natgillin/translations-raw huggingface dataset:
The budget is no longer presented according to the nature of the expenditure but by public policies that are henceforth referred to as ‘missions’. ese are divided into units of parliamentary authorisation called ‘programmes’.
Tem so priloženi načrti za uspešnost, ki vsebujejo merljive cilje, sredstva za njihovo doseganje, kazalnike za spremljanje, orodja za ocenjevanje in notranjo revizijo ter letno poročilo o uspešnosti, ki so mu po potrebi priloženi potrebni popravni ukrepi.
It requires the preparation of annual performance projects (projets annuels de performance) (PAP), which set out the activities of the various administrations for the coming year.
Ta zakon je bil dopolnjen z orodjem za razvrščanje ocen programov (Programme Assessment Rating Tool – PART), ki je bil del President’s Management Agenda (predsedniškega načrta upravljanja) za leto 2000.
Each programme is associated with precise objectives that are linked to result indicators. e objectives are evaluated the following year in the annual performance reports (rapports annuels de performance) (RAP).
Agencije morajo oceniti vsebino in zasnovo programov, njihovo strateško načrtovanje in upravljanje ter njihove rezultate in učinek ter tako pripraviti načrt za izboljšave.
The French Court of Auditors is required to take account of the results recorded.
PART zagotavlja standardizirano strukturo, ki omogoča primerjave med agencijami, ter tako spodbuja širjenje dobrih praks.
First, annual programming requires specific, measurable, achievable, relevant and timed objectives to be set for all the sectors of activity covered by the budget.
Kot prvo, letno načrtovanje zahteva, da se za vse sektorje dejavnosti, ki jih zajema proračun, določijo specifični, merljivi, dosegljivi, ustrezni in časovno opredeljeni cilji.
Achievement of these objectives is to be monitored by performance indicators for each activity, which results in a strong incentive to adopt an activitybased budget.
Doseganje teh ciljev se spremlja s kazalniki uspešnosti, določenimi za posamezne dejavnosti, kar močno spodbuja sprejetje k dejavnostim usmerjenega proračuna.
To facilitate the implementation of the programme, any proposal for a programme or an activity must be subject to ex ante evaluation. is identifies, in particular: the need to be satisfied in the short or long term; the objectives to be achieved; the results expected and the indicators needed to evaluate them; the risks associated with the proposals and the alternatives available; any lessons drawn from previous similar experience; the volume of appropriations, the human resources and other administrative expenditure to be allocated on the basis of the cost/effectiveness principle; and the monitoring system to be set up.
Za lažjo izvedbo tega načrtovanja morajo biti vsi predlogi za program ali dejavnost predhodno ocenjeni. Pri tem se ugotovijo predvsem potrebe, ki jih je treba kratkoročno ali dolgoročno zadovoljiti, cilji, ki jih je treba doseči, pričakovani rezultati in kazalniki, potrebni za njihovo ocenjevanje, tveganja, povezana s predlogi, in druge možne rešitve, pridobljene izkušnje iz podobnih preteklih situacij, višina proračunskih odobritev, kadrovski viri in drugi upravni odhodki, ki se dodelijo na podlagi razmerja med stroški in koristmi, ter sistem spremljanja, ki ga je treba vzpostaviti.
At each agency, the authorising officer is required to submit an annual activity report to the management board stating the results of the operations by reference to the objectives originally set, the risks associated with these operations, the use made of the resources provided and the way the internal control system functions. e activities carried out must also be evaluated ex post, both to assess the results achieved and to improve subsequent programming.
V vsaki agenciji mora odredbodajalec upravnemu svetu predložiti letno poročilo o dejavnostih, v katerem so navedeni rezultati dejavnosti glede na prvotno zastavljene cilje, tveganja v zvezi s temi dejavnostmi, uporaba dodeljenih virov in način delovanja sistema notranje kontrole. Izvedene dejavnosti morajo biti ocenjene tudi naknadno, da se ocenijo doseženi rezultati in izboljša poznejše načrtovanje.
As external auditor, the European Court of Auditors is responsible for verifying the sound financial management.
Evropsko računsko sodišče je kot zunanji revizor odgovorno za kontrolo dobrega finančnega poslovodenja.
The aim ofthe audit wasto consider whetherthe agenciesselectedforthis audit had introduced the procedures and tools needed to provide reasonable assurancethattheiractivities wereperformedinsucha wayastoachieve theresultsexpected.Ittherefore didnotentail makinganappraisalofthe agencies’specificresults(see Box 2). The audit addressedthree questions.
Namen revizije je bil preveriti, ali so zanjo izbrane agencije uvedle primerne postopkein orodja, ki nudijorazumnozagotovilo, daso bile njihove dejav-nostiizvedenetako,dasobilidoseženipričakovanirezultati.Zatonamen revizijenibilaocenaspecifičnihrezultatovagencij(glejokvir2),ampak iskanje odgovorov na naslednjatri vprašanja: a)
(a)Didtheagencies plantheiractivitiesadequately bysettingthemselves specific, measurable objectives?
Ali so agencije svoje dejavnosti ustrezno načrtovale z določanjem speci-fičnihin merljivih ciljev?
(b)Didthe agenciesintroducesoundtoolsfor monitoringtheir activities?
Alisoagencijeuvedlezanesljiveinstrumentezaspremljanjesvojih dejavnosti?
(c)Didtheagenciesreportproperlyontheiractivitiesandevaluatetheir results?
Ali so agencije ustrezno poročale o svojih dejavnostih in ocenjevale svoje rezultate?
The different aspects of the Commission’s role were also examined so as to obtain afuller picture ofthe area covered bythe audit.
Preučeni so bili tudi različni vidiki vloge Komisije, da se pridobi celovitejša slika področja, ki ga pokrivatarevizija.
PERFORMANCE AUDITS bodies have drawn up and implemented appropriate management and monitoring systems so as to optimise the economy, efficiency and effectiveness of their activities, taking into account the prevailing constraints. e audit is thus devoted to analysing and evaluating the key elements of these systems.
REVIZIJE SMOTRNOSTI POSLOVANJA in drugi revidirani subjekti sisteme za upravljanje in spremljanje oblikovali in izvajali tako, da so zagotavljali optimalno gospodarnost, učinkovitost in uspešnost njihovih dejavnosti v okviru danih omejitev. Revizija je torej namenjena analizi in vrednotenju ključnih dejavnikov teh sistemov.
e Court’s performance audit manual4 specifies two approaches for conducting performance audits: (i) auditing performance directly (focusing on the substance of the results); (ii) auditing control systems. is latter approach seeks to determine whether the Commission and the other audited
V Priročniku Sodišča za revizijo smotrnosti poslovanja 4 sta navedena dva pristopa k izvedbi revizij smotrnosti poslovanja: (i) neposredno revidiranje smotrnosti poslovanja (osredotočeno na vsebino rezultatov) in (ii) revidiranje sistemov kontrole. S slednjim pristopom se želi ugotoviti, ali so Komisija
The Court’s performance audit manual is available at the following address: www.eca.europa.eu
Priročnik Sodišča za revizijo smotrnosti poslovanja je na voljo na naslovu www.eca.europa.eu.
Because of the large number of EU decentralised bodies, the Court was obliged, forthisfirstauditofresults-oriented management,tobeselectiveandto exclude the executive agenciesfromits audit enquiries owing to their close dependence on the Commission.
Zaradi velikega števila decentraliziranih organov EU je moralo Sodišče pri tej prvi revizijikrezultatom usmerjenega upravljanjaizbiratiinizvajalskeagencije izključiti iz svojih revizijskih poizvedb zaradi njihove neposredne odvisnosti od Komisije.
Oftheso-calledregulatoryagencies,the Court decided to audit only those covered by Article 185 of the financial regulation, becausethey aresupposedtoconstitute a homogeneous popu-lationintermsofhowtheyareadministered5andtheyarerequiredtoset up managementsystems gearedtoachievingresults.The budgets ofthese agenciestotalled EUR 556 millionfor 2007(see Annex II).
Kar zadeva regulativne agencije, se je Sodišče odločilo revidirati samo tiste, za katere veljajo določbe člena 185 finančne uredbe, saj najbitepredstavljalehomogenocelotogledesvojeadministracije5inker morajo vzpostaviti k doseganju rezultatov usmerjene sisteme za upravljanje. Proračuniteh agencijso zaleto 2007skupaj znašali 556 milijonov EUR(glej Prilogo II).
5The Commission shall adopt a framework financial regulation for the bodies set up by the Communities and having legal personality which actually receive grants charged to the budget.
uredbo za organe, ki jih ustanovita Skupnosti in so pravne osebe, ki dejansko prejemajo donacije iz proračuna.
Discharge for the implementation of the budgets of the bodies referred to in paragraph 1 shall be given by the European Parliament on the recommendation of the Council.
Razrešnico za izvrševanje proračunov organov iz odstavka 1 podeli Evropski parlament na priporočilo Sveta.
The Commission’s internal auditor shall exercise the same powers over the bodies referred to in paragraph 1 as they do in respect of Commission departments.
Notranji revizor Komisije ima ista pooblastila v zvezi z organi iz odstavka 1 kakor v zvezi s službami Komisije.
The bodies referred to in paragraph 1 shall apply the accounting rules set out in Article 133 so that their accounts can be consolidated with the Commission’s accounts (Council Regulation (EC, Euratom) No 1605/2002 (OJ L 248, 16.9.2002, p. 1).
Organi iz odstavka 1 uporabljajo računovodska pravila iz člena 133, da se lahko njihovi računovodski izkazi konsolidirajo z računovodskimi izkazi Komisije (Uredba Sveta (ES, Euratom) št. 1605/2002 (UL L 248, 16.9.2002, str. 1)).
Despite being subject to discharge
Čeprav so bile predmet razrešnice
Fourteen ‘regulatory’ agencies6 replied to a detailed questionnaire (see Box 3).
Štirinajst regulativnih agencij 6 je odgovorilo na podroben vprašalnik (glej okvir 3).
Eight of them were then selected for an on-the-spot audit.
Osem odtehjihje bilo natoizbranih zarevizijo na kraju samem.
This was done by applying a series of criteria intended to cover the various situations prevailing at the time of the audit, such as type of powers, state of the management systems,length oftime established, budget orstaff numbers. The agencies that weresubjecttoan on-the-spotaudit wereinformed ofthefindings of the Court’s auditors and replied to them.
Priizbirije bil uporabljen niz meril, ki upoštevajo različne situacije v času revizije, kot so narava pristojnosti, stanje sistemov za upravljanje, obdobje delovanja agencije, proračun ali število zaposlenih.
These are the findings that form the basisforthisreport.Itshould be pointed outthat onlythesituationin recentyears(2005–07) wasexamined,andalsotheprogrammingforthe financial year 2008.
Agencije, ki so bile predmetrevizije na kraju samem, so bile obveščene o ugotovitvah revizorjev Sodišča in so nanje odgovorile.Teugotovitvepredstavljajoosnovotegaporočila.Poudaritije treba, da sta bila preverjenale stanje zadnjihlet(2005 do 2007)in priprava programa za proračunsko leto 2008. V Prilogi III so prikazana revizijska merila in opažanja po pregledih na krajusamem.
by the budgetary authority for the financial year 2006 under the terms of Article 185 of the financial regulation, the following agencies were excluded from the audit: the European Fundamental Rights Agency (FRA, Vienna) because of the extent of the amendments made to its mandate at the time of the audit; the European GNSS Supervisory Authority (Brussels) and the European Police College (Cepol, Bramshill) because, having only very recently been set up, it was not possible to perform any conclusive audit; the European Agency for Reconstruction (EAR, Thessaloniki), as its mandate expires at the end of 2008; the European Judicial Cooperation Unit (Eurojust, The Hague) and the Translation Centre for the Bodies of the European Union (CdT, Luxembourg), whose activities are particularly atypical as compared with the other ‘regulatory’ agencies.
proračunskega organa za proračunsko leto 2006 v skladu s členom 185 finančne uredbe, naslednje agencije niso bile revidirane: Agencija EU za temeljne pravice (FRA – Dunaj) zaradi širokega obsega sprememb njenih pooblastil v času revizije; Nadzorni organ za evropski GNSS (GSA – Bruselj) in Evropska policijska akademija (CEPOL – Bramshill), ker sta bila šele pred kratkim ustanovljena, kar ne omogoča prepričljive revizije; Evropska agencija za obnovo (EAR – Solun), ker se ji mandat izteče ob koncu leta 2008; Urad za evropsko pravosodno sodelovanje (EUROJUST – Haag) in Prevajalski center za organe Evropske unije (CdT – Luxembourg), katerih dejavnosti se močno razlikujejo od dejavnosti ostalih regulativnih agencij.
OTHER AGENCIES REPLYING TO THE QUESTIONNAIRE
OSTALE AGENCIJE, KI SO ODGOVORILE NA VPRAŠALNIK
(1) European Aviation Safety Agency (EASA, Cologne);(2) European Centre for Disease Prevention and Control (ECDC, Stockholm);(3) European Centre for the Development of Vocational Training (Cedefop, essaloniki);(4) European Monitoring Centre for Drugs and Drug Addiction (EMCDDA, Lisbon); (5) European Railway Agency (ERA, Valenciennes); (6) European Training Foundation (ETF, Turin).
1) Evropski center za razvoj poklicnega usposabljanja (Cedefop – Solun),2) Evropska agencija za varnost v letalstvu (EASA – Köln), 3) Evropski center za preprečevanje in obvladovanje bolezni (ECDC – Stockholm), 4) Evropski center za spremljanje drog in zasvojenosti z drogami (ECSDZD – Lizbona), 5) Evropska železniška agencija (ERA – Valenciennes), 6) Evropska fundacija za usposabljanje (ETF – Torino).
Sound planning should be undertaken at regular intervals, identifying clear objectives, specifyingthe actionto betaken andtheresourcesto be devotedtoit and defining the approach and the timetable to be followed.
Ustrezno načrtovanje je treba izvajati v rednih presledkih, opredeliti jasne cilje, natančno določiti dejavnosti zaizvajanjein vire, ki sejim dodelijo, ter opredeliti pristop in časovni načrt, ki se bosta uporabljala.
Each task thatis adopted should be accompanied by results indicators.
Vsako sprejeto nalogo morajo spremljati kazalnikirezultatov.
In each case, the Court examined whether the basic regulatory requirements concerning planning had been complied with, but also whetherthis planningfittedinto a multiannual frameworkthat wasconsistent withthe Community’ssectoralstrategyand whetherthe objectivesandtheindicators had beenset oncompletion ofan ex ante evaluation,takinginto accounttheresults oftherisk analyses.
Sodiščeje v vseh primerih preverilo, alisosespoštovalezahteveizosnovneuredbevzveziznačrtovanjem,ali jebilotonačrtovanjeprilagojenovečletnemuokviruvskladussektorsko strategijo Skupnostiter aliso bili ciljiin kazalniki določeni po predhodnem ocenjevanju ob upoštevanjurezultatov analiztveganj.
The action taken by the agencies is usually part of a multiannual, sectoral Com-munitystrategyto whichthey arerequiredto contribute.
Dejavnosti agencij so običajno del okvira večletne sektorske strategije Skupnosti, h kateri morajo prispevati.
Amongthe agencies which have optedfor a multiannual approach,several have considered it necessary to adopt a specific strategy that dovetails with the Community’s sectoralstrategy7(see Box 4).
Več agencij, ki so se odločile za večletni pristop, jeocenilo,da morajosprejetiposebnostrategijo,kitesnosledisektorski strategiji Skupnosti 7(glej okvir 4).
COORDINATION OF THE SPECIFIC STRATEGY WITH THE COMMUNITY STRATEGY THE EUROPEAN ENVIRONMENT AGENCY EEA
USKLADITEV POSEBNE STRATEGIJE S STRATEGIJO SKUPNOSTI EVROPSKA AGENCIJA ZA OKOLJE EEA tem so bile določene posebne prednostne naloge.
In November 2003, the agency adopted its strategy document for 2004–08 and is currently preparing a similar document covering the period 2009–13. e agency’s main activities are presented under four headings: (i) climate change; (ii) loss of biodiversity and greater understanding of natural habitats; (iii) protection of human health and the quality of life; (iv) sustainable use and management of natural resources and waste.
Agencija je novembra 2003 sprejela svoj strateški dokument za obdobje 2004–2008 in zdaj pripravlja podoben dokument za obdobje 2009–2013.
Specific priorities have been set for each of these topics. e agency formulated its strategy a er intensive consultation with the various stakeholders. e topics that have been adopted reflect the key priorities of the Community’s sixth environmental action programme (2002–12): it is thus possible to identify the contribution the agency is expected to make to Community sectoral policy.
Glavne dejavnosti agencije so predstavljene po štirih temah: i) podnebne spremembe, ii) izginjanje biotske raznovrstnosti in razumevanje prostorskih sprememb, iii) varstvo zdravja ljudi in kakovost življenja, iv) trajnostna raba in upravljanje naravnih virov ter ravnanje z odpadki. Za vsako od teh
EU-OHSA, EEA, EFSA, Eurofound, and, was explicitly required by their basic act8
EU-OSHA, EEA, Eurofound, EFSA izrecno zahteval njihov osnovni akt 8
Where this was the case, however, theexpectedresults were notstatedsufficientlyclearlytoserveasa good basisforthesubsequent evaluation ofthe actual progress made.
Vendar v teh primerih pričakovani rezul- tati niso bili dovoljjasnoizraženi, da bilahko služili kot osnova za poznejše vrednotenje dejanskega napredka v celotnem obdobju načrtovanja.
of the other agencies that replied to the questionnaire, ECDC, EMCDDA, ETF.
ter od agencij, ki so odgovorile na vprašalnik, tudi ETF, ECSDZD in ECDC.
Although their basic acts do not require it, Frontex and EMEA have also carried out such an exercise.
To sta izvedli tudi EMEA in Frontex, čeprav njun osnovni akt tega ne zahteva.
EU-OSHA, EFSA, Eurofound, and, of the other agencies that replied to the questionnaire, ECDC, ETF.
EU-OSHA, Eurofound, EFSA ter od ostalih agencij, ki so odgovorile na vprašalnik, tudi ECDC in ETF.
10 Commission Regulation (EC, Euratom)
Nekateri osnovni akti od agencij zahtevajo, da izvajajo tekoče načrtovanje, ki odvisno od primera zajema od tri do petlet 9.
Some of the basic acts require the agencies to undertake rolling planning covering between three and five years, depending on the case9.
Glavna prednost takšnega pristopa je tekoča in ažurna perspektiva, ki pokriva več let.
The chief advantage of such an approach is that there is an ongoing and updated perspective cover-ingseveralyears.Eachyear,theyearthathasjustpassedisreplacedbya new final yearin the planning.
Vsako leto se leto, ki se je pravkar izteklo, nadomesti z novim zadnjim letom načrtovanja.
Despite this regulatory requirement, none of theagencies hadset upsuchasystem,asit wasregarded bythe managers astoocomplex.The managementboardshadsimplyadopted multiannual documents accordingtothestated periodicity.
Kljub tej uredbenizahtevi nobena odagencij nivzpostavilatakšnegasistema,sajso ga upravljavci ocenili za prezapletenega. Upravni sveti so preprosto sprejeli večletne dokumente glede naizbrano periodičnost.
11 General (strategic) objectives
11 Splošni cilji (strateški), povezani
Itsometimes happensthat an agency’s multiannual planningstraddlestwo successive Communitystrategies.Thislackofcoordinationand,therefore, consistency withthe political orinstitutional points ofreferencetook away some of the purpose of the multiannual planning and curtailedits potential benefits,in particular asregards dialogue withthe discharge authority.
s kazalniki učinka; posebni cilji, povezani s kazalniki rezultatov; operativni cilji, povezani s kazalniki realizacije.
together with impact indicators; specific objectives together with performance indicators; operating objectives together with implementation indicators.
Včasih se zgodi, da večletno načrtovanje agencije pokriva dve zaporedni strategiji Skupnosti.
Theagencies’frameworkfinancialregulation10stipulates(Article25,para-graph4)that,inordertoimprove decision-making,the Community bodies mustcarry outex anteevaluations oftheir programmes.Theex anteevalu-ation, a kind offeasibility analysis,looksin particular atthe questionsthat needtobesettled,theevaluationofneeds,thesettingofobjectivesand relatedindicators(outcomesandimpact),comparisonofpossibleoptions, theappraisaloftheaddedvaluebroughtbythe Community measuresand the planning of monitoringandevaluation. One oftheex anteevaluation’s main advantages is that it obliges the agencies to present their objectives in a structured manner11 that underpins the whole planning process.
V okvirni finančni uredbi za agencije 10 je določeno (25(4)), da zaradi boljšega odločanja organi Skupnosti redno izvajajo predhodna ocenjevanja svojih programov. Predhodno ocenjevanje, ki je nekakšna analiza izvedljivosti, zajema predvsemobravnavovprašanj,kijihjetrebarešiti,ovrednotenjepotreb, določitevciljevinznjimipovezanihkazalnikov(izidiinučinek),primer-javoizvedljivih možnosti, ocenjevanje dodane vrednosti ukrepov Skupnosti ternačrtovanjespremljanjainvrednotenja.Priagencijahje medglavnimi prednostmipredhodnegaocenjevanjata,daodnjihzahtevastrukturirano predstavitevnjihovihciljev11,kilahkookrepicelotenprocesnačrtovanja.
However, the agencies had not made aformal ex ante evaluation oftheir multiannual planning and,in many cases,the objectives set were expressedtoo vaguely to allow effectivefollow-up.
Vendar agencije nisoizvajale formalnega predhodnega ocenjevanja svojega večletnega načrtovanja in v številnih primerih so bili zastavljeni cilji izraženi premalojasno, da bi omogočali uspešno nadaljnjespremljanje.
12 Known as the staff policy plan.
12 Imenovan načrt kadrovske politike
13 See also Article 40 of the agencies’ framework financial regulation.
13 Glej tudi člen 40 okvirne finančne
Furthermore, the question of human resources had not been consistently included in the multiannual planning documents even though this represents a major constraint.
Poleg tega vprašanje kadrovskih virov v dokumentih večletnega načrtovanja ni bilo dosledno obravnavano,čeprav predstavljaveliko omejitev.
The Commission has nevertheless recommended that each agency drawupa multiannualplanforitsstaffpolicy12andafirstseriesofplans was preparedin June 2007 as part ofthe budget procedure atthe European Parliament’srequest.
Komisijaje kljubtemupredlagala,davsakaagencijapripravivečletninačrtkadrovske politike 12 in prvi niz načrtov je bil na zahtevo Evropskega parlamenta priprav-ljenjunija 2007 v okviru proračunskega postopka.
The basic regulation of each agency requires its director to submit a work programme to the management board13 for approval.
V skladu z osnovno uredbo vsake agencije mora njen direktor predložiti program dela v odobritev upravnemu svetu 13.
In practice, all the agencies didindeed have an annual work programmethat had been drawn up within thetimelimits.
V praksi soimele vse agencije na voljo letniprogramdela,kijebilpripravljenvustreznihrokih.Procespriprave programa dela je dolg, saj se ta običajno pripravlja v prvih devetih ali desetih mesecih predhodnegaleta. Vvečini primerovso upravnisvetiv dvehfazah (spomladiinjeseni),hkratizrazpravooproračunuagencije(glejokvir5), preverili osnutke programov, ki jih je predložil direktor.
Certain draft measures included intheannual workprogrammehadundergoneanexanteevaluation.The support bodies (scientific committee, advisory forum, group of stakeholders, etc.)hadalways beenconsultedonthedraft work programmes.
Podporni organi (znanstveni odbor, posvetovalni forum, skupina zainteresiranih straniitd.) so bili vedno zaprošeni za mnenje o osnutkih programa dela.
Wherethe management board hadanexecutive bureau,there had beena particularly in-depth dialogue atthislevel.
Dialogje bil zlasti poglobljen zizvršnim odborom upravnega sveta, kadarje ta obstajal.
PREPARATION OF THE ANNUAL WORK PROGRAMME THE EUROPEAN MEDICINES AGENCY EMEA e preparation process starts during the summer of year n–2 when each of the agency’s units draws up a ‘context analysis’ for its area of competence.
PRIPRAVA LETNEGA PROGRAMA DELA EVROPSKA AGENCIJA ZA ZDRAVILA EMEA
Management then prepares planning guidelines on these bases in September (n–2).
Oddelki nato v zadnjem četrtletju (leta n-2) pripravijo podrobne osnutke programa dela.