natgillin/translations-raw huggingface dataset:
They aim to provide guidelines and practical tools for designing projects, Ń substantial financial and contracts support including a CRIS helpdesk, a mailbox for questions, and the drafting of manuals and guidelines. 
Syftet med dem r att tillhandahlla riktlinjer och praktiska verktyg fr hur man utformar projekt. Ń Omfattande finansiellt och kontraktsmssigt std inklusive en hjlpcentral fr Cris och en brevlda fr frgor samt utarbetande av handbcker och riktlinjer.
However, there is still scope for improvement in the transition of HQ towards its new support role in a devolved environment in the following areas: (a) the websites of the thematic networks are at variable stages of development and many need important updating work; (b) there are still outstanding training needs in delegations (see paragraph 26); (c) the quality support group for the ACP currently only has the capacity to screen a sample of 20 % of financing proposals; (d) EuropeAid did not always make guidance available in the working language of the delegation. 
Det gr dock fortfarande att frbttra huvudkontorets vergng till den nya stdrollen i en delegerad frvaltning p fljande omrden: a) Temantverkens webbsidor r olika vl utvecklade och mnga behver uppdateras. b) Det finns fortfarande behov av utbildning inom delegationerna (se punkt 26). c) Kvalitetsstdgruppen fr AVS-omrdet har fr nrvarande endast kapacitet att granska ett urval om cirka 20 % av finansieringsfrslagen. d) EuropeAids riktlinjer fanns inte alltid tillgngliga p delegationens arbetssprk.
There are now clear instructions to do so, although translation delays remain; (e) the Commission was slow to clarify to delegations how decentralised management of EC aid by beneficiary countries should be implemented in the context of the new FR and to provide guidance on financing procedures for the ninth EDF; (f) lack of sufficient capacity in the directorate responsible in DG RELEX, resulting in delays in approval of staff recruitment proposals from delegations. 
Nu finns det klara anvisningar om detta, men frseningar i versttningen r fortfarande ett problem. e) Det tog lng tid fr kommissionen att frklara fr delegationerna hur en decentraliserad frvaltning av EG:s bistnd till mottagarlnder skall genomfras inom ramen fr den nya budgetfrordningen och att ge riktlinjer om finansieringsfr-faranden fr nionde EUF. f) Brist p tillrcklig kapacitet i det ansvariga direktoratet vid generaldirektoratet fr yttre frbindelser ledde till frseningar i godknnandet av personalrekryteringsfrslag frn delegationerna.
Results of devolution Indicators for measuring results 39. 
Resultaten av delegeringen Indikatorer fr mtning av resultat 39.
The Communication to the Commission of 16 May 2000, concerning the reform of the management of external aid, stated that performance indicators would be introduced to measure progress made towards the objectives of the reform (increasing speed of implementation, improving quality of aid management and robustness of financial procedures) and to ensure that the success of programmes was no longer judged in terms of whether a budget allocation in a given year had been used. 
I meddelandet till kommissionen av den 16 maj 2000 om reformen av det externa bistndet faststlldes att resultatindikatorer skulle infras fr att det skulle bli mjligt att mta de framsteg som gjorts i frhllande till mlen med reformen (snabbare genomfrande, frbttrad kvalitet p bistndsfrvaltningen och tillfrlitligare finansiella frfaranden) och att se till att bedmningen av programmens framgng inte utgr frn om budgetanslaget fr ett givet r har anvnts eller inte.
(3) The thematic networks have existed since 2001 with the creation of EuropeAid and there are now 11 thematic networks and three networks of correspondents. 
(3) Temantverken har funnits sedan 2001 nr EuropeAid inrttades och det finns nu 11 temantverk och 3 ntverk med samarbetspartner.
The main method of communicating with delegations is through websites, created in July 2003. 
Kommunikationen med delegationerna sker frmst via webbsidor som skapades i juli 2003.
C 72/10 EN Official Journal of the European Union 22.3.2005 40. 
C 72/10 SV Europeiska unionens officiella tidning 22.3.2005 40.
A number of indicators were adopted by the Commission in 2001, mainly based on financial data then available. 
Kommissionen antog under 2001 ett antal indikatorer som i huvudsak grundades p d tillgngliga finansiella uppgifter.
These included commitments and disbursements, the related RAC and RAL, the percentage of invoices paid within 60 days, distribution of commitments and payments throughout the year and the number of years needed to complete a project. 
Dessa omfattade taganden och utbetalningar och drtill knutna taganden som nnu inte lett till kontrakt och taganden som nnu inte lett till betalning, procentandelen fakturor som betalats inom 60 dagar, frdelningen av taganden och betalningar ver ret och antalet r det tog att slutfra ett projekt.
The indicators mentioned above may be useful in the long term and at a global level, but they should be complemented by other indicators to provide a complete picture of the speed and quality of project preparation and of implementation on the ground. 
De ovan nmnda indikatorerna kan vara anvndbara indikatorer p lng sikt och p en vergripande niv, men de br kompletteras med andra anvndbara indikatorer om de skall ge en fullstndig bild av snabbheten och kvaliteten p projektberedningen och p genomfrandet p plats.
At the end of 2003 EuropeAid was still considering additional performance indicators which would meet this objective. 
I slutet av 2003 beaktade EuropeAid fortfarande ytterligare resultatindikatorer som skulle uppfylla detta ml.
The delay in introducing such indicators has resulted in difficulties in establishing base line data on the situation at the start of devolution (or the reform). 
Frseningarna i infrandet av sdana indikatorer har lett till att det r svrt att ge grundlggande information om situationen i brjan av delegeringen (eller reformen).
In addition, it is difficult to identify indicators which isolate the impact of devolution from the impact of the elements of the wider reform. 
Det r dessutom svrt att identifiera indikatorer som srskiljer effekten av delegeringen frn effekten av reformen som helhet.
Moreover, indicators may also be affected by other Commission initiatives such as the introduction of project cycle management, sector-wide approaches or new Financial Regulations and by developments in beneficiary countries, such as changes in the local political environment or in the quality of the national administration. 
Dessutom kan indikatorerna ocks pverkas av andra kommissionsinitiativ, till exempel infrandet av frvaltning av hela projektcykler, sektorsvergripande arbetsstt eller nya budgetfrordningar och av utvecklingen i mottagarlnderna, till exempel lokalpolitiska frndringar eller frndringar i kvaliteten p den lokala administrationen.
Speed 43. 
Snabbhet 43.
Through its audit, the Court has tried to find evidence of any improvements in speed in relation to different activities within the project cycle for which the Delegation now has specific responsibility, in particular the preparation of financing proposals, the conclusion of contracts, the payment of invoices, and project implementation. 
Revisionsrtten har genom sin granskning frskt finna bevis p eventuellt kad snabbhet nr det gller olika verksamheter inom projektcykeln fr vilka delegationen nu har eget ansvar, i synnerhet utarbetandet av finansieringsfrslag, tecknande av kontrakt, betalning av fakturor och projektgenomfrande.
The first phase of the project cycle, i.e. of programming, is not dealt with here because this is still the responsibility of HQ, albeit with an expected greater involvement of the delegations. 
Den frsta fasen i projektcykeln, det vill sga programplaneringen, tas inte upp hr eftersom den fortfarande r huvudkontorets ansvar, ven om delegationerna frvntas involveras i hgre utstrckning.
Preparation of financing proposals 44. Although the ÔpipelineŐ schedule of projects under preparation is closely monitored to ensure deadlines are met, in some cases devolution has slowed down the speed of project preparation as delegations pass through the necessary learning process. 
Utarbetande av finansieringsfrslag 44. ven om versikten ver projekt som hller p att beredas strikt vervakas s att tidsfristerna respekteras har projektberedningen i vissa fall varit lngsammare under delegeringen eftersom delegationerna befinner sig i den ndvndiga inlrningsfasen.
For example in 2003 Delegation HQ had to assist some delegations in Asia in preparing draft financing proposals, deadlines had to be postponed and in the end a higher percentage of commitments were concluded in the fourth quarter than in previous years (80 to 90 %, against some 50 % before). 
Till exempel behvde huvudkontoret hjlpa vissa delegationer i Asien med att utarbeta utkast till finansieringsfrslag under 2003, tidsfristerna fick skjutas upp och i slutndan ingicks en hgre procentandel taganden under fjrde kvartalet n under tidigare r (80Đ90 % mot omkring 50 % tidigare).
Several delegations visited during the audit had encountered specific problems in 2003 in the preparation of new financing proposals, following the introduction of the new FR applicable to the general budget from 1 January 2003. 
Flera av de delegationer som besktes under granskningen hade sttt p srskilda problem 2003 nr de utarbetade nya finansieringsfrslag efter det att den nya budgetfrordningen fr den allmnna budgeten brjade glla den 1 januari 2003.
Delegations were unsure how to interpret and apply new provisions of the FR relating to the concept of Ôdecentralised managementŐ of aid activities by beneficiary countries. 
Delegationerna var oskra p hur de skulle tolka och tillmpa de nya bestmmelser i budgetfrordningen som handlar om att frvaltningen av bistndsverksamhet skall ÓdecentraliserasÓ till mottagarlnderna.
Repeated requests for clarification were left unanswered by HQ, where the subject in question was apparently still being studied at the time of the second round of the CourtŐs audit visits to the delegations in March 2004. 
Upprepade krav p frtydliganden lmnades obesvarade av huvudkontoret dr frgan av allt att dma fortfarande undersktes nr revisionsrtten gjorde sitt andra granskningsbesk hos delegationerna i mars 2004.
As a result, a number of project proposals could not be finalised for lack of a clear understanding and agreement on the implementation mechanisms to be put in place. 
Ett antal projektfrslag kunde inte slutfras p grund av att man inte riktigt frstod och inte kunde komma verens om de genomfrandemekanismer som skulle infras.
Contracting and payments 46. 
Kontraktering och betalningar 46.
The overall conclusion on the basis of the visits to delegations is that the routine processes of making contracts and payments are managed adequately by the delegations. 
Den vergripande slutsats som dragits av besken hos delegationerna r att delegationerna frvaltar rutinfrfarandena fr kontrakt och betalningar p ett lmpligt stt.
The main contributory factor has been that the bigger, first wave delegations in particular have received well qualified, experienced staff for their Finance and Contracts units (F & C), which has facilitated the smooth introduction of the basic financial systems and procedures. 
Den viktigaste bidragande faktorn var att den strsta, frsta omgngen delegationer i synnerhet fick vlkvalificerad och erfaren personal till sina finans-och kontraktsenheter, vilket gjorde att de grundlggande finansiella systemen och frfarandena kunde infras p ett smidigt stt.
In countries where the national administration plays an important role in the contract and payment process (1), delays within these administrations are sometimes more serious constraints to speedy project implementation than any delays occurring in the delegations (2). 
I lnder dr den nationella administrationen har en viktig roll i kontrakterings-och betalningsprocessen (1) r frseningar inom dessa administrationer ibland ett strre hinder fr ett snabbt projektgenomfrande n eventuella frseningar inom delegationerna (2).
Many delegations do not keep track of specific indicators to measure the periods used to make payments or to conclude contracts, nor do they usually set themselves specific objectives in this respect, other than the formal compulsory periods set by the FR, by contracts or by published tender procedures (3). 
Mnga delegationer har inga srskilda indikatorer fr att mta hur lng tid det tar att gra betalningar eller teckna kontrakt, vanligtvis stter de inte heller upp specifika ml fr sig sjlva i detta hnseende, frutom de formella obligatoriska perioder som faststlls i budgetfrordningen, genom kontrakt eller offentliggjorda upphandlingsfrfaranden (3).
(1) This is specifically the case in the ACP countries but also in other countries where decentralised project management is being applied, such as in Morocco. 
(1) Detta gller srskilt fr AVS-lnderna men ven fr lnder dr decentraliserad projektledning tillmpas, till exempel Marocko.
(2) TheauditintheDelegationinSenegalforinstanceshowedthat,where the period used inside the Delegation to process a payment had come down to about 20 days, this was only a fraction of the time taken by the project management units or the national administration to perform their part of the payment process, which could be counted in months rather than days. 
(2) Granskningen vid delegationerna i Senegal visade till exempel att den tid det tog fr delegationen att gra en betalning hade minskat till omkring 20 dagar, vilket endast var en brkdel av den tid det tog fr projektledningsenheten eller den nationella administrationen att utfra sin del av betalningsprocessen som snarare kunde rknas i mnader n i dagar.
In Morocco, the national administrationŐs procedures to process payments or conclude contracts took so long that the Delegation had decided, rather than trying to assist the government in improving its local procedures, to take over complete responsibility for all payments and commitments in order to reduce delays. 
I Marocko tog den nationella administrationens frfaranden fr att gra betalningar eller teckna kontrakt s lng tid att delegationerna beslutade att ta ver det fulla ansvaret fr alla betalningar och taganden istllet fr att frska bist regeringen med att frbttra de lokala frfarandena fr att minska frseningarna.
(3) An exception was found in Senegal, where the routing slips for payment visas contained a target number of working days for each stage of the verification process amounting to an overall total of 21 working days for processing an invoice for payment at the Delegation. 
(3) Ett undantag ptrffades i Senegal dr sndlistorna fr betalningsgod-knnanden innehll ett ml fr hur mnga arbetsdagar varje stadium av verifieringsprocessen skulle ta. Det tog totalt ver 21 arbetsdagar fr delegationen att betala en faktura.
22.3.2005 EN Official Journal of the European Union C 72/11 49. 
22.3.2005 SV Europeiska unionens officiella tidning C 72/11 49.
The financial information systems used in delegations, CRIS and (for EDF) OLAS, in principle allow the calculation of the period used to make a payment, but the checks carried out at a few delegations indicate a number of errors in the underlying data (1). 
Med hjlp av de finansiella informationsystem som anvnds inom delegationerna, Cris och (fr EUF) Olas, gr det i allmnhet att berkna tidstgngen fr en betalning, men de kontroller som utfrs vid ett antal delegationer visar att det finns fel i de underliggande uppgifterna (1).
The reliability of the EuropeAid performance indicator, which shows the overall percentage of invoices paid within 60 days, is therefore uncertain. 
Tillfrlitligheten i EuropeAids resultatindikator som visar den totala procentandelen fakturor som betalats inom 60 dagar r drfr lg.
A manual test was therefore carried out at two delegations, whereby a number of similar payments was chosen, some made before devolution (and therefore by HQ) and some made after devolution, and the periods used to process the payments were compared. 
Indikatorer fr hur lng tid det tar att gra betalningar finns inte tillgngliga fr tiden fre delegeringen. Drfr gjordes ett manuellt test vid tv delegationer dr ett antal liknande betalningar valdes ut.
The results were inconclusive, showing an improvement in the case of one delegation (average time taken went down from 61 days before devolution to 47 days after devolution), but no apparent change in the case of another delegation (average time taken remained around 50 days). 
Resultaten var inte vertygande. De visade p en frbttring nr det gllde en delegation (den genomsnittliga tidstgngen hade minskat frn 61 dagar fre delegeringen till 47 dagar efter delegeringen), men ingen uppenbar frndring nr det gllde en annan delegation (den genomsnittliga tidstgngen var fortfarande omkring 50 dagar).
A number of delegations experienced difficulties in relation to managing payments and contracts as a result of the many errors which they encountered in the data previously entered in the CRIS financial information system, after this system became operational in the course of 2002. 
Ett antal delegationer hade svrigheter med att hantera betalningar och kontrakt p grund av att det fanns s mnga fel i de uppgifter som tidigare hade frts in i finansinformationssystemet Cris efter det att detta system hade tagits i drift under 2002.
EC procedures in the area of tendering and contracting are complicated. 
EG:s frfaranden p omrdet upphandling och kontraktering r komplicerade.
The audit indicates that delegation staff, project staff and local government officials sometimes meet serious difficulties in this respect even when there is room for derogation or more flexible interpretation. 
Granskningen visar att personalen vid delegationerna, projektpersonal och lokala regeringstjnstemn ibland stter p allvarliga svrigheter inom dessa omrden ven nr det finns utrymme fr avvikelser eller en mer flexibel tolkning.
Often, tender procedures have to be cancelled and restarted for lack of a sufficient number of interested parties or of valid offers. 
Ofta behver upphandlingsfrfaranden avbrytas och inledas p nytt p grund av att det inte finns tillrckligt mnga intresserade parter eller giltiga anbud.
Derogations are not easily approved by HQ and in certain cases not even possible under specific rules, which require that the tender process be repeated until a sufficient number of valid offers is received. 
Avvikelser godknns inte s ltt av huvudkontoret, och i vissa fall r det inte ens mjligt p grund av srskilda regler som krver att upphandlingsfrfarandet skall upprepas tills ett tillrckligt antal giltiga anbud har kommit in.
In these cases preparation or implementation of projects is seriously hindered. 
Dessa fall utgr ett allvarligt hinder fr projektberedningen och projektgenomfrandet.
Project implementation 53. 
Projektgenomfrande 53.
The effect of devolution on the speed of project implementation as a whole can not easily be measured (as the audit visits at delegation level have shown), certainly not yet considering the relatively short period during which devolved management is in place in the delegations (2). 
Effekten av delegeringen i frga om snabbheten i projektgenomfrandet som helhet kan inte mtas p ett enkelt stt (vilket granskningsbesken vid delegationerna har visat), srskilt inte s snart efter det att delegationerna har brjat arbeta med delegerad frvaltning(2).
For more than (1) Errors found included the wrong date of issue of an invoice, the non-entry of the period during which a payment request is suspended, e.g. for lack of supporting documents and payments made once but recorded twice in the system. 
Nr det gller mer n hlften av de (1) De fel som upptcktes var bland annat felaktigt datum fr utfrdande av en faktura, ingen information hade frts in om den period under vilken en betalningsanmodan har stllts in, till exempel p grund av brist p verifierande underlag, och betalningar som gjorts en gng men bokfrts tv gnger i systemet.
(2) An ongoing project, for instance, may suffer from a design weakness or a change in circumstances, which cannot be changed (easily) by devolution. half of the delegations visited, the conclusion of the audit was that the positive effects of devolution are being offset by other factors. 
(2) Ett pgende projekt kan till exempel ha brister som beror p utformningen eller p att frhllandena har ndrats, vilket inte (s ltt) kan avhjlpas genom delegering. delegationer som besktes var resultatet av granskningen att de positiva effekterna av delegeringen upphvdes av andra faktorer.
Both factors contribute to a better understanding of local conditions and together create a better problem-solving capacity regarding any problems affecting projects and programmes. 
Bda faktorerna bidrar till bttre frstelse fr lokala arbetsfrhllanden och ger tillsammans bttre kapacitet att lsa eventuella problem som pverkar projekten och programmen.
Interviews held with delegationsŐ counterparts (government officials, project staff, representatives of other donors) confirm the increased capacity of delegations following devolution, which allow closer contacts with, and more involvement by, delegation staff. 
Intervjuer med delegationernas motparter (rege-ringstjnstemn, projektpersonal, fretrdare fr andra donato-rer) bekrftar delegationernas kade kapacitet efter delegeringen, vilket innebr ttare kontakt med delegationspersonalen som blir mer delaktig.
However, constraints discussed earlier in the report in the context of the preparation of delegations and HQ for devolution, may offset improvements in speed resulting from devolution (see paragraphs 23, 26, 35(c) and 38). 
Begrnsande faktorer som diskuterats tidigare i rapporten nr det gller frberedelserna av delegationerna och huvudkontoret infr delegeringen kan dock upphva effekten av alla frbttringar nr det gller den snabbhet som delegeringen medfrt (se punkterna 23, 26, 35c och 38).
Quality 56. 
Kvalitet 56.
Regarding the second main objective of the reform and of devolution, i.e. to make radical improvements in the quality of EC external aid, it is too early, after less than two years of devolved management, to see the full potential effect of devolution on the quality of aid throughout the whole project cycle. 
Vad gller det andra huvudsakliga mlet fr reformen och fr delegeringen, det vill sga att radikalt frbttra kvaliteten p EG:s externa bistnd, r det fr tidigt att efter mindre n tv r av delegerad frvaltning se alla eventuella effekter som delegeringen har haft p bistndets kvalitet genom hela projektcykeln.
This would require a period of at least four to five years, until a significant number of projects and programmes prepared under devolved management are being implemented. 
Fr detta skulle krvas en period av minst fyra till fem r tills ett betydande antal projekt och program som beretts under delegerad frvaltning har genomfrts.
In addition, it would be necessary to identify at an earlier stage the most appropriate set of indicators for determining the quality of aid. 
Dessutom skulle det vara ndvndigt att p ett tidigt stadium identifiera vilka indikatorer som bst lmpar sig fr att bedma kvaliteten p bistndet.
The results-oriented monitoring system, which the Commission expanded in 2002 to cover all regions concerned by EC external cooperation programmes, is meant to give an appreciation of a projectŐs or programmeŐs performance. 
Det resultatorienterade vervakningssystem som kommissionen 2002 utvidgade till att omfatta alla regioner som berrs av EG:s externa samarbetsprogram r avsett att ge en uppskattning av hur vl ett projekt eller program fungerar.