natgillin/translations-raw huggingface dataset:
Coordination with Member States could be further improved. 
Samarbetet med medlemsstaterna skulle kunna frbttras ytterligare.
However, prior to project presentation at the MED Committee, ECRO convenes information meetings with the Member States. 
ECRO hller dock informationsmten med medlemsstaterna innan ett projekt lggs fram fr Med-kommittn.
There are limits to what coordination can achieve in particular when there are differences in opinion between capitals and local delegations. 
Det finns grnser fr vad samordning kan stadkomma, srskilt nr det rder siktsskillnader mellan huvudstderna och de lokala delegationerna.
Decisions are taken by qualified majority which may lead to a situation where the opinion of one or more MS is not reflected in the final project design. 
Besluten tas med kvalificerad majoritet, vilket kan leda till en situation dr en eller flera medlemsstaters sikt inte kommer till uttryck i den slutliga projektutformningen.
The reform process within UNRWA relates to their internal operations and as to how in the future they will respond to donor needs. 
Reformprocessen inom UNRWA handlar om deras interna verksamhet och hur de i framtiden skall tillmtesg bistndsgivarnas behov.
The Commission, as a major donor, should be actively involved in this reform process and will be represented at the appropriate level. 
Kommissionen br i sin roll som en av de viktigaste bistndsgivarna vara aktivt inbegripen i denna reformprocess och kommer att fretrdas p lmplig niv.
The Commission has strengthened coordination with the Palestinian authority and will continue to do so. 
Kommissionen har frstrkt samarbetet med den palestinska myndigheten och kommer att fortstta med det.
A more active and frequent coordination structure has been instituted with the Minister for Planning and International Cooperation. 
Samordningen med ministeriet fr planering och internationellt samarbete har blivit aktivare, bde innehllsmssigt och tidsmssigt.
Since October 1999, two coordination meetings (on 4 November 1999 and 24 January 2000) on project implementation have taken place in Brussels.ThisefforthasalreadybeenappreciatedbyMoPIC. 
Sedan oktober 1999 har tv samordningsmten om projektgenomfrande gt rum i Bryssel (den 4 november 1999 och den 24 januari 2000).
The Commission vision continues to be to establish a Palestinian State with a prosperous economy in a free, pluralistic society. 
Kommissionen hoppas fortfarande att det kommer att upprttas en palestinsk stat med en blomstrande ekonomi i ett fritt och pluralistiskt samhlle.
The Court recognises the special and considerable constraints affecting the CommissionŐs work in Palestine, but concludes that structural weaknesses in the CommissionŐs internal systems reduced the impact of the programme. 
Revisionsrtten erknner de srskilda och viktiga restriktioner som pverkar kommissionens arbete i de palestinska omrdena men drar slutsatsen att det r strukturella brister i kommissionens interna system som har minskat programmets verkan.
The CommissionŐs view is that the principal obstacle to efficient project management has been the lack of human resources. 
Kommissionen anser dock att personalbristen har varit det huvudsakliga hindret fr ett effektivt projektgenomfrande.
The Commission has already embarked on an overhaul of the management of its external assistance programme, as part of the wider Commission reform effort. 
Kommissionen har redan pbrjat en versyn av frvaltningen av de externa bistndsprogrammen inom ramen fr den allmnna reformen av kommissionen.
The CourtŐs recommendations in relation to this report will be taken into consideration fully. 
Revisionsrttens rekommendationer i denna rapport kommer att tas i stort beaktande.
A new body to implement Community aid will be created, and this will lead to more local management of the project cycle by way of devolution and decentralisation. 
Ett nytt organ fr genomfrandet av gemenskapsbistnd kommer att inrttas, vilket kommer att innebra att projektcykeln frvaltas mer p en lokal niv genom delegering och decentralisering.
TheCommissionwouldliketopointoutthat(a)thebody of procedure applied to external aid has been growing continuously and in complexity and (b) the Commission has been criticised in the past for not following these procedures meticulously. 
Kommissionen skulle vilja ppeka att a) de frfaranden som tillmpas nr det gller externt bistnd har blivit allt mer omfattande och komplexa och att b) kommissionen tidigare har kritiserats fr att den inte fljer dessa frfaranden minutist.
It is the CommissionŐs aim, however, to achieve the results envisaged by the action financed. There were delays with the Gaza Hospital, but, they were caused by the then prevailing political circumstances. 
Kommissionen har dock som ml att uppn de frvntade resultaten av de tgrder som finansieras. Sjukhuset i Gaza blev visserligen frsenat, men dessa frseningar berodde p de rdande politiska frhllandena.
The situation on the ground has considerably changed from 1991, when the European Gaza Hospital was started, anditcontinuestochange.ItwastheCommissionwhokeptthe project alive. 
Situationen p platsen har frndrats mrkbart sedan 1991, nr projektet fr det europeiska sjukhuset i Gaza inleddes, och den fortstter att frndras.
The Commission may however not have done enough to publicise its decisive role in preventing the project from failing. 
Det var kommissionens frtjnst att projektet inte lades ner, men det r mjligt att kommissionen inte har anstrngt sig tillrckligt fr att gra allmnheten uppmrksam p vilken avgrande roll som den spelat nr det gller att frhindra att projektet misslyckas.
91. (a) A central theme of the overall Commission plans for reform, announced on 16 May 2000, is to focus scarce resources on core activities. 
91. a) Ett centralt tema i kommissionens allmnna reformplaner, som tillknnagavs den 16 maj 2000, r att koncentrera de knappa resurserna p huvudverksamheter.
In future the geographic departments of the Directorates General for External Relations and Development 
I framtiden kommer de geografiska avdelningarna i generaldirektoraten fr
31.1.2001 EN Official Journal of the European Communities C 32/23 will focus on programming, amongst other things, the strategic policy decisions on funding allocations per sector, to be established in close dialogue with the beneficiary countries. 
31.1.2001 SV Europeiska gemenskapernas officiella tidning C 32/23 yttre frbindelser och bistnd att koncentreras p programplanering, dvs. p de strategiska politiska beslut om tilldelning av medel per sektor som skall fattas i nra dialog med fr-mnslnderna.
TheinvolvementofMemberStateswillinfuturefocuson policies and strategies, rather than on micro-management of projects. (b) Proposals for creating a new body responsible for the implementation of EC assistance (see point (d)) should also remedy the very serious staff shortfalls, while terminating the current dependency on outside consultants for the fulfilment of Commission tasks. 
Medlemsstaternas inblandning kommer i framtiden att koncentreras till olika politikomrden och strategier istllet fr mikrofrvaltning av projekt. b) Frslaget om att inrtta ett nytt organ med ansvar fr genomfrandet av gemenskapsbistnd (se punkt d) borde ocks kunna avhjlpa den mycket allvarliga personalbristen samtidigt som man inte lngre blir beroende av utomstende rdgivare fr att utfra kommissionens uppgifter.
Any discussion with Israel on ECRO, especially its status, its staffing and its physical location depend on the outcome of the final political settlement between Israel and the Palestinians. 
Eventuella diskussioner med Israel om ECRO, srskilt om dess status, bemanning och fysiska belgenhet, hnger samman med resultaten av det slutliga politiska uppgrelsen mellan Israel och palestinierna.
On mismanagement the Commission can exert a certain influence and may even improve its control mechanism. 
Nr det gller den dliga frvaltningen kan kommissionen utva ett visst inflytande och eventuellt till och med frbttra sin kontrollmekanism.
It should be noted however that the management or mismanagement by other important players, such as the United Nations, as in the case of the Gaza Hospital, lay beyond its control. (c) Furthereffortsarebeingmadetorationalisesystemsandpro-cedures in general. 
Det br dock noteras att andra viktiga aktrers goda eller dliga frvaltning, t.ex.
The MEDA Regulations were revised in September 2000. 
Meda-frordningarna genomgick en versyn i september 2000.
Commission proposals which would lead to a simplification of procedures have not yet been positively received by Member States in the MED-Committee. 
Kommissionens frslag, vilket skulle leda till en frenkling av frfarandena, har nnu inte ftt ett positivt gensvar frn medlemsstaterna i Med-kommittn.
A new manual of instructions relating to contracting procedures has been in use since the beginning of 2000. 
En ny instruktionshandbok om avtalsfrfaranden har anvnts sedan brjan av 2000.
Such procedures necessarily have a degree of complexity in order to avoid undue claims or legal disputes which could lead to delays. 
Sdana frfaranden krver ett visst mtt av komplexitet fr att oberttigade krav eller rttstvister som skulle kunna leda till frseningar skall undvikas.
Other areas, however, such as the procedures for approving country strategies, national indicative programmes and annual work plans are being looked at with a view to simplifying matters. 
Man tittar dock p andra omrden, ssom frfarandena fr godknnande av landsstrategier, nationella vgledande program och rliga arbetsplaner, fr att se om dessa skulle kunna frenklas.
This coupled with the reform of the external services should lead to improved results. (d) The Commission has already decided that the project cycle will be unified. 
Detta tillsammans med reformen av avdelningarna fr yttre frbindelser br medfra frbttrade resultat. d) Kommissionen har redan beslutat att projektcykeln skall hllas samman.
The majority of EC assistance programmes, including those to Palestine, will be managed by a new body, responsible for all project stages from identification to full implementation. 
Flertalet av gemenskapens bistndsprogram, bland annat dem fr de palestinska omrdena, kommer att frvaltas av ett nytt organ som ansvarar fr alla stadier i projektet, frn dess faststllande till genomfrande.
The present SCR will be converted into an Office, reporting to a Board of External Relations Commissioners. 
Nuvarande SCR kommer att omvandlas till ett kontor som skall rapportera till en styrelse av kommissionsledamter fr yttre frbindelser.
The legal and budgetary framework for the body in its final form will depend on the wider discussions on externalisation as part of the wider Commission reform efforts and on a proper evaluation of the first stage. 
De rttsliga och budgetra ramarna fr organet i dess slutliga utformning beror p resultaten av de diskussioner om delegering av uppgifter som frs inom ramen fr den vergripande reformen av kommissionen samt p en grundlig utvrdering av det frsta stadiet.
The new entity will allow the Commission to retain full managerial control over the provision of external assistance (e) New working methods will be introduced for the geographical departments and the SCR, and the consistency and quality of programming will be closely monitored. 
Den nya enheten kommer att gra det mjligt fr kommissionen att behlla full kontroll ver frvaltningen och det externa bistndet. e) Det kommer att infras nya arbetsmetoder fr de geografiska avdelningarna och SCR och programplaneringens fljdriktig-het och kvalitet kommer att noga vervakas.
Evaluation will be given a substantially higher profile. (f) The logical framework, which normally is to be attached to every financing proposal, makes specific provision for a column on objectively verifiable indicators, but due mainly to constraints of staff and time to ensure sufficient attention to detail in the process of preparing/designing projects, indicators are indeed sometimes inadequate. 
Man kommer att lgga betydligt strre vikt vid utvrdering. f) Den planeringsversikt som normalt sett bifogas varje finansieringsfrslag innehller en kolumn med objektivt verifierbara indikatorer. Dessa indikatorer r ibland inte relevanta, frmst p grund av att det inte finns tillrckligt med personal eller tid fr att skerstlla en tillrckligt detaljerad frberedelse och utformning av projekten.
In this regard the CommissionŐs decision of 16 May 2000 on the reform of its external assistance programmes makes specific provision to further strengthen both its methodology and its training arrangements. 
Med hnsyn till detta innehller kommissionens beslut av den 16 maj 2000 betrffande reformen av dess externa bistndsprogram srskilda bestmmelser fr att frbttra svl metoder som utbildning.
In the last two years the Commission has greatly expanded training in project preparation for both headquarters and field staff, as well as for counterpart officials of partner governments. 
Under de senaste tv ren har kommissionen byggt ut utbildningen i projektfrberedelse fr svl centrala avdelningar som fltpersonal samt fr tjnstemnnen i partnerlnderna.
Official Journal of the European Communities ISSN 0378-6986 C 50 Volume 44 15 February 2001 Page 1 English edition Notice No 2001/C 50/01 EN [Š] Information and Notices Contents I Information Court of Auditors Special Report No 20/2000 concerning the management of the common organisation of the market for sugar, together with the Commission's replies 
Europeiska gemenskapernas officiella tidning ISSN 1024-3046 C 50 44. rgngen 15 februari 2001 Sida 1 Svensk utgva Informationsnummer 2001/C 50/01 SV [Š] Meddelanden och upplysningar Innehllsfrteckning I Meddelanden revisionsrtten Srskild rapport nr 20/2000 om frvaltningen av den gemensamma organisationen av marknaden fr socker samt kommissionens svar
15.2.2001 EN Official Journal of the European Communities C 50/1 I (Information) COURT OF AUDITORS SPECIAL REPORT No 20/2000 concerning the management of the common organisation of the market for sugar, together with the CommissionŐs replies (pursuant to Article 248(4), second subparagraph, of the EC Treaty) (2001/C 50/01) CONTENTS EXECUTIVESUMMARY........................................................ ........... 
15.2.2001 SV Europeiska gemenskapernas officiella tidning I (Meddelanden) REVISIONSRTTEN SRSKILD RAPPORT nr 20/2000 om frvaltningen av den gemensamma organisationen av marknaden fr socker samt kommissionens svar C 50/1 (i enlighet med artikel 248.4 andra stycket i EG-frdraget) (2001/C 50/01) INNEHLLSF RTECKNING SAMMANFATTNING..........................................................
1-5 3 METHODOLOGYUSED....................................................... 
INLEDNING.................................................................
6-9 4 THEEUANDWORLDSUGARMARKET.......................................... 
METODOLOGI ..............................................................
10-14 4 THECOMMONORGANISATIONOFTHEMARKETFORSUGAR ...................... 
KOMMISSIONENSF RVALTNING...............................................
15-16 8 MANAGEMENTBYTHECOMMISSION........................................... 
Kommissionensfrslagtillkvoter ............................................. rligafrslagtillinstitutionellapriser ..........................................
17 8 Commissionproposalsonquotas.............................................. 18-31 8 Annualproposalsforinstitutionalprices........................................ 
Uppgiftersomanvndsfrattfrberedaprisfrslagen........................... Beaktandeavdengemensammajordbrukspolitikensml......................... Prisnivn..............................................................
42-45 11 Managementoftheexportprogramme......................................... 
Frvaltningenavexportprogrammet...........................................
Administrative,controlandfinancialarrangementsoftheCMO...................... 
Systemetmedsjlvfinansiering................................................
Introduction.............................................................. 
Inledning ................................................................
AchievementoftheobjectivesoftheCMO ...................................... 
Den gemensamma organisationen av marknaden fr socker: reformerna 1992 och Agenda 2000....................................................................
C 50/2 EN Official Journal of the European Communities 15.2.2001 CONCLUSION............................................................... 
C 50/2 SV Europeiska gemenskapernas officiella tidning 15.2.2001 SLUTSATS..................................................................
ANNEXIII:EUsugarsupplybalance.............................................. 
Kommissionenssvar.........................................................
Paragraph Page 99-107 16 ........... 
Punkt Sida 99Đ07 16 ...........
15.2.2001 EN Official Journal of the European Communities C 50/3 EXECUTIVE SUMMARY The objectives of the audit were to obtain assurance that the management by the Commission of the common market organisation (CMO) for sugar is sound and to review the extent to which the specific objectives of the CMO as well as the overall objectives of the CAP have been achieved. 
15.2.2001 SV Europeiska gemenskapernas officiella tidning C 50/3 SAMMANFATTNING Revisionens mlsttning var att skerstlla att kommissionens frvaltning av den gemensamma organisationen av marknaden fr socker r sund, samt att granska i vilken grad de srskilda mlen fr den gemensamma organisationen av marknaden, svl som de vergripande mlen fr den gemensamma jordbrukspolitiken (GJP), har uppntts.
The audit examined key areas in the management of the CMO for which the Commission could be held accountable. 
Vid revisionen granskades de viktigaste delarna av frvaltningen av den gemensamma organisationen av marknaden fr socker som ligger inom kommissionens ansvarsomrde.
This has led to a sustained period of low world market prices and rising stocks. 
I rapporten granskas ocks vilka resultat denna organisation har lett till.
In 1999, the gross annual budgetary cost of the CMO reached 2 100 million euro, of which 1 200 million euro was recovered through production and storage levies. 
Detta har lett till en oavbruten period med lga vrldsmarknadspriser och vxande lager. r 1999 uppgick den rliga bruttokostnaden i budgeten fr den gemensamma organisationen av marknaden till cirka 2 100 miljoner euro, varav 1 200 miljoner euro tervanns genom produktions-och lagringsavgifter.
There is a significant cost borne by the consumer through the price of sugar. 
Genom sockerpriset fr konsumenterna bra en betydande del av kostnaderna.
The basic principles of the CMO for sugar have changed little since 1968 and the CMO was not included in the 1992 or Agenda 2000 reforms of the common agricultural policy (CAP). 
De grundlggande principerna fr den gemensamma organisationen av marknaden fr socker har inte frndrats mycket sedan 1968 och den gemensamma organisationen av marknaden omfattades inte av reformen av den gemensamma jordbrukspolitiken 1992 eller av Agenda 2000-reformen.
The main findings on the CommissionŐs management are that: (a) the Commission did not give adequate information justifying its proposal for the continuation of the quota arrangements in 1995, nor did it provide a comprehensive analysis of the state of achievement of the CMOŐs objectives despite the fact that extensive, although not complete, information on this was available to the Commission services; furthermore, the Commission did not present the likely impact of their proposals compared with other options; there was no assessment of the consequences of the regime for the consumer, nor of the impact on the environment (see paragraphs 18 to 31); (b) the CommissionŐs minimum beet price proposals are not based on independently verified information on the processing margin; the information which is used is not taken into account in a transparent way; the proposals are not presented in the context of information on the level of achievement of the stated objectives (see paragraphs 32 to 38); (c) although the Commission has information available, it did not present an assessment of the likely consequences of the price proposals, nor justify them in relation to alternatives (see paragraphs 39 to 41); (d) the economic importance to ACP countries, and in particular Mauritius, of access to the EU market at special conditions has created a strong dependence on the continuation of these preferential arrangements; however, the Commission does not properly consider the economic factors in its proposals for the ACP guaranteed sugar price (see paragraphs 42 to 45); (e) the budgetary and GATT constraints have prompted the Commission to set lower rates for export refunds; previous arrangements, although transparent, had insufficient regard for economy (see paragraphs 46 to 52); (f) procedures for tendering and deciding on export refunds should be reviewed (see paragraphs 53 and 54); (g) the data used for the calculation of the production levies are insufficiently sound and efforts should be undertaken to use more reliable data as a basis (see paragraphs 55 to 58); (h) there is no coherent strategy for the controls over sugar production and storage and there is no guidance on good practices to be followed or minimum standards to be attained (see paragraphs 59 to 63). 
De viktigaste resultaten vad gller kommissionens frvaltning r fljande: a) Kommissionen lmnade inte korrekt information fr att motivera sitt frslag om att kvotsystemet skulle bibehllas 1995. Den tillhandahll inte heller en sammanfattande analys av i vilken grad mlen fr den gemensamma organisationen av marknaden hade uppntts, trots att kommissionens avdelningar hade tillgng till omfattande, om n inte fullstndig, information i mnet.
The review of the outcomes of the sugar regime finds that: (a) manyoftheCAPandCMOobjectivesarebeingachieved(see paragraphs 71 to 77); (b) high prices are imposed on the EU consumer; there is a structural production surplus and a highly regulated industry with little competition (see paragraphs 78 to 86); (c) alternativesupportmeasuresshouldbeconsideredforreform-ing the CMO to meet the aims of the 1992 and Agenda 2000 reforms (see paragraphs 87 to 92). 
Granskningen av resultaten av sockersystemet visade att a) mnga av mlen fr GJP och den gemensamma organisationen av marknaden uppns (se punkterna 71Đ77), b) EU-konsumenterna tvingas betala hga priser, samtidigt som det finns ett strukturellt produktionsverskott och en i hg grad reglerad industri med liten konkurrens (se punkterna 78Đ86), c) alternativa stdtgrder br vervgas fr att reformera den gemensamma organisationen av marknaden s att mlen fr reformerna 1992 och Agenda 2000 uppfylls (se punkterna 87Đ92).
The report concludes that while the Commission services are generally considered to be competent and well-informed, at the strategic level significant weaknesses exist in the quality of the CommissionŐs proposals, decisions and actions. 
I rapporten dras slutsatsen att ven om kommissionens avdelningar i allmnhet anses ha god kompetens och vara vlinforme-rade, frekommer det p strategisk niv betydande brister i kvaliteten p kommissionens frslag, beslut och tgrder.
The continuing high cost to consumers and the overproduction in the EU have not been tackled in successive renewals of the sugar CMO. 
De fortsatt hga kostnader som konsumenterna fr bra och verproduktionen inom EU har inte beaktats i de p varandra fljande frlngningarna av den gemensamma organisationen av marknaden fr socker.
The basic principles of the sugar CMO have remained virtually unchanged since its introduction in 1968. 
Grundprinciperna fr den gemensamma organisationen av marknaden fr socker har i stort sett frblivit desamma sedan den infrdes 1968.