natgillin/translations-raw huggingface dataset:
No C 287/12 I EN Official Journal of the European Communities 30. 
No C 287/12 I EN Official Journal of the European Communities 30.
96 frequently returned documents to the departments for further checks and to obtain more adequate supporting documentation. 
96 frequently returned documents to the departments for further checks and to obtain more adequate supporting documentation.
The errors identified in the above cases do not have a material affect on the accounts. 
The errors identified in the above cases do not have a material affect on the accounts.
Monitoring and supervision 80. ' 
Monitoring and supervision 80. '
Generally supervision 'and management of the work of contractors were good, with the electricity section within DETI particularly effective. 
Generally supervision 'and management of the work of contractors were good, with the electricity section within DETI particularly effective.
Indeed, the EUAM as a whole could have benefited from adopting some of the simple but thorough procedures applied in this area. 
Indeed, the EUAM as a whole could have benefited from adopting some of the simple but thorough procedures applied in this area.
Probably the most difficult area to manage was , the programme of light to medium repairs to a very large number of houses. 
Probably the most difficult area to manage was , the programme of light to medium repairs to a very large number of houses.
With such a large programme it was impossible for the department concerned, with its available professional staff, to visit each site and check that what was being done was within the agreed criteria. 
With such a large programme it was impossible for the department concerned, with its available professional staff, to visit each site and check that what was being done was within the agreed criteria.
However, some claims for payment from contractors had been processed despite the fact that they contained data " that indicated that some repairs were outside the criteria fixed. 
However, some claims for payment from contractors had been processed despite the fact that they contained data " that indicated that some repairs were outside the criteria fixed.
The EUAM should have increased thè resources available to monitor the work of local authority bodies in this area. 
The EUAM should have increased thè resources available to monitor the work of local authority bodies in this area.
Arrangements for the end of the EUAM's mandate 81. ' 
Arrangements for the end of the EUAM's mandate 81. '
There are a number of areas where decisions need to be taken concerning the arrangements for the termination of the EUAM's operations. 
There are a number of areas where decisions need to be taken concerning the arrangements for the termination of the EUAM's operations.
Firstly, there is the question of the future use of the EUAM's 'assets, estimated to have a net value in excess of ECU 3,1 million. 
Firstly, there is the question of the future use of the EUAM's 'assets, estimated to have a net value in excess of ECU 3,1 million.
These assets include the EUAM's cars and other vehicles, furniture and equipment (including computers), "and the plant and equipment for the plant hire agency in East Mostar. 
These assets include the EUAM's cars and other vehicles, furniture and equipment (including computers), "and the plant and equipment for the plant hire agency in East Mostar.
It is important that there are clear decisions, and clear procedures for whatever is decided. 
It is important that there are clear decisions, and clear procedures for whatever is decided.
Secondly, the EUAM has established revolving loan funds for small enterprises with the commercial banks in Mostar. 
Secondly, the EUAM has established revolving loan funds for small enterprises with the commercial banks in Mostar.
These funds total ECU 0,9 million. 
These funds total ECU 0,9 million.
The absence - of any decisions about the post-mandate situation has led the EUAM to require payment of these loans by the banks on or before the end of the· mandate. 
The absence - of any decisions about the post-mandate situation has led the EUAM to require payment of these loans by the banks on or before the end of the· mandate.
As the period for which the funds are available becomes shorter, they become increasingly unattractive. 
As the period for which the funds are available becomes shorter, they become increasingly unattractive.
It is desirable that the banks continue to have the use of these funds, but with arrangements to ensure that they manage them correctly, and continue to provide small business loans of this type to enterprises in Mostar. 
It is desirable that the banks continue to have the use of these funds, but with arrangements to ensure that they manage them correctly, and continue to provide small business loans of this type to enterprises in Mostar.
83. ' 
83. '
The basic policy of the EUAM has been not to undertake projects that extend beyond the end of its mandate. 
The basic policy of the EUAM has been not to undertake projects that extend beyond the end of its mandate.
However, for large projects like the rebuilding of the Hasan Brkic bridge, this is not feasible. 
However, for large projects like the rebuilding of the Hasan Brkic bridge, this is not feasible.
Administrative and technical capacity will be required after the end of the mandate to check construction work and payments to suppliers. 
Administrative and technical capacity will be required after the end of the mandate to check construction work and payments to suppliers.
84. .The need for some capacity to follow up the work of the EUAM should - be addressed well before its mandate comes to an end. 
84. .The need for some capacity to follow up the work of the EUAM should - be addressed well before its mandate comes to an end.
CONCLUSIONS 85. 
CONCLUSIONS 85.
The EU Administration of Mostar was the first major CFSP Joint Action of the European Union. 
The EU Administration of Mostar was the first major CFSP Joint Action of the European Union.
It was undertaken in the extremely difficult circumstances of the conflict in Bosnia-Herzegovina. 
It was undertaken in the extremely difficult circumstances of the conflict in Bosnia-Herzegovina.
The objectives that were set for the EUAM were extremely ambitious, and the EUAM did not itself control the key elements that influenced whether or not the objectives could be achieved. 
The objectives that were set for the EUAM were extremely ambitious, and the EUAM did not itself control the key elements that influenced whether or not the objectives could be achieved.
In terms of working towards the re-establishment AU of a single administration for the city of Mostar, with a *Μ joint police force, organizing democratic elections, and securing freedom of movement, progress has been very slow because of the unwillingness of the parties to work together. 
In terms of working towards the re-establishment AU of a single administration for the city of Mostar, with a *Μ joint police force, organizing democratic elections, and securing freedom of movement, progress has been very slow because of the unwillingness of the parties to work together.
Considerable 'progress has, however, been achieved in the areas of rehabilitation, reconstruction and redevelopment. 
Considerable 'progress has, however, been achieved in the areas of rehabilitation, reconstruction and redevelopment.
Until the late summer of 1995, while the city was still subject to sporadic shelling, the only ' significant rehabilitation effort in the East was that undertaken by the EUAM. 
Until the late summer of 1995, while the city was still subject to sporadic shelling, the only ' significant rehabilitation effort in the East was that undertaken by the EUAM.
Once the shelling stopped, however, and the people began to think that perhaps a degree of stability was returning, they started more self-help rehabilitation. 
Once the shelling stopped, however, and the people began to think that perhaps a degree of stability was returning, they started more self-help rehabilitation.
When the EUAM was established, the method chosen for appointing personnel from the' Member States to the organisation "was unsatisfactory, and it is more a matter of chance than a consequence of the procedure adopted that the team has managed to work well together. 
When the EUAM was established, the method chosen for appointing personnel from the' Member States to the organisation "was unsatisfactory, and it is more a matter of chance than a consequence of the procedure adopted that the team has managed to work well together.
Also, insufficient attention was paid to the need for the EUAM to have from the outset financial 
Also, insufficient attention was paid to the need for the EUAM to have from the outset financial
9. 96 EN Official Journal of the European Communities No C 287/13 procedures and systems with an integrated system of financial accounts and budget reporting, and sufficient staff in this area. 
9. 96 EN Official Journal of the European Communities No C 287/13 procedures and systems with an integrated system of financial accounts and budget reporting, and sufficient staff in this area.
The weaknesses identified in the internal financial management and reporting òf the EUAM stem largely from these oversights at the start. 
The weaknesses identified in the internal financial management and reporting òf the EUAM stem largely from these oversights at the start.
The conditions of Mostar at the start for example the need to make a lot of payments in cash exacerbated the problems. 
The conditions of Mostar at the start for example the need to make a lot of payments in cash exacerbated the problems.
It is necessary, however, to keep these shortcomings in financial management in perspective. 
It is necessary, however, to keep these shortcomings in financial management in perspective.
First, the EUAM has progressively overcome the main weaknesses, and the reinforcement of the Finance and Taxes team in October 1995 has helped considerably. 
First, the EUAM has progressively overcome the main weaknesses, and the reinforcement of the Finance and Taxes team in October 1995 has helped considerably.
Secondly, .these weaknesses have not had a seriously adverse impact on the effectiveness of the EUAM. 
Secondly, .these weaknesses have not had a seriously adverse impact on the effectiveness of the EUAM.
The central decision-making and . management structure is too diffuse to be effective. 
The central decision-making and . management structure is too diffuse to be effective.
The Commission is the only part of the structure with operational expertise and capacity. 
The Commission is the only part of the structure with operational expertise and capacity.
It has exercised a degree of supervision of the operation, but its powers in implementing a CFSP Joint Action are much narrower, than those it exercises when implementing non-CFSP matters, being essentially limited to tasks of budgetary execution. 
It has exercised a degree of supervision of the operation, but its powers in implementing a CFSP Joint Action are much narrower, than those it exercises when implementing non-CFSP matters, being essentially limited to tasks of budgetary execution.
RECOMMENDATIONS . 
RECOMMENDATIONS .
An effective permanent structure for the management of CFSP Joint Actions is needed. 
An effective permanent structure for the management of CFSP Joint Actions is needed.
This will require interinstitutional agreement. 
This will require interinstitutional agreement.
Also, iri the area of CFSP, planning should ensure that adequate financial management and accounting procedures and systems are instituted from the outset, with sufficient qualified staff. 
Also, iri the area of CFSP, planning should ensure that adequate financial management and accounting procedures and systems are instituted from the outset, with sufficient qualified staff.
The permanent structure referred to in paragraph 91 above, should identify or develop basic tools and procedures for any future action. .'.·'' 93. 
The permanent structure referred to in paragraph 91 above, should identify or develop basic tools and procedures for any future action. .'.·'' 93.
The procedures for appointing expatriate staff to Joint Actions should ensure that there is choice between candidates and opportunity for the head of the organisation to participate in the process of selecting his team. 
The procedures for appointing expatriate staff to Joint Actions should ensure that there is choice between candidates and opportunity for the head of the organisation to participate in the process of selecting his team.
This report was. adopted by the Court of Auditors in Luxembourg at its meeting of 11 July 1996. ·.·,,-~ . ' 
This report was. adopted by the Court of Auditors in Luxembourg at its meeting of 11 July 1996. ·.·,,-~ . '
' For the Court of Auditors Bernhard FRIEDMANN President ANNEX 1 SUMMARY OF OBJECTIVES FOR EUAM(' (a) Displaced people and refugees To allow displaced persons to return home through contacts with the UNHCR and other UN agencies and NGOs. (b) Legal aspects To establish a" modus 'vivendi dealing with de facto laws applied on each side of the divided city, as well as drafting a hew municipal statute for Mostar, solving property rights. (c) WEU police To monitor the demilitarization of Mostar with Unprofor, to restore and \o maintain public order with local police forces, and to establish and train a unified police force in Mostar (UPFM), capable of carrying on after the final departure, of the EUAM and the WEU Police force. (') As set out in the Memorandum of Understanding and developed by the EUAM in its strategy document. 
' For the Court of Auditors Bernhard FRIEDMANN President ANNEX 1 SUMMARY OF OBJECTIVES FOR EUAM(' (a) Displaced people and refugees To allow displaced persons to return home through contacts with the UNHCR and other UN agencies and NGOs. (b) Legal aspects To establish a" modus 'vivendi dealing with de facto laws applied on each side of the divided city, as well as drafting a hew municipal statute for Mostar, solving property rights. (c) WEU police To monitor the demilitarization of Mostar with Unprofor, to restore and \o maintain public order with local police forces, and to establish and train a unified police force in Mostar (UPFM), capable of carrying on after the final departure, of the EUAM and the WEU Police force. (') As set out in the Memorandum of Understanding and developed by the EUAM in its strategy document.
No C 287/14 j EN | Official Journal of the European Communities 30.9.96 ^ (e) (f) (g) . (h) (i) . (j) (k) To maintain and control EU funds, ensuring their efficient and economic use. 
No C 287/14 j EN | Official Journal of the European Communities 30.9.96 ^ (e) (f) (g) . (h) (i) . (j) (k) To maintain and control EU funds, ensuring their efficient and economic use.
Also, to assess the level of funding available to the two existing Mostar administrations (East and West), for the purpose of assessing whether the manner in which revenues are collected is satisfactory, and to introduce progressively a single budget. 
Also, to assess the level of funding available to the two existing Mostar administrations (East and West), for the purpose of assessing whether the manner in which revenues are collected is satisfactory, and to introduce progressively a single budget.
City administration ' . 
City administration ' .
To build up and integrate a modern administrative structure in the municipality of Mostar. , Economy and transport infrastructure To relaunch the local economy, and re-establish the electricity and public transport network, and also to rebuild the Carinski Most and certain other bridges. 
To build up and integrate a modern administrative structure in the municipality of Mostar. , Economy and transport infrastructure To relaunch the local economy, and re-establish the electricity and public transport network, and also to rebuild the Carinski Most and certain other bridges.
Reconstruction To undertake basic structural repairs to housing, and to demolish dangerous buildings where necessary; to restore a water supply to Mostar, integrating the water companies in the East and the West; and to improve the capacity of the construction industry through the supply of materials, equipment and technical/managerial skills. 
Reconstruction To undertake basic structural repairs to housing, and to demolish dangerous buildings where necessary; to restore a water supply to Mostar, integrating the water companies in the East and the West; and to improve the capacity of the construction industry through the supply of materials, equipment and technical/managerial skills.
Also, to help create a sustainable unified urban planning system. 
Also, to help create a sustainable unified urban planning system.
Education and culture " To complete the rebuilding programme for schools and kindergartens; to continue the preservation of historic and cultural buildings; to re-establish a single University for Mostar; and to establish integrated schooling. x Cultural life, youth and sports To re-establish multi-cultural life in the city; to rebuild youth centres and to facilitate youth exchange programmes; to support sports clubs and their activities. - . , Health and 'social services To re-establish a unified health system for Mostar; to organize extensive health system, reforms according to federation health reform; to continue running the Velmos hospital; to strengthen mother and child health care; and to complete and activate the main Bijeli Brijeg Mostar hospital in Mostar West, once free access and equal treatment is guaranteed. 
Education and culture " To complete the rebuilding programme for schools and kindergartens; to continue the preservation of historic and cultural buildings; to re-establish a single University for Mostar; and to establish integrated schooling. x Cultural life, youth and sports To re-establish multi-cultural life in the city; to rebuild youth centres and to facilitate youth exchange programmes; to support sports clubs and their activities. - . , Health and 'social services To re-establish a unified health system for Mostar; to organize extensive health system, reforms according to federation health reform; to continue running the Velmos hospital; to strengthen mother and child health care; and to complete and activate the main Bijeli Brijeg Mostar hospital in Mostar West, once free access and equal treatment is guaranteed.
Press To support a mixed press and a free flow of information in the city, as well as television and radio broadcasting programmes; and to bring about an end to the media war. (d) Finance and taxes " - (1) Telecommunications ' To establish a common Post and Telecommunications (PTT) infrastructure; a decentralized · telecommunications system and to fully integrate Mostar in the inter-regional and international network. (rrt) Humanitarian aid * To monitor and coordinate with the UNHCR," with the support of NGOs, humanitarian aid delivered to Mostar. . (n) Freedom of movement To work towards total freedom of movement in Mostar for all of its citizens. 
Press To support a mixed press and a free flow of information in the city, as well as television and radio broadcasting programmes; and to bring about an end to the media war. (d) Finance and taxes " - (1) Telecommunications ' To establish a common Post and Telecommunications (PTT) infrastructure; a decentralized · telecommunications system and to fully integrate Mostar in the inter-regional and international network. (rrt) Humanitarian aid * To monitor and coordinate with the UNHCR," with the support of NGOs, humanitarian aid delivered to Mostar. . (n) Freedom of movement To work towards total freedom of movement in Mostar for all of its citizens.
Principal Counsellors 3 members ί Advisory Council 15 members 3 Legal Experts Group Public order Diplomatic Adviser Refugee Adviser Military Adviser Press Adviser Source: EUAM, 6. 
Principal Counsellors 3 members ί Advisory Council 15 members 3 Legal Experts Group Public order Diplomatic Adviser Refugee Adviser Military Adviser Press Adviser Source: EUAM, 6.
Unprofor Liaison Office Chief of Staff Deputy Chief of Staff (DCOS) INTERNAL ORGANIZATION Legal Adviser Humanitarian Coordinator Public Order Police Commissioner WEU police element Finance and taxes I City administration Economy and transport infrastructure Reconstruction Health and social services Education and culture ANNEX 2 ORGANIZATION OF THE EU ADMINISTRATION OF MOSTAR L/J o ζ: The EU Administrator Departments of the EU -Administration of Mostar The Departments are headed jointly by an EU Head of Department and two Co-Heáds from Mostar Ζ ο η οο . 
Unprofor Liaison Office Chief of Staff Deputy Chief of Staff (DCOS) INTERNAL ORGANIZATION Legal Adviser Humanitarian Coordinator Public Order Police Commissioner WEU police element Finance and taxes I City administration Economy and transport infrastructure Reconstruction Health and social services Education and culture ANNEX 2 ORGANIZATION OF THE EU ADMINISTRATION OF MOSTAR L/J o ζ: The EU Administrator Departments of the EU -Administration of Mostar The Departments are headed jointly by an EU Head of Department and two Co-Heáds from Mostar Ζ ο η οο .
OF THE EUAM Culture, youth and sport . 
OF THE EUAM Culture, youth and sport .
3 Ο ο 3 3 c 3 EU Ombudsman PTT π> ρ m e <-ι O T3 
3 Ο ο 3 3 c 3 EU Ombudsman PTT π> ρ m e <-ι O T3
No C 287/16 EN Official Journal of the European Communities 30. 9. 
No C 287/16 EN Official Journal of the European Communities 30. 9.
96 Budgeted income 1. 
96 Budgeted income 1.
EU Member State contributions 2. 
EU Member State contributions 2.
General budget of the European Union " Non-budgeted income 3. 
General budget of the European Union " Non-budgeted income 3.
Other contributions: 1994 budget 12,7 _ overpayment refund 1994 budget 9,0 1995 budget Table 1 The EUAM's combined budget for July 1994 to July 1996 and actual funding received - (million ECU) % 1.1,8 .88,2 100,0 % 12,1 -0,4 10,4 55,4 22,2 0,1 0,2 100,0 EUAM budgeted income foreseen 1994 1. 
Other contributions: 1994 budget 12,7 _ overpayment refund 1994 budget 9,0 1995 budget Table 1 The EUAM's combined budget for July 1994 to July 1996 and actual funding received - (million ECU) % 1.1,8 .88,2 100,0 % 12,1 -0,4 10,4 55,4 22,2 0,1 0,2 100,0 EUAM budgeted income foreseen 1994 1.
EU Member State contributions 17,0 2. 
EU Member State contributions 17,0 2.
General budget of the European Union 15,0 . 
General budget of the European Union 15,0 .
Booked . 
Booked .
1996 Total 17,0 . 
1996 Total 17,0 .
32,0 · 127,0 32,0 144,0 '" Actual funding received by the EUAM to 31. 
32,0 · 127,0 32,0 144,0 '" Actual funding received by the EUAM to 31.
1995 1. 
1995 1.
1. to 31.10. 
1. to 31.10.
1995 4,9 -0,6 .. 
1995 4,9 -0,6 ..
3,0 35,8 0,3 43,4 Due 1.11. 
3,0 35,8 0,3 43,4 Due 1.11.
1995 to Total 22.7. 
1995 to Total 22.7.
1996 17,6 -0,6 3,0 ; 15,0 44,2 80,0 32,0 32,0 0,1 0,3 79,2 (') 144,4 3.1. 
1996 17,6 -0,6 3,0 ; 15,0 44,2 80,0 32,0 32,0 0,1 0,3 79,2 (') 144,4 3.1.
German Ministry of Foreign Affairs contribution 3. 
German Ministry of Foreign Affairs contribution 3.
1994 0,1 3.2. 
1994 0,1 3.2.
Belgian EU rail project contribution 11. 
Belgian EU rail project contribution 11.
1995 1996 budget . 
1995 1996 budget .
Total 21,8 Total 32,0 Booked 1994 . (') Comprising ECU 20 million of the ECU 80 million budget for 1995 not yet committed or paid at 31. 
Total 21,8 Total 32,0 Booked 1994 . (') Comprising ECU 20 million of the ECU 80 million budget for 1995 not yet committed or paid at 31.
1995, and a further ECU 27,2 million of the 1994 and 1995 budgets not yet paid at 31. 
1995, and a further ECU 27,2 million of the 1994 and 1995 budgets not yet paid at 31.
1995 as well as the 1996 budget of ECU 32 million. 
1995 as well as the 1996 budget of ECU 32 million.
Source: Court of Auditors, from EUAM prepared data. · Β 3,23 DK . 
Source: Court of Auditors, from EUAM prepared data. · Β 3,23 DK .