natgillin/translations-raw huggingface dataset:
Project monitoring has provided valuable inputs to the Commission and to the Executive Agency in relation to future project requirements. 
Na podlagi spremljanja projektov sta Komisija in izvajalska agencija dobili koristne informacije glede prihodnjih zahtev za projekte.
The programme began once the Council and Parliament Decision came into force in August 2003. 
Program se je začel, potem ko je avgusta 2003 začela veljati odločba Sveta in Parlamenta.
Furthermore, regarding the implementation schedule, one and a half years elapsed between the adoption of the legal basis (Council and Parliament Decision in June 2003) and the signature of the first grant agreements in late 2004. 
Poleg tega je v zvezi z razporedom izvajanja od sprejetja pravne podlage (odločba Sveta in Parlamenta junija 2003) do podpisa prvih sporazumov o donacijah konec leta 2004 minilo leto in pol.
This is considered as normal taking into account the lead time for adoption of the work programme, launching of call for proposals, selection and contracting. 
To je običajno glede na potreben čas za sprejetje delovnega programa, začetek razpisa za zbiranje predlogov, izbiro in sklepanje pogodb.
All commitments were made during the programme period. 
Vse obveznosti so bile prevzete med programskim obdobjem.
The duration of the payment schedule is linked to the duration of the individual projects, most of which continue after 2006. 
Trajanje razporeda plačil je povezano s trajanjem posameznih projektov, katerih večina se nadaljuje po letu 2006.
The Commission did both request and obtain information on the removal of barriers to the up-take of energy efficiency, notably in relation to imperfect information. 
Komisija je zahtevala in pridobila informacije o odpravi ovir za izboljšanje energetske učinkovitosti, zlasti glede nepopolnih informacij.
This was specifically requested and provided as part of each proposer’s assessment of the “state of the art” in project proposals. 
To je bilo izrecno zahtevano in zagotovljeno pri vsaki oceni predlagatelja o ”stanju tehnike” v predlogih projektov.
Later, during and in the reports from supported projects, updated information on such barriers and the extent to which they were removed, were both requested and provided. 
Pozneje, in sicer med potekanjem podprtih projektov in v poročilih o njih, so bile zahtevane in zagotovljene posodobljene informacije o takšnih ovirah in obsegu, v katerem so bile odpravljene.
The Commission does also collect feedback on information needs, for example, in the public consultation on the Green Paper on Energy Efficiency which closed on 31/03/2006. 
Komisija zbira tudi povratne informacije o potrebah po informacijah, na primer pri javnem posvetovanju o Zeleni knjigi o energetski učinkovitosti, ki se je končalo 31. marca 2006.
Concerning the timing of programme evaluations, the IEE is a rolling programme, with experience from the past programmes feeding into subsequent ones. 
Kar zadeva časovni razpored vrednotenj programa, je IEE tekoči program, pri čemer se izkušnje preteklih programov uporabljajo pri novejših.
As such, evaluation results are used systematically in the design and drafting of the legislative proposals for subsequent programmes. 
Tako se rezultati vrednotenja sistematično uporabljajo pri oblikovanju in zasnovi zakonodajnih predlogov za novejše programe.
An independent study of local energy agencies will be carried out under a tender funded by the IEE 2008 work programme. 
Neodvisna študija o lokalnih agencijah za energijo bo izvedena v skladu z javnim razpisom, financiranim iz delovnega programa IEE za leto 2008.
The creation of agencies depends mainly on the availability of local and regional structures for co-financing and their committing to their agency in the long-run. 
Ustanavljanje agencij je odvisno zlasti od razpoložljivosti lokalnih in regionalnih struktur za sofinanciranje in njihove zavezanosti, da agencijo podpirajo dolgoročno.
Acknowledging this diversity, the Commission encouraged in particular new MS to take up the concept of energy agencies (e.g. call 2004 gave priority to the creation of agencies in new MS). 
Ob potrditvi te raznolikosti je Komisija zlasti nove države članice spodbujala, naj sprejmejo zamisel agencij za energijo (npr. v razpisu leta 2004 je imelo prednost ustanavljanje agencij v novih državah članicah).
This helped to build momentum and influence the decision making process at local level. 
To je prispevalo k večjemu zagonu in je vplivalo na proces odločanja na lokalni ravni.
As a result, after a slow start, 16 new energy agencies were established in the new Member States from 2005 to 2007. 
Zato je bilo po slabšem začetku v novih državah članicah od leta 2005 do 2007 ustanovljenih 16 novih agencij za energijo.
The ECUBA study, which was performed by experts closely involved with the work of the agencies (but independent of the European Commission), provided useful insights into the challenges associated with the management on energy agencies at local and regional level. 
Študija ECUBA, ki so jo izvedli strokovnjaki, tesno povezani z delom agencij (vendar neodvisni od Evropske komisije), je zagotovila koristne informacije o izzivih, povezanih z upravljanjem agencij za energijo na lokalni in regionalni ravni.
A new study is being launched as a Tender under the 2008 IEE Work Programme, and this will be carried out by a consortium which has not been associated with local energy agencies before. 
V skladu z javnim razpisom v okviru delovnega programa IEE za leto 2008 se izvaja nova študija, pri čemer jo bo izvajal konzorcij, ki prej ni bil povezan z lokalnimi agencijami za energijo.
Regular feedback to the Commission on the activities of the agencies is collected via Managenergy and its Reflection Group (MERG), which meets 2-3 times per year to discuss the needs, priorities and activities of local actors, notably the energy agencies. 
Stalne povratne informacije za Komisijo o dejavnostih agencij se zbirajo v okviru pobude Managenergy in njene posvetovalne skupine (MERG), ki se srečuje 2–3-krat na leto ter razpravlja o potrebah, prednostnih nalogah in dejavnostih lokalnih akterjev, zlasti agencij za energijo.
The Managenergy consortium is keeping the agencies section of the Managenergy web site and the related agencies booklet up to date by checking on an annual basis that the agencies are still active. 
Konzorcij Managenergy z vsako-letnim preverjanjem, ali so agencije še vedno dejavne, zagotavlja, da sta razdelek o agencijah na spletni strani Managenergy in s tem povezana knjižica o agencijah posodobljena.
The Commission supports the energy agencies only in the start-up phase. 
Komisija podpira agencije za energijo le na začetni stopnji.
The fact that most of the new agencies, which have been established with Community support, are still operating demonstrates both a demand and sufficient public use across Europe to justify the investment of public funds. 
Dejstvo, da večina novih agencij, ki so bile ustanovljene s podporo Skupnosti, še vedno deluje, dokazuje potrebo in zadostno javno uporabo v Evropi, da so naložbe javnih sredstev upravičene.
The Commission has information on the costs incurred by the Commission and the Agency in programme management and does not normally include costs incurred by the participants for preparing proposals as administrative costs. 
Komisija ima informacije o stroških, ki jih imata Komisija in agencija pri upravljanju programa, in stroškov udeležencev za pripravo predlogov običajno ne obravnava kot administrativnih stroškov.
The present legal base does not define “costs” incurred by all applicants’ while filling in their project proposals as eligible for reimbursement. 
Sedanja pravna podlaga ne opredeljuje, da so stroški vseh vložnikov za predložitev predlogov projektov upravičeni do povračila.
In the Commission’s view such costs are incurred for a necessary step of the project’s operations and cannot be defined as administrative nor can reporting costs be considered as purely administrative. 
Po mnenju Komisije ti stroški nastanejo kot nujna stopnja v izvajanju projekta in njih ni možno opredeliti kot administrativne, prav tako kot za izključno administrativne ni možno šteti stroškov poročanja.
It is the price participants have to pay in any kind of competitive procedure (According to the Court’s survey, almost 60 % of the respondents judged these costs as “fair”). – Preparing a proposal is an investment in planning a sound and competitive project, and reporting is both a contractual and an operational obligation which provides the basis for the Executive agency and Commission to disseminate the projects results to stakeholders. 
To je cena, ki jo morajo udeleženci plačati pri kakršnem koli razpisnem postopku (v skladu z raziskavo Sodišča skoraj 60% vprašanih meni, da so ti stroški ”sprejemljivi”). – Pripravljanje predloga je naložba v načrtovanje trdnega in konkurenčnega projekta, poročanje pa je pogodbena in operativna obveznost, na podlagi katere izvajalska agencija in Komisija posredujeta rezultate projektov zainteresiranim stranem.
Such publications generate positive spill over effects and increase interest in the programme, thus maximising the value of Community funding, and give credibility to the project owner. – The costs estimates of the respondents’ are, by nature, difficult to quantify in a systematic manner. 
Takšne objave imajo razširjene pozitivne učinke, povečujejo zanimanje za program, zato se poveča vrednost financiranja Skupnosti, ter prispevajo k verodostojnosti lastnika projekta. – Ocene stroškov vprašanih je težko količinsko opredeliti na sistematičen način.
The Commission notes that the Court’s survey did not define in its questionnaire the nature of the costs to be taken into account, nor a methodology for evaluating them. 
Komisija ugotavlja, da v vprašalniku v raziskavi Sodišča nista opredeljeni narava stroškov, ki jih je treba upoštevati, in metodologija za njihovo vrednotenje.
Survey participants were not asked to provide accounting data, and their replies were not audited. 
Od sodelujočih pri raziskavi se niso zahtevali računovodski podatki, poleg tega njihovi odgovori niso bili revidirani.
The replies of the 29 % of those approached who participated in the survey will therefore necessarily be a subjective perception by respondents and diverging in terms of content and extrapolations from them unreliable. 
Zato so odgovori 29% sodelujočih v raziskavi subjektivno dojemanje vprašanih, med odgovori so vsebinska odstopanja, njihove ekstrapolacije pa nezanesljive.
Some stakeholders commented that the application process had become easier and that there was improved clarity surrounding the procedure and the evaluation criteria. 
Nekatere zainteresirane strani so navedle, da je proces vložitve prijave postal bolj preprost ter da so postopek in merila vrednotenja jasnejša.
The Commission understands therefore that the respondents to the external evaluation assessed positively the application process, which is related with the costs of preparing proposals mentioned by the Court. The “contract negotiation process” that the Court mentions is not part of the proposal phase but very distinct from it. 
Zato Komisija razume, da so vprašani pri zunanjem vrednotenju proces vložitve prijave, povezan s stroški priprave predlogov, ki jih je omenilo Sodišče, ocenili pozitivno. ”Postopek pogajanj o pogodbi”, ki ga je omenilo Sodišče, ni del faze, povezane s predlogi, ampak se od nje zelo razlikuje.
It applies only to proposals selected for funding and is designed to prepare the grant agreement between the beneficiaries’ consortium and the Commission. 
Velja le za predloge, izbrane za financiranje, in je namenjen pripravi sporazuma o donaciji med konzorcijem upravičencev in Komisijo.
Therefore, resources used for “contract negotiation” should be considered separately from the costs of writing a proposal. 
Zato je treba sredstva, ki se uporabijo za ”pogajanja o pogodbi”, obravnavati ločeno od stroškov priprave predloga.
37-38. The Court adds costs incurred by the Commission and the Executive Agency together with “costs” estimated by beneficiaries. 
37–38. Sodišče upošteva stroške, ki jih imata Komisija in izvajalska agencija, skupaj z dodatnimi ”stroški”, ki jih ocenijo upravičenci.
These last costs are of a very different nature and therefore should be considered separately. 
Ti zadnji stroški so bistveno drugačni, zato jih je treba obravnavati ločeno.
Preparing a proposal is an investment in planning a sound and competitive project. 
Pripravljanje predloga je naložba v načrtovanje trdnega in konkurenčnega projekta.
39 As for the participants’ estimated costs of preparing proposals, and reporting on projects (22 million euro on the basis of a survey conducted by the Court), and as replied to in paragraph 32, the Commission notes that these are of a different nature and incurred for a necessary step of the project’s operations. 
39 V zvezi z ocenjenimi stroški udeležencev za pripravo predlogov in poročanje o projektih (22 milijonov EUR na podlagi raziskave Sodišča) ter v skladu z odgovorom iz odstavka 32 Komisija ugotavlja, da so ti stroški drugačni in nastanejo kot nujna stopnja v izvajanju projekta.
Furthermore, the Court’s survey did not define in its questionnaire the nature of the mentioned costs to be taken into account, nor a methodology for evaluating them. 
Poleg tega v vprašalniku v raziskavi Sodišča nista opredeljeni narava navedenih stroškov, ki jih je treba upoštevati, in metodologija za njihovo vrednotenje.
The replies from the 29 % of those approached who replied will therefore necessarily be very approximate and extrapolations from them unreliable. 
Odgovori 29 % sodelujočih v raziskavi so zato nujno zelo približni, njihove ekstrapolacije pa nezanesljive.
The Commission does not consider that the costs estimates relating to preparing proposals and reporting borne by the participants can be assimilated, added or compared to the administration costs incurred by the Commission and the Agency to manage the programme as they are of different nature. 
Komisija meni, da ocen stroškov udeležencev za pripravo predlogov in poročanje ni možno izenačiti, dodati ali primerjati z administrativnimi stroški Komisije in agencije za upravljanje programa, ker so drugačni.
With regard to the pay-out of the programme grants, the Court correctly states in paragraph 38 that in a programme such as IEE the costs of preparing proposals are front-end loaded. 
Glede izplačila donacij programa Sodišče v odstavku 38 pravilno navaja, da so stroški priprave predlogov v programu, kot je IEE, koncentrirani v zgodnjem obdobju.
At the same time, the pay-out to beneficiaries is typically back-end loaded. 
Hkrati so izplačila upravičencem običajno koncentrirana v končnem obdobju.
CONCLUSIONS AND RECOMMENDATIONS 44. 
SKLEPI IN PRIPOROČILA 44.
The Commission considers that the planning of the programme represents an acceptably high standard given the inherent constraints of a policy instrument of this nature. 
Komisija meni, da načrtovanje programa pomeni zadovoljivo visok standard glede na omejitve, ki so del takega instrumenta politike.
See reply to paragraph 18. 
Glej odgovor na odstavek 18.
The decision on IEE 1 is referring to a number of specific communications relevant to each of the four programme fields, and each of these documents contains a list of important areas of action4. 
Odločba o programu IEE1 se sklicuje na številna posebna sporočila, ki zadevajo vsako od štirih področij programa. Vsak od teh dokumentov vsebuje seznam pomembnih področij delovanja4.
4 For example, the White paper for a Community Strategy and Action Plan [COM(1997) 599 final of 26/11/1997] contains four activity areas and 22 specific actions for the field renewable energies alone; the Communication from the Commission, entitled: “Action Plan to improve energy efficiency in the European Community” [COM(2000) 247 of 26/04/2000] puts forward actions in all sectors and in 15 main areas. 
4 Tako na primer Bela knjiga za strategijo in akcijski načrt Skupnosti [COM(1997) 599 konč. z dne 26. novembra 1997] vsebuje štiri področja delovanja in 22 posebnih ukrepov samo za področje obnovljivih virov energije; Sporočilo Komisije z naslovom ”Akcijski načrt za izboljšanje energetske učinkovitosti v Evropski skupnosti” [COM(2000) 247 z dne 26. aprila 2000] predlaga ukrepe v vseh sektorjih in na 15 glavnih področjih.
40 RECOMMENDATION 1 – PLANNING See replies to paragraphs 17 & 18. 
40 PRIPOROČILO 1 – NAČRTOVANJE Glej odgovora na odstavka 17 in 18.
The Commission is already implementing the Court’s recommendation on planning. 
Komisija že izvaja priporočilo Sodišča o načrtovanju.
The Commission has established an explicit policy model for IEE which reflects the expected link between expenditure, output and impact on the level of each intervention area and this is monitored concretely on a project by project basis. 
Komisija je vzpostavila jasen model politike za IEE, ki izraža pričakovano povezavo med odhodki, izložkom in učinkom na ravni vsakega področja ukrepanja, ki se dejansko spremlja na podlagi posameznih projektov.
IEE1 is a programme with a wide scope for addressing sustainable energy in all sectors of society as defined in the decision of the Parliament and the Council. 
IEE1 je program s širokim obsegom za obravnavanje trajnostne energije v vseh družbenih sektorjih, kot je določeno v odločbi Parlamenta in Sveta.
The IEE is a rolling programme, with experience from the past programmes feeding into subsequent ones. 
IEE je tekoči program, pri čemer se izkušnje preteklih programov uporabljajo pri novejših.
Monitoring of the programme is done on a project basis, allowing the impacts of the programme to be determined with regard to its objectives. 
Spremljanje programa poteka na podlagi projektov, pri čemer se lahko vplivi ugotavljajo glede na cilje teh projektov.
It is hardly feasible to introduce monitoring at a higher aggregated level given the difficulty to isolate causal links between the programme results as catalyst and macroeconomic trends such as the EU’s energy dependency. 
Uvedba spremljanja na višji skupni ravni skoraj ni izvedljiva, ker je težko izolirati vzročne zveze med spodbujevalnimi rezultati programa in makroekonomskimi trendi, kot je energetska odvisnost Evropske unije.
See also reply to paragraph 23. 
Glej tudi odgovor na odstavek 23.
Feedback from public authorities across the EU, as witnessed by the recent growth in demand for such agencies from public authorities, confirms that they believe a local or regional agency makes a significant impact. 
Povratne informacije javnih organov v EU, pri katerih obstaja rastoče povpraševanje po takih agencijah, potrjujejo njihovo stališče, da ima lokalna ali regionalna agencija velik vpliv.
The fact that each public authority must not only co-finance during the first 3 years of IEE support but must also ensure the continuation of the agency for a further 5 years afterwards confirms that local authorities are convinced about the value of having such an agency. 
Dejstvo, da mora vsak javni organ zagotoviti sofinanciranje v prvih treh letih podpore IEE ter zagotoviti delovanje agencije v nadaljnjih petih letih, potrjuje, da so lokalni organi prepričani o pomembnosti obstoja take agencije.
See also reply to paragraph 28. 
Glej tudi odgovor na odstavek 28.
Change in behavior can only be estimated over the long term, using consolidated data such as those provided by EUROSTAT. 
Spremembo vedenja je mogoče oceniti le v dolgoročnem smislu s konsolidiranimi podatki, kot so tisti, ki jih predloži EUROSTAT.
Nevertheless the programme has had a positive impact on the development of EU policy. 
Kljub temu je program pozitivno vplival na razvoj politike EU.
Concerning the use of evaluation in the design of successor programmes, existing evaluation findings (mid-term/final evaluation of an ongoing programme and ex post evaluation of the previous programme) are a key input to the ex ante evaluation/Impact Assessment of the successor programme. 
V zvezi z uporabo vrednotenja pri načrtovanju naslednjih programov so ugotovitve iz že izvedenega vrednotenja (vmesnega/končnega vrednotenja tekočega programa in naknadnega vrednotenja preteklega programa) ključni element predhodnega vrednotenja/ocene učinka naslednjega programa.
IEE is a rolling programme with experience from the past programmes feeding into subsequent ones. 
IEE je tekoči program, pri čemer se izkušnje preteklih programov uporabljajo pri novejših.
Regarding performance indicators, delegation of programme management to a full-time team of dedicated professionals in an executive agency results in a more efficient process of continuous feedback, which permits the direction of the programme and its priorities to be adjusted / refocused annually in response to changes in the market as well as to the evolution of EU policy. 
Glede kazalnikov uspešnosti prenos naloge upravljanja programa na skupino strokovnjakov, ki se ukvarjajo samo s to nalogo, v izvajalski agenciji zagotavlja učinkovitejši proces stalnih povratnih informacij, ki omogoča, da se upravljanje programa in njegovih prednostnih nalog vsako leto prilagodi/preusmeri ob upoštevanju sprememb na trgu in razvoja politike EU.
RECOMMENDATION 2 – MONITORING Monitoring of the programme is done on a project basis, allowing their impacts to be determined with regard to their objectives. 
PRIPOROČILO 2 – SPREMLJANJE Spremljanje programa poteka na podlagi projektov, pri čemer se lahko vplivi ugotavljajo glede na cilje teh projektov.
RECOMMENDATION 3 – EVALUATION The Commission intends to implement the recommendation regarding the evaluation of programmes. 
PRIPOROČILO 3 – VREDNOTENJE Komisija namerava izvajati priporočilo v zvezi z vrednotenjem programov.
The Court adds costs incurred by the Commission and the Executive Agency together with “costs” estimated by beneficiaries. 
Sodišče upošteva stroške, ki jih imata Komisija in izvajalska agencija, skupaj z dodatnimi ”stroški”, ki jih ocenijo upravičenci.
These costs are of a very different nature and therefore should be considered separately. 
Ti stroški so bistveno drugačni, zato jih je treba obravnavati ločeno.
Programme management costs are incurred only by the Commission and Executive Agency and, for the period in question, include investments in the establishment of an Executive Agency which will bring benefits and cost-savings in the future. 
Upravljanje programa izvajata samo Komisija in izvajalska agencija.
42 The Court’s survey did not define the nature of the costs to be taken into account, nor a method for determining them. 
42 V raziskavi Sodišča nista opredeljeni narava stroškov, ki jih je treba upoštevati, in metodologija za njihovo vrednotenje.
Survey participants were not asked to provide accounting data, and the replies were not audited. 
Od sodelujočih pri raziskavi se niso zahtevali računovodski podatki, poleg tega njihovi odgovori niso bili revidirani.
The replies are therefore necessarily very approximate. 
Odgovori so zato nujno podani zelo približni.
With regard to the disbursement of the programme grants, the Court correctly states in paragraph 38 that in a programme such as IEE the costs of preparing proposals are front-end loaded. In contrast, the pay-out to beneficiaries is largely back-end loaded. 
Glede izplačila donacij programa Sodišče v odstavku 38 pravilno navaja, da so stroški priprave predlogov v programu, kot je IEE, koncentrirani v zgodnjem obdobju.
Working documents to the preliminary draft budget each year provide breakdowns of administrative costs of the Directorate General’s activities and of each executive agency5. 
Delovni dokumenti k predhodnemu predlogu proračuna vsako leto zagotavljajo razčlenitev administrativnih stroškov dejavnosti Generalnega direktorata in vsake izvajalske agencije5.
For those agencies using the Commission’s IT accounting system, ABAC, to support their own accounting systems, the Commission will offer a facility for allocating the agency’s expenditure to each of its activities. 
Za agencije, ki uporabljajo računalniški računovodski sistem Komisije ABAC za podporo svojih računovodskih sistemov, bo Komisija zagotovila funkcijo za dodeljevanje odhodkov agencije za vsako od njenih dejavnosti.