natgillin/translations-raw huggingface dataset:
The CBA highlighted the following main benefits of delegating tasks to INEA as compared to the Commission managing the programme: o coherence between the programme portfolio and continuous simplification of processes and procedures; o efficiency gains of approximately €54 million due to the lower staff costs required to manage the programmes outside the Commission; o synergies from having closely related policy domains under the umbrella of the same executive agency, with efficiency gains likely to follow. 
V njej so bile izpostavljene naslednje glavne koristi prenosa nalog na agencijo INEA v primerjavi s tem, da programe upravlja Komisija: o skladnost med programskim portfeljem in stalnim poenostavljanjem procesov in postopkov, o izboljšanje učinkovitosti v višini približno 54 milijonov EUR zaradi nižjih stroškov zaposlenih, potrebnih za upravljanje programov zunaj Komisije, o sinergije iz upravljanja tesno povezanih področij pod okriljem iste izvajalske agencije, z verjetnim povečanjem učinkovitosti v prihodnosti.
INEA developed standardised procedures that have simplified implementation 21 INEA has developed standardised tools and procedures that have simplified programme management. 
Agencija INEA je razvila standardizirane postopke, s katerimi je bilo izvajanje poenostavljeno 21 Agencija INEA je razvila standardizirana orodja in postopke, s katerimi je bilo upravljanje programov poenostavljeno.
For instance, the TenTec database used to monitor the CEF has well-developed modules for the electronic submission of proposals and for monitoring project implementation. 
Na primer, podatkovna zbirka TENtec, ki se uporablja za spremljanje IPE, ima dobro razvite module za elektronsko oddajo predlogov in spremljanje izvajanja projektov.
INEA has developed methodological guidance for all steps of the project management cycle. 
Agencija INEA je razvila metodološke smernice za vse faze ciklusa upravljanja projektov.
INEA acts as a central contact point for beneficiaries by providing helpdesk and advisory services on the submission of proposals and reporting on implementation. Cost-Benefit Analysis for the delegation of certain tasks regarding the implementation of Union Programmes 2014-2020 to the Executive Agencies, August 2013. 
Deluje kot osrednja kontaktna točka 8 14 Analiza stroškov in koristi prenosa nekaterih nalog v zvezi z izvajanjem programov Unije v obdobju 2014–2020 na izvajalske agencije, avgust 2013.
Prior to the delegation of the WiFi4EU initiative, an additional CBA was carried out. 
Pred prenosom pobude WiFi4EU je bila opravljena dodatna analiza stroškov in koristi.
13 8 22 INEA also delivers faster grant approval procedures: in 2007-2010, the average time to grant of the predecessor TEN-T EA was 10 to 20 months, whereas INEA’s average, for 2014-2017, was 7.7 to 8 months. 
22 Zagotavlja tudi hitrejše postopke odobritve nepovratnih sredstev: v obdobju 2007–2010 je bil povprečen čas, ki ga je njena predhodnica, agencija TEN-T EA, porabila za odobritev sredstev, 10 do 20 mesecev, povprečje agencije INEA pa je v obdobju 2014–2017 znašalo 7,7 do 8 mesecev.
In 2014-2018, total administrative costs were €105 million, below the initial target of €111 million calculated for the above-mentioned efficiency gains11. This was mainly due to lower than estimated infrastructure and operating expenditure (€6 million less) and programme support expenditure (€5 million less). 
V obdobju 2014–2018 so skupni upravni stroški znašali 105 milijonov EUR in so bili nižji od prvotne ciljne vrednosti v višini 111 milijonov EUR, izračunane za zgoraj omenjeno povečanje učinkovitosti.11 To je bila predvsem posledica nižjih infrastrukturnih in operativnih odhodkov (za 6 milijonov EUR) ter odhodkov za podporo programov (za 5 milijonov EUR), kot je bilo predvideno.
10 This conclusion was based on an online survey of applicants and beneficiaries (Study Supporting the Evaluation of the Innovation and Networks Executive Agency (INEA) 2014-2016, 5 February 2019, Centre for Strategy and Evaluation Services). 
Stroški zaposlenih pa so bili za 5 milijonov EUR (7 %) višji od predvidenih, ker je prvotna ocena temeljila na 9 10 Ta ugotovitev je temeljila na spletni anketi, opravljeni med vložniki in upravičenci (Study Supporting the Evaluation of the Innovation and Networks Executive Agency (INEA) 2014– 2016, 5. februar 2019, Centre for Strategy and Evaluation Services).
11 The €111 million target for efficiency gains excludes the WiFi4EU initiative, which was delegated to INEA in 2018. 
11 Ciljna vrednost za povečanje učinkovitosti v višini 111 milijonov EUR ne vključuje pobude WiFi4EU, ki je bila na agencijo INEA prenesena leta 2018.
Therefore, in 2018 INEA had to cover the administrative costs of running Wifi4EU, notably salaries, which were not initially part of the target. 14 9 
Zato je morala agencija INEA leta 2018 kriti upravne stroške vodenja pobude Wifi4EU, zlasti stroške plač, ki sprva niso bile del ciljne vrednosti.
Some of the expected synergies were not realistic due to inherent differences between the CEF and H2020 and within CEF sectors. 
Nekatere od pričakovanih sinergij niso bile realistične zaradi bistvenih razlik med IPE in programom Obzorje 2020 ter med sektorji IPE.
These include differences in the policy aims, scope and legal frameworks of the programmes as well as in programme implementation rules (different types of stakeholders targeted, legal and financial rules). 
To so razlike v ciljih politike, področju uporabe in pravnih okvirih programov ter pravilih za izvajanje programov (osredotočanje na različne vrste deležnikov, pravna in finančna pravila).
27 Despite these difficulties, INEA has taken a number of measures to achieve synergies between H2020 and the CEF, especially in transport and energy. 
27 Kljub tem težavam je INEA sprejela več ukrepov za doseganje sinergij med programom Obzorje 2020 in IPE, zlasti na področju prometa in energetike.
For transport, INEA has identified common thematic areas grouped in four categories. 
Za promet je opredelila skupna tematska področja, razvrščena v štiri kategorije.
Several initiatives have been presented to the parent DGs, such as the creation of an INEA platform dedicated to H2020/CEF synergies and the introduction of innovation indicators to measure the CEF priorities. 
Pristojnim generalnim direktoratom je bilo predstavljenih več pobud, kot sta vzpostavitev platforme agencije INEA, namenjene sinergijam med programom Obzorje 2020 in IPE, in uvedba kazalnikov inovacij za merjenje prioritet IPE.
However, so far results from only a limited number of research projects have been implemented in the CEF. 
Vendar je bilo doslej v okviru IPE izvedeno le omejeno število raziskovalnih projektov.
This is mainly because the programmes do not naturally align and because of the time required for research projects to reach technological readiness. 
tega, da programi sami po sebi niso medsebojno usklajeni, in časa, ki je potreben, da raziskovalni projekti dosežejo tehnološko pripravljenost.
The triennial external evaluation also noted the limited synergies between Horizon 2020 research and CEF infrastructure projects. 
V triletni zunanji oceni so bile ugotovljene tudi omejene sinergije med raziskovalnimi projekti programa Obzorje 2020 in infrastrukturnimi projekti IPE.
28 Notwithstanding INEA’s efforts, there is less synergy across the CEF sectors than initially projected. 
28 Ne glede na prizadevanja agencije INEA je med sektorji IPE manj sinergij od prvotno predvidenih.
The only multi-sectoral synergy call launched so far was not very successful, as just over half of its budget was committed to seven projects (see Table 2). 
Edini večsektorski razpis s sinergijskimi učinki, ki je bil doslej objavljen, ni bil posebej uspešen. Sedmim projektom je bila dodeljena le nekaj več kot polovica njegovega proračuna (glej tabelo 2).
The CEF mid-term evaluation14 also confirmed that the low number of actions covering multiple CEF sectors was mainly due to differences in the sectoral legal frameworks. 
Z vmesno oceno IPE14 je bilo prav tako potrjeno, da je bilo majhno število ukrepov, ki so zajemali več sektorjev IPE, v glavnem posledica razlik v pravnih okvirih sektorjev.
This makes it difficult to achieve synergies through multi-sectoral calls. 
Zaradi tega je z večsektorskimi razpisi težko doseči sinergije.
15 regards, for example, the geographical location of an action or the type of eligible assets. 
Primeri takih neskladnosti vključujejo različna pravila v treh sektorjih, na primer glede geografske lokacije ukrepa ali vrste upravičenega sredstva.
29 Synergies with programmes implemented by other executive agencies and joint undertakings are also limited. 
29 Tudi sinergije s programi, ki jih izvajajo druge izvajalske agencije in skupna podjetja, so omejene.
The Council Regulation establishing the Shift2Rail Joint Undertaking15 stipulates that, to achieve maximum impact in the deployment of innovative solutions, close synergies are necessary with other EU programmes, including the CEF. 
V uredbi Sveta o ustanovitvi skupnega podjetja Shift2Rail15 je določeno, da so za dosego največjega možnega učinka pri uvajanju inovativnih rešitev potrebne tesne sinergije z drugimi programi EU, vključno z IPE.
Despite mutual efforts to share information about portfolios and identify possible cooperation or synergies, coordination between both sides could be increased with a view to developing structured measures. 
Kljub vzajemnim prizadevanjem za izmenjavo informacij o portfeljih in ugotavljanje možnega sodelovanja ali sinergij bi bilo usklajevanje med obema stranema mogoče okrepiti z namenom oblikovanja strukturiranih ukrepov.
30 A challenge relates to the fact that INEA and the Executive Agency for Small and Medium-sized Enterprises (EASME) share responsibility for implementing the H2020 energy research programme. 
30 Izziv je povezan s tem, da sta agencija INEA in Izvajalska agencija za mala in srednja podjetja (EASME) skupaj odgovorni za izvajanje raziskovalnega programa na področju energetike v okviru programa Obzorje 2020.
The two agencies coordinate calls for proposals, but each separately administers its part of the programme, which means administrative costs on both sides and limited potential for synergies. 
Agenciji usklajujeta razpise za zbiranje predlogov, svoj del programa pa upravljata ločeno, kar povzroča upravne stroške na obeh straneh, možnosti za nastanek sinergij pa so zaradi tega omejene.
32 We found that INEA fulfils its tasks as defined in its mandate (paragraph 31) and as measured against key performance indicators (KPIs). 
32 Sodišče je ugotovilo, da agencija INEA izpolnjuje svoje naloge, kot so opredeljene v njenem mandatu (odstavek 31) in izmerjene na podlagi ključnih kazalnikov smotrnosti.
INEA has five KPIs, approved by the Commission, with which to measure the effectiveness of its tasks. 
Agencija INEA ima pet ključnih kazalnikov smotrnosti, ki jih je odobrila Komisija, s katerimi se meri uspešnost njenih nalog.
In its annual activity reports it addresses these KPIs fully and in a structured manner. 
V svojih letnih poročilih o dejavnostih te ključne kazalnike smotrnosti obravnava v celoti in strukturirano.
INEA has consistently performed well on all KPIs, fully achieving all targets (see Table 3). 
V zvezi z vsemi ključnimi kazalniki smotrnosti dosledno dosega dobre rezultate, saj v celoti dosega vse ciljne vrednosti (glej tabelo 3).
Source: INEA annual work programmes and annual activity reports 2014-2018. 33 INEA’s KPIs are essential for measuring its administrative management of EU support for projects. 
Vir: Letni delovni programi in letna poročila o dejavnostih agencije INEA za obdobje 2014–2018 33 Ključni kazalniki smotrnosti agencije INEA so bistveni za merjenje njenega administrativnega upravljanja podpore EU za projekte.
In their current guise, however, they provide limited information on the quality of programme management. 
Vendar v svoji sedanji obliki zagotavljajo le malo informacij o kakovosti upravljanja programov.
For instance, INEA closely monitors its project portfolio to mitigate the risks linked to slow project implementation. 
Agencija INEA na primer natančno spremlja svoj portfelj projektov, da bi zmanjšala tveganja, povezana s počasnim izvajanjem projektov.
The current indicators do not sufficiently relate to the rate of programme implementation or the absorption of funds (paragraph 60). 
Sedanji kazalniki se ne nanašajo dovolj na stopnjo izvajanja programov ali črpanja sredstev (odstavek 60).
34 Other executive agencies use similar KPIs, but some also apply indicators that measure the efficiency of the management of calls and evaluations, project monitoring and feedback to the parent DGs and other clients. 
34 Druge izvajalske agencije uporabljajo podobne ključne kazalnike smotrnosti, nekatere pa uporabljajo tudi kazalnike, s katerimi se merijo učinkovitost upravljanja razpisov in ocen, spremljanja projektov ter zagotavljanja povratnih informacij pristojnim generalnim direktoratom in drugim strankam.
In a 2009 special report on executive agencies, we recommended that agencies be supervised on a results basis, with SMART objectives to be monitored through a limited number of KPIs16. 
Sodišče je v svojem posebnem poročilu o izvajalskih agencijah iz leta 2009 priporočilo, da bi bilo treba agencije nadzorovati na podlagi rezultatov, pri čemer bi bilo treba cilje SMART spremljati z omejenim številom ključnih kazalnikov smotrnosti.16 16 Posebno poročilo Evropskega računskega sodišča št.
INEA has flexibility constraints in assigning its staff to the most pressing tasks 35 INEA’s staffing plan comprises up to 318 full-time equivalents (FTEs) for the period to 2020. 
Agencija INEA ima omejitve pri fleksibilnosti razporejanja svojih uslužbencev k najnujnejšim nalogam 35 Kadrovski načrt agencije INEA za obdobje do leta 2020 zajema do 318 ekvivalentov polnega delovnega časa.
This plan was adjusted several times between 2014 and 2018 in line with the redeployment of parts of the budget of spending programmes (see Figure 1). 
Med letoma 2014 in 2018 je bil ta načrt večkrat prilagojen v skladu s prerazporeditvijo delov proračuna programov porabe (glej sliko 1).
Figure 1 – INEA staffing plan for 2014-2020 and actual staff 19 350 300 250 200 150 100 50 0 SFS (2013) 2014 2015 2016 2017 2018 2019 2020 Staffing plan (2019) 162 187 262 282 292 306 318 Actual 162 197 251 272 298 307 318 151 186 225 249 282 SFS (2013) Staffing plan (2019) Actual Source: SFS17, information provided by INEA in January-February 2019. 
Slika 1 – Kadrovski načrt agencije INEA za obdobje 2014–2020 in dejansko število uslužbencev 20 350 300 250 200 150 100 50 0 Kadrovski načrt (2019) 2014 2015 187 197 2016 2017 2018 292 2019 2020 SFS (2013) 162 262 282 306 318 162 251 272 298 307 318 Dejansko stanje 151 186 225 249 282 SFS (2013) Kadrovski načrt (2019) Dejansko stanje Vir: Specific Financial Statement17, informacije, ki jih je zagotovila agencija INEA januarja in februarja 2019 36 Kar zadeva razporeditev uslužbencev v agenciji INEA, nekatere prvotne sektorske projekcije delovne obremenitve niso temeljile na ustrezni oceni potreb, zato dogovorjeno število uslužbencev ni ustrezalo dejanskim potrebam.
Also, the CEF programme portfolio has evolved considerably; for example, the CEF-ICT budget is now significantly larger than the initial estimate. 
Tudi portfelj programa IPE se je precej spremenil. Proračun IPE – IKT je na primer bistveno večji od prvotne ocene.
37 INEA does not have the necessary flexibility to reassign its staff across sectors to the most pressing tasks, as staff numbers are broken down by programme and, within each programme, by activity and DG18. This creates a constraint. 
37 Agencija INEA nima potrebne fleksibilnosti za razporejanje svojih uslužbencev po sektorjih k najbolj nujnim nalogam, saj je število uslužbencev določeno po programih, znotraj programov pa po dejavnostih in generalnih direktoratih.18 Zaradi tega je agencija omejena.
In particular, under the current rules INEA cannot reassign its staff at all between the CEF and H2020. 
Agencija INEA zlasti v skladu z veljavnimi pravili nikakor ne more prerazporejati svojega osebja med IPE in programom Obzorje 2020.
This limits INEA’s flexibility to adjust to a fluctuating workload. 
To omejuje fleksibilnost agencije INEA pri prilagajanju spremenljivi delovni obremenitvi.
38 From 2014 to 2018, INEA had difficulties in recruiting to meet its rapidly increasing need for qualified staff. 
38 Med letoma 2014 in 2018 je imela agencija INEA težave pri zaposlovanju, s katerim bi izpolnila svojo hitro rastočo potrebo po usposobljenih uslužbencih.
At the end of 2018, it employed 282 staff out of 298 authorised FTEs (see Figure 1). 
Konec leta 2018 je zaposlovala 282 uslužbencev pri 298 odobrenih ekvivalentih polnega delovnega časa (glej sliko 1).
Its staff turnover was 11 % in 2016 and 9 % in 2018. 
Njena fluktuacija uslužbencev je leta 2016 znašala 11 %, leta 2018 pa 9 %.
September 2018, INEA adopted a staff retention policy based on measures such as integration and orientation for new staff, flexitime and internal mobility. 
Septembra 2018 je agencija INEA sprejela politiko za zadržanje uslužbencev, ki temelji na ukrepih, kot so vključevanje in usmerjanje novih uslužbencev, prilagodljiv delovni čas in notranja mobilnost.
The Commission has no coordinated mechanism for the multiannual planning of calls 39 Under the proposal for the 2021-2027 CEF Regulation, the calendar and topics of calls would be set in three-year work programmes. 
Komisija nima usklajenega mehanizma za večletno načrtovanje razpisov 39 V skladu s predlogom uredbe o IPE za obdobje 2021–2027 bi se časovni razpored in teme razpisov določili v triletnih delovnih programih.
This multiannual planning could improve the coordination and predictability of calls19. 40 During 2014-2020, work programmes, including the timing of calls, are established by the parent DGs and decided by the Commission after consulting the CEF Coordination Committee on a yearly rather than multiannual basis. 
S takšnim večletnim načrtovanjem bi se lahko izboljšala usklajevanje in predvidljivost razpisov.19 40 V obdobju 2014–2020 delovne programe, vključno s časovnim razporedom razpisov, pripravljajo pristojni generalni direktorati, o njih pa po posvetovanju z odborom za usklajevanje IPE odloča Komisija na letni in ne na večletni ravni.
Planning is regularly adapted to changes in the situation, such as new legislative initiatives. 
Načrtovanje se redno prilagaja spremembam razmer, kot so nove zakonodajne pobude.
We found that coordination between the different DGs with regard to call planning occasionally created challenges for INEA. 
Sodišče je odkrilo, da usklajevanje med različnimi generalnimi direktorati v zvezi z načrtovanjem razpisov za agencijo INEA občasno ustvarja izzive.
This situation is due to the DGs’ different approaches to strategic planning in the three CEF sectors which are determined by internal requirements and timing constraints. 
To je posledica različnih pristopov generalnih direktoratov k strateškemu načrtovanju v treh sektorjih IPE, ki so odvisni od notranjih zahtev in časovnih omejitev.
19 Proposal for a Regulation of the European Parliament and of the Council establishing the Connecting Europe Facility and repealing Regulations (EU) No 1316/2013 and (EU) No 283/2014. 
19 Predlog uredbe Evropskega parlamenta in Sveta o vzpostavitvi instrumenta za povezovanje Evrope ter razveljavitvi uredb (EU) št.
Article 19 stipulates that the CEF is to be implemented through work programmes. 
V skladu s členom 19 se mora IPE izvajati v okviru delovnih programov.
According to the Commission, it must adopt the first multiannual work programmes by 31 December 2020, including a calendar of the calls for proposals, with topics and an indicative budget, for the first three years of the new CEF, as well as a projected framework covering the entire period. 20 
Komisija meni, da morajo biti prvi večletni delovni programi, vključno s časovnim razporedom razpisov za zbiranje predlogov ter temami in okvirnim proračunom, za prva tri leta novega IPE sprejeti do 31. decembra 2020, kot tudi predvideni okvir, ki pokriva celotno obdobje. 21
Selection procedures are well-organised, but would benefit from increased coherence and transparency The procedures for selecting projects are well-organised 42 The Commission plans calls for proposals and defines the criteria for selecting projects in line with the underlying regulations20. INEA contributes to this preparatory work through its experience with the evaluation and implementation of previous projects. INEA then launches the calls. 
Izbirni postopki so dobro organizirani, vendar bi imeli koristi od večje usklajenosti in transparentnosti Postopki za izbiro projektov so dobro organizirani 42 Komisija načrtuje razpise za zbiranje predlogov in opredeljuje merila za izbiro projektov v skladu z uredbami, ki so podlaga zanje.20 Agencija INEA k temu pripravljalnemu delu prispeva na podlagi izkušenj, pridobljenih pri ocenjevanju in izvajanju prejšnjih projektov, nato pa objavi razpise.
In each call, project proposals are evaluated against eligibility, selection and award criteria21. Applications also have to meet formal admissibility requirements. 
Pri vsakem razpisu se predlogi projektov ocenjujejo glede na merila za upravičenost, izbor in dodelitev sredstev.21 Vloge morajo izpolnjevati tudi formalne zahteve glede dopustnosti.
43 The evaluation of project proposals and granting of financial aid is structured in phases. 
43 Ocenjevanje predlogov projektov in dodelitev finančne pomoči sta razčlenjena v faze.
There are two phases of the evaluation procedures for CEF project proposals: external and internal evaluation. 
Postopki ocenjevanja predlogov projektov IPE so razdeljeni v dve fazi: zunanje in notranje ocenjevanje.
The procedure is described in detail in Box 1. 
Postopek je podrobno opisan v okviru 1.
21 20 Articles 3 and 4 of Regulation (EU) No 1316/2013; Regulation (EU) No 1315/2013; Regulation (EU) No 347/2013; Regulation (EU) No 283/2014. 
20 Člena 3 in 4 Uredbe (EU) št. 1316/2013, Uredba (EU) št. 1315/2013, Uredba (EU) št.
21 Articles 197-199 of the Financial Regulation. 
21 Členi 197–199 finančne uredbe.
Eligibility criteria relate to the legal nature of applicants and include compliance with relevant EU legislation. 
Merila za upravičenost se nanašajo na pravno naravo vložnikov in vključujejo skladnost z ustrezno zakonodajo EU.
Selection criteria aim to assess the applicant's ability to complete the proposed action. 
Namen meril za izbor je oceniti sposobnost vložnika, da dokonča predlagani ukrep.
Award criteria are used to assess the quality of proposals. 
Merila za dodelitev sredstev se uporabljajo za ocenjevanje kakovosti predlogov. 22
22 Box 1 Evaluation procedures in the three sectors of the CEF (1) Admissibility and eligibility checks, including of the selection criteria (responsibility of INEA). 
23 Okvir 1 Postopki ocenjevanja v treh sektorjih IPE (1) Preverjanja dopustnosti in upravičenosti, vključno z merili za izbor (pristojnost agencije INEA).
INEA checks the admissibility of project proposals and the eligibility and selection criteria. 
Agencija INEA preveri dopustnost predlogov projektov ter merila za upravičenost in izbor.
At least three experts must evaluate each project proposal. 
Vsak predlog projekta morajo ovrednotiti vsaj trije strokovnjaki.
The expert are chosen by INEA in agreement with the parent DG. 
Agencija INEA strokovnjake izbere v dogovoru s pristojnim generalnim direktoratom.
In this phase, the evaluation process is the same in all three sectors. 
V tej fazi je postopek ocenjevanja v vseh treh sektorjih enak.