natgillin/translations-raw huggingface dataset:
The countries of the western Balkans were, and still are, in different states of transition and development. 
Države zahodnega Balkana so se nahajale in se še vedno nahajajo na različnih stopnjah prehoda in razvoja.
While for Serbia, former Yugoslav Republic of Macedonia and Kosovo assistance focused initially on emergency needs, for Croatia the efforts were directed to improve the administrative capacity. 
Medtem ko je bila pomoč Srbiji, Nekdanji jugoslovanski republiki Makedoniji in Kosovu prvotno namenjena nujnim potrebam, so bila prizadevanja na Hrvaškem usmerjena v izboljšanje upravnih zmogljivosti.
Under IPA, the strategic guidance will be improved thanks to the establishment of a multi-annual indicative planning document, where, for each beneficiary country, the main areas for interventions are defined and assistance under the different IPA components is coordinated. 
V okviru IPA bodo strateške smernice izboljšane, in sicer z vzpostavitvijo dokumenta o večletnem indikativnem načrtovanju, ki opredeljuje glavna področja ukrepanja in usklajuje pomoč v okviru različnih elementov IPA za vsako državo prejemnico.
The existence of a single legal basis and the three-year rolling forward system chosen for the financial planning under IPA allows for more flexibility than with the previous instruments and enables the Commission services to take better account of the absorption capacity factor. 
Obstoj ene same pravne podlage in ponavljajočega se triletnega sistema, ki je bil izbran za finančno načrtovanje v okviru IPA, zagotavlja večjo prožnost kot dosedanji instrumenti, službe Komisije pa lahko tako bolj upoštevajo dejavnik sposobnosti za črpanje.
The intention is, for all beneficiaries, to manage EC funds in a decentralised way, which would greatly strengthen the beneficiary countryŐs ownership. 
Namen je decentralizirano upravljanje sredstev ES za vse države prejemnice, kar bo zelo okrepilo njihovo lastništvo.
This is why a strategy towards decentralised management will be developed also in potential candidate countries, so as to allow them progressively to take responsibility and ownership of the implementation process. OBSERVATIONS 15. 
Zato bo strategija za decentralizirano upravljanje oblikovana tudi v potencialnih državah kandidatkah, da bodo lahko postopoma prevzele odgovornosti in lastništvo v procesu izvajanja. C 285/19 OPAŽANJA 15.
Given the fast changing environment of the western Balkans, the right balance needed to be found in terms of strategic programming. 
Zaradi hitro spreminjajočih se razmer na zahodnem Balkanu je bilo treba v smislu strateškega načrtovanja programov osnovati pravilno razmerje.
Too specific Country Strategy Papers (CSPs) might have being less useful in the strategic programming. 
Preveč specifični državni strateški dokumenti bi bili pri strateškem načrtovanju programov morda manj uporabni.
Regular assessments were made of the CSPŐs, inter alia in view of the Partnerships, in order to identify whether changes in the situation of the country would have merited a revision of the strategy. 
Državni strateški dokumenti so bili podvrženi rednemu ocenjevanju, med drugim z ozirom na partnerstvo, da bi se ugotovilo, ali je zaradi sprememb razmer v državi potrebna revizija strategije.
The MIP for the western Balkan countries contains clear references to the European Partnership priorities which clearly guided the programming. 
Večletni indikativni programi za države zahodnega Balkana vsebujejo podrobna sklicevanja na prednostne naloge evropskega partnerstva, ki so natančno usmerjale načrtovanje programov.
C 285/20 EN Official Journal of the European Union 27.11.2007 17. 
C 285/20 SL Uradni list Evropske unije 27.11.2007 17.
The CARDS Management CommitteeŐs comments were taken into account when finalising the documents. 
Pripombe upravljalnega odbora CARDS so se upoštevale pri dokončnem oblikovanju dokumentov.
Sectorial analyses were encompassed in a range of programming documents: MIP, European partnerships, as well as previous annual programmes. 
Sektorske analize je vsebovala vrsta dokumentov o načrtovanju programov: večletni indikativni programi, evropska partnerstva in dosedanji letni programi.
Planned and implemented in close cooperation with beneficiary country governments and donors, particularly the EU Member States, the programmes mirror priorities of the European Partnership, as reflected in the MIP. 
Programi, ki so bili načrtovani in izvedeni v tesnem sodelovanju z vladami in dajalci držav prejemnic, zlasti z državami članicami EU, odražajo prednostne naloge evropskega partnerstva, kot so zapisane v večletnih indikativnih programih.
Annual programmes build on previous phases of EC assistance to the beneficiary countries. 
Letni programi temeljijo na dosedanjih stopnjah pomoči ES, namenjene državam prejemnicam.
The Commission agrees with the need to develop a clearer methodology which could help in the prioritisation process between alternative projects. 
Komisija priznava potrebo po razvoju jasnejše metodologije, ki bi v procesu določanja pomagala pri izboru prednostnih alternativnih projektov.
Box 1 Ń Examples of non-implemented projects Case 1: No political support to the Serbian Supreme Audit Institution (SAI) Since the audit some evolutions have taken place. 
Okvir 1 – Primeri neizvedenih projektov Primer 1: Srbska vrhovna revizijska institucija (VRI) ni imela politične podpore Od časa, ko je bila opravljena revizija, so se razmere nekoliko spremenile.
A law aiming at establishing the SAI was adopted in November 2005 and the body of the institution is in the process of being established. 
Zakon, katerega namen je bil vzpostavitev VRI, je bil sprejet novembra 2005, ustanavlja pa se tudi organ institucije.
Case 2: The European Commission Police Assistance mission in Albania Against a background of rapid change in Albania and in the context of a considerable time lag between programming and implementation, projects originally planned were, in some cases, reoriented to better reflect the needs of the beneficiary and to coordinate activities with other donors, which explains that in some cases the measures taken and the results achieved could not be completely in line with the project fiche. 
Primer 2: Policijska misija Evropske komisije za pomoč Albaniji Zaradi hitro spreminjajočih se razmer v Albaniji in velike časovne neskladnosti med načrtovanjem programov in izvajanjem, so bili prvotno načrtovani projekti v nekaterih primerih preusmerje-ni, da bi bolje odražali potrebe upravičenke in usklajevali dejavnosti z drugimi dajalci, kar pojasnjuje, zakaj v nekaterih primerih izvedeni ukrepi in doseženi rezultati niso bili popolnoma skladni s projektnim predlogom.
The national authorities of the recipient countries and the Commission together, from early 2002, encouraged an evolution towards projects and programmes giving a greater emphasis on institution building. 
Nacionalni organi držav prejemnic in Komisija so že od začetka leta 2002 skupaj spodbujali sodelovanje v projektih in programih z velikim poudarkom na vzpostavljanju institucij.
Nonetheless, parts of the region still greatly needed investment for infrastructure of roads, transport, and energy as the recipient countries were emerging from conflict and years of underinvestment. 
Deli regije pa so še vedno kazali veliko potrebo po naložbah v infrastrukturo cest, prometa in energije, saj so države prejemnice nastale po vojni in utrpele večletno premajhno vlaganje.
With regard to institution building (establishment of democratic institutions, public administration reform (civil service, administrative capacity, budget and fiscal management ...), reform of local government, consolidating the rule of law through judicial and police reforms, etc.), sectoral allocations were provided by the Commission in strategy documents such as the MIP. 
Kar zadeva vzpostavljanje institucij (ustanavljanje demokratičnih institucij, reforma javne uprave (javne službe, upravna zmogljivost, upravljanje proračuna in davkov ...), reforma lokalne uprave, krepitev pravne države z reformami pravosodja in policije itd.), je sektorske dodelitve zagotovila Komisija v strateških dokumentih, kot so večletni indikativni programi.
After 2002, the AgencyŐs programmes indeed increasingly focused on institution building. 
Po letu 2002 so bili programi agencije dejansko vse bolj osredotočeni na vzpostavljanje institucij.
The work of the EAR focused first on relieving the emergency and getting basic services back on track. 
Namen dela Evropske agencije za obnovo je bil najprej zagotoviti nujno pomoč in ponovno vzpostaviti osnovne storitve.
This was particularly the case in the post-conflict situations of Kosovo, Serbia and to an extent in the former Yugoslav Republic of Macedonia. 
Takšen primer so bile zlasti povojne razmere na Kosovu, Srbiji in nekoliko tudi v Nekdanji jugoslovanski republiki Makedoniji.
The quick delivery of this assistance encouraged evolution to the later reform process. 
Hitra dostava te pomoči je pospešila razvoj proti poznejšemu reformnemu procesu.
The administration in the former Yugoslav Republic of Macedonia was not ready to take on a Twinning initiative until recently. 
Uprava Nekdanje jugoslovanske republike Makedonije do nedavnega ni bila pripravljena sprejeti pobude za twinning.
Actually, in order to launch twinning contracts with the former Yugoslav Republic of Macedonia, the EAR needed the recipient administration to prepare twinning fiches. 
Pravzaprav je za uvedbo twinning pogodb z Nekdanjo jugoslovansko republiko Makedonijo Evropska agencija za obnovo potrebovala upravo prejemnico za pripravo twinning predlogov.
Due to the lack of administrative capacity in the line Ministries to prepare the necessary documentation, the step-over from traditional technical assistance to twinning took longer than in other candidate countries. 
Zaradi nezadostne upravne zmogljivosti na ravni ministrstev, ki bi pripravila potrebno dokumentacijo, je prehod s tradicionalne tehnične pomoči na twinning trajal dlje kot v drugih državah kandidatkah.
In line with the political mandate of the Thessaloniki Agenda of June 2003, Twinnings were increasingly incorporated into the work of the Agency. 
V skladu s političnim mandatom solunske agende iz junija 2003 so bili twinningi vedno pogosteje vključeni v delo Agencije.
The Commission meanwhile actively put know-how and training at the disposal of the AgencyŐs programme managers. 
Medtem pa je Komisija preko upravljavcev programov Agencije aktivno zagotavljala strokovno znanje in izkušnje ter usposabljanje.
Box 2 Ń Redirecting an institution building project Ń Integrated Border Management in the former Yugoslav Republic of Macedonia The objectives of the project covered: the set up of a Border Police Service and transfer of operational responsibilities in line with the Integrated Border Management (IBM) strategy objectives. 
Okvir 2 – Preusmeritev projekta za vzpostavljanje institucij – Integrirano upravljanje meja v Nekdanji jugoslovanski republiki Makedoniji Cilji projekta so vključevali: vzpostavitev mejne straže in prenos operativnih odgovornosti v skladu s cilji strategije integriranega upravljanja meja.
Allocated funds were indeed used to purchase vehicles for border police. 
Dodeljena sredstva so bila namenjena nakupu vozil za mejno policijo.
In the period between the fiche drafting and implementation, developments urged for a review of priorities: Ń A Police Reform Project covered recruitment procedures; Ń OSCE assistance addressed the Border Police training; Ń Equipment for detection of falsified documents, which at the time of implementation was not yet fully in use, was supplied under an earlier Phare 2000 project. 
Zaradi razvoja dogodkov je bilo v obdobju med osnovanjem predloga in izvedbo treba pregledati prednostne naloge: — projekt reforme policije je zajemal postopke zaposlovanja, — pomoč OVSE je bila namenjena za usposabljanje mejne policije, — oprema za odkrivanje prenarejenih dokumentov, ki se v času izvajanja še ni uporabljala v celoti, je bila dobavljena v okviru zgodnjega projekta Phare 2000.
Provision of additional similar equipment was hence inappropriate. 
Zagotovitev dodatne podobne opreme je bila zato neustrezna.
The Border Police Service (including the transfer of operational responsibilities from the Defence to the Interior Ministry in line with IBM strategy) was created by the national authorities under national funding. 
Mejno stražo (vključno s prenosom operativnih odgovornosti z obrambnega ministrstva na ministrstvo za notranje zadeve v skladu s strategijo integriranega upravljanja meja) so ustanovili nacionalni organi v okviru nacionalnih sredstev.
The newly created service was, however, entirely without operational equipment and could not fulfil its operational responsibilities. 
Novoustanovlje-na straža pa je bila brez operativne opreme in zato ni mogla izpolnjevati svojih operativnih odgovornosti.
In view of the above, the procurement of the vehicles was deemed appropriate. 
Glede na zgoraj navedeno se je zdel nakup vozil primeren.
27.11.2007 EN Official Journal of the European Union C 285/21 36. (a) The Regional Annual Action Programme 2002 and 2003 had an Integrated Border Management project which was managed at a regional level from Commission HQ in Brussels. (b) It was considered more efficient to manage most of the refugee return programmes at national level. (c) The Regional Programmes are planned by Commission HQ together with Delegations and administrations of the beneficiary countries. 
27.11.2007 SL Uradni list Evropske unije C 285/21 36. (a) Regionalni akcijski program 2002 in 2003 je vključeval projekt integriranega upravljanja meja, katerega upravljanje je potekalo na regionalni ravni s sedeža Komisije v Bruslju. (b) Upravljanje večine programov za vračanje beguncev na nacionalni ravni se je zdelo učinkovitejše. (c) Regionalne programe načrtuje Komisije na svojem sedežu skupaj z delegacijami in upravami držav prejemnic.
Box 5 Ń Support to the Croatian Court System The CARDS 2002 project had two conditionalities: (i) existence of the strategy for reform of judiciary and (ii) implementation of the CARDS 2001 judiciary project must have been well underway. 
Okvir 5 – Podpora hrvaškemu sodnemu sistemu Projekt CARDS za leto 2002 je imel dva pogoja, namreč da: (i) strategija za reformo pravosodja že obstaja in (ii) izvajanje pravosodnega projekta CARDS 2001 dobro poteka.
At the moment of start of the project political dialogue and drafting of the strategy on the reform of judiciary were sufficiently advanced to justify the start of the project. 
V času začetka projekta sta politični dialog in priprava osnutka strategije za reformo pravosodja že dovolj napredovala, da je bilo mogoče opravičiti začetek projekta.
Even though, as the Court says, the Council regulation doesnŐt define any specific responsibilities for the recipient countries, the Commission has, as far as possible, increased progressively the countries management responsibilities. 
Čeprav, kot pravi Sodišče, uredba Sveta ne opredeljuje nobenih posebnih odgovornosti držav prejemnic, je Komisija, kolikor je bilo mogoče, postopoma povečala upravljavske odgovornosti držav.
There has been an evolution of management responsibilities allowing beneficiaries to be closely involved in programming of activities, tender evaluations and in monitoring and evaluation. 
Spremembe upravljavskih odgovornosti so prejemnikom omogočile tesno sodelovanje pri načrtovanju dejavnosti, ocenjevanju ponudb ter pri spremljanju in vrednotenju.
Part of the CARDS programme in Croatia is now being managed by the country itself in line with the Decentralised Management System. 
Del programa CARDS na Hrvaškem zdaj upravlja država sama v skladu s sistemom decentraliziranega upravljanja.
While the promotion of beneficiary involvement is generally a clear method for improving the effectiveness of EU assistance, the involvement of the beneficiaries in programming and implementation under a centralised management system is much more difficult to ensure than under a decentralised management system. 
Medtem ko je spodbujanje vključitve prejemnikov splošno dober način za izboljšanje učinkovitosti pomoči EU, pa je vključitev prejemnikov v načrtovanje programov in izvajanje v okviru centraliziranega sistema upravljanja veliko težje zagotoviti kot v okviru decentraliziranega sistema upravljanja.
The Commission, within the framework defined by the CARDS regulation has promoted recipient country responsibility whenever possible taking into account the capacities of the countries concerned. 
Kjer je bilo mogoče, je Komisija v okviru, ki ga določa uredba CARDS, spodbujala odgovornosti držav prejemnic in upoštevala zmogljivost zadevnih držav.
In most of the beneficiary countries, the situation of the local public financial resources was that difficult that no resources could be set aside by them for the co-financing of the projects. 
V večini držav prejemnic so bile razmere lokalnih javnih financ tako težke, da ni bilo mogoče zagotoviti sredstev za sofinanciranje projektov.
The national authorities have benefited from local training on the tendering procedures, organised by the Commission. 
Nacionalni organi so imeli koristi od lokalnega usposabljanja o razpisnih postopkih, ki ga je organizirala Komisija.
The Paris Declaration on Aid Effectiveness was signed in 2005, and at the time of the audit its principles could not have had any significant impact on the management of CARDS. 
Pariška deklaracija o učinkovitosti pomoči je bila podpisana leta 2005, v času revizije pa njena načela niso mogla odločilno vplivati na upravljanje CARDS.
In Croatia, the Commission took the lead in establishing the mechanism of EU Donor Co-ordination in 2000. 
Na Hrvaškem je Komisija prevzela vodilno vlogo pri vzpostavljanju mehanizma za usklajevanje dajalcev EU v letu 2000.
Ownership of the co-ordination process by the Croatian authorities (NAC administration) was strongly encouraged, but was unfortunately not very effective. 37. (a) 39. 
Lastništvo hrvaških organov (uprava NAC (koordinator za državno pomoč)) v procesu usklajevanja se je močno spodbujalo, vendar na žalost ni bilo preveč učinkovito.
C 285/22 EN Official Journal of the European Union 27.11.2007 The Agency closely coordinated with other donors present in the region notably in the framework of the regular coordination meetings hosted within the Agencies operational centres. 
C 285/22 SL Uradni list Evropske unije 27.11.2007 Delo Agencije je bilo natančno usklajeno z drugimi dajalci, ki so bili prisotni v regiji, predvsem v okviru rednih usklajevalnih sestankov, ki so se odvijali v operativnih centrih Agencije.
Moreover, the beneficiaries are playing an ever increasing leading role in these meetings. 
Poleg tega pa imajo prejemniki na teh sestankih vedno večjo vodilno vlogo.
Systematic evaluations of CARDS projects by the Delegations could be improved. 
Sistematično ocenjevanje projektov CARDS, ki ga opravljajo delegacije, je mogoče izboljšati.
However, the responsibility of conducting independent evaluations is conferred to HQ and the EAR, and the Delegation are not submitted to such requirement. 
Vendar je odgovornost za izvajanje neodvisnih ocen podeljena sedežu Komisije in Evropski agenciji za obnovo, delegacije pa takih pooblastil nimajo.
CONCLUSIONS AND RECOMMENDATIONS 61. 
ZAKLJUČKI IN PRIPOROČILA 61.
The CARDS assistance in the western Balkans countries and especially Kosovo had to focus on pressing emergency needs supply of clean water, heating, house and road reconstruction. 
Pomoč CARDS v državah zahodnega Balkana in zlasti na Kosovu je bilo treba usmeriti na hude nujne potrebe, kot so oskrba s čisto vodo, gretje, obnova hiš in cest.
Nonetheless, assistance from 2002 increasingly began to focus on reform efforts and therefore also on institutional building within CARDS. 
Vendar je bila pomoč po letu 2002 vedno bolj osredotočena na reformna prizadevanja in zato tudi na vzpostavljanje institucij v okviru CARDS.
The CommissionŐs strategic guidance has been formulated in the European Partnership documents and has been based on needsŐ analyses in the Annual Progress reports. 
Strateške smernice Komisije so bile oblikovane v dokumentih o evropskem partnerstvu in so temeljile na analizah potreb iz letnih poročil o napredku.
The CSP guidelines could not have been formulated otherwise taking into account the fast changing environment in the western Balkans. 
Smernic državnih strateških dokumentov ni bilo mogoče oblikovati drugače, saj je bilo treba upoštevati hitro spreminjajoče se razmere na zahodnem Balkanu.
Furthermore, in view of the Partnership, regular assessments of the CSP were made in order to identify whether changes in the situation of the country would merit a revision of the strategy. 
Poleg tega so bili z ozirom na partnerstvo državni strateški dokumenti podvrženi rednemu ocenjevanju, da bi se ugotovilo, ali je zaradi sprememb razmer potrebna revizija strategije.
The countries covered by the EAR after 2000 were emerging from a conflict situation. In line with EC programmes the work focused first on relieving the emergency and getting basic services back on track. 
Države, za katere je bila po letu 2000 odgovorna Evropska agencija za obnovo, so nastale po vojni. V skladu s programi ES je bil namen dela najprej zagotoviti nujno pomoč in ponovno vzpostaviti osnovne storitve.
This quickly delivered assistance both allowed the reform process to progress, and the assistance to evolve towards institutional building. 
Hitro dostavljena pomoč je omogočila napredek reformnega procesa in razvoj pomoči v vzpostavljanje institucij.
The use of twinning is however not a sign of progress in itself. 
Vendar uporaba twinninga sama po sebi ni znak napredka.
Prior to 2004 many prerequisites were not yet in place, for the optimal use of Twinning, but the picture has changed since and it is now widely used. 
Pred letom 2004 številni osnovni pogoji za optimalno uporabo twinninga še niso bili zagotovljeni, vendar so se razmere od takrat spremenile in se trenutno veliko uporablja.
In 2007 most Twinnings take place in countries where the EAR is managing assistance. Recommendation 1 The strategic guidance under IPA is given by country specific multi-annual indicative planning documents (MIPD) and a multi-beneficiary MIPD. 
V letu 2007 se je večina twinning programov izvajala v državah, kjer je pomoč upravljala Evropska agencija za obnovo. Priporočilo 1 Strateške smernice v okviru IPA so podane v dokumentih o večletnem indikativnem načrtovanju (MIPD) za posamezno državo in v MIPD za več upravičencev.
The country documents include a consolidated assessment of the challenges, needs and relative importance of the priorities for assistance, and the way this translates into strategic choices under each IPA component. 
Dokumenti za posamezno državo vključujejo skupno oceno nalog, potreb in relativnega pomena prednostnih nalog pomoči ter način, kako to prenesti v strateške odločitve v okviru vsake posamezne komponente IPA.
A description of the major areas for intervention under each component, the results anticipated and indicative financial allocations are also provided in the MIPDs. 
MIPD zagotavlja tudi opis glavnih področij ukrepanja v okviru posamezne komponente, pričakovane rezultate in okvirne dodelitve sredstev.
This will allow the strategic part of the implementation to be significantly reinforced under IPA. 
Strateški del izvajanja bo tako lahko v okviru IPA znatno okrepljen.
The choice of a combination of several management approaches was made in order to ensure speedy delivery of aid and reflected the weaknesses of the national administrations. 
Odločitev za kombinacijo različnih upravljavskih pristopov naj bi zagotovila hitro dostavo pomoči in odražala pomanjkljivost nacionalnih uprav.
In such a context, it appeared impossible to ensure the maximisation of the benefit of the aid in all circumstances. 
V tem smislu se je zdelo nemogoče zagotoviti, da se pomoč v vseh okoliščinah čim bolje izkoristi.
In many cases beneficiaries reacted well to a fast roll out and evolution of assistance. 
V mnogih primerih so prejemniki dobro sprejeli hitro vzpostavitev in razvoj pomoči.