natgillin/translations-raw huggingface dataset:
Thus, the evaluations of 12 of the 80 Phare contracts examined were carried out under questionable conditions. 
Utvrderingarna fr tolv av de 80 Phare-kontrakt som granskats har gjorts under tveksamma omstndigheter.
This practice may mislead tenderers, who construct their tenders according to the criteria issued to them. 
Denna praxis kan leda de anbudsgivare som stter samman sitt anbud enligt de uppgivna kriterierna p fel spr.
In two of the 12 contracts involved, the contract would have been awarded to another tenderer if the criteria had been adhered to. 
I tv av de tolv kontrakt som berrs skulle en annan anbudsgivare ha tilldelats kontraktet om kriterierna hade respekterats.
The absence of financial tenders in two other files made it impossible to say whether the contracts would have been awarded to the same tenderers if the method proposed initially had been applied (see box No 5). 
Eftersom de ekonomiska anbuden saknas i tv andra fall, kan man inte sga om kontrakten skulle ha tilldelats samma anbudsgivare om den ursprungligen angivna metoden hade anvnts (se ruta nr 5).
C 350/12 EN Official Journal of the European Communities 6.12.2000 Box No 5 Phare 61. # 33: EUR 11,7 million. 
C 350/12 SV Europeiska gemenskapernas officiella tidning 6.12.2000 Ruta nr 5 Phare 61. Nr 33: 11,7 miljoner euro.
The instructions issued to tenderers specified that the financial proposals would be evaluated on the basis of the average unit cost of the experts. 
I de instruktioner som verlmnades till anbudsgivarna preciserades att de ekonomiska frslagen skulle utvrderas p grundval av experternas genomsnittskostnad per enhet.
This meant the total cost, less reimbursable expenses, divided by the expertsŐ services calculated in terms of man-days. 
Detta innebar total kostnad minus ersttningsberttigade kostnader dividerat med arbetsinsatsen rknat i antal experter x antal dagar.
These instructions also specified (Section C.2.1) that an incorrect allocation between direct costs and reimbursable expenses could lead to the rejection of the tender and that any expenditure relating to support for the project must be entered under direct costs. 
I instruktionerna preciserades ocks (punkt C.2.1.) att en felaktig frdelning mellan direkta kostnader och ersttningsberttigade kostnader kunde leda till att anbudet inte accepterades och att alla kostnader fr projektstdet skulle finnas under rubriken fr direkta kostnader.
None of these provisions was applied. 
Ingen av dessa bestmmelser tillmpades.
The financial evaluations were thus made on the basis of overall costs excluding reimbursable expenses, without considering the number of experts, and therefore, prices being equal, conferring an advantage on the tenders that used fewer experts. 
Den ekonomiska utvrderingen gjordes p grundval av totala kostnader minus ersttningsberttigade kostnader, utan hnsyn till antalet experter, vilket vid samma kostnad gynnade de anbud som anvnde f experter.
Furthermore, the tender selected included, among the reimbursable expenses, various support measures, in particular EUR 288 000 for local offices, which should have been included under the direct costs. 
Dessutom har det anbud som valdes ut bland sina ersttningsberttigade kostnader tagit upp diverse stdtgrder, bl.a. 288 000 euro fr lokala kontor, som borde ha redovisats som direkta kostnader.
Lastly, examination of the financial proposals shows that the composition of the reimbursable expenses varied from tender to tender and no corrections were made before the financial evaluation in order to ensure that the data being compared was of the same type. 
Granskningen av de ekonomiska anbuden visar slutligen att sammanstllningen av ersttningsberttigade kostnader varierar mellan anbuden, utan att ngra korrigeringar gjorts innan den ekonomiska utvrderingen fr att jmfrelsen skall avse uppgifter av samma slag.
It thus emerges that, if the evaluation criteria issued to the tenderers had been applied, the undertaking chosen would not have been selected since it would have been placed lowest in the rankings. 
Det framgr allts att om de utvrderingskriterier som angivits fr anbudsgivarna hade tillmpats, skulle det fretag som tilldelades kontraktet inte ha valts, eftersom det skulle ha hamnat p sista plats.
Calculation data Ń Evaluation which did not respect the advertised criteria: Fees + direct costs (a) 1 747 865 (b) 1 908 080 (c) 2 088 570 Ń Evaluation respecting the advertised criteria: Fees+ / direct costs M/D EU + local experts Final ranking (1) (2) (3) Final ranking (3) (1) (2) (a) 1 747 865 (b) 1 908 080 (c) 2 085 570 / / / 3 595 5 876,5 4 935,5 = 486,19 = 324,7 = 422,57 62. # 56: EUR 4 million. 
Berkningsgrund Ń Utvrdering utan hnsyn till de angivna kriterierna: Arvoden + direkta kostnader a) 1 747 865 b) 1 908 080 c) 2 088 570 Ń Utvrdering enligt de angivna kriterierna: Arvoden + direkta / kostnader a) 1 747 865 / b) 1 908 080 / c) 2 085 570 / pers x antal dagar EU + lokala experter Slutlig placering (1) (2) (3) Slutlig placering (3) (1) (2) Berkningsgrund Ń Utvrdering utan hnsyn till de angivna kriterierna: Arvoden + direkta / kostnader a) 3 338 870 / b) 3 184 420 / Ń Utvrdering enligt de angivna kriterierna: pers x antal dagar EU-experter 2486 =1343 3333 = 955 Slutlig placering (2) (1) Slutlig placering (1) (2) Arvoden + direkta kostnader a) 3 338 870 b) 3 184 420 pers x antal / dagar EU + lokala experter / 10780 = 310 / 6235 = 511 3 595 5 876,5 4 935,5 = 486,19 = 324,7 = 422,57 62.
The instructions issued to the tenderers for a technical assistance contract in Latvia informed them that the financial proposals would be evaluated on the basis of the average unit cost of the experts. 
I instruktionerna till anbudsgivarna fr ett kontrakt om tekniskt bistnd i Lettland angavs att de ekonomiska anbuden skulle utvrderas p grundval av experternas genomsnittliga kostnad.
It was therefore in the tenderersŐ interest to keep this average cost as low as possible, in particular by making greater use of local experts whose fees were, as a rule, lower. 
Det lg allts i anbudsgivarnas intresse att hlla denna genomsnittliga kostnad s lg som mjligt, bl.a. genom att lgga tyngdpunkten vid lokala experter, vars arvoden i princip r lgre.
In reality, the result of the evaluation was distorted by the way in which the calculation data were handled. 
I verkligheten snedvreds resultatet av utvrderingen genom att berkningsgrunden manipulerades.
The total cost for experts, both European and local, was only divided by the time required by the European experts to perform their services. 
Den totala kostnaden fr experterna, bde europeiska och lokala sdana, delades med endast de europeiska experternas arbetsinsats rknat i tid.
The tender chosen was the one which favoured the use of (costly) European experts, to the detriment of those which used a larger number of (cheaper) local experts. 
Drfr valdes det anbud i vilket det ingick fler europeiska experter (dyra) i stllet fr mnga lokala experter (billigare).
Had the data for the calculation not been revised, the contract would have been awarded to a different undertaking. 
Utan denna manipulering av berkningsgrunden skulle ett annat fretag ha tilldelats kontraktet.
6.12.2000 EN Official Journal of the European Communities C 350/13 63. Similarly, in three Tacis cases, the information was not sent to the tenderers, but contradictions were found between the criteria initially agreed by the evaluation committee and the way in which they were actually applied. 
6.12.2000 SV Europeiska gemenskapernas officiella tidning C 350/13 63. ven om information inte har lmnats till anbudsgivarna vad gller Tacis-kontrakten, har motstridiga uppgifter i tre fall ocks hittats bland de kriterier som ursprungligen faststlldes av utvrderingskommittn och det stt p vilket dessa faktiskt tillmpades.
However, the changes did not affect the results of the evaluation. 
Dessa ndringar pverkade emellertid inte utvrderingen.
File management 64. Even though the Tacis files are more complete and their quality is better than that of the Phare files, the management of files by the Commission staff reveals three types of shortcoming: (a) documents dispersed; (b) documentation incomplete or mislaid; (c) difficulty, or even impossibility, of identifying the manager responsible for the project (because certain non-permanent managers left the Commission). 
Frvaltningen av rendena 64. ven om Tacis-rendena r mera fullstndiga och av bttre kvalitet n Phare-rendena pverkas handlggningen av rendena vid kommissionens avdelningar av tre olika slags brister, nmligen: a) Dokumenten har spritts omkring. b) Dokumentationen r ofullstndig eller har kommit bort. c) Det r svrt, eller t.o.m. omjligt, att identifiera handlggaren fr projektet (eftersom vissa tillflligt anstllda handlggare lmnat kommissionen).
In the case of 27 Phare and 15 Tacis files, it is not possible to assess whether the procedures for awarding contracts were entirely regular, because the tenders that were eliminated, or the evaluation reports, are missing. 
Fr 27 Phare-renden och 15 Tacis-renden gr det inte att bedma om upphandlingsfrfarandena har fljts i sin helhet, eftersom de anbud som inte godkndes eller utvrderingsrapporterna saknas.
In addition, the information necessary for a proper understanding of the course that the procedures took is not always available. 
Upplysningar som r ndvndiga fr att man korrekt skall kunna frst hur frfarandet gtt till finns dessutom inte alltid att tillg.
Some important items of correspondence were not placed in the files and reports drawn up by the expert evaluators were not always placed on file systematically, even in the case of headquarters management. 
Viktiga delar av korrespondensen har inte lagts till rendenas akter och utvrderingsexperternas rapporter arkiverades heller inte alltid systematiskt, inte ens i rendena med centraliserad frvaltning.
The management of the Tacis programme files was entrusted to a technical assistance office (TAO), whereas that of the Phare programme was carried out by the local contracting authorities and the Commission. 
Frvaltningen av rendena avseende Tacis-programmen har lmnats till en byr fr tekniskt std medan rendena avseende Phare-programmen har frvaltats av de lokala avtalsslutande myndigheterna och kommissionen.
After having been managed centrally, the Phare files were transferred to the delegations as from the second half of 1998 for the national programmes and to the SCR for the multinational programmes. 
Efter att ha frvaltats p central niv har Phare-rendena frn och med senare hlften av 1998 verfrts till delegationerna fr de nationella programmen och till Gemensamma tjnsten fr yttre frbindelser fr de program som omfattar flera lnder.
Firstly, the majority of the files sent to the delegations proved to be incomplete. 
Fr det frsta visade det sig att de flesta akter som skickades till delegationerna inte var fullstndiga.
These files were then transferred, but in no real order and with no accurate notification of their contents. 
Dessutom skickades akterna utan ngon verklig struktur och utan att det fanns ngra anvisningar om vad som skall ing i dem.
At the time of the audit visits, in June 1999, the delegations had not yet received guidelines on filing (how to keep and structure files). 
Vid tidpunkten fr granskningarna p platsen i juni 1999 hade delegationerna nnu inte ftt ngra riktlinjer fr arkiveringen (hur akterna skall upprtthllas och struktureras).
As regards Tacis, it is rather unwise to entrust a private operator with information as sensitive as that connected with the awarding of public contracts for which undertakings in the same group as the operator in question may tender. 
I frga om Tacis r det tmligen ofrsiktigt att anfrtro information som r s knslig som nr det rr upphandling av tjnster t en privat byr, nr fretag av samma slag som denna byr kan delta i anbudsgivningen.
This situation is the result of administrative weaknesses which have been highlighted many times in the CourtŐs reports: very high rate of turnover among managers, combined with a lack of clear rules on the keeping of files and their structure and storage. 
Denna situation r fljden av administrativa svagheter, som mnga gnger framhllits i revisionsrttens rapporter: alltfr stor omsttning av handlggare i samverkan med brist p tydliga regler om hur akterna skall sktas, deras struktur och arkivering.
These management defects mean that it is not possible to guarantee continuity of service in the managing departments (institutional memory). 
Dessa brister i frvaltningen kan inte garantera kontinuiteten i verksamheten inom frvaltningsavdelningarna (det institutionella minnet).
In the case of the contract documentation, for which the Commission may be held responsible, greater administrative discipline is called for. 
Nr det gller dokumentationen av kontrakt, fr vilken kommissionens ansvar kan beropas, r en striktare administration nskvrd.
OBSERVATIONS CONCERNING FRAMEWORK CONTRACTS 70. 
IAKTTAGELSER OM RAMAVTAL 70.
In order to speed up the implementation of the Phare and Tacis programmes and reduce the number of invitation-to-tender procedures (Annex V), the Commission concluded framework contracts in various sectors (13 for Phare and six for Tacis). 
Fr att forcera genomfrandet av Phare-och Tacis-programmen och minska antalet frfaranden fr offentlig upphandling (bilaga V) har kommissionen slutit ramavtal p olika omrden (13 fr Phare och sex fr Tacis).
The Commission insists that framework contracts be used for any service contract involving an amount of less than EUR 300 000 and for a duration of less than 18 months. 
Kommissionen vill anvnda ramavtal fr alla tjnstekontrakt p belopp som understiger 300 000 euro och som varar mindre n 18 mnader.
This form of contract is used, in particular, for recruiting experts to draw up the contract specifications and evaluate the tenders (see paragraph 40). 
Dessa kontrakt anvnds framfr allt fr att rekrytera experter som skall utforma kontraktsspecifikationerna och medverka vid utvrderingen av anbudet (se punkt 40).
In the case of Phare, the contracts were signed in September and October 1996. 
Fr Phare undertecknades dessa kontrakt i september och oktober 1996.
Subsequently, all these contracts were extended three times, taking their overall duration to almost three and a half years. 
Senare frlngdes alla dessa kontrakt i tre omgngar, s att de sammanlagt totalt lpte ver nstan tre och ett halvt r.
The total value of the contracts in question was EUR 106 million (Annex V). 
Det sammanlagda vrdet fr dessa kontrakt uppgr till 106 miljoner euro (bilaga V).
In the case of Tacis, six framework contracts were signed in May 1998. 
Nr det gller Tacis undertecknades sex ramavtal i maj 1998.
Of the 45 tenders received for the six sectors concerned, 26 were rejected because they did not involve the minimum number of experts required (70). 
Av de 45 anbud som erhlls fr de sex berrda omrdena avvisades 26 eftersom de inte innehll det minimiantal experter som krvdes (70).
The condition concerning the minimum number of experts, which seriously reduced competition, appears debatable. 
Villkoret om ett minimiantal experter, som allvarligt minskade konkurrensen, verkar diskutabelt.
In fact, the Commission managers themselves often propose experts, who are then entered on the contractorŐs list ex post facto (see paragraph 40). 
I sjlva verket r det nmligen vanligt att kommissionens handlggare sjlva freslr experter som i efterhand frs upp p den avtalsslutande partens lista (se punkt 40).
In the particular case of the human resources sector nine of the 10 bids received were excluded for that very reason, thereby eliminating any real competition. 
P omrdet fr mnskliga resurser avvisades nio av tio erhllna anbud av denna anledning, vilket drmed uteslt all verklig konkurrens.
For four out of the six sectors only one undertaking reached the financial evaluation stage, and won the contract at the same time. 
P fyra av de sex omrdena gick endast ett enda fretag vidare till det ekonomiska utvrderingsstadiet, och tilldelades drmed kontraktet.
C 350/14 EN Official Journal of the European Communities 6.12.2000 assistance offices (TAOs) (1), which were adopted in June 1999, specify that contracts concerning TAOs must first be submitted for the opinion of the Advisory Committee on Procurements and Contracts (ACPC). 
C 350/14 SV Europeiska gemenskapernas officiella tidning 6.12.2000 som faststlldes i juni 1999 preciserar att kontrakten fr sdana byrer skall lggas fram fr den rdgivande kommittn fr upphandling och avtal (CCAM) fr ett yttrande p frhand.
As with the TAOs, the new framework contracts too should, in future, be submitted to the ACPC. 
Precis som fr byrerna fr tekniskt std skall ven de nya ramavtalen i framtiden lggas fram fr CCAM.
CONCLUSIONS AND RECOMMENDATIONS 76. 
SLUTSATSER OCH REKOMMENDATIONER 76.
These findings concern more than half the Phare and Tacis files that were examined (see the table). 
Dessa konstateranden gller mer n hlften av de granskade Phare-och Tacis-rendena (se tabell).
Competition between tenderers 77. Although the use of the restricted invitation-to-tender procedure does not necessarily entail any restriction of competition, some decisions nevertheless effectively limit competition, for example, the formation of consortia and the use of authorised subcontracting among enterprises included on the same shortlist (see paragraphs 25 to 36). 
Konkurrens mellan anbudsgivarna 77. ven om en selektiv anbudsinfordran inte ndvndigtvis innebr att konkurrensen begrnsas, blir just detta faktiskt fljden av vissa beslut. Detta gller till exempel bildandet av konsortier och anvndning av tilltna avtal med underleverantrer som frekommer p samma begrnsade lista (se punkterna 25Đ36).
Partnerships between undertakings on the same shortlist are no longer permitted, in order to avoid agreements whose main effect is to weaken competition. 
Fr att undvika verenskommelser som huvudsakligen leder till att konkurrensen begrnsas r samarbete mellan de fretag som finns upptagna p samma begrnsade lista inte lngre tilltet.
However, it might be possible for partnerships with other undertakings to be approved, especially where they have expressed an interest in the project but have not been included on the shortlist. 
Samarbete skulle emellertid kunna tilltas med andra fretag, bl.a. dem som visat sitt intresse fr projektet men som inte kommit med p den begrnsade listan.
Transparency of procedures 79. 
Mjlighet till insyn i frfarandena 79.
The instructions sent to tenderers do not always specify or explain the criteria and procedures governing the award of the contract (Phare), or they omit them (Tacis). 
I de anvisningar som anbudsgivarna fick ta del av hade kriterierna och bestmmelserna om tilldelning av kontrakt inte alltid preciserats eller frklarats (Phare) och i andra fall helt utelmnats (Tacis).
The omissions concern, firstly, interviews, which may be arranged (or not), and whose importance varies from one contract to another (see paragraphs 55 and 56). 
Utelmnandena gllde i frsta hand intervjuerna, som r fakultativa och vars betydelse varierar mellan olika avtal (se punkterna 55Đ56).
They give particular cause for concern when they concern the criteria used for the financial evaluation (see paragraphs 38 and 39). 
Dessa utelmnanden r oroande framfr allt nr det gller kriterierna fr den ekonomiska utvrderingen (se punkterna 38Đ39).
Most of the files do not include the financial bids that were eliminated, which makes verification of the procedure difficult (see paragraphs 64 to 69). 
Strsta delen av handlingarna innehller inte de ekonomiska anbud som avvisats, vilket frsvrar verifieringen av frfarandet (se punkterna 64Đ69).
In such a context, the procedures for awarding contracts are open to question when the evaluations take place under proce-(1) Communication from Mr Liikanen to the Commission, SEC(1999) 981, 23.6.1999. dures that differ from those notified to the tenderers (see paragraphs 57 to 63). 
I detta sammanhang kan frfarandena fr tilldelning av kontrakt diskuteras om utvrderingarna sker p ett stt som avviker frn det som meddelats anbudsgivarna (se punkterna 57Đ63).
If the Commission wishes to meet the standards of transparency it has set itself for the awarding of contracts, it should in future: (a) draw the tenderersŐ attention to the importance attached to the interviews and notify them of the methods adopted for the technical and financial evaluations; (b) ensure that the evaluation committees do not deviate from the evaluation criteria and rules issued to the tenderers, and that they always take care to justify all their decisions and initiatives; (c) establishastandardfilingsysteminwhichalltheinformation concerning an invitation to tender (tenders received, detailed reports by the evaluating experts, correspondence, documents relating to the negotiations) is collected in one case file; (d) send clear, standard filing instructions to all its delegations and check that they are actually applied; (e) in the interests of transparency, record, accurately and comprehensively, the follow-up given to complaints and irregularities. 
Om kommissionen vill uppn de mlsttningar vad gller insyn som den sjlv har stllt upp fr upphandling, mste den i framtiden a) fsta anbudsgivarnas uppmrksamhet p den vikt som lggs vid intervjuerna och uppge de metoder som anvnds fr den tekniska och ekonomiska utvrderingen, b) skerstlla att utvrderingskommitterna verkligen fljer de metoder och utvrderingskriterier som uppgetts fr anbudsgivarna samt att de alltid noggrant motiverar sina beslut och initiativ, c) inrtta ett standardiserat arkiveringssystem dr man i samma akt frvarar all information om anbudet (erhllna anbud, detaljerade rapporter frn utvrderingsexperterna, korrespon-dens, dokumentation avseende frhandlingarna), d) meddela alla delegationer tydliga gemensamma instruktioner om arkivering och kontrollera att de faktiskt efterlevs, e) i syfte att ka ppenheten exakt och fullstndigt dokumentera de tgrder som vidtagits vad gller verklaganden och oegentligheter.
Effectiveness of the procedures 82. 
Frfarandenas effektivitet 82.
The continuity of public service and adequate knowledge of procedures are not effectively provided, neither by means of personnel (substantial staff turnover) or files (often incomplete), nor by means of regulations (lacking clarity) (see paragraphs 4 to 7, 64 to 69). 
Kontinuiteten i de allmnnyttiga tjnsterna och tillrcklig kunskap om frfarandena skerstlls varken genom personalen (hg personalomsttning), genom akterna, som ofta r ofullstndiga, eller genom det oklara regelverket (se punkterna 4Đ7, 64Đ69).
Responsibilities of the parties involved in the procedures 83. 
Deltagande parters ansvarsskyldighet 83.
Absences on the part of evaluators and marks that vary excessively may indicate a lack of rigour and independence on the part of the evaluators concerned (see paragraphs 40 to 45, 50 to 54). 
Frnvarande utvrderare och mycket stora skillnader i pongsttningen kan tyda p att utvrderarna inte varit tillrckligt noggranna och oberoende (se punkterna 40Đ45, 50Đ54).
It is suggested that the organisational framework be improved for all those involved and that any risk of a confusion of roles be eliminated at the outset. 
Det vore nskvrt att aktrernas roller specificerades bttre och att all risk fr intressekonflikt eliminerades redan frn brjan.
This requires, in particular, the creation of a database containing details of all the outside experts and their performance in relation to their successive contracts. 
Fr att uppn detta mste man bl.a. upprtta en databas med information om samtliga externa experter och deras prestationer i samband med successiva kontrakt.