natgillin/translations-raw huggingface dataset:
IV We found shortcomings in the otherwise well-organised CEF selection procedures, risks in programme implementation and weaknesses in performance reporting. o The procedures for selecting projects are well-organised, but have to be further harmonised across the three CEF sectors. 
IV Ugotovilo je pomanjkljivosti v sicer dobro organiziranih izbirnih postopkih IPE, tveganja pri izvajanju programov ter slabosti pri poročanju o smotrnosti. o Postopki za izbiro projektov so dobro organizirani, vendar je njihovo uporabo v vseh treh sektorjih IPE treba dodatno uskladiti.
The degree of correlation between the assessment made by external experts and the Commission’s final award decision differs between the sectors. 
Stopnja korelacije med oceno zunanjih strokovnjakov in končnim sklepom Komisije o dodelitvi sredstev se med sektorji razlikuje.
In CEF Transport, the probability of being selected is independent of the scores given by the external experts for recommended projects. 
V sektorju IPE – promet verjetnost izbire ni odvisna od števila točk, ki jih priporočenim projektom podelijo zunanji strokovnjaki.
The reasons for departing from the assessment need to be better documented. 
Razloge za odstopanje od ocene je treba bolje dokumentirati.
This is a particular issue for 14 CEF-T projects (worth about €711 million in grants) which the Commission selected but the external experts had not recommended for funding for reasons of maturity, quality or impact. o Moreover, the award criteria used to select projects need further clarification. 
To je zlasti težava za 14 projektov IPE – promet (v vrednosti približno 711 milijonov EUR nepovratnih sredstev), ki jih je izbrala Komisija, zunanji strokovnjaki pa jih zaradi stopnje izdelanosti, kakovosti ali vpliva niso priporočili za financiranje. o Poleg tega je treba merila za dodelitev sredstev, ki se uporabljajo pri izbiri projektov, dodatno pojasniti.
The thorough assessment of maturity and quality in particular is key for anticipating issues that may affect the timely implementation of projects. o There is a risk that the programme will not be fully implemented. 
Zlasti temeljita ocena izdelanosti in kakovosti je ključna za predvidevanje težav, ki bi lahko vplivale na pravočasno izvajanje projektov. o Obstaja tveganje, da program ne bo izveden v celoti.
By January 2019, in the fifth year of the period, less than one quarter of the funds awarded to projects had resulted in payments. 
Do januarja 2019, v petem letu obdobja, je bilo izplačanih manj kot četrtina sredstev, dodeljenih projektom.
This slow disbursement of funding is attributable to the delayed implementation and under-execution of projects. o In addition, the current system of calls did not discourage immature project proposals. 
To nizko stopnjo izplačil je mogoče pripisati zamudi pri izvajanju projektov in njihovemu nezadostnemu izvajanju. o Poleg tega se s trenutnim sistemom razpisov ne odvrača neizdelanih predlogov projektov.
Following the Commission ́s schedule for calls for proposals, INEA granted a significant share of the CEF budget early in the programming period. 
Na podlagi časovnega razporeda razpisov za zbiranje predlogov, ki ga je pripravila Komisija, je agencija INEA velik delež proračuna IPE dodelila že v zgodni fazi programskega obdobja.
85 % of the CEF-T budget was granted under the 2014 and 2015 calls, and the CEF-T budget for 2014 alone was €12 billion - or 52 % of the total delegated budget for the period. 
85 % proračuna za IPE – promet je bilo dodeljenih v okviru razpisov za leti 2014 in 2015, proračun za IPE – promet pa je samo za leto 2014 znašal 12 milijard EUR ali 52 % skupnega prenesenega proračuna za to obdobje.
The downside of allocating so much so early was that some projects selected were not mature enough. o With the 2014-2020 period due to end next year, there is a risk that payments, decommitments and reflows will build up significantly in the coming months. 
Slabost zgodnje porazdelitve tako velikega deleža sredstev je bila, da nekateri izbrani projekti niso bili dovolj izdelani. o Ker se obdobje 2014–2020 konča naslednje leto, obstaja tveganje, da se bodo plačila, sprostitve in vračila v prihodnjih mesecih znatno povečali.
This would mean further delaying the programme’s potential impact. 
To bi povzročilo dodatne zamude pri doseganju potencialnega učinka programa.
Monitoring of project progress is important so that delays can be identified and corrective actions can be taken. 
Spremljanje napredka projektov je pomembno za ugotavljanje zamud in sprejetje popravljalnih ukrepov.
However, monitoring tools – such as provisions in grant agreements and action status reports, would benefit from improvement to ensure the effective use of EU funds. o The existing performance framework is not well suited to demonstrate how projects contribute to the overall CEF objectives. 
Vendar bi bilo orodja za spremljanje (npr. določbe v sporazumih o dodelitvi nepovratnih sredstev in poročila o stanju ukrepa) mogoče še izboljšati, da bi se zagotovila uspešna poraba sredstev EU. 5
INEA mainly monitors project outputs, but this approach is insufficient to assess results. Thus there is no clear 5 
Agencija INEA spremlja predvsem izložke projektov, vendar ta pristop ne zadostuje za oceno rezultatov.
information as to whether or how EU co-funded projects have achieved the targeted results. 
Zato ni jasnih informacij o tem, ali in kako so projekti, ki jih sofinancira EU, dosegli ciljne rezultate.
V Based on our findings, we recommend action which would help the Commission and INEA to: (1) improve the potential for synergies between the CEF and H2020 programmes, and between CEF sectors; (2) strengthen the framework for INEA’s management of the delegated programmes; (3) ensure greater harmonisation and transparency of project selection procedures; (4) set better conditions for timely implementation of the CEF; (5) redesign the performance framework to better monitor project results. 6 
V Sodišče na podlagi svojih ugotovitev izreka priporočila, s katerimi želi Komisijo in agencijo INEA podpreti pri: (1) izboljšanju potenciala za sinergije med programoma IPE in Obzorje 2020 ter med sektorji IPE; (2) okrepitvi okvira, v skladu s katerim agencija INEA upravlja prenesene programe; (3) zagotavljanju bolj usklajenih in transparentnih postopkov za izbiro projektov; (4) določanju boljših pogojev za pravočasno izvajanje IPE; (5) preoblikovanju okvira smotrnosti za boljše spremljanje rezultatov projektov. 6
Introduction Executive agencies of the European Union 01 Since 2003, the Commission has the right to set up executive agencies for a limited period of time to manage specific tasks related to EU programmes1. The first such agency was established in early 2004. 
Uvod Izvajalske agencije Evropske unije 01 Komisija ima od leta 2003 pravico ustanavljati izvajalske agencije za omejeno časovno obdobje za upravljanje posebnih nalog, povezanih s programi EU.1 Prva takšna agencija je bila ustanovljena na začetku leta 2004.
Since then, the Commission has gradually increased the volume of funds and number of programmes outsourced to what are now six executive agencies2. 
Od takrat je Komisija postopoma povečala višino sredstev in število programov, ki jih oddaja v zunanje izvajanje svojim trenutno šestim izvajalskim agencijam2.
02 Unlike with decentralised agencies and other bodies, the Commission may not entrust an executive agency with tasks requiring discretionary powers in translating political choices into action. 
02 Za razliko od decentraliziranih agencij in drugih organov Komisija izvajalskih agencij ne sme pooblastiti za opravljanje nalog, za katere so potrebna diskrecijska pooblastila pri uresničevanju političnih odločitev.
03 In its proposal for the 2021-2027 multiannual financial framework (MFF), the Commission emphasised the importance of executive agencies in programme implementation, as this generates cost savings and economies of scale and ensures operational proximity to beneficiaries. 
03 Komisija je v svojem predlogu za večletni finančni okvir za obdobje 2021–2027 poudarila pomen izvajalskih agencij pri izvajanju programov, saj se s tem zmanjšujejo stroški, ustvarja ekonomija obsega in zagotavlja operativna bližina upravičencem.
According to the Commission, consideration should therefore be given to further outsourcing. 
Po mnenju Komisije bi bilo zato treba razmisliti o nadaljnjem oddajanju v zunanje izvajanje.
It succeeded the Trans-European Transport Network Executive Agency (TEN-T EA), which had managed the 2007-2013 TEN-T programme (with around 100 staff, and a budget of €7.9 billion Council Regulation (EC) No 58/2003 of 19 December 2002 laying down the statute for executive agencies to be entrusted with certain tasks in the management of Community programmes (OJ L 11, 16.1.2003, p. 
7 1 2 Uredba Sveta (ES) št. 58/2003 z dne 19. decembra 2002 o statutu izvajalskih agencij, pooblaščenih za izvajanje nekaterih nalog pri upravljanju programov Skupnosti (UL L 11, 16.1.2003, str.
In addition to INEA, these are the Executive Agency for Small and Medium-sized Enterprises (EASME), the Education, Audio-visual and Culture Executive Agency (EACEA), the Consumers, Health, Agriculture and Food Executive Agency (CHAFEA), the Research Executive Agency (REA) and the European Research Council Executive Agency (ERCEA). 
Poleg agencije INEA so to še Izvajalska agencija za mala in srednja podjetja (EASME), Izvajalska agencija za izobraževanje, avdiovizualno področje in kulturo (EACEA), Izvajalska agencija za potrošnike, zdravje, kmetijstvo in hrano (CHAFEA), Izvajalska agencija za raziskave (REA) ter Izvajalska agencija Evropskega raziskovalnega sveta (ERCEA).
Commission Decision C(2013) 9235 delegated powers to the Agency. 
Prenos pooblastil na agencijo je določen s Sklepom Komisije C(2013) 9235.
Covering January 2014 to December 2024. 
Od januarja 2014 do decembra 2024.
06 More specifically, INEA prepares and launches calls for proposals, organises project evaluation and selection procedures, prepares and signs grant agreements, ensures the technical and financial follow-up of projects, and gives feedback to the Commission. 
06 Agencija INEA zlasti pripravlja in objavlja razpise za zbiranje predlogov, organizira postopke za ocenjevanje in izbiro projektov, pripravlja in sklepa sporazume o dodelitvi nepovratnih sredstev, zagotavlja nadaljnje tehnično in finančno spremljanje projektov ter daje povratne informacije Komisiji.
It has annual administrative expenditure of about €27 million and had nearly 300 full-time staff for 2018. 
Njeni letni upravni odhodki znašajo približno 27 milijonov EUR, leta 2018 pa je zaposlovala skoraj 300 uslužbencev s polnim delovnim časom.
These total €33.6 billion, which is the largest budget managed by an EU executive agency. 
To znaša skupno 33,6 milijarde EUR, kar je najvišji proračun, ki ga upravlja katera koli izvajalska agencija EU.
The two programmes co‐finance nearly 2 000 projects in INEA’s portfolio. 
Iz obeh programov se sofinancira skoraj 2 000 projektov iz portfelja agencije INEA.
In 2014‐2018, across the three CEF sectors, INEA organised 59 calls for proposals and the evaluation of 2 272 eligible project proposals. 
V obdobju 2014–2018 je agencija INEA v treh sektorjih IPE organizirala 59 razpisov za zbiranje predlogov in ocenjevanje 2 272 6 Del IPE – IKT.
Grants were awarded to 1 233 projects, amounting to total CEF support of €25.5 billion (see Table 2). 
Nepovratna sredstva, ki so bila dodeljena 1 233 projektom, znašajo 25,5 milijarde EUR skupne podpore IPE (glej tabelo 2).
Connecting Europe Facility 08 The CEF, launched in January 2014, is a flagship programme of the Europe 2020 Strategy that co‐finances infrastructure investment in the transport, energy and telecommunications sectors. 
Instrument za povezovanje Evrope (IPE) 08 IPE, ki se je začel izvajati januarja 2014, je vodilni program strategije Evropa 2020, s katerim se sofinancirajo infrastrukturne naložbe v prometnem, energetskem in telekomunikacijskem sektorju.
09 Within this programme, CEF Transport (CEF-T) is a key EU funding instrument used to implement European transport infrastructure policy. 
09 V okviru tega programa je IPE za prometni sektor (IPE – promet) ključni instrument EU za financiranje, ki se uporablja za izvajanje evropske politike na področju prometne infrastrukture.
Its main objective is to help complete the trans-European transport network (TEN-T), which comprises roads, railway lines, inland waterways, inland and maritime ports, airports and rail-road terminals throughout the 28 Member States, and cross-border links with some third countries. 
Njegov glavni cilj je prispevati k dokončanju vseevropskega prometnega omrežja (TEN-T), ki zajema ceste, železniške proge, celinske plovne poti, celinska in morska pristanišča, letališča in železniško-cestne terminale v vseh 28 državah članicah ter čezmejne povezave z nekaterimi tretjimi državami.
The CEF aims to fund projects with EU added value which remove bottlenecks, bridge missing links and complete cross-border sections, mainly in sustainable modes of transport. 
Namen IPE je financiranje projektov z dodano vrednostjo EU za odpravo ozkih grl, vzpostavitev manjkajočih povezav in dokončanje čezmejnih odsekov, predvsem v zvezi s trajnostnimi načini prevoza.
The EU’s aim is to complete the core network by 2030 and the wider comprehensive network by 2050. 
EU si prizadeva za dokončanje jedrnega omrežja do leta 2030 in širšega celovitega omrežja do leta 2050.
10 CEF Energy (CEF-E) aims to financially support implementation of projects of common interest, i.e. key energy infrastructure projects, in particular cross-border electricity and gas interconnectors, smart grids and cross-border carbon dioxide networks, which are not commercially viable. 
10 Namen IPE za energetski sektor (IPE – energetika) je finančno podpreti izvajanje projektov skupnega interesa, tj. ključnih projektov energetske infrastrukture, zlasti na področju čezmejnih električnih in plinskih povezovalnih daljnovodov, pametnih omrežij in čezmejnih omrežij ogljikovega dioksida, ki niso komercialno donosni.
Its broader policy objectives are to increase competitiveness by promoting the further integration of the internal energy market and the interoperability of electricity and gas networks across borders, enhancing the security of energy supply in the EU and contributing to sustainable development and protection of the environment. 
Njegovi širši cilji politike so povečanje konkurenčnosti s spodbujanjem nadaljnjega povezovanja notranjega energetskega trga ter čezmejne interoperabilnosti elektroenergetskih in plinskih omrežij, s čimer bi se povečala zanesljivost oskrbe z energijo v EU ter prispevalo k trajnostnemu razvoju in varstvu okolja.
11 The aim of CEF Telecom (CEF-ICT) is to bring improvements for citizens, businesses, and administrations through the deployment of trans-European interoperable infrastructure in the area of telecommunications. 
11 Namen IPE za sektor telekomunikacij (IPE – IKT) je prinesti izboljšave za državljane, podjetja in uprave z uvedbo vseevropske interoperabilne infrastrukture na področju telekomunikacij.
It focuses on providing operational services which are ready to be deployed and will be sustainable over time. 
Osredotoča se na zagotavljanje operativnih storitev, ki so pripravljene za uporabo in bodo sčasoma trajnostne.
In terms of connectivity, CEF-ICT is intended to stimulate investment for deploying and modernising broadband networks and provide high-quality wireless connectivity in local communities. 10 
Kar zadeva povezljivost, naj bi se z IPE – IKT spodbujale naložbe v postavitev in posodobitev širokopasovnih omrežij ter zagotovila visokokakovostna brezžična povezljivost v lokalnih skupnostih. 11
Audit scope and approach 12 We selected INEA for audit because of the size of the budgets it is managing for the 2014-2020 programming period, and because we had never audited its performance before. 
Obseg revizije in revizijski pristop 12 Sodišče se je za revizijo agencije INEA odločilo zaradi velikosti proračunov, ki jih agencija upravlja za programsko obdobje 2014–2020, in zato, ker še nikoli ni revidiralo smotrnosti njenega poslovanja.
We have timed our report so as to be able to contribute to the reflections on the renewed legal framework for the upcoming CEF II programme. 
Sodišče je objavo svojega poročila načrtovalo tako, da bi lahko prispevalo k razmisleku o prenovljenem pravnem okviru za prihodnji program IPE II.
Given its status as an executive agency, with no discretionary powers, this meant also auditing the processes at the European Commission which directly impact INEA’s work. 
Zaradi njenega statusa izvajalske agencije brez diskrecijskih pooblastil je Sodišče revidiralo tudi postopke na Evropski komisiji, ki neposredno vplivajo na delo agencije INEA.
14 We therefore examined whether INEA, together with the Commission: o achieves the expected benefits of externalising responsibilities and fulfils the tasks delegated to it; o ensures robust procedures for the management of the CEF programme. 
14 Sodišče je zato preučilo, ali agencija INEA skupaj s Komisijo: o dosega pričakovane koristi prenosa pristojnosti in izpolnjuje naloge, ki so bile nanjo prenesene, o zagotavlja zanesljive postopke za upravljanje programa IPE.
15 For our audit of programme management, we focused on INEA’s contribution to the efficient and effective implementation of the CEF, which makes up the bulk of INEA’s delegated budget. 
15 Pri reviziji upravljanja programa se je Sodišče osredotočilo na to, kako agencija INEA prispeva k učinkovitemu in uspešnemu izvajanju programa IPE, ki predstavlja največji del prenesenega proračuna agencije INEA.
We did not cover H2020 or the legacy programmes (Marco Polo II and TEN-T). 
Revizija Sodišča ni zajemala programa Obzorje 2020 ali programov iz preteklega obdobja (Marco Polo II in TEN-T).
16 We held interviews with INEA, its parent DGs (MOVE, ENER, CNECT and RTD) and other stakeholders. These included the external evaluators in charge of its triennial assessment, TEN-T European coordinators, the Agency for the Cooperation of Energy Regulators (ACER) and observers of INEA’s evaluation procedures. 
16 Sodišče je opravilo razgovore z uslužbenci agencije INEA in generalnih direktoratov, ki so pristojni zanjo (MOVE, ENER, CNECT in RTD), ter drugimi deležniki, in sicer z zunanjimi ocenjevalci, pristojnimi za triletno oceno, evropskimi koordinatorji za TEN-T, uslužbenci Agencije za sodelovanje energetskih regulatorjev (ACER) in opazovalci postopkov ocenjevanja agencije INEA.
We attended meetings of INEA’s Steering Committee, the INEA Advisory Group on CEF Transport, the CEF Transport Committee, and (in the context of their preparation of a consensus report) the external evaluators in the 2018 CEF-ICT call. 
Udeležilo se je sej usmerjevalnega odbora INEA, svetovalne skupine INEA za IPE – promet in odbora za promet IPE ter zunanjih ocenjevalcev pri razpisu IPE – IKT iz leta 2018 (v okviru njihove priprave poročila o soglasju).
17 We examined INEA’s regulatory framework, its responsibilities and control systems, and conducted direct testing of its performance in managing the CEF programme and projects. 
17 Sodišče je pregledalo regulativni okvir agencije INEA, njene pristojnosti in nadzorne sisteme ter neposredno preizkusilo njeno smotrnost upravljanja programa in projektov IPE.
We also analysed the Commission’s role in the final selection of projects and assessed the performance framework for monitoring results. 
Prav tako je analiziralo vlogo Komisije pri končni izbiri projektov in ocenilo okvir smotrnosti za spremljanje rezultatov.
18 Specifically, we: o carried out a quantitative and qualitative analysis of the overall CEF project portfolio. 
18 Sodišče je zlasti: o izvedlo kvantitativno in kvalitativno analizo celotnega portfelja projektov IPE.
We examined the project selection procedures in five CEF-E calls, four 11 CEF-T calls and three CEF-ICT calls. 
Preučilo je postopke za izbor projektov pri petih razpisih IPE – energetika, štirih razpisih IPE – promet in treh razpisih IPE – IKT.
We analysed the procedures for the implementation, cancellation and termination of projects. o reviewed a sample of 22 projects in depth on the basis of the documentation available at INEA. 
Analiziralo je postopke za izvedbo, preklic in končanje projektov, o podrobno pregledalo vzorec 22 projektov na podlagi dokumentacije, ki je bila na voljo na agenciji INEA.
Moreover, for eight additional projects we carried out a desk review focusing on the selection phase. 
Poleg tega je pri osmih dodatnih projektih opravilo dokumentacijski pregled, pri katerem se je osredotočilo na njihovo izbirno fazo.
Our criteria for sampling projects were the coverage of the various CEF sectors, the amount of EU support, geographical coverage, the balance between cross-border and non-cross-border projects and the completion status of projects. o analysed INEA’s mid-term review of 356 CEF-T projects7 and its CEF-E annual reports. 
Merila Sodišča za vzorčenje projektov so bila pokritost različnih sektorjev IPE, znesek podpore EU, geografska pokritost, ravnovesje med čezmejnimi projekti in projekti, ki niso čezmejni, ter stopnja dokončanosti projektov, o analiziralo vmesni pregled 356 projektov IPE – promet, ki ga je opravila agencija INEA,7 in njena letna poročila o IPE – energetika.
We examined the documentation on project implementation and changes to project completion dates and budgets; we also investigated the reasons for decommitments and project implementation delays. o gathered corroborative evidence from various other sources, such as the triennial evaluation of INEA launched by the Commission in 2018, evaluation-related documents and reports by the Commission’s Internal Audit Service. 
Preučilo je dokumentiranje izvajanja projektov ter sprememb datumov dokončanja projektov in njihovih proračunov, pa tudi razloge za sprostitve in zamude pri izvajanju projektov, o zbralo podkrepitvene dokaze iz različnih drugih virov, kot so triletna ocena agencije INEA, ki jo je leta 2018 uvedla Komisija, dokumenti v zvezi z ocenjevanjem in poročila Službe Komisije za notranjo revizijo.
12 7 The review focused on projects with the highest EU allocation from the 2014 and 2015 multi-annual calls. 
13 7 Pregled se je osredotočal na projekte z najvišjo dodelitvijo sredstev EU iz večletnih razpisov iz let 2014 in 2015.
This meant 56 % of all CEF-T projects, with total grants of €18 billion (80 % of the total EU contribution to CEF-T). 
To je pomenilo 56 % vseh projektov IPE – promet, njihov skupni znesek nepovratnih sredstev pa je znašal 18 milijard EUR (80 % skupnega prispevka EU za IPE – promet).
Observations INEA delivered expected benefits with some limitations related to framework constraints 19 We examined INEA’s organisational structure from two angles: whether the creation of the Agency has brought the expected benefits of delegating programmes and whether it has fulfilled its delegated tasks. 
Opažanja Agencija INEA je dosegla pričakovane koristi, pri čemer pa obstajajo nekatere omejitve, ki so povezane z omejitvami okvira 19 Sodišče je organizacijsko strukturo agencije INEA preučilo z dveh vidikov: ali je ustanovitev agencije prinesla pričakovane koristi v zvezi s prenosom programov in ali izpolnjuje naloge, ki so bile nanjo prenesene.
20 Before setting up the Agency, the Commission conducted a mandatory cost-benefit analysis (CBA) in 20138. 
20 Pred ustanovitvijo agencije je Komisija leta 2013 izvedla obvezno analizo stroškov in koristi8.