Contents 04 38-45 The Commission took a pro-active approach to the negotiation of Partnership Agreements and Operational Programmes 46-52 Despite diffculties the Commission adopted PAs and OPs within the deadline specified in the Regulation 53-55 Additional requirements, IT problems and complex approval process contributed to long duration of negotiations of Partnership Agreements and Operational Programmes 56-80 Partnership Agreements were instrumental in focusing Cohesion spending on the Europe 2020 Strategy 60-66 Partnership Agreements are basis for the budget allocation to thematic objectives and investment priorities 67-73 Negotiations of PAs were effective in terms of ring-fencing spending on Europe 2020 strategy objectives 74-80 Examined Member States define in the Partnership Agreements the main results to be achieved, but achieving them will require substantial national contribution beyond the EU funding 81-91 Operational programmes show more clearly what is pursued with the interventions and how this is expected to be achieved, but this is accompanied by increased complexity than the previous programme period 83-87 Commission and Member States have been successful in developing Operational Programmes with a more robust intervention logic in most cases than in the previous programme period 88-91 The structure of the Operational Programmes leads to an increased number of performance indicators that need to be monitored and to an increase in reporting requirements 92-136 Fund-specific differences in the categorisation of financial data and measuring the performance of Operational Programmes likely to pose difficulties in programme monitoring in future years 94-101 The approach to financial monitoring of investments differs between ESI funds 102-109 There are differences between funds in the use of common output indicators and possibility for Member States to define additional programme specific output indicators 110-129 ESF and ERDF result indicators measure different things and measure them differently making it impossible to meaningfully aggregate data at Union level 130-136 Differences in methodology and the high number of programme-specific indicators will cause a significant administrative burden, but it remains to be seen what use will made of this data 
Obsah 04 38–45 46–52 53–55 56–80 60–66 67–73 74–80 81–91 83–87 88–91 92–136 94–101 102–109 110–129 130–136 Komisia zaujala iniciatívny prístup k rokovaniam o partnerských dohodách a operačných programoch Napriek ťažkostiam Komisia prijala PD a OP v lehotách stanovených v nariadení Dodatočné požiadavky, problémy s IT a zložitý schvaľovací proces prispeli k dlhému trvaniu rokovaní o partnerských dohodách a operačných programoch Partnerské dohody pomohli sústrediť výdavky v rámci politiky súdržnosti na stratégiu Európa 2020 Partnerské dohody sú základom na prideľovanie rozpočtových prostriedkov na tematické ciele a investičné priority Rokovania o PD boli účinné z hľadiska účelového viazania výdavkov na ciele stratégie Európa 2020 Skúmané členské štáty v partnerských dohodách vymedzujú hlavné výsledky, ktoré sa majú dosiahnuť, ale ich dosiahnutie si okrem finančných prostriedkov EÚ vyžiada podstatný príspevok z vnútroštátnych zdrojov V operačných programoch je jasnejšie uvedené, čo sa očakáva od intervencií a ako sa to má dosiahnuť, ale prináša to so sebou väčšiu zložitosť v porovnaní s predchádzajúcim programovým obdobím.