natgillin/translations-raw huggingface dataset:
As no progress has been made since 1997, other donors moved in to finance the activities originally foreseen for this key EU project. 
Eftersom inga framsteg gjorts sedan 1997 har andra bistndsgivare trtt fram fr att finansiera de tgrder som ursprungligen ingick i detta viktiga EU-projekt.
However, until the time of the audit, at the end of 1999, the Commission had neither reformulated nor cancelled the project. Other projects 80. 
Fram till granskningen i slutet av 1999 har kommissionen emellertid varken omformulerat eller annullerat projektet. vriga projekt 80.
The implementation of the project on counter-terrorist assistance to the PA (4) has been complicated and delayed by the fact thatfundswerecomingfromthreedifferentbudgetheadings, with different procedures and financing decisions. 
Genomfrandet av projektet om anti-terroristbistnd till PA (4) har varit komplicerat och frseningar har uppsttt p grund av att medel hmtats frn tre olika budgetrubriker som regleras av olika frfaranden och finansieringsbeslut.
Because of the very high influx of aid and the insufficient coordination between donors on the ground, delays in starting 3 (4) The total amount of these contracts is EUR 595 009. () JointAction97/289/CFSPandPLE/97/10. 
P grund av det mycket stora infldet av bistnd och otillrcklig samordning mellan bistndsgivarna p fltet, innebar 3 (4) Det totala beloppet fr dessa kontrakt r 595 009 euro. ( ) Gemensam tgrd 97/289/GUSP och PLE/97/10.
C 32/16 EN Official Journal of the European Communities 31.1.2001 implementation meant that micro-projects which were supposed to receive EU financing had already been funded by other donors or were no longer of high priority, because of changing circumstances. 
C 32/16 SV Europeiska gemenskapernas officiella tidning 31.1.2001 frseningar med genomfrandet att mikro-projekt som skulle ftt std frn EU redan hade finansierats av andra bistndsgivare eller ocks prioriterades de inte lngre s hgt p grund av ndrade frhllanden.
As a result, project identification had to be carried out twice, causing more delays and a waste of technical assistance financial resources (1). 
Detta ledde till att projektidentifieringen mste gras tv gnger, vilket orsakade ytterligare frseningar och slseri med de ekonomiska resurserna till det tekniska bistndet (1).
Also, the heavily centralised procedures which are currently used to decide on project identification are inappropriate for this kind of programme involving microprojects (2). 
De i hg grad centraliserade frfarandena, som ofta anvnds fr att besluta om projektidentifiering, r olmpliga fr detta slag av program som omfattar mikro-projekt (2).
The responsibility for the decision on the selection of the micro-projects should be devolved to ECRO, in order to make the implementation quicker and easier, without impairing the CommissionŐs monitoring and control. 
Ansvaret fr att fatta beslut om vilka mikro-projekt som skall vljas ut borde verlmnas till ECRO, s att genomfrandet kan g snabbare och lttare utan att kommissionens vervakning och kontroll blir lidande.
In the case of a large Primary Health Care Programme, because of insufficient preparation and coordination of donors, even before the implementation had started the project was already out-dated and needed to be thoroughly reformulated. 
Nr det gller primrhlsovrdsprogrammet var projektet frldrat redan innan genomfrandet pbrjats och det mste omformuleras i grunden, vilket berodde p otillrckliga frberedelser och bristande samordning av bistndsgivarna.
For another project, the local account was to be replenished by the Commission provided that the Palestinian implementing agencyjustifiedtheuseofatleast80%ofthepreviousadvance. 
Fr ett annat projekt skulle kommissionen stta in medel p det lokala kontot, frutsatt att det palestinska organet som skulle genomfra projektet kunde motivera anvndningen av minst 80 % av tidigare frskott.
However, because of the time necessary for the Commission to process payment requests (up to three months), this provision meant that advance funds were used up before the next payments were received, with the result that the Palestinian implementing agency had to pre-finance the project from its own funds for more than 1 million euro (3). 
P grund av den tid kommissionen behver fr att behandla anskningar om utbetalningar (upp till tre mnader), innebar denna bestmmelse att frskottet hade frbrukats innan nsta betalning erhlls. Detta ledde till att det palestinska organet mste betala ut frskott p ver 1 miljon euro av egna medel fr projektet (3).
COORDINATION WITH OTHER DONORS AND THE PALESTINIAN AUTHORITY 84. 
SAMORDNING MED ANDRA BISTNDSGIVARE OCH DEN PALESTINSKA MYNDIGHETEN 84.
The structures and arrangements for coordination between donors are well developed. 
Strukturerna och dispositionerna fr samordning mellan bistndsgivarna r vl utvecklade.
Structures for aid coordination include the Ad Hoc Liaison Committee (AHLC), with senior representatives of the major donors, and the Consultative Group (CG), with senior technical representatives of all donors and UN agencies. 
Strukturer fr samordning av bistndet omfattar den tillflliga kontaktkommittn med representanter i chefsstllning frn de viktigaste bistndsgivarna, och den rdgivande gruppen med tekniska representanter i chefsstllning frn alla bistndsgivare och FN-organ.
At the AHLC level, the Commission, in 1999, took a leading role in the updating of the Tripartite Action Plan on Revenue, Expenditure and Donor Funding for the Palestinian Authority (TAP). 
Identillflligakontaktkommittnfickkommissionen1999 en ledande roll i arbetet med att uppdatera trepartshandlingsplanen om inkomster, utgifter och bistnd fr den palestinska myndigheten (Tripartite Action Plan on Revenue, Expenditure and Donor Funding for the Palestinian Authority, TAP).
In general, however, despite the efforts of ECROŐs staff, the Commission, in Palestine, has not been able to exercise a coordination role commensurate with the size of its programme of (1) MSP I-II; at the end of 1999, the problem was already foreseen also 2 for MSP III, even before the start of its implementation. () This issue concerns also the implementation of LRDP, which, at the 3 endof1999,hadnotstartedyet. () MSP I-II. assistance. In 1999 it was not Shepherd (4) of any SWG. 
Trots ECRO-personalens anstrngningar har kommissionen i Palestina emel-(1) MSP I-II; vid slutet av 1999 kunde problemet frutses ven fr MSP 2 III, t.o.m. innan genomfrandet av projektet hade pbrjats. () Detta gller ocks genomfrandet av de lokala programmen fr lands-3 bygdens utveckling som vid slutet av 1999 nnu inte hade pbrjats. () MSP I-II. lertid inte kunnat spela en samordnade roll som str i proportion till storleken av dess bistndsprogram. r 1999 var den inte ÓShepherdÓ (4) fr ngon sektors-arbetsgrupp.
This was mainly due to the organisation and management weaknesses described above, in particular the lack of authority at the local level and the shortage of resources. 
Detta berodde frmst p de svagheter i organisationen och ledningen som beskrivits ovan och framfr allt p bristande auktoritet p lokal niv och knappa resurser.
The Commission has recently improved its coordination with the Member States, particularly concerning the adoption of the CSP and the NIP. 
Kommissionen har nyligen frbttrat sin samordning med medlemsstaterna, framfr allt vad gller antagandet av de landsvisa strategiska dokumenten och nya vgledande program.
Nevertheless, at the operational level, coordination with the Member States should be further improved and developed, for instance concerning the exchange of information from both sides on project identification and preparation, and on specific issues related to implementation. 
P operativ niv br samordningen med medlemsstaterna emellertid frbttras och utvecklas ytterligare, t.ex. nr det gller utbyte av information frn bda hll om projektidentifiering och projektfrberedelser samt om specifika frgor som gller genomfrandet.
In this regard the meetings, which are organised on the spot in order to discuss projects before they are presented to the Med-Committee, are certainly useful,butnotsufficient. 
I detta sammanhang r mten som hlls p platsen fr att diskutera projekt innan de lggs fram fr Med-kommittn visserligen nyttiga, men det r inte tillrckligt.
Because of a lack of representatives at senior level at the meetings, the Commission has not played the active, high-profile role in UNRWAŐs reform process that the size of its contribution wouldhavejustified,unlikeotherdonors,suchastheEUMember States and Switzerland. 
P grund av att det saknas representanter i chefsstllning p mtena har kommissionen inte spelat den aktiva, framtrdande roll i UNRWA:s reformprocess som vore motiverad med tanke p bidragens storlek, till skillnad frn andra bistndsgivare som t.ex.
The PA appreciates the CommissionŐs contribution to its development. 
PA uppskattar kommissionens bidrag till sin utveckling.
However, although the coordination mechanisms are being improved and the related activities intensified, the effectiveness of the coordination, according to the information obtained on the spot, is not yet considered on a par with other donors, because of the CommissionŐs planning weaknesses mentioned above. 
Enligt information som erhllits p platsen, anses emellertid samordningens effektivitet nnu inte vara lika bra som andra bistnds-givares, fastn samordningsmekanismerna hller p att frbttras och tgrderna i samband med dessa intensifieras. Detta beror p de svagheter i kommissionens planering som nmnts ovan.
CONCLUSIONS AND RECOMMENDATIONS 89. 
SAMMANFATTNING OCH REKOMMENDATIONER 89.
The CommissionŐs management of the programme of assistance to Palestinian society has had positive aspects and results (see paragraphs 23-24), and has encountered considerable external constraints (see paragraphs 16-22). 
Kommissionens frvaltning av programmen fr bistnd till Palestina har haft positiva sidor och effekter (se punkterna 23Đ24) och den har sttt p frsvrande yttre omstndigheter (se punkterna 16Đ22).
The special local conditions and their dynamic nature require, to an even greater extent than for other developing countries, adequate resources, good interservice coordination, an authoritative presence on the ground, clear objectives, timely decisions, efficient systems and operational procedures, as well as close monitoring and control. 
De speciella lokala frhllandena och deras dynamiska natur krver i nnu hgre grad n fr andra utvecklingslnder tillrckliga resurser, god samordning mellan avdelningarna, en auktoritativ nrvaro p fltet, tydliga ml, beslut som fattas i rtt tid, effektiva system och operativa frfaranden samt noggrann vervakning och kontroll.
In this respect, nevertheless, the impact of the programme has been reduced by structural weaknesses and failures in the CommissionŐs programming and management procedures and systems, which are the responsibility of the Commission and independent of local constraints (see paragraphs 28-83). 
I detta avseende har programmets effekter emellertid minskats av strukturella svagheter och misslyckanden i kommissionens frfaranden och system fr planering och frvaltning. Dessa ansvarar kommissionen fr och de r inte beroende av lokala omstndigheter (se punkterna 28Đ83).
These deficiencies are not unique to the programme of assistance to Palestine, but affect EU cooperation policy generally. 
Dessa brister r inte unika fr bistndsprogrammet till Palestina, utan pverkar EU:s samarbetspolitik generellt.
The remedies, therefore, should be seen in the perspective of a more general reform of Commission structures and procedures in this field. 
Lsningen borde drfr skas utifrn ett perspektiv som gller en mer allmn reform av kommissionens strukturer och frfaranden p detta omrde.
4 ( ) The Shepherd is the donor who plays the key coordinating role in an SWG. 
4 ( ) Shepherd, herde, kallas den bistndsgivare som har huvudrollen nr det gller samordningen av de sektorsvisa arbetsgrupperna.
31.1.2001 EN Official Journal of the European Communities C 32/17 90. 
31.1.2001 SV Europeiska gemenskapernas officiella tidning C 32/17 90.
The CommissionŐs management has sometimes focused its attention on the procedural details, at the expense of the results which were expected from the actions financed. 
Kommissionens frvaltning har ibland fokuserat uppmrksamheten p detaljer som rr frfarandet p bekostnad av de resultat som vntades av de finansierade tgrderna.
The implementation setbacks experienced by highly visible projects (such as the European Gaza Hospital and the technical assistance to the PLC), to which factors within the CommissionŐs control contributed, have had the consequence of undermining the EUŐs image as a manager of much needed aid. 91. 
Europeiska sjukhuset i Gaza och det tekniska bistndet till PLC), till vilka faktorer som kommissionen kunde kontrollera bidrog, har lett till att bilden av EU som frvaltare av vlbehvligt bistnd har frsmrats. funktion r fr gonblicket svag, vilket beror p personalbrist och brist p tekniska resurser som t.ex. databaser.
Devolution of greater authority to field offices is generally needed in order to improve the effectiveness of the EU cooperation policy. 
Manmstefokuserapresultaten. d) Liksom p andra omrden av EU:s samarbetspolitik mste den nuvarande uppsplittringen av projektcykeln vervinnas.
Coordination and collaboration between different services need to be substantially improved, with a view to fostering the sharing of responsibilities and the pooling of expertise, simplifying and shortening the decision-making process and reacting rapidly to changing circumstances; (e) project preparation should be substantially improved, and a pipeline of projects should be created. 
Samordningen och samarbetet mellan olika avdelningar mste frbttras ptagligt, i avsikt att befordra delat ansvar och gemensam expertis, en frenklad och frkortad beslutsprocess och snabba tgrder vid ndrade frhllanden. e) Projektfrberedelserna mste gras mycket bttre och en kedja av projekt p olika stadier mste upprttas.
The current situation, whereby project preparation tends to be too quick and superficial, and implementation consequently often delayed, should be corrected; (f) indicators should be introduced in order to allow the Commission to assess its own performances in achieving the objec-tivesthatithasfixed. 
Den nuvarande situationen, dr projektfrberedelserna har en tendens att vara alltfr snabba och ytliga, vilket ofta leder till att genomfrandet frsenas, mste rttas till. f) Indikatorer mste infras s att kommissionen kan bedma sin egen effektivitet vad gller att n sina faststllda ml. dess sammantrde i Luxemburg den 11 och 12 oktober Fr revisionsrtten Jan O. KARLSSON Ordfrande 91. a) b) Revisionsrtten rekommenderar framfr allt fljande: Kommissionen br omprva sina prioriteringar.
This report was adopted by the Court of Auditors in Luxembourg at its meeting of 11 and 12 October 2000. 
Denna Denna rapport har antagits av revisionsrtten vid 2000.
C 32/18 EN Official Journal of the European Communities 31.1.2001 EXECUTIVE SUMMARY 1 to 3. 
C 32/18 SV Europeiska gemenskapernas officiella tidning 31.1.2001 SAMMANFATTNING 1Đ3.
Assistance to the Palestinians has been and is one of the EUŐs political priorities. 
Bistndet till palestinierna har varit och r en av EU:s politiska prioriteringar.
The CommunityŐs programme of assistance was hampered by the difficult circumstances prevailing in the area. 
Gemenskapens bistndsprogram har hindrats av de svra frhllanden som rder i omrdet.
These were extraordinary circumstances that required continuous adaptation with limited resources. The increase in the volume of assistance, as well as the change of orientation of the programme compounded by the limitation of human resources made it difficult to respond to the needs and the principles defined by both the Council and the European Parliament. 
Det handlar om ovanliga omstndigheter som har krvt kontinuerlig anpassning med begrnsade resurser. kningen av bistndets omfattning tillsammans med programmets ndrade inriktning, vilket ytterligare frsvrats av de begrnsade personalresurserna, har gjort det svrt fr kommissionen att till-mtesgbehovenochlevaupptilldeprincipersomfastlagtsav rdet och Europaparlamentet.
The Commission considers that the overriding factor affecting the impact of the programme was the lack of human resources. 
Kommissionen anser att personalbristen har varit den faktor som frmst inverkat p programmet.
The Commission concedes that there were weaknesses in management, mostly as a result of this. 
Kommissionen medger att det har frekommit brister i frvaltningen, vilket till strsta del har berott p detta.
Plans are in hand for changing both the structures and the systems used within the Commission, as follows. (a) The Commission has embarked on an overhaul of the management of its external aid programme as part of the wider Commission reform effort. (b) The CommissionŐs efforts to promote the use of performance indicators will be renewed. (c) The whole question of project preparation and planning is being addressed as part of the overall reform process. (d) The question of coordination with other donors and Member States will continue to be kept under review. 
Det finns planer p att frndra svl de strukturer som system som tillmpas inom kommissionen, enligt fljande: a) Kommissionen har inlett en versyn av frvaltningen av de externa bistndsprogrammen, som en del i den allmnna reformen av kommissionen. b) Kommissionen kommer att gra nya anstrngningar fr att frmja tillmpningen av resultatindikatorer. c) Hela frgan gllande projektfrberedelser och projektplanering tas upp som en del i den allmnna reformprocessen. d) Frgan om samordning med andra bistndsgivare och medlemsstater kommer att fortstta att diskuteras.
INTRODUCTION Context and background of European Union (EU) assistance to Palestinian society 5. 
INLEDNING Sammanhang och bakgrund vad gller Europeiska unionens (EU:s) bistnd till det palestinska samhllet 5.
In 1987 a new budget line was established for the West Bank and Gaza Strip. 
1987 inrttades en ny budgetpost fr Vstbanken och Gaza.
The Council adopted Regulation (EC) No 1734/94 as the legal instrument regulating the pledge. 
Rdet antog frordning (EG) nr 1734/94 som utgr den rttsliga grunden fr tagandena.
According to that Regulation the Community should implement financial and technical cooperation with the West Bank and Gaza Strip under a five-year programme, 1994 to 1998. 
I frordningen faststlldes att gemenskapen skulle bedriva ett ekonomiskt och tekniskt samarbete med Vstbanken och Gaza inom ramen fr ett femrsprogram under perioden1994Đ1998.
As the figures in paragraph 8 of the CourtŐs report show, since 1994 the Community has far exceeded this pledge. 
Det framgr av siffrorna under punkt 8 i revisionsrttens rapport attgemenskapensedan1994harverskriditdeutlovadetagan-dena betydligt.
Grantsupporthasbeenconcentratedonthreeareas:infrastruc-ture rehabilitation, institution building (including recurrent cost support to the education sector) and private sector development. 
Gvobistndet har koncentrerats till tre omrden: terstllande av infrastruktur, institutionsuppbyggnad (bland annat bidrag till de lpande kostnaderna inom utbildningssektorn) och utveckling av den privata sektorn.
The legal and budgetary framework of the programme 8. 
Programmets legala och budgetmssiga ram 8.
This assistance to UNRWA continues to this day, with triennial conventions between the EC and UNRWA governing the Community contribution to the operations of UNRWA in its fields of operation (health and education). 
Bistndet till UNRWA (FN:s hjlporganisation fr palestina-flyktingar) fortstter n i dag p grundval av treriga konventioner mellan EG och UNRWA, i vilka gemenskapens bidrag till UNRWA:s verksamhet inom dess verksamhetsomrden (hlsa och utbildning) faststlls.
The previous EC-UNRWA Convention expired at the end of 1998. 
Den frra konventionen mellan EG och UNRWA lpte ut i slutet av 1998.
In November 1998, the Council adopted the directives for the Commission to negotiate the 10th EC-UNRWA Convention, covering the period 1999 to 2001. 
Rdet antog i november 1998 frhandlingsdirektiv fr kommissionen gllande den tionde konventionen mellan EG och UNRWA som omfattar perioden 1999Đ2001.
The negotiations with UNRWA are concluded allowing for the signature of the Convention and disbursement of funds in early autumn 1999. 
Frhandlingarna med UNRWA avslutades, konventionen undertecknades och medel brjade utbetalas tidigt under hsten 1999.
In addition to the conventional contribution, some specific UNRWA projects are supported by the Commission, amongst others, on food aid (Directorate-General Ń DG Development) and humanitarian aid (ECHO). 
Utver det ordinarie bidraget stder kommissionen vissa specifika UNRWA-projekt, t.ex. gllande livsmedelsbistnd (Generaldirektoratet fr bistnd) och humanitrt bistnd (ECHO).
EXTERNAL CONSTRAINTS ON THE PROGRAMME The weakness of Palestinian institutions 22. 
YTTRE OMSTNDIGHETER SOM PVERKAR PROGRAMMET De palestinska myndigheternas brister 22.
The Commission and other donors have pushed hard for corrective measures. 
Kommissionen och vriga bistndsgivare har gjort stora ptryckningar fr att korrigerande tgrder skall vidtas.
As a consequence of this the Palestinian authority has already taken the first steps to improve its budgetary transparency. 
Som ett resultat av detta har den palestinska myndigheten redan tagit de frsta stegen mot en frbttrad insyn i budgeten.
THE COMMISSIONŐS FORMULATION AND MANAGEMENT OF THE PROGRAMME Budgetary execution 26 and 27. 
KOMMISSIONENS FORMULERING OCH F RVALTNING AV PROGRAMMET Genomfrandet av budgeten 26Đ27.
The overriding political situation in the area and the complexity of the projects make it particularly difficult to foresee THE COMMISSIONŐS REPLIES 
Den allt verskuggande politiska situationen i omrdet och projektens komplexitet gr det srskilt svrt att frutse hur KOMMISSIONENS SVAR
31.1.2001 EN Official Journal of the European Communities C 32/19 how quickly projects can be implemented or even whether financing agreements will be signed. 
31.1.2001 SV Europeiska gemenskapernas officiella tidning C 32/19 snabbt projekten kan genomfras och huruvida finansieringsavtal verhuvudtaget kommer att undertecknas.
This uncertainty makes it difficult topredicttheactuallevelofdisbursement,buttherehavebeen improvements in forecasts over the last year. 
Denna oskerhet gr detsvrtattfrutsgahurmycketsomkommerattutbetalas,men prognoserna har frbttrats under det senaste ret.
Human resources Number of staff TheCommissionŐscentralservices 29. 
Personal Antal anstllda Kommissionens centrala avdelningar 29.
The Court recognises the staff shortages in the geographical and technical units. 
Revisionsrtten ppekar att det rder personalbrist i de geografiska och tekniska enheterna.
The financial units have been equally under resourced, and the Commission has recognised the problem and is addressing the issue of staffing in general. 
De ekonomiska enheterna har ocks varit underbemannade, och kommissionen har insett problemet och diskuterar personalfrgan i allmnhet.
The Commission recognises the shortage of administrative resources devoted to the external aid programmes and has drawn this to the attention of the budgetary authority on several occasions, and most recently in the communication on reform adopted by the Commission on 16 May 2000. 
Kommissionen erknner bristen p administrativa resurser fr de externa bistndsprogrammen och har vid flera tillfllen ppekat detta fr budgetmyndigheten, senast i det meddelande omreformersomantogsavkommissionenden16maj2000.
Between February and November 1994, work was carried out without authorisation from the Israeli authorities. 
Mellan februari och november 1994 utfrdes arbete utan tillstnd frn myndigheterna i Israel.