natgillin/translations-raw huggingface dataset:
The sporadic presence in the agencies of the internal auditor provided for by Article 185, paragraph 3, of the general financial regulation26 had resulted in several of them setting up their own permanent internal audit function. 
Ker v agencijah ni bil vedno prisoten notranji revizor, predviden v členu 185(3) splošne finančne uredbe 26, je več agencij vzpostavilo svoj stalni oddelek za notranjo revizijo.
These changes were still too recent to have had a significant impact on the way the agencies were organised, in particular as regards introducing structured systems for monitoring their work programmes from the point of view of results-oriented financial management. 
Od vzpostavitve teh odločitev še ni preteklo dovolj časa, da bi lahko pomembno vplivale na organiziranost agencij in zlasti da bi se strukturirani sistemi za spremljanje njihovih programov dela umestili v perspektivo k rezultatom usmerjenega finančnega poslovodenja.
RELEVANCE OF THE INDICATORS 26. 
USTREZNOST KAZALNIKOV 26.
The indicators, whether quantitative or qualitative, may relate to the resources deployed, the work carried out, the results obtained and the impact of the programmes that are undertaken. 
Kazalniki, bodisi kvantitativni bodisi kvalitativni, se lahko nanašajo na uporabljene vire, opravljeno delo, dosežene rezultate in učinek izvajanih programov.
For their annual planning, the agencies used indicators for the deployment of resources (inputs) and for the volume of work (outputs). 
Agencije so pri svojem letnem načrtovanju uporabljale kazalnike uporabljenih virov (vložki) in obsega dela (izložki).
In no case had they adopted measurable outcome or impact indicators27. 
V nobenem primeru niso sprejele merljivih kazalnikov izidov ali učinka 27.
Thus, in cases where the agencies had tried to characterise the outcomes and impact of their actions, they had been reluctant to use quantitative indicators28. 
Kadar so agencije poskušale opredeliti izide in učinek svojih dejavnosti, niso bile naklonjene uporabi kvantitativnih kazalnikov 28.
They had preferred qualitative indicators29, as these, being based on more subjective appraisal, were flexible to use. 
Raje so uporabljale kvalitativne kazalnike 29, ki temeljijo na subjektivnejši presoji in jih je tako mogoče prožneje uporabljati.
Nevertheless, even in such cases, the quality and significance of the indicators depended to a large extent on whether the objectives being pursued were clear and well defined, and this is still an area where significant progress is possible (see paragraph 12). 
Vendar sta kakovost in pomen kazalnikov tudi v takšnih primerih v veliki meri odvisna od tega, kako jasno in natančno so zastavljeni cilji, kar je področje, na katerem je še vedno možen zelo velik napredek (glej odstavek 12).
26 Article 185(3) of the financial regulation applicable to the general budget stipulates that the Commission’s internal auditor exercises the same powers over the decentralised bodies as he/she does in respect of Commission departments. 
26 Člen 185(3) finančne uredbe, ki se uporablja za splošni proračun Evropskih Skupnosti, določa, da ima notranji revizor Komisije ista pooblastila v zvezi z organi iz odstavka 1 kakor v zvezi s službami Komisije.
In this respect, the Commission’s internal auditor has conducted in-depth audits of the application by the agencies of internal control standards. 
Ob upoštevanju tega je notranji revizor Komisije temeljito revidiral izvajanje standardov notranjega kontroliranja v agencijah.
27 The Commission’s guide ‘Activity-based management and strategic planning and programming, October 2004’ gives examples of such indicators. 
27 Vodnik Komisije o upravljanju po dejavnostih ter strateškem načrtovanju in programiranju iz oktobra 2004 (Activity Based Management and Strategic Planning and Programming – October 2004) zagotavlja primere takšnih kazalnikov.
28 For example: proportion of opinions delivered within a set time limit; number of checks carried out during a certain period as compared with the objectives set beforehand; or rate of increase in consultation of information posted on websites. 
28 Na primer: delež mnenj, podanih v predpisanem roku, število izvedenih pregledov v nekem obdobju glede na predhodno določene cilje ali stopnja porasta iskanja informacij na spletnih straneh.
29 For example: satisfaction of stakeholders; contribution to the 21 BOX 7 MANAGEMENT PLAN SYSTEM: THE EUROPEAN ENVIRONMENT AGENCY (EEA) To manage its performance, the agency has set up an integrated management control system (the management plan system) which combines various management IT applications: (i) financial applications, which give information about the extent to which commitment and payment appropriations have been used; (ii) the ‘career development cycle’ application, enabling the consistency between job descriptions, individual performance and the implementation of remedial action to be confirmed; (iii) the time-tracking system for recording time worked; (iv) the system for monitoring publications, which links each product to a work programme measure. 
29 Na primer: zadovoljstvo zainteresiranih strani, prispevek k pripravi sektorskih politik Skupnosti, 21 OKVIR 7 SISTEM KONTROLE UPRAVLJANJA – EVROPSKA AGENCIJA ZA OKOLJE (EEA) Agencija je za obvladovanje uspešnosti vzpostavila integriran sistem kontrole upravljanja (Management Plan System), ki združuje različne informacijske programe za upravljanje: i) finančne programe, ki zagotavljajo informacije o stopnji porabe odobritev za prevzem obveznosti in odobritev plačil, ii) program za upravljanja kariernega cikla, ki omogoča skladnost med opisi delovnih mest, uspešnostjo posameznikov in izvajanjem popravnih ukrepov, iii) sistem za beleženje časa na delovnem mestu in iv) sistem za spremljanje publikacij, ki vsak izdelek povezuje z dejavnostjo iz programa dela.
This integrated system enables management to track the progress of the agency’s projects and the use of resources in real time. drawing-up of Community sectoral policies; relevance of risk analyses. 
Ta integriran sistem vodstvu omogoča, da v dejanskem času spremlja napredek pri projektih agencije in porabo virov. ustreznost analiz tveganja.
The question of indicators is closely linked to the existence of relevant basic data which do not require significant resources to be kept up to date. 
Vprašanje kazalnikov je tesno povezano z obstojem ustreznih osnovnih podatkov, katerih posodabljanje ne zahteva nesorazmernih prizadevanj.
Work on identifying such data was still limited. 
Delo v zvezi z opredelitvijo takšnih podatkov je bilo še vedno omejeno.
Furthermore, the indicators stated in the work programmes were not systematically monitored. 
Poleg tega se kazalniki, navedeni v programih dela, niso spremljali sistematično.
Three agencies30 had given consideration to introducing results-based performance indicators and are intending to achieve a pilot implementation phase in the course of the financial year 2008. 
Tri agencije 30 so preučile možnost uvedbe k rezultatom usmerjenih kazalnikov uspešnosti in so nameravale začeti s poskusno stopnjo izvajanja v proračunskem letu 2008.
However, whilst it is relatively easy to report on the resources deployed or the work accomplished within the space of a year, it is much less so to report on outcomes or impact, as one year often proves to be too short a period for a large number of measures. 
Medtem ko je relativno lahko poročati o uporabljenih virih ali izvedenem delu v obdobju enega leta, je veliko težje poročati o izidih ali učinku, saj se obdobje enega leta za številne dejavnosti pogosto izkaže za prekratko.
In this respect, the importance of the ex ante evaluations and the multiannual programmes (see paragraph 12) needs to be emphasised. 
V tem pogledu je treba poudariti pomembnost predhodnih ocenjevanj in večletnih programov (glej odstavek 12).
PERFORMANCE REPORTS AND EVALUATION 29. 
POROČILA O USPEŠNOSTI IN OCENJEVANJE 29.
Annual reports have to give a full, accurate overview of the activities carried out, the resources deployed and the results achieved. 
Letna poročila morajo zagotoviti jasen in celovit pregled izvedenih dejavnosti, uporabljenih virov in doseženih rezultatov.
The Court evaluated the quality of the reports provided as instruments for measuring the progress of the work against the objectives set in the work programmes. 
Sodišče je ocenilo kakovost predloženih poročil kot orodij za merjenje napredka pri delu glede na cilje, določene v programih dela.
It also analysed the scope and range of the internal and external evaluations and the recommended remedial measures. 
Analiziralo je tudi obseg in pomen notranjih in zunanjih ocenjevanj ter priporočene popravne ukrepe.
Figure 3 shows the various stages of a management process geared to achieving results, which culminates in an activity report and evaluations. 30 EU-OHSA, EEA, EFSA. 22 
V diagramu 3 so prikazane različne stopnje k rezultatom usmerjenega upravljanja, ki se zaključi s poročilom o dejavnostih in ocenami. 30 EFSA, EU-OSHA, EEA. 22
FIGURE 3 EXAMPLE OF A MANAGEMENT PROCESS GEARED TO ACHIEVING RESULTS (THE EUROPEAN ENVIRONMENT AGENCY) LEGAL BASIS (Extracts from the basic regulation) Overall objective: to provide the Community and the Member States with objective, reliable and comparable information at European level, to assess the results of such measures and to ensure that the public is properly informed about the state of the environment. 
PRIKAZ 3 PRIMER PROCESA K REZULTATOM USMERJENEGA UPRAVLJANJA (EVROPSKA AGENCIJA ZA OKOLJE) PRAVNA PODLAGA (izvlečki iz osnovne uredbe) Splošni cilj: Skupnosti in državam članicam zagotavljati objektivne, zanesljive in primerljive informacije na evropski ravni, oceniti izvajanje takšnih ukrepov in zagotavljati ustrezno obveščanje javnosti o stanju okolja.
Area of activity: air quality and atmospheric emissions. 
Področje dejavnosti: kakovost zraka in emisije v ozračje.
Tasks: (i) to record, collate and assess data on the state of the environment; (ii) to draw up expert reports; (iii) to ensure broad dissemination of reliable information on the state of the environment. 
Naloge: (i) beležiti, zbirati in ocenjevati podatke o stanju okolja; (ii) pripravljati strokovna poročila; (iii) zagotavljati obsežno širjenje zanesljivih informacij o stanju okolja.
MULTIANNUAL PROGRAMME (Extracts form the agency’s strategy for 2004–08) Environmental thematic areas: protection of human health and quality of life. 
VEČLETNI PROGRAM (izvlečki iz strategije Agencije za obdobje od leta 2004 do leta 2008) Okoljski tematski področji: varstvo zdravja ljudi in kakovosti življenja.
Priority: air quality – to support the process of achieving a quality of air that does not give rise to significant impacts and risks to human health and the environment. 
Prednostna naloga: kakovost zraka – podpirati proces doseganja kakovosti zraka, ki ne prinaša pomembnih vplivov in tveganja za zdravje ljudi in okolje.
Specific output: air quality and air pollutant emissions monitoring. 
Posebni izložek: spremljanje kakovosti zraka in emisij onesnaževal v ozračje.
Information systems and networks: the EEA will strengthen its communications systems to reach its key clients and the general public. 
Informacijski sistemi in mreže: agencija bo okrepila svoje komunikacijske sisteme, da bi dosegla svoje ključne stranke in širšo javnost.
ANNUAL WORK PROGRAMME (Extracts from the agency’s annual management plan for 2006) Air and transport – General objective: provide support for the development, implementation and evaluation of EU policies in the fields of air pollution and air quality. 
LETNI PROGRAM DELA (izvlečki iz letnega načrta za upravljanje Agencije za leto 2006) Zrak in promet – splošni cilj: zagotoviti podporo razvoju, izvajanju in ocenjevanju politik EU na področjih onesnaževanja zraka in kakovosti zraka.
Air and transport – Specific objectives: (i) assess summer ozone; (ii) implement a pilot website on near-real time ozone data; (iii) support the implementation and revision of the air quality directives; (iv) support the evaluation and revision of the IPPC directive and the reporting and assessment under the European pollutant emission register. 
Zrak in promet – posebni cilji: (i) oceniti poletni ozon; (ii) vzpostaviti poskusno spletno stran s podatki o ozonu blizu dejanskega časa; (iii) podpirati izvajanje in spremembe direktiv o kakovosti zraka; (iv) podpirati ocenjevanje in spremembe Direktive IPPC ter poročanje in ocenjevanje v okviru Evropskega registra emisij onesnaževal.
MONITORING SYSTEM (Court findings on the management plan system) Measuring of the progress of specific objectives using the information available in the management plan system (see Box 7). 
SISTEM ZA SPREMLJANJE (ugotovitve Sodišča o sistemu za nadzor upravljanja) Merjenje napredka pri posebnih ciljih z uporabo informacij na voljo v sistemu za načrtovanje upravljanja (glej okvir 7).
Quarterly resource meetings involving the directorate, the resource manager and the head of the programme concerned. 
Četrtletni sestanki glede virov, na katerih sodelujejo direktorat, kadrovski direktor in vodja zadevnega programa.
Bi-annual reports to the management board. 
Polletna poročila upravnemu svetu.
REPORT ON RESULTS; EVALUATIONS (Extracts from the agency’s 2006 annual report and mid-term review of the sixth Community environmental action programme) Outputs: (i) the annual summer ozone report; (ii) lauch of near-reale time ozone data pilot website; (iii) the report on air quality and ancillary benefits of climate change policies was released; (iv) the European pollutant emission register website was updated; (v) contributed to the review of the IPPC directive. 
POROČILO O REZULTATIH; OCENE (izvlečki iz letnega poročila Agencije za leto 2006 in vmesnega pregleda 6. okoljskega akcijskega programa Skupnosti) Izložki: (i) letno poročilo o poletnem ozonu; (ii) vzpostavitev poskusne spletne strani s podatki o ozonu blizu dejanskega časa; (iii) objava poročila o kakovosti zraka in stranskih koristih politik o podnebnih spremembah; (iv) posodobitev spletne strani Evropskega registra emisij onesnaževal; (v) prispevek agencije k spremembam Direktive IPPC.
Results: (i) impact of the air quality report on the draftng of the proposed ‘clean air for Europe’ directive; (ii) reported data were used to establish the environmental progress being made under the EC-long-range transboundary air pollution convention; (iii) the website is increasingly popular with users, an analysis of usage statistics shows that it received 340 000 visits in 2006, 64% more than in the launch year 2004. 
Rezultati: (i) učinek poročila o kakovosti zraka na pripravo predlagane direktive o čistem zraku za Evropo; (ii) uporaba sporočenih podatkov pri opredelitvi okoljskega napredka, doseženega v okviru Konvencije ES o onesnaževanju zraka na velike razdalje prek meja; (iii) spletna stran je čedalje bolj priljubljena pri uporabnikih, analiza statističnih podatkov o uporabi kaže, da je stran v letu 2006 zabeležila 340 000 obiskov, kar je za 64 % več kot v letu 2004, ko je začela delovati.
Impact: Being the main source of independent quantitative and environmental indicators data on changes in the state of the environment in the EU; thus leading to more awareness of environmental issues among the general public and to better informed environmental decision-making. 23 
Učinek: Agencija predstavlja glavni vir neodvisnih podatkov iz kvantitativnih in okoljskih kazalnikov sprememb o stanju okolja v EU, prispeva k ozaveščanju širše javnosti o okoljskih zadevah in omogoča okoljsko odločanje na podlagi boljšega poznavanja dejstev. 23
ANNUAL ACTIVITY REPORT 30. 
LETNO POROČILO O DEJAVNOSTIH 30.
The agencies’ framework financial regulation stipulates (Article 40) that the authorising officer must report to the management board on the performance of his duties in the form of an annual activity report, together with financial and management information. 
Okvirna finančna uredba za agencije (člen 40) določa, da odredbodajalec upravnemu svetu poroča o izvajanju svojih nalog v obliki letnega poročila o delu, ki mu priloži finančne in upravljavske informacije.
This report must indicate the results of the agency’s operations by reference to the set objectives, and the use made of the resources provided. 
V poročilu so opisani rezultati poslovanja, doseženi glede na določene cilje, ter uporaba dodeljenih virov.
This provision thus shows that the reporting obligation must relate to performance against objectives. 
Ta določba torej jasno kaže, da se mora obveznost poročanja nanašati na rezultate, ki so bili doseženi glede na cilje.
All the agencies, as required, submitted activity reports in support of their year-end accounts and presented them to their management boards. 
Vse agencije so predložile poročila o dejavnostih v podporo svojim računovodskim izkazom ob koncu proračunskega leta in jih predstavile svojim upravnim svetom, kot je bilo predvideno.
Some of these reports31 were even made available to the general public32. 
Nekatera od teh poročil 31 so bila objavljena tudi za širšo javnost 32.
The reports dealt for the most part with the activities carried out during the year. 
V poročilih so bile večinoma upoštevane dejavnosti, ki so se izvajale med letom.
Explanations were given mainly about the nature and scale of these activities and sometimes about the amount of resources that have been used. 
Pojasnila so se nanašala predvsem na naravo in obseg teh dejavnosti, včasih pa tudi na obseg uporabljenih virov.
The extent to which objectives had been met and the impact of the agency’s work were questions that were seldom covered (see Box 8). 32. 
Vprašanje rezultatov, doseženih glede na cilje, kot je učinek dela agencije, je bilo le redko obravnavano (glej okvir 8).
32 The reporting obligation also relates to knowledge sharing. 
32 Obveznost poročanja se nanaša tudi na širjenje znanja.
For this purpose, each agency uses the possibilities afforded by the Internet. 
V ta namen vsaka agencija uporablja možnosti, ki jih nudi internet.
However, the difficulties encountered by the agencies in making their websites multilingual, so as to facilitate consultation by citizens of all Member States, are hindering access to the data they contain. 
Vendar težave, ki nastanejo zaradi zagotavljanja večjezičnosti na spletnih straneh agencij, da se omogoči iskanje informacij državljanom vseh držav članic, ovirajo dostop do vseh informacij, ki jih vsebujejo.
24 BOX 8 IMPACT ASSESSMENT SYSTEM FOR AN AGENCY’S WORK – THE EUROPEAN FOUNDATION FOR THE IMPROVEMENT OF LIVING AND WORKING CONDITIONS (EUROFOUND) The main objective pursued by the foundation is to ‘contribute’ to the drawing-up of Community policies in the field of living and working conditions. 
24 OKVIR 8 SISTEM ZA OCENJEVANJE UČINKA DEJAVNOSTI – EVROPSKA FUNDACIJA ZA IZBOLJŠANJE ŽIVLJENJSKIH IN DELOVNIH RAZMER (EUROFOUND) Glavni cilj, ki si ga je zastavila Fundacija, je „prispevati“ k pripravi politik Skupnosti na področju življenjskih in delovnih razmer.
This involves supplying targeted information, reliable data and relevant analyses to a number of decision-making bodies. 
To zajema zagotavljanje ciljno usmerjenih informacij, zanesljivih podatkov in ustreznih analiz številnim organom odločanja.
The foundation has developed a system for monitoring the information which it supplies. 
Fundacija je izdelala sistem za spremljanje informacij, ki jih zagotavlja.
This system seeks to evaluate the use made of the information it sends to the target bodies and its impact on the decision-making process at the level of the Community institutions and its social partners. 
Z njim poskuša Fundacija oceniti uporabo informacij, ki jih zagotavlja ciljnim organom, ter njihov učinek na proces odločanja na ravni institucij Skupnosti in socialnih partnerjev.
In particular it measures the extent to which the European Parliament makes direct use of the foundation’s findings, as well as the foundation’s participation in the preliminary stages of the decision-making process. 
Zlasti se meri, kako Evropski parlament neposredno uporablja ugotovitve Fundacije in kako Fundacija sodeluje v predhodnih fazah procesa sprejemanja odločitev.
The conclusions drawn from this impact assessment system are particularly well described in the foundation’s annual report. 
Zaključki, pridobljeni iz tega sistema za ocenjevanje učinka, so zlasti dobro opisani v letnem poročilu Fundacije.
The management boards appeared to be satisfied with this partial application of the regulatory provisions. 
Kot kaže, so se upravni sveti zadovoljili s to delno uporabo uredbenih določb.
They had still not asked for reporting to be done on the basis of the objectives set in the multiannual programmes in order to obtain an overview in terms of the results obtained. 
Še vedno niso zahtevali, da je treba poročati na podlagi ciljev, določenih v večletnih programih, da se dobi pregled nad doseženimi rezultati.
In general, where the agencies’ management boards based themselves solely on the reports submitted to them, they were not able to precisely identify either the outcome or the impact of the agencies’ work. 
Na splošno upravni sveti agencij niso mogli natančno opredeliti izidov ali učinka dela agencij, saj so se lahko opirali na edina poročila, ki so jim bila predložena.
However, they did obtain a reasonably reliable measure of the level of activity. 
Vendar so zato pridobili dovolj zanesljivo sliko na ravni dejavnosti.
In most of the reports, the fact that there was no activity-based budget made it difficult, if not impossible, to establish the link between the actual activities and the implementation of the budget. 
Ker ni bilo k dejavnostim usmerjenega proračuna, je bilo dejanske dejavnosti v večini poročil težko, če ne celo nemogoče, povezati z izvrševanjem proračuna.
The Commission’s guidelines for authorising officers on the subject of activity reports had not been transposed to the agencies. 
Agencije niso izvedle prenosa smernic Komisije za odredbodajalce glede poročil o dejavnostih.
Even though this reconciliation of activities with the budget was a key aspect of the agencies’ governance, the management boards had not adopted any clear guidelines as to the information that they were expecting from management in order to ascertain that the work programmes’ objectives were in fact being pursued. 
Čeprav je ta povezanost dejavnosti s proračunom ključni vidik upravljanja agencij, upravni sveti niso sprejeli nobenih jasnih smernic glede informacij, ki so jih pričakovali od vodstva, da bi se prepričali o uspešnem zasledovanju ciljev, določenih v programih dela.
EVALUATIONS 35. 
OCENJEVANJA 35.
The framework financial regulation (Article 25, paragraph 4) requires the agencies to regularly carry out ex post evaluations of their programmes and activities. 
V skladu z okvirno finančno uredbo za agencije (člen 25(4)) morajo te redno izvajati naknadna ocenjevanja svojih programov in dejavnosti.
In practice these evaluations provide useful input to the periodic updating of strategies and for organising the agencies’ structure. 
Ta ocenjevanja v praksi koristno prispevajo k rednemu posodabljanju strategij in k organiziranosti strukture agencij.
Some basic regulations require the corresponding agencies to make an initial evaluation three or five years after they have been set up, followed by subsequent evaluations 25 at regular intervals. 
Nekatere osnovne uredbe od agencij zahtevajo, da prvo ocenjevanje izvedejo tri ali pet let po njihovi ustanovitvi, nato pa v rednih presledkih.
The agencies always complied with these rules and the evaluations were produced within the time limits. 
25 ocene v predvidenih rokih.
Nevertheless, these initial evaluations for the most part only tackled questions relating to the start-up (fitting-out, organisation, recruitment). 
Vendar so bila pri teh prvih ocenah večinoma obravnavana samo vprašanja v zvezi z zagonom (opremljanje, organiziranost, zaposlovanje).