natgillin/translations-raw huggingface dataset:
The mid-term evaluation made use of a similar survey approach to the Court, but with a smaller number of participants contacted, and a lower response rate (736 replies and a 29 % response rate for the Court’s survey; 82 replies and a 22 % response rate for the evaluators). 
Pri vmesnem vrednotenju je bil uporabljen podoben pristop z anketo, kot ga je uporabilo Sodišče, vendar je bilo k sodelovanju povabljenih manj sodelujočih in stopnja odzivnosti je bila nižja (736 odgovorov in 29–odstotna odzivna stopnja pri anketi Sodišča ter 82 odgovorov in 22–odstotna odzivna stopnja pri izvajalcih vrednotenja).
16 The Court surveyed applicants to the Intelligent Energy for Europe on the conduct of the programme. 
16 Sodišče je med vložniki predlogov v okviru programa Inteligentna energija za Evropo izvedlo anketo o vodenju programa.
736 applicants replied to the questionnaire. 
Na vprašalnik je odgovorilo 736 vložnikov.
17 Mid Term Evaluation of the Multiannual Programme for Action in the field of Energy “Intelligent Energy – Europe, 2003-2006”, ECOTEC Research & Consulting Limited, United Kingdom. (p. 
17 Mid Term Evaluation of the Multi–annual Programme for Action in the Field of Energy ”Intelligent energy – Europe, 2003–2006” (Vmesno vrednotenje večletnega programa za ukrepanje na področju energetike ”Inteligentna energija – Evropa, 2003– 2006”), ECOTEC Research & Consulting Limited, Združeno kraljestvo (str.
42). (http://ec.europa.eu/dgs/ energy_transport/evaluation/activites/ doc/reports/energie/no52_eie_ midterm_final_report.pdf) 19 FIGURE 1 DISTRIBUTION OF REPLIES ON THE ESTIMATED COST OF MAKING A PROPOSAL AS A PERCENTAGE OF FUNDING REQUESTED 689 RESPONDENTS above 20 % below 5 % 16-20 % 11-15 % 6-10 % 
42). (http://ec.europa.eu/dgs/energy_ transport/evaluation/activites/doc/ reports/energie/no52_eie_midterm_ final_report.pdf) 19 DIAGRAM 1 PORAZDELITEV ODGOVOROV O OCENI STROŠKOV PRIPRAVE PREDLOGA V ODSTOTKIH SREDSTEV, ZA KATERA JE BILO ZAPROŠENO 689 ODGOVOROV nad 20 % prod 5 % 16-20 % 11-15 % 6-10 %
COSTS INCURRED BY THE EXECUTIVE AGENCY 34. 
STROŠKI IZVAJALSKE AGENCIJE 34.
An innovation of Intelligent Energy for Europe was the creation of an Executive Agency (see Box 6) to handle the administration of the Programme18. 
Novost programa Inteligentna energija za Evropo je bila ustanovitev izvajalske agencije (glej okvir 6) za upravljanje administracije programa18.
The Commission charged 8,5 million euro to the IEE budget lines to fund the Executive Agency in 2005 and 2006. 
Komisija je za financiranje izvajalske agencije v letih 2005 in 2006 proračunske vrstice IEE bremenila za 8,5 milijona EUR.
In 2006, the Agency’s financial statements show expenditure (on an accruals basis) of 4 million euro19 with an accumulated surplus at 31 December 2006 of 0,9 million euro. 
V letu 2006 so v agencijinih računovodskih izkazih prikazani odhodki (na podlagi računovodstva po nastanku poslovnega dogodka) v višini 4 milijonov EUR19 z nakopičenim presežkom, ki je 31. decembra 2006 znašal 0,9 milijona EUR.
The cost of running the agency is thus assessed at 7,6 million euro for 2005 and 2006. 
Stroški za vodenje agencije so tako ocenjeni na 7,6 milijona EUR za leti 2005 in 2006.
At the end of 2006, the agency had 41 staff, of whom five were permanent officials seconded by the Commission, 11 temporary staff transferred from the Commission, and 25 contractual staff. 
Ob koncu leta 2006 je imela agencija 41 zaposlenih, od tega je bilo pet stalnih uradnikov, dodeljenih s Komisije, 11 začasnih uslužbencev, premeščenih s Komisije in 25 pogodbenih uslužbencev.
18 The Agency was solely involved in administering the Intelligent Energy for Europe programme, and was not involved in administering activities financed under previous programmes. 
18 Agencija je sodelovala izključno pri administraciji programa Inteligentna energija za Evropo in se ni ukvarjala z administracijo dejavnosti, financiranih iz prejšnjih programov.
From 2007, the replacement to IEE forms a part of the Competitiveness and Innovation Framework Programme. 
Od leta 2007 je program, ki je nadomestil IEE, del okvirnega programa za konkurenčnost in inovativnost.
19 Economic outturn account 2006. 
19 Izkaz poslovnega izida za leto 2006.
Report on the annual accounts of the Intelligent Energy Executive Agency for the financial year 2006 together with the Agency’s replies (OJ C 309, 19.12.2007, p. 18). 
Poročilo o letnih računovodskih izkazih Izvajalske agencije za inteligentno energijo za proračunsko leto 2006 z odgovori Agencije (UL C 309, 19.12.2007, str.18).
Staff expenses form 66 % of the total. 
Odhodki za zaposlene predstavljajo 66% vseh odhodkov.
A significant share of other administrative expenses consisted of expenditure on experts and studies, and refunds to the Commission for the provision of accommodation and other services. 
Precejšen delež drugih administrativnih stroškov sestavljajo odhodki za strokovnjake in študije ter vračila Komisiji za zagotavljanje prostorov in drugih storitev.
21 BOX 6 CREATION OF THE INTELLIGENT ENERGY EXECUTIVE AGENCY The Intelligent Energy Executive Agency is the first Community executive agency and started operations in 2005. 
21 OKVIR 6 USTANOVITEV IZVAJALSKE AGENCIJE ZA INTELIGENTNO ENERGIJO Izvajalska agencija za inteligentno energijo je prva izvajalska agencija Skupnosti in je začela delovati leta 2005.
Its mission was to implement the main part of the Intelligent Energy for Europe (2003-2006) programme. 
Njena naloga je bila izvajanje glavnega dela programa Inteligentna energija za Evropo (2003–2006).
Practically this includes the following tasks: Project cycle: – launching the annual calls for proposals, selecting, the proposals and contracting, – monitoring the projects (progress and financial), – monitoring the actual effects of projects on the targetted area, – paying out the EU contibution following the contractual conditions, – communication and promotion of the programme and its projects. 
V praksi to zajema naslednje naloge: Projektni cikel: – izvajanje letnih razpisov za zbiranje predlogov, izbiranje predlogov in sklepanje pogodb, – spremljanje projektov (napredek in finance), – spremljanje dejanskih vplivov projektov na ciljnem območju, – izplačevanje prispevka EU v skladu s pogoji, določenimi v pogodbah, – obveščanje o programu in njegovih projektih ter promocija.
Reporting back to the Commission: – reporting on the execution of the programme, – feedback of information for future programme development and on national initiatives, – reporting on the running of the agency and its operational budget, – running and managing the agency (human ressources, finance ...). 
Poročanje Komisiji: – poročanje o izvajanju programa, – povratne informacije o prihodnjem razvoju programa in o nacionalnih pobudah, – poročanje o delovanju agencije in njenem proračunu za delovanje, – delovanje in upravljanje agencije (človeški viri, finančna sredstva ...).
The agency has now been given additional tasks (CIP), its name changed to “Executive Agency for Competitiveness and Innovation” and its duration extended to the end of 2015. 
Agencija je zdaj dobila dodatne naloge (program za konkurenčnost in inovativnost), po novem se imenuje ”Izvajalska agencija za konkurenčnost in inovacije”, njeno delovanje pa je podaljšano do konca leta 2015.
COSTS BORNE BY ENERGY AND TRANSPORT DG 35. 
STROŠKI GD ZA ENERGETIKO IN PROMET 35.
Staff costs relevant to IEE borne by Energy and Transport DG are not separately disclosed in the Commission’s financial statements but costs can be estimated on the basis of staff numbers. 
Stroški za zaposlene za IEE, ki jih krije GD za energetiko in promet, v Komisijinih računovodskih izkazih niso prikazani ločeno, vendar jih je mogoče oceniti na podlagi števila zaposlenih.
The Commission has reported that 38 staff were involved in administering the programme in 2003 [COM(2002) 162]. 
Komisija je poročala, da je leta 2003 pri upravljanju programa sodelovalo 38 zaposlenih [COM(2002) 162].
This figure fell to 20 after the agency became fully operational in 2006 (by which time 16 staff, had been seconded to the agency). 
Ta številka se je znižala na 20 v letu 2006, ko je začela agencija avtonomno delovati (do takrat je bilo agenciji začasno dodeljenih 16 uslužbencev).
Using the assumptions set out in the cost effectiveness assessment performed to justify setting up the Executive Agency20, this indicates a staff cost of around 16 million euro for the period 2003 to 2006. 
Ob uporabi predpostavk, navedenih v oceni stroškovne učinkovitosti, ki je bila opravljena za utemeljitev ustanovitve izvajalske agencije20, to kaže na strošek za zaposlene v višini približno 16 milijonov EUR v obdobju 2003 do 2006.
Expenditure on administrative management (essentially covering expenditure on studies, meetings information and publicity) amounted to 2 million euro for the period 2003-2006. 
Odhodki za administrativno upravljanje (ki so v bistvu pokrivali stroške študij, srečanj, informiranja in oglaševanja) so za obdobje 2003–2006 znašali 2 milijona EUR.
20 Externalisation arrangements for “Intelligent Energy for Europe” Programme. 
20 Externalisation Arrangements for ”Intelligent Energy for Europe” Programme.
A cost-effectiveness assessment, Eureval-C3E, 2002. 22 
Ocena stroškovne učinkovitosti.), Eureval–C3E, 2002. 22
TOTAL ADMINISTRATIVE COSTS 37. 
SKUPNI ADMINISTRATIVNI STROŠKI 37.
The administrative costs of IEE borne by the European Union (including the cost of running the Executive Agency) thus amount to around 25 million euro over the period 2003 to 2006. 
Administrativni stroški IEE, ki jih je krila Evropska unija (vključno s stroški za delovanje izvajalske agencije), tako v obdobju 2003 do 2006 znašajo približno 25 milijonov EUR.
A survey of participants suggests a cost of around 22 million euro for preparing proposals and reporting on projects. 
Anketa med udeleženci kaže, da so stroški za pripravo predlogov in poročanje o projektih znašali približno 22 milijonov EUR.
Total payments to participants amounted to 46,8 million euro by the end of 2006. 
Skupna plačila udeležencem so do konca leta 2006 znašala 46,8 milijona EUR.
This suggests that during this period the Intelligent Energy for Europe programme’s costs for administration, for preparing proposals and for reporting on projects was of the same order as was paid out to beneficiaries for operational purposes. 
To kaže, da so v tem obdobju stroški za upravljanje programa Inteligentna energija za Evropo, za pripravo predlogov in poročanje o projektih znašali toliko, kot je bilo izplačano upravičencem za operativne namene.
Many of these costs in a programme such as IEE are front-end loaded. 
Pri programu, kot je IEE, so torej številni od teh stroškov skoncentrirani v zgodnjem obdobju.
Costs such as those involved in preparing calls for proposals are necessarily concentrated in the early period of the programme, and the relationship between the cost of administration and operations will change over the course of the programme. 
Stroški, kot so tisti, povezani s pripravo razpisa za zbiranje predlogov, so nujno skoncentrirani v zgodnjem obdobju izvajanja programa, razmerje med stroški administracije in dejavnosti pa se med izvajanjem programa spreminja.
However administrative costs plus the costs of preparing proposals and reporting on projects already incurred are estimated to be equal to more than a sixth of total commitments and further administrative costs will be incurred in the future, as the Executive Agency will continue to monitor contracts, and will be increasingly involved in checking claims for reimbursement, while beneficiaries will continue to incur reporting costs, and will devote increased resources to preparing cost statements and obtaining audit certificates. 23 
Vendar znašajo že nastali administrativni stroški skupaj s stroški priprave predlogov in poročanja o projektih po ocenah več kot šestino vseh prevzetih obveznosti, dodatni administrativni stroški pa bodo nastali tudi v prihodnosti, saj bo izvajalska agencija še naprej spremljala pogodbe in bo čedalje bolj sodelovala pri preverjanju zahtevkov za povračila, upravičenci pa bodo še naprej imeli stroške s poročanjem in bodo namenili več virov za pripravo izjav o stroških in pridobivanje revizijskih potrdil. 23
THE EXECUTIVE AGENCY: A BETTER MANAGER? 
IZVAJALSKA AGENCIJA: BOLJŠI UPRAVLJAVEC?
The Court’s audit found that the Executive Agency had: – improved programme communication (through its website, streaming broadcasting and newsletter); – improved application documents; – reduced some of the administrative burdens on participants; – six monthly progress and financial reporting reduced to a nine months reporting with a single progress and financial report. 
Med revizijo, ki jo je opravilo Sodišče, je bilo ugotovljeno, da je izvajalska agencija: – izboljšala obveščanje o programu (prek svoje spletne strani s strujanjem in predvajanjem vsebin ter z glasilom); – izboljšala dokumente za prošnjo za sredstva; – zmanjšala nekatera administrativna bremena za udeležence; – poročanje vsakih šest mesecev in finančno poročanje zmanjšala na poročanje vsakih devet mesecev z enim samim poročilom o napredku in finančnim poročilom.
Changes to administrative procedures are reflected in the attitudes of beneficiaries to the programme. 
Spremembe administrativnih postopkov se odražajo v stališčih upravičencev programa.
On the criteria “assistance during the application procedure” and “duration of the procedure” (Figure 4), 10 % more applicants rated the service provided by the Executive Agency as “good or excellent”, than rated the Commission in these categories. 
Pri merilih ”pomoč med postopkom vložitve prijave” in ”trajanje postopka” (diagram 4) je 10 % več vložnikov storitev, ki jo je zagotovila izvajalska agencija, ocenilo kot ”dobro ali odlično” v primerjavi z oceno Komisije v teh kategorijah.
Differences were particularly marked in the “excellent” category. 
Razlike so bile zlasti opazne v kategoriji ”odlično”.
While participants as a group showed a preference for dealing with the Executive Agency, around half saw little difference in the level of service provided. 
Čeprav so udeleženci kot skupina pokazali, da raje sodelujejo z izvajalsko agencijo, jih je približno polovica opazila le majhno razliko na ravni zagotovljene storitve.
Project coordinators (who have more contact with Brussels than do other participants) expressed a higher level of satisfaction with the agency and a lower level of satisfaction with the Commission (Figures 5 and 6). 
Koordinatorji projekta (ki imajo več stika z Brusljem kot ostali udeleženci) so izrazili višjo stopnjo zadovoljstva z agencijo in nižjo stopnjo zadovoljstva s Komisijo (diagrama 5 in 6).
It is too soon to draw definitive conclusions on the performance of the agency, but the perception of programme participants is that it has made a good start. 
Zaenkrat je še prezgodaj za oblikovanje dokončnih zaključkov o uspešnosti agencije, vendar udeleženci programa opažajo, da je dobro začela.
24 FIGURE 4 THE DURATION OF THE APPLICATION PROCESS Views of respondents to survey on dealing with the... ... 
24 DIAGRAM 4 TRAJANJE POSTOPKA VLOŽITVE Mnenja anketirancev o poslovanju z ... ...
Executive Agency ... 
Izvajalsko agencijo ...
Commission 0 % 20 % Excellent Good Satisfactory Poor 40 % 60 % 80 % 100 % No service 
Komisijo 0 % 20 % Odlično Dobro Zadovoljivo Slabo 40 % 60 % 80 % 100 % Ni storitve
FIGURE 5 180 160 140 120 100 80 60 40 20 0 VIEW OF ALL BENEFICIARIES ON DIFFERENCES IN QUALITY OF SERVICES PROVIDED BY THE COMMISSION AND THE EXECUTIVE AGENCY equal Agency COM equal Agency COM equal Agency COM The reporting process of ongoing projects is easier under 25 The availability of information is better under The application process goes faster under FIGURE 6 VIEW OF COORDINATORS ON DIFFERENCES IN QUALITY OF SERVICES PROVIDED BY THE COMMISSION AND THE EXECUTIVE AGENCY 45 40 35 30 25 20 15 10 5 0 Agency equal COM equal Agency Agency equal COM COM The availability of information is better under The application process goes faster under The reporting process of ongoing projects is easier under 
DIAGRAM 5 180 160 140 120 100 80 60 40 20 0 MNENJE VSEH UDELEŽENCEV O RAZLIKAH V KAKOVOSTI STORITEV, KI STA JIH ZAGOTOVILI KOMISIJA IN IZVAJALSKA AGENCIJA enako agencija KOM enako agencija KOM enako agencija KOM Proces poročanja o tekočih projektih je lažji pri 25 Razpoložljivost informacij je boljša pri Postopek vložitve poteka hitreje pri DIAGRAM 6 MNENJE KOORDINATORJEV O RAZLIKAH V KAKOVOSTI STORITEV, KI STA JIH ZAGOTOVILI KOMISIJA IN IZVAJALSKA AGENCIJA 45 40 35 30 25 20 15 10 5 0 agencija enako KOM enako agencija agencija enako KOM KOM Razpoložljivost informacij je boljša pri Postopek vložitve poteka hitreje pri Proces poročanja o tekočih projektih je lažji pri
CONCLUSIONS AND RECOMMENDATIONS PLANNING THE PROGRAMME 43. 
ZAKLJUČKI IN PRIPOROČILA NAČRTOVANJE PROGRAMA 43.
The Commission translated the objectives of the IEE programme into a detailed Work Programme and made use of outside experts to appraise proposals. 
Komisija je cilje programa IEE prenesla v podroben delovni program in za ocenjevanje predlogov uporabila zunanje strokovnjake.
In some target areas for IEE action there appears to be a significant potential for cost-effective adoption of greenhouse gas-efficient technologies. 
Na nekaterih področjih ukrepanja IEE kaže, da obstajajo precejšnje možnosti za stroškovno učinkovito prilagajanje tehnologij, ki uspešno omejujejo toplogredne pline.
On the other hand the planning of the programme fell short of best practice. 
Po drugi strani pri načrtovanju programa ni bila uporabljena najboljša praksa.
The Commission did not: – make its policy model explicit; – set specific and time related objectives; – provide an analysis of key market actors. 
Komisija ni: – jasno oblikovala svojega modela politike; – določila specifičnih in časovno določenih ciljev; – zagotovila analize ključnih tržnih akterjev.
The distribution of spending over so many areas of activities necessarily limited the potential to achieve significant and verifiable progress in any particular area. 
Porazdelitev porabe na tako številna področja dejavnosti je nujno omejila možnosti za doseganje pomembnega in preverljivega napredka na katerem od posameznih področij.
RECOMMENDATION 1  PLANNING The Commission should ensure that programme proposals are based on an explicit policy model and reflect the expected link between expenditure, output and impact. 
PRIPOROČILO 1  NAČRTOVANJE Komisija bi morala zagotoviti, da predlogi programov temeljijo na jasnem modelu politike in odražajo pričakovano povezavo med odhodki, izložkom in učinkom.
Monitoring and evaluation procedures did not provide an effective feedback mechanism. 
Postopka spremljanja in vrednotenja nista zagotavljala uspešnega mehanizma povratnih informacij.
The Commission monitored projects but did not seek to monitor the performance of the programme as a whole. 
Komisija je spremljala projekte, vendar si ni prizadevala spremljati uspešnosti programa kot celote.
Evaluation of the previous programme took place too late to influence the design of the Intelligent Energy for Europe, and the successor programme was agreed before Intelligent Energy for Europe was evaluated. 
Vrednotenje prejšnjega programa je bilo izvedeno prepozno, da bi vplivalo na zasnovo Inteligentne energije za Evropo, naslednji program pa je bil odobren, preden je bila ovrednotena Inteligentna energija za Evropo.
The programme was evaluated at “mid term” but evaluation was hampered because only 5 % of payments had been made at this point. 
Izvedeno je bilo ”vmesno” vrednotenje programa, vendar je bilo ovirano, ker je bilo do takrat izvršenih samo 5 % plačil.
The monitoring and evaluation arrangements thus did not enable the Commission to form a view of the overall quality and design of the programme and judge whether, for example, a standard project-based approach was an appropriate response to the policy aims21; or, if so, whether a much more focused programme would be more likely to achieve IEE’s objectives. 
Tako ureditve spremljanja in vrednotenja Komisiji niso omogočile, da bi oblikovala stališče o skupni kakovosti in zasnovi programa ter presodila, ali je bil na primer standardni pristop na podlagi projektov ustrezen odziv na cilje politike21 in, če je bil, ali bi bila pri veliko bolj usmerjenem programu večja verjetnost doseganja ciljev IEE.
In the case of Intelligent Energy for Europe, one premise of the programme was that imperfect knowledge was preventing decision makers from adopting appropriate technology. 
Ena od predpostavk programa v primeru Inteligentne energije za Evropo je bila, da nepopolno poznavanje odločevalcem preprečuje sprejemanje ustrezne tehnologije.
Effective monitoring would asses whether decision makers were becoming better informed. 
Pri uspešnem spremljanju bi se ocenilo, ali postajajo odločevalci bolje obveščeni.
The Commission was not in a position to assess whether 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 agencij za energijo pomemben, niti ali so izboljšale koordinacijo spodbujanja energetsko učinkovite tehnologije.
However changes made in the 2007-2013 programme increased financial support for these bodies. 
Vendar se je s spremembami programa za obdobje 2007–2013 finančna podpora za te organe povečala.
IEE was small in relation to the market (for energy) which it was intended to influence. 
IEE je bil majhen v primerjavi s trgom (energije), na katerega naj bi vplival.
IEE projects provided intermediate outputs (often taking the form of 21 It is notable, for example, that, using a different approach, policymakers in Member States have often focused upon utility companies as a suitable channel for providing advice on energy-saving technology. 
21 Opazno je, na primer, da so se oblikovalci politike v državah članicah z uporabo drugačnega pristopa pogosto osredotočili na družbe javnih gospodarskih služb kot ustrezen kanal za svetovanje o energetsko varčni tehnologiji.
Such arrangements provide the advantage that utility companies have an established contact with energy users, and that they have the potential to measure impacts on energy consumption. 
Takšne ureditve imajo to prednost, da imajo te družbe vzpostavljen stik s porabniki energije in da imajo možnost meriti učinke na porabo energije.
It has the drawback that utilities have evident interest in the business, and this may not be optimal for fair and transparent advice. 
Njihova pomanjkljivost pa je, da imajo te družbe hkrati tudi očiten poslovni interes, kar morda ni optimalno za pošteno in pregledno svetovanje.
Likewise, there is an intrinsic problem in deciding when and how to evaluate multi-annual programmes which start slowly (or late) and whose expenditure consequences extend beyond the formal programme period. 
Podobno obstaja tudi notranja težava pri odločanju, kdaj in kako vrednotiti večletne programe, ki se začnejo počasi (ali pozno) in katerih odhodkovne posledice segajo v obdobje po izteku uradnega programskega obdobja.
As the Court pointed out in its report on the structural funds “medium-term processes” (Special Report No 1/2007), evaluation which takes place early enough in a programming period for its results to influence the design of a successor programme will be based on evidence drawn from only a small part of planned spending. 
Kot je Sodišče poudarilo v svojem poročilu o ”srednjeročnih procesih” pri strukturnih skladih (Posebno poročilo št. 1/2007), vrednotenje, izvedeno dovolj zgodaj v programskem obdobju, da lahko njegovi rezultati vplivajo na zasnovo naslednjega programa, temelji na dokazih, pridobljenih samo iz majhnega dela načrtovane porabe.
Evaluations based on a significant amount of expenditure on the other hand are likely to be carried out too late to affect the design of any successor programmes. 
Vrednotenja, ki temeljijo na pomembnem znesku odhodkov, bodo po drugi strani verjetno izvedena prepozno, da bi vplivala na zasnovo katerih koli naslednjih programov.