natgillin/translations-raw huggingface dataset:
It is often unclear how much use is made of the progress or activity reports prepared by project management which are sent to central services (7). 
Det r ofta oklart hur mycket som lges-eller verksamhetsrapporten, som upprttas av projektledningen och skickas till de centrala enheterna, kommer till anvndning.
Moreover, the contents of these reports can 5 () In Asia, Latin America and the Mediterranean region this is usually a Project Management Unit that has one local and one European Director. 
(7) Rapporternas 5 () I Asien, Latinamerika och Medelhavslnderna r detta vanligen en programfrvaltningsenhet som har bde en lokal och en europeisk chef.
In ACP countries different arrangements exist. () Often where at some stage the development counsellor has come 7 from an ACP Delegation. () In some cases the reports are accompanied by Delegation comments in most of the cases they are not; Delegations rarely receive feed-back on these reports from Central services. 
AVS-lnderna har andra arrangemang. () Ofta nr det p ngot stadium i processen har kommit en utveck-7 lingsrdgivare frn en AVS-delegation. () Ibland tfljs rapporterna av delegationens kommentarer, oftast gr de det inte, och delegationerna fr sllan feedback frn de centrala enheterna p dessa rapporter.
22.2.2001 EN Official Journal of the European Communities C 57/13 vary considerably (1); sometimes they constitute merely a description of the activities of the project management without, analysing the projectŐs implementation and problems. 
22.2.2001 SV Europeiska gemenskapernas officiella tidning C 57/13 innehll kan ocks variera i hg grad (1), ibland utgr de enbart en redogrelse fr projektledningens verksamhet utan analys av projektets genomfrande och problem.
For several projects the monitoring of project implementation by Delegations has shown shortcomings, e.g. project evaluations mentioned in the Financing Agreement have not always been carried out. 
I flera projekt har delegationernas vervakning av projektens genomfrande uppvisat brister, till exempel har inte de projektutvrderingar som nmns i finansieringsverenskommelsen alltid genomfrts.
Delegations do not always consistently monitor the implementation of actions and measures to be taken by governments of recipient States. 
Delegationerna bevakar inte alltid konsekvent att regeringarna i mottagarlnderna verkstller de handlingar och tgrder som skall genomfras.
Indeed in one Delegation they did not consider the monitoring of the governmentŐs contribution to be their responsibility. 
I en delegation ansg man till och med att vervakning av regeringens bidragsandel inte ingick i det egna ansvarsomrdet.
Management tools 66. 
Frvaltningsinstrument 66.
At the basic level of procedural manuals, the ACP Delegations have a detailed procedures manual developed in 1978, but no comprehensive up-to-date manual existed for the Asian and Mediterranean Delegations. 
Betrffande ngot s grundlggande som handbcker fr frfarande hade AVS-delegationerna en detaljerad frfarandehandbok framtagen 1978, men det fanns ingen uttmmande uppdaterad handbok fr delegationerna i Asien, Latinamerika och Medelhavslnderna.
One was prepared for the Latin America programme, but is available in Spanish only. 
Det har tagits fram en fr det latinamerikanska programmet, men den finns enbart p spanska.
The different notes issued by headquarters services at various times have not been consolidated. 
De olika meddelanden som vid olika tillfllen publicerats av huvudkontorets enheter har inte sammanstllts.
In these circumstances, it is not surprising to find that the level of knowledge of the precise procedures to be followed, amongst headquarters and Delegation staff, is not sufficient and this leads to delays. 
Under dessa omstndigheter r det inte frvnande att kunskapen om vilka frfaranden som skall fljas r bristfllig bland personalen vid huvudkontoret och delegationerna, vilket leder till frseningar.
The Delegations in all regions do not have adequate basic management information systems to inform them about implementation progress (2). 
Delegationerna i samtliga regioner saknar tillrckligt bra grundlggande informationssystem fr att kunna flja genomfrandeprocessen (2).
Most do not have access to the CommissionŐs accounting system, Sincom. Other management information tools are also inadequate or lacking. 
De flesta har inte tillgng till kommissionens redovisningssystem, Sincom. ven andra informationsinstrument fr projektledning r otillrckliga eller saknas helt.
For example, in the Mediterranean, the system used by Delegations for managing payments to projects under the Protocols (RAP) is not technically suitable for MEDA but no new system had been introduced at the time of the audit. 
I Medelhavslnderna till exempel anvnder delegationerna ett system fr hantering av utbetalningar till projekt som drivs enligt protokollen som inte r tekniskt anpassat till Meda, men vid tiden fr granskningen hade inte ngot nytt system infrts.
In the case of the EDF, the Online Accounting System (OLAS) in Brussels is of limited value to Delegations, as they do not have direct access to it; accounting information has to be transmitted from Brussels manually, which gives rise to 1 () According the Project Cycle Management Manual (p. 
Nr det gller EUF r redovisningssystemet online (OLAS) i Bryssel av begrnsad nytta fr delegationerna eftersom de inte har direkt tillgng till det, och bokfringsinformation mste verfras manuellt frn Bryssel, vil-1 () Enligt metodiken fr frvaltning av en projektcykel (Project Cycle Management Manual, s.
59) such reports should also follow the basic format used for the project implementation phase, adding the technical and financial details necessary for a 2 proper understanding of the projectŐs implementation. () The Court has been pointing this out in various reports since 1992: Annual Report concerning the financial year 1991 (OJ C 330, 15.12.1992); Annual Report concerning the financial year 1996 (OJ C 348, 18.11.1997); Special Report No 1/98 in respect of bilateral and technical cooperation with non-member Mediterranean countries together with the CommissionŐs replies, (OJ C 98, 31.3.1998); Special Report No 7/98 in respect of the European Community Development Aid Programme regarding South Africa (1986-1996) (OJ C 241, 31.7.1998). delays. 
59) skall sdana rapporter flja det grund-format som anvnds fr projektens genomfrandefas, med tillgg av de tekniska och ekonomiska detaljer som krvs fr att riktigt kunna 2 stta sig in i projektets genomfrande. () Revisionsrtten har ppekat detta i olika rapporter sedan 1992: Revisionsrttens rsrapport fr budgetret 1991 (EGT C 330, 15.12.1992.) Revisionsrttens rsrapport fr budgetret 1996 (EGT C 348, 18.11.1997.)
Similarly at the end of 1998 several Delegations in the candidate countries had difficulties in obtaining access to financial data relating to programmes. 
Likas hade mnga delegationer i kandidatlnderna svrigheter i slutet av 1998 att f tillgng till finansiell information om programmen.
As a result Delegations operate their own computer and/or manual systems to account for project-related transactions, which is inefficient. 
Fljaktligen anvnder delegationerna sina egna system, datoriserade eller manuella, fr redovisning av transaktioner i anslutning till projekt, vilket r ineffektivt.
The establishment of the SCR, with its task of simplifying, standardising and codifying procedures, and developing common management tools, is an important step in overcoming these weaknesses. 
Bildandet av Gemensamma tjnsten fr yttre frbindelser som har till uppgift att frenkla, standardisera och koda frfaranden och att utveckla gemensamma frvaltningsinstrument, r en viktig tgrd fr att lsa dessa problem.
The CRIS (3) information system is being developed to provide Delegations and headquarters with an adequate tool for management, but it will be some time before a reliable, complete tool is available. 
Informationssystemet CRIS(3) r under utveckling fr att frse delegationerna och huvudkontoret med ett anvndbart frvaltningsinstrument, men det kommer att drja innan ett plitligt och fullstndigt instrument finns tillgngligt.
The regulatory framework governing the financial management of the assistance programmes from the general budget is not well adapted to requirements. 
Den lagstiftningsram som reglerar den ekonomiska frvaltningen av bistndsprogrammen i den allmnna budgeten r dligt anpassad till behoven.
The Financial Regulation itself, both the general provisions and those dealing specifically with actions outside the Community, is unsatisfactory (4) and, in the context of the total revision being carried out since 1999, needs to be re-examined (5). 
Budgetfrordningen r i sig otillrcklig (4), svl de allmnna bestmmelserna som de som direkt behandlar verksamhet utanfr gemenskapen, och behver ses ver (5) i samband med den totala versyn som pgr sedan 1999.
The Phare countries face a particularly complex regulatory environment which has been subject to rapid change: centralised and decentralised, cross-border cooperation, special funds, new orientations in 1998. 
Phare-lnderna i synnerhet har att hantera ett srskilt komplext regelverk som genomgtt snabba frndringar: centralisering och decentralisering, grnsverskridande samarbete, srskilda medel, nya riktlinjer sedan 1998.
Candidate countries are now becoming concerned that in addition from 2000 they will have to cope with three distinct management environments for Phare, ISPA (6) and Sapard (7). 
Kandidatlnderna brjar nu bekymra sig ver att de dessutom frn r 2000 mste hantera tre skilda frvaltningssystem fr Phare, Ispa (6) och Sapard (7).
ACP countries also face problems of a regulatory nature, as they receive aid not only from the EDF but also from the general budget. 
AVS-lnderna fr ocks problem med regelverket eftersom de fr bistnd bde frn EUF och frn den allmnna budgeten.
This complicates the management of aid considerably, as the various sources of funding have to follow different rules, and different departments in the Commission are responsible for them (8). 
Detta komplicerar i hg grad bistndsfrvaltningen eftersom de olika bidragskllorna lyder under olika regelverk, och olika avdelningar inom kommissionen ansvarar fr dem (8).
This is being developed initially by bringing together the various systems developed previously in the different programme areas. 
Frsta versionen skapas genom att fra samman de olika system som tidigare tagits fram inom de olika program-omrdena.
These systems are of varying degrees of reliability and usefulness, and a great deal of work is 4 required to transform them into a common tool. () The second report of the Independent Experts highlights many of the main weaknesses in the regulatory framework, e.g. paragraphs 2.1.29-2.1.34. 
Dessa system varierar i plitlighet och anvndbarhet och stort arbete mste lggas ner fr att omarbeta dem till ett gemensamt 4 instrument. () De oberoende experternas andra rapport belyser mnga av de viktigaste svagheterna i lagstiftningsramen, till exempel punkterna 2.1.29Đ2.1.34.
See also Court Opinion No 4/97 on the proposal for a Council Regulation (Euratom, ECSC, EC) amending the Financial Regulation of 21 December 1977 applicable to the general budget of the Euro5 pean Communities (OJ C 57, 23.2.1998). () Since 1998 in order to fill some of the gaps the Commission has developed ÔVade-mecumsŐ on grant management and on Technical Assistance Offices which set out key rules to be followed by the ser-6 vices. 
Se ocks revisionsrttens yttrande nr 4/97 om frslaget till rdets frordning (Euratom, EKGS, EG) om ndring av budgetfrordningen av den 21 december 1997 fr Europeiska gemen-5 skapernas allmnna budget (EGT C 57, 23.2.1998). () Sedan 1998 har kommissionen, fr att fylla ngra luckor, tagit fram ÓVade-mecumÓ, handbcker om anslagsfrvaltning och byrer fr tek-6 niskt std, dr man anger grundregler som skall fljas av enheterna.
(7) Structural Pre-accession Instrument. 
(7) Strukturpolitiskt franslutningsinstrument.
(8) Special accession programme for agriculture and rural development. () See Annual Report 1998, Report on the Activities of the sixth, seventh and eighth European Development Funds, Chapter III, paragraphs 37-43, (OJ C 349, 3.12.1999). 
(8) Srskilt anslutningsprogram fr jordbruk och landsbygdsutveckling. () Se rsrapporten fr budgetret 1998, Rapport om verksamheten under den sjtte, sjunde och ttonde utvecklingsfonden, kapitel III, punkterna 37Đ43 (EGT C 349, 3.12.1999).
C 57/14 EN Official Journal of the European Communities 22.2.2001 CONCLUSIONS AND RECOMMENDATIONS Country programming 72. Whilst country programming has now become a feature of all the CommissionŐs external aid programmes and improvements have been noted both in the way in which the programmes are prepared and in their content, there is still scope for further improvement. 
C 57/14 SV Europeiska gemenskapernas officiella tidning 22.2.2001 SLUTSATSER OCH REKOMMENDATIONER Program fr enskilda lnder 72. ven om program fr enskilda lnder nu har blivit ett inslag i kommissionens samtliga program fr yttre bistnd och frbttringar i programmen kan noteras bde betrffande beredning och innehll finns det fortfarande utrymme fr ytterligare frbttringar.
Country programming should become an integral part of the process of transforming overall1 policy goals into operational activities (see paragraphs 16-27) ( ). 
Program fr enskilda lnder br bli en integrerad del i arbetet med att omvandla vergripande strategier och mlsttningar till operativ verksamhet (se punkterna 16Đ27).
73. 
(1) 73.
They should be fully involved in the preparation of country programming papers and there should be close consultation with the government of the beneficiary country. 
De skall vara helt involverade i frberedelserna av programdokument fr enskilda lnder och det skall frekomma nra samarbete med regeringen i mottagarlandet.
Consultation with EU Member States, both on the spot and in the Advisory Committees, and with the beneficiary countriesŐ authorities should be reinforced (see paragraphs 22-24). 
Konsultatio-nerna med Europeiska unionens medlemsstater, bde p platsen och i rdgivande kommitter, samt med mottagarlndernas myndigheter, skall frstrkas (se punkterna 22Đ24).
Individual country programming papers should better identify objectives and priorities, and provide a focused framework for planned interventions. 
Programdokument fr enskilda lnder skall p ett klarare stt identifiera ml och prioriteringar och ange en tydlig ram fr planerade tgrder.
They should cover all areas of intervention financed by the Commission and identify what lessons can be learned from previous programmes and projects (see paragraphs 25-27). 
De skall omfatta alla tgrdsomrden som finansieras av kommissionen och identifiera de erfarenheter som kan dras av tidigare program och projekt (se punkterna 25Đ27).
Project preparation and appraisal 75. 
Beredning och utvrdering av projekt 75.
The introduction of the Project Cycle Management methodology has led to some progress in the quality of project preparation and project documentation, however there remains room for further improvements (see paragraphs 28-47). 
Infrandet av metodiken fr frvaltning ver projektcykeln har lett till vissa frbttringar av projektberedning och dokumentation av projekt, men det finns fortfarande utrymme fr ytterligare frbttringar (se punkterna 28Đ47).
Sufficient time must be allowed for the identification and appraisal stage of project preparation (see paragraphs 30-34). 
Tillrckligt med tid mste avsttas i projektens frberedelsefas fr identifiering och utvrdering (se punkterna 30Đ34).
Financing Proposals should systematically include information on other donorsŐ activities and on the results of relevant evaluations. 
Finansieringsfrslagen skall p ett systematiskt stt innehlla information om andra givares verksamhet och om resultaten av relevanta utvrderingar.
Timetables should be more realistic. 
Tidsplaner br vara mer realistiska.
More attention should also be paid to the identifying and specifying of objectively verifiable indicators (see paragraphs 36-38). 
Strre uppmrksamhet skall ocks gnas t att identifiera och specificera objektivt kontrollerbara effektivitetsmtt (se punkterna 36Đ38).
Closer consultation and cooperation with the representatives of the Member StatesŐ Advisory Committees for project prepara-(1) The Commission has now recognised the importance of country programming and in the communication from the Commission to the Council and to the European Parliament, The European CommunityŐs Development Policy (COM(2000) 212 final), says that Ôthe Commission will present to Council a framework for Country Strategy Papers to become the main instrument for guiding, managing and reviewing Community assistance programmesŐ. tion should be encouraged at field level. 
P fltet br man uppmuntra till nrmare konsultation och samarbete med representanterna i medlemsstaternas rdgivande (1) Kommissionen har nu uppmrksammat betydelsen av program fr enskilda lnder och i Meddelande frn kommissionen till rdet och Europaparlamentet Đ Europeiska gemenskapens utvecklingspolitik (KOM(2000) 212 slutlig) sgs att Ókommissionen [kommer att] ... fr rdet lgga fram ramar fr de strategidokument fr enskilda lnder som skall utgra det viktigaste instrumentet fr styrning, frvaltning och versyn av EG:s bistndsprogramÓ. kommitter fr projektberedning.
The Advisory CommitteesŐ meetings in Brussels should concentrate more on strategic matters such as the definition of an overall policy framework, rather than on individual projects (2). 
Vid mten fr rdgivande kommittn i Bryssel skall strre uppmrksamhet gnas t strategiska frgor ssom definition av vergripande policyramar, snarare n t enskilda projekt (2).
The Advisory Committees should also be used as a forum for increased two-way information and could thereby ensure better coordination among Member StatesŐ bilateral development programmes, one of the stated aims of the CommissionŐs proposed new development policy (3). 
De rdgivande kommitterna kan ocks tjna som forum fr kad tvvgsinformation och p s stt skra strre samordning mellan medlemsstaternas bilaterala utvecklingsprogram, vilket r ett av de uttalade mlen i kommissionens frslag till ny bistndspolitik (3).
The role of Delegations 78. 
Delegationernas roll 78.
The role of the CommissionŐs Delegations has expanded considerably in recent years as Delegations now increasingly perform a political role representing the Union, are active in the economic, commercial, and cultural spheres, and provide information on the Union and its policies and programmes. 
Kommissionens delegationer har under senare r ftt en allt strre roll i och med att delegationerna nu i allt hgre utstrckning spelar en politisk roll som unionens representanter, verkar inom den ekonomiska, kommersiella och kulturella sfren och informerar om unionen, dess politik och program.
The Commission has now accepted that it has to devolve more authority and responsibility to the Delegations (see paragraphs 48-53) and the Commission has introduced a programme of pilot exercises for increased decentralisation of responsibilities to the Delegations. 
Kommissionen har accepterat att den nu mste verlta mer beslutandertt och ansvar till delegationerna (se punkterna 48Đ53) och den har inlett ett frsksprogram med kad ansvarsdelegering till delegationerna.
To that effect, the Commission should clearly define the role and responsibilities of the Delegations (see paragraphs 50-52) and the profile and number of staff (see paragraphs 54-60). 
I anslutning till detta br kommissionen tydligt definiera delegationernas roll och ansvar (se punkterna 50Đ52) samt personalens sammansttning och storlek (se punkterna 54Đ60).
In this context it is necessary to establish clear qualitative and quantitative indicators for the workload to be performed for each of the Delegations and to what extent staff of the central services could be redeployed to the Delegations. 
I detta sammanhang r det ndvndigt att tydligt lgga fast kvalitativa och kvantitativa indikatorer fr det arbete som skall utfras av varje delegation samt i vilken utstrckning personal frn de centrala enheterna kan omplaceras till delegationerna.
Overall conclusion and recommendations 79. 
Allmnna slutsatser och rekommendationer 79.
European external action is governed by a variety of legal frameworks depending on the source of funding, the geographical area and the instruments or the channels through which aid is provided. 
Gemenskapens externa tgrder styrs av olika rttsliga ramverk beroende p varifrn medlen hmtas, vilket geografiskt omrde det gller och vilka instrument eller kanaler som distribuerar bistndet.
This results in different procedures at all stages: country programming, project preparation and implementation and in the degree of involvement of beneficiary countries and the CommissionŐs Delegations in those countries, which complicate the efficient implementation of the different programmes. 
Detta resulterar i olika frfaranden p alla niver: program fr enskilda lnder, projektberedning och genomfrande samt graden av deltagande frn mottagarlnderna och kommissionens delegationer i dessa lnder, vilket frsvrar ett effektivt genomfrande av de olika programmen.
2 () Other evaluation reports have also recommended this; for example, Evaluation of the MEDA Regulation: Final report, Euronet Consult-3 ing, 12.2.1999. () Communication from the Commission to the Council and to the European Parliament, The European CommunityŐs Development Policy (COM(2000) 212 final). 
2 () Detta har ven rekommenderats i andra utvrderingsrapporter, t.ex.
22.2.2001 EN Official Journal of the European Communities C 57/15 80. 
22.2.2001 SV Europeiska gemenskapernas officiella tidning C 57/15 80.
The weaknesses noted in the management of external aid have been pointed out in previous reports, notably the 1997 Annual Report (1), and similar observations have also been made in the reports of the external evaluations commissioned by the Council and the Commission (2). 
De svagheter som kommit fram i frvaltningen av yttre bistnd har ppekats i tidigare rapporter, i synnerhet i rsrapporten fr budgetret 1997 (1), och liknande iakttagelser har ocks gjorts i de externa utvrderingsrapporter som rdet och kommissionen bestllt (2).
The attempts so far to improve the CommissionŐs organisational structure to implement aid, such as the establishment of the SCR, have, however, been only partial. 
De frsk som hittills gjorts fr att frbttra kommissionens organisatoriska struktur fr bistndsgivning, som till exempel inrttandet av SCR (Gemensamma tjnsten fr yttre frbindelser), har emellertid varit ofullstndiga.
The SCR is responsible for the implementation of projects once the Financing Agreement has been signed. 
SCR ansvarar fr projektens genomfrande sedan finansieringsverenskommelsen har undertecknats.
The geographic RELEX DGs (3) are responsible for overall programming, country This report was adopted by the Court of Auditors in strategies and project preparation. 
De geografiska Relex-direktoraten (3) ansvarar fr vergripande planering, strategier fr enskilda lnder och projektberedning.
This effectively splits the project cycle, making decision-making procedures and the interface between the Delegations and headquarters even more complex. 
Detta avbryter projektcykeln vilket ytterligare komplicerar rutinerna fr beslutsfattande, och grnsdragningen mellan delegationerna och huvudkontoret.
The Commission has now accepted that splitting the project cycle is not satisfactory. 
Kommissionen har nu accepterat att en uppsplittring av projektcykeln inte r tillfredsstllande.
A further reorganisation of the External Relations services is, therefore, being undertaken which seems to address many of the problems presented in this report. 
Ytterligare en omorganisation av tjnsten fr yttre frbindelser har drfr inletts, vilken frefaller rda bot p mnga av de problem som presenterats i denna rapport.