natgillin/translations-raw huggingface dataset:
The quality of the information included in this monthly report was found to be satisfactory overall. 
Kakovost informacij v tem mesečnem poročilu je bila na splošno zadovoljiva.
However, it was noted that the information was sent to the budget centres with such a delay that up-to-date information was not available to management on a timely basis. 
Vendar je bilo opaženo, da so bile informacije proračunskim enotam poslane s takšno zamudo, da vodstvo ni imelo pravočasno na voljo najnovejših informacij.
Three main budget reports (2) are issued during the year, as well as ad-hoc budgetary information when requested. 
Med letom se izdajo tri glavna poročila o proračunu (2) in sprotne proračunske informacije, kadar so zahtevane.
Over the period 2006 to 2008, while the overall structure remained the same, the quantity and quality of the budgetary information provided improved significantly. 
Količina in kakovost zagotovljenih informacij sta se v obdobju od leta 2006 do leta 2008 bistveno izboljšali, čeprav je celotna struktura ostala enaka.
CONCLUSIONS AND RECOMMENDATIONS Were the ECB’s budget forecasts realistic? 
ZAKLJUČKI IN PRIPOROČILA Ali so bile proračunske napovedi ECB realistične?
TheECBestimateditsbudgetaryneedsoftheBusinessArea’srecurrentexpenditurereasonably realisticly and achieved a fairly high budget implementation for both the 2006 and the 2007 budget years. 
ECB je svoje proračunske potrebe glede rednih odhodkov na poslovnih področjih ocenila dovolj realistično in dosegla precej visoko stopnjo izvrševanja proračuna za proračunski leti 2006 in 2007.
However, budget forecasts for such activities as for ‘Projects’ and ‘Changing/building the Bank’ turned out to be unrealistic, in view of significant delays in the project execution in 2006 and, to a lesser extent, in 2007. 
Vendar so se proračunske napovedi za dejavnosti, kot so „projekti“ in „spreminjanje/izgradnja banke“, izkazale za nerealistične glede na velike zamude pri izvajanju projektov v letu 2006 in v nekoliko manjši meri v letu 2007.
(1) Of the 10 budget centres mentioned in paragraph 5. 
(1) Od 10 proračunskih enot, omenjenih v odstavku 5.
(2) The three main budget reports are: the budget submission report, the mid-year budget forecast report and the year-end budget monitoring report. 
(2) Tri glavna poročila o proračunu so: poročilo o predložitvi proračuna, poročilo o napovedi proračuna, ki se izda ob polletju, in poročilo o nadzoru nad proračunom, ki se izda ob koncu leta.
EN 4.9.2009 OfficialJournaloftheEuropeanUnion C210/7 Did the ECB design adequate budgetary management rules and procedures? 
SL 4.9.2009 UradnilistEvropskeunije C210/7 Ali je ECB določila ustrezna pravila in postopke za upravljanje proračuna?
TheECB’sbudgetarymanagementrulesandprocedureswereoveralladequatelydesigned.Theyset out the framework for the bank’s budget management procedures and clearly define roles, responsibilities and expected deliverables at each stage of the process. 
V njih je opredelila okvir za svoje postopke upravljanja proračuna in jasno določila vloge, odgovornosti in pričako­ vane storitve v vseh fazah postopka.
The consolidation in 2007 of the various adminis­ trative circulars and notes into two main documents was a positive development. 
Združitev različnih administrativnih okrožnic in obvestil v dva glavna dokumenta leta 2007 je bila pozitiven napredek.
However, the existence of two documents, may give rise to inconsistencies. 
Vendar lahko obstoj dveh dokumentov povzroči nedo­ slednosti.
As a result of the service provider failing to deliver part of the agreed set of functionalities, the implementation of the ERP system used to support the budgetary process, faced significant deficiencies and delays. 
Kerponudnikstoritevnizagotovilcelotnegadogovorjenegasklopafunkcij,sopriizvajanjusistema za upravljanje virov podjetja, ki se je uporabljal v podporo proračunskemu postopku, nastale velike pomanj­ kljivosti in zamude.
This resulted in administrative inefficiencies as significant additional work was required to mitigate the missing functionalities. 
To je povzročilo občasno administrativno neučinkovitost, ker je bilo za ublažitev učinka manjkajočih sistemskih funkcij potrebno precejšnje dodatno delo.
Theapplicationofthebudgetaryrulesandprocedureswasingeneralsatisfactory,exceptforthe budget transfers, where instances of errors at authorisation level were noted. 
Proračunska pravila in postopki so se na splošno uporabljali zadovoljivo, razen pri proračunskih prenosih, kjer so bili opaženi primeri napak na ravni izdaje odobritev.
The budget planning and reporting procedures were adequate. 
Postopki za načrtovanje proračuna in poročanje o njem so bili ustrezni.
The quality of the information provided in the ECB’s budget reports significantly improved during the period 2006-2008. 
Kakovost informacij v bankinih poročilih o proračunu se je v obdobju od leta 2006 do leta 2008 bistveno izboljšala.
TheCourtrecommendsthattheECB: — analyses the reasons leading to project delays and proposes actions to improve project budgeting; — consolidates the budgetary rules and procedures into one single document; — establishes an action plan aiming to resolve the problems encountered with the implementation of the ERP system; — enhances control procedures in the area of budget transfers. 
Sodišča ECB priporoča, da: — preuči vzroke za zamude pri projektih in predlaga ukrepe za izboljšanje priprave proračunov za projekte; — proračunska pravila in postopke združi v enoten dokument; — pripravi akcijski načrt za odpravo težav pri izvajanju sistema za upravljanje virov podjetij; — razširi postopke kontroliranja na področju proračunskih prenosov.
This report was adopted by the Court of Auditors in Luxembourg at its meeting of 15 and 16 July 2009. 
To poročilo je sprejelo Računsko sodišče v Luxembourgu na svojem zasedanju dne 15. in 16. julija 2009.
For the Court of Auditors Vítor Manuel DA SILVA CALDEIRA President 
Za Računsko sodišče Vítor Manuel DA SILVA CALDEIRA Predsednik
EN C 210/8 Official Journal of the European Union 4.9.2009 The European Central Bank (ECB) welcomes the report of the European Court of Auditors (ECA) for the financial year 2006, and expresses its appreciation for the Court’s observations and recommendations for improvement. 
SL C 210/8 Uradni list Evropske unije 4.9.2009 Evropska centralna banka (ECB) pozdravlja poročilo Evropskega računskega sodišča za proračunsko leto 2006 ter se zahvaljuje za njegova opažanja in priporočila.
The ECB also notes the Court’s acknowledgment that its budgetary management rules and procedures were, all in all, adequately designed, and that the application of budgetary rules and procedures was generally satisfactory. 
Obenem izraža zadovoljstvo z ugotovitvijo sodišča, da so bila pravila in postopki za upra­ vljanje proračuna kot celota zasnovani ustrezno in so se veči­ noma zadovoljivo izvajali.
The ECB takes note of the Court’s observations and recommen­ dations for improvement. 
ECB se je seznanila z opažanji in priporočili za izboljšanje, ki jih je predlagalo sodišče.
Below are some comments from the ECB with regard to specific paragraphs and to the four recom­ mendations. 
V nadaljevanju so predstavljeni odgovori ECB na nekatere odstavke in vsa štiri priporočila.
Paragraph 9: In noting the complexity of a cross-organisational programme such as an Enterprise Resource Planning (ERP) system, the ECB would like to inform the ECA that the outstanding budget functions were delivered to the ECB’s satis­ faction prior to the end of 2008. 
9. odstavek: Ob upoštevanju kompleksnosti programa, ki se uporablja za celotno organizacijo, kakršen je sistem ERP za upravljanje virov podjetja (Enterprise Resource Planning), ECB obvešča sodišče, da so bile manjkajoče proračunske aplikacije pred koncem leta 2008 zadovoljivo predane ECB.
Paragraph 12: The ECB wishes to highlight that the central budget cuts, as applied at the ECB, corresponded to a measure of efficiency that has enabled the institution to further tighten the budget. 
12. odstavek: ECB želi poudariti, da je zmanjšanje osrednjega proračuna, ki ga je sprejela ECB, ustrezalo ukrepu za povečanje učinkovitosti, ki je banki omogočil, da še dodatno zmanjša svojo proračunsko porabo.
These central budget cuts have been transferred to the contingency reserve, and, from there, funds have been released when justified by an appropriate business case. 
Sredstva, ki so bila sproščena s tem ukrepom, so bila prenesena v rezervni sklad za nepre­ dvidene izdatke, od koder so bila izplačana, kadar je obstajal upravičen poslovni razlog.
This measure has been supported by the ECB’s budget stakeholders: the Budget Committee, the Executive Board and the Governing Council. 
Ta ukrep so podprli deležniki proračuna ECB, namreč Odbor za proračun, Izvršilni odbor in Svet ECB.
Recommendation 1: The ECB accepts the recommendation and will review its project budget planning process in 2009, with the aim of identifying improvement opportunities. 
1. priporočilo: ECB priporočilo sprejema in bo v letu 2009 pregledala postopek načrtovanja proračuna ter poiskala možne izboljšave.
The ECB also wishes to emphasise that project budgets are subject to numerous assumptions and to a high degree of uncertainty when compared with normal administrative budgets. 
Obenem želi poudariti, da so projektni proračuni v primerjavi z običajnimi administrativnimi proračuni odvisni od številnih predpostavk in povezani z veliko mero negotovosti.
Project delays are also often triggered by exogenous factors affecting the implementation of the project. 
Zamude v izvajanju projektov pogosto sprožijo tudi zunanji dejavniki, ki vplivajo na izvrševanje proračuna.
Recommendation 2: The ECB accepts the recommendation and will consolidate the procedures as appropriate. 
2. priporočilo: ECB priporočilo sprejema in bo postopke ustrezno izboljšala.
Recommendation 3: The ECB acknowledges the observations and has already implemented measures to identify and resolve problems encountered in the implementation of the ERP solution in a timely manner. 
3. priporočilo: ECB opažanja sprejema in je že izvedla ukrepe, da bi odkrila ter pravočasno odpravila težave, ki so nastale pri uvajanju sistema ERP.
Recommendation 4: The implementation of the ERP solution has led to the replacement of the transfer process by an ‘on-demand forecasting exercise’ that is conducted each month. 
4. priporočilo: Zaradi uvedbe novega sistema ERP je postopek prenosa nadomestil postopek ponovnega umerjanja proračuna („on-demand forecasting exercise“), ki se izvaja vsak mesec.
All recommendations will be implemented by the end of 2009. 
Vsa priporočila bodo izvedena do konca 2009.
REPLY OF THE EUROPEAN CENTRAL BANK 
ODGOVOR EVROPSKE CENTRALNE BANKE
EN 9.2.2010 OfficialJournaloftheEuropeanUnion C32/1 IV (Notices) NOTICES FROM EUROPEAN UNION INSTITUTIONS, BODIES, OFFICES AND AGENCIES COURT OF AUDITORS Report on the audit of the operational efficiency of the management of the European Central Bank for the 2007 financial year together with the replies of the European Central Bank List of abbreviations and glossary Introduction Audit scope and approach Observations Paragraph 1 -4 5 -9 10 - 58 10 - 28 11 - 13 14-18 19-21 22-28 29 - 58 30-35 36-39 40-42 43-58 59-68 59 - 63 64 - 68 (2010/C 32/01) TABLE OF CONTENTS Did the ECB have an appropriate governance framework for the management of its IT projects in place? 
SL 9.2.2010 UradnilistEvropskeunije C32/1 IV (Informacije) INFORMACIJE INSTITUCIJ, ORGANOV IN TELES EVROPSKE UNIJE RAČUNSKO SODIŠČE Poročilo o reviziji učinkovitosti upravljanja Evropske centralne banke za proračunsko leto 2007 z odgovori Evropske centralne banke Seznam kratic in glosar Uvod Obseg revizije in revizijski pristop Opažanja Odstavek 1–4 5–9 10–58 10–28 11–13 14–18 19–21 22–28 29–58 30–35 36–39 40–42 43–58 59–68 59–63 64–68 (2010/C 32/01) KAZALO Ali je imela ECB za upravljanje svojih informacijskih projektov vzpostavljen primeren okvir za vodenje?
Did the ECB have a multiannual IT strategy which is aligned with its overall organisational goals and objectives? 
Ali je imela ECB večletno informacijsko strategijo, ki je bila usklajena z njenimi splošnimi organizacijskimi namerami in cilji?
Did the ECB plan its IT project-related activities on an annual basis? 
Ali je ECB svoje dejavnosti, povezane z informacijskimi projekti, načrtovala na letni osnovi?
Was the process of selecting IT projects for implementation based on sound criteria? 
Ali je postopek izbire informacijskih projektov, ki se izvedejo, temeljil na trdnih merilih?
Were appropriate procedures established for the management of the IT projects? 
Ali so bili vzpostavljeni primerni postopki za upravljanje informacijskih projektov?
Was the governance framework established for the management of the IT projects applied as intended? Were individual projects adequately planned? 
Ali se je okvir za vodenje, vzpostavljen za upravljanje informacijskih projektov, uporabljal, kot je bilo načrtovano? Ali je bilo načrtovanje posameznih projektov ustrezno?
Were the projects properly implemented? 
Ali so bili projekti pravilno izvedeni?
Were the projects properly monitored? 
Ali se je projekte pravilno spremljalo?
Was a formal assessment of the projects carried out at completion? 
Ali je bila ob končanju projektov izvedena njihova formalna ocena?
Conclusions and recommendations Did the ECB have an appropriate governance framework for the management of its IT projects in place? 
Zaključki in priporočila Ali je imela ECB za upravljanje svojih informacijskih projektov vzpostavljen primeren okvir za vodenje?
Was the governance framework established for the management of the IT projects applied as intended? 
Ali se je okvir za vodenje, vzpostavljen za upravljanje informacijskih projektov, uporabljal, kot je bilo načrtovano?
Annex — Overview of the projects examined by the European Court of Auditors 
Priloga - Pregled projektov, ki jih je preučilo Evropsko računsko sodišče
C 32/2 Official Journal of the European Union 9.2.2010 LIST OF ABBREVIATIONS AND GLOSSARY COBIT DG-H DG-IS ECB EER ESCB IT KPI MAU MDP MPIDS PCR PMBOK PMI POCP PSD PSG PSR SLA Target 2 SSP TCERTO Control Objectives for Information and related Technology Directorate-General Human Resources, Budget and Organisation Directorate-General Information Systems European Central Bank ECBLAN Eurotower Refresh European System of Central Banks Information Technology Key Performance Indicator Main computer rooms Area Upgrade at the Eurotower building Market Data Provision Monetary Policy Implementation Decision Support System Project Closure Report Project Management Body of Knowledge Project Management Institute Project Organisation and Control Procedures Project Submission Document Project Steering Group Project Status Report Service Level Agreement Target 2 Single Shared Platform Teleconference, CoreNet, ESCB-Net enlargement to Bulgaria and Romania EN EN 9.2.2010 OfficialJournaloftheEuropeanUnion C32/3 INTRODUCTION 1. 
C 32/2 Uradni list Evropske unije 9.2.2010 SEZNAM KRATIC IN GLOSAR COBIT Control Objectives for Information and related Technology (kontrolni cilji za informacijsko in sorodne tehnologije) DG-H Generalni direktorat za kadrovsko službo, proračun in organizacijo DG-IS Generalni direktorat za informacijske sisteme ECB Evropska centralna banka EER ECBLAN Eurotower Refresh (posodobitev ECB-LAN Eurotower) ESCB Evropski sistem centralnih bank MAU Main computer rooms Area Upgrade at the Eurotower building (posodobitev območja glavnih računalniških prostorov v stavbi Eurotower) MDP MarketDataProvision(zagotavljanjetržnihpodatkov) MPIDS Monetary Policy Implementation Decision support System (podporni sistem za sklep o izvajanju monetarne politike) PMBOK PMI POCP Target 2 SSP TCERTO Project Management Body of Knowledge (znanje o upravljanju projektov) ProjectManagementInstitute(inštitutzaprojektnimanagement) Project Organisation and Control Procedures (organizacija projektov in kontrolni postopki) Target 2 Single Shared Platform (vključitev ECB v enotno skupno platformo Target 2) Teleconference,coreNet,ESCB-NetenlargementtoBulgariaandRomania(razširitevtelekonferenčne povezave, omrežij CoreNet in ESCB-Net na Bolgarijo in Romunijo) SL SL 9.2.2010 UradnilistEvropskeunije C32/3 UVOD 1.
TheEuropeanCentralBank(ECB,‘thebank’)andthenationalcentralbanksofallEUMemberStates together constitute the European System of Central Banks (ESCB). 
Evropska centralna banka (ECB - „banka“) in nacionalne centralne banke vseh držav članic EU skupaj sestavljajo Evropski sistem centralnih bank (ESCB).
The primary objective of the ESCB is to maintain price stability. 
Glavni cilj ESCB je ohranjanje stabilnosti cen.
The ESCB also supports general economic policies in the Union with a view to contributing to the achievement of the Union objectives (1). 
ESCB tudi podpira splošne ekonomske politike v Uniji z namenom prispevati k doseganju ciljev Unije (1).
To this end, the ECB carries out the tasks specified in its Statute (2) and is responsible for managing its activities and finances. 
V ta namen ECB izvaja naloge, določene v njenem statutu (2), in je odgovorna za upravljanje svojih dejavnosti in financ.
The Court’s audit of the operational efficiency of the ECB is based on Article 27.2 of the Protocol on the Statute of the ESCB and of the ECB (3). 
Sodišče je revizijo učinkovitosti upravljanja ECB opravilo na podlagi člena 27.2 Protokola o Statutu ESCB in ECB (3).
The audit subject was the ECB’s management of IT projects for both the 2007 and the 2008 financial years. 
Predmet revizije je bilo upravljanje informacijskih projektov s strani ECB v proračunskih letih 2007 in 2008.
Developments in the ECB’s practices in the first quarter of 2009 were also taken into account. 
Pri tem so se upoštevale tudi spremembe prakse ECB v prvem četrtletju leta 2009.
TheECB’sbudgetisdividedintotwomainparts:activitiesaimingat‘runningthebank’(theECB’s Business Areas’ operational expenditure (4) and activities aiming at ‘changing/building the bank’. 
Proračun ECB je razdeljen na dva glavna dela: dejavnosti za „vodenje banke“ (operativni odhodki za poslovna področja ECB (4) in dejavnosti za „spreminjanje/izgradnjo banke“.
The latter part is made up of two main groups of activities: (i) project activities, consisting of major ECB and ESCB projects, other projects, small developments and centralised IT investments; and (ii) banknote activities, consisting mainly of banknote research and development. 
Slednji del sestavljata dve glavni skupini dejavnosti: (i) projektne dejavnosti, ki zajemajo glavne projekte ECB in ESCB, druge projekte, manjše pobude in centralizirane informacijske projekte, ter (ii) dejavnosti v zvezi z bankovci, ki zajemajo zlasti razvoj in raziskave bankovcev.
ECB expenditure on IT projects (5) in 2007 amounted to approximately 20 million euro out of a total of 31 million euro spent by the ECB on all project activities. 
Odhodki ECB za informacijske projekte (5) so leta 2007 znašali približno 20 milijonov EUR od skupnega zneska 31 milijonov EUR, ki ga je ECB porabila za vse projektne dejavnosti.
The main objective of the Court’s audit was to assess the ECB’s management of IT projects by addressing the following two audit questions: — Did the ECB have an appropriate governance framework for the management of its IT projects in place? — Was the governance framework established for the management of the IT projects applied as intended? 
Glavni cilj revizije, ki jo je izvedlo Sodišče, je bil oceniti upravljanje informacijskih projektov s strani ECB prek obravnavanja naslednjih dveh revizijskih vprašanj: — Ali je imela ECB za upravljanje svojih informacijskih projektov vzpostavljen primeren okvir za vodenje? — Ali se je okvir za vodenje, vzpostavljen za upravljanje informacijskih projektov, uporabljal, kot je bilo načrtovano?
The audit comprised an assessement of the ECB’s rules and procedures applicable to the different stages of managing the IT projects, as well as an examination of their application. 
Revizija je zajemala oceno pravil in postopkov ECB, ki se uporabljajo za različne faze upravljanja informacijskih projektov, ter pregled njihove uporabe.
TheCourt’sassessmentofwhethertheECBhadestablishedanappropriategovernanceframework included consideration of all main documents and procedures relating to the management of IT projects. 
Sodišče je pri oceni, ali je ECB vzpostavila primeren okvir za vodenje, upoštevalo vse glavne doku­ mente in postopke, ki se nanašajo na upravljanje informacijskih projektov.
The principal document used in the management of projects is the Project Organisation and Control Procedures (POCP) (6). 
Glavni dokument, ki se uporablja pri upravljanju projektov, je Project Organisation and Control Procedures (POCP) (6).
For assessing the appropriateness of the IT governance framework, internationally recognised standards and best practice, such as the Project Management Body of Knowledge (PMBOK (7) of the Project Management Institute (PMI) and the Control Objectives for Information and related Technology (COBIT) of the IT Governance Institute were also considered. 
Pri ocenjevanju primernosti okvira za vodenje informatike se je upoštevalo tudi mednarodno priznane standarde in najboljšo prakso, kot sta dokumenta Project Management Body of Knowledge (PMBOK (7), ki ga je izdal Project Management Institute (PMI), in Control Objectives for Information and related Technology (COBIT), ki ga je izdal IT Governance Institute.
(1) Article 105(1) of the Treaty establishing the European Community, now Article 127(1) of the Treaty on the functioning of the European Union. 
(1) Člen 105(1) Pogodbe o ustanovitvi Evropske skupnosti, zdaj člen 127(1) Pogodbe o delovanju Evropske unije.
(2) The Statute of the ESCB and of the ECB is a protocol attached to the Treaty. 
(2) Statut ESCB in ECB je protokol, priložen Pogodbi.
(3) Article 27(2) stipulates: ‘The provisions of Article 248 of the Treaty shall only apply to an examination of the operational efficiency of the management of the ECB’. 
(3) Člen 27(2) določa: „Določbe člena 248 te pogodbe se uporabljajo samo za preverjanje učinkovitosti upravljanja ECB“.
The institutional provisions relating to the European Central Bank are included in Articles 112-115 of the EC Treaty, now Articles 283, 294, 134 and 135 of the Treaty on the Functioning of the European Union. 
Institucionalne določbe, ki se nanašajo na Evropsko centralno banko, so zajete v členih 112–115 Pogodbe ES, zdaj členih 283, 294, 134 in 135 Pogodbe o delovanju Evropske unije.
(4) The ECB is divided into 17 Business Areas reflecting the breadth of the functions of the ECB. 
(4) ECB je razdeljena na 17 poslovnih področij, ki odražajo širino funkcij ECB.
Each Business Area, with the exception of the Counsel to the Executive Board and the ECB representation in Washington, is headed by a senior manager (Director General or Director) who reports to a member of the Executive Board. 
Vsako poslovno področje razen svetovalca Izvršilnega odbora in predstavništva ECB v Washingtonu vodi višji vodja organizacijske enote (generalni direktor ali direktor), ki je odgovoren članu Izvršilnega odbora.
(5) These are ECB projects involving IT resources and for which the project management is performed by both the Business Area concerned and by the Directorate General Information Systems. 
(5) To so projekti ECB, ki zajemajo informacijska sredstva in za katere upravljanje projektov izvajata tako zadevno poslovno področje kot Generalni direktorat za informacijske sisteme.
(6) The POCP was last updated in 2006. 
(6) POCP je bil nazadnje posodobljen leta 2006.
(7) The PMBOK sets out standards and guidelines which are widely recognised as best practice and which the ECB also uses as a standard for its project management procedures. 
(7) PMBOK določa standarde in smernice, ki so splošno priznani kot najboljša praksa in jih ECB uporablja tudi kot standard za svoje postopke upravljanja projektov.
EN C 32/4 Official Journal of the European Union 9.2.2010 8. 
SL C 32/4 Uradni list Evropske unije 9.2.2010 8.
In order to assess whether the rules and procedures were being applied as intended at project level, six IT projects were audited in detail. 
Za oceno, ali so se pravila in postopki na projektni ravni uporabljali, kot je bilo predvideno, je bilo podrobno revidiranih šest informacijskih projektov.