natgillin/translations-raw huggingface dataset:
The programme statements include for each spending programme objectives supported by indicators and targets, which should then be used in the DG’s management plans and annual activity reports. 
Izjave o programih za vsak program porabe vsebujejo cilje, podprte s kazalniki in cilji, ki bi jih bilo nato treba uporabiti v načrtih upravljanja in letnih poročilih o dejavnostih generalnih direktoratov.
(47) Each DG establishes annual management plans to translate their long-term strategy into general and specific objectives, and to plan and manage their activities towards achieving those objectives. 
(47) Vsak generalni direktorat pripravi letni načrt upravljanja, da svojo dolgoročno strategijo prenese v splošne in specifične cilje ter načrtuje in upravlja svoje dejavnosti za doseganje teh ciljev.
(48) An annual activity report is a management report, giving account of the achievement of the key policy objectives and core activities. 
(48) Letno poročilo o dejavnostih je poročilo o upravljanju, ki poroča o doseganju ključnih ciljev politik in osnovnih dejavnostih.
For this chapter, we examine part 1 of the AARs on the results achieved and on the extent to which the results had the intended impact. 
Za to poglavje preučujemo del 1 letnih poročil o dejavnostih v zvezi z doseženimi rezultati in obsegom, v katerem so imeli rezultati načrtovani učinek.
(49) DG for Agriculture and Rural Development (AGRI), DG for Climate Action (CLIMA), DG for Environment (ENV) and DG for Maritime Affairs and Fisheries (MARE). 
(49) GD za kmetijstvo in razvoj podeželja (AGRI), GD za podnebno politiko (CLIMA), GD za okolje (ENV) ter GD za pomorske zadeve in ribištvo (MARE).
EN 13.10.2016 Official Journal of the European Union C 375/107 THE COURT’S OBSERVATIONS 3.61. According to the Commission’s 2015 MP instructions, DGs should establish general objectives with impact indicators (long-term) and specific objectives with result indicators (short/ medium term). According to the Financial Regulation, DGs’ objectives should be SMART (50). 
13.10.2016 Uradni list Evropske unije C 375/107 SL UGOTOVITVE SODIŠČA ODGOVORI KOMISIJE 3.61 V skladu z navodili Komisije, ki so veljala za pripravo načrtov upravljanja za leto 2015, bi morali generalni direktorati določiti (dolgoročne) splošne cilje s kazalniki učinka in (kratkoročne/srednjeročne) posebne cilje s kazalniki rezultatov. V skladu s finančno uredbo morajo biti cilji generalnih direktoratov SMART – specifični, merljivi, dosegljivi, ustrezni in časovno opredeljeni (50).
3.62. In line with our observations in previous years in relation to other DGs, we found that, for all four DGs reviewed, many of the objectives (general and specific) used in the MPs and AARs were taken directly from policy or legislative documents and were thus at too high a level to be useful as management instruments (see Figure 3.5). 
3.62 V skladu z opažanji iz prejšnjih let za druge generalne direktorate je Sodišče ugotovilo, da so vsi štirje pregledani generalni direktorati veliko (splošnih in posebnih) ciljev za načrte upravljanja in letna poročila o dejavnostih neposredno prevzeli iz dokumentov o politikah ali zakonodajnih dokumentov, zato so bili na previsoki ravni, da bi bili koristni kot instrumenti za upravljanje (glej sliko 3.5).
The strategic plan introduces a new approach shifting the focus from short-term planning to a long-term, strategic perspective helping the DGs to align their specific objectives with the long-term objectives defined at Commission. 
3.62 Strateški načrt uvaja nov pristop, s katerim se osredotočenost preusmerja s kratkoročnega na dolgoročno načrtovanje, strateška perspektiva pa generalnim direktoratom pomaga, da uskladijo svoje posebne cilje z dolgoročnimi cilji, ki jih je določila Komisija.
The operational planned outputs for each directorate-general for the year ahead are listed in the Management Plan. 
Operativni načrtovani izložki vsakega GD za naslednje leto so navedeni v načrtu upravljanja.
Since the Court’s observation in relation to the management plans for 2015, the Commission has introduced changes to the SPP cycle notably to provide a clearer framework for the Commission’s accountability and for its services. 
Od opažanja Sodišča glede načrtov upravljanja za leto 2015 je Komisija v cikel strateškega načrtovanja in oblikovanja programov uvedla spremembe, zlasti za določitev bolj jasnega okvira za odgovornost Komisije in njenih služb.
With the new approach, the planning documents as from 2016 are meant to be more streamlined and focused on the priorities of the Commission and the competencies of the DGs, helping them to establish priorities and tell a coherent performance story with a clear distinction between attribution (for results and outputs that are a direct consequence of the Commission services’ activities) and contribution (where the Commission services’ activities play a part in bringing about a given result or an impact) for EU high level policy and spending programmes’ results. 
Z novim pristopom naj bi bili dokumenti načrtovanja od leta 2016 naprej poenostavljeni in bolj osredotočeni na prednostne naloge Komisije in pristojnosti GD, kar naj bi jim pomagalo določiti prednostne naloge in vzpostaviti usklajeno sliko smotrnosti poslovanja z jasno razmejitvijo med pripisovanjem (za rezultate in izložke, ki so neposredne posledice dejavnosti služb Komisije) in prispevki (ko imajo dejavnosti služb Komisije vlogo pri doseganju določenega rezultata ali učinka) v zvezi z rezultati politike EU na visoki ravni in rezultati programov za porabo sredstev.
Figure 3.5 — Examples of objectives not fit for management purposes DG CLIMA: The objective ‘To secure investment for climate related issues’ is not specific as it does not indicate the volume of investment to be secured, and it is not time-bound as there is no deadline to achieve it. 
Slika 3.5 – Primeri ciljev, ki niso primerni za upravljanje GD CLIMA: cilj zagotovitve naložb za zadeve, povezane s podnebjem, ni specifičen, saj v njem ni naveden obseg naložb, ki bi jih bilo treba zagotoviti, in ni časovno opredeljen, saj ni roka za njegovo dosego.
DG ENV: ‘To turn the EU into a resource-efficient, green and competitive economy’ is set as a specific objective. 
GD ENV: kot specifičen cilj je določena preobrazba EU v z viri gospodarno, zeleno in konkurenčno gospodarstvo.
It does not define exactly what the terms used mean, nor does it state how the objective should be achieved. 
Točen pomen uporabljenih izrazov ni natančno opredeljen, niti ni navedeno, kako naj bi se cilj dosegel.
Figure 3.5 — Examples of objectives not fit for management purposes DG CLIMA — The amount and deadline are implicitly defined as the objective and measuring indicators clearly relate to the (climate action sub-programme) of the LIFE programme 2014-2020. 
Slika 3.5 – Primeri ciljev, ki niso primerni za upravljanje GD CLIMA – obseg in rok sta navedena implicitno kot cilj, merjenje kazalnikov pa se jasno nanaša na program LIFE 2014– 2020 (podprogram za podnebne ukrepe).
DG ENV — The Commission notes that the way of how this objective will be achieved is set out on pages 9 and 10 of the Strategic Plan for 2016-2020 of the Directorate-General for Environment and the indicators to measure progress are set out on pages 19 to 21 of the same document. 
GD ENV – Komisija opozarja, da je način, kako naj bi bil cilj dosežen, opredeljen na straneh 9 in 10 strateškega načrta za obdobje 2016–2020 GD za okolje in da so kazalniki za merjenje napredka določeni na straneh 19 do 21 istega dokumenta.
3.63. In total we reviewed 19 objectives of which only four fulfilled all the ‘SMART’ criteria. 
3.63 Pregledali smo skupno 19 ciljev, od katerih so le štirje izpolnjevali vsa merila SMART.
This result is similar to what we have found in previous years. 
Ta rezultat je podoben tistim, ki smo jih ugotovili v prejšnjih letih.
While the objectives examined were relevant to the policy area in which the DGs operate, in many cases the indicators accompanying the objective do not exhaustively measure all aspects at the appropriate level. 
Preučeni cilji so bili sicer ustrezni za področja delovanja generalnih direktoratov, vendar velikokrat s kazalniki, ki spremljajo cilj, ni mogoče temeljito meriti vseh vidikov na ustrezni ravni.
(50) Article 30(3) of Regulation (EU, Euratom) No 966/2012 of the European Parliament and of the Council of 25 October 2012 on the financial rules applicable to the general budget of the Union and repealing Council Regulation (EC, Euratom) No 1605/2002. 
(50) Člen 30(3) Uredbe (EU, Euratom) št.
EN C 375/108 Official Journal of the European Union 13.10.2016 THE COURT’S OBSERVATIONS 3.64. The choice of indicators should be based on considerations such as relevance, measurability, and the availability of timely and reliable performance data. As far as is possible, indicators should meet the ‘RACER’ criteria(51). 
C 375/108 Uradni list Evropske unije 13.10.2016 SL UGOTOVITVE SODIŠČA ODGOVORI KOMISIJE 3.64 Izbira kazalnikov bi morala temeljiti na relevantnosti, merljivosti in razpoložljivosti časovno opredeljenih in zanesljivih podatkov o smotrnosti poslovanja. Kazalniki bi morali čim bolj izpolnjevati merila RACER(51).
Indicators which measure outcomes over which DGs have limited influence should be complemented by other indicators measuring directly the DGs’ activities. 
Kazalnike, s katerimi se merijo izidi, na katere imajo generalni direktorati omejen vpliv, bi morali dopolnjevati drugi kazalniki, ki neposredno merijo dejavnosti generalnih direktoratov.
All four DGs have at least one performance indicator per objective to help management monitor, evaluate and report on achievements. 
3.65 Vsi štirje generalni direktorati imajo vsaj po en kazalnik smotrnosti poslovanja na cilj, da vodstvo lažje spremlja in vrednoti dosežke ter poroča o njih.
Of the 58 indicators in the DGs we examined, 28 fulfilled all the RACER criteria. 
Pri naši preučitvi 58 kazalnikov v teh generalnih direktoratih se je pokazalo, da jih je 28 izpolnjevalo vsa merila RACER.
This is an improvement compared to what we have reported in previous years. 
To pomeni izboljšanje v primerjavi s tem, o čemer smo poročali v prejšnjih letih.
However, as in previous years, we have identified some shortcomings in the indicators being used (see Figure 3.6). 
Toda enako kot v prejšnjih letih smo ugotovili nekaj pomanjkljivosti v kazalnikih, ki se uporabljajo (glej sliko 3.6).
THE COMMISSION’S REPLIES Figure 3.6 — Example of problems with indicators Indicators presented as result indicators but were instead input-oriented, for example in DG AGRI ‘Total investment in renewable energy production’ — This indicator measures the activity directly realised by the intervention instead of focusing on the increase in renewable energy resulting from the investment. 
Slika 3.6 – Primer težave pri kazalnikih Kazalniki, prikazani kot kazalniki rezultatov, ki pa so bili usmerjeni v vložke, na primer v GD AGRI: skupne naložbe v proizvodnjo energije iz obnovljivih virov – ta kazalnik meri dejavnosti, ki so bile neposredno izvedene v okviru intervencije, namesto da bi se osredotočal na povečanje energije iz obnovljivih virov, ki je nastalo zaradi naložbe.
Figure 3.6 — Example of problems with indicators This indicator takes into account not only the EAFRD input but also the national and private contributions to the operations. 
Slika 3.6 – Primeri težav pri kazalnikih Ta kazalnik upošteva ne le vložek EKSRP, temveč tudi nacionalne in zasebne prispevke k dejavnostim.
Therefore, it provides an indication of the triggering effects of the EU/national contributions on private contributions in operations directly addressing the renewable energy objective. 
Tako nakazuje na sprožilni učinek prispevkov EU/nacionalnih prispevkov na zasebne prispevke k dejavnostim, ki neposredno obravnavajo cilj energije iz obnovljivih virov.
The 2023 quantified objective is set up ex ante by the Member States based on a needs analysis of the programming area and is meant to be achieved through a consistent strategy. 
Količinsko opredeljen cilj za leto 2023 so predhodno določile države članice na podlagi analize potreb za programsko območje in naj bi se dosegel z dosledno strategijo.
In addition, and above all, this indicator is complemented by the result indicator ‘renewable energy produced from supported projects’ to be measured by evaluators in 2017, 2019 and ex post evaluation (2024). 
Ta kazalnik zlasti dopolnjuje tudi kazalnik rezultatov „energija iz obnovljivih virov, proizvedena s podprtimi projekti“, ki ga bodo izmerili ocenjevalci med vrednotenjem leta 2017 in 2019 ter med naknadnim vrednotenjem (2024).
Jointly taken, the two indicators will provide a complete picture on results achieved. 
Oba kazalnika bosta skupaj zagotovila celovito sliko o doseženih rezultatih.
(51) Relevant, accepted, credible, easy and robust: ‘Part III: Annexes to impact assessment guidelines’ (European Commission, 15 January 2009 — http://ec.europa.eu/smart-regulation/impact/commis-sion_guidelines/docs/iag_2009_annex_en.pdf). 
(51) Ustrezni, sprejeti, verodostojni, preprosti in trdni: Part III: Annexes to impact assessment guidelines (del III: priloge k smernicam za oceno učinka) (Evropska komisija, 15. januar 2009 – http://ec. europa.eu/smart-regulation/impact/commission_guidelines/docs/ iag_2009_annex_en.pdf).
EN 13.10.2016 Official Journal of the European Union C 375/109 THE COURT’S OBSERVATIONS PART 3 — RESULTS OF THE COURT’S AUDIT ON PERFORMANCE 2015 special reports and other output on performance 3.66. Our special reports examine whether the principles of sound financial management are applied to EU spending. 
13.10.2016 Uradni list Evropske unije C 375/109 SL UGOTOVITVE SODIŠČA DEL 3 – REZULTATI REVIZIJE SMOTRNOSTI POSLOVANJA, KI JO JE IZVEDLO SODIŠČE Posebna poročila iz leta 2015 in drugi izložki, povezani s smotrnostjo poslovanja 3.66 Sodišče v posebnih poročilih preverja, ali se pri porabi EU upoštevajo načela dobrega finančnega poslovodenja.
Within the framework of our 2013-2017 strategy(52), each year we identify a number of priorities on which to focus (53). 
V okviru naše strategije za obdobje 2013–2017 (52) vsako leto opredelimo več prednostnih nalog, na katere se osredotočimo(53).
We choose topics for special reports based on a range of criteria, such as the level of income or spending involved, the risks to sound financial management and the degree of stakeholder interest. 
Teme za posebna poročila izberemo na podlagi več meril, kot so zadevna raven prihodkov ali odhodkov, tveganja za dobro finančno poslovodenje in raven zanimanja deležnikov.
In 2015, we adopted (54) 25 special reports, as listed in Annex 3.1. 
Leta 2015 smo sprejeli (54) 25 posebnih poročil, ki so našteta v Prilogi 3.1.
3.67. Our approach to performance audit naturally evolves to reflect the changing circumstances in which the EU operates. 
3.67 Naš pristop k reviziji smotrnosti poslovanja se razvija glede na spreminjajoče se okoliščine, v katerih deluje EU.
In this annual report, we draw attention to some of the ways that our 2015 special reports take account of these changes: the development of a series of reports examining different aspects of the financial crisis; a series of reports on the chronic problem of youth unemployment; and our response to developments in climate change and the environment. 
V tem letnem poročilu opozarjamo na nekatere načine, na katere naša posebna poročila iz leta 2015 upoštevajo te spremembe: z razvojem niza poročil, ki preučujejo različne vidike finančne krize, poročili o kronični težavi brezposelnosti mladih ter našim odzivom na dogodke v zvezi s podnebnimi spremembami in okoljem.
The financial and later sovereign debt crisis which hit in 2007-2008 has had far-reaching consequences for Europe, and the Member States of the EU and the Union as a whole have taken a number of steps in response (55). 
Odzivi EU na finančno krizo 3.68 Finančna in pozneje dolžniška kriza, ki se je začela v obdobju 2007–2008, je imela daljnosežne posledice za Evropo. Države članice EU in Unija kot celota so v odgovor uvedle več ukrepov (55).
(52) Available on our website, at http://eca.europa.eu. 
(52) Na voljo je na našem spletišču http://eca.europa.eu.
(53) See for example the priorities for 2016, at http://www.eca. europa.eu/en/Pages/home_wp2016.aspx. 
(53) Glej na primer prednostne naloge za leto 2016 na http://www. eca.europa.eu/sl/Pages/home_wp2016.aspx.
(54) Adopted means approved for publication. 
(54) Sprejeto pomeni odobreno za objavo.
(55) See the Court’s 2014 landscape review, ‘Making the best use of EU money: a landscape review of the risks to the financial management of the EU budget’, paragraphs 9 to 11 (http://eca. europa.eu). 
(55) Glej odstavke 9 do 11 panoramskega pregleda Sodišča – Kako najbolje porabiti sredstva EU: panoramski pregled tveganj za finančno upravljanje proračuna EU (http://eca.europa.eu).
Our report on financial assistance to countries in difficulties was a comprehensive analysis of the Commission’s management of the financial assistance provided to five Member States: Hungary, Latvia, Romania, Ireland and Portugal(56). 
Naše poročilo o finančni pomoči, zagotovljeni državam v težavah, je izčrpno analiziralo, kako je Komisija upravljala finančno pomoč, zagotovljeno petim državam članicam: Madžarski, Latviji, Romuniji, Irski in Portugalski (56).
Our conclusions were wide-ranging, drawing attention to the fact that, before the crisis, some warning signs went unnoticed by the Commission, with the result that it found itself unprepared when requests for financial assistance started to arrive. 
Naši zaključki so bili obširni in so opozarjali na to, da je Komisija pred krizo spregledala nekatera opozorilna znamenja, zato ni bila pripravljena na prve zahteve za finančno pomoč.
The Commission’s performance in then mobilising resources to deal with the crisis was mixed, although the Commission was generally successful in issuing debt on behalf of the EU to meet financing needs. 
Smotrnost poslovanja Komisije je bila pri mobilizaciji virov za spopadanje s krizo mešana, toda pri izdajanju dolžniških instrumentov v imenu EU za izpolnjevanje potreb po financiranju je bila na splošno uspešna.
The impact of the Commission’s action was that the Member States mostly met their deficit targets and generally continued with the reforms that had been sparked by the programme conditions. 
Učinek ukrepov Komisije je bil, da so države članice večinoma izpolnile svoje cilje glede primanjkljaja in na splošno nadaljevale z reformami, ki so jih spodbudili programski pogoji.
We made nine recommendations, covering all aspects of this issue. 
Sodišče je izreklo devet priporočil, ki so zajela vse vidike tega vprašanja.
3.70. Greece was one of the Member States most associated with the financial crisis. 
3.70 Ena od držav članic, ki jih najbolj povezujemo s finančno krizo, je bila Grčija.
We therefore published a report focusing specifically on the support provided by the Commission to help Greece implement financial reform(57). 
Zato smo objavili poročilo, ki je bilo posebej osredotočeno na podporo, ki jo je Komisija zagotovila za pomoč Grčiji pri izvajanju finančne reforme (57).
We concluded that the body set up by the Commission to deliver its support, the ‘Task Force for Greece’, had achieved its mandate overall in delivering assistance in line with the requirements of the Greek economic adjustment programmes. 
Prišli smo do zaključka, da je organ, ki ga je Komisija ustanovila za zagotavljanje svoje pomoči, delovna skupina za Grčijo, v glavnem izpolnil svoj mandat zagotavljanja pomoči v skladu z zahtevami grških programov za makroekonomsko prilagoditev.
However, there were shortcomings and mixed results in terms of its influence on the progress of reforms. 3.71. 
Vendar je bilo pri vplivu te skupine na napredek reform nekaj pomanjkljivosti in mešanih rezultatov.
The role of credit rating agencies assumed greater significance as a result of the crisis, leading to the establishment of the European Securities and Markets Authority (ESMA) in 2011. 
3.71 Zaradi krize se je povečala vloga bonitetnih agencij, kar je privedlo do ustanovitve Evropskega organa za vrednostne papirje in trge (ESMA) leta 2011.
Our report on the supervision of credit rating authorities by the EU (58) was therefore an important contribution to more effective management in this area. 
Zato je bilo naše poročilo o nadzoru EU nad bonitetnimi agencijami(58) pomemben prispevek k uspešnejšemu upravljanju na tem področju.
We concluded that, in a short period of time, ESMA had laid down good foundations for carrying out its supervisory role, but that there remained room for improvement in, for example, clarifying methodological criteria and the adequacy of summary statistics disclosed in and the checks carried out relating to the data reported to ESMA’s online repository. THE COMMISSION’S REPLIES 3.69. 
Prišli smo do zaključka, da je organ ESMA v kratkem času vzpostavil dobre temelje za izvajanje nadzora, vendar so še vedno mogoče nadaljnje izboljšave, na primer pri razjasnitvi metodoloških meril in primernosti povzetkov statističnih podatkov, razkritih v podatkih, sporočenih v spletni register organa ESMA, in glede pregledov teh podatkov.
The magnitude and nature of the 2007-2008 global financial crisis was unprecedented. 
3.69 Obseg in narava svetovne finančne krize v letih 2007 in 2008 sta bila brez primere.
The crisis showed that the pre-crisis surveillance framework was not fully adequate in identifying the risk in the underlying fiscal positions in times of unprecedented economic crisis. 
Kriza je pokazala, da pred krizo vzpostavljen nadzorni okvir ni bil v celoti primeren za opredelitev tveganj v osnovnih fiskalnih stanjih v času doslej največje gospodarske krize.
It highlighted the need for a wider approach to surveillance in the banking sector and wider macroeconomy. 
Poudarila je potrebo po širšem pristopu k nadzoru v bančnem sektorju in širši makroekonomiji.
At the point when countries applied for assistance, behind-the-scenes monitoring of a deteriorating situation had been underway and the Commission was in close contact with the national authorities. 
Ko so države zaprosile za pomoč, je v ozadju že potekalo spremljanje vse slabšega stanja in Komisija je bila v tesnih stikih z nacionalnimi organi.
The response to the crisis was immediate and comprehensive. 
Odziv na krizo je bil takojšen in celovit.
Despite acute staff resource constraints and a steep learning curve, the Commission was successful in quickly taking on all its new programme management duties, not only in issuing debt to meet financing needs in all cases. 
Kljub znatnim omejitvam sredstev za osebje in strmi krivulji učenja je bila Komisija uspešna pri hitrem prevzemu vseh novih nalog upravljanja programov, ne samo pri izdajanju dolžniških instrumentov za izpolnitev potreb po financiranju v vseh primerih.
This is acknowledged by the Court, which qualifies this as an achievement. 
To priznava tudi Sodišče in se zato šteje kot uspeh.
All programmes achieved their core economic objectives. 
Vsi programi so dosegli svoje temeljne gospodarske cilje.
The audit recommendations focused on process, decision-making and record-keeping aspects of the Commission’s programme management and the Commission accepted, or partially accepted, all the recommendations. 3.70. 
Revizijska priporočila so bila osredotočena na vidike postopka, sprejemanja odločitev in vodenja evidence pri upravljanju programov s strani Komisije, Komisija pa je sprejela oziroma delno sprejela vsa priporočila.
The Commission acknowledges that the impact of technical assistance on the overall progress of reforms was mixed. 
3.70 Komisija priznava, da je bil učinek tehnične pomoči na splošen napredek reform mešan.
This needs to be seen in the broader political context and taking into account the division of competences between Member States and the European Union Institutions. 
To je treba obravnavati v širšem političnem okviru in ob upoštevanju delitve pooblastil med državami članicami in institucijami Evropske unije.