Liidu Teataja 22.3.2005 IX.
The results oriented monitoring system has proved to be very helpful in building expertise on the monitoring of the quality of aid. 
Jtkuvalt tehakse td tiendavate nitajate vljattamiseks, mis vimaldaksid mta abi rakendamise kiiruse ja kvaliteedi paranemist.
The variety of staff categories in the delegations allow appropriate responses to be made to the various expertise requirements. 
Juhtimise leandmise raames pratakse suurt thelepanu delegatsioonide personalivaliku menetluste ja tingimuste parandamisele.
The toolbox of planning and monitoring instruments applied proved to be effective and appropriate for the management of the devolution process. 66. Measures are being taken to try to overcome recruitment problems, and to adapt the structure of the services at EuropeAid in order to provide more effective support to delegations. 
CRISi (Common Relex Information System) rolli tugevdamine kavandamis-ja juhtimisvahendina parandab veelgi EuropeAidi jrelevalve-ja toetusvimet. Tehakse suuri jupingutusi, et tagada delegatsioonide personali nuetekohane vljape.
More training sessions are now being organised overseas, and elearning modules are being developed. 67. 
Juba praegu korraldatakse rohkem koolitusi vlismaal ja arendatakse e-ppe kavasid.
EuropeAid is taking measures to improve the performance of national administrations. 
EuropeAid vtab meetmeid, et tsta siseriiklike ametiasutuste tulemuslikkust.
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. 
Komisjon moodustas vastavalt valge raamatu ŇKomisjoni uuendamineÓ artiklile 73 keskksuse, et htlustada tplepingud ja slmida halduslepinguid.
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. 
Lisaks teeb komisjon 2004. aasta oktoobris kivitatud finantsmruse rakenduseeskirjade lbivaatamise raames ettepaneku lihtsustada nende lepingute slmimise ssteemi, mis alluvad komisjonile endale, k.a delegatsioonides hallatavad lepingud.
7.10.2005 EN Official Journal of the European Union C 249/1 I (Information) COURT OF AUDITORS SPECIAL REPORT No 2/2005 concerning EDF budget aid to ACP countries: the CommissionŐs management of the public finance reform aspect, together with the CommissionŐs replies (presented pursuant to Article 248(4) second subparagraph of the EC Treaty) (2005/C 249/01) CONTENTS ABBREVIATIONSANDTERMINOLOGY .................................................... 
7.10.2005 ET Euroopa Liidu Teataja C 249/1 I (Teave) KONTROLLIKODA ERIARUANNE nr 2/2005 AKV riikidele antava EAFi eelarvetoetuse kohta: riigi rahanduse reformi komisjonipoolne juhtimine (esitatud vastavalt EÜ asutamislepingu artikli 248 lõike 4 teisele lõigule) (2005/C 249/01) SISUKORD LÜHENDIDJAMÕISTED ................................................................
SUMMARY ................................................................ 
Kontrollikojaaudit ......................................................
Descriptionofthemechanism ............................................. 
Riigi rahanduse juhtimise parandamine: üks eelarvetoetuse eesmärkidest . . . . . . . . . . . .
INTRODUCTION ........................................................... AUDITFIELD:DIRECTNON-TARGETEDBUDGETAID ............................. Definition ............................................................. 
AUDITILEIUD ............................................................. Hinnangriigirahandusejuhtimisealgseleolukorrale ............................
AUDITFINDINGS........................................................... 
Metoodikaraamistikumääratlemine .....................................
Methodological framework improved, but should be expanded . . . . . . . . . . . 
Metoodikaraamistikku on täiustatud, kuid see tuleks lõpuni välja töötada . . .
Dynamicinterpretationofeligibilityconditions ........................ Cohesion between programmes should be made more explicit . . . . . . . . . . . . I-V I-II III IV-V 1-2 3-18 3-5 6-8 9-11 12-14 15 16-18 19-22 19-20 21-22 23-74 23-40 23-30 23-27 28-29 30 Paragraph Page 3 4 4 4 4 5 5 5 5 5 6 6 7 7 7 7 8 8 8 8 9 9 
Programmide omavaheline sidusus tuleks muuta selgemaks . . . . . . . . . . . . . . I–V I–II III IV–V 1–2 3–18 3–5 6–8 9–11 12–14 15 16–18 19–22 19–20 21–22 23–74 23–40 23–30 23–27 28–29 30 Punkt Lehekülg 3 4 4 4 4 5 5 5 5 5 6 6 7 7 7 7 8 8 8 8 9 9
C 249/2 EN Official Journal of the European Union 7.10.2005 Implementationofthemethodologicalframework ......................... 
LISA2—Riigirahandusejuhtimisetulemuslikkusehindamisraamistikuprojekt .....................
Unequal progress in different countries as regards coordination with other donors........................................................ 
24 LISA3—Komisjonipooltkasutatavadtulemusnäitajad ........................................
Conclusions............................................................ 
31 Metoodikaraamistikurakendamine ......................................
Recommendations ...................................................... 
Korruptsioonivastane võitlus: küsimus, mis vajab tähelepanu . . . . . . . . . . . . .
30 TheCommissionŐsreplies .............................................................. 31 
Komisjonisnapibpersonali........................................
C 249/4 EN Official Journal of the European Union SUMMARY Description of the mechanism I. The volume of direct non-targeted budget aid has increased substantially in recent years and now accounts for around one fifth of EDF aid. 
C 249/4 ET Euroopa Liidu Teataja KOKKUVÕTE Mehhanismi kirjeldus I. Otsese suunamata eelarvetoetuse maht on viimastel aastatel oluliselt kasvanud ja moodustab praegu umbes ühe viiendiku EAFi abist.
It has several major advantages, chief of which are ownership and greater simplicity (see paragraphs 9 to 11), but it also brings an element of risk. 
Eelarvetoetusel on mitmeid märkimisväärseid eeliseid — eelkõige parem kohandumine uuendustega ja suurem lihtsus (vt punktid 9–11), kuid sellega seondub ka kõrge riskitase.
This risk differs from that affecting other types of aid (see paragraphs 12 and 13): the objectives are more ambitious and the funds disbursed are merged with the revenue of the beneficiary countries, which then spend them in accordance with their own management systems, which are usually weak. 
See risk erineb teist liiki toetusi mõjutavast riskist (vt punktid 12–13): eesmärgid on ambitsioonikamad ning toetused kantakse abisaajariikide tuludesse, kes seejärel kasutavad vahendeid vastavalt oma juhtimissüsteemidele, mis on enamasti puudulikud.
The philosophy behind budget aid is to help beneficiary countries to reduce this risk while at the same time allowing them to manage their own development through growth and poverty reduction. 
Eelarvetoetuse põhimõte on aidata abisaajariikidel nimetatud riski vähendada, võimaldades neil samal ajal oma arengut juhtida kasvu ja vaesuse vähendamise kaudu.
Most donors are showing an increased interest in this form of aid, which is fundamentally different from the traditional method of project support (see paragraph 11). 
Enamik rahastajatest on üha suuremal määral huvitatud sellisest toetusvormist, mis erineb põhimõtteliselt tavapärasest projektitoetuste meetodist (vt punkt 11).
The Commission is prepared to transfer budget aid to countries with weak management systems, provided that reforms are put in place to improve them (see paragraphs 28 and 29). 
Komisjon on valmis andma eelarvetoetust puuduliku juhtimissüsteemiga riikidele eeldusel, et need viivad ellu süsteemide parandamise reforme (vt punktid 28–29).
This is a long-term process. 
See on pikaajaline protsess.
It has therefore developed tools with the aim not only of making an initial diagnosis of the quality of the public finance management and proposed reforms, but also of evaluating management changes and the progress of those reforms. 
Seetõttu on komisjon välja töötanud vahendeid, mille eesmärgiks ei ole mitte ainult esialgse hinnangu andmine riigi rahanduse juhtimise kvaliteedile ja kavandatud reformidele, vaid ka juhtimise ja reformide edusammude hindamine.
The CourtŐs audit III. 
Kontrollikoja audit III.
The objective of this audit was to examine, for 2003 and 2004, how the Commission had managed the risk linked to public finance within the framework of budget aid (see paragraph 12), i.e. how it had verified the quality of public finance management and the effectiveness of the reforms introduced by the beneficiary State (see paragraphs 19 and 20). 
Auditi eesmärgiks oli uurida, kuidas juhtis komisjon aastatel 2003–2004 riigi rahandusega seotud riske eelarvetoetuse raames (vt punkt 12), kontrollides riigi rahanduse juhtimise kvaliteeti ja abisaajariigi algatatud reformide tõhusust (vt punktid 19–20).
The audit focused in particular on the programmes of direct non-targeted budget aid granted from the EDF within the framework of the Cotonou Agreement. 
Audit keskendus eelkõige otsese suunamata eelarvetoetuse programmidele, mida maksti EAFist Cotonou lepingu raames.
It was based on checks performed at Commission headquarters and in five countries (see paragraphs 21 and 22). 
Audit põhines komisjoni peakorteris ja viies riigis läbi viidud kontrollidel (vt punktid 21–22).
Audit results IV. 
Auditi tulemused IV.
The analytical and follow-up tools, which the Commission applies in coordination with the other donors, and the World Bank and IMF in particular, provide relatively comprehensive information that enables it to take appropriate action. 
Analüüsi-ja järelmeetmed, mida komisjon rakendab kooskõlas teiste rahastajatega, eriti koostöös Maailmapanga ja Rahvusvahelise Valuutafondiga (IMF), annavad suhteliselt laialdast teavet, mis võimaldab komisjonil asjakohaselt tegutseda.
However, the design (see paragraphs 23 to 27 and 42 to 46) and implementation (see paragraphs 31 to 37 and 47 to 68) of these tools need to be improved. 
Siiski tuleb parandada nimetatud meetmete ülesehitust (vt punktid 23–27 ja 42–46) ning rakendamist (vt punktid 31–37 ja 47–68).
There are some design weaknesses at the diagnostic level and in the monitoring reports, which are not sufficiently complete and informative. 
Mõningad ülesehituslikud puudused ilmnevad hinnangu andmise tasandil ja järelaruannetes, mis ei ole piisavalt täielikud ega informatiivsed.
Furthermore, there is insufficient coordination with other donors at local level as regards the use of these instruments and their implementation does not rely sufficiently on the parliaments and supreme audit institutions of the beneficiary countries concerned. 
Lisaks ei kooskõlastata meetmeid kohalikul tasandil vajalikul määral teiste rahastajatega ja meetmete rakendamisel ei kaasata piisavalt asjassepuutuvate abisaajariikide parlamente ja siseriiklikke kontrolliasutusi.
V. The Court recommends that the Commission: (a) update and complete its Methodological Guide, including the parts relating to monitoring reports (see paragraph 84); (b) give clearer evidence for the eligibility of beneficiary countries (see paragraph 85); (c) employ enhanced-incentive public finance performance indicators (see paragraph 86); (d) finalise the new public finance management performance measurement tool and do its utmost to have it adopted by the various donors (see paragraph 87); (e) strengthen local cooperation between donors (see paragraph 88); (f) strengthen its relations with the parliaments and supreme audit institutions of beneficiary countries (see paragraph 89). 7.10.2005 
V. Kontrollikoda soovitab komisjonil: a) ajakohastada ja täiendada oma metoodikajuhendit, muuhulgas järelaruannete osas (vt punkt 84); b) anda abisaajariikide abikõlblikkuse kohta selgemaid tõendusmaterjale (vt punkt 85); c) võtta kasutusele motiveerivamad riigi rahanduse tulemusnäitajad (vt punkt 86); d) töötada välja uus riigi rahanduse juhtimise kvaliteedi hindamisvahend ja soodustada selle heakskiitmist võimalikult paljude rahastajate poolt (vt punkt 87); e) tugevdada kohalikku koostööd rahastajate vahel (vt punkt 88); f) tugevdada oma suhteid abisaajariikide parlamentide ja kõrgeimate kontrolliasutustega (vt punkt 89). 7.10.2005
7.10.2005 EN Official Journal of the European Union C 249/5 INTRODUCTION 1. 
7.10.2005 ET Euroopa Liidu Teataja C 249/5 SISSEJUHATUS 1.