natgillin/translations-raw huggingface dataset:
The agencies’ management boards had not asked for a systematic examination of the overall recommendations made on this occasion, despite their relevance. 
Tillsynsmyndigheternas styrelser hade inte begrt att de samlade rekommendationer som lmnades skulle granskas systematiskt vid detta tillflle trots att de var relevanta.
THE COMMISSION’S ROLE 41. 
KOMMISSIONENS ROLL 41.
The Commission’s Internal Audit Service exercises the same powers with respect to the Community bodies as with respect to Commission departments37 and bases its audits on the same internal control standards (see paragraph 25). 
Kommissionens tjnst fr internrevision har samma befogenheter i frhllande till gemenskapsorganen som i frhllande till kommissionens egna avdelningar 37 och grundar sina granskningar p samma normer fr intern kontroll (se punkt 25).
Lastly, in the General Secretariat there is a unit responsible for institutional matters which deals with issues concerning relations between the agencies and the Commission. 
Slutligen behandlar en enhet med ansvar fr institutionella frgor vid generalsekretariatet problem som rr relationerna mellan tillsynsmyndigheterna och kommissionen.
The agencies encountered difficulties in using the services proposed by the 36 The Commission, for example, has recommended that each agency set up a multiannual staff policy plan, Sec Gen C(2005) 5304. 
36 Kommissionen rekommenderade till exempel att varje tillsynsmyndighet utarbetar en flerrig plan fr personalpolitiken C(2005) 5304.
37 Article 71(2) of the framework financial regulation for the agencies. 
37 Artikel 71.2 i rambudgetfrordningen fr gemenskapsorganen.
38 Cf. the meta-evaluation of 2003 made on the basis of the external evaluations available at the time. 
38 Jmfr metautvrderingen frn 2003 som byggde p de externa utvrderingar som d fanns tillgngliga.
39 COM(2005) 59, draft interinstitutional agreement on the operating framework for the European regulatory agencies. 
39 KOM(2005) 59 Utkast till interinstitutionellt avtal om rambestmmelser fr EU:s tillsynsmyndigheter.
In-depth study of this document has been postponed by the Council since 2006. 
Rdet har skjutit upp behandlingen av detta dokument sedan 2006.
As a consequence, the agencies as a whole were not in a position to identify the best practice management systems they could adopt, as many of them were too small to determine and develop the management solutions most suited to their needs. 
Detta ledde till att tillsynsmyndigheterna som helhet inte kunde identifiera vilka frvaltningssystem som var bst att anvnda med tanke p att mnga av dem r fr sm fr att kunna besluta om och ta fram de frvaltningslsningar som bst svarar mot deras behov.
The Commission also plays a role in appraising the results achieved by the agencies. 
Kommissionen spelar ven en roll i bedmningen av tillsynsmyndigheternas resultat.
The associated directorates-general are primarily the recipients of the agencies’ work and are able to judge its added value. 
De generaldirektorat som tillsynsmyndigheterna r knutna till tar frst emot tillsynsmyndigheternas arbete och bedmer vilket mervrde det har.
Furthermore, the Commission takes initiatives in order to evaluate38 the agencies’ systems and, if need be, to propose improvements39. 
Sedan tar kommissionen initiativ fr att utvrdera 38 tillsynsmyndigheternas system och vid behov ge frslag till frbttringar 39.
Nevertheless, during its audit the Court did not obtain proof that the Commission’s representatives on the agencies’ management boards had asked for the overall recommendations made in the meta-evaluation (see paragraph 40) to be systematically examined. 
Vid revisionen kunde dock inte revisionsrtten f bevis fr att kommissionens fretrdare i tillsynsmyndigheternas styrelser hade begrt att de samlade rekommendationer som lmnades i metautvrderingen skulle granskas systematiskt (se punkt 40).
One of the key objectives of the major administrative and financial reform carried out by the European Union40 was to make its management more focused on results by overhauling the strategic planning cycle and introducing activity-based budget management. 
Ett av nyckelmlen med Europeiska unionens administrativa och ekonomiska reform 40 var att frvaltningen skulle bli mer resultatorienterad genom att den strategiska programplaneringscykeln stptes om och en verksamhetsbaserad budgetfrvaltning infrdes.
DID THE AGENCIES PLAN THEIR ACTIVITIES ADEQUATELY BY SETTING THEMSELVES SPECIFIC AND MEASURABLE OBJECTIVES? 
PLANERADE TILLSYNSMYNDIGHETERNA SINA VERKSAMHETER P ETT TILLFREDSSTLLANDE STT GENOM ATT FASTSTLLA EXAKTA OCH MTBARA ML?
Multiannual planning was not in widespread use in the agencies. The objectives that were pursued were all too often vaguely worded and not properly coordinated with the Community’s sectoral policy priorities. 
Den flerriga programplanering som r inriktad p resultatml r inte srskilt utbredd bland tillsynsmyndigheterna. De uppstllda mlen formulerades alltfr ofta vagt och var inte tillrckligt samordnade med prioriteringarna i gemenskapens politik inom olika sektorer.
Engaging the discharge authority in the dialogue that was needed to ensure the transparency and quality of these public services thus proved difficult (see paragraphs 1 to 9). 
Det visade sig drfr vara svrt att inleda en dialog med den myndighet som beviljar ansvarsfrihet fr att garantera insyn i och kvalitet p de offentliga insatserna (se punkterna 1Đ9).
This being so, the objectives were not always accompanied by indicators which could act as benchmarks over time for the results obtained and for their impact in terms of Community sectoral strategies (see paragraphs 12 40 Commission reform, COM(2000) 200 final of 5.4.2000. and 13). 
Drmed tfljdes inte alltid mlen av indikatorer som kunde anvndas som riktmrken ver tiden fr de resultat som hade upp-40 Reformen av kommissionen, KOM(2000) 200 slutlig, 5.4.2000. ntts och deras effekt p gemenskapsstrategierna inom olika sektorer (se punkterna 12Đ13).
Although these work programmes underwent a preparation and adoption procedure that was parallel to that for budgets, they did not constitute a basis for transparent operational management because they failed to indicate the expected cost of the planned action (see paragraphs 14 to 18). 
Trots att dessa arbetsprogram fljde en frberedelse-och godknnandeprocess som skedde parallellt med budgetfrfarandet lg de inte till grund fr en ppen operativ frvaltning eftersom den frvntade kostnaden fr de planerade tgrderna inte angavs (se punkterna 14Đ18).
The widespread lack of any activity-based budgeting, which is one of the basic instruments needed for management transparency, acted as a serious brake on the introduction of a performance-oriented culture (see paragraphs 19 and 20). 
Den allmnna avsaknaden av en verksamhetsbaserad budget, som r det grundlggande instrument som krvs fr insyn i frvaltningen, gjorde det mycket svrt att infra en resultatkultur (se punkterna 19Đ20).
29 RECOMMENDATIONS 1. 
29 REKOMMENDATIONER 1.
The agencies should produce a document converting their strategy into a multiannual work programme that has clear objectives and performance indicators corresponding to the requirements of their internal control standard on monitoring performance against objectives and indicators. 
Tillsynsmyndigheterna br verfra sin strategi till ett flerrigt arbetsprogram med tydliga ml och resultatindikatorer som uppfyller kraven i den norm fr intern kontroll som gller kontroll av resultaten p grundval av ml och indikatorer.
The agencies should make systematic use of ex ante evaluations in order to structure their objectives and the different stages of their multiannual planning. 
Tillsynsmyndigheterna br systematiskt anvnda frhandsutvrderingar fr att strukturera mlen och etapperna i den flerriga programplaneringen.
Performance indicators (outcomes and impact) need to be defined as part of the multiannual planning, whereas activity indicators (volume and timetable of inputs and outputs) should be reserved for the annual planning. 
Inom ramen fr den flerriga programplaneringen br resultatindikatorer faststllas (utfall och effekt) medan verksamhetsindikatorer (omfattning och tidsplan fr input och output) sparas till den rliga planeringen.
In the interests of clear programming and transparent management, the agencies should apply the same practices as the Commission by presenting their budgets classified by the purpose of the expenditure according to the ABB/ABM system. 
Fr att programplaneringen och insynen i frvaltningen ska vara tydliga br tillsynsmyndigheterna lgga fram sina budgetar utifrn utgifternas ndaml enligt ABB/ABM-systemet och flja kommissionens praxis.
50. The monitoring tools still did not provide the transparency needed for permanent supervision of performance. 
50. vervakningsinstrumenten gav inte nnu den insyn som krvs fr en permanent vervakning av resultaten.
‘Scoreboard’ mechanisms had been set up in all the agencies, which was a sign that the management teams were keen to monitor performance. 
Mekanismer fr resultattavlor hade inrttats vid samtliga tillsynsmyndigheter, vilket visade att ledningsgrupperna var angelgna om att vervaka resultaten.
Nevertheless, these mechanisms were still inadequate and the experience acquired in using them had not been sufficiently shared between the agencies. 
Dessa mekanismer var dock fortfarande otillrckliga och tidigare erfarenheter hade inte frmedlats mellan tillsynsmyndigheterna.
Introducing monitoring tools did not seem to have been a priority for the agencies’ management bodies (see paragraphs 22 and 24). 
Det tycks inte som om infrandet av vervakningsinstrument var ngon allmn prioritering vid tillsynsmyndigheternas frvaltningsorgan (se punkterna 22 och 24).
Whereas relatively widespread use was made of indicators for resource allocation and the volume of activity, this was not the case for outcome and impact indicators (see paragraphs 26 to 28). 
Indikatorer fr frigrande av medel och omfattning av verksamheten var ganska allmnt frekommande, vilket inte var fallet nr det gllde indikatorer fr input och output (se punkterna 26Đ28).
30 RECOMMENDATIONS 5. 
30 REKOMMENDATIONER 5.
The agencies should set up management control instruments linked to their work programmes and to their budgets. 
Tillsynsmyndigheterna br inrtta instrument fr frvaltningskontroll som r kopplade till deras arbetsprogram och budgetar.
Such instruments should enable all the allocated resources to be identified. 
Dessa instrument br garantera att alla frigjorda medel kan identifieras.
The experience gained by some of the agencies could beneficially be made use of by others. 
De erfarenheter som en del tillsynsmyndigheter har skulle med frdel kunna frmedlas till andra.
The duty to report was always complied with, but appraisal of the actual results was hindered by the shortcomings in planning. 
Redovisningsskyldigheten iakttogs alltid, men utvrderingen av de faktiska resultaten pverkades negativt av bristerna i programplaneringen.
They dealt more with the type and scope of the work than with performance in terms of the objectives achieved. 
Direktrerna redogjorde mer fr arbetets karaktr och omfattning och mindre fr uppndda resultat i frhllande till mlen.
Seldom did these reports address the question of the obstacles that had been encountered and possible repercussions on future programmes (see paragraphs 30 to 32). 
Det var sllan som rapporterna gav en versikt ver hinder som frekom och mjliga terverkningar p kommande program (se punkterna 30Đ32).
The management bodies were not always proactive in introducing a performance-oriented culture and their lack of relations with the discharge authority did not encourage them to embark on this course of action (see paragraph 33). 
Frvaltningsorganen hade inte alltid en drivande roll nr det gllde att infra en resultatkultur, och eftersom det inte frekom ngra kontakter med den myndighet som beviljar ansvarsfrihet uppmuntrades de inte att flja denna vg (se punkt 33).
31 RECOMMENDATIONS 9. 
31 REKOMMENDATIONER 9.
In addition to describing the measures that have been taken, the activity reports should offer an assessment of the progress made in terms of achieving the objectives set in the multiannual programmes by using the latter’s performance indicators. 
Utver en beskrivning av vidtagna tgrder br verksamhetsrapporterna innehlla en bedmning av registrerade framsteg i frhllande till faststllda ml i de flerriga programmen med hjlp av resultatindikatorer.
These reports should also give an indication as to how the programmes should, if necessary, be modified in the light of the situations encountered in practice. 
I dessa rapporter br det ven anges hur programmen vid behov kan behva ndras p grund av praktiska omstndigheter.
Internal evaluations of projects usually enabled the management teams to learn from the experience gained from work in the field. 
De interna utvrderingarna av projekt gjorde oftast att ledningsgrupperna kunde dra lrdomar av erfarenheter frn arbetet p fltet.
Overall evaluations entrusted to external experts were regularly undertaken by all the agencies. 
Samlade utvrderingar som anfrtros externa experter gjordes regelbundet av samtliga tillsynsmyndigheter.
By and large, their results were positive but most of these evaluations suffered from the weaknesses of the multiannual planning and from the lack of basic data relating to the objectives being pursued. 
Deras resultat var generellt positiva, men de flesta av dem led av brister i den flerriga programplaneringen och av att det saknades grundlggande uppgifter om de ml som efterstrvades.
The fact that these evaluations were organised by the agencies themselves without any other outside participants (such as the Commission) entailed risks as regards the independence of the experts’ judgement (see paragraphs 35 to 40). 
Att dessa utvrderingar anordnades av tillsynsmyndigheterna sjlva utan ngot externt deltagande (till exempel kommissionens) medfrde risker nr det gllde experternas oberoende (se punkterna 35Đ40).
This report was adopted by the Court of Auditors in Luxembourg at its meeting of 5 June 2008. 
Denna rapport har antagits av revisionsrtten vid dess sammantrde i Luxemburg den 5 juni 2008.
For the Court of Auditors Vítor Manuel da Silva Caldeira President 32 RECOMMENDATIONS 12. 
Fr revisionsrtten Vtor Manuel da Silva Caldeira Ordfrande 32 REKOMMENDATIONER 12.
The frequency with which periodic overall evaluations are made should be linked to the rhythm of the multiannual programmes and the underlying ex ante evaluations. 
De terkommande samlade utvrderingarna br kopplas till de flerriga programmen och de frhandsutvrderingar som ligger till grund fr dem.
In so doing, the performance indicators laid down in the multiannual programmes could be used as benchmarks when it comes to making the ex post evaluations. 
D skulle de resultatindikatorer som antagits i de flerriga programmen kunna anvndas som riktmrken vid efterhandsutvrderingen.
The results of these evaluations should be communicated to the discharge authority according to a set timetable. 
Resultaten av dessa utvrderingar br rapporteras till den myndighet som beviljar ansvarsfrihet enligt en p frhand faststlld tidsplan.
On this occasion, the director of the agency should be required to present the conclusions that are drawn from the periodic evaluation. 
Direktren vid tillsynsmyndigheten br i samband med detta vara skyldig att presentera de slutsatser som han eller hon drar av denna utvrdering.
ANNEX I 33 Scope of the powers Nature of the powers Agencies concerned POWERS EXERCISED BY THE EU AGENCIES 1 Collection and dissemination of information Organisation of seminars and conferences Networking and coordination of national and Community actions Scientific and technical support, designing studies and preparing advice and recommendations Observation and monitoring of sectoral policies Preparation of opinions Issue of certificates EU-OSHA, ECDC, Cedefop, EEA, EFSA, Eurofound, EMSA, EMCDDA, ENISA, ERA, FRA EU-OSHA, ECDC, Cedefop, ENISA EU-OSHA, Frontex, ECDC, Cedefop, EEA, EFSA, Eurofound, EMSA, EMEA, EMCDDA, ENISA, ERA, Eurojust EU-OSHA, Frontex, EASA, ECDC, Cedefop, EEA, EFSA, Eurofound, EMSA, EMCDDA, ENISA, ERA, ETF, FRA, CdT, Eurojust Frontex, EASA, ECDC, EMSA, EMEA, EMCDDA, ENISA, FRA EASA, ECDC, EFSA, EMSA, EMEA, ERA, FRA CPVO, EASA, OHIM Provision of high-quality information to facilitate decision-making and harmonise approaches. 
BILAGA I 33 Behrighetens omfattning Berrda byrer Typ av behrighet EU-TILLSYNSMYNDIGHETERNAS BEH RIGHET 1 Samla in och sprida av information Anordna seminarier och konferenser Bygga ntverk och samordna nationella tgrder och gemenskapstgrder Ge vetenskapligt och tekniskt std, utforma underskningar och sammanstlla rd och rekommendationer Flja och vervaka sektorpolitiken Sammanstlla yttranden Utfrda certifikat Enisa, ADF, EEA, Emsa, EU-Osha, ERA, Efsa, Cedefop, ECDC, Dublinfonden, ECNN Cedefop, EU-Osha, Enisa, ECDC Enisa, EEA, Frontex, Emea, Emsa, EU-Osha, ERA, Efsa, Cedefop, ECDC, Eurojust, Dublinfonden, ECNN Enisa, ADF, EEA, Frontex, Easa, Emsa, EU-Osha, ERA, Efsa, Cedefop, ECDC, Eurojust, Dublinfonden, FEF, ECNN, CDT Enisa, ADF, Frontex, Emea, Easa, Emsa, ECDC, ECNN ADF, Emea, Easa, ERA, Efsa, ECDC, Emsa Easa, OCVV, KHIM Tillhandahlla uppgifter av hg kvalitet fr att underltta beslutsfattandet och harmonisera metoder.
Bringing together Associating Community and national bodies working in the same field in order to coordinate their activities or to promote the exchange of information and experience. 
Sammanfra gemenskapsorgan och nationella organ som arbetar inom ett och samma omrde fr att samordna deras verksamheter eller frmja utbyte av information och erfarenheter.
Optimisation of the work of the assisted bodies (Commission or Member States) with the aim of making EU action more effective. 
Optimera arbetet vid assisterande enheter (kommissionen eller medlemsstater) fr att gra gemenskapstgrden kraftfullare. vervaka tillmpningen (enhetlig och likartad) av regler och principer inom hela unionen.
Scientific support for decisions by the Commission. 
Vetenskapligt std till kommissionens beslut.
Establishment of a common European area for the holders of certificates issued by the agencies. the various actors throughout the EU in order to promote good practice. 
Inrtta ett gemensamt europeiskt omrde fr alla innehvavare av certifikat som utfrdats.
1 A description of the tasks and objectives of each agency referred to in this annex is available in the Court’s report on the annual accounts of these bodies for the financial year 2006 (OJ C 309, 19.12.2007). 
1 Den beskrivning av samtliga tillsynsmyndigheters uppgifter och ml som tas upp i denna bilaga finns i revisionsrttens rapport om dessa organs rsredovisningar fr budgetret 2006 (EUT C 309, 19.12.2007).
ANNEX II 34 AGENCIES OF THE EUROPEAN UNION GOVERNED BY ARTICLE 185 OF THE FINANCIAL REGULATION AND CONCERNED BY THE COURT’S AUDIT MAIN DATA Agencies and other decentralised bodies of the European Union Acronym Head office (in EUR Created million) in (2007)1 Posts authorised (2007) 1 European Agency for Safety and Health at Work EU-OSHA Bilbao Warsaw 1995 14.9 2005 42.2 42 49 2 European Agency for the Management of Operational Cooperation at the External Frontex Borders 3 European Aviation Safety Agency EASA 4 European Centre for Disease Prevention and Control ECDC 5 European Centre for the Development of Vocational Training Cedefop 6 European Environment Agency EEA 7 European Food Safety Authority EFSA 8 European Foundation for the Improvement of Living and Working Conditions Eurofound 9 European Maritime Safety Agency EMSA Cologne Stockholm Thessaloniki Copenhagen Parma Dublin Lisbon London Lisbon Heraklion Valenciennes Turin 2002 72.0 2005 28.9 1975 17.4 1990 35.1 2002 52.2 1975 20.2 2002 48.2 1993 163.1 1993 14.4 2003 8.3 2003 16.6 1990 21.5 467 90 97 116 300 94 153 441 82 44 116 100 2 191 10 European Medicines Agency EMEA 11 European Monitoring Centre for Drugs and Drug Addiction EMCDDA 12 European Network and Information Security Agency ENISA 13 European Railway Agency ERA 14 European Training Foundation ETF 1 Payment appropriations. Total 555.1 Budget 
BILAGA II 34 EUROPEISKA UNIONENS TILLSYNSMYNDIGHETER SOM REGLERAS AV ARTIKEL 185 I BUDGETF RORDNINGEN OCH SOM OMFATTAS AV REVISIONSRTTENS REVISION VIKTIGASTE UPPGIFTER Tillsynsmyndigheter och andra decentraliserade organisationer i Europeiska unionen Frkortning Ste Inrttades euro) r (2007) 1 1 Europeiska miljbyrn 2 Europeiska byrn fr luftfartsskerhet 3 Europeiska sjskerhetsbyrn 4 Europeiska arbetsmiljbyrn 5 Europeiska jrnvgsbyrn 6 Europeiskt centrum fr utveckling av yrkesutbildning 7 Europeiskt centrum fr frebyggande och kontroll av sjukdomar 8 Europeiska myndigheten fr livsmedelsskerhet 9 Europeiska lkemedelsmyndigheten EEA Kpenhamn Easa Kln Emsa Lissabon EU-Osha Bilbao 1990 35,1 2002 72,1 2002 48,2 1995 14,9 2003 16,6 1975 17,4 2005 28,9 2002 52,2 1993 163,1 2003 8,3 1975 20,2 1990 21,5 2005 42,2 1993 14,4 112 467 153 10 Europeiska byrn fr nt-och informationsskerhet 11 Europeiska fonden fr frbttring av levnads-och arbetsvillkor 12 Europeiska yrkesutbildningsstiftelsen 13 Europeiska byrn fr frvaltningen av det operativa samarbetet vid de yttre grnserna 14 Europeiska centrumet fr kontroll av narkotika och narkotikamissbruk Emea London Enisa Heraklion Dublinfonden Dublin ETF Torino Frontex Warzsava ECNN Lissabon 1 Betalningsbeymndiganden.
ANNEX III 35 MAIN OBSERVATIONS FOLLOWING THE ON-THE-SPOT VISITS Satisfac-Not tory yet To be improved DID THE AGENCIES PLAN THEIR ACTIVITIES ADEQUATELY BY SETTING THEMSELVES SPECIFIC AND MEASURABLE OBJECTIVES? 
BILAGA III 35 VIKTIGASTE IAKTTAGELSER EFTER BES K P PLATS Tillfredsstllande Inte Kan n frbttras PLANERADE TILLSYNSMYNDIGHETERNA SINA VERKSAMHETER P ETT TILLFREDSSTLLANDE STT GENOM ATT FASTSTLLA EXAKTA OCH MTBARA ML?
The multiannual programme is both strategic (defining expected results and impact) and operational (calendar, master plan for staff, etc.). 
Den flerriga programplaneringen r ett strategidokument (dr frvntade resultat och effekter faststlls) och ett operativt dokument (tidsplan, personaldirektrens plan...).
The agency has turned the mandate provided by its basic act into a strategy that is coordinated with the Commission’s sectoral strategy. 
Tillsynsmyndigheten har infrlivat sitt uppdrag enligt den grundlggande rttsakten i en strategi som r samordnad med den sektorsstrategi som kommissionen har tagit fram.
The agency possesses a document that details its human resources policy and is coordinated with its strategic priorities. 
Det finns ett dokument dr tillsynsmyndighetens personalpolitik beskrivs och som r samordnat med de strategiska prioriteringarna.
The agency has had access to an annual work programme that was prepared in due time. 
Tillsynsmyndigheten hade ett rligt arbetsprogram som antogs inom tidsfristerna.
It is stable enough for comparisons to be made over time. 
Den stabila strukturen gr att jmfrelser kan gras ver tiden.
The agency has identified the risks associated with its activities. 
Tillsynsmyndigheten har identifierat de risker som r frenade med verksamheterna.
The work programme distinguishes clearly between the activities that support the Commission and its own activities. 
I arbetsprogrammet r verksamheter till std fr kommissionen och de egna verksamheterna tydligt tskilda.
EU-OSHA Frontex EEA EFSA Eurofound EMSA EMEA ENISA 
AEE AESM EU-Osha EFSA Emea Enisa Dublinfonden Frontex
ANNEX III 36 MAIN OBSERVATIONS FOLLOWING THE ON-THE-SPOT VISITS Satisfac-Not tory yet To be improved 4. 
BILAGA III 36 VIKTIGASTE IAKTTAGELSER EFTER BES K P PLATS Tillfredsstllande Inte Kan n frbttras 4.
Relevance of the indicators The work programme defines SMART objectives and performance indicators. 
Indikatorernas relevans I arbetsprogrammet faststlls SMART-ml och resultatindikatorer.