natgillin/translations-raw huggingface dataset:
To ensure project effectiveness Community assistance under the stabilisation and association process is conditional and failure to respect the conditions could lead the Commission to take appropriate measures. 
Da se zagotovi uspešnost projektov, je pomoč Skupnosti v okviru stabilizacijsko-pridružitvenega procesa pogojna, neupoštevanje pogojev pa lahko povzroči, da Komisija sprejme primerne ukrepe.
However, there are projects which were implemented in cases where conditionalities were not respected by the beneficiary, thus providing less added value than originally expected. 
Vendar pa so se nekateri projekti izvedli, čeprav prejemnik ni izpolnil pogojev, zato je bila dodana vrednost manjša od prvotno predvidene.
An example in this respect was the support to the Croatian Court System described in Box 5. 
Takšen primer je bila podpora hrvaškemu sodstvu, opisana v okviru 5.
(1) The Albanian contracting peak of 2004 is at least partly a consequence of a Commission HQ devolution verification mission carried out in December 2003. 
(1) Veliko število sklepanja pogodb v Albaniji leta 2004 je vsaj delno posledica misije sedeža Komisije za preverjanje dekoncentracije, ki je bila izvedena decembra 2003.
The mission concluded that the final confirmation of the devolution sub-Delegation was conditional to achieving a tender target of 25 million euro within a delay of six months. 
Misija je ugotovila, da je končna potrditev poddelegacije, na katero so bile prenesene naloge, odvisna od tega, ali bo v roku šestih mesecev dosežen ciljni obseg javnih razpisov v znesku 25 milijonov EUR.
Box 5 Support to the Croatian Court System The Twinning project financed by the 2002 programme was implemented despite the fact that none of the conditionalities defined in the project form were fulfilled at the time of the project start-up. 
Okvir 5 Podpora hrvaškemu sodnemu sistemu Projekt twinninga, financiran iz programa za leto 2002, je bil izveden, čeprav na začetku njegovega izvajanja ni bil izpolnjen noben od pogojev, ki so bili opredeljeni v projektnem obrazcu.
One of the conditionalities presumed the existence of a strategy for the reform of the judiciary. 
Eden od pogojev je predvideval obstoj strategije za reformo sodstva.
Given that the project was an absolute priority for the Commission, it was imposed on the recipient. 
Ker je bil projekt za Komisijo absolutna prednostna naloga, je bil naložen prejemniku.
For the above reasons recommendations made to the recipient, although accepted and recognised by the Croatian Ministry of Justice, have not produced major actions in all areas. 
Čeprav je hrvaško ministrstvo za pravosodje sprejelo in potrdilo priporočila, podana prejemniku, ta iz zgoraj navedenih razlogov niso sprožila pomembnejših ukrepov na nobenem področju.
CommissionŐs management approach not conducive to increasing the responsibility of recipient countries 42. 
Upravljavski pristop Komisije ni spodbujal povečanja odgovornosti držav prejemnic 42.
In addition to the contribution to the SAp, the preamble of the CARDS Regulation describes the other main objective of the assistance as: ÔThe existing Community assistance should ... increase the responsibility of the recipient countries and entities in relation to that [SAp] process.Ő 43. 
V preambuli Uredbe CARDS so poleg prispevka k stabilizacijsko-pridružitvenemu procesu opisani tudi drugi glavni cilji pomoči: „Sedanj[a] pomoč Skupnosti [bi morala] ... okrepi[ti] odgovornost držav prejemnic in subjektov v tem [stabilizacijsko-pridružitvenem] procesu.“ 43.
As set out in paragraph 31, the main reason behind the management structures established was to ensure quick delivery of aid. 
Kot je navedeno v odstavku 31, je bil glavni razlog za vzpostavitev upravljavskih struktur, da se zagotovi hitra dostava pomoči.
The downside of this approach is reduced recipient state involvement. 
Slaba stran tega pristopa je manjša vključenost države prejemnice.
This approach was appropriate in the reconstruction phase but less so as the assistance moved from infrastructure projects to institution building projects. 
Ta pristop je bil primeren v fazi obnove, s preusmeritvijo pomoči iz infrastrukturnih projektov v projekte vzpostavljanja institucij pa se je njegova ustreznost zmanjšala.
The regulation does not define any specific responsibilities for the recipient countries. 
Uredba ne opredeljuje nobenih posebnih odgovornosti držav prejemnic.
Despite the apparent political will to bring the countries as rapidly as possible into the European Union, this has not been matched by any increase in the countriesŐ management responsibilities. 
Čeprav kaže, da obstaja politična volja, da se države čim prej pridružijo Evropski uniji, se zaradi tega upravljavske odgovornosti držav niso povečale.
The Court did not find any indication of a formal aid management strategy on the CommissionŐs part Ń general or country specific Ń to increase progressively the responsibility of the recipients. 
Sodišče ni našlo ničesar, kar bi kazalo, da bi imela Komisija formalno strategijo za upravljanje pomoči – na splošno ali za določeno državo – s katero bi postopno povečevala odgovornost prejemnikov.
Limited recipient country responsibilities in the project identification and tendering phases 45. 
Omejene odgovornosti držav prejemnic v fazah določitve projekta in javnega razpisa 45.
The Court assessed to what degree the CommissionŐs management of the CARDS programme contributed to increasing the responsibility of recipient countries in certain critical steps of the project cycle management, and assessed the consequences of insufficient ownership. 
Sodišče je ocenilo, v kolikšni meri je Komisijino upravljanje programa CARDS prispevalo k povečanju odgovornosti držav prejemnic v določenih kritičnih fazah upravljanja projektnega cikla, in posledice nezadostnega lastništva.
27.11.2007 EN Official Journal of the European Union C 285/13 46. 
27.11.2007 SL Uradni list Evropske unije C 285/13 46.
The CommissionŐs guidelines for the identification of projects and subsequent drafting of the Annual Programmes (1) did not promote beneficiary participation in the decision-making. 
Smernice Komisije za določitev projektov in poznejšo pripravo letnih programov (1) niso spodbujale sodelovanja prejemnikov pri odločanju.
The instructions issued by EuropeAid for the 2001 and 2002 annual programming did not specify any kind of beneficiary involvement. 
V navodilih, ki jih je objavil EuropeAid za načrtovanje programov za leti 2001 in 2002, ni bila določena nobena oblika vključitve prejemnikov.
The guidelines for the 2003 and 2004 annual programmes specified some involvement Ń albeit limited Ń requiring initial contacts to be taken with potential beneficiaries during the preparatory work, and draft project fiches to be sent by the Delegation or EAR to the beneficiaries at least two weeks before finalising the annual programme. 
Smernice za letne programe za leti 2003 in 2004 so predvidele vključitev – čeprav omejeno – ker so zahtevale, da se med pripravljalnim delom vzpostavijo začetni stiki s potencialnimi prejemniki in da delegacija ali Evropska agencija za obnovo najmanj dva tedna pred dokončnim oblikovanjem letnega programa upravičencem po-šljeta osnutke projektnih predlogov.
The audit assessed the extent of the involvement of the beneficiaries through on-the-spot interviews with around 30 beneficiaries. 
Revizija je ocenila obseg vključitve prejemnikov z razgovori na kraju samem, v katerih je sodelovalo približno 30 prejemnikov.
The Court found some examples, especially in Bosnia and Herzegovina, Croatia and Serbia, where the Commission and the Agency had tried to increase recipient country ownership (see Box 6). 
Sodišče je odkrilo nekaj primerov, zlasti v Bosni in Her-cegovini, na Hrvaškem in v Srbiji, v katerih sta Komisija in Agencija skušali povečati lastništvo držav prejemnic (glej okvir 6).
Box 6 Example of good practices in ownership Case 1: Strengthening the Directorate of European Integration in Bosnia and Herzegovina (BiH) The decision-making process for the CARDS 2006 programming in BiH is a good illustration of ownership and accountability development. 
Okvir 6 Primer dobrih praks pri lastništvu Primer 1: Krepitev Direkcije za evropske integracije v Bosni in Hercegovini (BiH) Proces odločanja za načrtovanje programov CARDS za leto 2006 je dobra ponazoritev razvoja lastništva in odgovornosti.
Already in the CARDS 2004 and 2005 annual programme, the Commission started to build capacity with the recipient country, for example by introducing senior programming officer posts in BiH line ministries and agencies and by supporting the Directorate for European Integration. 
Komisija je začela graditi zmogljivosti skupaj z državo prejemnico že v letnih programih CARDS za leti 2004 in 2005, na primer z uvedbo delovnih mest visokih uradnikov za načrtovanje programov v resorskih ministrstvih in agencijah BiH ter s podporo Direkciji za evropske integracije.
Because of the efforts made, in the last year of the CARDS programme, project fiches were prepared by the BiH authorities. 
Zaradi teh prizadevanj so za zadnje leto programa CARDS projektne predloge pripravili organi BiH.
Case 2: Nikola Tesla project in Serbia Although the AgencyŐs legal framework (i.e. indirect centralised management) is not the most appropriate for enhancing the ownership of the recipient country, the Agency was still able to find an innovative solution in the case of a power plant project in Serbia (Nikola Tesla A5). 
Primer 2: Projekt Nikola Tesla v Srbiji Čeprav pravni okvir Agencije (tj. posredno centralizirano upravljanje) ni najprimernejši za povečanje lastništva države prejemnice, je Agenciji še vedno uspelo najti inovativno rešitev za projekt elektrarne v Srbiji (Nikola Tesla A5).
(1) The annual programmes contain a detailed list of projects Ń so called project fiches Ń to be financed and specify the relevant amounts. 
(1) Letni programi vsebujejo podroben seznam projektov – tako imenovanih projektnih predlogov – ki naj bi se financirali, in določitev ustreznih zneskov.
Since 2005 project fiches are being grouped and consolidated in sector fiches. 
Od leta 2005 naprej se projektni predlogi povezujejo in združujejo v sektorske predloge.
Formally the project fiches were not part of the Commission financing decision therefore not legally binding unlike to sector fiches. 
Formalno projektni predlogi niso bili sestavni del sklepa Komisije o financiranju in zato za razliko od sektorskih predlogov niso bili pravno zavezujoči.
The innovative feature of the implementation of the project was the use of a ÔGrant AgreementŐ. 
Inovativna značilnost izvajanja projekta je bila uporaba „sporazuma o donaciji“.
Through this arrangement the responsibility for the planning, including the definition of the technical specifications and management of the project was entrusted to the beneficiary, the Serbian electricity utility. 
S tem dogovorom sta bila odgovornost za načrtovanje, vključno z določitvijo tehničnih specifikacij in upravljanjem projekta, zaupana prejemniku, srbskemu javnemu podjetju za električno energijo.
The technical specifications were checked and approved by the contracted supervisor and the tendering procedure and control of payments was maintained by the Agency. 
Tehnične specifikacije je preveril in odobril pogodbeni nadzornik, postopek javnega razpisa in kontrolo plačil pa je izvedla Agencija.
All parties, including the beneficiary, were very satisfied with the arrangement and thus it can be concluded that the ownership was as complete as can be expected under the present arrangements. 
Vse strani, vključno s prejemnikom, so bile zelo zadovoljne s tem dogovorom, zato je mogoče priti do zaključka, da je bilo lastništvo tako popolno, kot se lahko pričakuje v okviru sedanje ureditve.
However, in most cases the Commission was not consistent in promoting recipient country responsibility when developing the so-called project fiches and later the terms of reference. 
Vendar pa Komisija pri razvoju tako imenovanih projektnih predlogov in pozneje pooblastil v večini primerov ni bila dosledna pri spodbujanju odgovornosti držav prejemnic.
Participation varied from country to country on the basis of initiatives taken by the Delegations or the EAR depending on the capacities of the countries concerned. 
Udeležba je bila po državah različna in je temeljila na pobudah, ki so jih delegacije in Evropska agencija za obnovo sprejele glede na zmogljivosti zadevnih držav.
While the Court noted increasing input from recipient countries, ownership remained limited. 
Čeprav je Sodišče opazilo vse večji vložek držav prejemnic, je lastništvo ostalo omejeno.
The co-financing of projects with national funds is one indicator of recipient country ownership and interest. 
Eden od kazalnikov lastništva in zanimanja držav prejemnic je sofinanciranje projektov z nacionalnimi sredstvi.
Although the CARDS Guidelines encourage the use of national co-financing, it was hardly used (2). 
Čeprav smernice programa CARDS spodujajo uporabo nacionalnega sofinanciranja, se je to komaj kaj uporabljalo (2).
A positive exception, i.e. the only one out of the 31 non-grant projects audited, in this respect is the Croatian land cadastre project, which was significantly co-financed and where the donor coordination was effectively led by the Croatian authorities. 
Svetla izjema, edini projekt med 31 projekti brez donacij, ki so bili revidirani, je projekt hrvaškega zemljiškega katastra, ki je bil precej sofinanciran, usklajevanje dajalcev pa so uspešno vodili hrvaški organi.
Similarly the commitment of the beneficiaries of grants was also high (3). 
Podobno je bila visoka tudi zavezanost prejemnikov donacij (3).
One way of increasing recipient country ownership is to involve national authorities in tender evaluation committees. 
Eden od načinov za povečanje lastništva držav prejemnic je vključitev nacionalnih organov v odbore za ocenjevanje ponudb.
However, the EuropeAid instructions binding the Delegations and acting as guidance for the EAR, require that the majority of the voting members of the evaluation committees represent the Commission (see Box 7). 
Vendar navodila EuropeAid, ki zavezujejo delegacije in se uporabljajo kot smernice za Evropsko agencijo za obnovo, zahtevajo, da večina članov ocenjevalnih odborov s pravico glasovanja zastopa Komisijo (glej okvir 7).
This contrasts with many other areas of external actions where the Commission is not represented as a voting member on evaluation committees, but retains the right of veto. 
To se razlikuje od mnogih drugih področij zunanjih ukrepov, kjer Komisije v ocenjevalnih odborih ne zastopajo člani s pravico glasovanja, ima pa pravico veta.
(2) (3) Except with the grant contracts where the co-financing is an obligation. 
(2) Razen pri pogodbah o donaciji, pri katerih je sofinanciranje obvezno.
A grant is a direct payment of a non-commercial nature by the European Community to a specific beneficiary to implement an action forming part of EU policy. 
Donacija je neposredno plačilo nekomercialnega značaja, ki ga izvrši Evropska skupnost določenemu prejemniku za izvedbo ukrepa, ki je sestavni del politike EU.
Projects audited included for example a tourist centre in the Travnik fortress in Bosnia and Herzegovina and a mobile library in the city of Zadar in Croatia. 
(3) Med revidiranimi projekti sta bila na primer turistično središče v utrdbi v Travniku v Bosni in Hercegovini ter potujoča knjižnica v Zadru na Hrvaškem.
C 285/14 EN Official Journal of the European Union 27.11.2007 Box 7 Composition of tender evaluation committees The Court assessed 177 tender evaluation committees covering 2002 to 2005. 
C 285/14 SL Uradni list Evropske unije 27.11.2007 Okvir 7 Sestava odborov za ocenjevanje ponudb Sodišče je ocenilo 177 ocenjevalnih odborov iz obdobja 2002–2005.
On average 55 % percent of the voting members were task managers from the Delegations or EAR operational centres and 13 % of the voting members were independent external experts. 
Povprečno 55 % članov s pravico glasovanja je bilo upravljavcev nalog iz operativnih centrov delegacij ali Evropske agencije za obnovo, 13 % članov s pravico glasovanja je bilo neodvisnih zunanjih strokovnjakov.
The average representation of beneficiary organisations was 32 % with the exception of Croatia, where the percentage increased significantly to 52 % and Bosnia and Herzegovina where the trend of beneficiary voting members decreased to 24 %. 
Povprečna zastopanost organizacij prejemnikov je bila 32 %, z izjemo Hrvaške, kjer je odstotek bistveno višji in znaša 52 %, v Bosni in Hercegovini pa je manjši in znaša 24 %.
The EuropeAid instructions require evaluation committees to comprise a minimum of four EC Delegation/EAR staff (i.e. chairman, secretary and two evaluators) for one external evaluator and an additional two EC Delegation/EAR staff for every additional beneficiary evaluator. 
Navodila EuropeAid zahtevajo, da ocenjevalne odbore sestavljajo najmanj štirje predstavniki delegacije Evropske komisije/osebja Evropske agencije za obnovo (tj. predsednik, sekretar in dva ocenjevalca) za enega zunanjega ocenjevalca in dodatna dva predstavnika delegacije Evropske komisije/osebja Evropske agencije za obnovo za vsakega dodatnega ocenjevalca prejemnika.
This draws excessively on the human resources of the Delegations while preventing improved country ownership. 
To zahteva preveč človeških virov iz delegacij in preprečuje izboljšanje lastništva države.
One of the obstacles to decentralisation was a lack of knowledge by recipient countries of the European CommissionŐs contract procedures. 
Ena od ovir za decentralizacijo je bila, da države prejemnice premalo poznajo postopke oddaje javnih naročil Evropske komisije.
In Croatia, representatives from national authorities were systematically invited by the Delegation to participate in the evaluation committee meetings as non-voting observers. 
Na Hrvaškem je delegacija predstavnike nacionalnih organov sistematično vabila, naj se udeležujejo sestankov ocenjevalnih odborov kot opazovalci brez pravice glasovanja.
This represented good practice by allowing national authorities to become familiar with the detailed tendering procedures, but was not applied systematically in other countries. 
To je bil primer dobre prakse, ki je nacionalnim organom omogočal, da se seznanijo s podrobnimi razpisnimi postopki, vendar se v drugih državah ni sistematično uporabljal.
For example, in Albania, the former Yugoslav Republic of Macedonia and Serbia the practice was applied only in very rare cases. 
V Albaniji, Nekdanji jugoslovanski republiki Makedoniji in Srbiji se je na primer ta praksa uporabila zelo redko.
Lack of country ownership of donor co-ordination 53. 
Premajhno lastništvo države pri usklajevanju dajalcev 53.
According to the CARDS guidelines all CARDS support should be co-ordinated with other donors. 
V skladu s smernicami programa CARDS bi morala biti vsa podpora CARDS usklajena z drugimi dajalci.
Donor co-ordination is particularly challenging in the western Balkans because of the high number of donors and the existence of two agendas: the accession agenda of the EU; and the development, poverty-reduction agenda of the World Bank, UN and some agencies of EU Member States. 
Usklajevanje dajalcev je še posebej velik izziv na zahodnem Balkanu zaradi velikega števila dajalcev in obstoja dveh načrtov: pristopnega načrta EU in razvojnega načrta Svetovne banke, ZN in nekaterih agencij držav članic EU za zmanjšanje revščine.
The ÔParis Declaration on Aid EffectivenessŐ (1) confirmed the principle that the recipient countries themselves should take the lead in coordinating aid at all levels, while the donors should pledge to respect partner country leadership. 
Pariška deklaracija o učinkovitosti pomoči (1) je potrdila načelo, da bi morale države prejemnice same prevzeti vodilno vlogo pri usklajevanju pomoči na vseh ravneh, medtem ko bi se morali dajalci zavezati, da bodo spoštovali vodstvo držav partne-ric.
In the CARDS countries the audit found almost no evidence of such leadership by the recipient countries or of any actions by donors to encourage beneficiary country leadership. 
V državah programa CARDS revizija ni našla skoraj nobenega dokaza o takšni vodilni vlogi držav prejemnic ali o kakršnih koli ukrepih dajalcev za spodbujanje vodilne vloge držav prejemnic.
The only initiative was visible in Albania (see Box 8). 
Edina vidna pobuda je bila v Albaniji (glej okvir 8).
(1) The Paris Declaration on Aid Effectiveness was signed after the High Level Forum which was held in Paris in March 2005. 
(1) Pariška deklaracija o učinkovitosti pomoči je bila podpisana po forumu na visoki ravni, ki je potekal marca 2005 v Parizu.
Among the participants there was the European Commission and 91 countries, two of which represented the CARDS area (Albania and Serbia-Montenegro). 
Med udeleženci so bili Evropska komisija in 91 držav, od katerih sta dve zastopali območje programa CARDS (Albanija ter Srbija in Črna gora).
Box 8 Donor co-ordination in Albania In order to improve donor coordination in Albania, the four multi-laterals (EC, OSCE, UN and WB) set up a sectoral coordination mechanism in December 2003. 
Okvir 8 Usklajevanje dajalcev v Albaniji Da bi se izboljšalo usklajevanje dajalcev v Albaniji, so štiri večstranske organizacije (Evropska komisija, OVSE, ZN in Svetovna banka) decembra 2003 vzpostavile mehanizem za sektorsko usklajevanje.
They agreed on the division of responsibilities between themselves in four thematic areas. 
Dogovorile so se, da si odgovornost medsebojno razdelijo tako, da bo vsaka odgovorna za eno od štirih tematskih področij.
In order to manage the coordination process, they formed the Donor Technical Secretariat. 
Za upravljanje postopka usklajevanja so ustanovile Tehnični sekretariat za dajalce.
This contributes to a more effective complementarity and more effective division of labour. 
To je prispevalo k uspešnejšemu dopolnjevanju in razdelitvi dela.
The donors are expected to make use of their respective comparative advantages at sector level and to delegate authority to the assigned lead donors for the execution of programmes. 
Od dajalcev se pričakuje, da bodo izkoristili svoje ustrezne primerjalne prednosti na sektorski ravni in prenesli pristojnosti za izvajanje programov na določene vodilne dajalce.
The donor community contributed to establishing an Integrated Planning System, which was launched by the Government of Albania in 2005 and which should help the country to lead its own development process. 
Skupnost dajalcev je pripomogla k vzpostavitvi integriranega sistema načrtovanja, ki ga je albanska vlada uvedla leta 2005 in ki naj bi državi pomagal voditi svoj razvojni proces.
This aims to integrate the various policy frameworks into a single medium-term development plan in 2007 and to set up a new architecture for donor coordination and management of external assistance. 
Cilj tega je bil združiti okvire različnih politik v enoten srednjeročen razvojni načrt za leto 2007 in vzpostaviti novo arhitekturo za usklajevanje dajalcev in upravljanje zunanje pomoči.
Inconsistent approach to monitoring and evaluation 55. 
Nedosleden pristop pri spremljanju in ocenjevanju 55.
Delegations and the EAR have different monitoring procedures: (a) the Commission HQ and Delegations use outsourced monitoring services following a standard methodology called Result-Oriented Monitoring (ROM). 
Delegacije in Evropska agencija za obnovo imajo različne postopke spremljanja: (a) sedež Komisije in delegacije se zatekajo k zunanjim službam za spremljanje, ki uporabljajo standardno metodologijo, imenovano spremljanje, usmerjeno k rezultatom (Result-Oriented Monitoring – ROM).
It includes the use of a rating system for the performance of the projects, but does not provide a formal record of the follow-up; (b) the EAR has its own monitoring teams in each Operational Centre, as well as a coordinator in the HQ. 
To vključuje uporabo bonitetnega sistema za izvajanje projektov, ne zagotavlja pa formalne evidence nadaljnjega ukrepanja; (b) Evropska agencija za obnovo ima svoje skupine za spremljanje v vseh operativnih centrih in koordinatorja na sedežu.
These teams used the ROM system from the beginning of 2005. 
Te skupine uporabljajo sistem ROM že od začetka leta 2005.