natgillin/translations-raw huggingface dataset:
The follow-up is formally recorded in the monitoring documents. 
Nadaljnje ukrepanje se formalno zabeleži v dokumentih o spremljanju.
Effective monitoring requires projects to have objectives and objectively verifiable indicators (OVIs) to monitor against. 
Za uspešno spremljanje je potrebno, da imajo projekti cilje in objektivno preverljive kazalnike, s pomočjo katerih je mogoče ocenjevati.
However, OVIs are either not provided, or when provided, they are not measurable or time-bound. 
Vendar pa objektivno preverljivi kazalniki niso zagotovljeni, če pa so, niso merljivi ali časovno opredeljeni.
For instance in a Police Academy project one of the OVIs was Ôadequate teaching of staffŐ without specifying the number of participants foreseen or the curriculum. 
V projektu policijske akademije je bil eden od objektivno preverljivih kazalnikov na primer „ustrezno usposabljanje osebja“, pri čemer nista bila določena število predvidenih udeležencev niti učni načrt.
In another project, there were indicators such as Ôenhanced operational capacityŐ without specific criteria. 
Pri drugem projektu so bili določeni kazalniki, kot je na primer „večja operativna zmogljivost“, vendar niso bila določena merila.
In accordance with the CARDS regulation the Commission evaluated the programme by the end of June 2004. 
V skladu z uredbo CARDS je Komisija do konca junija 2004 ocenila program.
According to the evaluation terms of reference, its objective was to provide the European Commission with an independent and reliable assessment of the assistance strategy under CARDS and its evolution with its wider political setting. 
Po pooblastilih za oceno je bil njen cilj, da Evropski komisiji zagotovi neodvisno in zanesljivo oceno strategije pomoči v okviru programa CARDS in njenega razvoja v širšem okolju politike.
It covered the 2001 to 2003 period (see also paragraph 10). 
Zajela je obdobje 2001–2003 (glej tudi odstavek 10).
27.11.2007 EN Official Journal of the European Union C 285/15 58. 
27.11.2007 SL Uradni list Evropske unije C 285/15 58.
In order to improve financial management a critical part of the evaluation process is the follow-up on the recommendations made. 
Da bi se finančno poslovodenje izboljšalo, je bistveni sestavni del ocenjevalnega postopka nadaljnje ukrepanje na podlagi podanih priporočil.
In principle, the Commission has one year to report on its follow-up actions. 
Načeloma ima Komisija na voljo leto dni, da poroča o svojih nadaljnjih ukrepih.
In this case the Commission reported over two years later. 
V tem primeru je Komisija pripravila poročilo več kot dve leti pozneje.
This may have been partly due to the Commission not being satisfied with the quality of some of the recommendations made. 
Do tega je morda deloma prišlo zato, ker ni bila zadovoljna s kakovostjo nekaterih podanih priporočil.
While there was no formal requirement to evaluate individual projects or sectors, this is good practice as it would allow focused results and recommendations. 
Čeprav ni bilo formalne zahteve, da se ocenijo posamezni projekti ali sektorji, je to primer dobre prakse, saj bi to omogočilo osredotočene rezultate in priporočila.
The EAR systematically carried out evaluations at sector and project level. 
Evropska agencija za obnovo je sistematično opravila ocenjevanja na sektorski in projektni ravni.
Both mid-term evaluations and ex-post evaluations were made. 
Izvedene so bile vmesne in naknadne ocene.
The executive summaries of these evaluations were published on the EAR website, thus contributing to a dissemination of the findings. 
Povzetki teh ocen so bili objavljeni na spletni strani Evropske agencije za obnovo, kar je pospešilo širjenje ugotovitev.
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. 
Nasprotno pa so delegacije redko izvedle projektno ali sektorsko ocenjevanje in sestavile le malo poročil, ki jih niso objavile na svojih spletnih straneh.
The dissemination of the results of monitoring and evaluation exercises also differs between the Delegations and the EAR. 
Tudi širjenje rezultatov spremljanja in ocenjevanja se med delegacijami in Evropsko agencijo za obnovo razlikuje.
The EAR organises regular meetings and workshops for the Task and Programme Managers from different operational centres in order to exchange experience. 
Evropska agencija za obnovo v namen izmenjave izkušenj organizira redna srečanja in delavnice za nosilce projektov in vodje programov iz različnih operativnih centrov.
However, the same level of dissemination does not take place between Delegation countries. 
Med državami, kjer program izvajajo delegacije, ni enake ravni širjenja rezultatov.
There are some contacts between Delegations and EAR staff but these are not systematic. 
Med delegacijami in osebjem Evropske agencije za obnovo obstaja nekaj stikov, vendar niso sistematični.
CONCLUSIONS AND RECOMMENDATIONS How effective was the CommissionŐs management of the CARDS programme? 
ZAKLJUČKI IN PRIPOROČILA Kako uspešno je Komisija upravljala program CARDS?
The Court concludes that the CommissionŐs management of the CARDS programme was largely successful in contributing to stabilisation and reconstruction in the recipient countries. 
Sodišče ugotavlja, da je Komisijino upravljanje programa CARDS v glavnem uspešno prispevalo k stabilizaciji in obnovi v državah prejemnicah.
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. 
Vendar pa je bila pomoč manj uspešna pri izboljšanju upravnih zmogljivosti, ker je bila na začetku manj namenjena vzpostavljanju institucij in ker države prejemnice niso imele zadostnih sposobnosti za črpanje zagotovljene pomoči.
How far was the strategic guidance directing the programmes appropriate and coherent? 
V kolikšni meri so bile strateške smernice za vodenje programov primerne in dosledne?
The CommissionŐs strategic guidance was very general and not targeted at specific areas. 
Strateške smernice Komisije so bile zelo splošne in niso bile usmerjene v določena področja.
It was adequate for the reconstruction phase, but not for the more challenging institution building objectives. 
Bile so ustrezne za fazo obnove, za zahtevnejše cilje v zvezi z vzpostavljanjem institucij pa ne.
The country strategy papers were broadly formulated with the result that they provided insufficient orientation at a detailed level, particularly as they were not supported by timely sectoral strategies. 
Državni strateški dokumenti so bili oblikovani preveč splošno, zato niso zagotovili dovolj podrobnih usmeritev, zlasti ker jih niso podprle pravočasne sektorske strategije.
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. 
V večletnih indikativnih programih, na podlagi katerih potekata letno načrtovanje in določitev projektov, niso bila prednostno razvrščena različna področja ukrepanja niti določene prednostne naloge znotraj njih.
As such there was no basis for optimising project selection resulting in a number of uncoordinated and isolated projects. 
Zato ni bilo podlage, na kateri bi bilo mogoče izboljšati izbor projektov, kar je imelo za posledico številne neusklajene in osamljene projekte.
As the programmes progressed, the focus naturally changed towards institution building which now represents the large majority of expenditure. 
Med potekom programov se je osredotočenost sama po sebi preusmerila v vzpostavljanje institucij, za kar gre trenutno velika večina odhodkov.
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. 
Sodišče ugotavlja, da je bila že od samega začetka usmeritev v vzpostavljanje institucij bolj izražena v državah, v katerih so pomoč upravljale delegacije, kot v državah, v katerih jo je upravljala Evropska agencija za obnovo.
In the latter case it delayed the introduction of twinning projects. 
V slednjem primeru je zaradi tega prišlo do zamude pri uvedbi projektov twinninga.
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. 
Priporočilo 1 Strateške smernice za izvajanje novega instrumenta za predpristopno pomoč (IPA) (1) bi morale dovolj pozornosti nameniti posameznim področjem ukrepanja, da se zagotovijo primerna usmeritev pomoči, sistematični pristop do ključnih področij in primerna podlaga za prednostno razvrstitev in izbor projektov.
How far were the management approaches established and used by the Commission appropriate and efficient? 
V kolikšni meri so bili upravljavski pristopi, ki jih je vzpostavila in uporabljala Komisija, primerni in učinkoviti?
The management approaches used by the Commission were largely, but not always, appropriate for recipient countriesŐ circumstances and needs. 
Upravljavski pristopi, ki jih je uporabljala Komisija, so v glavnem, vendar ne vedno, ustrezali razmeram in potrebam držav prejemnic.
They were effective in ensuring quick delivery of aid, but gave insufficient consideration to maximising the benefit from the aid. 
Bili so uspešni pri zagotavljanju hitre dostave pomoči, vendar niso dovolj upoštevali potrebe po tem, da se pomoč čim bolje izkoristi.
Four different management approaches were used, with the aim of reflecting the circumstances of the recipient countries concerned. 
Uporabljali so se štirje različni upravljavski pristopi, da bi se upoštevale razmere v zadevnih državah prejemnicah.
Two of the approaches (i.e. devolved Delegations and the EAR) Ń covering the majority of expenditure Ń were mostly effective and appropriate. 
Dva od teh pristopov (tj. dekoncentrirane delegacije in Evropska agencija za obnovo), ki sta vključevala večino odhodkov, sta bila v glavnem uspešna in primerna.
The other two (i.e. centralised and decentralised management) were less efficient and responsive to the specific needs. 
Druga dva (tj. centralizirano in decentralizirano upravljanje) sta bila manj učinkovita in sta se manj prilagajala posebnim potrebam.
(1) Council Regulation (EC) No 1085/2006 (OJ L 210, 31.7.2006, p. 
1085/2006 (UL L 210, 31.7.2006, str.
C 285/16 EN Official Journal of the European Union 27.11.2007 67. 
C 285/16 SL Uradni list Evropske unije 27.11.2007 67.
The Commission was successful in responding to previous criticisms of slow implementation by ensuring that aid was delivered quickly. 
Komisija se je uspešno odzvala na prejšnje kritike glede počasnega izvajanja tako, da je zagotovila hitro dostavo pomoči.
This was of particular advantage during the reconstruction phase. 
To je bilo zlasti koristno v fazi obnove.
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. 
Toda pri vzpostavljanju institucij usmeritev v hitrost ni bila uravnotežena z zadostnim upoštevanjem sposobnosti držav prejemnic, da čim bolj izkoristijo pomoč ali upoštevajo vse predpogoje.
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). 
Priporočilo 2 Komisija mora ohraniti osredotočenost na hitro izvajanje pomoči, dovolj pozornosti pa mora nameniti tudi vidikom uspešnosti, kot je sposobnost prejemnikov, da v celoti črpajo zagotovljeno pomoč (zlasti v okviru projektov za vzpostavljanje institucij).
To what extent did the projects financed encourage recipient country ownership? 
V kakšnem obsegu so financirani projekti spodbujali lastništvo držav prejemnic?
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. 
Čeprav je Komisija štela lastništvo države prejemnice za prednostno nalogo, pa za doseganje tega cilja ni imela doslednega pristopa, uporabljeni upravljavski pristopi pa takšnega lastništva niso spodbujali.
Recipient countries had only a limited involvement in the project identification and tendering phases. 
Države prejemnice so le omejeno sodelovale v fazah določitve projekta in javnega razpisa.
Towards the end of the programme the input from recipient countries increased, although ownership remained limited. 
Proti koncu izvajanja programa se je vložek držav prejemnic povečal, vendar je lastništvo ostalo omejeno.
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. 
Čeprav so se države prejemnice zavezale, da bodo usklajevale številne različne dajalce na določenem področju – pomemben kazalnik lastništva – pa se pri reviziji niso našli dokazi, da je prišlo do takšnega usklajevanja.
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. 
Priporočilo 3 Komisija bi morala za program IPA obravnavati pomemben vidik lastništva držav prejemnic s pomočjo posebnih strategij na vseh področjih upravljanja in izvajanja, zlasti pa pri javnih razpisih.
How far was monitoring and evaluation effective in identifying weaknesses and disseminating information, and was timely subsequent action taken by the Commission? 
V kolikšni meri je bilo spremljanje in ocenjevanje uspešno pri ugotavljanju pomanjkljivosti in širjenju informacij ter ali je Komisija sprejela pravočasne nadaljnje ukrepe?
Monitoring and evaluation was good in parts, but of inconsistent quality. 
Spremljanje in ocenjevanje sta bila deloma dobra, vendar je kakovost nihala.
Monitoring procedures differed between the Delegations and the European Agency for Reconstruction, although a common methodology was applied from 2005. 
Delegacije in Evropska agencija za obnovo so imele različne postopke spremljanja, čeprav so od leta 2005 uporabljale skupno metodologijo.
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. 
Med delegacijami in Evropsko agencijo za obnovo obstajajo neupravičena neskladja pri intenzivnosti ocen projektov ali sektorjev ter širjenju rezultatov spremljanja in ocenjevanja.
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. 
Priporočilo 4 Prakse spremljanja in ocenjevanja bi bilo treba uskladiti, vključno s tem, da se na delegacije razširi praksa Evropske agencije za obnovo, da ocenjuje posamezne projekte/sektorje ter širi rezultate in pridobljena spoznanja.
The Commission should ensure that it follows up evaluations promptly. 
Komisija bi morala zagotoviti, da nadalje ukrepa takoj po opravljenih ocenah.
This report was adopted by the Court of Auditors in Luxembourg at its meeting of 28 June 2007. 
To poročilo je sprejelo Računsko sodišče v Luxembourgu na svojem zasedanju 28. junija 2007.
For the Court of Auditors Hubert WEBER President 
Za Računsko Sodišče Hubert WEBER Predsednik
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. 
Pomoč pri sodni 2002 reformi 6 Dobava opreme za kriminalistično obveščevalni sistem 2002 02/2004 04/2003 04/2003 04/2003 04/2003 12/2004 05/2005 05/2003 02/2004 03/2005 02/2004 Integrirano upravljanje meja Gospodarski razvoj Javna uprava Sodstvo in policija Integrirano upravljanje meja Regionalni razvoj Skupaj Integrirano upravljanje meja Gospodarski razvoj Gospodarski razvoj Kmetijstvo Sodstvo in policija Sodstvo in policija Demokratična stabilizacija Skupaj 7 Zadar – Potujoča knjižnica 12/2004 2002 07/2005 1 Lokalna samouprava.
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 
Izgradnja lokalnih cest v devetih občinah 2 Dobava vozil za mejno policijo – 1. sklop 3 Razvoj operativnih zmogljivosti za boj proti pranju denarja 4 Razvoj upravnih zmogljivosti sodišč 5 Tehnična pomoč v podporo izvajanja integriranega upravljanja meja 2004 11/2004 2003 10/2004 2002 09/2004 2003 09/2004 2002 11/2004 Regionalni razvoj Integrirano upravljanje meja Sodstvo in policija Sodstvo in policija Integrirano upravljanje meja Skupaj NEKDANJA JUGOSLOVANSKA REPUBLIKA MAKEDONIJA
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 SL Uradni list Evropske unije 27.11.2007 1 Reforma javne uprave – Občinski razvoj in socialna infrastruktura, tehnična pomoč Program za pravice in vrnitev manjšin – Program 2 ponovnega vključevanja v občini Prizren (Prizren 615 000 EUR) 3 Institucionalna podpora Ministrstvu za trgovino in industrijo 1 Obsežna obnova elektrarne Nikola Tesla enote A5 (Sporazum o donaciji) 2 Podpora nacionalni strategiji za zaprtje zbirnih centrov v Srbiji 3 Krepitev upravljanja kakovosti, zmogljivosti in infrastrukture v državni skupnosti 4 Pomoč pri vzpostavljanju trga električne energije v Srbiji 5 Notranja revizija in notranji nadzor javnih financ PIFC, faza 2 6 Pomoč Uradu za evropske integracije 7 Podpora čezmejnih pobud za razseljene osebe s Kosova KOSOVO 2003 12/2004 2004 08/2004 2003 04/2004 SRBIJA 2003 12/2003 2004 12/2004 2003 12/2003 2004 01/2005 2003 04/2005 2002 04/2002 2004 08/2004 Gospodarski razvoj Begunci in razseljene osebe Gospodarski razvoj Skupaj 11 200 000 5 000 000 2 235 760 18 435 760 Energetika 42 721 021 Begunci in razseljene osebe Reforma javne uprave Energetika Reforma javne uprave Reforma javne uprave Begunci in razseljene osebe Skupaj VSE SKUPAJ 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. 
27.11.2007 SL Uradni list Evropske unije ODGOVORI KOMISIJE POVZETEK I. Uvod k odgovorom Komisije Države zahodnega Balkana je prizadela vojna, ki se je končala v poznih 90-ih letih.
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. 
Povojna pomoč Evropske unije tem državam se je začela kot nujna pomoč v okviru pravnega instrumenta, sprejetega leta 1996, pozneje pa zajemala obnovo v obliki vzpostavljanja institucij in naložb, pri čemer je bilo vedno bolj vključeno lastništvo držav prejemnic, kolikor so to dovoljevale politične in gospodarske okoliščine.
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. 
Stabilizacijsko-pridružitveni proces, ki se je začel v letu 2000, je bil povod za sprejetje programa „Pomoč Skupnosti za obnovo, razvoj in stabilizacijo“ (CARDS) in drugih ukrepov.
Countries emerged from conflict and system changed in different ways, and that is, as the report shows, reflected in the implementation of the programmes. 
Povojne države in sistem so se spremenili na različne načine, kar se, kot kaže poročilo, odraža v izvajanju programov.
The Multiannual Indicative Programmes (MIP) for the western Balkans countries contains references to the European Partnership priorities which clearly guided the programming. 
Večletni indikativni programi za države zahodnega Balkana vsebujejo sklice na prednostne naloge evropskega partnerstva, ki so podrobno usmerjale načrtovanje programov.
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. 
S poenotenjem pravnih podlag in izvajanjem uredbe CARDS se je bistveno izboljšala dostava pomoči državam zahodnega Balkana.
V. The CARDS regulation does not set out specific responsibilities for the recipient countries. 
V. Uredba CARDS ne določa posebnih odgovornosti držav prejemnic.
Therefore most of the CARDS programme has been implemented through centralised management either by the Commission or the European Agency for Reconstruction (EAR). 
Večji del programa CARDS je zato prek centraliziranega upravljanja izvedla ali Komisija ali Evropska agencija za obnovo.
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. 
Upravljavske odgovornosti so se, kadar koli je bilo mogoče, spremenile toliko, da so upravičencem omogočile tesno sodelovanje pri načrtovanju dejavnosti, ocenjevanju ponudb ter pri spremljanju in vrednotenju.
Since the Commission and the EAR are two separate bodies different Monitoring and Evaluation methodologies exist. 
Ker sta Komisija in Evropska agencija za obnovo dve ločeni telesi, uporabljata različne metodologije za spremljanje in ocenjevanje.
However, under the Instrument for Pre-Accession Assistance (IPA), the same methodology will be used in all the countries. 
Vendar pa bo v okviru instrumenta za predpristopno pomoč (IPA) uporabljena enaka metodologija v vseh državah.