natgillin/translations-raw huggingface dataset:
In addition to large TACIS projects with a budget of at least 2 million euro, there were three smaller Bistro (4) projects, three smaller extensions of earlier projects and one feasibility study contract. 
Frutom stora Tacisprojekt med en budget p minst 2 miljoner euro ingick tre mindre Bistro-projekt (4), tre mindre frlngningar av tidigare projekt och ett kontrakt om genomfrbarhetsstudier.
Most of the projects faced problems during one or several phases of the project cycle. 
De flesta av projekten hade problem under en eller flera faser i projektcykeln.
These problems are elaborated below. 
Dessa problem beskrivs nedan.
Table 1 shows the number of projects affected by the main problems revealed by the audit. 
I tabell 1 visas antalet projekt som var drabbade av de huvudsakliga problem som konstaterades vid granskningen.
Table 1 Number of projects affected by the main problems revealed by the audit Total number of projects audited = 29 Project identification and planning Lengthy project-planning schedule Unrealistic assumptions Unrealistic objectives Imprecise or missing objectives Unsuccessful choice and involvement of the beneficiary Project financing Unclear project size determination Project implementation Delays in implementation Problems with contractorsŐ performance Monitoring was ineffective Objectives were not/only partly met Conditionalities not set or not respected Dissemination and sustainability Poor dissemination Poor sustainability Lack of evaluation Number of projects with problems 8 12 9 16 11 8 12 6 3 12/8 8 17 24 27 Number of projects without problems 21 17 20 13 18 21 17 23 26 9 21 12 5 2 Objectives not achieved or achieved only partially 18. 
Tabell 1 Antal projekt drabbade av de huvudsakliga problem som konstaterades vid granskningen Totalt antal granskade projekt: 29 Projektidentifiering och projektplanering Utdragen tidsplan fr projektplanering Orealistiska antaganden Orealistiska ml Otydliga ml eller avsaknad av ml 8 21 12 17 9 20 16 13 Antal projekt med problem Antal projekt utan problem Misslyckande med urvalet av stdmottagare och med stdmottagarnas delaktighet 11 18 Projektfinansiering Otydlig bestmning av projektstorlek 8 21 Projektgenomfrande Frseningar i genomfrandet 12 17 Problem med entreprenrernas utfrande 6 23 Ineffektiv vervakning 3 26 Mlen uppfylldes inte eller uppfylldes endast delvis 12/8 9 Villkor faststlldes inte eller respekterades inte 8 21 Spridning och hllbarhet Bristande spridning Bristande hllbarhet Avsaknad av utvrdering 17 12 24 5 27 2 Ml uppfylldes inte eller uppfylldes endast delvis 18.
Nine projects fully achieved their objectives. 
Nio projekt uppfyllde helt sina ml.
In eight cases the objectives were partially reached and in twelve cases the objectives were not achieved. 
I tta fall uppfylldes mlen delvis och i tolv fall uppfylldes de inte.
(4) Bistro is a TACIS facility designed to respond quickly to requests for support for small scale projects (as a rule up to 100 000 euro). 
(4) Bistro r en Tacistgrd utformad fr att snabbt kunna mta begran om std till smskaliga projekt (i regel upp till 100 000 euro).
C 119/6 EN Official Journal of the European Union 19.5.2006 Box 1 One project had several specific objectives. 
C 119/6 SV Europeiska unionens officiella tidning 19.5.2006 Ruta 1 Ett projekt hade flera specifika ml.
One of them was to ensure harmonisation of legal road standards between the EU and the Russian Federation. 
Ett var att harmonisera rttsliga vgstandarder mellan EU och Ryska federationen.
This objective could not be reached because there is no such EU standard. 
Detta ml kunde inte uppfyllas eftersom det inte finns ngon sdan EU-standard.
The second one was to enable comparative tests of road materials by providing a Russian agency with testing equipment. 
Det andra var att mjliggra jmfrande underskningar av vgmaterial genom att frse en rysk byr med undersk-ningsutrustning.
The equipment was delivered but it was still unused almost two years after the projectŐs end. 
Utrustningen levererades men var fortfarande oan-vnd nstan tv r efter det att projektet hade avslutats.
The third objective, training of the beneficiaryŐs staff, was cancelled in the middle of the project. 
Det tredje mlet, utbildning av stdmottagarens personal, stlldes in efter halva projekttiden.
In general, the most successful projects in terms of meeting their objectives were the small ones, where the objectives were well and clearly identified. 
I allmnhet var de sm projekten de mest lyckade nr det gllde att uppfylla mlen eftersom mlen var ordentligt och tydligt definierade.
Also projects implemented in the regions generally performed better than projects targeting ministries at central level because of a greater level of commitment and feeling of ownership by the beneficiary, and more staff motivation. 
Vidare lyckades projekt som genomfrdes i regionerna generellt sett bttre n projekt som gllde ministerier p central niv p grund av att stdmottagaren upplevde en starkare knsla av tagande och egenansvar och p grund av att personalen var mer motiverad.
Programming framework 20. 
Ram fr programplaneringen 20.
Over the years the Commission has developed a system of programming external actions. 
Med ren har kommissionen utvecklat ett system fr programplanering av externa tgrder.
In theory the system is comprehensive and logical. 
I teorin r systemet heltckande och logiskt.
It has been stable already for many years. 
Det har varit stabilt i mnga r.
In line with other external action programmes many documents are drafted at various levels of TACIS programming and implementation (see paragraphs 4 and 5). 
Liksom inom andra program fr externa tgrder utarbetas mnga dokument inom Tacis p flera olika niver i programplaneringen och genomfrandet (se punkterna 4 och 5).
However, the programming process including the internal and external consultations is long. 
Programplaneringsprocessen, inklusive de interna och externa samrden, tog dock lng tid.
This put pressure on the project identification and preparation of the planning documents for the individual projects and finally when the deadlines for submission of projects were approaching, resulted in ToRs of insufficient quality (see paragraph 26). 
I och med detta blev det mindre tid fr projektidentifiering och utarbetande av planeringsdokumenten fr de enskilda projekten vilket slutligen, nr sista datum fr inlmnande av projekt nrmade sig, resulterade i uppgiftsbeskrivningar av otillfredsstllande kvalitet (se punkt 26).
The results of the projects audited, and the analysis of the problems faced by them, show that, despite the apparent efforts of the Commission during the formal consultations, the programming and subsequent project identification including preparation of financing memoranda and individual ToRs, were carried out in the absence of an adequate dialogue (see paragraph 6) with the various levels, i.e. Russian authorities administering the TACIS programme and beneficiaries (ministries and other organisations). 
Resultaten av de granskade projekten och analysen av de problem som tillsttte under projektens gng visar att kommissionen trots uppenbara arbetsinsatser under de formella samrden nd utfrde programplaneringen och den efterfljande pro-jektidentifieringen, inklusive utarbetande av finansieringsverenskommelser och enskilda uppgiftsbeskriv-ningar, utan att fra en tillfredsstllande dialog (se punkt 6) med de olika niverna, det vill sga stdmottagarna (ministerier och andra organisationer) och de ryska myndigheter som administrerar Tacisprogrammet.
For some areas of intervention the reform process in the Russian Federation had not advanced as hoped or the political environment on the beneficiary side had not matured enough for a constructive dialogue with the Commission. 
Fr vissa stdomrden hade reformprocessen i Ryska federationen inte framskridit s som man hoppats eller ocks var inte den politiska miljn p mottagarsidan mogen fr en konstruktiv dialog med kommissionen.
As a consequence there were some cases where the Russian authorities accepted assistance which the final beneficiaries did not actually want. 
Till fljd av detta accepterade de ryska myndigheterna i ngra fall bistnd som de slutliga mottagarna i sjlva verket inte ville ha.
This lack of dialogue and the length of the planning process (see paragraph 21) had a negative impact on the effectiveness of the projects. 
Bristen p dialog och den lnga planeringsprocessen (se punkt 21) inverkade negativt p projektets ndamlsenlighet.
Project identification and planning Poor application of the Project Cycle Management System 23. 
Identifiering och planering av projekt Bristande tillmpning av systemet med projektcykelfrvaltning 23.
In 1992 the Commission adopted the PCM methodology setting out the format and contents of Financing Proposals and including a requirement to draw up a logical framework (1) in order to improve its project management. 
Fr att frbttra sin projektfrvaltning antog kommissionen 1992 metoden med projektcykelfrvaltning dr finansie-ringsfrslagens format och innehll faststlls, och dr det stlls krav p att en logisk ram (1) skall utarbetas.
However, the use of the PCM methodology and logical frameworks was made obligatory by the Commission only from 2001. 
Kommissionen gjorde det dock inte obligatoriskt att anvnda projektcykelfrvaltnings-metoden och den logiska ramen frrn 2001.
24. In 2001 the Court published Special Report No 21/2000 on the management of the CommissionŐs external aid programmes. 
24. r 2001 offentliggjorde revisionsrtten srskild rapport nr 21/2000 om frvaltning av kommissionens program fr yttre bistnd.
One of the findings in the report was that the logical frameworks as part of the PCM were often not well prepared (2). 
En av iakttagelserna i rapporten var att den logiska ramen som en del av projektcykelfrvaltningen ofta var illa frberedd (2).
This TACIS audit showed that the Commission still did not use the PCM, including the logical frameworks, systematically. 
Denna Tacisgranskning visade att kommissionen fortfarande inte systematiskt anvnde sig av projektcykelfrvaltning och den logiska ramen.
The audit also showed that in most of the cases where the logical frameworks were used effectively, the projects achieved better results. 
Granskningen visade ocks att i de flesta av de fall dr den logiska ramen anvndes ndamlsenligt uppndde projekten bttre resultat.
Long project-planning schedule 25. 
Lng tidsplan fr projektplanering 25.
The time-span from the original idea or request for project funding to the inception of the actual project was very long. 
Det tog mycket lng tid frn ursprungsid eller begran om projektfinansiering till det att det faktiska projektet inleddes.
It may take up to three years to launch a consultancy project, which is too long, as the needs and situations of the beneficiaries change. 
Det kan ta upp till tre r att inleda ett konsultprojekt, vilket r alltfr lng tid eftersom stdmottagarnas behov och situationer frndras.
Due to the delays, the projects, especially those related to policy development or crisis management, were already outdated when they eventually started. 
P grund av frseningarna var projekten, srskilt de som gllde policyutveckling och krishantering, inte lngre aktuella nr de slutligen pbrjades.
Consequently, as time had solved the original problems the contractors had to change the projectsŐ approaches which further delayed their implementation. 
Eftersom de ursprungliga problemen hade lsts med tiden blev entreprenrerna tvungna att ndra projektens inriktning, vilket ytterligare frsenade genomfrandet av dem.
Box 2 Prior to providing assistance in the area of anti-money laundering activities the Commission insisted on a feasibility study be produced. 
Ruta 2 Innan std beviljades fr bekmpning av penningtvtt insisterade kommissionen p att det skulle genomfras en genomfrbarhetsstudie.
Mainly due to internal coordination difficulties between Commission services but also because it took the beneficiary organisation unduly long to approve its ToR, the start of this preparatory project itself was delayed by two years. 
Pbrjandet av sjlva detta frberedande projekt frsenades med tv r, frmst beroende p svrigheter med den interna samordningen mellan kommissionens avdelningar, men ocks fr att det tog mottagarorganisationen omotiverat lng tid att anta sin uppgifts-beskrivning.
Eventually, this delayed the technical assistance project Ń which was politically and economically important and also urgent for the Russian Federation Ń by five years. 
P grund av detta frsenades ven projektet fr tekniskt bistnd Đ som var politiskt och ekonomiskt viktigt och till och med brdskande fr Ryska federationen Đ med fem r.
(1) The logical framework is a tool which makes explicit the underlying logic of the project design, i.e. how particular inputs should produce certain outputs which will help meet objectives which will contribute to wider goals. 
(1) En logisk ram r ett arbetsverktyg som synliggr den underliggande logiken i ett projekts utformning, dvs. hur en viss input skall resultera i en viss output s att mlsttningar uppns som kan leda till att vergripande ml uppns.
(2) OJ C 57, 22.2.2001, paragraph 37. 
(2) EGT C 57, 22.2.2001, punkt 37.
19.5.2006 EN Official Journal of the European Union C 119/7 Unrealistic underlying assumptions and objectives 26. 
19.5.2006 SV Europeiska unionens officiella tidning C 119/7 Orealistiska bakomliggande antaganden och ml 26.
The long planning period did not always result in ToRs of good quality. 
Den lnga planeringsperioden resulterade inte alltid i uppgiftsbeskrivningar av god kvalitet.
In nine cases insufficient background investigations in the project design phase led to unrealistic objectives. 
I nio fall ledde otillrckliga bakgrundsutredningar under projektutformningsfasen till orealistiska ml.
Often, the project designs did not take into account the legal constraints in implementing the project, or the objectives were outside the competence of the beneficiary, or they were just too extensive and abstract to be reached by a single project. 
Projektutformningen tog ofta inte hnsyn till rttsliga begrnsningar fr projektets genomfrande och mlen lg ofta utanfr stdmottagarens behrighet eller var helt enkelt fr omfattande och abstrakta fr att kunna uppns genom ett enda projekt.
For example, most of the projects with objectives or tasks related to policy formulation, including enacting of legislation, were unsuccessful. 
Till exempel hade man ingen framgng med de flesta av de projekt vars ml eller uppgifter var relaterade till politikutformning, inklusive antagande av lagstiftning.
Box 3 A pilot project was established to test a new model for facilitating the start of new businesses. 
Ruta 3 Ett pilotprojekt inleddes fr att testa en ny modell som skulle underltta startandet av nya fretag.
However, a similar model had already been established in the Russian Federation with the help of Canadian technical assistance in the middle of the nineties. 
Ett liknande system hade dock redan upprttats i Ryska federationen med hjlp av kanadensiskt tekniskt bistnd i mitten av nittiotalet.
The participation of the Russian counterparts, as well as the line directorates-general at the Commission, in the processes of drafting and approval of the planning documents varied greatly and can be deemed to have been insufficient to secure realistic planning in some cases. 
Det fanns stora variationer i hur mycket svl de ryska motparterna som kommissionens generaldirektorat p respektive fackomrde deltog i utarbetandet och godknnandet av plane-ringsdokumenten, och deltagandet kan i vissa fall bedmas ha varit otillrckligt fr att planeringen helt skert skulle vara realistisk.
Box 4 In one case a city was involved in a district heating and power project but not nominated as a primary beneficiary. 
Ruta 4 I ett fall var en stad involverad i ett uppvrmnings-och energiprojekt fr ett distrikt, men inte utsedd bland de frmsta stdmottagarna.
It did not endorse the ToR and as a result, the project was delayed and faced other managerial problems caused by a lack of commitment by the city authorities. 
Staden godknde inte uppgiftsbeskrivningen, vilket ledde till att projektet frsenades och att andra frvaltningssvrigheter uppstod p grund av att stadens myndigheter inte var tillrckligt engagerade.
Examples of unrealistic assumptions and objectives include: the institutional framework of a beneficiary was not adequate or was non-existent, the target group had no interest in the services provided, the cooperation potential of the local administration was over-estimated or the beneficiary was not, by legislation, allowed to provide the services or information foreseen by the project. 
Exempel p orealistiska antaganden och ml r bland annat fljande: stdmottagarens institutionella ram var inte lmplig eller ocks fanns det ingen institutionell ram, mlgruppen hade inget intresse av de tjnster som erbjds, den lokala administrationens mjlighet att samarbeta hade verskattats, eller ocks hade stdmottagaren enligt lagstiftningen inte mjlighet att erbjuda de tjnster eller tillhandahlla den information som avsgs i projektet.
Box 5 A remote and entirely local road management project had an inadequate overall objective, Ôto facilitate trade between the EU and the Russian FederationŐ. 
Ruta 5 Ett avsides belget och helt lokalt vgfrvaltningsprojekt hade ett inadekvat vergripande ml, nmligen Óatt underltta handel mellan EU och Ryska federationenÓ.
Another example of an unrealistic objective is presented in the box of paragraph 18 concerning the harmonisation of road standards. 
Ytterligare ett exempel p ett orealistiskt ml beskrivs i rutan under punkt 18 om harmonisering av vgstandarder.
Imprecise or missing objectives 29. 
Otydliga ml eller avsaknad av ml 29.
Thirteen projects audited had clear objectives. 
Tretton granskade projekt hade tydliga ml.
However, in sixteen of the projects audited, the initial project objectives in the ToR either described only the intended activities or input instead of setting clear and measurable objectives; or they were formulated in the same general way as in the political programming documents, forcing the contractors to define the actual purpose of the projects during implementation. 
I 16 av de granskade projekten beskrev man dock i de ursprungliga projektmlen i uppgiftsbeskrivningen antingen endast de planerade verksamheterna eller insatserna istllet fr att ange tydliga och mtbara ml, eller ocks var mlen formulerade p samma allmnna stt som i de politiska programplaneringsdokumenten, vilket ledde till att entreprenrerna tvingades definiera det verkliga syftet med projekten under genomfrandets gng.
The projects did not have objectives that would have identified the problems to be solved nor did they have such objectives against which the achievements of the projects could have been measured. 
Projekten hade inte ml som kunde visa vilka problem som skulle lsas och inte heller ml som resultaten av projekten kunde mtas mot.
For most of the projects audited objectively verifiable indicators had not been defined. 
Fr de flesta av de granskade projekten hade man inte faststllt objektivt verifierbara indikatorer.
In other cases, where the objectives were clear and intelligible, there were differences between the actual project activities and the projectŐs initial objectives as described in the ToR. 
I andra fall, dr mlen var tydliga och begripliga, avvek den faktiska projektverksamheten frn projektets ursprungliga ml s som de beskrevs i upp-giftsbeskrivningen.
In one case the project was executed without specific objectives or objectively verifiable indicators. 
I ett fall genomfrdes projektet utan srskilda ml eller objektivt verifierbara indikatorer.
Instead it was directed towards providing ad hoc services to a ministry without being clear about the exact objective of the work. 
Istllet inriktades det p att efter behov bist till ett ministerium utan att det verkliga syftet med arbetet klargjordes.
In the case of another project the beneficiaries in the private sector received assistance to develop their commercial activities which in fact was outside the scope of the overall objective of the project. 
I ett annat projekt fick stdmottagarna inom den privata sektorn std fr att utveckla sin kommersiella verksamhet, vilket lg utanfr projektets vergripande ml.
For some projects the design was overly complex, including too many separate and not interlinked tasks and objectives. 
Vissa projekt hade ondigt komplicerad utformning och innehll alltfr mnga separata och inte sammankopplade uppgifter och ml.
Box 6 One project had 23 different major outputs or objectives integrated into 8 different components. 
Ruta 6 Ett projekt hade 23 olika strre resultat eller ml sammanfrda i tta olika komponenter.
These covered themes like environmental protection in oil production, energy saving measures and studies of fish hatcheries. 
Dessa omfattade teman som miljskydd vid oljeproduktion, energisparande tgrder och studier av fiskodlings-anlggningar.
As a consequence of this complexity several of the foreseen objectives, including the two most significant ones, were not fully achieved. 
Till fljd av denna komplexitet uppfylldes inte flera av de uppstllda mlen till fullo, bland annat de tv mest vsentliga.
Unsuccessful selection and involvement of beneficiaries 32. 
Misslyckande med urvalet av stdmottagare och med stdmottagarnas delaktighet 32.
Selecting suitable beneficiaries as project partners was very problematic because the project objectives were sometimes outside the competence of the project partner, or the beneficiary was not ready to receive or able to benefit from the support. 
Det var mycket problematiskt att vlja ut stdmottagare som skulle kunna vara lmpliga partner i ett projekt eftersom projektmlen ibland lg utanfr projektpartnerns kompetens, eller ocks var stdmottagaren inte redo att ta emot stdet eller kunde inte dra nytta av det.
In one case the Commission wanted to support a federal agency for political reasons, in view of the forthcoming cooperation negotiations between the EU and the Russian Federation. 
I ett fall ville kommissionen av politiska skl stdja ett federalt organ infr de frestende samarbets-frhandlingarna mellan EU och Ryska federationen.
However, this agency was not in the end involved in the actual negotiations. 
Organet deltog dock i slutndan inte i de nmnda frhandlingarna.
C 119/8 EN Official Journal of the European Union 19.5.2006 33. 
C 119/8 SV Europeiska unionens officiella tidning 19.5.2006 33.
When a project had several beneficiaries, implementation faced a number of problems. 
Nr ett projekt hade flera stdmottagare uppstod ett antal problem vid genomfrandet.
Lack of cooperation between the federal and regional authorities or lack of cooperation between different federal and between different regional authorities was usual. 
Avsaknad av samarbete mellan de federala och de regionala myndigheterna eller avsaknad av samarbete mellan olika federala och mellan olika regionala myndigheter var vanligt.
This failing, although apparent, had not been taken into consideration during the planning. 
Trots att dessa brister var uppenbara hade man inte tagit hnsyn till dem vid planeringen.
Box 7 In one case the initiating beneficiary was operating only at the level of a region. 
Ruta 7 I ett fall arbetade den initiativtagande stdmottagaren endast inom en region.
To meet the minimum size requirements of the project budget it had to be expanded to cover several regions. 
Fr att uppfylla minimikraven p projektbudgetens storlek var den tvungen att tcka flera regioner.
To solve the problem another beneficiary was created but only on paper. 
Fr att lsa problemet skapades en annan stdmottagare, men endast p pappret.
It did not have legal identity, nor did it otherwise exist outside the project planning documents. 
Den saknade juridisk identitet, och existerade heller inte annat n i projekt-planeringsdokumenten.