natgillin/translations-raw huggingface dataset:
32 The inadequate capacity of internal audit units has weakened internal control and reduced the attention paid by managers to the findings of internal auditors. 
32 Neustrezna zmogljivost enot za notranje revidiranje je oslabila notranji nadzor in zmanjšala pozornost, ki jo upravitelji namenjajo ugotovitvam notranjih revizorjev.
Donors other than the Commission have provided support for strengthening the skills of internal auditors during the audited period. 
V revidiranem obdobju so poleg Komisije tudi drugi donatorji namenili podporo krepitvi znanja in spretnosti notranjih revizorjev.
For example, the United States Agency for International Development financed training for internal auditors at the Chartered Institute of Public Finance and Accountancy (CIPFA) Centre of Excellence in Slovenia. 
Agencija ZDA za mednarodni razvoj je na primer financirala usposabljanje za notranje revizorje v centru odličnosti inštituta za javne finance in računovodstvo (CIPFA) v Sloveniji.
However, internal audit capacity and internal control more generally remain weak. 
Toda zmogljivost za notranje revidiranje in bolj na splošno notranji nadzor ostajata šibka.
29 SEC(2008) 2695 final, '2008 Progress Report,' p. 
29 SEC(2008) 2695 final, Poročilo o napredku iz leta 2008, str.
Observations 18 33 The importance of strong internal control has increased under IPA II because the Commission is working with the country to prepare a programme of sector budget support for public finance management for 2016. 
Opažanja 18 33 Pomembnost močnega notranjega nadzora se je v okviru IPA II povečala, saj Komisija sodeluje z državo pri pripravi programa sektorske proračunske podpore za upravljanje javnih financ za leto 2016.
Transport and environment 34 The main objective of the IPA allocations for the transport and environment sectors (18 % and 16 % of the 2007-2013 allocations respectively — see Table 2) was to improve regional infrastructure. 
Promet in okolje 34 Glavni cilj dodeljenih sredstev iz IPA za sektorja prometa in okolja (18 % oziroma 16 % dodeljenih sredstev za obdobje 2007–2013 – glej tabelo 2) je bilo izboljšanje regionalne infrastrukture.
Some of these funds were earmarked for strengthening the capacity of the public administration to draft and implement legislation in line with the EU acquis. 
Del teh sredstev je bil namenjen za krepitev zmogljivosti javne uprave za pripravljanje in izvajanje zakonodaje v skladu s pravnim redom EU.
The percentage of funds used on capacity-building in the transport sector (1 %) was far lower than in the environment sector (15 %), despite the fact that both sectors suffered from similar weaknesses in capacity (see Graph 1). 
Za gradnjo zmogljivosti v sektorju prometa je bil porabljen veliko nižji delež sredstev (1 %) kot v sektorju okolja (15 %), čeprav so bile slabosti pri zmogljivosti v obeh sektorjih podobne (glej diagram 1).
IPA allocations per sector (2007-2013) (in million euro) Justice and home affairs PAR and EU integration Competitiveness Agriculture and Rural Development Environment and Climate change Employment Multi-beneficiary Other Transport CBC Source: European Commission. 
Dodeljena sredstva iz IPA po sektorjih (2007–2013) (v milijonih EUR) Pravosodje in notranje zadeve Reforma javne uprave in povezovanje EU Konkurenčnost Kmetijstvo in razvoj podeželja Okolje in podnebni ukrepi Zaposlovanje Projekti z več upravičenci Drugo Promet Čezmejno sodelovalnje Vir: Evropska komisija.
0 20 40 60 80 100 120 Direct capacity building projects Other projects Graph 1 
0 20 40 60 80 100 120 Projekti za neposredno krepitev zmogljivosti Drugi projekti Diagram 1
Observations 19 35 While there was no specific IPA allocation for building the capacity of the operating structure for decentralised management30 IPA funds for both transport and environment sectors included ‘learning by doing’ as a contributory objective. 
Opažanja 19 35 Iz IPA sicer niso bila nobena sredstva dodeljena specifično za gradnjo zmogljivosti operativne strukture za decentralizirano upravljanje30, vendar je bil pri sredstvih, dodeljenih iz IPA za sektorja prometa in okolja, stranski cilj učenje skozi prakso.
However, few activities in audited projects 12 to 17 (see Annex II) clearly provided support in this way. 
Toda le malo dejavnosti v revidiranih projektih 12 do 17 je izrecno zagotavljalo tovrstno podporo (glej Prilogo II).
For example, the fact that the office provided to the consultants was at a different location from that of national staff involved in project 15 did not facilitate transfer of know-how. 
Tako na primer to, da je bila pisarna za svetovalce zagotovljena na drugi lokaciji kot pisarne nacionalnih uslužbencev, ki so sodelovali pri projektu 15, ni olajševalo prenosa znanja.
Project 17, on the other hand, provided an example of successful transfer of know-how because staff in the public administration were able to make good use of advice received through JASPERS technical assistance when preparing the terms of reference for the project31. 
Projekt 17 je po drugi strani primer uspešnega prenosa znanja, saj so lahko uslužbenci javne uprave pri pripravi projektne naloge dobro uporabili nasvete v okviru tehnične pomoči JASPERS31.
36 Under IPA II, the Commission reduced the country’s overall allocation by 4 million euros because the national authorities declined to receive support for technical assistance and capacity-building in the transport sector. 
36 V okviru IPA II je Komisija zmanjšala skupna dodeljena sredstva državi za štiri milijone EUR, ker so nacionalni organi zavrnili podporo za tehnično pomoč in za gradnjo zmogljivosti v sektorju prometa.
While these funds are lost for the country, if it undertakes to address administrative capacity-building needs and carry out horizontal reforms, funds may be reallocated within the existing programme. 
Ta sredstva so za državo izgubljena, toda če se zaveže obravnavati potrebe po gradnji upravne zmogljivosti in izvesti horizontalne reforme, bodo morda predodeljena v okviru obstoječega programa.
Most planned outputs were delivered but they were not always exploited 37 Before making final payments for IPA projects which have been completed, the Commission receives a final report from the claimant. 
Načrtovani izložki so bili večinoma doseženi, vendar niso bili vedno izkoriščeni 37 Pred končnimi plačili za projekte IPA, ki so bili zaključeni, Komisija prejme končno poročilo vlagatelja zahtevka.
For the 11 closed projects in the audited sample, our audit demonstrated that all or most of the outputs planned had been delivered. 
Za enajst zaključenih projektov v revidiranem vzorcu je naša revizija pokazala, da so bili doseženi vsi načrtovani izložki ali večina.
However, for 12 of the audited projects some of the outputs were only partially being used, or not at all. 
Toda pri dvanajstih revidiranih projektih so se nekateri izložki uporabljali le deloma ali sploh ne.
Box 1 gives examples of project outputs not being used by the national authorities. 
V okviru 1 so navedeni primeri projektnih izložkov, ki jih nacionalni organi ne uporabljajo.
30 The operating structure includes the contracting authority and the line ministries. 
30 Operativna struktura zajema naročnika in resorna ministrstva.
31 JASPERS is a technical assistance partnership between DG Regional and Urban Policy, the EIB and the EBRD which provides independent advice to help beneficiary countries prepare high-quality major projects. 
31 JASPERS je partnerstvo za tehnično pomoč med GD za regionalno in mestno politiko, Evropsko investicijsko banko ter Evropsko banko za obnovo in razvoj, ki državam upravičenkam zagotavlja neodvisne nasvete za pripravo visokokakovostnih velikih projektov.
Observations 20 Outputs not used by the national authorities Projects 8 and 9 funded ReSPA, a school established in 2006 in Montenegro to provide support for capacity-building for all of the countries of the Western Balkans. 
Opažanja 20 Primeri projektnih izložkov, ki jih nacionalni organi ne uporabljajo Iz projektov 8 in 9 je bila financirana regionalna šola za javno upravo, ki je bila leta 2006 ustanovljena v Črni gori zaradi zagotavljanja podpore za gradnjo zmogljivosti v vseh državah Zahodnega Balkana.
Every year the Commission pays 1.2 million euros to fund ReSPA’s activities. 
Za kritje dejavnosti te šole Komisija vsako leto plača 1,2 milijona EUR.
Each of the participating countries, of which the former Yugoslav Republic of Macedonia is one, contributes 150 000 euros annually towards the school’s running costs. 
Vsaka sodelujoča država, med katerimi je tudi nekdanja jugoslovanska republika Makedonija, za tekoče stroške šole letno prispeva 150 000 EUR.
Although a national representative sits on the ReSPA Governing Board, we found that the country made little use of the training courses, comparative assessments and networking provided by the school. 
Čeprav je v upravnem odboru šole nacionalni predstavnik, je Sodišče ugotovilo, da država ni veliko uporabljala tečajev usposabljanja, primerjalnih ocen in povezovanja, ki jih zagotavlja šola.
This was because they were not seen as relevant to or valued by staff in the country’s public administration. 
Tako je bilo zato, ker se to uslužbencem javne uprave v državi ni zdelo pomembno ali tega niso cenili.
Project 12 aimed to strengthen the administrative and operational capacity of the State Transport Inspectorate to enforce road transport legislation. 
Cilj projekta 12 je bila krepitev upravne in operativne zmogljivosti državnega prometnega inšpektorata zaradi uveljavljanja zakonodaje o cestnem prometu.
The project was closed in July 2014, but by the date of the audit, 9 months later, the Inspectorate had not yet exploited half of the project outputs, for example, the strategic development plan or action plan, or the Terms of Reference prepared to make calls for tenders. 
Projekt je bil julija 2014 zaključen, toda do revizije, ki je potekala devet mesecev pozneje, inšpektorat še ni izkoristil polovice izložkov projekta, na primer strateškega razvojnega načrta ali akcijskega načrta ali projektne naloge, pripravljene za objavo povabil k oddaji ponudb.
Project 15 set up two regional waste management bodies and a public waste management information system. 
V okviru projekta 15 sta bila vzpostavljena dva regionalna organa za ravnanje z odpadki in javni informacijski sistem za ravnanje z odpadki.
Although the project was completed in June 2012, the management information system was not being used by the time of the audit. 
Čeprav je bil projekt končan junija 2012, se informacijski sistem v času revizije ni uporabljal.
38 Sometimes the outputs were not used because further investment was required. 
38 Včasih izložki niso bili uporabljeni, ker so bile potrebne dodatne naložbe.
See Box 2. 
Glej okvir 2.
Further investment required to make use of outputs Project 7 aimed to improve the national system for training coordination and the implementation of the regulatory framework relating to management of the public administration. 
Dodatne naložbe, potrebne za uporabo izložkov Cilj projekta 7 je bil izboljšati nacionalni sistem za usklajevanje usposabljanja in izvajanje regulativnega okvira, povezanega z upravljanjem javne uprave.
A major output of this project was that it carried out functional analyses to identify gaps in administrative capacity. 
Njegov glavni izložek je bil, da so bile v njegovem okviru opravljene funkcionalne analize za ugotovitev vrzeli v upravni zmogljivosti.
This exercise has huge potential for informing a capacity-building strategy. 
To ima ogromen potencial za zagotavljanje informacij za strategijo gradnje zmogljivosti.
However, the project was only a pilot and while it provided guidance for continuing the analyses, the country may not in fact complete the work and use it to address gaps in capacity without further financial assistance. 
Toda projekt je bil samo piloten in čeprav je zagotovil smernice za nadaljevanje analiz, država brez dodatne finančne podpore morda ne bo končala dela in ga uporabila za odpravo vrzeli v zmogljivosti.
Project 7 also developed electronic learning tools as a flexible method of strengthening administrative capacity. 
V okviru projekta 7 so bili razviti tudi elektronski učni pripomočki kot prilagodljiva metoda za krepitev upravne zmogljivosti.
However, to achieve its full potential this output needs to be made more widely available and to be integrated into an overall training strategy. 
A da bi ta izložek dosegel svoj polni potencial, mora postati širše dostopen in vključen v splošno strategijo usposabljanja.
Project 11 provided technical assistance for strengthening the capacity of the operating structures set up to manage IPA funds under the decentralised management mode. 
V okviru projekta 11 je bila zagotovljena tehnična pomoč za krepitev zmogljivosti operativnih struktur, vzpostavljenih za upravljanje sredstev iz IPA v okviru decentraliziranega načina upravljanja.
The outputs delivered were qualified trainers, training curricula, modules and training kits, and a toolkit and resource library developed to strengthen capacity in monitoring and evaluation. 
Doseženi izložki so zajemali kvalificirane izvajalce usposabljanja, učne načrte in module za usposabljanje, učna gradiva ter sklop orodij in knjižnico virov za krepitev zmogljivosti za spremljanje in vrednotenje.
After the project closed, the national authorities used the qualified trainers, but only for a limited period of time. 
Po zaključku projekta so nacionalni organi uporabljali kvalificirane izvajalce usposabljanja, vendar le nekaj časa.
Further use of these trainers would have required additional investment in national staff and more resources. 
Če bi jih uporabljali še naprej, bi to zahtevalo dodatne naložbe v nacionalne uslužbence in druge vire.
The national authorities did not take up the monitoring and evaluation tools, which it will cost money to update and place online. Box 2 Box 1 
Nacionalni organi niso začeli uporabljati orodij za spremljanje in vrednotenje, katerih posodabljanje in prenos na splet sta draga. Okvir 2 Okvir 1
Observations 21 The impacts of projects were often limited and not always sustainable 39 Eleven of the audited projects achieved limited impact which often could not be sustained. 
Opažanja 21 Učinki projektov so bili pogosto skromni in ne vedno trajnostni 39 11 revidiranih projektov je doseglo skromen učinek, ki pogosto ni bil trajnosten.
Some of these projects did not include provision for their own sustainability. 
Nekateri od teh projektov niso zajemali ukrepov za svojo lastno trajnost.
In other cases, the national authorities did not take action to ensure the sustainability of the impacts. 
V drugih primerih nacionalni organi niso ukrepali, da bi zagotovili trajnost učinkov.
See Box 3. 
Glej okvir 3.
Examples of limited and unsustainable impacts Project 5 assisted the State Commission for the Prevention of Corruption (SCPC) to draft documents in support of a strategy to prevent corruption. 
Primeri skromnih in netrajnostnih učinkov Projekt 5 je pomagal državni komisiji za preprečevanje korupcije pri pripravi dokumentov za podporo strategiji za preprečevanje korupcije.
This had little impact on the country’s fight against corruption because it was not embedded in a wider national anti-corruption strategy and because the SCPC did not have the independence and resources to monitor effectively the implementation of its own strategy in all institutions concerned. 
To ni veliko vplivalo na boj proti korupciji v državi, saj ni bilo vključeno v širšo nacionalno protikorupcijsko strategijo, poleg tega pa državna komisija za preprečevanje korupcije ni bila neodvisna in ni imela virov, kar bi ji omogočalo, da bi uspešno spremljala izvajanje svoje strategije v vseh zadevnih institucijah.
The potential impact of the project was further weakened because it took 3 years for the Commission to follow it up with another project. 
Potencialni učinek projekta je bil dodatno oslabljen, ker je trajalo tri leta, dokler ni Komisija dela nadaljevala z drugim projektom.
Project 6 targeted the capacity of CSOs to tackle corruption and organised crime. 
Projekt 6 je bil ciljno usmerjen v zmogljivost organizacij civilne družbe za obravnavo korupcije in organiziranega kriminala.
The development of best practice and networking was positive. However, when EU funding ends the project is unlikely to be sustainable. This is because the only institution which has expressed an interest in providing ongoing support in this area lacks both the necessary authority and capacity to continue the work. 
Razvoj najboljše prakse in povezovanja je bil pozitiven, toda po koncu financiranja EU projekt verjetno ne bo trajnosten, ker edina institucija, ki je izrazila zanimanje za zagotavljanje stalne podpore na tem področju, nima potrebnih pooblastil in zmogljivosti za nadaljevanje dela.
Project 10 assisted with the setting-up of a centralised IPA Training and Support Facility (ITSF). 
Projekt 10 je pomagal pri vzpostavljanju centralizirane ustanove za usposabljanje in podporo IPA.
The ITSF has had relatively little impact in strengthening administrative capacity. 
Ustanova je imela razmeroma malo učinka na krepitev upravne zmogljivosti.
One reason is that few of the trainers trained by the project actually gave courses as intended. This was either because they were not released from their other work or because they were not motivated to take on what is considered to be an additional and unrewarding task. 
En razlog za to je, da je le malo izvajalcev usposabljanja, ki so bili usposobljeni v okviru projekta, dejansko vodilo tečaje, kot je bilo predvideno, ker so morali še naprej opravljati drugo delo ali niso bili motivirani za prevzem naloge, ki jo imajo za dodatno in nehvaležno delo.
After the original contracts with trainers expired, the national authorities did not facilitate new arrangements for providing the ITSF with trainers. 
Ko so prvotne pogodbe z izvajalci usposabljanja potekle, nacionalni organi niso poskrbeli za nove ureditve, ki bi ustanovi za usposabljanje in podporo zagotovile izvajalce usposabljanja.
Neither the national authorities nor the Commission have provided financial support to meet the shortfall in trainers. 
Niti nacionalni organi niti Komisija niso zagotovili finančne podpore za odpravo pomanjkanja izvajalcev usposabljanja.
Another reason was that the national authorities did not formally centralise training on IPA in the ITSF, so much training continues to take place at the individual line ministries (see photo). 
Drugi razlog je, da nacionalni organi niso formalno centralizirali usposabljanja o IPA v ustanovi za usposabljanje in podporo, zato veliko usposabljanja še naprej poteka na posameznih resornih ministrstvih (glej fotografijo).
Observations 22 Project 16 delivered training for staff measuring air quality but did not address the main obstacle to a fully operational air quality monitoring system, which is the lack of capacity in terms of functioning equipment. 
Opažanja 22 Projekt 16 je zagotavljal usposabljanje uslužbencem, ki so merili kakovost zraka, ni pa obravnaval glavne ovire za povsem delujoč sistem za spremljanje kakovosti zraka, in sicer pomanjkanja zmogljivosti, kar zadeva delujo-čo opremo.
In addition, the calibration laboratory assisted under the project has not yet been accredited or staffed. 
Poleg tega kalibracijski laboratorij, ki je prejemal pomoč v okviru projekta, še ni dobil akreditacije niti osebja.
Project 17 delivered a means of enforcing the ‘polluter pays’ principle and strengthening the capacity to do so, but this has not yet been implemented by the national authorities. 
Projekt 17 je zagotovil sredstvo za uveljavljanje načela onesnaževalec plača in okrepil zmogljivost za to uve-ljavljanje, česar pa nacionalni organi še ne izvajajo.
The same project prepared for the introduction of tariffs to ensure the sustainability of waste treatment plants, but the country has still not set up a regulatory body to enforce tariffs. 
V okviru istega projekta so bile izvedene priprave za uvedbo tarif zaradi zagotavljanja vzdržnosti čistilnih naprav, vendar država še ni ustanovila regulatornega organa, ki bi uveljavljal tarife.
The project had not produced a sustainable impact by the time of the audit. 
Do časa revizije projekt ni imel trajnostnega učinka.
40 Many of the audited projects did not achieve an impact because of obstacles that arose from inflexibilities in the structure and organisation of the public administration. 
40 Številni revidirani projekti niso dosegli učinka zaradi ovir, ki so nastale zaradi neprožne strukture in organizacije javne uprave.
For example, in some of projects involving contracting authorities, we found that there was not enough flexibility between ministries to allow exchanges of staff and experience. 
Za nekatere projekte, pri katerih so sodelovali naročniki, je Sodišče na primer ugotovilo, da pri ministrstvih ni bilo dovolj prožnosti, ki bi omogočala izmenjavo uslužbencev in izkušenj.
In addition, administrative staff trained by three of the audited projects to train other staff were frequently not released to run courses and the activity of training other staff was not compensated in any way. 
Poleg tega upravnim uslužbencem, ki so bili v treh od revidiranih projektov usposobljeni za usposabljanje drugih uslužbencev, pogosto ni bil dan čas za vodenje tečajev in za usposabljanje drugih uslužbencev niso prejeli nobenega nadomestila.
For over half of the audited projects we found that trained staff were not always encouraged or permitted to use the skills obtained and excessive rotation of staff and high turnover led to a lack of qualified staff. Box 3 
Za več kot polovico revidiranih projektov smo ugotovili, da ustrezno usposobljeni uslužbenci niso vedno dobili spodbude ali dovoljenja za uporabo pridobljenega znanja in spretnosti, pretirano kroženje in velike menjave uslužbencev pa so povzročili pomanjkanje kvalificiranih uslužbencev. Okvir 3
Observations 23 Obstacles to progress on strengthening administrative capacity 41 The Commission did not have an overall strategy of support for strengthening administrative capacity in the country, and the audited projects did not always fit together as part of a coherent, cohesive and coordinated approach. 
Opažanja 23 Ovire za napredek pri krepitvi upravne zmogljivosti 41 Komisija ni imela splošne strategije za podporo, namenjeno krepitvi upravne zmogljivosti v državi, revidirani projekti pa niso vedno tvorili povezanega, enotnega in usklajenega pristopa.
Some projects did not follow on from previous assistance in the same sector and were not adequately followed up with further support. 
Nekateri projekti niso bili nadaljevanje prejšnje pomoči v istem sektorju in jim ni sledila ustrezna nadaljnja podpora.
Often the reason for this was the fact that the Commission has to make choices about the limited resources available for a wide range of EU policies in the country. 
Pogost razlog za to je bil, da mora Komisija zaradi skromnosti razpoložljivih sredstev izbirati med širokim naborom politik EU v državi.
In addition, individual projects were often very ambitious and had numerous objectives. 
Poleg tega so bili posamezni projekti pogosto zelo ambiciozni in so imeli številne cilje.
42 The objectives of IPA assistance were also hampered by the fact that the assistance was not sufficiently responsive, flexible and targeted. 
42 Doseganje ciljev pomoči iz IPA je oviralo tudi to, da pomoč ni bila dovolj odzivna, prožna in ciljno usmerjena.
For example, the impact of the audited projects was often weakened because the time taken between establishing the need for assistance and the delivery of results was 4 years or more. 
Učinek revidiranih projektov je bil na primer pogosto oslabljen, ker so med ugotovitvijo potrebe po pomoči in dosego rezultatov minila štiri leta ali več.
In some cases needs had changed before results were delivered. This was partly due to the lengthy process of mobilising IPA funds. It was also because when projects were selected they were not always sufficiently mature, which lowered the efficiency of implementation. 
V nekaterih primerih so se pred dosego rezultatov spremenile potrebe, deloma zaradi dolgotrajnega procesa mobilizacije sredstev iz IPA, pa tudi zato, ker izbrani projekti niso bili vedno dovolj zreli, kar je zmanjšalo učinkovitost izvajanja.