natgillin/translations-raw huggingface dataset:
43 Under IPA I the Commission did not have at its disposal funds which it could mobilise quickly to address issues as they arose. 
43 V okviru IPA I Komisija ni imela na voljo sredstev, ki bi jih bilo mogoče hitro mobilizirati za obravnavo vprašanj, takrat ko so se ta pojavila.
An example of how funds can be used in this way emerged during the recent political crisis. 
Kako je mogoče sredstva tako uporabiti, se je pokazalo med nedavno politično krizo.
The Commission successfully employed funds at short notice and in exceptional circumstances to provide flexible, targeted, fast-track expert input to support urgent and sensitive policy priorities. 
Komisija je uspešno v zelo kratkem času in v izjemnih okoliščinah uporabila sredstva, da je zagotovila prožen, ciljno usmerjen in hiter strokovni prispevek za podporo nujnim in občutljivim prednostnim nalogam politike.
Observations 24 44 The continued existence of obstacles to improving administrative capacity in the country meant that the objectives of pre-accession assistance were not always achieved. 
Opažanja 24 44 Nadaljnji obstoj ovir za izboljšanje upravne zmogljivosti v državi je pomenil, da cilji predpristopne pomoči niso bili vedno doseženi.
A major issue has been the lack of high-level political will and commitment by the national authorities to support for IPA projects. 
Pomembno vprašanje je bilo pomanjkanje politične volje na visoki ravni in zavezanosti nacionalnih organov v zvezi s podporo za projekte IPA.
For example, at a political level, there is continued resistance to moves to develop a public administration that is independent, strong and representative (see Box 4). 
Na politični ravni na primer še vedno obstaja upiranje prizadevanjem za razvoj javne uprave, ki bi bila neodvisna, močna in reprezentativna (glej okvir 4).
Resistance to developing a public administration that is independent, strong and representative With the support of the Commission, in February 2015 the country put in place a new legal framework for a professional public service. 
Upiranje razvoju javne uprave, ki bi bila neodvisna, močna in reprezentativna S podporo Komisije je država februarja 2015 vzpostavila nov pravni okvir za profesionalno javno upravo.
The main thrust of the legislation was to ensure that recruitment of public employees is based on merit and equal treatment. 
Zakonodaja je bila v glavnem usmerjena v zagotavljanje, da bi zaposlovanje javnih uslužbencev temeljilo na zaslužnosti in enaki obravnavi.
While it still suffers from some gaps, the legislation represents a major step towards developing a strong, independent, professional civil service. 
V zakonodaji so sicer še vedno nekatere vrzeli, vendar pomeni velik korak proti razvoju močnega, neodvisnega in profesionalnega uradništva.
Two days before the law entered into force, the parliament adopted a new law on transformation of temporary positions into permanent contracts. 
Dva dni pred začetkom veljavnosti zakona je parlament sprejel nov zakon o spremembi začasnih delovnih mest v delovna mesta s pogodbo za nedoločen čas.
This law circumvents the principles of merit-based recruitment and has allowed thousands of temporary staff to become permanent civil servants or public employees without open competition. 
Ta zakon je zaobšel načela zaposlovanja na podlagi zaslužnosti in tisočem začasnih uslužbencev omogočil, da so brez javnega natečaja postali stalni uradniki ali javni uslužbenci.
Project 7 trained 600 administrative officers who were among 2 400 staff recruited by the national authorities from the non-majority communities32 following the Ohrid Framework Agreement33 on equitable representation. 
V okviru projekta 7 je bilo usposobljenih 600 upravnih uslužbencev, ki so bili del 2 400 uslužbencev, ki so jih nacionalni organi zaposlili izmed pripadnikov manjšin32 po Ohridskem okvirnem sporazumu33 o pravični zastopanosti.
Although salaried, the individuals concerned did not have active employment. 
Ti posamezniki prejemajo plačo, nimajo pa aktivne zaposlitve.
The aim of providing this training was to increase the likelihood that the participants would be offered posts. 
Cilj tega usposabljanja je bil povečati verjetnost, da bodo udeležencem ponujena delovna mesta.
At the time of the audit, the majority of the staff trained under the project were still being paid but not actively employed. 
V času revizije je večina uslužbencev, ki so se usposabljali v okviru projekta, še vedno prejemala plačo, ni pa bila aktivno zaposlena.
The objective of achieving equitable representation in the public administration had not been met. 
Cilj dosege pravične zastopanosti v javni upravi ni bil dosežen.
32 Ethnic Albanians, Serbs, Turks, Roma, etc. 33 The Ohrid Framework Agreement was a peace deal signed by the government and representatives of the ethnic Albanian community on 13 August 2001. 
32 Etnični Albanci, Srbi, Turki, Romi itd. 33 Ohridski okvirni sporazum je bil mirovni sporazum, ki so ga 13. avgusta 2001 podpisali vlada in predstavniki skupnosti etničnih Albancev.
The agreement ended the armed conflict between the ethnic Albanian National Liberation Army and the national security forces and set the groundwork for improving the rights of ethnic Albanians. 
Z njim se je končal oborožen spopad med etnično albansko Osvobodilno narodno vojsko in nacionalnimi varnostnimi silami ter so bili postavljeni temelji za izboljšanje pravic etničnih Albancev.
Observations 25 Part II — The use of decentralised management as 45 We examined the introduction of decentralised management under IPA I and how the Commission resolved the issues which arose using this management mode. 
Ta sredstva so za zadevni projekt izgubljena. kot sredstva za gradnjo zmogljivosti 45 Sodišče je preučilo uvedbo decentraliziranega upravljanja v okviru IPA I in to, kako je Komisija razrešila vprašanja, ki so se pojavila pri uporabi tega načina upravljanja.
We also examined whether the Commission’s use of decentralised management strengthened administrative capacity. 
Preučilo je tudi, ali se je s tem, da je Komisija uporabljala decentralizirano upravljanje, okrepila upravna zmogljivost.
The country was not ready for the volume and complexity of IPA funds for which management was decentralised 46 The former Yugoslav Republic of Macedonia asked the Commission to decentralise the management of IPA funds to the national authorities in 200834. By 2010, the country was responsible for contracting and implementing 470 million euros (76 %) of its total IPA I financial envelope, subject to either ex ante or ex post checks by the Commission. 
Država ni bila pripravljena na obseg in kompleksnost sredstev iz IPA, katerih upravljanje je bilo decentralizirano 46 Nekdanja jugoslovanska republika Makedonija je leta 2008 prosila Komisijo, naj z decentralizacijo prenese upravljanje sredstev iz IPA na nacionalne organe.34 Leta 2010 je bila država odgovorna za sklepanje in izvajanje pogodb za 470 milijonov EUR (76 %) od svojih skupnih finančnih sredstev v okviru IPA I, za kar je Komisija izvajala predhodne ali naknadne preglede.
The national authorities were required to set up operating structures to manage the decentralised IPA funds. 
Od nacionalnih organov se je zahtevalo, da vzpostavijo operativne strukture za upravljanje decentraliziranih sredstev iz IPA.
47 The process of decentralisation was carried out in accordance with the regulations. 
47 Proces decentralizacije je potekal v skladu z regulativnimi zahtevami.
However, the Commission was not required to assess whether the national authorities were ready to manage the volume and complexity of IPA funds to be decentralised. 
Vendar Komisiji ni bilo treba oceniti, ali so bili nacionalni organi pripravljeni na obseg in kompleksnost sredstev iz IPA, katerih upravljanje naj bi bilo decentralizirano.
For the decentralised management mode to work effectively it is necessary for there to be sufficient capacity in the operating structures. 
Za uspešno delovanje decentraliziranega načina upravljanja je potrebna zadostna zmogljivost operativnih struktur.
48 Soon after decentralisation began, the national authorities were unable to respect the deadlines for presenting contract dossiers for ex ante checks by the Commission. 
48 Že kmalu po začetku decentralizacije nacionalni organi niso mogli spoštovati rokov za predložitev pogodbene dokumentacije Komisiji v predhodni pregled.
This was often because they submitted documents of insufficient quality which had to be returned. 
To se je pogosto zgodilo zato, ker so predložili premalo kakovostne dokumente, ki so bili nato vrnjeni.
This was the case for one third of these documents in 2014. 
Leta 2014 je bilo tako pri tretjini teh dokumentov.
By the end of 2014, the delays had led to the de-commitment35 of 70 million euros of funds under IPA I (11 % of the IPA funds allocated to the country), and 244 million euros remained to be committed (about 40 % of the total). 
Do konca leta 2014 so zamude privedle do preklica prevzetih obveznosti35 za 70 milijonov EUR sredstev v okviru IPA I (11 % sredstev IPA, ki so bila dodeljena državi), za 244 milijonov EUR pa obveznosti niso bile sprejete (približno 40 % celote).
In many cases the de-commitments resulted in the loss of projects designed to fund key reforms. 
Velikokrat je preklic prevzetih obveznosti pomenil izgubo projektov, zasnovanih za financiranje ključnih reform.
For example, 33 million euros was allocated for 2010, but the cancellation of 12 out of 31 projects presented for funding meant that 10 million euros (33 %) was effectively lost for funding reform in the country. 
Za leto 2010 je bilo na primer dodeljenih 33 milijonov EUR, toda preklic 12 od 31 projektov, predloženih za financiranje, je pomenil, da je bilo 10 milijonov EUR (33 %) za financiranje reforme v državi dejansko izgubljenih.
Observations 26 49 The Commission attributed the delays to a highly centralised decision-making process, which prevents timely decisions, as well as a lack of material resources and sufficient and sufficiently qualified staff, allegations of political interference in procurement and poor interinstitutional cooperation. 
Opažanja 26 49 Komisija je zamude pripisala močno centraliziranemu procesu odločanja, ki preprečuje pravočasne odločitve, pomanjkanju materialnih virov in zadostnega števila dovolj kvalificiranih uslužbencev, trditvam o političnem vmešavanju v javno naročanje ter slabemu medinstitucionalnemu sodelovanju.
Weaknesses of this type had already been highlighted by the Commission in the rest of the public administration before management had been decentralised. 
Na tovrstne slabosti v ostalem delu javne uprave je Komisija opozorila že pred decentralizacijo upravljanja.
If the Commission had taken more account of weaknesses already identified in the public administration, it might have concluded that the decision to decentralise management should be delayed or that a smaller proportion of IPA funds should be decentralised within the constraints of the applicable regulations. 
Če bi Komisija bolj upoštevala že ugotovljene slabosti v javni upravi, bi morda prišla do sklepa, da je treba počakati z odločitvijo o decentralizaciji upravljanja ali da je treba decentralizirati manjši delež sredstev IPA, kolikor omogočajo omejitve veljavnih uredb.
The Commission has taken action but further de-commitment is probable 50 Drawing on previous experience with other enlargement countries, the Commission expected the early years of decentralised management to be a period of learning and transfer of knowledge. 
Komisija je ukrepala, vendar bo verjetno prišlo do dodatnega preklica prevzetih obveznosti 50 Komisija je na podlagi preteklih izkušenj z državami, ki se pripravljajo za pristop, za prva leta decentraliziranega upravljanja pričakovala, da bodo obdobje učenja in prenosa znanja.
It worked with the country to address the reasons for the delays in contracting and implementing IPA funds. 
Z državo je sodelovala pri obravnavanju vzrokov za zamude pri sklepanju in izvajanju pogodb za sredstva iz IPA.
However, significant further de-commitment of IPA I funds was expected in 2015, 2016 and 2017. 51 In 2015 the Commission took measures to improve the situation for IPA I funds, for example by re-centralising the management of some IPA projects and speeding up contracting procedures by reducing the number of ex ante checks. 
Vendar pa je bil za leta 2015, 2016 in 2017 pričakovan znaten dodaten preklic prevzetih obveznosti za sredstva iz IPA I. 51 Leta 2015 je Komisija sprejela ukrepe za izboljšanje razmer glede sredstev iz IPA I, na primer s ponovno centralizacijo upravljanja nekaterih projektov IPA in pospešitvijo postopkov sklepanja pogodb tako, da je zmanjšala število predhodnih pregledov.
For IPA II, the Commission is currently assessing the optimum level of decentralisation and plans to be more selective regarding the kinds of project it will decentralise for management by the national authorities. 
Za IPA II Komisija zdaj ocenjuje optimalno stopnjo decentralizacije in načrtuje, da bo bolj selektivna glede tega, katere vrste projektov bo z decentralizacijo prenesla na nacionalne organe.
Decentralising management could have been used more widely as a capacity-building tool for the public administration 52 When management was decentralised in 2010, the main objective was to prepare the country for the future management of the EU’s structural and agricultural funds. 
Decentralizacija upravljanja bi se lahko širše uporabljala kot orodje za gradnjo zmogljivosti v javni upravi 52 Ko je bilo upravljanje leta 2010 decentralizirano, je bil glavni cilj pripraviti državo na upravljanje strukturnih in kmetijskih skladov EU v prihodnosti.
The focus was therefore on setting up structures to operate decentralised management and strengthening the capacity of administrative staff to operate these structures. 
Zato je bil poudarek na vzpostavljanju operativnih struktur za decentralizirano upravljanje in na krepitvi zmogljivosti upravnih uslužbencev za vodenje teh struktur.
Observations 27 53 Decentralising management required significant investment of resources by the country as well as the Commission. 
Opažanja 27 53 Poleg Komisije je morala v decentralizirano upravljanje vlagati veliko virov tudi država.
For example, the country assigned 436 administrative staff to work in the operating structures, at an annual salary cost of 4.7 million euros (2014 figures). 
Za delo v operativnih strukturah je na primer dodelila 436 upravnih uslužbencev, za katere so letni stroški plač znašali 4,7 milijona EUR (podatki za leto 2014).
Both the Commission and the country provided training in setting up operating structures and in programming, contracting and implementing IPA projects. 
Komisija in država sta zagotavljali usposabljanje o vzpostavljanju operativnih struktur ter programskem načrtovanju projektov IPA, sklepanju pogodb zanje in njihovem izvajanju.
54 Decentralised management has strengthened capacity in the operating structures. 
54 Decentralizirano upravljanje je okrepilo zmogljivost operativnih struktur.
Internal control is stronger and operational decisions are mostly taken at an appropriate level, with less political interference than in other parts of the public administration. 
Notranji nadzor je močnejši, operativne odločitve pa se večinoma sprejemajo na ustrezni ravni, z manj političnega vmešavanja kot v drugih delih javne uprave.
Rigorous ex ante controls by the EU Delegation have provided further opportunity for ‘learning by doing’36. The operating structures have become ‘centres of excellence’ in terms of administrative capacity. 
Stroge predhodne kontrole delegacije EU so dale dodatno priložnost za učenje skozi prakso.36 Operativne strukture so postale centri odličnosti glede upravne zmogljivosti.
55 While strengthening administrative capacity was not included as an objective of decentralising management, the Commission could have made more use of the experience gained to encourage the national authorities to transfer knowledge to the rest of the public administration, for example through ‘learning by doing’. The operating structures for decentralised management were seen as organisations that were parallel to and even separate from the rest of the public administration. 
55 Krepitev upravne zmogljivosti sicer ni bila zajeta med cilje decentralizacije upravljanja, vendar bi lahko Komisija več uporabljala pridobljene izkušnje za spodbujanje nacionalnih organov, naj prenašajo znanje v ostali del javne uprave, na primer z učenjem skozi prakso, ker se je na operativne strukture za decentralizirano upravljanje gledalo kot na organizacije, ki so vzporedne z ostalim delom javne uprave ali od njega celo ločene.
For example, they were not included in the country’s 2010-2015 PAR strategy. 
Tako operativne strukture na primer niso bile vključene v državno strategijo reforme javne uprave za obdobje 2010–2015.
In examining the sample of projects audited we noted little transfer of the operating structures’ cumulative knowledge and experience to the rest of the public administration. 
Sodišče je pri preučevanju vzorca revidiranih projektov ugotovilo le malo prenosa zbranega znanja in izkušenj operativnih struktur v ostali del javne uprave.
Thus the experience of decentralising management has not contributed significantly towards an overall improvement in administrative capacity in the country. 
Zato izkušnja z decentralizacijo upravljanja ni bistveno prispevala k splošnemu izboljšanju upravne zmogljivosti v državi.
36 Ex ante control is a necessary part of decentralised management at this stage to protect the EU’s financial interests. 
36 Predhodne kontrole so na tej točki nujni del decentraliziranega upravljanja, da se zavarujejo finančni interesi EU.
Observations 28 Part III — The contribution of political dialogue to 37 Meetings are attended by the High Representative of the Union for Foreign Affairs and Security Policy/Vice President of the Commission (or her representative), the Commissioner for European Neighbourhood Policy and Enlargement Negotiation and Ministers or State Secretaries from the country. strengthening administrative capacity 56 We examined how the main structures created under the SAA for political dialogue between the Commission and the former Yugoslav Republic of Macedonia were used to contribute towards strengthening administrative capacity. 
Opažanja 28 Del III – Prispevek političnega dialoga h krepitvi 56 Sodišče je preučilo, kako so se glavne strukture, ki so bile v okviru stabilizacijsko-pridružitvenega sporazuma vzpostavljene za politični dialog med Komisijo in nekdanjo jugoslovansko republiko Makedonijo, uporabljale za krepitev upravne zmogljivosti.
We also examined the contribution made by political dialogue outside these formal structures and through alternative structures set up during the audited period to compensate for the absence of the framework for dialogue that would be provided by accession negotiations. 
Preučilo je tudi prispevek političnega dialoga zunaj teh formalnih struktur in v alternativnih strukturah, ki so bile vzpostavljene v revidiranem obdobju, da bi nadomestile okvir za dialog, ki bi ga omogočala pridružitvena pogajanja.
Although well organised, political dialogue did not contribute significantly to an overall strengthening of administrative capacity 57 The main structures for political dialogue were set up under the SAA. They are the Stabilisation and Association (SA) Council, the SA Committee, seven SA subcommittees and the Special Group on PAR. 
Čeprav je bil politični dialog dobro organiziran, ni bistveno prispeval k splošni krepitvi upravne zmogljivosti 57 Glavne strukture za politični dialog so bile vzpostavljene v okviru stabilizacijsko-pridružitvenega sporazuma, in sicer Stabilizacijsko-pridružitveni svet, Stabilizacijsko-pridružitveni odbor, sedem stabilizacijsko-pridružitvenih pododborov in posebna skupina za reformo javne uprave.
The Commission and the country meet regularly in these fora to address the need for progress on reform and the country’s insufficient capacity. 
Predstavniki Komisije in države se v teh forumih redno sestajajo zaradi obravnavanja potrebe po napredku pri reformi in nezadostne zmogljivosti države.
58 At the highest level, dialogue takes place in the SA Council37, both to assess progress towards meeting the political and economic criteria for accession (Copenhagen criteria) and on financial cooperation. 
58 Na najvišji ravni poteka dialog v Stabilizacijsko-pridružitvenem svetu37, in sicer zaradi ocenjevanja napredka proti izpolnjevanju političnih in gospodarskih meril za pristop (københavnska merila) in finančnega sodelovanja.
During the audited period, discussion often centred on the need to tackle the continuing obstacles to strengthening administrative capacity. 
V revidiranem obdobju je bila razprava pogosto osredotočena na potrebo po obravnavi še vedno prisotnih ovir za krepitev upravne zmogljivosti.
Some of the key areas addressed were: (a) the need for policy improvements and better enforcement to obtain more concrete results in the fight against corruption; (b) the need to respect and build up the independence of the public administration, and (c) the need to apply the principles of transparency, merit and equitable representation at all levels in the country. 
Med ključnimi obravnavanimi področji so bila: (a) potreba po izboljšavah politik in njihovem boljšem uveljavljanju, da bi se v boju proti korupciji dosegli konkretnejši rezultati; (b) potreba po spoštovanju in povečanju neodvisnosti javne uprave ter (c) potreba po uporabi načel preglednosti, zaslužnosti in pravične zastopanosti na vseh ravneh v državi.
Observations 29 59 Representatives of the Commission and the country also discussed weaknesses in administrative capacity at the annual meetings of the SA sub-committees and PAR Special Group. 
Opažanja 29 59 Predstavniki Komisije in države so na letnih sestankih stabilizacijsko-pridružitvenih pododborov in posebne skupine za reformo javne uprave razpravljali tudi o slabostih upravne zmogljivosti.
Although the nature of discussions in all of the SAA structures for political dialogue intensified during the audited period, the issues remained the same. 
Čeprav so se v revidiranem obdobju razprave v vseh stabilizacijsko-pridružitvenih strukturah okrepile, so vprašanja ostala enaka.
60 While the political dialogue structures set up under the SAA were well-suited to the accession process while it stayed on track, during the audited period they did not contribute successfully towards strengthening administrative capacity. 
60 Čeprav so bile strukture za politični dialog, ki so bile vzpostavljene v okviru stabilizacijsko-pridružitvenega sporazuma, ustrezne za pristopni proces, dokler je ta ostal v pravih tirnicah, pa v revidiranem obdobju niso uspešno prispevale h krepitvi upravne zmogljivosti.
This was partly because the national authorities lacked the political will to make progress. It was also because the absence of formal progress towards accession reduced the Commission’s potential leverage to encourage the country to strengthen administrative capacity. 
Deloma je bilo tako zato, ker v nacionalnih organih ni bilo politične volje za doseganje napredka in ker je pomanjkanje formalnega napredka proti pristopu zmanjšalo potencialni vpliv, ki bi ga Komisija imela pri spodbujanju države h krepitvi upravne zmogljivosti.
For example, the framework provided by accession negotiations typically includes a screening exercise for each policy field (future negotiating chapter) to determine how well prepared the country is in that field. 
Za okvir, ki se uporablja za pristopna pogajanja, so na primer značilni pregledi usklajenosti zakonodaje za vsako področje politik (prihodnje pogajalsko poglavje), s katerimi se ugotovi, kako dobra je pripravljenost države na zadevnem področju.
Based on this exercise, the Commission can recommend that certain conditions (‘opening, interim and closing benchmarks’) be met before each chapter can be opened for negotiation or closed. 
Na podlagi teh pregledov lahko Komisija priporoči, da je treba pred odprtjem poglavja za pogajanja ali njegovim zaprtjem izpolniti določene pogoje (merila za odprtje poglavij, vmesna merila in merila za zaprtje poglavij).