natgillin/translations-raw huggingface dataset:
3.3.2005 EN Official Journal of the European Union C 54/41 Moreover, the CourtŐs statement relates only to payment of the balance. 
3.3.2005 SL Uradni list Evropske unije C 54/41 Moreover, the Court’s statement relates only to payment of the balance.
C 54/42 EN Official Journal of the European Union 3.3.2005 (e) As indicated in paragraph 80, the obligation to notify outbreaks through the system of ADNS is laid down in Directive 82/894/EEC, which also specifies the details of the required information. 
C 54/42 SL Uradni list Evropske unije 3.3.2005 (e) As indicated in paragraph 80, the obligation to notify outbreaks through the system of ADNS is laid down in Directive 82/894/EEC, which also specifies the details of the required information.
Were the costs for the administration of the vaccines included, this amount could easily double. 
Were the costs for the administration of the vaccines included, this amount could easily double.
These estimates do not take account of possible restrictions on exports from Member States, the increase in imports of animal products from countries vacci-nating, the disruption of the single market if some Member States would not agree to prophylactic vaccination and the costs of the number of outbreaks still occurring despite vaccination. 
These estimates do not take account of possible restrictions on exports from Member States, the increase in imports of animal products from countries vaccinat-ing, the disruption of the single market if some Member States would not agree to prophylactic vaccination and the costs of the number of outbreaks still occurring despite vaccination.
3.3.2005 EN Official Journal of the European Union C 54/43 96. 
3.3.2005 SL Uradni list Evropske unije C 54/43 96.
C 54/44 EN Official Journal of the European Union 3.3.2005 In ÔapplicationŐ of the OIE code a country may regain its previous disease-and infection-free status Ôthree months after the last case where a stamping-out policy and serological surveillance are applied....Ő With the last outbreak in the United Kingdom in September 2001 and the first meeting of the appropriate Commission of the OIE in January 2002, the United Kingdom was recognised as free of the disease by the OIE at the earliest opportunity. 
C 54/44 SL Uradni list Evropske unije 3.3.2005 In ‘application’ of the OIE code a country may regain its previous disease-and infection-free status ‘three months after the last case where a stamping-out policy and serological surveillance are applied....’ With the last outbreak in the United Kingdom in September 2001 and the first meeting of the appropriate Commission of the OIE in January 2002, the United Kingdom was recognised as free of the disease by the OIE at the earliest opportunity.
A draft regulation formalising the arrangements for granting Community co-funding will be presented to the Member States soon. 
A draft regulation formalis-ing the arrangements for granting Community co-funding will be presented to the Member States soon.
At present, all the files have been closed except for the one relating to operating costs in the United Kingdom (for which the application for reimbursement was presented only in 2003) and corresponding reimbursements were made as soon as the financial checks, which were intensified owing to the amounts involved and the complexity of the file, had been completed. 
At present, all the files have been closed except for the one relating to operating costs in the United Kingdom (for which the application for reimbursement was presented only in 2003) and corresponding reimbursements were made as soon as the financial checks, which were intensi-fied owing to the amounts involved and the complexity of the file, had been completed.
Moreover, it is stated under point 70 that any accumulation of premiums and indemnifications should be prohibited explicitly. 
Moreover, it is stated under point 70 that any ac-cumulation of premiums and indemnifications should be prohib-ited explicitly.
3.3.2005 EN Official Journal of the European Union C 54/45 As it is always at pains to protect the CommunityŐs financial interests and also to simplify monitoring for both the Commission and the Member States, the Commission will shortly present a draft regulation laying down the expenditure that is eligible for Community funding. (c) As indicated above, the Commission will shortly present a draft regulation laying down expenditure that is eligible for Community funding. 
3.3.2005 SL Uradni list Evropske unije C 54/45 As it is always at pains to protect the Community’s financial interests and also to simplify monitoring for both the Commission and the Member States, the Commission will shortly present a draft regulation laying down the expenditure that is eligible for Community funding. (c) As indicated above, the Commission will shortly present a draft regulation laying down expenditure that is eligible for Community funding.
22.3.2005 EN Official Journal of the European Union C 72/1 I (Information) COURT OF AUDITORS SPECIAL REPORT No 10/2004 concerning the devolution of EC external aid management to the Commission delegations, together with the CommissionŐs replies (pursuant to the second subparagraph of Article 248(4) of the EC Treaty) (2005/C 72/01) TABLE OF CONTENTS SUMMARY ................................................................ 
22.3.2005 SL Uradni list Evropske unije C 72/1 I (Informacije) RAČUNSKO SODIŠČE POSEBNO POROČILO št. 10/2004 o dekoncentraciji upravljanja zunanje pomoči ES na delegacije Komisije z odgovori Komisije (v skladu z drugim pododstavkom člena 248(4) Pogodbe ES) (2005/C 72/01) Sporočilo bralcem Pričujoča publikacija vsebuje povzetek posebnega poročila št.
INTRODUCTION ........................................................... 
Ozadje................................................................
TheCourtŐsaudit........................................................ 
Pripravavodstvanaspremljanjeinpodpornovlogo ........................
Quality ........................................................... 
Rezultatidekoncentracije .................................................
CONCLUSIONS ............................................................ 
Kazalcizamerjenjerezultatov .........................................
RECOMMENDATIONS ....................................................... Paragraphs Page I-IX 3 1-14 4 1-5 4 6-14 5 15-63 6 15-38 6 15-18 6 19-26 6 27-38 7 39-63 9 39-42 9 43-55 10 56-60 11 61-63 12 64-73 12 74-82 13 ANNEX .............................................................................. 
PRIPOROČILA ............................................................. Odstavek Stran I–IX 3 1–14 1–5 6–14 15–63 15–38 15–18 19–26 27–38 39–63 39–42 43–55 56–60 61–63 64–73 74–82 . . . . . . . . . . .
15 TheCommissionŐsreplies .............................................................. 16 
PRILOGA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
A key component of the reform is the extensive devolution of aid management tasks and responsibilities to the Commission delegations. 
Temeljni del reforme je obsežna dekoncentracija nalog in odgovornosti, povezanih z upravljanjem pomoči, na delegacije Komisije.
As a result of devolution, delegations are now responsible for project preparation, contracting, and financial and technical implementation, and have received substantial extra human and technical resources. 
Zaradi te dekoncentracije so delegacije zdaj odgovorne za pripravo projektov, sklepanje pogodb ter finančno in tehnično izvajanje projektov, za kar so prejele tudi precejšnjo dodatno kadrovsko in tehnično pomoč.
Devolution also has important consequences for the central services of the EuropeAid Cooperation Office (or EuropeAid) in Brussels, as their role is moving away from direct management of projects towards monitoring and supporting delegations (see paragraphs 1 to 5). 
Dekoncentracija pomembno vpliva tudi na osrednje službe Evropskega urada za pomoč in sodelovanje (AIDCO) v Bruslju, saj njihova naloga ne bo več neposredno vodenje projektov, ampak predvsem spremljanje in podpora delegacijam (glej odstavke 1–5).
The Court has visited 10 delegations as well as the central services in Brussels, to examine whether the Commission has managed the devolution process successfully and whether devolved management in the delegations is starting to achieve the intended results (given that the delegations had only worked under devolved management for a fairly short period) (see paragraphs 6 to 14). 
Sodišče je obiskalo 10 delegacij in osrednje službe v Bruslju, da bi preučilo, ali je Komisija uspešno vodila proces dekoncentracije in ali dekoncentrirano upravljanje v delegacijah že prinaša želene rezultate (glede na to, da so delegacije delovale v okviru dekoncentriranega upravljanja šele kratek čas) (glej odstavke 6–14).
The devolution of aid management responsibilities to 78 delegations constituted a major reorganisation of the CommissionŐs services in the area of external aid and its implementation is a considerable achievement, with almost all delegations operating under devolved management by summer 2004 (see paragraphs 15 to 17). 
Dekoncentracija nalog, povezanih z upravljanjem pomoči, na 78 delegacij je pomenila temeljito reorganizacijo tistih služb Komisije, ki delujejo na področju zunanje pomoči. Izvajanje dekoncentracije pomeni velik napredek, saj so že do poletja 2004 skoraj vse delegacije delovale v okviru dekoncentriranega upravljanja (glej odstavke 15–17).
Regarding the CommissionŐs management of the devolution process, it can be considered reasonably successful, at least as far as the delegations themselves are concerned. 
Vodenje postopka dekoncentracije s strani Komisije je bilo precej uspešno, zlasti kar zadeva delegacije.
Its planning process, however, did not incorporate a number of elements which could have facilitated its control over that process, and some problem areas need further attention (see paragraph 18). 
Vendar pa Komisija pri načrtovanju ni upoštevala številnih elementov, ki bi ji lahko olajšali nadzor nad celotnim postopkom, poleg tega pa je treba nekaterim težavnim področjem posvetiti dodatno pozornost (glej odstavek 18).
V. In general, delegations have been reasonably well prepared to operate under devolved management, although there are problems with filling posts and there is a continuing need for training. 
V. Delegacije so bile na splošno razmeroma dobro pripravljene na delovanje v okviru dekoncentriranega upravljanja, čeprav imajo še vedno težave z zapolnjevanjem delovnih mest in pomanjkanjem usposabljanja.
The preparation of the headquartersŐ (HQ) services has been less well planned, lacking both analysis and consultation. 
Priprava vodstvenih služb je bila slabše načrtovana, saj ni bilo opravljenih ne analize ne posvetovanja.
Delegations still require considerable support in adjusting to their new role, and central services find it difficult to provide delegations with the support required, as thematic expertise is becoming thinly spread across geographical directorates due to reductions in HQ staffing. 
Delegacije še vedno potrebujejo precej podpore pri prilagajanju svoji novi vlogi, osrednje službe pa jim jo težko zagotovijo, saj zaradi dejstva, da se je zmanjšalo število uslužbencev v vodstvenih službah v direktoratih, odgovornih za posamezna geografska območja, primanjkuje strokovnega znanja po posameznih področjih.
Although HQ services have developed a number of monitoring instruments and have provided substantial support to delegations, there is scope for improvement in both areas (see paragraphs 19 to 38). 
Čeprav so vodstvene službe pripravile številne instrumente spremljanja in delegacijam zagotovile precejšnjo podporo, pa so na obeh področjih še vedno potrebne izboljšave (glej odstavke 19–38).
Regarding the results of devolution, it is still too early, after less than two years of devolved management, to see the envisaged improvements in the speed and quality of EC external aid. 
Glede rezultatov dekoncentracije je po manj kot dveh letih izvajanja dekoncentriranega upravljanja prehitro govoriti o radikalnih spremembah hitrosti in kakovosti izvajanja zunanje pomoči ES.
Also, the lack of a complete set of performance indicators at an early stage in the devolution process makes it difficult to measure progress against the main objectives (see paragraphs 39 to 42, 48 to 51, 53, 56 and 57). 
Prav tako je težko izmeriti napredek pri doseganju glavnih ciljev, saj na začetni stopnji postopka dekoncentracije niso bili uvedeni kazalci za merjenje uspešnosti (glej odstavke 39–42, 48–51, 53, 56 in 57).
However, in the majority of delegations visited there are signs that devolved management is on the right path to achieving the intended results. 
Kljub temu je bilo v večini obiskanih delegacij opaziti, da so, kar zadeva dekoncentrirano upravljanje, na pravi poti k doseganju načrtovanih rezultatov.
The speed and quality of project management are benefiting from the increased capacity in the operational units of the delegations and from having the finance and contract staff available on the ground. 
Zaradi večje zmogljivosti operativnih enot delegacij in dejstva, da je osebje, pristojno za finančna sredstva in sklepanje pogodb, razpoložljivo na kraju samem, je upravljanje projektov hitrejše in bolj kakovostno.
This leads to a better problem-solving capacity within the delegation and to increased contacts with beneficiaries and other relevant parties as well as to a better understanding of local conditions, risks and opportunities. 
To povečuje sposobnost reševanja težav znotraj posameznih delegacij in več stikov s prejemniki in drugimi zadevnimi stranmi, ter boljše razumevanje lokalnih razmer, tveganj in priložnosti.
Robust financial management procedures are generally ensured under devolution but are not yet sufficiently developed in respect of the financial monitoring of implementing organisations (see paragraphs 43, 46, 54, 58, 61 and 62). 
Zanesljivi postopki finančnega upravljanja so v okviru dekoncentracije na splošno zagotovljeni, vendar pa pri finančnem spremljanju izvajalskih organizacij še niso dovolj razviti (glej odstavke 43, 46, 54, 58, 61 in 62).
For the time being, problems in recruiting staff with appropriate expertise and using this expertise in an optimal way, difficulties experienced by HQ in providing support to delegations, as yet inadequate financial information systems and complicated procedures are limiting the expected results of devolution in terms of increased speed and improved quality of project management (see paragraphs 44, 45, 47, 52, 55, 59, 60 and 63). 
Rezultati dekoncentracije glede hitrejšega in kakovostnejšega upravljanja projektov so za zdaj slabši od pričakovanih zaradi težav pri zaposlovanju osebja z ustreznim strokovnim znanjem in optimalni uporabi tega znanja, težav, ki so jih imele vodstvene službe pri zagotavljanju podpore delegacijam, pomanjkljivih sistemov finančnih informacij in zapletenih postopkov (glej odstavke 44, 45, 47, 52, 55, 59, 60 in 63).
C 72/4 EN Official Journal of the European Union 22.3.2005 IX. The main recommendations made on the basis of the CourtŐs observations and conclusions are the following: Ń appropriate indicators should be introduced, relating to both speed and quality of aid, which measure progress from year to year and against standards to be set, Ń the actual costs of devolution should be monitored against the estimated costs, Ń the Commission should ensure that its recruitment procedures, salaries and other conditions of employment can attract staff with the appropriate expertise to fulfil the increased staffing needs of its delegations, Ń thematic expertise present within HQ services should be organised in order to provide good quality support to delegations in an efficient way, Ń HQŐs monitoring and support role should be further developed, notably by improving the financial information systems and addressing outstanding training needs, Ń the Commission should increase its efforts to try to reduce delays in project implementation, particularly delays in making payments, which occur outside the delegation, Ń in order to optimise the results of devolution, the Commission should continue to pay particular attention to the simplification, harmonisation and clarification of financial and contractual procedures. 
C 72/4 SL Uradni list Evropske unije 22.3.2005 IX. — — — — — — — Sodišče je na podlagi svojih ugotovitev in sklepov sprejelo naslednja glavna priporočila: uvesti je treba sistem ustreznih kazalcev, ki se bo nanašal tako na hitrost kot na kakovost izvajanja pomoči in s katerimi se bo meril vsakoletni napredek v skladu s standardi, ki bodo določeni, dejanske stroške dekoncentracije je treba spremljati, in sicer s primerjanjem z ocenjenimi stroški, Komisija mora zagotoviti, da bodo njeni postopki zaposlovanja, plače in drugi delovni pogoji takšni, da bodo pritegnili ljudi z ustreznim strokovnim znanjem, ki bodo zapolnili večje potrebe po delovni sili v delegacijah, tematsko strokovno znanje v Evropskem uradu za pomoč in sodelovanje in Generalnem direktoratu za razvoj je treba organizirati in po možnosti združevati, da se delegacijam zagotovi učinkovita in kakovostna podpora, vlogo vodilnih služb na področju spremljanja in podpore je treba še okrepiti, zlasti z izboljšanjem sistemov finančnih informacij in obravnavanjem nerešenih potreb po izobraževanju, Komisija si mora bolj prizadevati za zmanjšanje zamud pri izvajanju projektov, zlasti zamud pri plačeva-nju, ki se izvaja izven delegacij, za optimalizacijo rezultatov dekoncentracije bi morala Komisija še naprej namenjati posebno pozornost poenostavljanju, usklajevanju in pojasnjevanju finančnih postopkov in postopkov za sklepanje pogodb.
4. 
To poročilo je sprejelo Računsko sodišče v Luxembourgu na zasedanju 8. in 9. decembra 2004.
C 72/16 EN Official Journal of the European Union 22.3.2005 THE COMMISSIONŐS REPLIES SUMMARY I. The wide-ranging reform of the management of external assistance, launched by the Commission in May 2000, included both the creation of EuropeAid, which was specifically designed to cope with the transitional period of the reform, and the devolution of the management of the whole project cycle to the delegations. 
22.3.2005 SL Uradni list Evropske unije C 72/5 ODGOVORI KOMISIJE POVZETEK I. Obsežna reforma upravljanja zunanje pomoči, ki jo je Komisija sprožila maja 2000, je vključevala ustanovitev EuropeAid, posebej zasnovanega za premostitev prehodnega obdobja reforme, in tudi prenos upravljanja celotnega ciklusa projektov na delegacije.
Devolution also increased the role of the delegations in matters such as the policy dialogue with the authorities on complex public service and governance-related reforms, and in coordination with other donors. 
Prenos je okrepil tudi vlogo delegacij v vprašanjih, kot so politični dialog z oblastmi glede zahtevnih reform na področju javnih služb in upravljanja, ter pri usklajevanju z drugimi donatorji.
The reform was implemented in conjunction with Commission-wide reforms (such as the introduction of a new Financial Regulation, and the abolition of technical assistance offices) which also had an impact on the devolution process. 
Reforma se je izvajala v povezavi z drugimi reformami na ravni Komisije (kot so uvedba nove finančne uredbe in ukinitev uradov za tehnično pomoč), ki so prav tako vplivale na proces prenosa.
The toolbox of planning and monitoring instruments applied proved to be effective and appropriate for the management of the devolution process. 
Uporabljeni instrumenti za načrtovanje in spremljanje so se izkazali kot učinkoviti in ustrezni za upravljanje procesa prenosa.
V. As devolution progressed, a first reorganisation of the services in EuropeAid took place with the adoption of a new organigramme on 17 February 2003. 
V. Med prenosom je bila s sprejetjem novega organigrama 17. februarja 2003 izvedena prva reorganizacija služb EuropeAid.
Moreover, adjustments in response to the change of functions are now addressed through the headquartersŐ management plan. The Commission is examining measures to organise thematic expertise in full respect of the respective responsibilities of the directorates-general concerned as reflected in the Inter-service Agreement of 2001. 
Poleg tega se prilagoditve zaradi sprememb funkcij sedaj obravnavajo na podlagi načrta za upravljanje sedeža. Komisija preučuje ukrepe za oblikovanje tematskega strokovnega znanja, ob polnem spoštovanju odgovornosti zadevnih generalnih direktoratov v skladu z Medresorskim sporazumom iz leta 2001.
The entire exercise for human resource allocation took place against a background of huge staffing deficit compared with all major donors, including Member States. 
Razporeditev človeških virov se je v celoti izvajala ob velikem pomanjkanju osebja v primerjavi z vsemi pogla-vitnimi donatorji, vključno z državami članicami.
The Commission is committed to overcoming remaining constraints. 
Komisija je odločena premostiti preostale omejitve.
Devolution was just one element of the overall reform package. 
Prenos je bil le eden od elementov celotnega paketa reform.
The results of the reform are closely monitored, and Council and Parliament are kept regularly informed. 
Rezultati reforme se natančno spremljajo z rednim obveščanjem Sveta in Parlamenta.
It is not possible to dissociate the results of devolution from the results of the rest of the package. 
Rezultatov prenosa ni mogoče ločiti od rezultatov preostalega paketa.
Nevertheless, not only was devolution largely completed within the timescale envisaged, but it did not result in the losses of quality, or reduction in speed, which many observers feared. 
Prenos pa ni bil le v veliki meri zaključen v predvidenih rokih, temveč tudi ni vplival na zmanjšanje kakovosti ali hitrosti izvajanja, česar so se mnogi opazovalci bali.
For instance, prior to the reform, the number of years needed to design, implement and complete a project was increasing; since 2000, this trend has been reversed, and projects are now completed faster. 
Pred reformo, na primer, je število let, ki so bila potrebna za načrtovanje, izvajanje in zaključitev projekta, naraščalo; od leta 2000 pa se je težnja preusmerila in projekti se sedaj zaključujejo hitreje.
With devolution, stricter financial controls on implementing organisations (for instance, NGOs or project management units) can be applied on the spot by the delegations. 
S prenosom lahko delegacije na kraju samem uporabijo strožje finančne nadzore nad izvajalskimi organizacijami (na primer NVO ali enote za upravljanje projektov).
Over recent years, the introduction of standard contractual documents has contributed to improving the level of control; moreover, since June 2003, project accounts are subject to an audit before the final payment is made, and an external audit strategy was finalised in 2004. 
V zadnjih letih je uvedba standardnih pogodbenih dokumentov prispevala k izboljšanju ravni nadzora; poleg tega so obračuni stroškov projekta od junija 2003 predmet revizije pred končnim plačilom, leta 2004 pa je bila oblikovana tudi zunanja revizijska strategija.
While some skilled posts are difficult to fill in a number of clearly identified countries, the Commission feels that the variety of staff categories in the delegations generally guarantees a certain measure of staff flexibility and adaptability to requirements. 
V primeru težav pri zapolnjevanju nekaterih delovnih mest, ki zahtevajo posebno strokovno usposobljenost, v nekaterih natančno določenih državah Komisija ugotavlja, da delegacije razpolagajo z vrsto kadrovskih pravil, ki na splošno omogočajo določeno prožnost glede osebja in ustrezno prilagodljivost potrebam.
Measures are being taken to adapt the structure of the services at EuropeAid, to improve financial information systems and to simplify procedures in order to provide more effective support to delegations. 
Sprejemajo se ukrepi za prilagoditev strukture služb EuropeAid, izboljšanje sistemov finančnih informacij in poenostavitev postopkov pri zagotavljanju učinkovitejše podpore delegacijam.
However it is essential to maintain strict standards of financial control. 
Vendar pa je bistvenega pomena ohraniti stroge standarde finančnega nadzora.