natgillin/translations-raw huggingface dataset:
Horizontal aspects, such as support for small and medium-sized enterprises or international cooperation, should be integrated as far as possible within the thematic programmes. (paragraph 119) The Court recommends that the Commission analyses the possibility of merging the RTD framework programmes in a single entity. (paragraph 123) (...) 
Horizontalni vidiki, kot sta podpora za mala in srednja podjetja ali mednarodno sodelovanje, bi morali biti v največji možni meri vključeni v tematske programe. (odstavek 119) Sodišče priporoča Komisiji, naj analizira možnost združitve okvirnih programov RTR v eno samo celoto. (odstavek 123) (...)
The Court’s recommendations concerning horizontal aspects have largely been adhered to. (...) 
Priporočila Sodišča glede horizontalnih vidikov so bila večinoma upoštevana. (...) en sam„Odbor za upravljanje programa“ nadzoruje vse tematske prednostne naloge v vsakem posebnem programu 6.
One ‘Programme Management Committee’ oversees all thematic priorities in each specific FP6 programme. (...) 
OP. (...)
The Commission shares the Court’s view that effective coordination (...) is crucial to efficient management. (...) 
Komisija se strinja z mnenjem Sodišča, da je učinkovito usklajevanje (...) ključno za učinkovito upravljanje. (...)
The Commission considers that a centralised management model is not appropriate. 
Komisija meni, da model centraliziranega upravljanja ni primeren.
The action plan adopted in January 2003 by the Commission (...) includes a proposal to set up a permanent interdepartmental group to ensure better coordination and cohesion between Commission departments. 
Akcijski načrt, ki ga je januarja 2003 sprejela Komisija (...), vključuje predlog za ustanovitev stalne medresorske skupine za zagotavljanje boljšega usklajevanja in doslednosti med službami Komisije.
The number of Commission services involved in the management of FP7 implementation has even increased. 
Delno izvedeno. Število služb Komisije, ki sodelujejo pri upravljanju izvajanja 7.
For instance, FP7 beneficiaries are faced with some differences which arise from the relative autonomy of the Commission services (see paragraphs 35 to 36). 
Upravičenci 7. OP se na primer srečujejo z nekaterimi razlikami, ki so posledica relativne samostojnosti služb Komisije (glej odstavka 35 in 36).
The Research Enquiry Service was established at the very beginning of FP7. 
Na začetku 7. OP je bila ustanovljena služba za poizvedbe glede raziskav.
In 2011, the Commission established the Research Clearing Committee with a mandate to take final positions on horizontal matters related to the implementation on which the services did not reach consensus (see paragraph 34). 
Komisija je leta 2011 ustanovila Odbor za raziskovalna vprašanja (RCC), ki je pooblaščen za sprejetje končnih stališč glede horizontalnih zadev, povezanih z izvajanjem, pri katerih službe ne uspejo doseči soglasja (glej odstavek 34).
Support for SMEs and international cooperation has been substantially integrated within the thematic programmes. 
Podpora za MSP in mednarodno sodelova‐ nje sta bila močno vključena v tematske programe.
The Court recommends that the Commission considers setting up centralised support functions for: — ‘procedural and legal advice’, — ‘information technology’, — ‘registration and clearing’, and — ‘controlling and reporting’. (paragraph 122) (...) 
Sodišče priporoča, da Komisija razmisli o vzpostavitvi centraliziranih podpornih funkcij za: – „postopkovno in pravno svetovanje“, – „informacijsko tehnologijo“, – „prijavo in izmenjavo informacij“, – „nadzor in poročanje“. (odstavek 122) (...)
To reduce unnecessary duplications, the Commission has implemented several measures, such as the Unique Registration Facility, Research Enquiry Service and Research Clearing Committee (see paragraphs 25, 32 to 34). 
Za zmanjšanje nepotrebnega podvajanja je Komisija uvedla več ukrepov, kot so centralni sistem prijave, Raziskovalno‐informacijska služba in Odbor za raziskovalna vprašanja (glej odstavke 25, 32 do 34).
The support function ‘information technology’ was not centralised. 
Podporna funkcija „informacijska tehnologija“ ni bila centralizirana.
Instead, the Commission services developed IT tools with similar functionalities independently of each other (see paragraph 49). 
Namesto tega so službe Komisije razvile orodja IT s podobnimi funkcijami neodvisno ena od druge (glej odstavek 49).
Special Report No 2/2013 – Has the Commission ensured efficient implementation of the seventh framework programme for research? ANNEX II 59 Court’s key findings in SR 1/2004, which were followed up in the audit Court’s recommendations in SR 1/2004 Commission’s replies to recommendations in SR 1/2004 Court’s assessment of the situation in 2011/2012 Certain rules and practices unnecessarily extend the grant selection process (paragraphs VI, 58 to 61, 68 to 69). 
2/2013 – Ali je Komisija zagotovila učinkovito izvajanje Sedmega okvirnega programa za raziskave? PRILOGA II 59 Ključne ugotovitve Sodišča v Posebnem poročilu 1/2004, katerih upoštevanje se je preučevalo s to revizijo Priporočila Sodišča v Posebnem poročilu 1/2004 Odgovori Komisije na priporočila v Posebnem poročilu 1/2004 Ocena Sodišča glede stanja v letu 2011/2012 Določena pravila in prakse nepotrebno podaljšujejo postopek izbire za dodelitev nepovratnih sredstev (odstavki VI, 58 do 61, 68 in 69).
The Commission should further improve the flexibility of the RTD framework programme and streamline its internal procedures and practices. 
Komisija bi morala dodatno izboljšati prožnost okvirnega programa za RTR ter poenostaviti njegove notranje postopke in prakse.
The Court recommends that administrative procedures be simplified, with the aim of halving the ‘time to contract’ to between 5 and 6 months.(paragraph 120) (...) 
Sodišče priporoča poenostavitev upravnih postopkov, da bi bil„čas do podpisa pogodbe“ pet do šest mesecev (odstavek 120). (...)
The Commission will continue to simplify its administrative procedures in accordance with the new arrangements laid down by the FP6 participation rules. 
Komisija bo nadaljevala s poenostavljanjem svojih upravnih postopkov v skladu z novimi ureditvami, ki jih določajo pravila za udeležbo 6.
Time to grant has only been reduced in 2012 to around 270 days, for most of the services (see paragraphs 56 to 64). 
Čas do dodelitve se je skrajšal šele v letu 2012, in sicer na približno 270 dni za večino služb (glej odstavke 56 do 64).
The Commission experienced difficulties in employing staff with required profiles resulting in uneven caseload, bottlenecks or insufficient monitoring (paragraphs V, 70 to 77). (...) 
Komisija se je soočala s težavami pri zaposlovanju delavcev z zahtevanim profilom, kar je povzročilo neenakomerno delovno obremenitev, ozka grla ali nezadostno spremljanje (odstavki V, 70 do 77). (...)
Particular attention should be paid to reducing the number of vacancies and achieving an equitable allocation of staff resources, based on actual and expected caseload figures, between Directorates-General and between programmes. 
Posebno pozornost bi bilo treba nameniti zmanjšanju števila prostih delovnih mest in doseganju pravične dodelitve kadrovskih virov, ki temelji na dejanski ali pričakovani delovni obremenitvi, med generalnimi direktorati in programi.
This would require the implementation of appropriate monitoring instruments in the framework of Activity Based Budgeting (ABB). (paragraph 121) In line with the Court’s recommendations, the Commission has adopted a package of measures designed to integrate its research staff into the mainstream of the Commission’s personnel policy and to reduce vacancy rates. (...) 
V ta namen bi bilo treba uvesti ustrezne instrumente spremljanja v okviru oblikovanja proračuna po dejavnostih (ABB). (odstavek 121) Komisija je v skladu s priporočili Sodišča sprejela sveženj ukrepov za vključitev svojega raziskovalnega osebja v svojo kadrovsko politiko in za zmanjšanje števila prostih delovnih mest. (...)
The Commission has deployed its Activity-Based Budgeting system [which] (...) will enable systematic monitoring of resource allocations (...) Partially implemented. 
Komisija je uvedla sistem oblikovanja proračuna po dejavnostih [ki] (...) bo omogočil sistematično spremljanje dodelitve kadrovskih virov (...).
The number of vacancies has been reduced. 
Število prostih delovnih mest se je zmanjšalo.
The staff resources continue to be an issue in the management of FP7. 
Kadrovski viri so pri upravljanju 7.
It is not certain that staff resources are equitably allocated between services. (see paragraphs 53 to 55) IT systems deployed were inadequate and not sufficiently integrated with each other. (paragraphs VIII, 82 to 86, 127) (...) 
Ni gotovo, da so kadrovski viri pravično razporejeni med službami (glej odstavke 53 do 55). Uvedeni sistemi IT so bili neprimerni in med seboj premalo povezani. (odstavki VIII, 82 do 86, 127) (...)
The Commission should continue its implementation of a common and integrated IT system. 
Komisija bi morala nadaljevati z izvajanjem skupnega in povezanega sistema IT.
In particular, the development of the IT system should be based on clearly defined user requirements and provide for comprehensive testing of the software before the programmes actually become operational. (paragraph 125) As far as possible, paper-based transactions should be phased out during FP6, with the aim of achieving complete electronic interaction in FP7. (paragraph 126) The Commission accepts however that further integration of its IT systems would have improved the efficiency of the management of FP5 indirect RTD actions (...) Partially implemented. 
Razvoj sistema IT bi predvsem moral temeljiti na jasno določenih uporabniških zahtevah in omogočati celovito preskušanje programske opreme pred dejanskim začetkom delovanja programov. (odstavek 125) „Papirnate“ transakcije bi bilo treba, kolikor je mogoče, med 6. OP postopoma ukiniti, da se v 7. OP doseže povsem elektronska interakcija. (odstavek 126) Komisija se strinja, da bi nadaljnje vključevanje njenih sistemov IT izboljšalo učinkovitost upravljanja posrednih dejavnosti RTR 5.
The Commission has put into operation a number of tools to support FP7 implementation. 
Komisija je uvedla številna orodja, ki podpirajo izvajanje 7. OP.
On the front-office side, the tools have been harmonised across the Commission services; harmonisation of the corresponding back-office tools has not progressed at the same pace (see paragraph 49). 
Glede komuniciranja z upravičenci (front‐office) so orodja usklajena po vseh službah Komisije; usklajevanje pripadajočih podpornih orodij (back‐office) pa ni napredovalo tako hitro (glej odstavek 49).
The tools are not yet fully integrated (see paragraph 51). Special Report No 2/2013 – Has the Commission ensured efficient implementation of the seventh framework programme for research? 
Orodja še niso v celoti povezana (glej odstavek 51). Posebno poročilo št. 2/2013 – Ali je Komisija zagotovila učinkovito izvajanje Sedmega okvirnega programa za raziskave?
ANNEX II 60 Court’s key findings in SR 1/2004, which were followed up in the audit Court’s recommendations in SR 1/2004 Commission’s replies to recommendations in SR 1/2004 Court’s assessment of the situation in 2011/2012 Not all important internal controls were operated effectively. (paragraphs 26, 89 to 94, 100) Internal control activities should be harmonised and their implementation strengthened across the framework programme. 
PRILOGA II 60 Ključne ugotovitve Sodišča v Posebnem poročilu 1/2004, katerih upoštevanje se je preučevalo s to revizijo Priporočila Sodišča v Posebnem poročilu 1/2004 Odgovori Komisije na priporočila v Posebnem poročilu 1/2004 Ocena Sodišča glede stanja v letu 2011/2012 Pomembne notranje kontrole niso vse učinkovito delovale (odstavki 26, 89 do 94, 100).
In particular, the Commission services should jointly define the relevant and necessary controls which address the known risks in this budgetary area. (paragraph 130) The use of preventive controls should be intensified. (paragraph 131) Further efforts will be made to guarantee that the Commission’s procedures are sufficiently standardised within the RTD framework programmes and adequately documented within each directorate-general and programme. 
Službe Komisije bi morale skupaj določiti ustrezne in potrebne kontrole, ki se nanašajo na poznana tveganja na tem proračunskem področju. (odstavek 130) Okrepiti bi bilo treba uporabo preventivnih kontrol. (odstavek 131) Komisija si bo še naprej prizadevala za zadostno standardizacijo svojih postopkov znotraj okvirnih programov RTR in njihovo ustrezno dokumentiranje znotraj posameznega generalnega direktorata in programa.
The Commission will continue its efforts in the areas indicated by the Court. Partially implemented. 
Komisija si bo še naprej prizadevala na področjih, na katera je opozorilo Sodišče.
The procedures have been documented (see paragraph 46), the controls applied to the projects are sound and some controls have been improved (see paragraph 67 to 70). 
Postopki so bili dokumentirani (glej odstavek 46), kontrole, ki se opravljajo pri projektih, so učinkovite, nekaj pa jih je bilo izboljšanih (glej odstavke 67 do 70).
The use of preventive controls has not been intensified. 
Uporaba preventivnih kontrol se ni okrepila.
The Commission has moved away from detailed ex ante controls and places greater reliance on ex post controls (see paragraph 78). 
Komisija je prenehala opravljati podrobne predhodne kontrole in namenja več pozornosti naknadnim kontrolam (glej odstavek 78).
Overall, the Court’s 2011 Annual Report assesses the control systems for the research framework programmes to be partially effective. 
Letno poročilo Sodišča za leto 2011 na splošno ocenjuje, da so nadzorni sistemi okvirnih programov za raziskave delno učinkoviti.
Deficiencies in the management information system prevent effective monitoring of the framework programme in its entirety. (paragraphs XI, 101 to 110) The Court recommends that the Commission develop a comprehensive reporting and controlling system for the RTD framework programmes. (paragraph 135) The Commission should agree on common (...) objectives for the research area and the implementation of the RTD framework programmes. (paragraph 136) As regards the overall monitoring of programme implementation, the legal requirements are complied with by the Commission. 
Pomanjkljivosti v sistemu za upravljanje informacij preprečujejo učinkovito spremljanje celotnega okvirnega programa (odstavki XI, 101 do 110). Sodišče priporoča Komisiji, naj razvije celovit sistem poročanja in nadzora za okvirne programe RTR. (odstavek 135) Komisija bi se morala dogovoriti o skupnih (...) ciljih za področje raziskav in izvajanje okvirnih programov RTR. (odstavek 136) V zvezi s splošnim spremljanjem izvajanja programa Komisija izpolnjuje pravne zahteve.
The establishment of harmonised internal control standards has contributed to the regular production of management reports in addition to those required by the rules. 
Določitev usklajenih standardov za notranji nadzor je prispevala k redni izdelavi poročil o upravljanju, ki so dodana k tistim, ki jih zahtevajo pravila.
The Commission will continue to focus on ongoing improvements to management, setting clear objectives and clear priorities. 
Komisija se bo še naprej osredotočala na stalne izboljšave upravljanja, pri čemer bo postavljala jasne cilje in prednostne naloge.
Implemented. The Commission has established a system for collecting a set of FP7-wide key performance indicators (see paragraph 47). 
Izvedeno. Komisija je vzpostavila sistem za zbiranje ključnih kazalnikov dosežkov za celoten 7.
Special Report No 2/2013 – Has the Commission ensured efficient implementation of the seventh framework programme for research? 61 ANNEX III CAUSES OF LONG TIME TO GRANT BEYOND THE CONTROL OF THE COMMISSION ο Drop-out of partners from the consortium; finding new partners to replace those who have dropped out can take 1–2 months ο Delays in the submission of the requested documentation by beneficiaries or delays due to extensive time taken by beneficiaries to analyse the Commission documents ο Lack of experience with FP7 by the consortium ο Negotiation with financially weak or uncooperative beneficiaries PARTIALLY AVOIDABLE BY THE COMMISSION ο Delayed legal and financial validation of partners due to peaks in validation requests, due to the complexity of validation of SMEs or partners from non-European countries, or due to discussion of the status of particular beneficiaries ο Complexity of rules regarding some specific aspects (e.g. subcontracting, use of third parties) and the need to explain these concepts to beneficiaries ο Periodicity of programme committee meetings ο Under the 'Security' theme, security scrutiny takes around 10 weeks. 
61 PRILOGA III RAZLOGI ZA DOLG ČAS DO DODELITVE NEPOVRATNIH SREDSTEV RAZLOGI, NA KATERE KOMISIJA NE MORE VPLIVATI ο Prenehanje sodelovanja partnerjev v konzorciju; iskanje novih partnerjev za nadomestitev tistih, ki so prenehali sodelovati, lahko traja 1–2 meseca; ο zamude pri predložitvi zahtevane dokumentacije s strani upravičencev ali zamude zaradi prekomernega časa, ki si ga vzamejo upravičenci za analizo dokumentov Komisije; ο pomanjkanje izkušenj s 7. OP v konzorciju; ο pogajanje s finančno šibkimi upravičenci ali upravičenci, ki zavračajo sodelovanje. RAZLOGI, KI SE JIM KOMISIJA LAHKO DELNO IZOGNE ο Zakasnjena pravna ali finančna potrditev partnerjev zaradi prevelikega števila zahtev za potrditev, zaradi kompleksnosti potrjevanja MSP ali partnerjev iz neevropskih držav ali zaradi obravnave statusa določenih upravičencev; ο kompleksnost pravil glede nekaterih posebnih vidikov (npr. oddajanje v podizvajanje, uporaba tretjih oseb) in potreba po razlagi teh konceptov upravičencem; ο rednost sestankov odbora za program; ο v temi „Varnost“ traja varnostni nadzor približno 10 tednov.
(The process is stalled because this step determines which service will be responsible for the project.) Special Report No 2/2013 – Has the Commission ensured efficient implementation of the seventh framework programme for research? 
(Proces se zavlačuje, ker ta korak določi, katera služba bo odgovorna za projekt) Posebno poročilo št. 2/2013 – Ali je Komisija zagotovila učinkovito izvajanje Sedmega okvirnega programa za raziskave?
ANNEX III 62 AVOIDABLE BY THE COMMISSION ο Lack of staff resources with appropriate profiles (e.g. financial officers) in some services at a certain point in time ο Deficiencies in the IT tools such as NEF (in 2009) and CPM (in 2010) ο Extended time needed by the Commission service to react to or analyse the documents submitted by the consortium ο Changes in the officials responsible for project negotiation with the consequence that some checks were redone ο Poor communication between the different officials involved in negotiation ο Fragmentary requests or request presented very late by the Commission service for changes to grant preparation forms or description of work ο Generous deadlines or lack of strict deadlines set by the Commission service for the submission of updated description of work and grant preparation forms ο Linearity of certain process steps (e.g. between panel conclusion and formal opening of negotiation with the consortium) ο Differences in the structure of proposals and the description of work requires an unnecessary extra time for the consortia in preparing their proposals Note: The information was collected through interviews with the managers in the Commission and through a desk analysis of 29 projects. 
PRILOGA III 62 RAZLOGI, KI SE JIM KOMISIJA LAHKO IZOGNE ο Pomanjkanje kadrovskih virov s primernim profilom (npr. finančniki) v nekaterih službah ob določenem času; ο pomanjkljivosti pri orodjih IT, kot so NEF (leta 2009) in CPM (leta 2010); ο daljši čas, ki ga potrebuje služba Komisije, da se odzove na dokumente, ki jih predloži konzorcij, ali da jih analizira; ο zamenjave uradnikov, ki so odgovorni za pogajanje o projektu, zaradi katerih so bila nekatera preverjanja ponovno opravljena; ο slaba komunikacija med različnimi uradniki, ki sodelujejo pri pogajanju; ο razdrobljeni zahtevki ali zelo pozno predloženi zahtevki službe Komisije za spremembe na obrazcih za pripravo dodelitve nepovratnih sredstev ali opisu dela; ο dolgi roki ali pomanjkanje strogih rokov, ki jih določi služba Komisije za predložitev posodobljenih opisov dela in obrazcev za pripravo dodelitve nepovratnih sredstev; ο linearnost nekaterih procesnih korakov (npr. med sklepom delovne skupine in formalnim začetkom pogajanj s konzorcijem); ο razlike v strukturi predlogov in opisu dela zahtevajo nepotreben dodaten čas, da konzorciji pripravijo svoje predloge. Opomba: Informacije so bile zbrane z razgovori z direktorji znotraj Komisije in s pregledom dokumentacije 29 projektov. Posebno poročilo št.
Special Report No 2/2013 – Has the Commission ensured efficient implementation of the seventh framework programme for research? 63 SUMMARY III. 
2/2013 – Ali je Komisija zagotovila učinkovito izvajanje Sedmega okvirnega programa za raziskave? 63 POVZETEK III.
The Commission has aligned FP7 provisions with beneficiaries' practices wherever it could do so in accordance with the other eligibility criteria, in particular in the case of average personnel costs. 
OP), kadar je to v skladu z drugimi merili za upravičenost lahko storila, in sicer zlasti v primeru povprečnih stroškov za zaposlene.
However, in most cases, beneficiaries' general accounting practices are not in line with the other eligibility criteria set out by the legislator. 
Vendar v večini primerov običajne računovodske prakse upravičencev niso v skladu z drugimi merili za upravičenost, ki jih je določil zakonodajni organ.
Under these conditions, further alignment is not possible in FP7. 
V takih razmerah nadaljnje usklajevanje v okviru 7. OP ni mogoče.
Based on the experience with the stakeholder reporting channels it has established, the Commission finds few indications that inconsistencies are widespread. 
Komisija je na podlagi izkušenj s kanali poročanja zainteresiranih strani, ki jih je vzpostavila, odkrila le malo dokazov, ki kažejo na to, da so nedoslednosti splošno razširjene.
Since the very beginning of FP7, the Commission has been committed to ensuring good coordination between the different Commission services implementing the programme. 
Komisija si je že od samega začetka 7. OP prizadevala zagotoviti dobro usklajenost med različnimi službami Komisije, ki izvajajo program.
For this purpose, the Commission has set up in a proactive manner a range of mechanisms for identifying and resolving instances of incoherent treatment by different Commission services. 
Zato je proaktivno vzpostavila vrsto mehanizmov za odkrivanje in reševanje primerov nedoslednega obravnavanja s strani različnih služb Komisije.
These mechanisms include the Research Enquiry Service, interservice groups and the Research Clearing Committee. 
Med te mehanizme spadajo Raziskovalno-informacijska služba, medresorske skupine in Odbor za raziskovalna vprašanja.
The Research Clearing Committee is the mechanism of last resort, which intervenes when the other mechanisms fail to resolve an instance of incoherent treatment. 
Slednji posreduje kot mehanizem, ki se uporabi v skrajnih primerih, ko z drugimi mehanizmi ni mogoče rešiti primerov nedoslednega obravnavanja.
The fact that few cases arrive at the Research Clearing Committee shows that the other mechanisms are effective in addressing and resolving most cases of incoherent treatment. 
Dejstvo, da se Odboru predloži malo primerov, kaže na to, da so drugi mehanizmi učinkoviti pri obravnavanju in reševanju večine primerov nedoslednega obravnavanja.