natgillin/translations-raw huggingface dataset:
Box 2 Example of project support Rural Development in the Central Atlas Mountains, Morocco (Khnifra Project, 15 million euro) Project objectives Ń Contribute to the reduction of regional disparities in Morocco regarding social and economic development, Ń contribute to the promotion of the role of rural women, Ń contribute to the sustainable management of natural resources, the fight against erosion and the reduction of the effects of droughts. 
Ruta 2 Exempel p projektstd Landsbygdsutveckling i centrala Atlasbergen, Marocko (Khnifraprojektet, 15 miljoner euro) Projektml Ń Bidra till minskade regionala skillnader i Marocko nr det gller social och ekonomisk utveckling. Ń Bidra till frmjandet av kvinnornas roll p landsbygden. Ń Bidra till hllbar frvaltning av naturresurserna, motverkande av erosion och minskning av torkans effekter.
(2) The mid-term evaluation report, Table 2.3, shows that, when the MEDA-I and II periods are compared, the proportion of budget support has increased from 29 % to 40 %, while the proportion of project support has decreased from 53 % to 35 %. The balance is made up of regional projects and support to EIB activities. 
(2) Avtabell2.3ihalvtidsutvrderingenframgr,nrmanjmfrMedaI-perioden och Meda II-perioden, att andelen budgetstd har kat frn 29 % till 40 %, medan andelen projektstd har minskat frn 53 % till 35 %. terstoden utgrs av regionala projekt och std till EIB-verksamheter.
24.8.2006 EN Official Journal of the European Union C 200/7 Implementation mechanism After the projectŐs Financing Agreement has been signed, project management prepares a detailed work plan. 
24.8.2006 SV Europeiska unionens officiella tidning C 200/7 Genomfrandemekanism Nr projektets finansieringsverenskommelse har undertecknats utarbetar projektledningen en detaljerad arbetsplan.
When this is approved the Delegation will pay an advance to the project and implementation can start. 
Nr denna har godknts betalar delegationen ett frskott till projektet och genomfrandet kan brja.
Project accounts will be prepared, audited and submitted to the Delegation on a regular basis, after which a new advance can be released to the project. 
Projektets rkenskaper upprttas, granskas och verlmnas till delegationen regelbundet, och drefter kan ett nytt frskott betalas till projektet.
In the end the decisive factor for increasing ownership lies not just in the aid delivery modality, but in local authorities openness to the idea and process of reform. 
I slutndan r den avgrande faktorn fr kat egenansvar inte bara hur stdet ges utan de lokala myndigheternas ppenhet fr reformidn och reformprocessen.
This was also demonstrated by several projects/programmes included in the audit, where progress clearly improved after a beneficiary institution became fully involved or a new minister took a stronger interest in a particular programme. 
Detta framgick ocks av flera projekt/program som ingick i granskningen, dr framstegen tydligt kade efter det att den mottagande institutionen blev fullt delaktigt eller en ny minister visade ett strre intresse fr ett srskilt program.
Capacity-building is a significant element in MEDA programme 24. 
Kapacitetsuppbyggnad r en viktig del av Medaprogrammet 24.
Another important factor that will affect whether the MEDA programme actually contributes to economic reform and social development in the participating Mediterranean countries is that of local institutional capacity to plan and implement reform programmes and other development activities. 
En annan viktig faktor som har betydelse fr om Meda-programmet faktiskt bidrar till ekonomiska reformer och social utveckling i de deltagande Medelhavslnderna r de lokala institutionernas kapacitet att planera och genomfra reformprogram och andra utvecklingsverksamheter.
The audit examined whether the Commission contributes to the building up of this capacity. 
Vid granskningen undersktes om kommissionen bidrar till att denna kapacitet byggs upp.
Practically all projects/programmes audited in the three countries included capacity-building measures or components. 
I stort sett alla projekt/program som granskades i de tre lnderna innehll kapacitetsuppbyggande tgrder eller komponenter.
In a number of cases capacity-building within the participating institutions is even the main objective of the intervention (1). 
I ett antal fall r kapacitetsuppbyggnad inom de deltagande institutionerna till och med huvudsyftet med insatsen (1).
A specific area of an administrative nature where local institutional capacity has been in need of strengthening is procurement by government bodies, but applying EC procedures. 
Ett srskilt administrativt omrde dr den lokala institutionella kapaciteten har behvt frbttras r regeringsorganens upphandlingar, men med tillmpning av EG-frfaranden.
As will be further discussed in paragraph 39, problems with procurement have been a major cause of delays in the implementation of projects. 
Problem med upphandlingar har varit en viktig orsak till frseningar i genomfrandet av projekt, vilket behandlas nrmare i punkt 39.
Limited results from the aid so far 27. 
Begrnsade resultat av stdet hittills 27.
The audit has examined a sample of projects from the three countries (see Annex II) in order to assess whether the intended results, as defined in individual financing agreements, were being achieved. 
Vid granskningen underskte revisionsrtten ett urval projekt i de tre lnderna (se bilaga II) fr att bedma om de avsedda resultaten ssom de definieras i de enskilda finansieringsverenskommelserna uppfylldes.
Overall, the results after more than ten years of MEDA are so far rather limited, because many projects/programmes, including a substantial number of MEDA-I projects/programmes, were still ongoing at the time of the audit, and their final results could not yet be determined (2). 
Generellt sett r resultaten efter mer n tio r med Meda-programmet n s lnge ganska begrnsade eftersom mnga projekt/program, inklusive ett betydande antal Meda I-projekt/program, fortfarande pgick vid tiden fr granskningen och deras slutresultat inte nnu kunde bedmas (2).
For those projects and programmes that started under MEDA-I (1995 to 1999), and had been completed or were nearing completion, the intended results are generally being achieved, although not 100 % in all cases. 
De projekt och program som inleddes under Meda I (1995Đ1999) och som hade avslutats eller nrmade sig avslutande uppnr i allmnhet de avsedda resultaten, dock inte till 100 % i samtliga fall.
Most projects/programmes under MEDA-I got off to a very late start, partly because the regulatory framework for MEDA-I was only ready at a late stage, but also because many projects experienced delays during their start-up phase as a result of long tendering procedures. 
De flesta projekt/program inom Meda I pbrjades mycket sent, delvis beroende p att lagstiftningsramen fr Meda I inte var frdig frrn p ett sent stadium, men ocks p grund av att mnga projekt frsenades under inledningsfasen till fljd av lnga upphandlingsfrfaranden.
They subsequently ran out of time, and needed one or more extensions to the original project duration (10 out of 11 projects/programmes examined) in order to accomplish (most of) the planned activities. 
Fljaktligen blev tiden knapp och den ursprungliga projekttiden behvde frlngas en eller flera gnger (tio av elva granskade projekt/program) fr att (flertalet av) de planerade verksamheterna skulle kunna slutfras.
Ten of the 11 MEDA-I projects/programmes examined were still being implemented at the time of the audit (end of 2005). 
Av de elva Meda I-projekt/program som granskades hll tio fortfarande p att genomfras vid tiden fr granskningen (slutet av 2005).
For most of the MEDA-II projects/programmes it was still too early to make a proper assessment of their results at the time of the audit. 
Fr de flesta av Meda II-projekten/programmen var det vid tiden fr granskningen nnu fr tidigt att gra en riktig bedmning av deras resultat.
The budget support operations were usually proceeding according to schedule, but projects, that needed to procure technical assistance services, and sometimes also equipment or works, were easily susceptible to delays. 
Budgetstdsinsatserna framskred vanligtvis planenligt, men projekt som behvde upphandla tekniska stdtjnster, och ibland ven utrustning eller bygg-och anlggningsarbeten, blev ltt frsenade.
Several projects examined were already expecting time constraints to develop as a result of the so-called D+3 rule, which restricts the period during which contracts can be signed (see further information in paragraph 41). 
Flera av de granskade projekten rknade redan med att tidspress skulle uppst till fljd av den s kallade D+3-regeln som begrnsar den period under vilken kontrakt kan undertecknas (se ytterligare information i punkt 41).
(1) Examples are the vocational training project in Morocco, the trade enhancement programme in Egypt, the Institutional support to the Aqaba Special Economic Zone Authority in Jordan, and the support to the implementation of the Association Agreement in all three countries. 
(1) Exempel r yrkesutbildningsprojektet i Marocko, programmet fr utvidning av handel i Egypten, det institutionella stdet till myndigheten fr den srskilda ekonomiska zonen Aqaba i Jordanien och stdet till genomfrandet av associeringsavtalet i alla de tre lnderna.
(2) For example, in the case of Egypt, three of the four MEDA-I programmes (on health, education, and industrial modernisation) were still ongoing, with their project durations extended, at the time of the audit. 
(2) I Egypten till exempel var tre av de fyra Meda I-programmen (om hlsa, utbildning och modernisering av industrin) nnu pgende med frlngd projekttid vid tiden fr granskningen.
C 200/8 EN Official Journal of the European Union 24.8.2006 31. 
C 200/8 SV Europeiska unionens officiella tidning 24.8.2006 31.
For most of the MEDA countries, the impact of EC support cannot be attributed to its financial importanceas-the total EC support is only very limited in comparison with these countriesŐ GDP and usually represents less than 1 % of the governmentŐs budget. 
Fr de flesta Medalnder kan EG-stdets effekt inte tillskrivas dess ekonomiska storlek eftersom det totala EG-stdet r mycket begrnsat i jmfrelse med dessa lnders BNP och ofta utgr mindre n 1 % av statsbudgeten.
This is certainly the case for two of the three countries covered by this audit (1). 
Detta r med skerhet fallet nr det gller tv av de tre lnder som omfattades av granskningen (1).
The impact of the EC support lies more in its attempts to address and support reform issues (e.g. health finance system, industrial modernisation, banking sector reform, Customs improvement) and to encourage Governments to tackle such issues, as well as in its willingness to support the poorer, underprivileged segments of a populations. 
Effekten av EG-stdet ligger mer i dess frsk att ta itu med och stdja reformfrgor (till exempel finansiellt system fr hlsovrd, modernisering av industrin, reform av banksektorn och frbttring av tullen) och att uppmuntra regeringar att gripa sig an sdana frgor samt i dess ambition att understdja de fattigare, missgynnade befolkningssegmenten.
The EC support is therefore often of a qualitative and innovative nature, the impact of which is difficult to quantify. Is the CommissionŐs management of the MEDA programme adequate? 
EG-stdet r drfr ofta kvalitativt och innovativt och dess effekt svr att kvantifiera. r kommissionens frvaltning av Medaprogrammet tillfredsstllande?
Programming, preparation and implementation have all improved Programming 32. 
Programplaneringen, utarbetandet och genomfrandet har frbttrats Programplanering 32.
As a result, the commitments were concentrated in a few years, and sometimes in a few large projects or programmes only, e.g. the four MEDA-I commitments for Egypt ranged from 100 to 250 million euro, commitments for Jordan included two structural adjustment facilities (SAF) of 100 and 80 million euro respectively, and MoroccoŐs commitments included a SAF of 120 million and a road project of 80 million euro. 
Till fljd av detta koncentrerades tagandena till ngra f r och ibland endast till ett ftal stora projekt eller program. Till exempel varierade de fyra Meda I-tagandena fr Egypten frn 100 till 250 miljoner euro, tagandena fr Jordanien inbegrep tv strukturanpassningsstd p 100 respektive 80 miljoner euro och Marockos taganden inbegrep ett strukturanpassningsstd p 120 miljoner euro och ett vgprojekt p 80 miljoner euro.
The MEDA-II Regulation, which came into effect in 2001, included new programming rules. 
Meda II-frordningen, som trdde i kraft 2001, innehll nya regler fr programplanering.
These rules were meant to speed up the process of programming, by allowing the proposed commitments for a particular year to be submitted to the MED-Committee once a year, in an annual financing plan with short project summaries attached (instead of individual project proposals submitted at various points in time). 
Dessa regler var tnkta att skynda p programplaneringsprocessen genom att det blev mjligt att lmna in frslag till taganden fr ett srskilt r till Med-kommittn en gng om ret i en rlig finansieringsplan med bifogade korta projektsammanfattningar (i stllet fr enskilda projektfrslag som lmnas in vid olika tidpunkter).
In addition a new series of Country Strategy Papers (CSP) was produced in 2001, covering the period 2002 to 2006, as well as new National Indicative Programmes (NIP) for 2002 to 2004. 
Drutver producerades en ny serie landsspecifika strategidokument 2001, omfattande perioden 2002Đ2006, och nya nationella vgledande program fr 2002Đ2004.
Since 2002 the actual commitments have followed these programming documents closely. 
Sedan 2002 har de faktiska tagandena fljt dessa programplaneringsdokument nra.
In particular, from the 2002 to 2004 NIPs onwards project proposals have been formulated in a much more continuous manner, as can be seen in the Table. 
I synnerhet har projektfrslagen sedan de nationella vgledande programmen ren 2002Đ2004 utarbetats p ett mycket mer kontinuerligt stt, vilket framgr av tabellen.
Egypt 1999 2000 2001 11 13 Ń 67 64 62 129 15 20 2 84 11 2002 2003 78 104 26 57 92 42 50 47 122 143 102 102 612 615 454 498 2004 2005 159 110 151 133 35 58 51 43 152 135 158 213 698 735 801 781 Total 1 150 650 516 393 1 472 783 6 888 4 043 Table (in million euro) Commitments Ń Disbursements Ń Jordan Commitments 7 Disbursements Ń Morocco Ń 236 219 1 31 42 176 141 120 54 40 41 370 911 809 155 213 217 797 569 603 240 318 318 
Egypten 1998 1999 397 11 88 67 8 129 22 2000 2001 13 Ń 64 62 15 20 84 11 2002 2003 78 104 26 57 92 42 50 47 2004 2005 159 110 151 133 35 58 51 43 Ń 236 1 31 219 176 42 54 141 120 122 40 41 102 143 152 135 102 158 213 615 698 735 498 801 781 370 911 155 213 809 797 217 240 569 603 612 318 318 454
24.8.2006 EN Official Journal of the European Union C 200/9 Preparation 35. 
24.8.2006 SV Europeiska unionens officiella tidning C 200/9 Utarbetande 35.
The whole project preparation process involves a number of steps, starting from first identification, through detailed preparation, presentation to the Member StatesŐ advisory committee (the MED-Committee) to the Financing Decision taken by the Commission and up to the signing of the Financing Agreement by the Commission and the beneficiary authorities. 
Hela projektutformningsprocessen bestr av ett antal steg, som inleds med den frsta identifieringen, fortstter med det detaljerade utarbetandet, framlggandet fr medlemsstaternas rdgivande kommitt (Med-kommittn) och kommissionens finansieringsbeslut och som avslutas med undertecknandet av finansieringsverenskommelsen mellan kommissionen och mot-tagarmyndigheterna.
The review of the projects/programmes included in the audit (see Annex II) showed that for the MEDA-II period this process was generally completed faster than it had been before (1). 
Den versyn av projekten/programmen som ingr i granskningen (se bilaga II) visade att denna process under Meda II-perioden i allmnhet avslutades snabbare n tidigare (1).
Contributing factors are the CommissionŐs devolution of responsibilities from Headquarters in Brussels to its delegations, which has certainly increased their involvement in the preparation process, the whole streamlining of the programming process as described in paragraphs 33 and 34, and also a number of other management changes which have been part of the overall external aid reform (2). 
Bidragande faktorer r att kommissionen har delegerat ansvaret frn sitt huvudkontor i Bryssel till sina delegationer, vilket otvivelaktigt har kat delegationernas delaktighet i frberedelseprocessen, att programplaneringsprocessen har effektiviserats ssom beskrivs i punkterna 33 och 34 och att man har gjort ett antal andra frndringar i frvaltningen inom ramen fr den vergripande reformen av bistndet till tredjeland (2).
The audit has shown that procurement of services at the start of a project, usually for technical assistance (TA), takes necessarily a minimum of eight months from issuing the call for tender to signing the contract, but can sometimes take up to two or even three years (3). 
Granskningen visade att upphandlingen av tjnster i brjan av ett projekt, vanligtvis fr tekniskt bistnd, med ndvndighet tar minst tta mnader frn det att ett anbudsfrfarande utlyses till det att kontrakten undertecknas, men ibland kan ta upp till tv eller till och med tre r (3).
This can be the case when the tender fails, e.g. for lack of a sufficient number of valid offers, and has to be repeated. 
S kan vara fallet nr upphandlingen misslyckas och behver gras om, till exempel p grund av att ett otillrckligt antal giltiga anbud har lmnats in.
In this respect there is not much difference between MEDA-I and MEDA-II. 
I det hr hnseendet r det ingen strre skillnad mellan Meda I och Meda II.
Implementation 37. 
Genomfrande 37.
Overall disbursements under the MEDA programmehave improved as from 2000, and even more clearly from 2002 onwards (see Table). 
Generellt sett har utbetalningarna inom Medaprogrammet frbttrats sedan 2000, och nnu tydligare r frbttringen sedan 2002 (se tabellen).
The annual average disbursements over the MEDA-I period 1995 to 1999 reached 175 million euro per year, a figure which has tripled to an average of some 528 million euro for the six-year period 2000 to 2005. 
De rliga genomsnittliga utbetalningarna fr Meda I under perioden 1995Đ1999 uppgick till 175 miljoner euro per r, ett belopp som tredubblades till ett genomsnitt p omkring 528 miljoner euro under sexrsperioden 2000Đ2005.
For 2004 and 2005 total disbursements were higher than the total new commitments made in these years, which means that from 2004 for the first time since the start of MEDA the cumulative total of outstanding commitments (4) has been reduced. 
Under 2004 och 2005 var de totala utbetalningarna hgre n de totala nya tagandena vilket innebr att det ackumulerade totalbeloppet fr utestende taganden (4) minskade frn och med 2004 fr frsta gngen sedan Meda startade.
For MEDA-I, after six years (1) The MEDA-II mid-term evaluation presents data, compiled by EuropeAid, showing that one step in the whole preparation process, i.e. the time between the Financing Decision and the signing of the Financing Agreement, has been shortened, from some ten months on average for 1995 to 1999 to about six months for the period 2000 to 2004. 
Fr Meda I uppgick (1) I halvtidsutvrderingen av Meda II finns uppgifter som sammanstllts av EuropeAid och som visar att ett steg i hela frberedelseprocessen, nrmare bestmt den tid som frflyter mellan finansieringsbeslutet och undertecknandet av finansieringsverenskommelsen, frkortades frn i genomsnitt runt tio mnader under 1995Đ1999 till omkring sex mnader under perioden 2000Đ2004.
(2) These include for example the establishment of EuropeAid, the establishment of Quality Support Groups in EuropeAid, preparation of guidelines and standard formats for project documents. 
(2) Bland annat inrttandet av EuropeAid, tillsttandet av kvalitetsstdsgrupper inom EuropeAid och utarbetandet av riktlinjer och standardformat fr projektdokument.
(3) For example the Trade Enhancement Programme-A in Egypt, where it took about two years and the Support for Regulatory Reform and Privatisation project in Jordan where it took three years after the signing of the Financing Agreement before the TA contracts were signed. 
(3) Till exempel programmet fr utvidgad handel-A i Egypten dr det tog omkring tv r och projektet fr std till lagstiftningsreformen och privatisering i Jordanien dr det tog tre r efter det att finansieringsverenskommelsen hade undertecknats innan kontrakten fr tekniskt bistnd undertecknades.
(4) The so-called RAL = reste  liquider. (1995 to 2000) cumulative disbursements reached 38 % of cumulative commitments, while for MEDA-II this percentage had increased to 46 %, also after six years (2000 to 2005). 
(4) De s kallade RAL = reste  liquider. efter sex r (1995Đ2000) de ackumulerade utbetalningarna till 38 % av de ackumulerade tagandena medan denna procentandel fr Meda II kade till 46 %, ocks det efter sex r (2000Đ2005).
This is an indication that the speed of implementation has improved under MEDA-II. 
Detta r en indikation p att genomfrandet har blivit snabbare under Meda II.
The MEDA-II Mid-term evaluation comes to a similar conclusion when it states that Ôthe programme is reaching maturity in terms of its level of operationsŐ (5). 
I halvtidsutvrderingen av Meda II dras en liknande slutsats, nmligen att programmet nrmar sig full utveckling nr det gller insatsnivn (5).
38. are: (a) (b) (c) Explanatory factors for this improved implementation the total portfolio of MEDA projects/programmes under implementation has steadily increased; many MEDA-I projects/programmes experienced a slow start and really only started to disburse funds from 2000 onwards. 
Frklaringen till det frbttrade genomfrandet hnger samman med fljande faktorer: a) Den totala mngden Medaprojekt/program som genomfrs har kat stadigt. b) Mnga Meda I-projekt/program hade en lngsam start och brjade inte p allvar att betala ut medel frrn 2000.
For the years 2004 and 2005, some 40 % and 30 % respectively of total disbursements were still resulting from projects/programmes which started under MEDA-I. The devolution process has certainly been a contributory factor in getting these projects to speed up implementation, thereby increasing overall disbursements. 
Fr 2004 och 2005 var omkring 40 % respektive 30 % av de totala utbetalningarna fortfarande resultatet av projekt/program som hade startas inom Meda I. Delegeringsprocessen har helt skert bidragit till att pskynda genomfrandet av dessa projekt och drigenom kat de totala utbetalningarna.
There is therefore a certain element of Ôcatching upŐ involved; under MEDA-II, as mentioned in paragraph 19, a larger percentage of new projects/programmes apply the budget support instrument, which generally allows for a quicker first disbursement, as well as larger disbursements than traditional projects. 39. implementation is always without problems. 
Till en viss del ligger frklaringen drfr i att man har hunnit ikapp med sdant som har slpat efter. c) Under Meda II tillmpas budgetstdsinstrumentet inom ett strre antal projekt/program, ssom nmns i punkt 19, vilket i allmnhet medger en snabbare frsta utbetalning och strre utbetalningar n fr traditionella projekt. 39.
Procurement problems are the main cause for delays in implementation. 
Upphandlingsproblem r den viktigaste orsaken till frseningar i genomfrandet.