natgillin/translations-raw huggingface dataset:
The management board is kept informed of these requests at least on an annual basis in the annual activity report and in some cases throughout the year in the regular report of the executive director to the management boards. 
Upravni odbor je vsaj enkrat letno obveščen o teh storitvah na podlagi letnega poročila o delu, v nekaterih primerih pa tudi čez leto, in sicer v rednem poročilu izvršnega direktorja upravnemu odboru.
Commission: The IAS has received the resources necessary to fulfil its current obligations assigned by Article 185 of the financial regulation. 
Komisija: Za notranjo revizijo so bila dodeljena sredstva, potrebna za izpolnitev trenutnih obveznosti v skladu s členom 185 finančne uredbe.
In 2007, audits were conducted in all operating regulatory agencies in the IAS scope. 
Leta 2007 se bile revizije izvedene v vseh delujočih regulativnih agencijah, za katere je pristojna služba za notranjo revizijo.
Audits for agencies that started operations in 2007 are planned for 2008. 
Revizije agencij, ki so začele delovati leta 2007, so predvidene v letu 2008.
Agencies: However, small agencies cannot necessarily afford a full-time internal controller or internal auditor. 
Agencije: Vendar si majhne agencije ne morejo vedno privoščiti notranjega nadzornika ali notranjega revizorja s polnim delovnim časom.
Agencies: Following the Court’s audit, certain agencies are now considering developing ‘outcome’ and ‘impact’ indicators in addition to those in place. 
Agencije: Na podlagi revizije Sodišča nekatere agencije razmišljajo o razvoju kazalnikov izida in učinka, ki bi dopolnjevali obstoječe kazalnike.
In this context, they always welcome support from the European Commission. 
V zvezi s tem so vedno pripravljene sprejeti podporo Evropske komisije.
Agencies: Size and available resources, including the tools in place to collect the data, availability of staff and budget, have an impact on the indicators that are defined and followed. 
Agencije: Velikost in razpoložljiva sredstva, vključno z obstoječimi orodji za zbiranje podatkov, razpoložljivost osebja in poračun vplivajo na opredelitev in spremljanje kazalnikov.
The agencies continuously strive to implement and utilise the most appropriate indicators. 
Agencije si stalno prizadevajo, da bi izbirale in uporabljale najprimernejše kazalnike.
Agencies: Performance indicators are appropriate for all agencies, however, ex ante evaluations and multiannual programmes do not concern all agencies to the same extent. 
Agencije: Kazalniki rezultatov so primerni v vseh agencijah, vendar predhodna ocenjevanja in večletni programi ne zadevajo vseh agencij enako.
Agencies: The agencies intend to continuously improve their monitoring and reporting. 
Agencije: Agencije nameravajo stalno izboljševati svoje spremljanje in poročanje.
Agencies: Indeed, the annual activity report is not the only means of informing the management board on the impact of the activities of the agencies. 
Agencije: Poudariti je treba, da poročilo o dejavnostih ni edino sredstvo obveščanja upravnega odbora o vplivu dejavnosti agencij.
As a governance body and in accordance with the basic regulations, the management boards of the agencies adopt the annual work programme and are kept informed of its implementation in the annual activity report. 
Kot upravni organi in v skladu z osnovnimi uredbami upravni odbori agencij sprejmejo letni program dela in so obveščeni o njegovem izvajanju na podlagi letnega poročila o delu.
In some cases, the management board is assisted by an advisory body to provide advice in particular on annual programming and budget matters. 
V nekaterih primerih upravnemu odboru pomaga svetovalni organ, ki svetuje zlasti glede letnega načrtovanja in proračuna.
In addition, the management boards have the power to request additional information to corroborate/substantiate items reported. 18. 
Poleg tega lahko upravni odbori zahtevajo dodatne informacije v dopolnilo ali potrditev podatkov iz poročil.
Commission: Each agency’s management board on which the Commission is in a minority is responsible for adopting and implementing such guidelines where it sees fit. 
Komisija: Upravni odbor vsake agencije, v katerem je Komisija manjšinsko zastopana, je pristojen za sprejetje takih smernic, če je to primerno, in za njihovo izvajanje.
On those agency management boards where it is represented, the Commission intends to make proposals regarding the introduction of good administrative practice. 
Komisija namerava predstaviti upravnim odborom agencij, v katerih je zastopana, nekatere predloge v zvezi z izvajanjem dobrih upravnih praks.
Although the agencies are independent bodies, the Commission’s standing instructions for the preparation of the annual activity reports are nevertheless available to them. 
Čeprav so agencije samostojni organi, so jim navodila Komisije za pripravo letnih poročil o delu vsekakor na voljo.
Agencies: For most agencies, the timing of the first evaluation is imposed by their founding regulation. 
Agencije: Osnovna uredba določa rok izvedbe prvega ocenjevanja za večino agencij.
In some cases, the scope of the first evaluation included more than just the start-up phase aspects. 
V nekaterih primerih prvo ocenjevanje ne zajema zgolj vidikov, vezanih na zagon.
Agencies: In some agencies, the management board is involved in the management of the evaluation with administrative support from the agency. 
Agencije: V nekaterih agencijah je upravni odbor vključen v upravljanje ocenjevanja, pri čemer agencija zagotovi upravno podporo.
Commission: As a follow-up to this study, the Commission is currently carrying out during 2008 a new similar meta-study on decentralised agencies which will be mainly based on findings from existing evaluations on agencies. 
Komisija: Kot nadaljevanje te študije Komisija v letu 2008 trenutno izvaja podobno meta-študijo o decentraliziranih agencijah, ki bo upoštevala predvsem izsledke iz obstoječih ocenjevanj agencij.
The Commission has also provided the budgetary authority with an overview document based on the main findings from the evaluation reports on individual agencies2. 
Komisija je proračunskemu organu tudi predložila pregled na podlagi najpomembnejših izsledkov iz poročil o ocenjevanju posameznih agencij 2.
Commission: Agencies are independent Community bodies and accountable to the budgetary authority and the discharge authority. 
Komisija: Agencije so neodvisni organi Skupnosti, ki odgovarjajo pred proračunskim organom in organom za razrešnico.
Their management boards, in which the Commission is in a minority (if represented at all), are responsible for the decisions to be taken as regards their management and working methods. 
Njihovi upravni odbori, v katerih je Komisija manjšinsko zastopana (ali sploh ni zastopana), so odgovorni za odločitve v zvezi z upravnimi in delovnimi postopki.
The relatively small size of the agencies gives them significant advantages in terms of concentration on core tasks, internal procedures and adaptability that larger organisations do not enjoy. 
Agencije so razmeroma majhne, to pa jim zagotavlja pomembne prednosti pri določanju temeljnih nalog in notranjih postopkov ter prilagodljivosti, kakršnih večje organizacije ne poznajo.
The Commission offers agencies assistance in activity-based management but is conscious of how difficult it is to raise awareness on the subject. 
Komisija zagotavlja agencijam pomoč pri upravljanju po dejavnostih, vendar se zaveda, da je ozaveščanje agencij težavno.
The recent communication to the Council and the European Parliament entitled ‘European agencies — The way forward’3 indicated this concern and stated that the Commission would be reviewing its internal procedures in its relations with agencies. 
Komisija je ta pomislek izrazila v pred kratkim pripravljenem Sporočilu Evropskemu parlamentu in Svetu „Evropske agencije – smernice za prihodnost“ 3 in navedla, da bo pregledala svoje notranje postopke za urejanje svojih odnosov z agencijami.
With a view to facilitating access to information about agencies, a common website for Commission/regulatory agencies has been recently launched. 
Da bi dostop do informacij o agencijah postal prijaznejši, je bilo pred kratkim oblikovano skupno spletišče Komisije in regulativnih agencij.
The aim of the common website is to establish a comprehensive, up-to-date library of information material relating to the agencies; to promote an understanding of the common challenges faced by the agencies working in the legislative framework of the EU; and to continuously improve the way the agencies function by learning from good approaches followed by other agencies. 
Namen skupnega spletišča je vzpostavitev obsežnega in posodobljenega kataloga informacijskega gradiva v zvezi z agencijami, spodbujanje razumevanja skupnih izzivov, s katerimi se spopadajo agencije, ki delujejo v pravnem okviru EU, ter stalno izboljševanje načina delovanja agencij na podlagi učenja iz dobrih pristopov, ki jih uporabljajo druge agencije.
2 Letter of 10 October 2007 [D(2007) ref.1150]. 
2 Pismo z dne 10. oktobra 2007 (D(2007) ref. 1150.
3 See footnote in point VI. 
3 Glej navedbe pod točko VI.
Commission: As part of the above communication, the Commission conducts an internal analysis of how ultimately to coordinate the positions taken by its representatives on those agencies’ management boards where it is represented regarding best practice to be applied across all agencies. 
Komisija: V okviru nedavnega sporočila, ki je navedeno zgoraj, Komisija obravnava vprašanje, kako uskladiti stališča njenih predstavnikov v upravnih odborih agencij, v katerih je zastopana, glede dobrih praks, ki jih je treba izvajati transverzalno v agencijah.
The recommendations resulting from assessments are part of this best practice. 
Priporočila v okviru ocenjevanj so del teh dobrih praks.
The management board of the agency is the decisional body within the agency that can decide over recommendations made by the evaluations, including the Commission 2003 meta-evaluation. 
Upravni odbor agencije je organ, ki lahko v agenciji odloča glede priporočil iz ocenjevanj, vključno z „meta-oceno“ Komisije iz leta 2003.
Commission: The process of the revision of the framework financial regulation (FFR) of the agencies was launched by the Commission following the adoption of modifications to the general financial regulation in December 2006. 
Komisija: Proces ponovnega pregleda okvirne finančne uredbe agencij je Komisija sprožila v skladu s sprejetjem sprememb splošne finančne uredbe decembra 2006.
It is only now (April 2008) being completed by the legislative authority. 
Odredbodajalec ga zaključuje šele zdaj (april 2008).
The previous version of the FFR came into effect in 2003, as part of the major reform of the financial regulation (FR) which itself came into effect on 1 January 2003. 
Prejšnja različica okvirne finančne uredbe je začela veljati leta 2003, kot del večje reforme finančne uredbe, ki je začela veljati 1. januarja 2003.
Certain of the institutions and bodies had difficulties implementing all the provisions of the reformed FR that year, as the Court has pointed out. 
Sodišče je poudarilo, da so nekatere institucije naletele na težave pri izvajanju vseh določb spremenjene finančne uredbe v navedenem letu.
This effect may account for a lag between the establishment of certain management practices in the Commission and their establishment in the agencies. 
Ta učinek lahko povzroči časovni zamik med vzpostavitvijo nekaterih praks upravljanja v Komisiji in njihovo vzpostavitvijo v agencijah.
Agencies: This is changing as the new methods foreseen are being taken on board in the FFR and in the practices of certain agencies. 
Agencije: Na tem področju so zaznavne spremembe, saj so bile predvidene nove metode sprejete v okvirni finančni uredbi in praksah nekaterih agencij.
Agencies: See reply to point 45 above. 
Agencije: Glej odgovor na točko 45 zgoraj.
However, ex ante evaluations do not concern all agencies to the same extent and should essentially address agencies managing programmes rather than agencies acting as an authority. 
Vendar predhodna ocenjevanja ne zadevajo vseh agencij enako in bi se morala izvajati predvsem v agencijah, ki upravljajo programe, ne pa v agencijah, ki delujejo kot organ.
This exercise will mainly increase transparency for agencies working in a more stable environment. 
Ta ukrep bo v glavnem povečal preglednost v agencijah, ki delujejo v bolj stabilnem okolju.
However, with the final budget being decided at the end of the year and with the work programme being issued during the year, there is a possibility of divergence between the annual work programme and the final budget, in particular in the case of a significant change of funding. 
Vendar razhajanja med letnim programom dela in končnim proračunom ni mogoče izključiti, še zlasti ob znatnih spremembah v financiranju, saj je končni proračun določen na koncu leta, letni program pa med letom.
Agencies: The agencies recognise the interest of AAB as a tool for better sound financial management. 
Agencije: Agencije priznavajo pomen k dejavnostim usmerjenega proračuna kot sredstva za boljše izvajanje dobrega finančnega poslo-vedenja.
That is why some agencies decided to present an ABB. 
Zato so se nekatere agencije odločile predložiti k dejavnostim usmerjen proračun.
Nevertheless, it is a quite recent process that needs to be further consolidated and discussed in the future budgetary procedure. 
Vendar je ta postopek razmeroma nov, zato pa ga je treba nadalje konsolidirati in o njem razpravljati v nadaljnjem proračunskem postopku.
In any case, the management tools should be the most suitable for the needs of the agencies. 
Vsekakor morajo biti orodja za upravljanje najprimernejša za potrebe agencij.
Agencies: All agencies implemented tools to allow for the monitoring of the implementation of their activities. 
Agencije: Vse agencije so uporabljale orodja, ki omogočajo spremljanje izvajanja njihovih dejavnosti.
Their objective is to continuously assess and improve the tools in place. 
Pri tem imajo za cilj stalno ocenjevanje in izboljševanje obstoječih orodij.
As an example, some agencies have now implemented time tracking tools to provide better transparency. 
Nekatere agencije so na primer uporabljale orodje za beleženje časa in s tem zagotovile večjo preglednost.
Agencies: In the context of continuously improving the monitoring tools, the idea is to share best practices between the agencies when appropriate and acquire new tools if necessary. 
Agencije: V sklopu stalnega izboljševanja orodij za spremljanje si agencije po potrebi izmenjujejo najboljše prakse in pridobivajo nova orodja.
As regards management boards, they are informed at least annually and in some cases, more frequently about the follow-up of activities. 
Upravni odbori se glede nadaljevanja dejavnosti obvestijo vsaj enkrat letno in v nekaterih primerih pogosteje.
Agencies: All agencies (with respect to the regulations) have submitted an annual activity report to their management board. 
Agencije: Vse agencije so (ob upoštevanju uredb) svojemu upravnemu odboru predložile letna poročila o dejavnosti.
They agree that this report should better focus on the result and achievement of the objectives. 
Strinjajo se, da bi se moralo to poročilo bolj osredotočati na rezultate in doseganje ciljev.
Agencies: The management boards have the power to request additional information to corroborate/substantiate items reported. 
Agencije: Upravni odbori lahko zahtevajo dodatne informacije v dopolnilo ali potrditev podatkov iz poročil.
Commission: As a general rule, the FFR for the agencies places the obligation to evaluate on the agencies. However, specific requirements on evaluation have been set out in some of the agencies’ constituent acts. Not all constituent acts giving the main responsibility for evaluation to the agencies themselves include the requirement to agree the terms of reference with the Commission. 
Komisija: Okvirna finančna uredba za agencije na splošno nalaga obveznost ocenjevanja agencijam. Vendar so posebne določbe o ocenjevanju zajete v nekaterih ustanovnih aktih agencij. Zahteva po usklajevanju pristojnosti s Komisijo ni zajeta v vseh ustanovnih aktih, ki določajo, da nosijo glavno odgovornost ocenjevanja same agencije.
Agencies: In some agencies, the management board and/or the Commission is involved in the management of the evaluation with administrative support from the Agency. 
Agencije: V nekaterih agencijah je v upravljanje ocenjevanja vključen upravni odbor in/ali Komisija, pri čemer agencija zagotovi upravno podporo.
45 RECOMMENDATIONS 1. 
45 PRIPOROČILA 1.
Agencies: The agencies generally accept the Court’s recommendations, most of which have begun to be implemented, with due regard to the specific nature of each. 
Agencije: Agencije na splošno sprejemajo priporočila Sodišča, večina jih je že začela izvajati ob upoštevanju lastnih posebnosti.
Agencies: See reply to points 12 and 47. 
Agencije: Glej odgovora na točki 12 in 47.
Agencies: See reply to points 26 and 52. 
Agencije: Glej odgovora na točki 26 in 52.
Agencies: See reply to points 19 and 49. 
Agencije: Glej odgovora na točki 19 in 49.
Agencies: See reply to points 22, 23, 24, 50, 51 and 52. 
Agencije: Glej odgovore na točke 22, 23, 24, 50, 51 in 52.
Agencies: See reply to points 31, 33, 54 and 55. 
Agencije: Glej odgovore na točke 31, 33, 54 in 55.
Agencies: See reply to points 33 and 55. 
Agencije: Glej odgovora na točki 33 in 55.
Agencies: See reply to point 56. 
Agencije: Glej odgovor na točko 56.
Commission: Specific requirements on evaluation have been set out in some of the agencies’ constituent acts. Some constituent acts give the main responsibility for evaluation to the agencies themselves and include the requirement to agree the terms of reference with the Commission. 
Komisija: Posebne določbe o ocenjevanju so zajete v nekaterih ustanovnih aktih agencij. Nekateri ustanovni akti določajo, da nosijo glavno odgovornost ocenjevanja same agencije, in vključujejo zahtevo po usklajevanju pristojnosti s Komisijo.
Agencies: See reply to points 37 and 56. 
Agencije: Glej odgovora na točki 37 in 56.
European Court of Auditors Special Report No 5/2008 The European Union’s agencies: Getting results Luxembourg: Office for Official Publications of the European Communities 2008 — 45 pp. — 21 × 29.7 cm ISBN 978-92-9207-073-1 
Evropsko računsko sodišče Posebno poročilo št. 5/2008 Agencije Evropske unije: doseganje rezultatov Luxembourg: Urad za uradne publikacije Evropskih skupnosti 2008 – 45 str. – 21 x 29,7 cm ISBN 978-92-9207-088-5
IN THIS REPORT, THE EUROPEAN COURT OF AUDITORS ANALYSES THE STRATEGIC PLANNING TOOLS AND THE PERFORMANCE MONITORING AND EVALUATION MECHANISMS SET UP BY EIGHT EUROPEAN UNION AGENCIES FOR GETTING RESULTS AND REPORTING ON THEM. 
EVROPSKO RAČUNSKO SODIŠČE V TEM POROČILU ANALIZIRA ORODJA ZA STRATEŠKO NAČRTOVANJE TER MEHANIZME ZA SPREMLJANJE IN OCENJEVANJE USPEŠNOSTI, KI JIH JE OSEM AGENCIJ EVROPSKE UNIJE UVEDLO ZA PRIDOBIVANJE REZULTATOV IN POROČANJE O NJIH.
TABLES AND ANNEXES PROVIDE THE READER WITH MORE DETAIL ON THIS SUBJECT. 
TABELE IN PRILOGE BODO BRALCU POMAGALE POGLOBITI NJEGOVO POZNAVANJE TE TEME.
EUROPEAN COURT OF AUDITORS ISBN 978-92-9207-073-1 QJ-AB-08-005-EN-C 
EVROPSKO RAČUNSKO SODIŠČE ISBN 978-92-9207-088-5 QJ-AB-08-005-SL-C
EUROPEAN COURT OF AUDITORS EN INTELLIGENT ENERGY 20032006 Special Report No 7 2008 
EVROPSKO RAČUNSKO SODIŠČE SL INTELIGENTNA ENERGIJA 20032006 Posebno poročilo št. 7 2008
Special Report No 7 2008 INTELLIGENT ENERGY 20032006 (pursuant to Article 248(4), second subparagraph, EC) EUROPEAN COURT OF AUDITORS 
Posebno poročilo št. 7 2008 INTELIGENTNA ENERGIJA 20032006 (v skladu z drugim pododstavkom člena 248(4) ES) EVROPSKO RAČUNSKO SODIŠČE
2 EUROPEAN COURT OF AUDITORS 12, rue Alcide De Gasperi L-1615 Luxembourg Tel. (352) 43 98-45410 Fax (352) 43 98-46430 E-mail: euraud@eca.europa.eu Internet: http://www.eca.europa.eu Special Report No 7 2008 More information on the European Union is available on the Internet (http://europa.eu). 
2 EVROPSKO RAČUNSKO SODIŠČE 12, rue Alcide De Gasperi L–1615 Luxembourg Tel.: (352) 43 98-45410 Faks: (352) 43 98-46 430 E-naslov: euraud@eca.europa.eu Spletni naslov: http://www.eca.europa.eu Posebno poročilo št.
Luxembourg: Office for Official Publications of the European Communities, 2008 ISBN 978-92-9207-050-2 DOI 10.2865/12922 © European Communities, 2008 Reproduction is authorised provided the source is acknowledged. 
Luxembourg: Urad za uradne publikacije Evropskih skupnosti, 2008 ISBN 978-92-9207-065-6 DOI 10.2865/16547 © Evropski skupnosti, 2008 Reprodukcija je dovoljena z navedbo vira.
CONCLUSIONS AND RECOMMENDATIONS PLANNING THE PROGRAMME MONITORING AND EVALUATION ADMINISTERING THE SCHEME ANNEX I REPLIES OF THE COMMISSION CONTENTS 
SKLEPI IN PRIPOROČILA NAČRTOVANJE PROGRAMA SPREMLJANJE IN VREDNOTENJE UPRAVLJANJE SHEME PRILOGA I ODGOVORI KOMISIJE KAZALO
SUMMARY I. The Intelligent Energy for Europe Programme (IEE) seeks to promote energy efficiency, the use of renewable energy sources and energy diversification. 
POVZETEK I. Namen programa Inteligentna energija za Evropo (IEE) je spodbujati energetsko učinkovitost, uporabo obnovljivih virov energije in energetsko diverzifikacijo.
Its aim is to create a climate in which there is wide knowledge of relevant technologies and of their importance. 
Njegov cilj je ustvariti okolje z obsežnim znanjem o ustreznih tehnologijah in njihovi pomembnosti.
The IEE Programme for 2003-2006 had a budget of 250 million euro. 
Proračun programa IEE za obdobje 2003–2006 je znašal 250 milijonov EUR.
The money was used to support nearly 450 projects. 
S tem denarjem je bilo podprtih skoraj 450 projektov.
More than 1 700 bodies have participated in the programme (including local authorities, research institutes, regulators, industry associations, chambers of craftsmen, consultancies and manufacturers). 
V programu je sodelovalo več kot 1 700 subjektov (vključno z lokalnimi organi, raziskovalnimi inštituti, zakonodajalci, industrijskimi združenji, obr-tnimi zbornicami, svetovalnimi družbami in proizvajalci).
The Court’s audit asked: – how the Commission allocated IEE funds; – how the Commission monitored and evaluated the programme; – what were the administrative costs of the programme; – what difference the executive agency made to the management of the programme. 
Revizija, ki jo je opravilo Sodišče, je zajela naslednja vprašanja: – kako je Komisija dodeljevala sredstva IEE; – kako je Komisija spremljala in vrednotila program; – kakšni so bili administrativni stroški programa; – kaj je k upravljanju programa prispevala izvajalska agencija.
IEE was not a clearly focused expenditure programme. – The Commission monitored progress on projects, but monitoring and evaluation did not make it possible to form a view of the overall quality and design of the programme. 
IEE ni bil program porabe z jasno usmeritvijo. – Komisija je spremljala napredek pri projek-– tih, vendar spremljanje in vrednotenje nista omogočala pregleda nad skupno kakovostjo in zasnovo programa.
The Commission was not in a position to assess whether local and regional energy agencies made a significant impact, nor to assess whether they improved the coordination of promotion of energy-efficient technology. 
Komisija ni mogla oceniti, ali je bil učinek lokalnih in regionalnih agencij za energijo pomemben, niti ali so te izboljšale koordinacijo spodbujanja energet-– sko učinkovite tehnologije.
Evaluation reports have not been available in time to influence legislative discussions. – The costs of preparing proposals, reporting on projects and programme management (including such costs borne by successful applicants) are estimated to be equal to the amount disbursed over the period 2003-2006. 
Poročila o vrednotenju niso bila pravočasno na voljo, da bi vplivala na zakonodajne razprave. – Stroški priprave predlogov, poročanja o projektih in upravljanja programa (vključno s takšnimi stroški pri uspešnih vložnikih) so ocenjeni na znesek, ki je enak znesku, raz-deljenemu v obdobju 2003–2006.