natgillin/translations-raw huggingface dataset:
32 Box 4 Example of an immature project: Construction of an energy interconnection between two Member States Two applications relating to design and construction works for an energy interconnection between two Member States were submitted in a 2014 CEF-E call. 
32 Ruta 4 Exempel p ett projekt med otillrcklig mognadsgrad: Sammanlnkning av energint mellan tv medlemsstater Tv anskningar avseende projekterings-och anlggningsarbeten fr en sammanlnkning av energint mellan tv medlemsstater lmnades in under en anskningsomgng 2014 fr FSE-E.
The experts awarded the works project only three out of five points for maturity. 
Projektet fr bygg-och anlggningsarbeten fick enbart tre av fem pong fr mognadsgrad av experterna.
The project received the minimum score for financing, but the overall assessment was that it was not ready. 
Projektet fick minimipongen fr finansiering, men den vergripande bedmningen var att det inte var redo.
Both projects were selected, with the works project not due to start until May 2016. 
Bda projekten valdes ut, och projektet fr bygg-och anlggningsarbeten skulle inte inledas frrn i maj 2016.
At the end of 2018, the study project was delayed by 22 months. 
I slutet av 2018 var projektet fr studier 22 mnader frsenat.
The works project was delayed by 24 months. Delays are monitored, but this does not ensure that effective corrective measures are taken on time 65 It is essential for INEA to monitor the technical and financial implementation of projects closely so that effective corrective measures can be taken in time. 
Frseningar vervakas, men det skerstller inte att ndamlsenliga korrigerande tgrder vidtas i tid 65 Det r av vsentlig betydelse att Inea noga vervakar det tekniska och finansiella genomfrandet av projekt, s att ndamlsenliga korrigerande tgrder kan vidtas i god tid.
The use of funding can be accelerated by decommitting funds from underperforming projects and reinjecting them into others. 
Anvndningen av medel kan pskyndas genom att man drar tillbaka medel frn lgpresterande projekt och tillfr dem till andra projekt.
If a project does not use its entire grant, the unused amounts can be made available for other projects through a new call for proposals. 
Om hela bidraget inte anvnds inom ett projekt kan de outnyttjade beloppen gras tillgngliga fr andra projekt genom en ny anskningsomgng.
ASRs are annual progress reports 27 This is, however, a small share of the 1 233 selected projects. 
27 Detta r dock en liten andel av de 1 233 utvalda projekten.
The twelve projects had a total agreed initial EU contribution of €112 million. 
De tolv projekten hade ett totalt verenskommet ursprungligt EU-bidrag p 112 miljoner euro.
They give some indication of project progress, but there is a risk that they will not always describe the full extent of delays or underspending, despite the fact that grant agreements require beneficiaries to report this. 
De ger en fingervisning om hur projekten framskrider, men det finns en risk fr att de inte alltid visar frseningarnas eller underutnyttjandets fulla omfattning, trots att stdmottagarna enligt bidragsavtalen mste rapportera detta.
Our analysis of a sample of ASRs28 indicated that delays with an impact on the project implementation period were not always fully reported. 
Vr analys av ett urval av lgesrapporter28 visade att frseningar som pverkade projektens genomfrandeperiod inte alltid rapporterades fullt ut.
Instead they were identified later, during the MTR. 
I stllet identifierades de senare, under halvtidsversynen.
Only CEF-T has a mid-term review and a fixed end date for implementation 68 In 2010, aware of the challenges posed by non-performing projects for the effective use of funds, DG MOVE decided that funds not used by a project within a specified period would be withdrawn from that project and returned to the budget to be reallocated to others. 
Endast inom FSE-T grs en halvtidsversyn och finns ett faststllt slutdatum fr genomfrandet 68 Med vetskap om att lgpresterande projekt innebr utmaningar fr en ndamlsenlig anvndning av medel beslutade GD Transport och rrlighet 2010 att medel som inte anvnds inom ett projekt inom en viss period ska dras tillbaka frn det projektet och terfras till budgeten fr att omfrdelas till andra projekt.
In this context, DG MOVE established a final deadline of 31 December 2023 for the implementation of CEF-T, meaning that no grant agreement could be signed or extended beyond that date. 
I detta sammanhang faststllde GD Transport och rrlighet den slutliga tidsfristen 31 december 2023 fr genomfrandet av FSE-T, vilket innebr att inga bidragsavtal kan undertecknas eller frlngas efter den tidpunkten.
Furthermore, through the 2017/2018 MTR of 356 projects, INEA conducted an extensive analysis of the implementation status of the CEF-T project portfolio. 
Genom halvtidsversynen 2017/2018 av 356 projekt gjorde Inea dessutom en omfattande analys av genomfrandestatusen fr projektportfljen fr FSE-T.
With the help of external experts, it assessed project progress and proposed adaptations to technical scope, budgets and implementation conditions. 
Med hjlp av externa experter bedmde Inea projektens framsteg och freslog anpassningar av den tekniska omfattningen, budgeten och genomfrandevillkoren.
By analysing the situation more realistically, it revealed more delays than the ASRs and thus allowed the spending profiles of several projects to be adjusted (see Figure 4). More than half of the 139 actions due to end by April 2019 needed an extended implementation deadline or a reduction in funding. 33 28 For example, in five of the 10 CEF-T works projects we reviewed the implementation period was only modified after the MTR exercise. 
Genom att analysera situationen p ett mer realistiskt stt avsljade Inea fler frseningar n lgesrapporterna och gjorde det sledes mjligt att justera utgiftsprofilen fr flera projekt (se figur 4). ver hlften av de 139 tgrder 28 Till exempel i fem av de tio projekt fr bygg-och anlggningsarbeten inom FSE-T som vi granskade ndrades genomfrandeperioden frst efter halvtidsversynen. 33
Figure 4 – Comparison of aggregated spending profiles of CEF-T projects, according to grant agreements, ASRs and the MTR, in billion € 34 9.0 8.0 7.0 6.0 5.0 4.0 3.0 2.0 1.0 0.0 7.8 8.0 7.8 7.5 7.2 7.3 7.5 6.4 6.7 4.1 0.8 0.7 0.7 2014 1.5 1.1 1.1 2015 2016 2017 Eligible Costs (GA in force) 2018 Eligible Costs (ASR) 2019 Eligible Costs (MTR) 2020 After 2020 2.8 2.8 4.0 4.0 6.5 6.3 0.0 6.5 NB: A spending profile is the budget allocated to a project over the years of its implementation. 
Figur 4 Đ Jmfrelse av aggregerade utgiftsprofiler fr projekt inom FSE-T, enligt bidragsavtal, lgesrapporter och halvtidsversynen (miljarder euro) 34 9,0 8,0 7,0 6,0 5,0 4,0 3,0 2,0 1,0 0,0 7,8 8,0 7,8 7,5 4,1 6,4 7,3 0,8 1,5 1,1 1,1 0,7 0,7 2,8 2,8 4,0 4,0 6,5 6,3 7,5 7,2 6,7 0,0 6,5 2014 Stdberttigande kostnader (gllande bidragsavtal) 2015 2018 Efter 20 20 2016 2017 Stdberttigande kostnader (lgesrapport) 2019 2020 Stdberttigande kostnader (halvtidsversyn) Obs.: En utgiftsprofil r den budget som anslagits till ett projekt under de r det genomfrs.
Source: INEA mid-term review, 2018. 
Klla: Ineas halvtidsversyn, 2018.
69 This led to the recovery of €46 million from these 139 projects. 
69 Detta ledde till att 46 miljoner euro terkrvdes frn dessa 139 projekt.
For the remaining 217 projects, the MTR concluded that decommitments might eventually amount to one billion euro, i.e. twenty times more than the sum recovered. 
Fr de terstende 217 projekten konstaterades det i halvtidsversynen att tillbakadragandena i slutndan skulle kunna uppg till en miljard euro, det vill sga tjugo gnger mer n det belopp som terkrvdes.
There has not yet been a formal decision as to how to act upon this information. 
Det har nnu inte fattats ngot formellt beslut om vilka tgrder som ska vidtas mot bakgrund av denna information.
70 In CEF-E, there are no plans to reduce grants and re-inject funds into the programme. 
70 Inom FSE-E finns det inga planer p att minska bidragen och terfra medel till programmet.
There is no final implementation deadline and no MTR exercise. 
Det finns ingen slutlig tidsfrist fr genomfrandet och ingen halvtidsversyn.
To date, implementation has been slower for energy than for transport (see Table 4). 
Hittills har genomfrandet varit lngsammare fr energi n fr transport (se tabell 4).
INEA’s corrective steps for projects that are not on track do not fully address the risks 71 Although INEA is able to forecast absorption rates quite accurately through its various monitoring tools, the action taken so far has not fully addressed the present risks. 
Ineas korrigerande tgrder fr projekt som inte ligger i fas hanterar inte dessa risker fullt ut. 71 Trots att Inea kan frhandsberkna utnyttjandegrader p ett ganska korrekt stt genom sina olika vervakningsverktyg, har de tgrder som hittills vidtagits inte hanterat de nuvarande riskerna fullt ut.
While INEA reports delays to the parent DGs, its mandate to take corrective action has not been spelled out in detail. 
Inea rapporterar frseningar till de ansvariga generaldirektoraten, men dess befogenhet att vidta korrigerande tgrder har inte angetts i detalj.
72 With the 2014-2020 period due to end next year, there is a risk that payments, decommitments and reflows will build up significantly in the coming months. 
72 I och med att programperioden 2014Đ2020 lper ut nsta r finns det risk fr att utbetalningar, tillbakadraganden och terflden kommer att hopa sig under de kommande mnaderna.
This may negatively impact implementation: if decommitments are made too late in the programming period, INEA could have little time to reinject funds into other projects. 
Detta kan pverka genomfrandet negativt: om tillbakadraganden grs fr sent under programperioden har Inea inte srskilt lng tid p sig att terfra medel till andra projekt.
73 In our special report 17/2018 on shared management in EU Cohesion funding, we found that measures to enhance absorption towards the end of a programming period may give little consideration to results. 
73 I vr srskilda rapport nr 17/2018 om delad frvaltning inom EU:s sammanhllningsstd konstaterade vi att tgrder fr att ka utnyttjandet mot slutet av en programperiod kan leda till att resultat inte beaktas i ngon strre utstrckning.
Therefore it is important to use all existing tools to ensure the effective use of funds during the entire implementation period. 
Drfr r det viktigt att anvnda samtliga befintliga verktyg fr att skerstlla att medlen anvnds ndamlsenligt under hela genomfrandeperioden.
We also found that, when a large amount of funding remains to be managed after the start of a successor programme, there may be a knock-on effect delaying that programme’s implementation29. 
Vi konstaterade ven att om stora summor fortfarande mste hanteras efter det att det efterfljande programmet har inletts kan det leda till en dominoeffekt som frsenar genomfrandet av det programmet29.
The existing performance framework is not well-suited to demonstrate how projects contribute to programme objectives 74 Mechanisms should be in place to monitor and evaluate whether and how projects contribute to achieving the CEF programme objectives. 
Den befintliga prestationsramen lmpar sig inte fr att visa hur projekt bidrar till programmets ml 74 Det br finnas mekanismer fr att vervaka och utvrdera om och hur projekt bidrar till att FSE-programmets ml uppns.
There should be clarity as to who is in charge of monitoring the results achieved. 
Det mste rda klarhet om vem som har ansvar fr att vervaka de resultat som uppns.
75 The performance framework is not well suited for INEA to monitor whether and how the funded projects contribute to the programme objectives. 
75 Prestationsramen lmpar sig inte fr Ineas vervakning av om och hur de finansierade projekten bidrar till programmets ml.
Different legal sources lay out indicators and targets to be monitored, but they are not fully clear or consistent. 
Olika rttsliga kllor anger indikatorer och ml som ska vervakas, men de r inte helt tydliga eller enhetliga.
The INEA delegation act does not explicitly charge INEA with developing a performance framework and reporting on project progress. 
Delegeringsbeslutet avseende Inea ger inte uttryckligen Inea i uppdrag att utarbeta en prestationsram och rapportera om projektframsteg.
76 In 2017, INEA and the parent DGs formed a working group to examine the suitability of the indicators defined in the CEF programme statement. 
76 r 2017 bildade Inea och de ansvariga generaldirektoraten en arbetsgrupp fr att underska lmpligheten hos de indikatorer som faststllts i FSE:s programfrklaring.
The working group concluded that no indicator was directly suitable for monitoring purposes: 10 indicators would be suitable with minor improvements, but 34 needed major improvements, or were completely unsuitable or outside the scope of INEA. 
Arbetsgruppen konstaterade att ingen indikator var direkt lmplig fr vervakningssyften: tio indikatorer skulle vara lmpliga om de genomgick smrre frbttringar, men 34 indikatorer krvde stora frbttringar, var helt olmpliga eller fll utanfr Ineas omrde.
For example, although the CEF Regulation provides a general definition of the term “bottleneck” in the field of transport, this is insufficient to measure the performance of projects in this respect30. 
Ett exempel: FSE-frordningen innehller en allmn definition av begreppet ÓflaskhalsÓ p transportomrdet, men det r otillrckligt fr att ett projekts prestation i detta avseende ska kunna mtas30.
This may lead to inconsistent reporting between projects of different magnitude (see Box 5). 
Det kan leda till inkonsekvent rapportering fr projekt av olika omfattning (se ruta 5).
77 In early 2018, INEA submitted a proposal to the parent DGs for new transport and energy indicators for CEF II. 
77 I brjan av 2018 lade Inea fram ett frslag till nya transport-och energiindikatorer fr FSE II fr de ansvariga generaldirektoraten.
However, the process was at a standstill at the time of the audit. 
Vid tidpunkten fr revisionen stod dock den processen stilla.
78 Despite these difficulties, INEA carries out some performance monitoring, collecting information from beneficiaries for nine output indicators. 
78 Trots dessa svrigheter genomfr Inea viss prestationsvervakning och samlar in information frn stdmottagarna fr nio outputindikatorer.
To better capture actual project outputs, these indicators differ slightly from those in the CEF Regulation. 
Fr att bttre fnga projektens faktiska output avviker dessa indikatorer ngot frn indikatorerna i FSE-frordningen.
79 This monitoring, however, mostly focuses on inputs and outputs, such as the number of kilometres or supply points for alternative fuel constructed, and does not capture results, such as generated time-savings or increased traffic volumes. 
79 Denna vervakning r dock frmst inriktad p input och output, ssom antal kilometer eller antal tankstllen fr alternativa brnslen som anlagts, och fngar inte resultat, exempelvis tidsbesparingar eller kade trafikvolymer som uppntts.
While grant agreements have technical annexes with descriptions of objectives, activities and milestones, they do not include KPIs for evaluating project results, which would significantly enhance performance monitoring. 
Bidragsavtalen har tekniska bilagor med beskrivningar av ml, verksamheter och delml, men de innehller inga kritiska prestationsindikatorer fr utvrdering av projektresultat, vilket skulle frbttra prestationsvervakningen vsentligt.
80 We have already observed in several past reports that project monitoring is mainly output-oriented and fails to assess results31. 
80 Vi har redan konstaterat i flera tidigare rapporter att projektvervakningen frmst r inriktad p output och att resultat inte bedms31.
Thus, there is no systematic information as to whether and how EU co-funded projects, taken individually and/or in the context of the core network corridors, have achieved the expected result-based objectives and impact on economic development. 
Det finns sledes ingen systematisk information om huruvida och hur EU-medfinansierade projekt, enskilt och/eller i samband med stomntskorridorerna, har uppntt de frvntade resultatbaserade mlen och effekterna p den ekonomiska utvecklingen.
A more systematic evaluation of the results generated by CEF projects would allow the Commission to assess to what extent its financial support has contributed to any headway towards the objectives of 31 Landscape review: “Towards a successful transport sector in the EU: challenges to be addressed”; special report 21/2018 “Selection and monitoring for ERDF and ESF projects in the 2014–2020 period are still mainly outputs-oriented”; special report 19/2018: “A European high-speed rail network: not a reality but an ineffective patchwork”; special report 23/2016: “Maritime transport in the EU: in troubled waters — much ineffective and unsustainable investment”. 
En mer systematisk utvrdering av de resultat som uppns genom FSE-projekt skulle gra det mjligt fr kommissionen att bedma i vilken utstrckning det finansiella stdet har bidragit till framsteg mot FSE:s ml och i slutndan till det vergripande mlet att komma vidare med de transeuropeiska nten (punkterna 08Đ11).
37 Conclusions and recommendations 81 INEA has fulfilled the delegated tasks as defined in its mandate and delivered expected benefits, with some limitations, related to framework constraints. 
Slutsatser och rekommendationer 81 Inea har fullgjort de delegerade uppgifter som faststlls i dess uppdrag och uppntt de frvntade frdelarna, med vissa begrnsningar som hnger samman med hinder i den rttsliga ramen.
We found shortcomings in the otherwise well organised CEF selection procedures, risks in the implementation of the programme and weaknesses in performance reporting. 
Vi konstaterade brister i FSE:s fr vrigt vlorganiserade urvalsfrfaranden, risker i genomfrandet av programmet och brister i prestationsrapporteringen.
82 The expected benefits of externalising responsibilities from the Commission to INEA have been achieved, but with some limitations related to framework constraints. 
82 De frvntade frdelarna med att externalisera ansvarsomrden frn kommissionen till Inea har uppntts men med vissa begrnsningar som hnger samman med hinder i den rttsliga ramen.
INEA has developed standardised procedures that have simplified the implementation of the delegated programmes. 
Inea har tagit fram standardiserade frfaranden som har frenklat genomfrandet av de delegerade programmen.
Its overall administrative expenditure is below the initial estimates (paragraphs 20 to 24). 
De totala administrativa utgifterna r lgre n ursprungligen berknat (punkterna 20Đ24).
83 INEA has taken a number of measures to prepare the ground for synergies between H2020 and the CEF, and between the CEF sectors. 
83 Inea har vidtagit ett antal tgrder fr att bereda vgen fr synergieffekter mellan Horisont 2020 och FSE och mellan FSE-sektorerna.
Despite this, few synergies have been deployed so far, owing to obstacles in the legal framework, unaligned programme objectives and different project readiness levels. 
Trots detta r de faktiska synergieffekterna n s lnge begrnsade p grund av hinder i den rttsliga ramen, programml som inte anpassats till varandra och projektens olika mognadsgrad.
INEA and EASME share responsibility for implementing the H2020 energy research programme, and since each agency separately administers its part of the programme, there are administrative costs on both sides (paragraphs 25 to 30). 
Inea och Easme delar ansvaret fr att genomfra Horisont 2020:s forskningsprogram fr energi, och eftersom de administrerar sina delar av programmet separat frekommer administrativa kostnader p bda sidor (punkterna 25Đ30).
Recommendation 1 – Improve the potential for synergies (a) The Commission and INEA should, within their remit, remove obstacles to synergies, include the necessary elements in strategic documents and work programmes, and introduce relevant provisions to evaluate the achieved synergies. (b) The Commission should assess whether to delegate the implementation of similar programmes, such as in the energy research field, to only one executive agency in the next programming period. 
Rekommendation 1 Đ Frbttra potentialen fr synergieffekter a) Kommissionen och Inea br inom sina respektive ansvarsomrden avlgsna hinder fr synergieffekter, inbegripa ndvndiga delar i strategiska dokument och arbetsprogram och infra relevanta bestmmelser fr att utvrdera de uppndda synergieffekterna. b) Kommissionen br bedma om genomfrandet av liknande program, exempelvis p omrdet fr energiforskning, ska delegeras till endast ett genomfrandeorgan under nsta programperiod.
84 INEA has fulfilled the tasks delegated to it and delivered on its key performance indicators. 
84 Inea har fulljort de uppgifter som delegerats till det och uppfyllt sina kritiska prestationsindikatorer.
However, the existing framework creates constraints. 
Den befintliga ramen skapar emellertid hinder.
Since staff numbers are linked to the delegated programmes, INEA does not have sufficient flexibility to reassign staff to the most pressing tasks. 
Eftersom personalstyrkan r kopplad till de delegerade programmen har inte Inea tillrckliga mjligheter att omfrdela personal till de mest brdskande arbetsuppgifterna. Vidare 38
Also, INEA’s KPIs are not specifically results-38 39 oriented: they are not specifically targeted to measuring the quality of programme management (paragraphs 31 to 40). 
39 r Ineas kritiska prestationsindikatorer inte specifikt resultatinriktade: de r inte specifikt inriktade p att mta kvaliteten p programfrvaltningen (punkterna 31Đ40).
Recommendation 2 – Strengthen the framework for INEA’s management of the delegated programmes (a) To address short-term fluctuations in human resources needs, the Commission should define a framework, which would allow INEA to re-allocate staff more flexibly between and across programmes. (b) The Commission and INEA should make use of more results-oriented goals and indicators. 
Rekommendation 2 Đ Strk ramen fr Ineas frvaltning av de delegerade programmen a) Fr att komma till rtta med kortsiktiga fluktuationer nr det gller personalbehovet br kommissionen faststlla en ram som gr det mjligt fr Inea att omfrdela personal p ett mer flexibelt stt mellan och inom programmen. b) Kommissionen och Inea br anvnda sig av mer resultatorienterade ml och indikatorer.
Timeframe: from 2021. 
Tidsram: Frn 2021.
85 Procedures for the selection of CEF projects are well-organised, but we found implementation weaknesses. 
85 Frfarandena fr att vlja ut FSE-projekt r vlorganiserade, men vi noterade brister i genomfrandet.
They need to be better harmonised across the three CEF sectors. 
Frfarandena behver harmoniseras bttre i de tre FSE-sektorerna.
In CEF-T, the probability of being selected is independent of the scores given by the external experts’ for recommended projects. 
Inom FSE-T r sannolikheten att projekt vljs ut oberoende av de pong som de externa experterna har gett rekommenderade projekt.
Also, differences in the application of award criteria (paragraphs 42 to 56). 
Det frekommer ven skillnader i hur tilldelningskriterier tillmpas (punkterna 42Đ56).