natgillin/translations-raw huggingface dataset:
Where this was the case, however, the expected results were not stated sufficiently clearly to serve as a good basis for the subsequent evaluation of the actual progress made. 
Vendar v teh primerih pričakovani rezultati niso bili dovolj jasno izraženi, da bi lahko služili kot osnova za poznejše vrednotenje dejanskega napredka v celotnem obdobju načrtovanja.
Some of the basic acts require the agencies to undertake rolling planning covering between three and five years, depending on the case9. 
Nekateri osnovni akti od agencij zahtevajo, da izvajajo tekoče načrtovanje, ki odvisno od primera zajema od tri do pet let 9.
The chief advantage of such an approach is that there is an ongoing and updated perspective covering several years. 
Glavna prednost takšnega pristopa je tekoča in ažurna perspektiva, ki pokriva več let.
Each year, the year that has just passed is replaced by a new final year in the planning. 
Vsako leto se leto, ki se je pravkar izteklo, nadomesti z novim zadnjim letom načrtovanja.
Despite this regulatory requirement, none of the agencies had set up such a system, as it was regarded by the managers as too complex. 
Kljub tej uredbeni zahtevi nobena od agencij ni vzpostavila takšnega sistema, saj so ga upravljavci ocenili za prezapletenega.
11. It sometimes happens that an agency’s multiannual planning straddles two successive Community strategies. 
11. Včasih se zgodi, da večletno načrtovanje agencije pokriva dve zaporedni strategiji Skupnosti.
This lack of coordination and, therefore, consistency with the political or institutional points of reference took away some of the purpose of the multiannual planning and curtailed its potential benefits, in particular as regards dialogue with the discharge authority. 
Ker ni bilo te usklajenosti in posledično skladnosti s političnimi ali institucionalnimi referenčnimi točkami, je bil pomen večletnega načrtovanja deloma zmanjšan, njegove možne koristi pa omejene, zlasti kar zadeva dialog z organom za razrešnico.
The agencies’ framework financial regulation10 stipulates (Article 25, paragraph 4) that, in order to improve decision-making, the Community bodies must carry out ex ante evaluations of their programmes. 
V okvirni finančni uredbi za agencije 10 je določeno (25(4)), da zaradi boljšega odločanja organi Skupnosti redno izvajajo predhodna ocenjevanja svojih programov.
The ex ante evaluation, a kind of feasibility analysis, looks in particular at the questions that need to be settled, the evaluation of needs, the setting of objectives and related indicators (outcomes and impact), comparison of possible options, the appraisal of the added value brought by the Community measures and the planning of monitoring and evaluation. 
Predhodno ocenjevanje, ki je nekakšna analiza izvedljivosti, zajema predvsem obravnavo vprašanj, ki jih je treba rešiti, ovrednotenje potreb, določitev ciljev in z njimi povezanih kazalnikov (izidi in učinek), primerjavo izvedljivih možnosti, ocenjevanje dodane vrednosti ukrepov Skupnosti ter načrtovanje spremljanja in vrednotenja.
One of the ex ante evaluation’s 8 EU-OHSA, EEA, EFSA, Eurofound, and, of the other agencies that replied to the questionnaire, ECDC, EMCDDA, ETF. 
8 EU-OSHA, EEA, Eurofound, EFSA ter od agencij, ki so odgovorile na vprašalnik, tudi ETF, ECSDZD in ECDC.
Although their basic acts do not require it, Frontex and EMEA have also carried out such an exercise. 
To sta izvedli tudi EMEA in Frontex, čeprav njun osnovni akt tega ne zahteva.
9 EU-OSHA, EFSA, Eurofound, and, of the other agencies that replied to the questionnaire, ECDC, ETF. 
9 EU-OSHA, Eurofound, EFSA ter od ostalih agencij, ki so odgovorile na vprašalnik, tudi ECDC in ETF.
10 Commission Regulation (EC, Euratom) No 2343/2002. 
10 Uredba (ES, Euratom) št. 2343/2002.
11 General (strategic) objectives together with impact indicators; specific objectives together with performance indicators; operating objectives together with implementation indicators. 
11 Splošni cilji (strateški), povezani s kazalniki učinka; posebni cilji, povezani s kazalniki rezultatov; operativni cilji, povezani s kazalniki realizacije.
However, the agencies had not made a formal ex ante evaluation of their multiannual planning and, in many cases, the objectives set were expressed too vaguely to allow effective follow-up. 13. 
15 Vendar agencije niso izvajale formalnega predhodnega ocenjevanja svojega večletnega načrtovanja in v številnih primerih so bili zastavljeni cilji izraženi premalo jasno, da bi omogočali uspešno nadaljnje spremljanje. 13.
Furthermore, the question of human resources had not been consistently included in the multiannual planning documents even though this represents a major constraint. 
Poleg tega vprašanje kadrovskih virov v dokumentih večletnega načrtovanja ni bilo dosledno obravnavano, čeprav predstavlja veliko omejitev.
The Commission has nevertheless recommended that each agency draw up a multiannual plan for its staff policy12 and a first series of plans was prepared in June 2007 as part of the budget procedure at the European Parliament’s request. 
Komisija je kljub temu predlagala, da vsaka agencija pripravi večletni načrt kadrovske politike 12 in prvi niz načrtov je bil na zahtevo Evropskega parlamenta pripravljen junija 2007 v okviru proračunskega postopka.
ANNUAL WORK PROGRAMME 14. 
LETNI PROGRAM DELA 14.
The basic regulation of each agency requires its director to submit a work programme to the management board13 for approval. 
V skladu z osnovno uredbo vsake agencije mora njen direktor predložiti program dela v odobritev upravnemu svetu 13.
In practice, all the agencies did indeed have an annual work programme that had been drawn up within the time limits. 
V praksi so imele vse agencije na voljo letni program dela, ki je bil pripravljen v ustreznih rokih.
Preparing the work programme is a lengthy process, usually lasting for the first nine or 10 months of the preceding year. 
Proces priprave programa dela je dolg, saj se ta običajno pripravlja v prvih devetih ali desetih mesecih predhodnega leta.
In most cases, the management boards had examined the draft programmes submitted by the director in two stages (spring and autumn) and at the same time as the discussion of the agency’s budget (see Box 5). 
V večini primerov so upravni sveti v dveh fazah (spomladi in jeseni), hkrati z razpravo o proračunu agencije (glej okvir 5), preverili osnutke programov, ki jih je predložil direktor.
The support bodies (scientific committee, advisory forum, group of stakeholders, etc.) had always been consulted on the draft work programmes. 
Podporni organi (znanstveni odbor, posvetovalni forum, skupina zainteresiranih strani itd.) so bili vedno zaprošeni za mnenje o osnutkih programa dela.
12 Known as the staff policy plan. 
12 Imenovan načrt kadrovske politike (Staff policy plan).
13 See also Article 40 of the agencies’ framework financial regulation. 
13 Glej tudi člen 40 okvirne finančne uredbe agencij.
16 BOX 5 PREPARATION OF THE ANNUAL WORK PROGRAMME – THE EUROPEAN MEDICINES AGENCY (EMEA) The preparation process starts during the summer of year n–2 when each of the agency’s units draws up a ‘context analysis’ for its area of competence. 
16 OKVIR 5 PRIPRAVA LETNEGA PROGRAMA DELA – EVROPSKA AGENCIJA ZA ZDRAVILA (EMEA) Proces priprave se začne poleti leta n-2, ko vsak oddelek agencije za svoje področje pristojnosti pripravi „analizo konteksta“.
Management then prepares planning guidelines on these bases in September (n–2). 
Na podlagi tega vodstvo nato septembra (leta n-2) pripravi navodila za načrtovanje.
Next, the units draw up detailed drafts of the work programme in the last quarter of the year (n–2). 
Oddelki nato v zadnjem četrtletju (leta n-2) pripravijo podrobne osnutke programa dela.
These drafts are consolidated and a draft programme is submitted to the management board at the same time as a preliminary draft budget at the beginning of year n–1. 
Ti osnutki se konsolidirajo in na začetku proračunskega leta (n-1) se upravnemu svetu skupaj s predhodnim predlogom proračuna predloži enoten osnutek programa.
This draft programme is revised by management in September (n–1) before being once again presented to the management board for approval in December (n–1) together with the draft budget. 
Vodstvo ga septembra (leta n-1) pregleda, nato pa decembra (leta n-1) skupaj s predlogom proračuna ponovno predloži v odobritev upravnemu svetu.
This comprehensively documented process involves all the stakeholders and aims at each aspect of the programme being studied in detail and defined precisely. 
Pri tem dobro dokumentiranem procesu sodelujejo vse zainteresirane strani, njegov cilj pa je podrobna preučitev in natančna določitev vsakega sestavnega dela programa.
It guarantees that decisions are taken in full knowledge of the facts when the draft budget is presented to the Commission. 15. 
Proces jamči, da so odločitve ob predstavitvi predloga proračuna Komisiji sprejete ob poznavanju vseh dejstev. 15.
Where the agency had a multiannual programme, its structure was barely reflected in the agency’s annual programmes. 
Kadar je imela agencija na voljo večletni program, se je njegova struktura slabo odražala v njenih letnih programih.
In almost all the agencies14, the structure of the successive annual work programmes had not been sufficiently stable to allow comparisons from one year to another. 
V skoraj vseh agencijah 14 struktura zaporednih letnih programov dela ni bila dovolj stabilna, da bi bilo mogoče izvajati medletne primerjave.
Stability in the structure of the programming documents is, however, one of the cornerstones of results appraisal because the measures that are taken are very often of long duration. 
Stabilna struktura dokumentov načrtovanja je namreč eden od temeljev za ocenjevanje rezultatov, saj so sprejete dejavnosti zelo pogosto dolgotrajne.
The agencies’ framework financial regulation requires them to make an analysis of their operating risks (Article 38, paragraph 4). 
Agencije morajo v skladu z okvirno finančno uredbo za agencije izvesti analizo svojih tveganj pri delovanju (člen 38(4)).
Of the agencies which had made a risk analysis15, none had assessed the risks generated by the lack of relevant performance indicators despite the fact that these were required for measuring the impact of the operations that were carried out. 
Nobena od agencij, ki so izvedle analizo tveganj 15, ni ocenila tveganj, ki nastanejo zaradi pomanjkanja ustreznih kazalnikov uspešnosti, čeprav se ti zahtevajo za merjenje učinka izvedenih dejavnosti.
In many cases, the risk analyses concerned individual projects rather than the programmes as a whole. 
Analize tveganja so se v številnih primerih nanašale na posamezne projekte, ne pa na programe v celoti.
The resources allocated to the work to be carried out in response to specific requests by the Commission had not always been identified. 
Viri, odobreni za delo, ki se mora izvesti v odgovor na posebne zahteve Komisije, niso bili vedno opredeljeni.
Even where the agencies were called upon to supply the Commission with a significant volume of particular services (scientific opinions, studies, investigations, checks on economic operators, etc.), the relative importance of these activities remained unclear16. 
Tudi v primerih, ko morajo agencije Komisiji zagotavljati velik obseg posebnih storitev (znanstvena mnenja, študije, poizvedbe, pregledi gospodarskih subjektov itd.), relativna pomembnost teh dejavnosti še vedno ni bila jasna 16.
Even though the agencies’ framework financial regulation stipulates (Article 25, paragraph 3) that specific, measurable, achievable, relevant and timed objectives must be set for all the sectors of activity covered by the budget, not all the activities of annual work programmes were described with the same degree of precision. 
Čeprav okvirna finančna uredba za agencije (člen 25(3)) določa, da se za vse sektorje dejavnosti, ki jih zajema proračun, določijo specifični, merljivi, dosegljivi, ustrezni in časovno opredeljeni cilji, vse dejavnosti v istem letnem programu dela niso bile opisane enako podrobno.
As a result, it was not only difficult to monitor the alloca-14 Frontex, EEA, EFSA, Eurofound, EMSA, EMEA, ENISA. 
Posledično ni bilo samo težko spremljati dodeljevanja virov, ampak so bila merila za opredelitev načrtovanih rezultatov pogosto nejasna.
17 ABB or activity-based budgeting. 
17 ABB oziroma Activity Based Budgeting (ang.).
18 ABM or activity-based management. 
18 ABM oziroma Activity Based Management (ang.).
The agencies’ framework financial regulation lays down (Article 30) that a budget nomenclature classified by activity17 (purpose) (as opposed to the classic nomenclature by the nature of expenditure) may be used by Community bodies in so far as it is justified by the nature of their activities. 
17 za proračun uporabijo strukturo, razčlenjeno po dejavnostih 17 (v nasprotju s klasično strukturo po naravi odhodkov), če to upravičuje narava njihovih dejavnosti.
This arrangement aims to make the priority-setting more result-oriented and to better allocate human and financial resources in accordance with the priorities that are adopted18. 
Namen te določbe je določanje prednostnih nalog bolj usmeriti k rezultatom ter omogočiti boljše dodeljevanje kadrovskih in finančnih virov glede na sprejete prednostne naloge 18.
Furthermore, the consistency thus achieved between operational planning and budgetary planning (see Figure 2) should be reflected by an accounting approach that provides a basis for evaluating results. 
Poleg tega bi se morala tako dosežena skladnost operativnega in proračunskega načrtovanja (glej diagram 2) odražati tudi v računovodskem pristopu, ki je osnova za ocenjevanje rezultatov.
Although, for their internal management needs, three of the agencies had indeed prepared an activity-based budget19, neither had yet submitted it to its management board for approval for the purpose of subsequent implementation. 
Čeprav so tri agencije zaradi svojih potreb pri notranjem upravljanju dejansko poskušale pripraviti k dejavnostim usmerjen proračun 19, ga še nobena ni predložila v odobritev svojemu upravnemu svetu z namenom, da bi ga pozneje v takšni obliki tudi izvrševala.
FIGURE 2 18 SYMMETRIES BETWEEN THE BUDGETARY PROCEDURE AND THE IMPLEMENTATION OF THE ANNUAL WORK PROGRAMME Reconciling of the work programme’s ambitions with the actual budgetary situation: setting of priorities Internal control: risk control, monitoring of performance The information in these documents must be complete, accurate and relevant year n+1 Financial statements for the previous year: report on implementation of the budget, revenue and expenditure account, balance sheet for the year year n+1 year n–1 Adoption of the budget: estimation of revenue, authorisation of expenditure year n–1 year n Budget accounting, accruals-based accounting, cost accounting year n Adoption of the annual work programme: objectives to be achieved, resources to be allocated, expected measurable results Monitoring of performance, regular updating of performance indicators in terms of inputs, outputs and outcomes Annual activity report: level of achievement of objectives, resources deployed, performance indicators 
DIAGRAM 2 18 RAZMERJE MED PRORAČUNSKIM POSTOPKOM IN IZVAJANJEM LETNEGA PROGRAMA DELA Uskladitev ciljev programa dela in dejanskega proračunskega stanja: določanje prednostnih nalog Notranja kontrola: kontrola tveganja, spremljanje uspešnosti Podatki v teh dokumentih morajo biti celoviti, točni in relevantni Proračunsko računovodstvo: računovodstvo na podlagi nastanka poslovnega dogodka, stroškovno računovodstvo Leto n Leto n+1 Računovodski izkazi za prejšnje leto: poročilo o izvrševanju proračuna, izkaz prihodkov in odhodkov, bilanca stanja za dano leto Leto n+1 Leto n-1 Sprejetje proračuna: ocena prihodkov, odobritev odhodkov Leto n-1 Leto n Sprejetje letnega programa dela: cilji, ki se morajo doseči, viri za dodelitev, pričakovani merljivi rezultati Spremljanje uspešnosti poslovanja, redno posodabljanje kazalnikov uspešnosti glede vložkov, izložkov in izidov Letno poročilo o dejavnostih: stopnja doseganja ciljev, uporabljeni viri, kazalniki uspešnosti
Lastly, it was seldom possible to establish the link between the human resources stated in the work programme and those in the establishment plan20, since there is no formal requirement for this to be done. 
Kot zadnje, kadrovske vire, navedene v programu dela, je bilo le redko mogoče povezati s tistimi iz načrta delovnih mest 20, saj glede tega ni nobene formalne obveznosti.
The allocation of resources can most easily be assessed, and the division of responsibilities is clearest, in cases where the structure of the work programme mirrors that of the agency’s establishment plan. 
Dodelitev virov je najlažje oceniti in razdelitev odgovornosti je najbolj jasna, kadar struktura programa dela odraža kadrovsko strukturo agencije.
In several cases21, it was only for certain measures that the agencies stated the resources they were intending to deploy. 
Agencije so v več primerih 21 vire, ki so jih nameravale uporabiti, navedle samo pri nekaterih ukrepih.
The volume of unallocated resources was then often so large that it was not possible to determine whether the basis used for drawing up the establishment plan was valid. 
Obseg nedodeljenih virov je bil pogosto prevelik, da bi bilo mogoče oceniti, ali je bila za pripravo načrta delovnih mest uporabljena pravilna osnova.
The tools for monitoring activities should give management a representative view of the state of progress of the work programme tasks and the extent to which the set objectives have been met. 
Orodja za spremljanje dejavnosti bi morala vodstvu zagotavljati dejansko sliko stanja napredka pri nalogah iz programa dela in pri doseganju vseh zastavljenih ciljev.
The Court examined the systems set up for this purpose by the agencies and the use being made of them for supporting the decisions taken by the administrative and management bodies. 
Sodišče je preverilo sisteme, ki so jih v ta namen vzpostavile agencije, ter njihovo uporabo pri podpori odločitvam administrativnih in upravljavskih organov.
ORGANISATION OF THE MONITORING 22. 
ORGANIZIRANOST SPREMLJANJA 22.
The agencies’ framework financial regulation requires (Article 25, paragraph 3) that the director report to the management board on the achievement of the objectives set for all the sectors of activity covered by the budget and that the achievement of these objectives be monitored by performance indicators. 
Okvirna finančna uredba za agencije (člen 25(3)) določa, da mora direktor upravnemu svetu poročati o doseganju ciljev, določenih za vse sektorje dejavnosti, ki jih zajema proračun, ter da se doseganje teh ciljev spremlja s kazalniki uspešnosti (oziroma kazalci poslovanja).
20 The establishment plan lists the agency’s officials and temporary staff, broken down by number, category and grade (Article 27, paragraph 3). 
Vse agencije so se dobro zavedale, da je treba imeti na voljo ciljno usmerjen niz kazalnikov za merjenje napredka pri svojih dejavnostih, vendar še nobena od njih ni vzpostavila takšnega 20 V načrtu delovnih mest je seznam uradnikov in začasnih uslužbencev agencije prikazan po številu, kategoriji in razredu (člen 27(3)).
It is attached to the agency’s annual budget and voted on by the budgetary authority. 
Načrt je priložen letnemu proračunu agencije, potrdi pa ga proračunski organ.
It does not include contract staff and seconded national experts. 
V njem niso zajeti pogodbeno zaposleni in dodeljeni nacionalni strokovnjaki.
Most of the agencies22 had adopted a scoreboard system for monitoring the implementation of their work programme. 
Večina agencij 22 je za spremljanje izvajanja svojih programov dela sprejela sistem ocenjevalnih preglednic (ang. scoreboard).
The scoreboard systems were very often regularly monitored by a steering committee consisting of the agency’s main management staff. 
Sisteme takšnih preglednic je zelo pogosto nadzoroval usmerjevalni odbor, sestavljen iz vodilnega osebja agencije.
The data shown in the scoreboard systems were usually generated by mechanisms for monitoring the implementation of the individual tasks and projects of the work programmes. 
Podatki v preglednicah so bili običajno pridobljeni z mehanizmi za spremljanje izvajanja posameznih nalog in projektov iz programov dela.
Two of the agencies23 had adopted the so-called ‘balanced scorecard’24 method but its implementation was still in its infancy (see Box 6). 
Dve agenciji 23 sta izbrali metodo tako imenovanega uravnoteženega kazalnika (ang. balanced scorecard) 24, vendar je bilo njeno izvajanje še vedno v povojih (glej okvir 6).
The monitoring mechanisms described in the previous paragraph were not all complete. 
Vsi mehanizmi za spremljanje, opisani v prejšnjem odstavku, niso bili popolni.
In practice it was not easy to evaluate the human resources actually allocated to a particular task because there was no system for tracking the time staff devote to carrying out the tasks in the work programme. 
V praksi ni bilo lahko oceniti kadrovskih virov, dejansko dodeljenih neki posamezni nalogi, saj ni bilo sistema za beleženje časa, ki ga uslužbenci namenijo izvajanju nalog iz programa dela.
Some of these mechanisms were proving useful for dividing up the tasks and projects between the various departments. However, as they were not subsequently kept up to date within a reasonable timeframe, their usefulness for monitoring the progress of projects on a day-to-day basis remained limited. 
Nekateri od teh mehanizmov so se izkazali za koristne pri razdelitvi nalog in projektov med različne oddelke, vendar je bila njihova uporabnost za tekoče spremljanje napredka pri projektih še naprej omejena, ker se niso posodabljali v razumnih časovnih rokih.
Only one agency25 had set up a full, integrated system for managing its work programme; this system could prove transferable to other agencies (see Box 7). 
Samo ena agencija 25 je vzpostavila celovit integriran sistem za upravljanje svojega programa dela, za katerega bi se lahko izkazalo, da ga je možno prenesti na druge agencije (glej okvir 7).
24 Also known as the Kaplan Norton method, this links strategic objectives to operational management, usually from four different viewpoints, for example: financial management, user satisfaction, internal functioning and development of (human and material) resources. 
24 Ta metoda, ki je znana tudi kot metoda Kaplan Norton, povezuje strateške cilje z operativnim upravljanjem, in sicer običajno z naslednjih štirih različnih vidikov: finančno poslovodenje, zadovoljstvo uporabnikov, notranje delovanje in razvoj (kadrovskih in materialnih) virov.
20 BOX 6 ‘BALANCED SCORECARD’: THE EUROPEAN FOUNDATION FOR THE IMPROVEMENT OF LIVING AND WORKING CONDITIONS (EUROFOUND) Eurofound has recently set up a system for monitoring its activities using the ‘balanced scorecard’ technique. 
20 OKVIR 6 URAVNOTEŽENI KAZALNIK – EVROPSKA FUNDACIJA ZA IZBOLJŠANJE ŽIVLJENJSKIH IN DELOVNIH RAZMER (EUROFOUND) Fundacija je pred kratkim vzpostavila sistem za spremljanje svojih dejavnosti z metodo tako imenovanega uravnoteženega kazalnika.
This system aims to identify the departments’ effective functioning from various perspectives and to assess the progress made by using performance indicators. 
Namen tega sistema je z različnih vidikov opredeliti uspešnost delovanja služb in s kazalniki uspešnosti oceniti dosežen napredek.
The use of indicators makes it possible to measure progress against goals and objectives and in so doing to assess the effectiveness of the agency’s operating strategy. 
Uporaba kazalnikov omogoča merjenje napredka glede na cilje in namene ter s tem tudi ocenjevanje uspešnosti operativne strategije agencije.
Once it is fully in use, this system should become a valuable management monitoring instrument. 
Ko se bo ta sistem v celoti uporabljal, bi moral postati dragoceno upravljavsko orodje za spremljanje.