natgillin/translations-raw huggingface dataset:
Final responsibility still remains with the headquarters of the Commission in Brussels. 
Det slutliga ansvaret ligger fortfarande hos kommissionens huvudkontor i Bryssel.
Other important elements of this reform are: strengthening multiannual programming; integration of the project cycle; creation of a single body in charge of project implementation (EuropeAid); developing a common administrative culture within the External Relations services; and actions to eliminate old and sleeping commitments. 
Andra viktiga delar i reformen r att frstrka den flerriga programplaneringen, integrera projektcykeln, skapa ett enda organ som skall styra projektgenomfrandet (EuropeAid), utveckla en gemensam administrativ kultur inom avdelningarna fr yttre frbindelser och vidta tgrder fr att bli av med gamla och vilande taganden.
(3) On many occasions in the past the Court has criticised the CommissionŐs overly-centralised management of external aid programmes and the lack of responsibilities and resources in its delegations. 
(3) Vid flera tidigare tillfllen har revisionsrtten kritiserat kommissionens alltfr centraliserade frvaltning av programmen fr externt bistnd och bristen p ansvar och resurser hos delegationerna.
See, for example, the following reports by the Court: Ń Special Report No 21/2000 on the Management of the CommissionŐs aid programmes, in particular on country programming, project preparation and the role of Delegations, paragraphs 51 to 53, (OJ C 57, 22.2.2001, p. 1). 
Se t.ex fljande rapporter frn revisionsrtten: Ń Srskild rapport nr 21/2000 om frvaltning av kommissionens program fr yttre bistnd (srskilt om program fr enskilda lnder, projektberedning och delegationernas roll), punkterna 51Đ53 (EGT C 57, 22.2.2001, s.
Ń Special Report No 1/98 in respect of bilateral financial and technical cooperation with non-member Mediterranean countries, paragraph 39 (OJ C 98, 31.3.1998, p. 1). 
Ń Srskild rapport nr 1/98 om det bilaterala finansiella och tekniska samarbetet med tredje land i Medelhavsomrdet, punkt 39, (EGT C 98, 31.3.1998, s.
Ń Special Report No 3/97 concerning the decentralised system for the implementation of the Phare programme, paragraphs 2.13 to 2.22 (OJ C 175, 9.6.1997, p. 
Ń Srskild rapport nr 3/97 om det decentraliserade systemet fr genomfrande av Phare-programmet, punkt 2.13Đ2.22 (EGT C 175, 9.6.1997, s.
4). Ń Annual Report 1997, paragraph 5.23 (OJ C 349, 17.11.1998, p. 
Ń rsrapporten fr budgetret 1997, punkt 5.23 (EGT C 349, 17.11.1998, s.
22.3.2005 EN Official Journal of the European Union C 72/5 3. 
22.3.2005 SV Europeiska unionens officiella tidning C 72/5 3.
The guiding principle for the devolution exercise was formulated in the May 2000 Communication as follows: Ôall that can be better managed and decided on the spot, close to the field, should not be managed or decided in BrusselsŐ. 
Den huvudsakliga riktlinjen fr arbetet med delegeringen r enligt meddelandet i maj 2000 att allt som bttre kan frvaltas och beslutas p plats, nra fltet, inte skall frvaltas eller beslutas i Bryssel.
In operational terms, the most significant changes for delegations resulting from devolution are that they are responsible for the identification of projects/programmes and the preparation of financing proposals (but with approvals required from HQ), as well as for contracting and financial and technical implementation (1). 
Nr det gller den operativa verksamheten r de mest betydande frndringarna fr delegationerna efter delegeringen att de ansvarar fr identifieringen av projekt/program och utarbetandet av finansieringsfrslag (godknnande frn huvudkontoret krvs dock), samt fr kontraktering och finansiellt och tekniskt genomfrande(1).
At the same time, the devolution process was also used to address the problem of general understaffing of delegations to enable them to carry out operational functions more effectively or to assume the aid management functions previously performed by technical assistance offices (TAOs) (2). 
Samtidigt har man ocks anvnt delegeringsprocessen fr att ta itu med problemen med den allmnna underbemanningen vid delegationerna s att de skall kunna utfra operativa funktioner effektivare och ta ver de arbetsuppgifter inom bidragsfrvaltningen som tidigare utfrdes av byrerna fr tekniskt std (2).
Devolution also has important consequences for the central services in Brussels as their role evolves away from direct management of projects towards monitoring and supporting delegations (including coordination, quality control and improvement in working practices). 
Delegeringen fr ocks stora konsekvenser fr de centrala avdelningarna i Bryssel eftersom deras roll frndras frn direkt ledning av projekt till vervakning av och std till delegationerna (inbegripet samordning, kvalitetskontroll och frbttring av arbetsmetoder).
The devolution process involves all geographical areas covered by the CommissionŐs external aid programme, whether financed through the CommissionŐs budget or through the European Development Funds. 
Delegeringsprocessen omfattar alla geografiska omrden som tcks av kommissionens program fr externt bistnd, vare sig de finansieras genom kommissionens budget eller genom EUF.
Devolution was planned in three ÔwavesŐ of some 20 to 30 delegations each, in the years 2001 to 2003, covering 78 delegations in total (3). 
Delegeringen planerades att gras i tre omgngar, vardera omfattande 20Đ30 delegationer, under ren 2001Đ2003, och gllde totalt 78 delegationer (3).
The first group of 21 delegations started to operate with devolved management from the beginning of 2002, the second group of 26 delegations (plus the Kabul Office) started at the end of 2002/early 2003, and the third group of 30 delegations (all of which are in ACP countries) started at the end of 2003/early 2004. 
Den frsta gruppen om 21 delegationer brjade arbeta med delegerad frvaltning i brjan av 2002, den andra gruppen om 26 delegationer (plus Kabul-kontoret) brjade i slutet av 2002/brjan av 2003, och den tredje gruppen om 30 delegationer (alla i AVS-lnder) brjade i slutet av 2003/brjan av 2004.
Devolution will concern all programmes, but the geographical programmes (4) are dealt with first, to be followed by ÔhorizontalŐ programmes such as food security, human rights, NGO cofinancing, and regional programmes (but excluding humanitarian aid, which is not devolved). 
Delegeringen kommer att omfatta alla program, men de geografiska programmen (4) hanteras frst, fljda av vergripande program, till exempel fr livsmedelsskerhet, mnskliga rttigheter, samfinansiering med frivilligorganisationer, och regionala program (frutom humanitrt bistnd, som inte har delegerats).
According to the Commission, a total amount of 14 billion euro of financial commitments to be paid, relating to the geographical programmes, was under devolved management at the end of 2003. 
Enligt kommissionen var ett totalbelopp p 14 miljarder euro i finansiella taganden som nnu inte lett till betalning och som gllde de geografiska programmen stllt under delegerad frvaltning i slutet av 2003.
This amount represents some 72 % of the total of such financial commitments. 
Detta belopp utgr omkring 72 % av det totala beloppet fr sdana finansiella taganden.
(2) TAOs were for instance involved in the preparation of financing proposals and monitoring of project implementation. 
(2) Byrerna fr tekniskt std var till exempel inblandade i utarbetandet av finansieringsfrslag och vervakning av projektgenomfrande.
They were phased out by the end of 2001. 
De avskaffades gradvis fram till slutet av 2001.
(3) In February 2004 a decision was taken by the Commission also to devolve operations to its Delegation in Israel, and if the Delegation in Bosnia is included, which was already devolved before the devolution process itself started, the total number of delegations operating under devolved management will be 80. 
(3) I februari 2004 fattade kommissionen beslutet att ven delegera verksamhet till sin delegation i Israel, och om man rknar med delegationen i Bosnien till vilken delegeringen skedde redan innan sjlva delegeringsprocessen startade, kommer totalt 80 delegationer arbeta med delegerad frvaltning.
(4) Geographical programmes are targeted to specific geographical regions, such as TACIS (former Soviet Union), CARDS (the Balkans), MEDA (Mediterranean countries), ALA (Asia and Latin America), EDF (ACP countries) and EPRD (South Africa). 
(4) Geografiska program r inriktade p srskilda geografiska omrden, till exempel Tacis (f.d. Sovjetunionen), Cards (Balkan), Meda (Medel-havslnderna), ALA (Asien och Latinamerika), EUF (AVS-lnder) och EPRD (Sydafrika).
The CourtŐs audit 6. 
Revisionsrttens granskning 6.
The CourtŐs audit has focused on two main questions: Ń has the Commission managed the devolution process successfully? 
Revisionsrttens granskning inriktades p tv huvudsakliga frgor: Ń Ń Har kommissionen frvaltat delegeringsprocessen vl?
Ń is devolved management in delegations starting to achieve the intended results? 
Brjar den delegerade frvaltningen vid delegationerna att ge de frvntade resultaten?
7. To answer the first question the audit has looked at the way in which delegations have been prepared for devolved management and how the central services have been prepared for their monitoring and support role. 
7. ningen p hur delegationerna har frberetts fr delegerad frvaltning och hur de centrala avdelningarna har frberetts fr sin vervakande och stdjande roll.
The Court recognises that the devolution process was not yet completed at the time of the audit (October 2003 to May 2004) and that the period during which delegations have worked under devolved management has been fairly short. 
Revisionsrtten r medveten om att delegeringsprocessen inte nnu var avslutad vid tiden fr granskningen (oktober 2003Đmaj 2004) och att delegationerna har arbetat med delegerad frvaltning endast under en ganska kort period.
Yet it was considered that the preparation and implementation of devolution had sufficiently advanced since its start in 2000 for the Court to be able to carry out this audit and produce relevant results, particularly regarding the process of devolution. 
Det ansgs nd att frberedelserna fr och genomfrandet av delegeringen hade avancerat tillrckligt sedan starten 2000 fr att revisionsrtten skulle kunna utfra granskningen och f fram relevanta resultat, srskilt i frga om delegeringsprocessen.
For the same reason the audit has not paid specific attention to another major reform objective, i.e. to improve the impact and visibility of EC aid. 
Av samma anledning uppmrksammade revisionsrtten vid granskningen inte specifikt ett annat viktigt ml med reformen, nmligen det att frbttra EG-bistndets effekt och synlighet.
Ten delegations (5) were visited in the context of this audit, seven of these belonged to the Ôfirst waveŐ delegations and three to the Ôsecond waveŐ, while no delegations were chosen from the Ôthird waveŐ delegations, as these were expected to start operating under devolved management, at the earliest, by the end of 2003. 
Tio delegationer (5) besktes inom ramen fr denna granskning. Sju av dem hrde till den frsta omgngen delegationer och tre till den andra omgngen, medan ingen delegation valdes ut frn den tredje omgngen delegationer eftersom dessa inte frvntades brja arbeta med delegerad frvaltning frrn i slutet av 2003.
At central level, extensive interviews were held within EuropeAid (including all its geographical directorates), and within the Directorates-General for External Relations (RELEX) and Development (DEV). 
P central niv gjordes omfattande intervjuer inom EuropeAid (omfattande alla dess geografiska direktorat) och inom generaldirektoratet fr yttre frbindelser och generaldirektoratet fr bistnd.
(5) The 10 delegations visited (in November 2003 or in March 2004) were the following: Indonesia, Kenya, Mali, Morocco, Russia, Senegal, South Africa (all first wave) and Albania, Ethiopia and Uruguay (second wave). 
(5) De tio delegationer som besktes (i november 2003 eller i mars 2004) var fljande: Indonesien, Kenya, Mali, Marocko, Ryssland, Senegal, Sydafrika (alla tillhrande den frsta omgngen) och Albanien, Etiopien och Uruguay (andra omgngen).
The delegations in Nicaragua and Tunisia were visited in early 2003 as part of the preliminary study in preparation for the audit. 
Delegationerna i Nicaragua och Tunisien besktes i brjan av 2003 som ett led i den frstudie som frberedde granskningen.
C 72/6 EN Official Journal of the European Union 22.3.2005 13. 
C 72/6 SV Europeiska unionens officiella tidning 22.3.2005 13.
The draft report of the evaluation became available to the Court at the end of 2003, just after the Court had completed its first round of (six) delegation visits. 
Revisionsrtten fick tillgng till utkastet till utvrderingsrapporten i slutet av 2003, strax efter det att revisionsrtten hade slutfrt sin frsta omgng (sex) besk vid delegationerna.
The report was analysed and compared with the CourtŐs findings at that stage, from which it was concluded that there were no significant differences between the main findings of the two exercises (particularly concerning the major risk factors involved). 
Rapporten analyserades och jmfrdes med revisionsrttens granskningsresultat vid det stadiet och man kom fram till att det inte fanns ngra vsentliga skillnader mellan de viktigaste granskningsresultaten frn de tv underskningarna (srskilt nr det gllde de strsta riskfaktorerna).
The final report of the CommissionŐs evaluation became available in May 2004 (1). 
Den slutliga rapporten om kommissionens utvrdering blev tillgnglig i maj 2004 (1).
In 2003 the Commission carried out an in-depth audit of EuropeAid. 
Under 2003 genomfrde kommissionen en djupgende granskning av EuropeAid.
This audit had a different objective, aiming to provide a reasonable assurance on the EuropeAid internal control system, but some of its observations are nevertheless relevant to the CourtŐs audit, as they confirm several of the CourtŐs findings, in particular concerning the Common Relex Information System. 
Denna granskning hade ett annat ml eftersom den syftade till att ge rimlig skerhet om EuropeAids system fr intern kontroll, men ngra av iakttagelserna r nd relevanta fr revisionsrttens granskning, eftersom de bekrftar vissa av revisionsrttens konstateranden, frmst nr det gller det gemensamma systemet fr information om Relex.
OBSERVATIONS Process of devolution Overall management of devolution 15. 
IAKTTAGELSER Delegeringsprocessen vergripande frvaltning av delegeringen 15.
Detailed preparation of the devolution process started following the CommissionŐs Communication of May 2000. 
Detaljerade frberedelser fr delegeringsprocessen inleddes efter kommissionens meddelande i maj 2000.
A list of the key actions and dates in the overall preparatory process of devolution is included in the Annex. 
En frteckning ver de viktigaste tgrderna och datumen i den vergripande frberedelseprocessen infr delegeringen finns i bilagan.
The process of devolution to all 78 delegations was initially planned to be completed before the end of 2003. 
Delegeringen till alla 78 delegationerna planerades ursprungligen vara avslutad fre slutet av 2003.
In order to make this process more manageable, and to benefit from lessons learned, delegations were to be devolved in three waves. 
Fr att gra denna process mer hanterbar och fr att utnyttja tidigare erfarenheter skulle man genomfra delegeringen i tre omgngar.
The devolution of each delegation involved consultations to assess the delegationŐs needs, followed by the recruitment and training of agreed staff, the increasing of office capacity and IT equipment and the establishment of computer connections. 
Delegeringen omfattade samrd fr att bedma varje delegations behov, fljt av rekrytering och utbildning av godknd personal, kad kontorskapacitet och datautrustning och upprttande av datorntverk.
Progress towards these objectives in each delegation was monitored using action plans. 
Vid varje delegation vervakades stegen mot dessa ml genom handlingsplaner.
In addition, changes to the staffing and structure of HQ were being planned and implemented. 
Dessutom planerades och genomfrdes frndringar i huvudkontorets personalstyrka och struktur.
(1) Evaluation of the devolution process: final report Ń 6 May 2004 Ń SEC(2004) 561. 
(1) Utvrdering av delegeringsprocessen: slutrapport (ÓEvaluation of the Devolution Process: final reportÓ) Đ 6.5.2004 Đ SEC(2004) 561.
Reviewing the whole preparation period and the available documentation covering this period, it is clear that during the one and a half years between the official decision in May 2000 and the actual start of devolved management in the first delegations in early 2002, there has been extensive planning, consultation and implementation carried out, in particular by EuropeAid and by the DGs RELEX and DEV and coordinated through the Devolution inter-service working group. 
Nr man granskar hela frberedelseperioden och den tillgngliga dokumentationen fr denna period str det klart att omfattande planering, samrd och genomfrande gde rum under de 1,5 r som frflt mellan det officiella beslutet i maj 2000 och det faktiska infrandet av delegerad frvaltning vid de frsta delegationerna tidigt 2002. I synnerhet EuropeAid, generaldirektoratet fr yttre frbindelser och generaldirektoratet fr bistnd stod fr dessa frberedelser, samordnade genom den avdelningsvergripande arbetsgruppen fr delegeringen.
Since then a similar process of preparation has been followed in relation to the second and third wave delegations. 
En liknande frberedel-seprocess gllde fr den andra och den tredje omgngen delegationer.
By April 2004 devolution was operational in 66 delegations and the remaining 12 delegations of the third wave were expected to be devolved by mid-2004. 
I april 2004 arbetade 66 delegationer med delegerad frvaltning och de terstende tolv delegationerna i den tredje omgngen vntades arbeta med delegerad frvaltning i mitten av 2004.
However, the planning process did not incorporate a number of elements which could have facilitated the CommissionŐs control over the devolution exercise. 
I planeringsarbetet saknades dock ett antal element som kunde ha underlttat kommissionens kontroll ver delegeringen.
For instance, although the Commission decision of May 2000 included an action plan, it did not link devolution activities with expected results. 
Till exempel innehll visserligen kommissionens beslut i maj 2000 en handlingsplan, men den kopplade inte delegeringsarbe-tet till de frvntade resultaten.
In the Communication to the Commission of January 2002 (2) the total annual cost of delegations when fully devolved in 2005 was estimated to be some 177 million euro higher than before devolution. 
I meddelandet till kommissionen i januari 2002 (2) gjordes uppskattningen att den totala rliga kostnaden fr delegationerna nr delegeringen r helt genomfrd 2005 kommer att vara omkring 177 miljoner euro hgre n fre delegeringen.
This estimate did not incorporate savings from reductions in HQ staffing. 
I denna uppskattning ingick inte besparingar till fljd av nedskrningar p huvudkontorets personal.
The monitoring of actual costs against estimated costs was not done in a way which enables the overall evolution of costs (and staffing levels) in delegations and HQ to be clearly understood. 
De faktiska kostnaderna har inte kontrollerats mot de berknade kostnaderna p ett sdant stt att man fr en klar bild den totala kningen av kostnaderna (och personalen) vid delegationerna och huvudkontoret.
Other such missing elements which are developed further in this report are reference standards for allocating resources to delegations (see paragraphs 19 to 21), a global plan and definition of the new role for HQ (see paragraphs 27 to 28) and performance indicators for the speed and quality of aid management (see paragraphs 39 to 42). 
Andra element som saknades och som tas upp i denna rapport r referensstandarder fr att tilldela delegationerna resurser (se punkterna 19Đ21), en vergripande plan fr huvudkontorets nya roll och en definition av denna roll (se punkterna 27Đ28) samt resultatindikatorer fr bistndsfrvaltningens snabbhet och kvalitet (se punkterna 39Đ42).
Preparation of delegations 19. 
Frberedelse av delegationerna 19.
Delegations chosen in the first ÔwaveŐ were informed by HQ in November 2000, and asked to prepare an estimate of their needs for additional resources (such as staff, office space and equipment). 
De delegationer som utsgs till den frsta omgngen informerades av huvudkontoret i november 2000 och ombads att gra en bedmning av sina behov av ytterligare resurser (till exempel personal, kontorsutrymme och utrustning).
Second ÔwaveŐ delegations were similarly approached in December 2001. 
Delegationerna i den andra omgngen kontaktades i samma rende i december 2001.
Delegations were told to take into account indicators such as the volume of aid or the number of projects and payments, but also particular constraints like the local work environment and the quality of the local public administration. 
Delegationerna ombads att ta med indikatorer i berkningen, till exempel bistndets storlek, antal projekt och betalningar, och ven srskilda hinder, till exempel den lokala arbetsmiljn och kvaliteten p den lokala offentliga administrationen.
No specific methodology was provided to delegations to explain how to translate such factors into an assessment of the additional resources required. 
Ingen srskild metod frmedlades till delegationerna som beskrivning av hur man utifrn sdana faktorer skall bedma vilka extra resurser som krvs.
(2) Communication to the Commission by Commissioners Patten, Nielsen, Kinnock and Schreyer: ÔRforme de lŐaide communautaire: Plan de mise en Ďuvre et de financement de la dconcentrationŐ. SEC(2002) 85, adopted by the Commission on 30 January 2002. 
(2) Meddelande till kommissionen frn kommissionrerna Patten, Niel-sen, Kinnock och Schreyer om reformen av gemenskapsbistndet med en plan fr genomfrande och finansiering av delegeringen (ÓRforme de lŐaide communautaire: Plan de mise en oeuvre et de financement de la dconcentrationÓ), SEC(2002) 85, antagen av kommissionen den 30.1.2002.
22.3.2005 EN Official Journal of the European Union C 72/7 20. 
22.3.2005 SV Europeiska unionens officiella tidning C 72/7 20.
The audit has shown that, in general, delegations were not able to make such an analysis on their own and requests were made without any clear indication of how the numbers had been arrived at. 
Vid granskningen har det framkommit att delegationerna i allmnhet inte kunde gra ngon sdan analys p egen hand och i anskningarna framgick det inte tydligt hur man kommit fram till sifferuppgifterna.
Estimates for additional office space, computers and other office facilities were easier to make, as these would generally be based on the manpower estimates. 
Uppskattningar av extra kontorslokaler och vrig kontorsutrustning var lttare att gra eftersom dessa i allmnhet grundades p uppskattningar av personalstyrkan.
Although not supported by a specific methodology to assess resource requirements, extensive consultations took place between HQ and delegations, concluded by a final hearing between the Head of Delegation and the Directors-General of the main DGs involved (RELEX, DEV and EuropeAid). 
Omfattande samrd gde rum mellan huvudkontoret och delegationerna och avslutades med en slutlig utfrgning mellan delegationschefen och generaldirektrerna fr de huvudsakliga inblandade generaldirektoraten (yttre frbindelser, bistnd och EuropeAid), ven om det inte grundades p ngon srskild metod fr bedmning av vilka resurser som krvdes.
The outcome of this process has been that delegationsŐ requests were largely fulfilled and staff in delegations increased considerably. 
Resultatet av denna process var att delegationernas begran till strsta delen uppfylldes och att personalen vid delegationerna kade betydligt.