natgillin/translations-raw huggingface dataset:
The importance of timeliness was stressed in the FP7 decision: ‘Participation in FP7 should be facilitated through (...) the appropriate use of (...) quick procedures’45, and also in the rules for participation: ‘It is necessary that the Union financial contribution reaches the participants without undue delay’46. 
OP: „Sodelovanje v dejavnostih Sedmega okvirnega programa bi bilo treba pospeševati z (...) ustrezno uporabo (...) hitrih postopkov“45, pa tudi v pravilih za udeležbo: „Finančni prispevek Skupnosti bi morali udeleženci prejeti brez nepotrebnih zamud“46.
For this reason, this section focuses on two key time indicators related to FP7 processes: (a) time to grant (TTG) — the length of time required to successfully select a proposal and negotiate a contract; and (b) time to pay (TTP) — the length of time required to make a payment to a consortium of beneficiaries. 
Zato se ta oddelek osredotoča na dva ključna časovna kazalnika, povezana s procesi 7. OP: (a) čas do dodelitve („time to grant“ (TTG)) je čas, ki je potreben za uspešno izbiro predloga in podpis pogodbe; in (b) čas do plačila („time to pay“ (TTP)) je čas, ki je potreben za izvedbo plačila konzorciju upravičencev.
TIME TO GRANT IS DECREASING, BUT THERE HAVE BEEN DIFFERENCES BETWEEN SERVICES DURING THE FIRST 5 YEARS OF FP7 57. 
ČAS DO DODELITVE NEPOVRATNIH SREDSTEV SE SKRAJŠUJE, VENDAR SO V PRVIH PETIH LETIH 7. OP OBSTAJALE RAZLIKE MED SLUŽBAMI 57.
At the inception of FP7, the Commission stated in its impact assessment that ‘efforts should be made to reduce the length of time required to successfully negotiate a contract47’. 
Komisija je ob zasnovi 7. OP v svoji presoji vplivov navedla, da si je treba „prizadevati za skrajšanje časa, ki je potreben za uspešno pogajanje o pogodbi“47.
For projects with similar characteristics (e.g. complexity, size and experience of beneficiaries) the time to grant should not significantly deviate from project to project. 
Pri projektih s podobnimi značilnostmi (npr. kompleksnost, velikost in izkušenost upravičencev) čas do dodelitve ne bi smel znatno odstopati od projekta do projekta.
Short time to grant is important because: (a) it enables projects to start earlier, which is very important in the fields of research and innovation where ideas can easily become outdated; and (b) it makes funding available earlier and thus increases ‘the fluidity of funds for all beneficiaries’48 including SMEs. 
Kratko časovno obdobje do dodelitve je pomembno, ker: (a) omogoča hitrejši začetek projektov, kar je na področjih raziskav in inovacij, kjer ideje lahko hitro zastarijo, zelo pomembno; in (b) zagotavlja hitrejšo razpoložljivost sredstev in tako povečuje „fluidnost sredstev za vse upravičence“48, tudi MSP.
44 Commission internal control standard no 8 ‘Processes and procedures’. 
44 Standard za notranji nadzor Komisije št. 8, „Procesi in postopki“.
45 Recital 23 of Decision No 1982/2006/EC. 
45 Uvodna izjava 23 Sklepa št. 1982/2006/ES.
46 Recital 19 of Regulation (EC) No 1906/2006. 
46 Uvodna izjava 19 Uredbe (ES) št. 1906/2006.
47 SEC(2005) 430, Annex 1, p. 
47 SEC(2005) 430, Priloga 1, str.
48 SEC(2009) 477 final, p. 
48 SEC(2009) 477 final., str.
Time to grant for all successfully negotiated projects in FP7 has been on average 333 calendar days49. 
Čas do dodelitve je za vse uspešno izpogajane projekte v 7.
Over the course of FP7, there has been a clear trend towards shortening the time to grant. 
OP je bila vidna jasna težnja k skrajšanju časa do dodelitve.
Also, with the continuing improvement of internal procedures, TTG statistics per service are converging, but there are still differences between the services. 
Z nenehnim izboljševanjem notranjih postopkov se zbližuje tudi statistika časa do dodelitve po posameznih službah, vendar so med slednjimi še vedno razlike.
Even if only similar projects are taken into account (i.e. projects in the Cooperation Specific Programme), the TTG is around 260 days in DG Communications Networks, Content and Technology, 315 in DG Research and Innovation and 380 in REA and DG Enterprise and Industry50 (see Figure 6). 
Čeprav so upoštevani samo podobni projekti (npr. projekti v posebnem programu „Sodelovanje“), znaša čas do dodelitve približno 260 dni v GD za komunikacijska omrežja, vsebine in tehnologijo, 315 dni v GD za raziskave in inovacije ter 380 dni v Izvajalski agenciji za raziskave (REA) in GD za podjetništvo in industrijo 50 (glej sliko 6).
The time to grant in FP7 is still longer than that of the national funding agencies. 
Čas do dodelitve je v 7. OP še vedno daljši kot pri nacionalnih agencijah za financiranje.
Their average time to grant is in the range of 5 to 7 months. 
Njihov povprečni čas do dodelitve znaša pet do sedem mesecev.
However, the projects funded by the national funding agencies tend to be smaller in terms of budget and often involve only one participant. 
Vendar pa so projekti, ki jih financirajo nacionalne agencije za financiranje, običajno manjši, kar se tiče proračuna, in imajo pogosto le enega udeleženca.
49 Webcorda, projects successfully negotiated before the end of May 2012. 
49 Webcorda, projekti, ki so bili uspešno izpogajani pred koncem maja 2012.
50 REA and DG Enterprise and Industry are treated together as they share the management of the same themes in Cooperation Specific Programme. 
50 Izvajalska agencija za raziskave (REA) in GD za podjetništvo in industrijo se obravnavata skupaj, ker imata skupno upravljanje istih tem v posebnem programu „Sodelovanje“.
Their TTG is higher partly due to the security clearance procedure, which all projects in the security theme have to undergo. 
Njun čas do dodelitve je daljši deloma zaradi postopka pridobitve varnostne odobritve, katerega predmet so vsi projekti pod temo Varnost.
The recent average TTG for projects in the space theme where no security procedure delays the negotiation process was 350 days. 
Zadnji povprečni čas do dodelitve za projekte teme Vesolje, kjer se proces pogajanja ne zakasni zaradi varnostnega postopka, je znašal 350 dni.
FIGURE 6 EVOLUTION OF TTG IN COOPERATION SPECIFIC PROGRAMME 700 600 500 400 300 200 Source: European Court of Auditors. 
700 600 500 400 300 200 Vir: Evropsko računsko sodišče.
REA RTD CNECT 35 Special Report No 2/2013 – Has the Commission ensured efficient implementation of the seventh framework programme for research? 
REA RTD CNECT 35 SLIKA 6 SPREMINJANJE ČASA DO DODELITVE V POSEBNEM PROGRAMU „SODELOVANJE“ Posebno poročilo št. 2/2013 – Ali je Komisija zagotovila učinkovito izvajanje Sedmega okvirnega programa za raziskave?
TTG in calendar days 2007Q3 2007Q4 2008Q1 2008Q2 2008Q3 2008Q4 2009Q1 2009Q2 2009Q3 2009Q4 2010Q1 2010Q2 2010Q3 2010Q4 2011Q1 
Čas do dodelitve v koledarskih dneh 2007Q3 2007Q4 2008Q1 2008Q2 2008Q3 2008Q4 2009Q1 2009Q2 2009Q3 2009Q4 2010Q1 2010Q2 2010Q3 2010Q4 2011Q1
36 SOME OF THE CAUSES OF TTG DELAYS ARE WITHIN THE COMMISSION’S CONTROL 60. 
36 KOMISIJA LAHKO VPLIVA NA NEKATERE OD RAZLOGOV ZA DALJŠI ČAS DO DODELITVE 60.
Commission staff mentioned a number of factors that in their view can influence time to grant51. For those factors where quantification is possible and data were readily available, the Court used a multiple regression analysis to estimate the relative magnitude of their impact. 
Zaposleni na Komisiji so omenili več dejavnikov, ki po njihovem mnenju lahko vplivajo na čas do dodelitve.51 Pri tistih dejavnikih, ki jih je mogoče količinsko opredeliti in za katere so bili podatki takoj na voljo, je Sodišče uporabilo večkratno regresivno analizo za oceno relativne razsežnosti njihovega vpliva.
This suggests that among the possible factors with an impact on TTG, the assignment to a particular service has been an important factor. 
Ta nakazuje, da je med možnimi dejavniki z vplivom na čas do dodelitve nepovratnih sredstev pomemben dejavnik dodelitev določeni službi.
For instance, if a proposal was negotiated by DG Communications Networks, Content and Technology, TTG decreased by 29 %, all other factors being equal. 
Na primer: če se je o predlogu pogajal GD za komunikacijska omrežja, vsebine in tehnologijo, se je čas do dodelitve skrajšal za 29 %, če so bili vsi ostali dejavniki enaki.
The role of other factors (e.g. staff workload, number of participants, consortium‘s experience with FP7) was not material. 
Drugi dejavniki (npr. delovna obremenitev zaposlenih, število udeležencev, izkušenost konzorcija s 7.
The finding that the assignment to a service is an important variable influencing TTG indicates that there is no single cause to explain the differences in TTG. 
Spoznanje, da je dodelitev določeni službi pomembna spremenljivka, ki vpliva na čas do dodelitve, pomeni, da ni enega samega razloga, ki bi pojasnjeval razlike v času do dodelitve.
The assignment to a service is primarily linked with the various characteristics of the services such as the service’s internal procedures, IT systems, internal organisation structure, management prioritisation or specificities not present in other services. 
Dodelitev določeni službi je v prvi vrsti povezana z različnimi značilnostmi služb, kot so njeni notranji postopki, sistemi IT, notranja organizacijska struktura, prednosti pri upravljanju ali posebnosti, ki jih v drugih službah ni.
Thus it combines a multitude of factors which all impact upon TTG. 
Združuje torej številne dejavnike, ki vsi vplivajo na čas do dodelitve.
The Court has also analysed the main causes of long time to grant at the level of individual projects. 
Sodišče je analiziralo tudi glavne razloge za dolgo čakanje na dodelitev na ravni posameznih projektov.
Annex III summarises these causes, dividing them into causes that were unavoidable, causes that could have been partially avoided by the Commission and causes that could have been avoided. 
Ti razlogi so povzeti v Prilogi III, kjer so razdeljeni na razloge, ki so bili neizogibni, razloge, ki bi se jim Komisija lahko delno izognila, in razloge, ki bi se jim bilo mogoče izogniti.
The analysis shows that there are only a few fully unavoidable causes, even though these can have substantial impact on TTG. 
Iz analize je razvidno, da je povsem neizogibnih razlogov le malo, vendar pa imajo lahko precejšen vpliv na čas do dodelitve.
The Commission has started to address some of the avoidable issues during the course of FP7; however some persist, such as poor communication between, or changes in, the officials responsible for project negotiation, or generous deadlines for the submission of information. 
OP začela odpravljati nekatere razloge, ki se jim je mogoče izogniti; vendar pa so nekateri še vedno prisotni, kot so slaba komunikacija med uradniki, ki so odgovorni za pogajanja o projektih, ali menjave slednjih oziroma dolgi roki za predložitev informacij.
51 For instance, ‘the simpler management of smaller consortia bears a potential for reducing average time to grant.’ Source: COM(2010) 187. Special Report No 2/2013 – Has the Commission ensured efficient implementation of the seventh framework programme for research? 
51 Na primer, „Poenostavljeno upravljanje manjših konzorcijev lahko omogoči zmanjšanje povprečnega časa do dodelitve.“ Vir: COM(2010) 187. Posebno poročilo št. 2/2013 – Ali je Komisija zagotovila učinkovito izvajanje Sedmega okvirnega programa za raziskave?
Sharing good practices between services is one way of improving the timeliness of procedures. 
Izmenjava dobrih praks med službami je eden od načinov za izboljšanje pravočasnosti postopkov.
During the interviews, many of the Commission staff pointed out practices that help to mitigate the causes of delays. 
Veliko uslužbencev Komisije je med razgovori izpostavilo prakse, ki pomagajo blažiti razloge za zakasnitve.
There are also lessons that can be learnt from the national funding agencies. 
Nekaj se je mogoče naučiti tudi od nacionalnih agencij za financiranje.
Box 5 summarises good practices identified during the audit. 
V okviru 5 so povzete dobre prakse, ki so bile ugotovljene med revizijo.
BOX 5 PRACTICES WHICH HELP TO REDUCE TIME TO GRANT Process automation ο Measuring progress against the processing targets, which are set for each process step ο Automatic tracking tools, which make collecting monitoring information easy Process consistency ο Ensuring that each proposal or project passes the same steps and is subject to the same controls, which are performed in the same manner Alignment of the organisational structure with the processes ο Short organisational distance between the different persons involved in negotiation ο Giving full responsibility for proposal selection and negotiation to a single team ο Centralisation of support functions Parallel processing Decisive management culture ο Terminating negotiations which exceed negotiation deadlines ο Putting emphasis on the efficiency of processes Source: European Court of Auditors. Special Report No 2/2013 – Has the Commission ensured efficient implementation of the seventh framework programme for research? 
OKVIR 5 PRAKSE, KI PRIPOMOREJO K SKRAJŠANJU ČASA DO DODELITVE Avtomatizacija procesa ο Merjenje napredka glede na procesne cilje, ki so določeni za vsak procesni korak ο Avtomatska orodja za sledenje, ki olajšajo zbiranje informacij o spremljanju Doslednost procesa ο Zagotavljanje, da gre vsak predlog ali projekt skozi enake korake in je predmet enakih kontrol, ki se izvajajo na enak način Uskladitev organizacijske strukture s procesi ο Kratka organizacijska razdalja med različnimi osebami, ki sodelujejo pri pogajanju ο Dajanje polne odgovornosti za izbiro predloga in pogajanje o njem eni sami skupini ο Centralizacija podpornih funkcij Vzporedno izvajanje procesov Odločna kultura upravljanja ο Zaključek pogajanj, ki presegajo pogajalske roke ο Poudarek na učinkovitosti procesov Vir: Evropsko računsko sodišče. Posebno poročilo št. 2/2013 – Ali je Komisija zagotovila učinkovito izvajanje Sedmega okvirnega programa za raziskave?
The managers of the operational units in the Commission indicated that lessons learnt from the negotiations are passed on within their units or directorates. 
Direktorji operativnih enot v Komisiji so navedli, da se izkušnje, pridobljene pri pogajanjih, prenašajo naprej znotraj njihovih enot ali direktoratov.
There is evidence that such information is partially shared through internal committees in a given service. 
Obstajajo dokazi, da se takšni podatki delno skupno uporabljajo v notranjih odborih določene službe.
However, the continuing differences in TTG between services demonstrate that there are inherent organisational barriers which prevent effective sharing and timely implementation of the lessons learnt. 
Vendar pa stalne razlike v času do dodelitve med službami kažejo, da so prisotne notranje organizacijske prepreke, ki preprečujejo učinkovito izmenjavo in pravočasno uporabo pridobljenih izkušenj.
For instance, the distribution of responsibilities within the operational directorates in DG Research and Innovation is not standardised to the extent found in other DGs. 
Porazdelitev odgovornosti znotraj operativnih direktoratov v GD za raziskave in inovacije, na primer, ni standardizirana do enake mere kot v drugih generalnih direktoratih.
The different organisational structures prevent effective sharing of good practices, because what works in one directorate may not always be relevant for other directorates, which are organised differently. 
Različne organizacijske strukture preprečujejo učinkovito izmenjavo dobrih praks, saj tisto, kar dobro učinkuje v enem direktoratu, ni vedno uporabno tudi v drugih, ki so organizirani drugače.
THERE ARE CONSIDERABLE DIFFERENCES IN TIME TO PAY BETWEEN DIRECTORATES 65. 
MED DIREKTORATI OBSTAJAJO PRECEJŠNJE RAZLIKE V ČASU DO PLAČILA 65.
In general, payments should be made as fast as possible52. 
Na splošno, naj bi se plačila izvedla kar najhitreje52.
Interim and final payments should be made within 90 calendar days from the date when the periodic report is considered to be complete53. 
Vmesna in končna plačila naj bi se izvedla v 90 koledarskih dneh od datuma, ko redno poročilo velja za dokončano53.
The beneficiaries are required to submit a periodic report together with a cost claim within 60 days of the end of a reporting period. 
Upravičenci morajo redno poročilo skupaj z zahtevkom za povračilo stroškov predložiti v 60 dneh po koncu obdobja poročanja.
The Commission services determine when the periodic report is acceptable for (partial) payment and can suspend the time limit in case of corrections or if further information is needed from the consortium. 
O sprejemljivosti vmesnega poročila za (delno) plačilo odločajo službe Komisije, ki lahko prekinejo rok v primeru popravkov ali če so potrebne dodatne informacije od konzorcija.
On average more than 85 % of payments related to research grants are made within the time limits. 
V povprečju je več ko 85 % plačil, povezanih z dodelitvami nepovratnih sredstev za raziskave, izvedenih v roku.
However, this indicator does not on its own give a full picture of timeliness. 
Vendar pa ta kazalnik sam ne podaja celotne slike pravočasnosti.
For instance, Directorates E and I of DG Research and Innovation have very similar results. 
Direktorata E in I GD za raziskave in inovacije, na primer, imata zelo podobne rezultate.
Both made around 95 % of payments in 2010 and 92 % in 2011 within the legal time limit set. 
Oba sta v letu 2010 v pravno določenem roku izvedla približno 95 % plačil, v letu 2011 pa 92 %.
However, coordinators of projects managed by Directorate I receive payments for their cost claims on average less than 7 months after the end of the reporting period; whereas in Directorate E it is almost 10,5 months. 
Vendar pa koordinatorji projektov, ki jih upravlja Direktorat I, prejemajo plačila za svoje zahtevke za povračilo stroškov povprečno manj kot sedem mesecev po koncu obdobja poročanja, medtem ko je v Direktoratu E za to potrebno 10,5 meseca.
A difference of more than 3 months over a portfolio of projects is difficult to attribute to outside factors, since the directorates manage similar types of projects with similar participation patterns. 
Več kot trimesečno razliko pri projektnem portfelju je težko pripisati zunanjim dejavnikom, saj direktorata upravljata projekte podobne vrste in s podobnimi vzorci udeležbe.
53 Starting from the third quarter of 2009, the Commission reduced the time limits for making interim and final payments to 90 days to help economic recovery. 
53 Komisija je s tretjo četrtino leta 2009 roke za izvedbo vmesnih in končnih plačil skrajšala na 90 dni, da bi pripomogla k okrevanju gospodarstva.
The legal basis sets the limit at 105 days. 
Pravna podlaga določa rok 105 dni.
(Article 106 of Commission Regulation (EC, Euratom) No 2342/2002 of 23 December 2002 laying down detailed rules for the implementation of the Financial Regulation (OJ L 357, 31.12.2002, p. 
2342/2002 z dne 23. decembra 2002 o določitvi podrobnih pravil za izvajanje finančne uredbe (UL L 357, 31.12.2002, str.
Articles II.14 to II.19 of Annex 2 to the model grant agreement.) 38 Special Report No 2/2013 – Has the Commission ensured efficient implementation of the seventh framework programme for research? 
Členi II.14 do II.19 Priloge 2 k vzorcu sporazuma o dodelitvi) 38 Posebno poročilo št. 2/2013 – Ali je Komisija zagotovila učinkovito izvajanje Sedmega okvirnega programa za raziskave?
39 QUALITY CONTROLS ARE SOUND WITH ONLY A FEW WEAKNESSES 67. 
39 KONTROLE KAKOVOSTI SO DOBRE IN IMAJO LE NEKAJ SLABOSTI 67.
Internal control is broadly defined as a process intended to provide reasonable assurance to the management on the achievement of the DG's objectives. 
Notranji nadzor je na splošno opredeljen kot proces, katerega namen je upravi podati razumno zagotovilo o doseganju ciljev GD.
The quality-related controls aim to ensure that FP7 finances projects of high quality. 
Namen kontrol kakovosti je zagotoviti, da 7.
THE QUALITY CONTROLS WORK WELL 68. 
KONTROLE KAKOVOSTI SE USPEŠNO IZVAJAJO 68.
Under FP7, funds are allocated on the basis of competitive calls for proposals and through independent and merit-based peer review54. 
OP se sredstva dodeljujejo na osnovi konkurenčnih razpisov za zbiranje predlogov ter neodvisnega in na zaslugah temelječega strokovnega pregleda54.
The more reliable the controls of the project selection and project implementation are, the more likely it is that FP7 will finance projects of high quality. 
Zanesljivejši kot je nadzor izbire projekta in njegovega izvajanja, bolj je verjetno, da bo 7. OP financiral projekte visoke kakovosti.
The following key controls critically impact upon the quality of the FP7 selection process and project implementation: (a) Projects are selected by experts who are knowledgeable in the field and do not face a conflict of interest which could impair their objectivity. (b) Experts are guided through the evaluation process by the Commission. (c) The evaluation follows international best practices in the area. (d) Recommendations made during evaluation are adequately addressed before the grant signature. (e) The project officers follow-up the scientific implementation of the projects. (f) Scientific progress achieved by the portfolio of projects is measured against the objectives. 
Naslednje ključne kontrole kritično vplivajo na kakovost procesa izbire in izvajanje projektov 7. OP: (a) projekte izberejo strokovnjaki, ki se spoznajo na zadevno področje in se ne soočajo z navzkrižjem interesov, ki bi lahko negativno vplivalo na njihovo objektivnost; (b) strokovnjake skozi postopek ocenjevanja vodi Komisija; (c) pri ocenjevanju se upoštevajo mednarodne najboljše prakse na zadevnem področju; (d) priporočila, ki so podana med ocenjevanjem, se primerno obravnavajo pred podpisom sporazuma o dodelitvi nepovratnih sredstev; (e) vodje projekta spremljajo znanstveno izvajanje projektov; in (f) znanstveni napredek, dosežen s portfeljem projektov, se meri glede na cilje.
54 Regulation (EC) No 1906/2006. 
54 Uredba (ES) št. 1906/2006.
The Commission evaluates proposals with the assistance of independent experts in order to ensure that only those of the highest quality are selected for funding. 
Komisiji pri oceni predlogov pomagajo neodvisni strokovnjaki, da se zagotovi, da se za financiranje izberejo samo predlogi najvišje kakovosti.
The Commission’s approach is very similar to those followed by the national funding agencies, although evaluation procedures do differ on some points. 
Pristop Komisije je zelo podoben pristopom nacionalnih agencij za financiranje, čeprav se postopki ocenjevanja na določenih mestih razlikujejo.
For instance, only the Commission sets strict criteria concerning the mix of evaluation experts (e.g. geographical mix, proportion of industrial experts, gender balance). 
Samo Komisija, na primer, določa stroga merila glede sestave skupine strokovnjakov za ocenjevanje (npr. različno geografsko poreklo, delež strokovnjakov iz industrije, ravnovesje spolov).
Over the course of FP7, quality controls have improved in terms of guidance provided to the experts and the documentation of the project negotiation phase, during which the experts’ recommendations are addressed. 
Kontrole kakovosti so se med 7. OP izboljšale, in sicer v zvezi z navodili, ki so na voljo strokovnjakom, in dokumentiranjem faze pogajanja o projektu, med katero se obravnavajo priporočila strokovnjakov.
The Commission has also experimented with tools for detecting cases of plagiarism and in this respect it is ahead of the national funding agencies. 
Komisija je poleg tega eksperimentirala z orodji za odkrivanje plagiatorstva in v tem pogledu prehiteva nacionalne agencije za financiranje.
Experts used for the assessment of the proposals submitted are chosen from the EMI database that has been established by the Commission for this purpose. 
Strokovnjaki, ki se uporabljajo za ocenjevanje predlogov, so izbrani iz podatkovne zbirke EMI, ki jo je Komisija oblikovala v ta namen.
All experts who take part in the evaluation exercises are required to register in this database. 
V to podatkovno zbirko se morajo prijaviti vsi strokovnjaki, ki sodelujejo pri ocenjevanjih.