natgillin/translations-raw huggingface dataset:
V. The Commission endeavoured to stimulate institutional progress and Phare Twinning and ESC actions were launched considerably ahead of final decisions on requirements for closure of negotiations on Regional Policy e.g. designation of the Paying and Managing Authorities. 
V. Kommissionen strvade efter att stimulera institutionella framsteg och man inledde Phareprogrammet fr partnersamverkan och ekonomiska och sociala sammanhllningstgrder lngt fre det slutliga beslutet om villkoren fr avslutning av frhandlingarna om regionalpolitiken, dvs. fr att utse utbetalningsorgan och frvaltningsmyndigheter.
This process involved prolonged political discussion in the countries and Phare helped accelerate agreements on solutions essential for the eventual success of the negotiations and not least on preparing for Structural Funds. 
Denna process gav upphov till lnga politiska diskussioner i lnderna och Phare hjlpte till att pskynda uppgrelserna fr att frhandlingarna skulle bli framgngsrika och inte minst med frberedelserna fr frvaltningen av strukturfonderna.
VI. Even if not all initial ambitions were realised within a timeframe reduced by rapid accelerations in the negotiations, this was primarily due to the inherent difficulties and delays in designation of the future institutions responsible for managing structural funds. 
VI. ven om inte alla ursprungliga mlsttningar genomfrdes inom den tidsram som frkortades genom pskyndade frhandlingar, berodde det frmst p svrigheterna och frseningarna i samband med att utse de institutioner som i framtiden skulle bli ansvariga fr frvaltningen av strukturfonderna.
In certain instances, insufficient stability of some institutions indeed significantly impeded the impact of preparatory pre-accession assistance. 
I vissa fall bromsade vissa institutioners otillrckliga stabilitet kraftigt upp effekterna av det frberedande franslutningsstdet.
Nevertheless, the evidence to date is that the main objectives were indeed realised as reflected in the negotiations themselves and follow-up monitoring reports and in all subsequent programming developments to an extent never achieved before. 
Trots detta kan man idag visa att de huvudsakliga mlsttningarna faktiskt genomfrdes vilket visades i sjlva frhandlingarna och de uppfljande vervakningsrapporterna och i all efterfljande pro-gramutveckling i en utstrckning som aldrig tidigare ntts.
After accession the new Member States will continue to receive a great deal of direct support from the Structural Funds Directorates-General to help them manage programmes effectively, just as they have in framing the programmes and designing their delivery and management systems. 
Efter anslutningen kommer de nya medlemsstaterna att fortstta att ta emot en stor andel direkt std frn generaldirektoraten med ansvar fr strukturfonder fr att hjlpa dem att frvalta programmen effektivt, precis som de gjort vid utformningen av programmen och deras system fr tillhandahllande och frvaltning.
On implementing agencies, in moving to ex-post controls, the process is the other way round. Phare agencies, in order not to lose the expertise they THE COMMISSIONŐS REPLY 
Fr genomfrandeorganen blir processen den omvnda genom att man vergr till kontroller i efterhand. Phareorgan br, fr att inte tappa de expertkunskaper de frvrvat, bli (eller integreras i ) strukturfondernas frvaltnings-KOMMISSIONENS SVAR
20.1.2005 EN Official Journal of the European Union C 15/21 acquired, should become (or be integrated into) the Structural Funds managing and implementing bodies. 
20.1.2005 SV Europeiska unionens officiella tidning C 15/21 och genomfrandeorgan.
Building on positive pilot experience in 2003 the Phare Guidelines have been revised and the Programming Guide for 2004 has been revised to introduce multiannual planning for the ESC and, where appropriate and feasible, also for institution building. 
P grundval av positiva erfarenheter frn pilotprojekt frn 2003 har riktlinjerna fr Phare och 2004 rs handbok fr programplanering setts ver fr att infra en flerrig planering fr ekonomisk och social sammanhllning och, nr det r lmpligt och genomfrbart, ocks vad gller institutionsuppbyggnaden.
In 1997 and 1998 a Special Preparatory Programme was originally conceived as a horizontal EUR 60 million programme. 
Under 1997Đ1998 var ett srskilt frberedelseprogram ursprungligen planerat som ett vergripande program med anslag p 60 miljoner euro.
Subsequently substantial additional funds were made available and implemented under National Programmes, in line with the general policy of moving from multi-country/horizontal programming to national programming. 
Drmed gjordes betydande kompletterande medel tillgngliga och genomfrdes genom de nationella programmen, i enlighet med den allmnna politiken att verg frn mnga mottagarlnder/vergripande programplanering till nationell programplanering.
The Phare Guidelines Decision of 1999 stipulated that Ôthe split of around 30 % for institution building and around 70 % for investment is indicative only. 
I 1999 rs beslut om riktlinjer fr Phare anges att uppdelningen p 30 % fr institutionsuppbyggnad och 70 % fr investeringsstd bara r vgledande.
These proportions had to be applied with flexibility on a country-by-country basis, giving priority to the needs arising in the field of institution buildingŐ. 
Dessa andelar var avsedda att anvndas med flexibilitet frn land till land, med prioritering av de behov som uppstod p omrdet institutionsuppbyggnad.
Consequently this flexibility was established under law. 
Denna flexibilitet faststlldes fljaktligen genom lagstiftning.
ÔMoving to Structural FundsŐ was also indicated in the 2000 Review as a broad challenge to which all components of Phare would have to contribute. 
I 2000 rs versyn angavs ocks vergngen till strukturfonderna vara en vittomfattande utmaning som alla delarna i Phare mste bidra till.
The Phare Review (point 5.1.1) set ESC objectives as follows: Ô(1) to strengthen the countriesŐ programming and administrative capacities through institution-building support across their entire national territories so that they may absorb the Structural Funds upon accession; (2) to use investment in support of institution building and, closely coordinated with it, to begin to make an impact on development disparities and to allow pilot testing of integrated development programmes similar to Objective 1 and Community Initiatives at national and/or regional level (...)Ő Concerning investment support, the Review and programming documents prescribed focus and concentration in order to ensure impact. 
I punkt 5.1.1 i versikten av Phare anges mlsttningarna fr den ekonomiska och sociala sammanhllningen: Ó(1) att strka lndernas planeringskapacitet och administrativa kapacitet genom std fr institutionsuppbyggnad till deras nationella territorier s att de kan genomfra strukturfonderna efter anslutningen, (2) anvnda investeringar fr att stdja institutionsuppbyggnad och i nra samordning med det, fr att brja pverka utvecklingsskillnader och mjliggra pilotstudier av integrerade utvecklingsprogram liknande ml 1 och gemenskapsinitiativ p nationell och/eller regional niv (...).Ó (Icke-officiell svensk ver-sttning).
The Phare Review stated: ÔPhare is pushing for maximum impact from its investment support budget in this area...Ő consequently the aim was to devote approximately 35 % of countriesŐ Phare national programmes to economic and social cohesion support. 
I versikten av Phare anges att ÓPhare strvar efter maximal effekt av sin investeringsstdsbudget p detta omrde.... drav fljer attÓ syftet var att avstta ungefr 35 % av lndernas nationella Phareprogram fr std till ekonomisk och social sammanhllning.
Thus this aim was directly related to the other ÔimpactŐ objective in the Phare Review and not to the objective of Ômoving to Structural FundsŐ as such. 
Denna mlsttning var drmed direkt kopplad till den andra ÓpverkandeÓ mlsttningen i versikten av Phare och inte till mlsttningen att Óverg till strukturfondernaÓ som sdan.
THE OVERALL APPROACH OF USING THE PHARE PROGRAMME TO PREPARE CANDIDATE COUNTRIES FOR MANAGING THE STRUCTURAL FUNDS 15. 
DEN VERGRIPANDE STRATEGIN ATT ANVNDA PHARE-PROGRAMMET KANDIDATLNDERNA STRUKTURFONDERNA F R ATT F RBEREDA F R F RVALTNINGEN AV 15.
Concerning the twofold objective of Phare ESC, see reply to paragraph 9. 
Betrffande de dubbla mlsttningarna fr Phares verksamheter fr ekonomisk och social sammanhllning, se svaret p punkt 9.
As Structural Funds (SF) operate under shared management and Phare under decentralised implementation, legal and financial procedures are different and Ôlearning by doingŐ would be thereby constrained. 
Eftersom strukturfonderna drivs genom delad frvaltning och Phare genom decentraliserat genomfrande, r de rttsliga och finansiella frfarandena olika och Óinlrningen under arbetets gngÓ skulle drmed begrnsas.
This is why the Phare Review referred specifically to Ôpilot testingŐ of SF-type measures. Thus even if design modalities could be aligned, implementation would still have to comply with external aid Financial Regulation requirements. 
Det r drfr som det i versynen av Phare srskilt hnvisas till ÓpilotstudierÓ av strukturfondstgrder. ven om bestmmelserna fr utformningen skulle kunna anpassas, mste genomfrandet vara frenligt med budgetfrordningens bestmmelser om bistnd till tredje lnder.
Outside the limits mentioned in paragraph 15, the use of Phare institution building for Structural Funds preparation was not problematic. 
Utver de grnser som nmns i punkt 15 var inte anvndningen av Phares institutionsuppbyggnad fr frberedelse av frvaltningen av strukturfonder problematisk.
Phare is a flexible, general external assistance instrument, within which it is possible to combine investment and institution-building actions as well as partial alignment with other instruments. 
Phare r ett flexibelt, generellt instrument fr bistnd till tredje land, inom vilket det r mjligt att kombinera investeringar och institutionsuppbyggnadstgrder med delvis anpassning till andra instrument.
In the interests of sound financial management it was prudent to remain within the established evolutionary approach of Phare involving gradual and controlled progress from centralised to decentralised with ex ante control, to fully decentralised management systems. 
Fr att fra en sund ekonomisk frvaltning ansgs det vara frsiktigt att fortstta fra den utvecklingsstrategi som faststllts fr Phare och som inbegrep en gradvis och kontrollerad utveckling frn centralisering till decentralisering med kontroller i efterhand, till helt decentraliserade frvaltningssystem.
In the late 1990s the decision to establish only two new pre-accession instruments reflected a complete consensus and was fully endorsed by the European Parliament and the Council. 
Under slutet p 1990-talet byggde beslutet att bara infra tv nya franslutningsinstrument p fullstndig enhllighet och stddes till fullo av Europaparlamentet och rdet.
It was evident in 1999 that the scale of the preparations required was enormous and the demands on the administrations of the candidate countries were considerable. 
Det var under 1999 uppenbart att omfattningen p de frberedelser som krvdes var enorma och kraven p kandidatlndernas administrationer var betydande.
They were unable to take on the challenge of a sophisticated multiannual planning exercise coupled with complex implementation arrangements as well as support a second movement to the ex post control arrangements as apply in the Structural Funds regulation. 
De var ofrmgna att ta p sig uppgiften med sofistikerad flerrig planering tillsammans med komplexa genomfrandetgrder samt stdja en andra vergng till de kontroller i efterhand som tillmpas enligt strukturfondsfrordningen.
Therefore it was prudent to opt for a more phased approach under Phare in order to avoid overloading the limited resources of the candidate countries as well as avoiding a potential interruption of pre-accession assistance delivery. 
Det var drfr klokt att vlja en frsiktig strategi i flera faser under Phare fr att undvika att verbelasta kandidatlndernas begrnsade resurser och undvika ett eventuellt avbrott i tillhandahllandet av franslutningsstdet.
Only the ESC (approximately 35 %) component of Phare National Programmes was deemed to support Objective 1 ERDF and ESF-type projects. 
Bara ekonomisk och social sammanhllning (ungefr 35 % av Phares nationella program) avsattes fr att stdja ml 1 i projekt av typen ERUF och ESF.
Implementation of Phare and coordination of all pre-accession assistance has been the competence of DG Enlargement. 
Generaldirektoratet fr utvidgning har haft ansvar fr genomfrandet av Phare och samordningen av allt std infr anslutningen.
However, as provided in the Communication COM(97) 112, since 1998 closer cooperation with Commission services responsible for regional structural policies was established. 
Dock infrdes frn 1998, vilket nmns i meddelandet KOM(97) 112, nrmare samordning med de av kommissionens avdelningar som har ansvar fr regional strukturpolitik.
The involvement of Structural Funds Directorates-General in ESC programming has been substantial. 
Generaldirektoraten med ansvar fr strukturfonderna har deltagit i stor omfattning i programplaneringen av den ekonomiska och sociala sammanhllningen.
Since inauguration of preliminary National Development Plans (PNDPs), prepared by candidate countries in late 1999, all concerned services contributed to their assessment and implementation. In particular, 
Sedan de preliminra nationella utvecklingsplanerna utarbetades av kandidatlnderna under slutet av 1999, och infrdes, bidrog alla berrda avdelningar till deras utvrdering och genomfrande. Srskilt
C 15/22 EN Official Journal of the European Union 20.1.2005 the Regional Policy DG was systematically involved in annual ESC programming and in programming missions. 
C 15/22 SV Europeiska unionens officiella tidning 20.1.2005 deltog Generaldirektoratet fr regionalpolitik fortlpande i den rliga programplaneringen av ekonomisk och social sammanhllning och i planeringsuppdrag.
A high degree of coordination between all services was ensured in the negotiations on Regional Policy (Chapter 21) and in the context of Council Coordination Regulation of 1999. 
En hg grad av samordning mellan alla avdelningarna skerstlldes vid frhandlingarna om regionalpolitik (kapitel 21) och i anslutning till rdets samordningsfrordning frn 1999.
Concerning the twofold objective of the ESC, see paragraph 9. 
Betrffande den dubbla mlsttningen fr ekonomisk och social sammanhllning, se punkt 9.
The method followed aimed at introducing, in a phased manner, effective ESC programming to move progressively towards the full approach used in Objective 1. 
Den metod som fljdes syftade till att etappvis f en effektiv planering av ekonomisk och social sammanhllning att gradvis verg till den fullstndiga strategi som anvndes i ml 1.
In this context, the dynamic impact of the negotiations has to be underlined. 
I detta sammanhang skall frhandlingarnas dynamiska effekt understrykas.
In 1999, the perspective was to use most of the 2000 to 2006 period to progressively move towards the SF approach. 
Under 1999 var perspektivet att anvnda merparten av perioden 2000Đ2006 fr att gradvis verg till en strukturfondsstrategi.
This perspective was changed by the Nice and Laeken European Councils. 
Detta ndrades vid Europeiska rdets mten i Nice och Laeken.
The Structural Funds Regulation (EC) No 1260/1999 prescribe that Member States, irrespective of their regional structure, shall submit a draft Single Programming Document (SPD) when the Community allocation is less than EUR 1 000 million. 
I strukturfondsfrordningen (EG) nr 1260/1999 freskrivs att medlemsstaterna, oberoende av deras regionala struktur, skall lgga fram ett utkast till ett samlat programdokument nr gemenskapens anslag understiger 1 000 miljoner euro.
For Community allocations above this threshold, the choice between Community Support Framework/Operational Programmes or Single Programming Document is to a large extent left to the Member State. 
Fr gemenskapsanslag ver denna trskel r valet mellan gemenskapsstdram/operativa program eller samlade programdokument i stor utstrckning lmnat till medlemsstaten.
And in 1999 no one knew what geographical set-up was going to be implemented for Structural Funds upon accession and when this was going to happen. 
Under 1999 visste ingen vilken geografisk uppdelning som skulle komma att infras fr strukturfonderna efter anslutningen och nr det skulle gras.
To facilitate the introduction of ESC and in accordance with the principles of focus, concentration and impact (see reply to paragraph 9), ESC investment support was limited to target regions while institution-building support covered the whole country. 
Fr att underltta infrandet av ekonomisk och social sammanhllning och i enlighet med principerna om inriktning, koncentration och effekt (se svaret p punkt 9), begrnsades investeringsstdet fr ekonomisk och social sammanhllning till mlregioner medan stdet fr institutionsuppbyggnad omfattade hela landet.
This regionally focused approach was implemented only in 2000 (the first year of ESC programming). 
Denna regionalt inriktade strategi genomfrdes frst under 2000 (det frsta ret med programplanering fr ekonomisk och social sammanhllning).
In the context of the progressive move towards the Objective 1, this approach was widened in 2001 ESC programming (see the Phare Review) where the possibility to have sectoral schemes at national level was introduced. 
Mot bakgrund av den gradvisa vergngen till ml 1, vidgades denna strategi under 2001 till att omfatta programplanering fr ekonomisk och social sammanhllning (se versikten av Phare) dr mjligheten till sektorstd p nationell niv infrdes.
In particular, smaller countries had the option to implement only sectoral schemes at the national level. While the county level regions were likely not to perform Structural Fund managing authorityŐs functions, they would almost certainly perform Structural Fund intermediate bodyŐs functions (see paragraph 25). 
Srskilt mindre lnder hade valet att enbart genomfra sektorstd p nationell niv. ven om det inte var sannolikt att regioner p lnsniv skulle komma att utfra strukturfondsfrvaltande funktioner, skulle de nstan skert utfra strukturfondsfrmedlande organs uppgifter (se punkt 25).
Thus, experience acquired in implementing ESC measures would not be lost. 
Drmed skulle inte de erfarenheter som frvrvades vid genomfrandet av ekonomiska och sociala sammanhllningstgrder g frlorade.
Building on the lessons learned in 1994 to 1999, in the 2000 to 2006 period Member States substantially expanded the share of regional programme versus sectoral (national) programmes. 
P grundval av de erfarenheter som frvrvades mellan 1994 och 1999, utvidgade medlemsstaterna under perioden 2000Đ2006 betydligt andelen regionala program i frhllande till sektors-(nationella) program.
Despite their essentially centralised administrative structure, 47 % of the 2000 to 2006 Structural Funds in Portugal are implemented through Regional Programmes and 34 % in Greece. 
Trots deras i huvudsak centraliserade administrativa struktur genomfrs 47 % av strukturfonderna fr 2000Đ2006 i Portugal genom regionala program och 34 % i Grekland.
In 1994 to 1999 Ireland had still a fully centralised administrative structure, thus 100 % of Structural Funds were implemented centrally. 
Under 1994Đ1999 hade Irland fortfarande en helt centraliserad administrativ uppbyggnad, allts genomfrdes 100 % av strukturfonderna centralt.
For the 2000 to 2006 period two regions were newly created and 31 % of Structural Funds will be implemented through Regional Programmes. 
Fr perioden 2000Đ2006 bildades tv nya regioner och 31 % av strukturfonderna kommer att genomfras genom regionala program.
Concerning acceding countries, the CommissionŐs approach to recommending sectoral programmes was mainly dictated by the aim of simplifying a very short (less than three-year) Structural Funds programming period (see paragraph 23). 
Betrffande anslutningslnderna styrdes kommissionens strategi att rekommendera sektorsprogrammen huvudsakligen av syftet att frenkla en mycket kort (mindre n tre r) programperiod fr strukturfonderna (se punkt 23).
Only in 2001, when it became clear that the Structural Funds programming period was going to be very short (three years), did DG Regional Policy propose to the countries not to have individual Regional Operational Programmes (contrary to current practice in Member States) but one integrated Regional OP (IROP) covering all regions. 
Frst under 2001, nr det blev klart att programperioden fr strukturfonderna skulle komma att bli mycket kort (tre r), freslog Generaldirektoratet fr regionalpolitik att lnderna inte skulle ha enskilda regionala operativa program (i motsats till nuvarande praxis i medlemsstaterna) utan ett integrerat regionalt operativt program (IROP) som omfattade alla regioner.
Thus, for example, the IROP in Poland covers all 16 regions. 
Exempelvis tcker det integrerade regionala operativa programmet i Polen alla 16 regionerna.
There was eventual agreement with the countries that IROPs be managed centrally, but focusing on measures to be implemented in individual regions by relevant regional authorities. 
Kommissionen enades slutligen med lnderna om att de integrerade regionala operativa programmen skulle frvaltas centralt, men inriktas p tgrder som skulle genomfras i enskilda regioner av berrda regionala myndigheter.
After a first year (2000) where ESC investment was limited to target regions (to facilitate its introduction), as indicated in paragraph 21, DG Enlargement introduced ESC sector schemes at national level for small (NUTS II) countries. 
Efter det frsta ret (2000) dr investeringarna fr ekonomisk och social sammanhllning begrnsades till mlregionerna (fr att underltta dess infrande), ssom anges i punkt 21, infrde Generaldirektoratet fr utvidgning sektorstd fr ekonomisk och social sammanhllning p nationell niv fr sm (NUTS II-niv) lnder.
For larger Ôregiona-lisedŐ countries, sector schemes could co-exist with the regional approach (see Phare 2000 Review). 
Fr strre ÓregionaluppbyggdaÓ lnder kunde sektorstdet samexistera med den regionala strategin (se 2000 rs versyn av Phare).
As indicated in paragraph 21, it was a phased move towards the introduction of an Objective 1 approach. 
Ssom anges i punkt 21 var det en gradvis vergng mot infrandet av en ml 1-strategi.
Experience shows that even in the case of centrally managed Operational Programmes, regional bodies still have an implementation role to play. 
Erfarenheterna visar att ven nr operativa program frvaltas centralt har regionala organ fortfarande en uppgift vad gller genomfrandet.
Thus Phare institution building to strengthen programming and administrative capacity was done at both central and regional level. On the other hand (as explained in paragraph 9), the principles of sound financial management (economy, efficiency, effectiveness) required ESC investment support to be focused and concentrated to ensure impact. 
Drmed gjordes Phares institutionsuppbyggnad fr att frstrka programplanering och administrativ frmga bde p central och regional niv.  andra sidan (vilket frklaras i punkt 9) krvde principerna om sund ekonomisk frvaltning (ekonomi, effektivitet, ndamlsenlighet) att investeringsstdet fr ekonomisk och social sammanhllning skulle vara inriktat och koncentrerat fr att skerstlla effekt.
And as highlighted in the Phare Review, it was neither feasible nor wise to pilot test all regional structures by spreading limited resources across too many programmes. 
Och ssom belyses i versynen av Phare var det varken genomfrbart eller klokt att pilottesta alla regionala strukturer genom att sprida begrnsade resurser p alltfr mnga program.