natgillin/translations-raw huggingface dataset:
This contributed to increasing the absorption capacity, since organisations of this kind normally have the means to implement large projects; for example, the multi-purpose cash-assistance project, the ESSN, which was implemented as the main vehicle to provide humanitarian assistance, with Ű998 million in funding (see Box 1). 
Detta innebar att kapaciteten att utnyttja anslagna medel kade eftersom organisationer av detta slag ofta har mjlighet att genomfra stora projekt, som exempelvis kontantstdsprojektet fr diverse ndaml (ESSN) varigenom miljoner euro
The combined features described in paragraphs 25 to 28, are not always available to other EU instruments or EU Trust Funds outside the Facility. 
De srskilda villkor som beskrivs i punkterna 25Đ28 r inte alltid tillmpliga fr andra EU-instrument och frvaltningsfonder utanfr faciliteten.
This explains why the IPA funds channelled under the Facility were contracted up to five times faster than traditional IPA assistance in Turkey. 
Det frklarar varfr de medel frn instrumentet fr std infr anslutningen som gick via faciliteten kunde kontrakteras fem gnger s snabbt som det vanliga stdet infr anslutningen i Turkiet.
As shown in Annex VI, the contracting speed of the Facility was also faster than that of the EU Trust Funds. 
S som visas i bilaga VI gick det ven fortare att ing kontrakt och f ut medlen till utfrarna i faciliteten n i EU:s frvaltningsfonder.
The Facility contributed to enhanced coordination but the streamlining and complementarity of the assistance was not systematically achieved We assessed whether the Facility coordinated and streamlined the assistance provided under different instruments to reduce the risk of inefficiencies (e.g. overlapping projects) and whether it enhanced the complementarity of support, with the aim of facilitating a transition from humanitarian to non-humanitarian assistance. 
Faciliteten bidrog till bttre samordning, men effektivisering och komplementaritet i bistndet uppnddes inte systematiskt Vi kontrollerade om faciliteten samordnade och effektiviserade det bistnd som gavs genom olika instrument s att ineffektivitet kunde undvikas (till exempel verlappande projekt) och om faciliteten frbttrade komplementariteten i stdet med syftet att frmja en vergng frn humanitrt till icke-humanitrt bistnd.
We found that the Commission coordinated the strategic direction of the Facility through a common needs assessment, governance structure (the Steering Committee) and results framework covering both humanitarian and non-humanitarian support. 
Vi kunde konstatera att kommissionen samordnade facilitetens strategiska riktning genom en gemensam behovsbedmning och styrningsstruktur (styrkommittn) och en gemensam ram fr resultatmtning fr bde humanitrt och icke-humanitrt std.
This enabled the coordination and the exchange of information between the two main responsible Commission departments (DG NEAR and DG ECHO) and the EUTF Madad. 
Detta innebar att de tv kommissionsavdelningar som har det frmsta ansvaret (GD Grannskapspolitik och utvidgningsfrhandlingar och GD Europeiskt civilskydd och humanitra bistndstgrder, Echo) kunde samordna och utbyta information med varandra och med Madad-fonden.
However, the Commission did not set up clear demarcation lines between instruments and implementing partners. 
Kommissionen satte dock inte upp tydliga skiljelinjer mellan instrument och genomfrandepartner.
In some cases, we found that the funding instruments used by the Facility supported very similar activities in the health and education sectors. 
I vissa fall sg vi att de finansieringsinstrument som faciliteten anvnde gav std till projekt inom hlso-och sjukvrds-och utbildningssektorn som var snarlika varandra.
This implied the use of parallel management structures for the financing of similar activities, and required comprehensive coordination efforts from the Commission and partners to mitigate the risk of overlaps. 
Detta antyder att det fanns parallella frvaltningsstrukturer fr finansiering av liknande verksamhet och innebar omfattande samordningsarbete fr kommissionen och partner fr att undvika verlappning.
This is not in line with the FacilityŐs objective of streamlining EU assistance. 
Detta r inte i linje med facilitetens ml om effektivisering av EU-bistndet.
Box 3 presents examples of how the Facility funded similar activities under different instruments. 21 
I ruta 3 finns exempel p hur faciliteten finansierade sinsemellan snarlik verksamhet genom olika instrument.
22 Box 3 Đ Examples of similar activities funded under different instruments Education In the field of education, implementing partners received funding channelled through three instruments under the Facility and also through IPA funding (outside the Facility) and EU Member StatesŐ bilateral contributions. 
24 Ruta 3 Đ Exempel p sinsemellan snarlik verksamhet finansierad genom olika instrument Utbildning P utbildningsomrdet fick genomfrandepartner medel frn faciliteten via tre olika instrument, liksom via franslutningsinstrumentet (utanfr faciliteten) och bilaterala bidrag frn medlemsstaterna.
ECHOŐs key project in education (the Conditional Cash Transfer for Education - CCTE) focuses on formal education. 
I Echos frmsta projekt inom utbildning (villkorade kontantverfringar fr utbildning, CCTE) lg fokus frmst p formell utbildning.
But EUTF Madad and IPA also supported formal and non-formal education activities within and outside the Facility24. 
Men std gavs till formell och informell utbildning ven genom Madad-fonden och franslutningsinstrumentet inom och utanfr faciliteten24.
This resulted in three different project selection boards from ECHO, IPA and EUTF Madad working in parallel to approve similar projects. 
Detta medfrde att det fanns tre olika projekturvalskommitter, fr Echo, franslutningsinstrumentet och Madad-fonden, som alla samtidigt arbetade med att godknna sinsemellan snarlika projekt.
In addition, other donors in Turkey also supported the education sector, which complicated coordination. 
Dessutom fanns det andra givare i Turkiet som ocks gav std till utbildningssektorn, vilket komplicerade samordningen.
Annex VII shows the complexity of the education activities that were funded through and outside the Facility. 
I bilaga VII beskrivs komplexiteten i den utbildningsverksamhet som finansierades inom och utanfr faciliteten.
Protection - A project submitted for funding under the Humanitarian priority area in June 2016, worth Ű40 million, was put on hold and later rejected as the activities proposed were already going to be covered under a contract signed with another partner under the EUTF Madad. 
Skydd - En anskan frn juni 2016 om finansiering av ett projekt inom det humanitra prioriterade omrdet vrt 40 miljoner euro lades tillflligt t sidan fr att sedan avsls, eftersom den freslagna verksamheten redan ingick i ett kontrakt som ingtts med en annan partner inom ramen fr Madad-fonden.
That contract was concluded on 31 March 2017, nine months after the initial proposal submitted to ECHO. - Activities dedicated to womenŐs and girlsŐ safe spaces were implemented simultaneously by the same implementing partner from two different sources of EU funding: (i) under the Facility via ECHO and (ii) outside the Facility, as a subcontractor of an IPA Ű40 million project. 
Det kontraktet skrevs under den 31 mars 2017, nio mnader efter att det frsta frslaget skickats in till Echo. - tgrder fr att upprtta trygga platser fr kvinnor och flickor genomfrdes samtidigt av en och samma genomfrandepartner med EU-finansiering frn tv olika kllor: i) frn faciliteten via Echo och ii) utanfr faciliteten, dr genomfrandepartnern var underleverantr i ett franslutningsstdsprojekt vrt 40 miljoner euro.
In practice, this entailed both ECHO and the EU Delegation managing and monitoring the same activities in parallel, though in different geographical areas. 
I praktiken innebar det att bde Echo och EU-delegationen frvaltade och vervakade samma verksamhet samtidigt men i olika geografiska omrden.
On the other hand, it The Commission refers to formal education in the 2017 Humanitarian Implementation Plan for Turkey as ÔAn educational system with hierarchic structures and a chronological progression through levels or grades with a set beginning and end. 
I detta specifika fall ingick den verksamhet som finansierades utanfr faciliteten inte 24 Kommissionen beskriver i 2017 rs humanitra genomfrandeplan fr Turkiet formell utbildning som ett utbildningssystem med hierarkisk struktur och dr man i kronologisk ordning gr vidare frn en niv eller rskurs till en annan med en faststlld brjan och ett faststllt slut.
Formal education usually takes place in an institution and involves some kind of assessment leading to a certificate of qualificationŐ. 
Formell utbildning bedrivs vanligen p en institution och inbegriper ngon form av examinering som leder till ett intyg om avslutad utbildning.
On the other hand, non-formal education relates to ÔA flexible approach to education using alternative modes of delivery outside the formal systemŐ. 24 
Informell utbildning beskrivs som flexibel utbildning med alternativa undervisningsarrangemang utanfr det formella systemet.
Indeed, these instruments have different mandates and legal frameworks, different delivery mechanisms, different reporting and monitoring requirements, and are managed by different departments. 
Dessa instrument har olika uppdrag och rttsliga ramar, olika genomfrandemekanismer, olika krav p redovisning och vervakning och frvaltas av olika avdelningar.
Furthermore, EU funds spent in Turkey outside the Facility also supported some of the same priority areas as the Facility25. 
I vissa fall gick dessutom EU-std i Turkiet utanfr faciliteten till samma prioriterade omrden som i faciliteten25.
Some of the stakeholders we interviewed during our visit to Turkey confirmed that this situation was confusing, notably in terms of the role each instrument was expected to play. 
Ett antal aktrer som vi intervjuade vid vrt besk i Turkiet bekrftade att denna situation var frvirrande, srskilt nr det gllde vilken roll det var meningen att de enskilda instrumenten skulle spela.
The FacilityŐs stated objective of ensuring the complementarity of the assistance includes the link between humanitarian and non-humanitarian support. 
Det angivna mlet fr faciliteten att skerstlla komplementaritet i bistndet gller ven kopplingen mellan humanitrt och icke-humanitrt std.
Although we identified some good examples in the health sector where the Commission ensured that humanitarian aid would give way to more durable development assistance, we found that this complementarity was not systematically achieved. 
Vi sg vissa bra exempel inom hlso-och sjukvrden, dr kommissionen sg till att humanitrt bistnd gick ver i mer lngsiktigt utvecklingsbistnd, men noterade att denna komplementaritet inte uppnddes systematiskt.
For example, the Commission did not design joint implementation plans between DGs ECHO and NEAR and the EU Member States26 although such plans could have enhanced the overall coherence and streamlining of EU assistance. 
Kommissionen tog till exempel inte fram gemensamma genomfrandeplaner fr GD Europeiskt civilskydd och humanitra bistndstgrder, GD Grannskapspolitik och utvidgningsfrhandlingar och EU:s medlemsstater26, trots att sdana planer skulle ha kunnat leda till bttre vergripande samordning och effektivitet i EU:s bistnd.
We consider joint implementation plans to be a good practice, and the Commission used it when designing Joint Humanitarian and Development frameworks for Jordan and Lebanon with the objective of developing a comprehensive and joint response27. 
Vi anser att gemensamma genomfrandeplaner br upprttas systematiskt, ngot som ocks gjordes i Jordanien och Libanon dr kommissionen upprttade gemensamma ramar fr humanitrt bistnd och utvecklingsbistnd i syfte att skapa en vergripande och gemensam insats27.
The indicative deadline set by DG ECHO for the EU projects representing more than Ű200 million were implemented outside the Facility simultaneously to the support provided to the refugees in Turkey through the Facility. 
EU-projekt vrda ver 200 miljoner euro genomfrdes utanfr faciliteten samtidigt med stdet som gavs till flyktingar i Turkiet genom faciliteten.
Direct bilateral contribution from EU Member States, in particular Germany with more than Ű175 million for the year 2017, aimed at funding similar activities and partners as the ones under the Facility (See Annex VII in the sector of education). 
Det fanns direkta bilaterala bidrag frn EU:s medlemsstater, srskilt Tyskland med ver 175 miljoner euro 2017, som skulle g till liknande verksamhet och partner som de i faciliteten (se bilaga VII i avsnittet om utbildning).
The Joint Humanitarian Development Framework in response to the Syrian crisis for Jordan aims at Ôaddressing the humanitarian, mid-term and development priorities, thus better integrating and aligning DG NEAR, MADAD EU Trust Fund and DG ECHO planned responsesŐ. 23 25 26 27 
Syftet med den gemensamma ramen fr humanitrt bistnd och utvecklingsbistnd som upprttades fr Jordanien till fljd av den syriska krisen var att hantera humanitra prioriteringar, prioriteringar p medellng sikt och utvecklingsprioriteringar, fr att p s stt bttre integrera och samordna de insatser som planeras av GD Grannskapspolitik och 25 25 26 27
transition of humanitarian aid was the end of 201828. 
Den vgledande tidsgrns som Echo hade angett var att vergngen frn humanitrt bistnd skulle vara klar i slutet av 201828.
This deadline was later extended. 
Den tidsgrnsen frlngdes senare.
Box 4 provides examples of good and weak transition strategies from the sample of audited projects. 
I ruta 4 beskrivs exempel p bra och bristflliga vergngsstrategier frn urvalet av granskade projekt.
24 Box 4 Đ Examples of good and weak project transition strategies Project 4, ÔSupporting adapted and culturally sensitive healthcare services to Syrian refugeesŐ, shows how the Commission used the Facility to foster synergies between ECHO and IPA funding to ensure a smooth transition from humanitarian to development assistance. 
26 Ruta 4 Đ Exempel p bra och bristflliga vergngsstrategier fr projekt Projekt 4, som inbegrep std till kulturellt anpassad hlso-och sjukvrd till syriska flyktingar, r ett exempel p hur kommissionen anvnde faciliteten fr att frmja synergier mellan stdet frn Echo och franslutningsinstrumentet i syfte att skerstlla en smidig vergng frn humanitrt bistnd till utvecklingsbistnd.
Following an initial contract of the value of Ű2 million, DG ECHO provided Ű10 million to train Syrian medical personnel (doctors and nurses) so that they could work within the Turkish health system from March 2017 to March 2018. 
Efter ett frsta kontrakt vrt tv miljoner euro tillhandahll Echo frn och med mars 2017 till och med mars 2018 tio miljoner euro till utbildning av syrisk vrdpersonal (lkare och sjukskterskor) s att de skulle kunna arbeta inom det turkiska sjukvrdssystemet.
After this date, the training activities continued thanks to an additional Ű11.5 million in funding channelled through EUTF Madad. 
Efter det fortsatte utbildningsinsatserna tack vare ytterligare 11,5 miljoner euro som delades ut via Madad-fonden.
Their salaries were then paid by the Ministry of Health using funding received from the Ű300 million direct grant under the IPA special measure. 
Deras lner betalades ut av hlsovrdsministeriet med medel frn det direktstd p 300 miljoner euro som var en srskild tgrd inom ramen fr franslutningsinstrumentet.
Project 1, the Emergency Social Safety Net (ESSN, see Box 1), was designed in 2016 to build on existing national capacities with the objective of ensuring its sustainability through the integration of the refugees supported by the ESSN into the national social protection schemes. 
27 Projekt 1, det sociala ndskyddsntet (ESSN, se ruta 1), utformades 2016 med utgngspunkt i den nationella kapaciteten, och mlet var att skerstlla hllbarhet genom att integrera de flyktingar som fick std genom ESSN i de nationella trygghetssystemen.
Although it was embedded in the national protection system, the ESSN was still totally dependent on EU funding. 
Trots att ESSN r inbyggt i det nationella trygghetssystemet r det helt beroende av finansiering frn EU.
Transition is expected to be near complete by the 31st of December 2018, with the possible exception of some specialist services.Ő Guidance to partners funded by DG ECHO to deliver medium to large-scale cash transfers in the framework of 2017 Humanitarian Implementation Plan. In a challenging context, the humanitarian projects helped refugees to address their basic needs, but did not always deliver the expected value for money We assessed the efficiency and effectiveness30 of the humanitarian assistance provided under the Facility, and considered in particular: (a) whether the Commission ensured that the costs of funded projects were reasonable in relation to the expected results, and whether projects were implemented in a timely manner; (b) whether the Commission monitored the FacilityŐs spending in a comprehensive manner and produced sufficient relevant information on the results achieved; and (c) whether the humanitarian projects delivered their intended outputs (i.e. what was produced or accomplished), and achieved their expected outcomes (i.e. changes arising from the outputs). 
I en svr situation hjlpte de humanitra projekten flyktingar med deras grundlggande behov, men de gav inte alltid frvntad valuta fr pengarna Vi utvrderade effektiviteten och ndamlsenligheten30 i det humanitra bistndet som gavs genom faciliteten och underskte srskilt a) om kommissionen hade skerstllt att kostnaderna fr finansierade projekt var rimliga i frhllande till de frvntade resultaten och om projekt genomfrdes enligt tidsplan, b) om kommissionen noggrant vervakade facilitetens utgifter och tog fram tillrcklig och relevant information om vilka resultat som uppntts, Guidance to partners funded by DG ECHO to deliver medium to large-scale cash transfers in the framework of 2017 Humanitarian Implementation Plan (vgledning fr partner som mottar finansiering frn Echo fr att genomfra medelstora eller stora kontantverfringsprojekt inom ramen fr 2017 rs humanitra genomfrandeplan).
We reviewed 10 humanitarian projects, implemented under indirect (UN agencies) or direct (INGOs) management (See Annex III A). 
Vi granskade tio humanitra projekt som genomfrdes genom indirekt frvaltning (av FN-organ) eller direkt frvaltning (av internationella icke-statliga organisationer) (se bilaga III A).
Despite delays in implementation, nine on-going projects31 were sufficiently advanced for us to report on the outputs delivered and the outcomes achieved at the time of the audit. 
Trots frseningarna i genomfrandet hade nio pgende projekt31 kommit tillrckligt lngt fr att vi skulle kunna redogra fr deras levererade output och uppndda utfall vid tidpunkten fr revisionen.
There is potential to improve the efficiency of projects The CommissionŐs assessment of the reasonableness of costs has weaknesses In the Humanitarian Implementation Plans 2016 and 2017 for Turkey, the Commission stated that supported actions should have an Ôoverarching emphasis on cost efficiency and effectivenessŐ. 
Det finns utrymme att frbttra effektiviteten i projekten Kommissionen bedmning av kostnadernas rimlighet uppvisar brister I 2016 och 2017 rs humanitra genomfrandeplaner fr Turkiet anger kommissionen att den vergripande betoningen i de insatser som stds br ligga p kostnadseffektivitet och ndamlsenlighet.
We found that the Commission did not consistently and comprehensively assess the reasonableness of the budgeted costs when reviewing project proposals. 
Vi kunde konstatera att kommissionen inte alltid gjorde ngon vergripande bedmning av om de budgeterade kostnaderna var rimliga nr de granskade projektfrslag.
In particular: (a) the ratio of administrative costs to operational costs was not appropriately assessed in five out of ten projects; (b) in four out of ten projects, there was no calculation of the cost per beneficiary. 
Vi noterade bland annat fljande: a) Frhllandet mellan administrativa kostnader och operativa kostnader hade inte bedmts korrekt i fem av tio projekt. b) I fyra av tio projekt fanns ingen berkning av kostnaden per bidragsmottagare.
When the cost per beneficiary was calculated, it did not always lead to an assessment of whether the ratio obtained was reasonable. 
I de fall d kostnaden per bidragsmottagare hade berknats ledde inte detta alltid till en bedmning av om den framrknade proportionen var rimlig.
We acknowledge that the different environments in which the Commission works when providing humanitarian assistance can make the use of standard costs or quantitative benchmarks difficult. 
Vi har full frstelse fr att kommissionen arbetar under vldigt olika omstndigheter nr de betalar ut humanitrt bistnd och att det kan vara svrt att anvnda standardkostnader och kvantitativa riktvrden.
For the five audited projects in this situation, the Commission did not carry out a thorough comparison between projects. 
Fr fem av de granskade projekten som utgjorde sdana uppfljningsprojekt gjorde kommissionen ingen noggrann jmfrelse mellan projekten.
27 Box 5 - Examples of insufficient assessment of the reasonableness of costs The Commission neither analysed nor referred to the reasonableness of costs for project 4. 
29 Ruta 5 Đ Exempel p otillrcklig bedmning av kostnadernas rimlighet Kommissionen varken analyserade eller nmnde kostnadernas rimlighet fr projekt 4.
For project 10, the Commission assessed the ratio of administrative costs to operational costs as acceptable. 
Fr projekt 10 bedmde kommissionen att frhllandet mellan de administrativa och operativa kostnaderna var rimligt.
However, the Commission did not document the underlying analysis supporting the assessment made. 
Kommissionen hade dock inte dokumenterat den analys som lg till grund fr denna bedmning.
Project 5 was a follow-up project from two previous grants implemented by the same INGO. 
Projekt 5 var ett uppfljningsprojekt till tv tidigare beviljade std dr arbetet genomfrts av samma internationella icke-statliga organisation.
It initially aimed at providing several health services in Turkey, such as lifesaving health, physical rehabilitation, mental health, gender-based violence and protection. 
Syftet var inledningsvis att tillhandahlla olika typer av hlso-och sjukvrd i Turkiet, som livrddande sjukvrd, fysisk rehabilitering, insatser mot psykisk ohlsa och knsrelaterat vld samt skydd.
The Commission calculated that the cost per beneficiary was Ű19.50 compared with Ű10.88 and Ű105.11 for the two previous grants. Even if some activities were not identical, the analysis was not sufficiently documented to identify the reasons for this difference, or to determine whether it was reasonable. 
Kommissionen berknade att kostnaden per bidragsmottagare var 19,50 euro jmfrt med 10,88 och 105,11 euro fr de tv tidigare stden. ven om insatserna inte var identiska, fanns det ingen tillrckligt dokumenterad analys av anledningarna till eller rimligheten i denna skillnad.