natgillin/translations-raw huggingface dataset:
In general, twinning and technical assistance were used to accompany SBS programmes. 
Na splošno so programe sektorske proračunske podpore spremljali programi tesnega medinstitucionalnega sodelovanja in tehnične pomoči.
This was the case for instance for a programme on rural areas (even though this programme was not included in the audit). 
Tako je bilo na primer pri programu na področju podeželja (čeprav ta program ni bil vključen v revizijo).
Also, projects prepared the ground for SBS, for example for a programme on the free trade area. 
Projekti so prav tako pripravili podlago za sektorsko proračunsko podporo, na primer pri programu na področju območja proste trgovine.
Finally, four technical assistance projects in the justice sector covered needs that were related to those tackled by the budget support (see Annex III, projects No 12-14). 
Štirje projekti tehnične pomoči na področju pravosodja so obravnavali potrebe, povezane s tistimi, ki so se obravnavale v okviru proračunske podpore (glej Prilogo III, projekti št. 12–14).
57 Despite these efforts, in the cases audited, projects were not always used to prepare or support SBS programmes (see paragraphs 58 to 63 and Box 6). 
57 Kljub tem prizadevanjem se v primerih, ki jih je revidiralo Sodišče, projekti niso vedno uporabljali za pripravo programov sektorske proračunske podpore ali njim v podporo (glej odstavke 58 do 63 in okvir 6).
The main aid delivery methods favoured by the Commission were budget support and twinning, even though there was a need for technical assistance and a high government demand for it, especially in the areas where budget support was planned afterwards, to prepare the area for more successful results. 
Glavna načina zagotavljanja pomoči, ki ju je Komisija najraje uporabljala, sta bila proračunska podpora in tesno medinstitucionalno sodelovanje, čeprav sta obstajala potreba in veliko povpraševanje vlade po tehnični pomoči za pripravo podlage za uspešnejše rezultate, zlasti na področjih, za katera je bila kasneje načrtovana proračunska podpora.
Observations 28 Training on budget support for Moldovan officials came late A fully fledged training session on budget support for Moldovan officials was first organised through a technical assistance project in March 2014 that amounted to 40 000 euros (see Annex III, project No 9). 
Opažanja 28 Usposabljanje za proračunsko podporo za uradnike Moldavije je bilo zapoznelo Izčrpno usposabljanje za proračunsko podporo za moldavske uradnike je bilo prvič organizirano marca 2014 v okviru projekta tehnične pomoči v vrednosti 40 000 EUR (glej Prilogo III, projekt št. 9).
At that time, budget support had been used for over 7 years in Moldova. 
Takrat se je proračunska podpora v Moldaviji uporabljala že več kot sedem let.
The training, which took place over 6 days and benefited 24 officials, revealed that they had a limited understanding of this aid delivery method. 
Pri usposabljanju, ki je potekalo šest dni, udeležilo pa se ga je 24 uradnikov, se je pokazalo, da ti slabo poznajo to metodo zagotavljanja pomoči.
Participants did not progress significantly, since scores in the initial and final tests only improved from 3.2 to 3.9 points out of 10. 
Udeleženci niso bistveno napredovali, saj so na začetnem preizkusu znanja dosegli 3,2 točke od 10, na končnem pa 3,9.
Scores even worsened in four of the ten areas assessed. 
Rezultati so se na štirih od desetih ocenjenih področij celo poslabšali.
This limited result was not addressed and followed up comprehensively, since no other fully fledged training on budget support has taken place since. 
Ta slab rezultat ni bil obravnavan, prav tako se v zvezi z njim ni celovito nadalje ukrepalo, saj od takrat ni bilo izvedeno več nobeno izčrpno usposabljanje za proračunsko podporo.
The Commission did, however, organise several half-day round tables and presentations in Moldova. 
Komisija je sicer v Moldaviji še organizirala več poldnevnih okroglih miz in predstavitev.
58 In 2011, the Commission financed an ex ante assessment of the justice sector. 
58 Leta 2011 je Komisija financirala predhodno oceno pravosodnega sektorja.
This assessment recommended focusing on technical assistance as the main method of aid delivery prior to programming SBS. 
V tej oceni je bilo priporočeno, da se poudarek nameni tehnični pomoči kot glavnemu načinu zagotavljanja pomoči pred načrtovanjem sektorske proračunske podpore.
Prior technical assistance is necessary since it would not be possible for the government to develop a reform strategy in the justice field without coordination with the judiciary branch, which is consti-tutionally separate from the executive. 
Predhodna tehnična pomoč je bila potrebna, saj vlada reformne strategije na področju pravosodja ne bi mogla oblikovati brez usklajevanja s pravosodno vejo, ki je v skladu z ustavo ločena od izvršilne veje oblasti.
In 2011, when the justice sector reform strategy was being prepared, shortcomings in the executive’s domestic coordination efforts cast doubt on its capacity to set up a coherent reform strategy that would be fully endorsed by the judiciary. 
Pri pripravi strategije za reformo pravosodja leta 2011 je zaradi pomanjkljivosti v prizadevanjih izvršilne veje oblasti za uskladitev na nacionalni ravni postalo vprašljivo, ali je ta sploh zmožna oblikovati usklajeno reformno strategijo, ki bi jo pravosodna veja podprla v celoti.
59 In line with this assessment, four technical assistance projects had been planned in the justice sector since 2011, but were delayed due to staff constraints in the EU delegation. 
59 V skladu s to oceno so bili od leta 2011 na področju pravosodja načrtovani štirje projekti tehnične pomoči, ki pa so bili zaradi pomanjkanja osebja v delegaciji EU preloženi.
One project started 2 months prior to the signature of the financing agreement for the SBS, in April 2013, the other three started 18 months later (see Annex III, projects No 12 - 14). 
Eden od projektov se je začel dva meseca pred podpisom sporazuma o financiranju za sektorsko proračunsko podporo aprila 2013, ostali trije pa 18 mesecev pozneje (glej Prilogo III, projekti št. 12–14).
Observations 29 60 The Moldovan justice sector reform strategy was adopted in 2011 with the goal of achieving eligibility for SBS. 
Opažanja 29 60 Strategija za reformo pravosodnega sektorja Moldavije, katere cilj je bil izpolniti pogoje za upravičenost do sektorske proračunske podpore, je bila sprejeta leta 2011.
Its implementation is hindered by inadequate progress in the prosecution reform and insufficient support by the judiciary. 
Njeno izvajanje ovira nezadosten napredek pri reformi tožilstva in nezadostna podpora sodstva.
A new reform initiative, developed by the Superior Council of Magistracy and the Supreme Court of Justice, was presented publicly in May 2015, with the logistic support of technical assistance project No 13. 
Nova pobuda za reformo, ki sta jo pripravila vrhovni sodni svet in vrhovno sodišče, je bila javnosti predstavljena maja 2015 z logistično podporo projekta tehnične pomoči št. 13.
61 Technical assistance project No 12 currently assists working groups with the revision of budget estimates for the JSRS and the explanation of the specific conditions for SBS (see paragraphs 27 and 31). 
61 Projekt tehnične pomoči št. 12 se trenutno namenja delovnim skupinam pri njihovi reviziji ocene proračuna za strategijo reforme pravosodnega sektorja in pri ob-razložitvi posebnih pogojev za sektorsko proračunsko podporo (glej odstavka 27 in 31).
This technical assistance project is an example of flexible adjustment to additional needs arising in the implementation of an SBS programme, even where such support was not explicitly envisaged in the initial project contract. 
Ta projekt tehnične pomoči je primer fleksibilnega prilagajanja dodatnim potrebam, ki nastanejo pri izvajanju programov sektorske proračunske podpore, čeprav taka podpora v prvotni projektni pogodbi ni bila izrecno predvidena.
62 The public financial management sector provides examples for the deployment of various types of support, such as SIGMA44, technical assistance, twinning and SBS. 
62 V sektorju upravljanja javnih financ so se uporabljale različne vrste podpore, kot so SIGMA44, tehnična pomoč, tesno medinstitucionalno sodelovanje in sektorska proračunska podpora.
Twinning projects on public procurement and internal financial control ended in 2012 and 2013, with reports stressing the need for the consolidation of results (see Annex III, projects No 2 and 4). 
Projekti tesnega medinstitucionalnega sodelovanja na področju javnega naročanja in notranjega finančnega nadzora so bili zaključeni leta 2012 in 2013, v poročilih pa je bila poudarjena potreba po konsolidaciji rezultatov (glej Prilogo III, projekta št. 2 in 4).
Efforts in these areas continue, through SIGMA and policy dialogue. 
Prizadevanja na teh področjih se nadaljujejo s pobudo SIGMA in političnim dialogom.
However, the specific conditions of the SBS for public finance policy reforms do not address these weaknesses. 
Vendar posebni pogoji, ki veljajo za sektorsko proračunsko podporo na področju reform politike javnih financ, teh slabosti ne obravnavajo.
EU-funded advisers (under the Euhlpam project) were deployed in institutions that are relevant for public financial management, such as the state tax inspectorate, but none took office in any of the three institutions implementing the SBS programme (Court of Accounts, Ministry of Finance, Parliament). 
Svetovalci, ki jih je financirala EU (v okviru projekta EUH-LPAM) so bili napoteni v institucije, ki so pomembne za upravljanje javnih financ, kot je na primer državni davčni inšpektorat, nobeden pa ni bil napoten na katero od treh institucij, ki izvajajo program sektorske proračunske podpore (računsko sodišče, ministrstvo za finance, parlament).
63 However, since 2014, the Commission has paid better attention to creating synergies between the SBS and projects, as evidenced by a twinning project at the Moldovan Court of Accounts (see Annex III, project No 5) and the planned deployment of an Euhlpam adviser at the Parliament in 2016. 
63 Kljub temu Komisija od leta 2014 namenja večjo pozornost ustvarjanju sinergij med sektorsko proračunsko podporo in projekti, kar dokazuje projekt tesnega medinstitucionalnega sodelovanja na računskem sodišču Moldavije (glej Prilogo III, projekt št. 5) in načrtovana napotitev svetovalca misije Euhlpam v parlament leta 2016.
44 SIGMA (Support for Improvement in Governance and Management) is an EU and OECD joint initiative. 
44 SIGMA (podpora za izboljšanje vodenja in upravljanja) je skupna pobuda EU in OECD.
SIGMA experts provide assistance in six key areas of public administration. (http:// www.sigmaweb.org) 
Strokovnjaki pobude SIGMA nudijo pomoč na šestih ključnih področjih javne uprave (http://www. sigmaweb.org).
Observations 30 The results were not always sustainable due to lack of political will and other external factors 64 Overall, projects delivered the expected outputs. 
Opažanja 30 Rezultati zaradi pomanjkanja politične volje in drugih zunanjih dejavnikov niso bili vedno trajnostni 64 Na splošno so projekti prinesli pričakovane dosežke.
Examples of such concrete achievements include an online platform for monitoring activities carried out by civil society organisations in Moldova, the provision of strategic advice to various ministries, a draft law on state aid or a manual of procedures for the management of EU aid. 
Primeri takih konkretnih dosežkov zajemajo spletno platformo za dejavnosti spremljanja, ki jih izvajajo organizacije civilne družbe v Moldaviji, zagotavljanje strateškega svetovanja različnim ministrstvom, osnutek zakona o državni pomoči ali postopkovni priročnik za upravljanje pomoči EU.
65 Concerns exist on the sustainability of the results achieved with the projects, often due to an insufficient political will on the part of the national authorities to tackle some of the obstacles to strengthening public authorities (see Box 7). 
65 Obstajajo pomisleki, da rezultati, doseženi s projekti, ne bodo trajnostni, pogosto zaradi nezadostne politične volje nacionalnih organov za reševanje nekaterih ovir pri krepitvi javnih organov (glej okvir 7).
As shown in Annex III (question 1.3), there were partial concerns for half of the fourteen projects evaluated, and substantial concerns for the rest. 
Kot je razvidno iz Priloge III (vprašanje 1.3), so pri polovici od štirinajstih ovrednotenih projektov obstajali delni, pri ostalih projektih pa resni pomisleki.
66 The Commission provided technical assistance to support the Moldovan State Chancellery in the context of the TTSIB project (see Box 7), from 2011 to 2013. 
66 Komisija je državnemu kanclerstvu Moldavije zagotavljala tehnično pomoč od leta 2011 do leta 2013 v okviru projekta TTSIB (glej okvir 7).
While the purpose of this project was to build the State Chancellery’s capacity for technical leadership for the identification, preparation and implementation of activities funded by external assistance, TTSIB consultants also provided services which partly replaced the operational tasks of the State Chancellery staff. 
Namen tega projekta je bil vzpostaviti zmogljivosti državnega kanclerstva za tehnično vodstvo pri izbiri, pripravi in izvajanju dejavnosti, ki se financirajo iz zunanje pomoči, svetovalci projekta TTSIB pa so opravljali tudi storitve, ki so deloma nadomestile operativne naloge osebja državnega kanclerstva.
TTSIB project reports considered that, while many expected results had been achieved, the State Chancellery did not have a sufficient capacity to carry out tasks, absorb training and apply acquired skills. 
V poročilih o projektu TTSIB je bilo navedeno, da je bilo doseženih veliko pričakovanih rezultatov, vendar državno kanclerstvo ni imelo zadostnih zmogljivosti, da bi izvajalo naloge, izkoristilo usposabljanja in uporabljalo pridobljene spretnosti.
67 As a good practice, in view of the absence of sustainability elements in previous projects, the EU delegation encouraged the development of exit strategies for both the TTSIB and the Euhlpam projects in phase III. 
67 Kot primer dobre prakse je delegacija EU zaradi pomanjkanja elementov trajnosti pri preteklih projektih spodbujala oblikovanje izhodnih strategij za projekta TTSIB in Euhlpam v fazi III.
This was to make sure that sustainability issues were addressed by each adviser before he left. 
To naj bi zagotovilo, da vsak svetovalec pred svojim odhodom obravnava vprašanja trajnosti.
However, in the case of the TTSIB, the strategy was not implemented, as the Moldovan authorities felt that it was too resource intensive. 
Vendar pri projektu TTSIB strategija ni bila izvedena, saj naj bi po mnenju moldavskih oblasti zahtevala preveč virov.
Observations 31 Sustainability issues with a project: technical assistance to support Moldova in building the capacity for the application of aid schemes (1.9 million euros) A technical assistance project supported the Moldovan State Chancellery in the overall coordination of EU aid, and more specifically, in building the capacity for the application of the twinning, TAIEX45 and SIGMA instruments, and in the preparation and implementation of the comprehensive institution-building programme (TTSIB-project, see Annex III, project No 6). 
Opažanja 31 Problem trajnosti projekta: tehnična pomoč za podporo Moldaviji pri izgradnji zmogljivosti za izvajanje shem pomoči (1,9 milijona EUR) Projekt tehnične pomoči je bil namenjen podpori državnemu kanclerstvu Moldavije pri skupnem usklajevanju pomoči EU, natančneje pri izgradnji zmogljivosti za izvedbo instrumentov tesnega medinstitucionalnega sodelovanja, TAIEX45 in SIGMA, ter pri pripravi in izvajanju programa za celovito izgradnjo institucij (projekt TTSIB, glej Prilogo III, projekt št. 6).
After the end of the project in 2013, part of the EU aid coordination function was transferred from the State Chancellery to the Ministry of Foreign Affairs. 
Po koncu projekta leta 2013 je bil del funkcije usklajevanja pomoči EU prenesen z državnega kanclerstva na ministrstvo za zunanje zadeve.
The Moldovan authorities did not ensure that the knowledge acquired over the years by the State Chancellery was preserved, either by transferring trained staff or by coaching staff at the Ministry. 
Moldavske oblasti niso zagotovile, da bi se znanje, ki ga je v teh letih pridobilo državno kanclerstvo, ohranilo, bodisi s premeščanjem usposobljenega osebja ali z usposabljanjem zaposlenih na ministrstvu.
The EU delegation programmed a technical assistance project for the Ministry, albeit one of more limited scope than the TTSIB. 
Delegacija EU načrtuje projekt tehnične pomoči za ministrstvo, čeprav v nekoliko bolj omejenem obsegu, kot je bil TTSIB.
Plans are ongoing to move the coordination function back to the State Chancellery, but a substantial part of the State Chancellery’s staff has left since 2013. 
V načrtih je predviden prenos funkcije usklajevanja nazaj na državno kanclerstvo, vendar je od leta 2013 veliko zaposlenih državno kanclerstvo zapustilo.
45 TAIEX is the Technical Assistance and Information Exchange instrument of the European Commission. 
45 TAIEX je instrument za tehnično pomoč in izmenjavo informacij Evropske komisije.
TAIEX supports public administrations with regard to the approximation, application and enforcement of EU legislation as well as facilitating the sharing of EU best practices. 
Namenjen je podpori javnim upravam pri približevanju zakonodaji EU, njenem izvajanju in izvrševanju ter lažji izmenjavi najboljših praks EU.
Conclusions and 32 recommendations 68 The EU faces significant challenges with regard to implementing assistance in Moldova. 
Zaključki in priporočila 32 68 Pri zagotavljanju pomoči Moldaviji se EU sooča z resnimi izzivi.
Political and macroeconomic instability, poor governance and weak public administration significantly reduce the Commission’s leverage to encourage reform. 
Politična in makroekonomska nestabilnost, slabo vodenje in šibka javna uprava znatno zmanjšujejo zmožnost Komisije za spodbujanje reform.
69 We examined whether EU assistance provided to Moldova had contributed effectively towards strengthening the public administration. 
69 Sodišče je preučilo, ali je pomoč, ki jo je EU zagotovila Moldaviji, uspešno prispevala h krepitvi javne uprave.
To this end, we assessed how well the Commission had designed and implemented the financial support provided via SBS programmes, on the one hand, and by traditional projects on the other. 
V ta namen je ocenilo, kako dobro je Komisija zasnovala in izvajala finančno podporo, ki se zagotavlja bodisi v okviru programov sektorske proračunske podpore bodisi s tradicionalnimi projekti.
The audit looked at projects and SBS in the sectors receiving the bulk of EU support: justice, public finance, health and water. 
V revizijo so bili zajeti projekti in sektorska proračunska podpora v sektorjih, ki prejmejo največ pomoči EU: pravosodje, javne finance, zdravje in vodna oskrba.
70 On the basis of our audit work, we concluded that the EU assistance only partially contributed to strengthening the public administration. 
70 Na podlagi svojega revizijskega dela je Sodišče zaključilo, da je pomoč EU le delno prispevala h krepitvi javne uprave.
External factors explained a number of the shortcomings observed. 
Številne ugotovljene pomanjkljivosti je mogoče pojasniti z zunanjimi dejavniki.
Others could be attributed to weaknesses in the design and implementation of the audited programmes and projects. 
Druge so bile posledica slabosti v zasnovi in izvajanju programov in projektov, ki jih je Sodišče revidiralo.
71 Since little progress had been made in the sectors targeted, we concluded that budget support had a limited effect in strengthening the public administration (see paragraphs 38 to 47). 
71 Ker je bilo v ciljnih sektorjih doseženega le malo napredka, je Sodišče zaključilo, da je proračunska podpora imela le omejen učinek na krepitev javne uprave (glej odstavke 38 do 47).
72 We also found that the Commission could have responded more quickly when risks associated with the support materialised. 
72 Sodišče je ugotovilo tudi, da bi se lahko Komisija hitreje odzvala, ko so se uresničila tveganja, povezana s podporo.
Programmes were not sufficiently aligned to Moldovan strategies (see paragraphs 13 to 28). 
Programi niso bili dovolj usklajeni s strategijami Republike Moldavije (glej odstavke 13 do 28).
73 The potential benefit of the programmes was reduced because conditionality was not sufficiently exploited: some specific conditions were fulfilled between programme negotiation and the start of the SBS or were not directly measurable. 
73 Potencialne koristi programov so se zmanjšale, saj se pri izplačilih tranš ni dovolj izkoriščalo načelo pogojevanja: nekateri posebni pogoji so bili izpolnjeni med pogajanji o programih in začetkom izvajanja sektorske proračunske podpore ali niso bili neposredno merljivi.
The Commission could have been more stringent when assessing compliance with disbursement conditions (see paragraphs 29 to 34). 
Komisija bi lahko bila strožja pri ocenjevanju, ali so bili pogoji za upravičenost do izplačila izpolnjeni (glej odstavke 29 do 34).
Also, the granting of additional incentive-based funds was not fully justified (see paragraphs 35 to 37). 
Tudi odobritev dodatnih sredstev, ki so temeljila na spodbudah, ni bila povsem utemeljena (glej odstavke 35 do 37).
Conclusions and recommendations 33 74 Project designs were generally found to be relevant. 
Zaključki in priporočila 33 74 Ugotovljeno je bilo, da so bile zasnove projektov v splošnem ustrezne.
75 The scope and timing of projects was not always well coordinated with SBS programmes (see paragraphs 52 to 63). 
75 Obseg in časovna razporeditev projektov ni bila vedno dobro usklajena s programi sektorske proračunske podpore (glej odstavke 52 do 63).
The specific, budget support related, technical assistance for the development of administrative capacity did not start until months after the main budget support programme. 
Posebna tehnična pomoč za razvoj upravne zmogljivosti, povezana s proračunsko podporo, se je začela izvajati šele več mesecev po začetku glavnega programa proračunske podpore.
Other technical assistance and twinning projects were not always used to prepare or support budget support programmes. 
Za pripravo programov proračunske podpore ali podporo zanje se niso vedno uporabljali drugi projekti tehnične pomoči in tesnega medinstitucionalnega sodelovanja.
76 Projects generally delivered the expected outputs. 
76 Projekti so v splošnem prinesli pričakovane dosežke.
However, the results were not always sustainable due to lack of political will and other external factors (see paragraphs 64 to 67). 
Vendar rezultati zaradi pomanjkanja politične volje in drugih zunanjih dejavnikov niso bili vedno trajnostni (glej odstavke 64 do 67).
77 Based on the above conclusions, we formulate the following recommendations. Recommendation 1 Mitigate risks linked to budget support operations The Commission should apply the existing measures in the context of the early warning system more rigorously to prevent or mitigate risks and set out more clearly the course of action to be followed where risks become a reality. 
77 Sodišče na podlagi zgoraj navedenih zaključkov priporoča: Priporočilo 1 Zmanjšanje tveganj, povezanih z dejavnostmi proračunske podpore Komisija bi morala dosledneje izvajati obstoječe ukrepe v okviru sistema zgodnjega opozarjanja za preprečevanje ali zmanjševanje tveganj ter jasneje določiti ukrepanje ob njihovi uresničitvi.
Such action should be taken in a timely manner. 
Takšni ukrepi bi morali biti sprejeti pravočasno.
Recommendation 2 Align SBS programmes with a well‐defined national reform strategy The Commission should better link the budget support programmes to national strategies. 
Priporočilo 2 Uskladitev programov sektorske proračunske podpore z natančno opredeljeno nacionalno reformno strategijo Komisija bi morala programe proračunske podpore bolje povezati z nacionalnimi strategijami.
It should sequence the aid, ensuring that there is a well-defined national reform agenda. 
Pomoč bi morala časovno razporediti in zagotoviti, da je pripravljen natančno opredeljen nacionalni program reform.