natgillin/translations-raw huggingface dataset:
Based on these indicators, the Commission should conduct a study to identify overstaffed services or directorates, from which staff can be reallocated to understaffed areas or to other Commission activities. Special Report No 2/2013 – Has the Commission ensured efficient implementation of the seventh framework programme for research? 
Komisija bi na osnovi teh kazalnikov morala izvesti študijo, s katero bi opredelila službe ali direktorate s prevelikim številom zaposlenih, iz katerih je delavce mogoče prerazporediti na področja s premalo zaposlenimi ali na druge dejavnosti Komisije. Posebno poročilo št. 2/2013 – Ali je Komisija zagotovila učinkovito izvajanje Sedmega okvirnega programa za raziskave?
The audit has highlighted a number of causes of longer time to grant as well as good practices on how to deal with those causes that are avoidable. 
Revizija je opozorila na številne vzroke za daljši čas do dodelitve kot tudi dobre prakse za odpravo tistih vzrokov, ki se jim je mogoče izogniti.
Management’s attention to this problem and the existence of an environment which enables effective sharing of good practices are key. 
Pozornost, ki jo vodstvo posveča temu problemu, in okolje, ki omogoča učinkovito izmenjavo dobrih praks, sta ključnega pomena.
The important differences in total time to pay between different directorates also suggest possible scope for improvement (see paragraphs 56 to 66). 
Velike razlike v skupnem času do plačila med različnimi direktorati prav tako kažejo, kaj bi bilo mogoče izboljšati (glej odstavke 56 do 66).
51 RECOMMENDATION 4 Reducing the processing times, in particular of time to grant, requires that processes be automated to the maximum extent possible and implemented consistently across the Commission. To that end, the Commission should review whether more harmonised distribution of responsibilities between services would improve process efficiency. 
51 PRIPOROČILO 4 Skrajšanje časa obravnave, zlasti časa do dodelitve, zahteva kar največjo avtomatizacijo procesov in njihovo dosledno izvajanje v celotni Komisiji, zato bi morala Komisija pregledati, ali bi bolj usklajena porazdelitev odgovornosti med službami izboljšala njihovo učinkovitost.
The Commission should ensure that the distribution of responsibilities is optimised given the changes envisaged under Horizon 2020. 
Komisija bi zaradi sprememb, predvidenih v „Obzorju 2020“, morala zagotoviti optimalno porazdelitev odgovornosti, kar bi omogočilo enostavno izmenjavo najboljših praks med službami in ustvarilo izenačene pogoje, v katerih bi bilo mogoče neposredno primerjati učinkovitost različnih organizacijskih subjektov, ki izvajajo isti program.
The quality controls applied to the selection and follow-up of the projects function well. 
Kontrole kakovosti pri izbiri projektov in nadaljnjem ukrepanju dobro delujejo.
The Commission’s evaluation approach follows best international practice. 
Ocenjevalni pristop Komisije upošteva najboljše mednarodne prakse.
The audit identified one specific gap in quality controls, which relates to the main tool for expert selection. 
Pri reviziji je bila ugotovljena specifična vrzel pri kontrolah kakovosti, ki se nanaša na glavno orodje za izbiro strokovnjakov.
As regards the financial controls, the FP7 control model differs significantly from those found in national funding agencies. 
OP znatno razlikuje od nadzornih modelov, ki jih najdemo pri nacionalnih agencijah za financiranje.
It places greater reliance on controls after payment and attaches less importance to the risk of errors. 
Komisija se bolj opira na kontrole po plačilu in namenja manj pozornosti tveganju napak.
The risk-based control strategies of national funding agencies allow them to focus their control effort on those beneficiaries which constitute a higher risk and ease the burden of controls on less risky beneficiaries (see paragraphs 67 to 83). Special Report No 2/2013 – Has the Commission ensured efficient implementation of the seventh framework programme for research? 
Na tveganju temelječe strategije nadzora nacionalnih agencij za financiranje slednjim omogočajo, da svoja nadzorna prizadevanja osredotočijo na tiste upravičence, ki predstavljajo večje tveganje, in zmanjšajo breme kontrol za manj tvegane upravičence (glej odstavke 67 do 83). Posebno poročilo št. 2/2013 – Ali je Komisija zagotovila učinkovito izvajanje Sedmega okvirnega programa za raziskave?
Both new instruments analysed by the Court in this audit showed their potential to enhance the research funding landscape. 
Oba nova instrumenta, ki ju je Sodišče analiziralo v tej reviziji, sta pokazala svoj potencial za okrepitev financiranja raziskav.
They have met the needs for which they were created. 
Ustrezata namenu, za katerega sta bila ustvarjena.
Sometimes they have been very successful in attracting a specific group of beneficiaries (e.g. SMEs). 
V nekaterih primerih sta zelo uspešno pritegnila posebne skupine upravičencev (npr. MSP).
However, the implementation of JTIs has suffered from an overly complex legal framework (see paragraphs 84 to 93). 
Vendar pa je izvajanje skupnih tehnoloških pobud oviral prezapleten pravni okvir (glej odstavke 84 do 93).
52 RECOMMENDATION 5 The Commission should make its control activities more risk-driven. 
52 PRIPOROČILO 5 Komisija bi morala poskrbeti, da bi njene nadzorne dejavnosti bolj temeljile na tveganju.
The ultimate objective should be to focus its controls on those beneficiaries which are considered to constitute a higher risk and ease the burden on less risky beneficiaries. 
Glavni cilj bi moral biti, da se njene kontrole osredotočijo na tiste upravičence, ki predstavljajo večje tveganje, in da se zmanjša breme kontrol za manj tvegane upravičence.
The beneficiaries should be classified into categories based on their general risk profile and the Commission’s experience with the beneficiary’s control environment. 
Upravičence bi bilo treba razvrstiti v kategorije na podlagi njihovega splošnega profila tveganja in izkušenj Komisije z nadzornim okoljem upravičenca.
Cooperation with national funding agencies could provide further intelligence on beneficiaries’ risk and could also potentially lead to a reduction in the control burden placed on some beneficiaries. 
Sodelovanje z nacionalnimi agencijami za financiranje bi lahko zagotovilo dodatne podatke o tveganju upravičencev in potencialno vodilo k zmanjšanju bremena nadzora, ki so mu izpostavljeni nekateri upravičenci.
As regards the ex post controls, the Commission should extend its single representative sample of controls so that it covers all parts of FP7. 
Pri naknadnih kontrolah bi morala Komisija razširiti svoj enotni reprezentativni vzorec, da bi zajemal vse dele 7. OP.
RECOMMENDATION 6 The Court recommends that the budgetary authorities and the Commission bring the legal framework of JTIs (and of any future similar instruments) into line with their staff complement. 
PRIPOROČILO 6 Sodišče priporoča, da proračunski organi in Komisija pravni okvir skupnih tehnoloških pobud (in morebitnih prihodnjih podobnih instrumentov) uskladijo s svojim številom zaposlenih.
In particular, requirements which do not directly serve the purpose of ensuring proper control should be rationalised. 
Predvsem bi bilo treba racionalizirati zahteve, ki niso neposredno namenjene zagotavljanju primernega nadzora.
The powers of the executive director responsible for the day-to-day management should be increased, enabling the governing board to focus solely on operational and strategic matters. 
Pooblastila izvršnega direktorja, ki je odgovoren za vsakodnevno upravljanje, bi bilo treba povečati, da bi se upravni odbor lahko osredotočil samo na operativne in strateške zadeve.
The risk and possible crowding out effect of the RSFF must be carefully considered. 
Treba je skrbno preučiti tveganje in možni učinek izrivanja RSFF.
The Commission has not sufficiently demonstrated that RSFF funding leads to investments above the level that beneficiaries would have undertaken, without public money anyway (see paragraphs 94 to 97). Special Report No 2/2013 – Has the Commission ensured efficient implementation of the seventh framework programme for research? 
Komisija ni dovolj dobro prikazala, da financiranje iz RSFF vodi do naložb, ki so višje od tistih, ki bi jih upravičenci izvedli tudi brez javnega denarja (glej odstavke 94–97). Posebno poročilo št. 2/2013 – Ali je Komisija zagotovila učinkovito izvajanje Sedmega okvirnega programa za raziskave?
53 RECOMMENDATION 7 To maximise the impact of the RSFF and minimise the risk of crowding out, the Commission needs to demonstrate that it targets those beneficiaries which are unable to secure loan financing from commercial and other lenders. 
53 PRIPOROČILO 7 Za kar največje povečanje učinka RSFF in čim večje zmanjšanje tveganja izrivanja bi morala Komisija pokazati, da je usmerjena na tiste upravičence, ki si ne morejo zagotoviti financiranja s posojilom komercialnih in drugih posojilodajalcev.
Furthermore, the risk-sharing arrangements between the Commission and the EIB should be more clearly set out in the legal basis as is the case for some other financial instruments managed by the Commission. 
Poleg tega bi morali biti dogovori o delitvi tveganja med Komisijo in EIB jasneje določeni v pravni podlagi, kot je pri nekaterih drugih finančnih instrumentih, ki jih upravlja Komisija.
This Report was adopted by Chamber IV, headed by Mr Louis GALEA, Member of the Court of Auditors, in Luxembourg at its meeting of 19 March 2013. 
To poročilo je sprejel senat IV, ki ga vodi Louis GALEA, član Evropskega računskega sodišča, v Luxembourgu na zasedanju 19. marca 2013.
For the Court of Auditors Vítor Manuel da SILVA CALDEIRA President Special Report No 2/2013 – Has the Commission ensured efficient implementation of the seventh framework programme for research? 
Za Računsko sodišče Vítor Manuel da SILVA CALDEIRA Predsednik Posebno poročilo št. 2/2013 – Ali je Komisija zagotovila učinkovito izvajanje Sedmega okvirnega programa za raziskave?
ANNEX I OVERVIEW OF THE AUDIT APPROACH 54 The audit examined whether the Commission has ensured an efficient implementation of FP7. 
PRILOGA I PREGLED REVIZIJSKEGA PRISTOPA 54 Z revizijo se je preverjalo, ali je Komisija zagotovila učinkovito izvajanje 7.
Special Report No 2/2013 Has the Commission ensured efficient implementation of the seventh framework programme for research? 55 ANNEX I DESCRIPTION OF THE AUDIT EVIDENCE COLLECTION METHODS PRELIMINARY STUDY 1. 
2/2013 – Ali je Komisija zagotovila učinkovito izvajanje Sedmega okvirnega programa za raziskave? 55 PRILOGA I OPIS METOD ZA ZBIRANJE REVIZIJSKIH DOKAZOV PREDHODNA ŠTUDIJA 1.
Prior to undertaking the main research study, a preliminary study was conducted to identify the key risks related to efficient implementation of FP7. 
Pred glavno raziskovalno študijo je bila opravljena predhodna študija za opredelitev ključnih tveganj, povezanih z učinkovitim izvajanjem 7. OP.
This exploratory work was based on desk research and interviews with Commission staff involved in the main areas of FP7 implementation, staff dealing with research topics in a number of permanent representations, staff from national research and innovation liaison offices in Brussels and representatives of key beneficiaries such as universities, research organisations and private companies. 
To raziskovalno delo je temeljilo na pregledu dokumentacije in razgovorih z zaposlenimi na Komisiji, ki delajo na glavnih področjih izvajanja 7. OP, zaposlenimi, ki se ukvarjajo z raziskovalnimi temami v številnih stalnih predstavništvih, zaposlenimi v nacionalnih uradih za zvezo za raziskave in inovacije v Bruslju ter predstavniki ključnih upravičencev, kot so univerze, raziskovalne organizacije in zasebna podjetja.
BENCHMARKING VISITS TO NATIONAL FUNDING AGENCIES 2. 
OBISKI PRI NACIONALNIH AGENCIJAH ZA FINANCIRANJE Z NAMENOM PRIMERJAVE 2.
Five countries were selected for comparative analysis, taking into account the quality of the country’s funding system for research, with the aim of comparing to FP7 rules for participation and Commission’s processes. 
Za primerjalno analizo je bilo izbranih pet držav, pri čemer se je upoštevala kakovost sistema financiranja raziskav posamezne države, namen pa je bil primerjati pravila 7. OP za udeležbo in procese Komisije.
In these five countries, a total of 10 agencies for funding research were identified using three main selection criteria: the budgetary size of the funding schemes managed, the similarity of funding approach and the recognised excellence of the schemes. 
V teh petih državah je bilo skupno identificiranih 10 agencij za financiranje raziskav, ki uporabljajo tri glavna merila za izbiro: velikost proračuna upravljanih shem za financiranje, podobnost pristopa do financiranja in priznana odličnost shem.
The following funding agencies were visited: ο in Germany: the German Science Foundation (DFG), the Federal Ministry of Economics and Technology and the Ministry for Economics and European Affairs of Brandenburg (Managing Authority for Structural Funds); ο in the United Kingdom: research councils, the Technology Strategy Board and regional development agencies; ο in France: the French National Research Agency; ο in the United States of America: the National Science Foundation (NSF) and the Department of Energy; and ο in Switzerland: the Swiss National Science Foundation (SNF). Special Report No 2/2013 – Has the Commission ensured efficient implementation of the seventh framework programme for research? 
Obiskane so bile naslednje agencije za financiranje: ο v Nemčiji: Nemška znanstvena fundacija (DFG), Zvezno ministrstvo za gospodarstvo in tehnologijo, Ministrstvo za gospodarstvo in evropske zadeve Brandenburg (upravljalni organ Strukturnih skladov); ο v Združenem kraljestvu: raziskovalni sveti, Strateški odbor za tehnologijo (Technology Strategy Board), agencije za regionalni razvoj; ο v Franciji: Francoska nacionalna raziskovalna agencija; ο v Združenih državah Amerike: Nacionalna znanstvena fundacija (NSF), Ministrstvo za energijo; in ο v Švici: Švicarska nacionalna znanstvena fundacija (SNF). Posebno poročilo št. 2/2013 – Ali je Komisija zagotovila učinkovito izvajanje Sedmega okvirnega programa za raziskave?
56 ANNEX I QUESTIONNAIRE TO BENEFICIARIES 3. 
56 PRILOGA I VPRAŠALNIK ZA UPRAVIČENCE 3.
A sample of more than 300 beneficiaries was asked to comment on aspects important to FP7 implementation, via an electronic questionnaire. 
Več kot 300 vzorčnih upravičencev je prek elektronskega vprašalnika komentiralo pomembne vidike izvajanja 7. OP.
The sample was drawn from the key beneficiaries of FP7 within each category of beneficiaries (higher education sector, research institutions, industry, private entities, SMEs). 
Vzorec je bil odvzet med ključnimi upravičenci 7. OP znotraj vsake kategorije upravičencev (sektor visokošolskega izobraževanja, raziskovalne ustanove, industrija, zasebni subjekti, MSP).
The selected beneficiaries are recipients of almost half of the FP7 budget. 
Izbrani upravičenci so prejemniki skoraj polovice proračuna 7.
Around 40 % of the addressees submitted their responses. SEMI-STRUCTURED INTERVIEWS WITH THE COMMISSION STAFF INVOLVED IN FP7 IMPLEMENTATION 4. 
Svoje odgovore je posredovalo približno 40 % upravičencev, katerim je bil poslan vprašalnik. POLSTRUKTURIRANI RAZGOVORI Z ZAPOSLENIMI NA KOMISIJI, KI SODELUJEJO PRI IZVAJANJU 7. OP 4.
In total eight Commission directorates and/or services were selected to be visited during the audit: ο Directorate H — Aerospace, Global Monitoring for Environment and Security, Security and Defence in DG Enterprise and Industry; ο Directorate E — Digital Content and Cognitive Systems in DG Information Society and Media (now Directorate A in DG Communications Networks, Content and Technology); ο Directorate G — Components and Systems in DG Information Society and Media (now Directorate G in DG Communications Networks, Content and Technology); ο Directorate E — Biotechnologies, Agriculture, Food in DG Directorate Research and Innovation ο Directorate F — Health in DG Research and Innovation; ο Directorate G — Industrial Technologies in DG Research and Innovation; ο Directorate I — Environment in DG Research and Innovation; ο the Research Executive Agency — Space and security research. 
Za obiske med revizijo je bilo skupno izbranih osem direktoratov in/ali služb Komisije: ο Direktorat H – letalska in vesoljska industrija, globalno spremljanje okolja in varnosti, varnost in obramba v GD za podjetništvo in industrijo ο Direktorat E – digitalne vsebine in kognitivni sistemi v GD za informacijsko družbo in medije (sedaj Direktorat A v GD za komunikacijska omrežja, vsebine in tehnologijo) ο Direktorat G – sestavni deli in sistemi v GD za informacijsko družbo in medije (sedaj Direktorat G v GD za komunikacijska omrežja, vsebine in tehnologijo) ο Direktorat E – biotehnologija, kmetijstvo, prehrana v GD za raziskave in inovacije ο Direktorat F – zdravje v GD za raziskave in inovacije ο Direktorat G – industrijske tehnologije v GD za raziskave in inovacije ο Direktorat I – okolje v GD za Raziskave in inovacije ο Izvajalska agencija za raziskave – raziskave na področju vesolja in varnosti 5.
In each directorate, the audit team arranged for semi-structured interviews with the managers of the administrative and financial unit, the horizontal coordination unit (if existing) and two operational units responsible for conducting the evaluation and monitoring of the scientific progress of the projects. 
Revizijska skupina se je v vsakem direktoratu dogovorila za polstrukturirane razgovore z direktorji upravne in finančne enote, horizontalne koordinacijske enote (če obstaja) in dveh operativnih enot, ki sta odgovorni za izvedbo ocenjevanja in spremljanja znanstvenega napredka projektov.
Furthermore, the audit team conducted a set of interviews with the key personnel in each DG/service with the aim of obtaining audit evidence on how the DGs/services manage their internal processes. Special Report No 2/2013 – Has the Commission ensured efficient implementation of the seventh framework programme for research? 
Revizijska skupina je poleg tega opravila niz razgovorov s ključnimi zaposlenimi v vsakem(-ki) GD/službi, da bi pridobila revizijske dokaze o tem, kako GD/službe upravljajo svoje notranje procese. Posebno poročilo št. 2/2013 – Ali je Komisija zagotovila učinkovito izvajanje Sedmega okvirnega programa za raziskave?
57 ANNEX I DESK REVIEW OF A SAMPLE OF PROJECTS 6. 
57 PRILOGA I PREGLED DOKUMENTACIJE VZORCA PROJEKTOV 6.
A sample of 30 coordinators with projects from multiple services was drawn to analyse the Commission procedures from the perspective of the beneficiaries. 
Za analizo postopkov Komisije z vidika upravičencev je bil uporabljen vzorec 30 koordinatorjev s projekti iz različnih služb.
The analysis was used to identify cases which can illustrate the variability of procedures from the beneficiaries’ perspective, to classify common causes of delays in negotiation of projects and to assess the operation of the key controls related to ensuring the quality of spending. 
Z analizo so se opredelili primeri, ki lahko prikažejo raznolikost postopkov z vidika upravičencev, določili so se običajni vzroki za zamude pri pogajanjih o projektih in ocenilo delovanje ključnih kontrol, ki so povezane z zagotavljanjem kakovosti porabe.
QUESTIONNAIRE TO BENEFICIARIES OF RSFF LOANS AND REPRESENTATIVES OF JTIs 7. 
VPRAŠALNIK ZA UPRAVIČENCE DO POSOJIL RSFF IN PREDSTAVNIKE SKUPNIH TEHNOLOŠKIH POBUD 7.
During the audit, all 26 beneficiaries of RSFF loans in the EU window were sent a questionnaire. 
Med revizijo je vseh 26 upravičencev do posojil iz Sklada za financiranje na osnovi delitve tveganja (RSFF) iz okvira EU prejelo vprašalnik.
The aim of the questionnaire was to obtain an overview of the beneficiaries’ motivations for using the RSFF instrument and the results generated by the financed investment. 
Namen vprašalnika je bil dobiti pregled nad razlogi upravičencev za uporabo instrumenta RSFF in rezultati, ki jih je ustvarila financirana naložba.
The JTI representatives and the representatives of the industry associations were asked to fill in a questionnaire in order to obtain a balanced view of the aspects relating to the organisational structures of the JTIs. Special Report No 2/2013 – Has the Commission ensured efficient implementation of the seventh framework programme for research? 
Predstavniki skupnih tehnoloških pobud in predstavniki industrijskih združenj pa so morali vprašalnik izpolniti zato, da bi dobili uravnotežen pregled nad vidiki, povezanimi z organizacijskimi strukturami skupnih tehnoloških pobud. Posebno poročilo št. 2/2013 – Ali je Komisija zagotovila učinkovito izvajanje Sedmega okvirnega programa za raziskave?
ANNEX II FOLLOW-UP OF THE COURT'S PREVIOUS RECOMMENDATIONS 58 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 The complexity of the rules for participation hinders the effective contract management of FP5 and is a complication for beneficiaries. (paragraphs III, 15, 17, 27 to 29). (...) 
PRILOGA II SPREMLJANJE UKREPANJA PO PREDHODNIH PRIPOROČILIH SODIŠČA 58 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 Kompleksnost pravil za udeležbo ovira učinkovito upravljanje pogodb 5.
The Commission should (...) review from first principles the rules for setting the Community’s participation, aiming for significant simplification whilst allowing adequate control over expenditure in a future FP7. 
Komisija bi morala (...)) pregledati pravila za določitev udeležbe Skupnosti od prvih načel dalje, pri čemer bi si morala prizadevati za znatno poenostavitev, hkrati pa omogočiti ustrezen nadzor nad izdatki v prihodnjem 7.
The Court’s previous recommendation of a single cost reimbursement system with three main categories of costs should be one of the main elements to be considered. (paragraph 115) [The Commission] will ensure that the framework programmes’ management model continues to develop, including when the proposal is put forward for the future FP7, focusing in particular on streamlining procedures. 
Predhodno priporočilo Sodišča za enoten sistem za povračilo stroškov s tremi glavnimi kategorijami stroškov bi moral biti eden glavnih elementov za preučevanje. (odstavek 115) [Komisija] zagotovi nadaljnji razvoj modela upravljanja okvirnih programov, tudi ob predložitvi predloga za prihodnji 7.
Some simplifications have been proposed in FP7. 
OP so bile predlagane nekatere poenostavitve.
Simplification of the funding model is an important element of the Commission’s proposal on Horizon 2020 (see paragraph 20). 
Poenostavitev modela financiranja je pomemben element predloga Komisije o programu Obzorje 2020 (glej odstavek 20).
The fragmentation of programmes into five DGs resulted in dilution of responsibilities, duplication of functions and increased need for coordination and consultation (paragraphs V, 46 to 57, 63, 116). 
Razdrobitev programov med pet GD je povzročilo slabitev odgovornosti, podvajanje funkcij in večjo potrebo po usklajevanju in posvetovanju (odstavki V, 46 do 57, 63, 116).
The Court recommends that the structure of the framework programme and the organisation of the Commission services which manage it be brought into line. 
Sodišče priporoča uskladitev strukture okvirnega programa in organizacije služb Komisije, ki program upravljajo.
The basic design of research programmes as single programmes should be reflected in the organisational structure of the Commission. 
Osnovna zasnova raziskovalnih programov kot enotnih programov bi se morala odražati v organizacijski strukturi Komisije.