natgillin/translations-raw huggingface dataset:
1 () In practice, delays may be even longer: in cases were the projects had not started at the time of the audit visit, the dates of these audit visits 2 were taken as the basis for the calculation. () The tendering process rarely runs smoothly: delays occur at many stages of the procedure; experts proposed in the winning bid become unavailable and must be replaced; sometimes the whole tendering process must be restarted. 
1 () I praktiken kan frseningarna bli nnu lngre, i de fall dr projekten inte hade startat d granskningen gde rum har datum fr gransk-2 ningsbesket anvnts som utgngspunkt fr berkningen. () Anbudsfrfarandet lper sllan obehindrat. Det uppstr ofta frseningar vid flera etapper av processen, experter som freslagits i det vinnande anbudet r inte lngre tillgngliga och mste ersttas, och ibland mste hela anbudsfrfarandet gras om.
It is clear that projects will not always be able to start implementation as soon as the Financing Agreement is signed. 
Det r tydligt att projekt inte alltid kan komma att genomfras s snart finansieringsverenskommelsen r undertecknad.
Many projects, especially ÔprocessŐ projects(3), require an inception period while diagnostic studies to establish baseline data etc. are prepared. 
Mnga projekt, och d srskilt ÓprocessprojektÓ(3), krver en inledningsfas d studier genomfrs och grundlggande data frbereds.
In these cases, it is not uncommon for the inception phase to identify significant changes that are needed to the project. 
Det r d inte ovanligt att man i inledningsfasen noterar betydande frndringar som mste gras i projektet.
In Asia, Latin America and the Mediterranean countries this leads to amendments to the Financing Agreement (4), which, in recent years, have taken a long time to process (see paragraph 52). 
I Asien, Latinamerika och i Medelhavsomrdet leder detta till ndringar i finansieringsverenskommelsen (4) vilket under senare r tagit lng tid att handlgga (se punkt 52).
Amendments to Financing Agreements requiring no change to the budget but simply an extension in time are also often required. Even these simple amendments take a long time to process. 
Det krvs ocks ofta ndringar av finansieringsverenskommelsen som inte gller budgeten utan helt enkelt en frlngning av projekttiden. ven sdana enkla ndringar tar lng tid att hantera.
The frequency with which projects are extended is also an indication that most project timetables are unrealistically short. 
Att projekten s ofta frlngs r ocks ett tecken p att de flesta projekttidtabeller r orealistiskt korta.
THE ROLE OF DELEGATIONS 48. 
DELEGATIONERNAS ROLL 48.
Responsibilities related to the implementation of external aid programmes are only one of their main areas of activities. 
Ansvaret fr att genomfra program fr yttre bistnd r bara en av deras huvuduppgifter.
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. 
Delegationerna har nu allt mer en politisk roll som unionens representanter, de r verksamma inom den ekonomiska, kommersiella och kulturella sfren och informerar om unionen, dess politik och program.
The proportion of time and resources that Delegations had available for external aid programmes was on average 41 % (5). 
Andelen tid och resurser som delegationerna i genomsnitt hade tillgnglig fr program fr yttre bistnd var 41 % (5).
The degree of responsibility of the Delegations for the different phases of the project cycle varies considerably. 
Delegationernas andel av ansvaret fr de olika faserna i projektcykeln varierar betydligt.
The ACP Delegations, under the rules of the Lom Conventions, have had more responsibility than the Delegations in Asia, Latin America and the Mediterranean countries. 
AVS-delegationerna har genom reglerna i Lomkonventionen haft strre ansvar n delegationerna i Asien, Latinamerika och Medelhavslnderna.
The new Phare orientations provide for greater deconcentration of responsibilities to Delegations. 
Riktlinjerna fr de nya Phare-programmen innebr en mjlighet att ge delegationerna strre ansvar.
All Delegations, however, have important responsibilities during the implementation phase, which can be put under the overall heading of project monitoring (see paragraphs 61-65). 
Alla delegationer har emellertid betydande ansvar under genomfrandefasen vilken kan hnfras till den mer vergripande rubriken projektvervakning (se punkterna 61Đ65).
The responsibility and decision-making authority 50. 
Ansvarsfrdelning och beslutsfattande myndighet 50.
In all regions the duties to be carried out by the staff in the Delegations and at headquarters in Brussels in relation to the (3) A process project is one where the objective is to set in motion a development ÔprocessŐ, which will continue after the end of the project period. 
I samtliga regioner r ansvarsfrdelningen oklar under projektcykelns olika stadier mellan vad som skall sktas av personal (3) Fr ett processprojekt r mlsttningen att stta igng en utvecklingsprocess som kommer att fortstta sedan projektperioden avslutats.
It compares with a ÔblueprintŐ project, such as the construction of a road, which involves the simple execution of something fully 4 designed in advance. () In ACP countries, changes are often made to projects without any cor-5 responding change being made to the Financing Agreement. () ÔDesigning tomorrowŐs Commission: A review of the CommissionŐs organisation and operation; the External Relations service, 24 February 1999. 
Jmfr med ett Óblue-printÓ-projekt, som till exempel ett vgbygge, som helt enkelt innebr genomfrande av ngot som r frdigutfor-4 mat i frvg. () I AVS-lnderna grs ofta ndringar i projekten utan att motsvarande 5 ndring grs i finansieringsverenskommelsen. () Designing TomorrowŐs Commission: A review of the CommissionŐs Organisation and Operation, Gemensamma tjnsten fr yttre frbindelser, 24 februari 1999.
22.2.2001 EN Official Journal of the European Communities C 57/11 different stages of the project cycle, are not clearly defined. 
22.2.2001 SV Europeiska gemenskapernas officiella tidning C 57/11 vid delegationerna respektive vid huvudkontoret i Bryssel.
Nor has the Commission clearly defined the content, duties, and responsibilities of each post. 
Kommissionen har inte heller tydligt angett innehll, plikter och ansvarsomrden fr respektive tjnst.
Job descriptions for staff in the Delegations, where they exist, are too broad to be useful. 
Befattningsbeskrivningarna fr personal vid delegationerna r, dr de existerar, fr allmnt hllna fr att vara anvndbara.
This lack of clarity in the division of responsibilities leads to duplication and delays. 
Denna brist p tydlighet i ansvarsuppdelningen leder till dubbelarbete och frseningar.
In 1998, the Ting report (1) made a number of recommendations to clarify the situation, and to increase the responsibilities of the staff in the Delegations. 
I Ting-rapporten (1) frn 1998 gjordes ett antal rekommendationer fr att klargra situationen och fr att ge personalen vid delegationerna kat ansvar.
It highlighted the fact that there are certain tasks which only the Delegations can reasonably be expected to perform, for which they have been given responsibility, yet for which they are still required to obtain approval from headquarters, approval which is given entirely on the basis of information supplied by the Delegation. 
Den betonade srskilt det faktum att endast delegationerna rimligen kan utfra vissa uppgifter fr vilka de ocks ansvarar, men trots detta mste de inhmta huvudkontorets godknnande som lmnas enbart utifrn uppgifter lmnade av delegationen.
This over-centralisation of decision-making procedures in Brussels is inefficient. 
Denna vercentralisering av beslutsprocessen till Bryssel r ineffektiv.
The highly centralised decision-making in the Commission (2) contrasts with that of other donors (3), which have a stronger field presence, reinforced with professional staff, and a greater Delegation of responsibility. 
Kommissionens kraftigt centraliserade beslutsfattande (2) skiljer sig frn andra givares (3) som har starkare nrvaro p fltet, frstrkt av professionell personal, och hgre grad av ansvarsdelegering.
The reorganisation of the services in Brussels in 1998 and the reallocation of responsibilities exacerbated problems for all regions, at least in the short-term, as initially people were not sure who was responsible for what. 
Omorganisationen av tjnsterna i Bryssel 1998 och den nya ansvarsfrdelningen frvrrade problemen fr alla regioner, tminstone p kort sikt, eftersom man till en brjan inte var sker p vem som ansvarade fr vad.
Apart from the delays that were experienced, responses were sometimes unpredictable and there was uncertainty over relatively routine administrative matters. 
Frutom de frseningar som uppstod var de svar som lmnades ibland ofrutsgbara och det uppstod oskerhet om relativt rutinartade administrativa frgor.
The CommissionŐs recent intention to devolve more responsibility to Delegations, together with reinforced resources, is very encouraging (4). 
Kommissionens nyligen aviserade avsikt att verlta mer ansvar till delegationerna, i kombination med frstrkta resurser, r mycket lovvrd (4).
Up to the time of the audit, only a limited number of posts was redeployed from the central services to the Delegations. 
Nr granskningen genomfrdes hade endast ett begrnsat antal tjnster verfrts frn de centrala enheterna till delegationerna.
(1) Report by the analysis group on relations between Brussels and the 2 Delegations. () Although the degree of centralisation varies between the programmes, and indeed within them, in some cases depending on the individuals involved, in general, decision-making in all the programmes is cen-3 tralised. (4) Such as in Sweden, the United Kingdom, the Netherlands, and USAID. () Communication from the Commission to the Council and to the European Parliament, The European CommunityŐs Development Policy (COM(2000) 212 final). 
(1) Rapport frn gruppen fr analys av frhllandet mellan huvudkon-2 toret och delegationerna. () ven om graden av centralisering varierar mellan programmen, och dessutom inom dem, ibland beroende p de individer som r inblan-3 dade, s r beslutsfattandet i allmnhet centraliserat i alla program. () Som till exempel Sverige, Storbritannien, Nederlnderna och USAID, 4 den amerikanska internationella hjlporganisationen. () Meddelande frn kommissionen till rdet och Europaparlamentet, Europeiska gemenskapens utvecklingspolitik, KOM (2000) 212 slutlig.
Resources 54. 
Resurser 54.
The successful functioning of the Delegations depends on the adequacy of staff, in terms of their number, but also of their professional background compared to the actual workload. 
Fr att delegationerna skall kunna fungera vl mste personalen rcka till vad gller antalet, och deras yrkesmssiga bakgrund mste stmma med den aktuella arbetssituationen.
Therefore posts should not be left vacant for significant periods (5) of time, and the specialist knowledge needed to carry out the work should be easily available. 
Drfr br tjnster inte lmnas vakanta under lngre tidsperioder (5) och den specialistkunskap som krvs fr att arbetet skall kunna utfras br vara ltt tillgnglig.
The extent to which officials or local staff are employed varies in the different geographical regions. 
Det finns skillnader mellan de olika geografiska regionerna betrffande andelen tjnstemn och lokalanstllda.
Few local staff (apart from local expatriates) are used for management functions, either administrative or for the management of aid (6). 
Lokalanstllda anvnds sllan i ledande befattningar (med undantag fr inflyttad personal), varken inom administrationen eller bistndsfrvaltningen (6).
Considering that qualified staff are available now in most ACP countries, it should be examined to what extent local staff could be more actively used. 
Med tanke p att kvalificerad personal nu finns tillgnglig i de flesta AVS-lnder br man underska i vilken utstrckning lokal personal skulle kunna anvndas mer aktivt.
The Commission has also not clearly determined what tasks local staff can do, e.g. there is no clear policy on whether local staff should carry out financial functions and different situations have been found in different countries (see also paragraph 63). 
Kommissionen har inte heller klart faststllt vilka arbetsuppgifter lokalanstllda kan utfra, dvs. det finns inte ngon klar policy betrffande de lokalanstlldas mjligheter att skta ekonomiska arbetsuppgifter och det rder olika situationer i olika lnder (se ocks punkt 63).
The Commission has not developed criteria to determine what the workload of a Delegation should be, or the level of staffing required, in relation to its tasks and responsibilities. 
Kommissionen har inte utarbetat kriterier som anger vilken arbetsbrda en delegation skall ha, eller hur mycket personal som behvs i frhllande till arbetsuppgifter och ansvarsbefogenheter.
This is particularly important in situations of considerable political or economic change, such as in the candidate countries of central and eastern Europe. 
Detta r srskilt viktigt i situationer med stora ekonomiska eller politiska frndringar som i kandidatlnderna i Central-och steuropa.
It is therefore not possible to judge on the basis of any objective information whether and to what extent Delegations are over-or understaffed. 
Det r drfr inte mjligt att utifrn objektiv information bedma om, eller i vilken utstrckning, delegationer antingen har fr mycket eller fr lite personal.
The change in the focus of the CommissionŐs development programmes, to include sectoral support in social areas means that the traditional profile of staff in the Delegations is no longer appropriate (7). 
Att kommissionens utvecklingsprogram ndrat inriktning och nu innefattar sektoriellt std p det sociala omrdet innebr att den traditionella profilen fr delegationspersonalen inte lngre stmmer (7).
The Staff Regulations are rigid, which prevent the Commission from changing skills quickly. 
Tjnstefreskrifterna r rigida vilket frhindrar kommissionen att snabbt ndra kraven i nskad riktning.
Training and Ôconver-sionŐ courses could improve the staff mix, but so far the Commission has made little progress in this area. 
Utbildning och omskolningskurser skulle kunna frbttra personalens kompetens s att den bttre motsvarar nya frutsttningar, men n s lnge har kommissionen inte kommit srskilt lngt inom detta omrde.
In particular, the Delegations in Asia, Latin America and the Mediterranean countries lack staff with specific expertise in financial management, and in matters such as tendering and contracting. 
Srskilt delegationerna i Asien, Latinamerika och Medelhavslnderna saknar personal med specifik kompetens i ekonomisk frvaltning och vad gller anbudsfrfaranden och avtals-skrivning.
The Commission has sought to support its staff resources in Delegations by supplementing them with various forms of 5 () Six out of the sixteen ACP Delegations examined had vacancies for more than one year. 
Kommissionen har i olika former frskt frstrka personalresurserna vid delegationerna med extern personal. I ngra fall 5 () 6 () 7 () Sex av de sexton AVS-delegationer som undersktes hade vakanta tjnster i mer n ett r.
SEC(97) 605, 1.4.1997 there were 20 local agents in 14 out of 63 ACP Delega-7 tions and offices carrying out these types of functions. () See, for example the OECD-DAC Development Cooperation Review Series: European Community: 1998. 
Enligt meddelandet till kommissionen, SEK (97) 605 av den 1 april 1997, fanns det 20 lokalt anstllda i 14 av 63 AVS-delegationer och kontor som utfrde detta slags uppgifter. Se till exempel OECD-DAC, utvrdering av utvecklingssamarbete: Europeiska gemenskapen: 1998.
C 57/12 EN Official Journal of the European Communities 22.2.2001 external personnel. In some cases, technical assistants (1) have been contracted to help implement specific programmes such as food security, with the personnel working very closely with the Delegation even if formally located outside it. 
C 57/12 SV Europeiska gemenskapernas officiella tidning 22.2.2001 har tekniska assistenter (1) kontrakterats fr att hjlpa till med genomfrandet av specifika program nr det gller t.ex. livsmedelsskerhet, och d arbetat mycket nra delegationen ven om man formellt inte ingtt i den.
Twenty Phare Delegations and representative offices obtained additional staff resources, financed through Part B of the budget. 
Tjugo Phare-delegationer och representationskontor fick ytterligare personalresurser finansierade via del B i budgeten.
Between 1996 and 1999 the number of such staff increased from 29 to 195 (2). 
Mellan 1996 och 1999 kade sdan personal frn 29 till 195 personer (2).
This type of staff financing, which was intended to be linked to the duration of the programme, has become a structural solution for overcoming shortages of personnel. 
Denna typ av finansiering av personalkostnader, som var avsedd att kopplas till programmets lptid, har blivit en strukturell lsning fr hantering av personalbrist.
In a few cases Technical Assistance Offices have been established alongside Delegations to provide technical support for the implementation of programmes. 
I enstaka fall har byrer fr tekniskt std upprttats parallellt med delegationerna fr att ge tekniskt std vid genomfrande av program.
This was authorised by the Budgetary Authority in the Mediterranean region with the establishment in 1998 of MEDA teams (3), and in Bosnia. 
Budgetmyndigheten godknde detta i Medelhavsomrdet med infrandet 1998 av Meda-team (3), och i Bosnien.
This support has played an important role in helping the Commission to implement its programmes by enabling it to compensate for the missing in-house technical expertise. 
Detta std har varit viktigt nr kommissionen har genomfrt sina program genom att det ger en mjlighet att kompensera fr bristen p egen teknisk expertis.
The flexibility of these mechanisms is, however balanced by less positive aspects. 
Dessa mekanismers flexibilitet uppvgs emellertid av mindre positiva aspekter.
60. While there will remain a legitimate role for external expertise at Delegation level, the Commission needs to find longer-term solutions to the problem of inadequate staff resources. 
60. ven om externa experter fortfarande kommer att ha betydelse p delegationsniv mste kommissionen finna lngsiktiga lsningar p problemet med bristande personalresurser.
Project monitoring 61. 
Projektvervakning 61.
Delegations play an important, though not exclusive, role in monitoring projects. 
(4) Delegationerna spelar en viktig roll vid projektvervakning, ven om de inte r ensamma om uppgiften.
Much (1) In the past notably through AEC and now directly by the Commis-2 sion. () Part B of the budget is supposed to finance operating expenditure such as projects. 
Mycket detaljvervakning verlts till den personal som genomfr pro-(1) Tidigare frmst genom Europeiska samarbetsorganet och nu direkt 2 genom kommissionen. () Del B av budgeten r avsedd fr finansiering av driftsutgifter som t.ex. projekt.
Part A of the budget finances administrative costs such as staff. 
Del A av budgeten finansierar administrativa kostnader som t.ex. personal.
For comparison there was an increase of 87 posts financed by Part A of the budget over the same period in these Del-3 egations. 
Som jmfrelse kade antalet tjnster finansierade genom del A av budgeten med 87 stycken i dessa delegationer under 3 samma period.
(4) Both in headquarters and at each Delegation. () Evaluating EU expenditure programmes Ń a guide Ń first edition January 1997 Ń European Commission. detailed monitoring is left to the people actually implementing the project (5), who are normally required to establish a monitoring and evaluation system. 
(4) Bde vid huvudkontor och vid varje delegation. () Evaluating EU expenditure programmes Đ a guide Đ, frsta upplagan januari 1997, Europeiska kommissionen. jektet och i vars uppgifter det normalt ingr att upprtta system fr vervakning och utvrdering.
Monitoring is also heavily dependent on external consultants who carry out support missions and mid-term reviews. 
(5) vervakningen r ocks till stor del beroende av externa konsulter som genomfr supportbe-sk och granskningar efter halva tiden.
In the Asia and Latin America Delegations, where there are few specialist staff, monitoring of the technical progress of projects is left almost entirely to project management and external consultants. 
I delegationerna i Asien och Latinamerika, dr det inte finns s mnga specialister, verlts vervakningen av projektens tekniska utveckling s gott som helt till projektledningen och till externa konsulter.
Delegation staff maintain regular contact with project management, participate in steering committees, and undertake, as far as possible, regular field visits. 
Delegationspersonalen upprtthller regelbunden kontakt med projektledningen, sitter med i styrkommitter och genomfr, s lngt det r mjligt, regelbundna besk p fltet.
Many of their monitoring tasks, however, are based on reviewing a large variety of documents. 
Mnga av deras vervakningsuppgifter utgr emellertid frn genomgng av ett stort antal olika dokument.
Although project monitoring is acknowledged by Delegation staff to be one of their main responsibilities, as seen in paragraph 48, the time available for monitoring is limited. 
Trots att delegationspersonalen ser projektvervakning som en av sina huvuduppgifter, vilket framgr av punkt 48, r den tid som avstts till vervakning begrnsad.
A great deal of the work is focused on project inputs rather than outputs and much time is spent on the administrative aspects of project implementation. 
En stor del av arbetet inriktas p vad som gr in i projekten snarare n vad som kommer ut av dem, och mycket tid gnas t den administrativa sidan av projektens genomfrande.
The concentration of even minor decision-making in Brussels (see paragraphs 51-52) and the fact that the duties to be carried out by the staff in the Delegations, and at headquarters in Brussels, are not clearly defined (see paragraph 50), means that a lot of time is lost whilst documents are sent to and fro between the Delegations and the central services. 
Koncentrationen av ven mindre beslut till Bryssel (se punkterna 51Đ52) och det faktum att det inte r tydligt definierat vad som skall gras av personalen vid delegationerna respektive vid huvudkontoret i Bryssel (se punkt 50) innebr att mycket tid gr frlorad medan dokument skickas fram och tillbaka mellan delegationerna och de centrala enheterna.
In the ACP Delegations responsibilities in this area are clearly laid down, but this is not the case in the Asia, Latin America and Mediterranean Delegations. 
I delegationerna i AVS-lnderna r ansvaret p detta omrde tydligt angivet, men s r inte fallet i delegationerna i Asien, Latinamerika och Medelhavslnderna.
In some (6) a comprehensive system for financial monitoring exists, with staff specifically allocated to this task, whereas in others arrangements are much looser, with very little checking of payment requests from projects before they are forwarded to Brussels for payment. 
I ngra delegationer (6) finns ett omfattande system fr ekonomisk vervakning med srskild personal som sysslar med detta, medan det i andra lnder kan vara mycket lsare organiserat med endast liten kontroll av projektens betalningsanskningar innan dessa skickas vidare till Bryssel fr utbetalning.
Although numerous monitoring activities are undertaken, corrective action was not always taken even in cases where the projectŐs operational objectives were not being achieved. 
Trots att mnga vervakningsuppdrag genomfrs tfljs de inte alltid av korrigerande tgrder, inte ens nr projektens operativa mlsttningar inte uppns.