natgillin/translations-raw huggingface dataset:
8 FIGURE 1 LEGISLATIVE REFORMS INTENDED TO PROMOTE A RESULTS-DRIVEN APPROACH IN PUBLIC ADMINISTRATION IN THE UNITED STATES, FRANCE AND THE EUROPEAN INSTITUTIONS United States In 1993, the United States Congress adopted the Government Performance and Results Act. 
8 FIGUR 1 LAGREFORMER SOM SYFTAR TILL ATT FRMJA UPPNENDET AV RESULTAT INOM DEN OFFENTLIGA F RVALTNINGEN I F RENTA STATERNA, FRANKRIKE OCH DE EUROPEISKA INSTITUTIONERNA Frenta staterna r 1993 rstade den amerikanska kongressen igenom Government Performance and Results Act.
This act requires the federal agencies to present five-year strategic plans to Congress. 
Enligt denna lag r de federala organen skyldiga att lgga fram strategiska femrspla-ner fr kongressen.
They are accompanied by performance plans comprising measurable objectives, the means of achieving them, monitoring indicators, tools for evaluation and internal review as well as an annual performance report accompanied, where appropriate, by the necessary corrective measures. 
De tfljs av resultatpla-ner som innehller mtbara ml, medel fr att uppn dem, vervakningsindikatorer, verktyg fr utvrdering och internrevision och en rlig sammanfattning om genomfrandet som i frekommande fall tfljs av tgrder fr ndvndiga frbttringar.
The close involvement of the various audit bodies guarantees the quality of the information systems and the reliability of the performance data. 
De olika revisionsorganens omfattande inblandning ska garantera att informationssystemen r av god kvalitet och att uppgifterna om resultaten r tillfrlitliga.
The American federal administration’s concern for the objectives pursued and its performance culture are also important factors in ensuring the success of the reform. 
Den amerikanska federala administrationens angelgenhet om att uppn mlen och resultatkulturen inom administrationen r ocks viktiga faktorer fr att reformen ska bli framgngsrik.
The act was supplemented by the programme assessment rating tool (PART) which appeared on the President’s management agenda for 2000. 
Denna lag kompletterades av Programme Assessment Rating Tool (PART) som stod p PresidentŐs management agenda fr r 2000.
Through their own assessment of the content and origin of their programmes, their strategic planning and management as well as their results and their impact, the agencies must arrive at an improvement plan. 
Organen utvrderar sjlva programmens innehll och uppkomst, den strategiska planeringen, frvaltningen av dem och ven deras resultat och effekter, vilket ska leda till en plan fr frbttringar.
By providing a standard structure which facilitates comparisons between the agencies, PART encourages the spread of best practice. 
Genom att tillhandahlla en homogen ram som gr det lttare att jmfra organen med varandra, frmjar PART spridningen av god praxis.
France Promulgated on 1 August 2001, the loi organique relative aux lois de finances (LOLF) (organic law concerning the finance law) represents an attempt in France to put performance at the centre of the budgetary and administrative architecture. 
Frankrike Loi organique relative aux lois de finances Đ eller LOLF Đ, som kungjordes den 1 augusti 2001, r i Frankrike ett frsk att stta resultat i centrum av budget-och frvaltningsstruk-turen.
Fully implemented since 1 January 2006, the organic law first of all establishes a new budget nomenclature. 
Lagen genomfrdes i full utstrckning den 1 januari 2006 och ger frst och frmst en ny budgetnomenklatur.
A programme represents a global, defined amount of appropriations but each programme allows for great flexibility in allocating resources, with the exception of staff costs, which are capped. 
Programmet bestr av ett vergripande begrnsande belopp av anslag, men inom varje program tillts stor flexibilitet nr det gller att frdela medel utom nr det gller utgifter fr personal som har ett tak.
The LOLF also changed budget voting procedures by requiring a debate and a vote on each mission, which gives Parliament a real opportunity to discuss major financial issues. 
LOLF ndrade ven frfarandena fr rstning om budgeten och krver nu att man diskuterar och rstar om varje uppdrag s att parlamentet verkligen kan uttala sig om strre ekonomiska insatser.
The LOLF also introduces a performance approach into the management of public programmes. 
Med LOLF infrdes ven en resultat-metod i frvaltningen av offentliga program.
It requires the preparation of annual performance projects (projets annuels de performance) (PAP), which set out the activities of the various administrations for the coming year. 
Den krver att rliga resultatprojekt utarbetas (Projets Annuels de Performance, PAP) dr de olika administrationernas tgrder under det kommande ret presenteras.
Each programme is associated with precise objectives that are linked to result indicators. 
Varje program r kopplat till exakta ml som i sin tur r kopplade till resultatindikatorer.
The objectives are evaluated the following year in the annual performance reports (rapports annuels de performance) (RAP). 
Utvrderingen av mlen grs pfljande r i de rliga resultatrapporterna (Rapports Annuels de Performance, RAP).
The French Court of Auditors is required to take account of the results recorded. 
Frankrikes nationella revisionsorgan ska beakta de resultat som konstaterats.
9 FIGURE 1 European Union The European Union has also placed a results-based approach at the centre of its activities. 
9 FIGUR 1 Europeiska unionen Europeiska unionen har ocks satt en resultat-metod i centrum fr sina insatser.
The principle of sound financial management, by which is meant compliance with the principles of economy, efficiency and effectiveness, was more strongly affirmed through the amendment of the general financial regulation in 2002 and the introduction of the framework financial regulation for the agencies. 
Frskran om en sund ekonomisk frvaltning, som innebr att principerna om sparsamhet, effektivitet och ndamlsenlighet respekteras, har strkts genom ndringen av den allmnna budgetfrordningen 2002 och genom infrandet av en rambudgetfrordning fr gemenskapsorganen.
First, annual programming requires specific, measurable, achievable, relevant and timed objectives to be set for all the sectors of activity covered by the budget. 
Frst och frmst krver den rliga programplaneringen att ml som r specifika, mtbara, praktiskt genomfrbara, relevanta och preciserade vad gller datum faststlls fr samtliga verksamhetssektorer som omfattas av budgeten.
Achievement of these objectives is to be monitored by performance indicators for each activity, which results in a strong incentive to adopt an activity-based budget. 
Genomfrandet av dessa ml vervakas med hjlp av resultatindikatorer som faststlls per verksamhet, vilket r ett starkt incitament fr att anta en verksamhetsbaserad budgetering.
To facilitate the implementation of the programme, any proposal for a programme or an activity must be subject to ex ante evaluation. 
Fr att underltta genomfrandet av denna programplanering mste alla frslag till program eller verksamhet utvrderas i frvg.
This identifies, in particular: the need to be satisfied in the short or long term; the objectives to be achieved; the results expected and the indicators needed to evaluate them; the risks associated with the proposals and the alternatives available; any lessons drawn from previous similar experience; the volume of appropriations, the human resources and other administrative expenditure to be allocated on the basis of the cost/effectiveness principle; and the monitoring system to be set up. 
I denna utvrdering faststlls bland annat behov p lng eller kort sikt, de ml som ska uppns, de frvntade resultaten och de indikatorer som krvs fr att utvrdera dem, risker som r frenade med frslagen och andra mjliga alternativ, lrdomar som dragits frn tidigare liknande program, anslagens storlek, personalresurser och andra administrativa utgifter som ska tilldelas med hnsyn till principen om kostnadseffektivitet och det vervakningssystem som ska inrttas.
At each agency, the authorising officer is required to submit an annual activity report to the management board stating the results of the operations by reference to the objectives originally set, the risks associated with these operations, the use made of the resources provided and the way the internal control system functions. 
Vid tillsynsmyndigheterna ska utanordnaren lmna en rlig verksamhetsrapport till styrelsen dr han eller hon redogr fr resultatet av tgrderna i frhllande till de ml som ursprungligen faststlldes, vilka risker som r frenade med dessa tgrder, hur de medel som stllts till frfogande har anvnts och hur systemet fr intern kontroll fungerar.
As external auditor, the European Court of Auditors is responsible for verifying the sound financial management. 
I sin egenskap av extern revisor ansvarar Europeiska revisionsrtten fr att kontrollera om den ekonomiska frvaltningen har varit sund.
AIMS AND SCOPE OF THE AUDIT 4. 
REVISIONSML OCH REVISIONENS INRIKTNING OCH OMFATTNING 4.
The aim of the audit was to consider whether the agencies selected for this audit had introduced the procedures and tools needed to provide reasonable assurance that their activities were performed in such a way as to achieve the results expected. 
Mlet med revisionen var att underska om de tillsynsmyndigheter som hade valts ut till kontrollen hade infrt frfaranden och instrument som gav rimlig skerhet om att deras verksamheter bedrevs p ett sdant stt att frvntade resultat uppnddes.
It therefore did not entail making an appraisal of the agencies’ specific results (see Box 2). 
Det handlade allts inte om att bedma tillsynsmyndigheternas specifika resultat (se ruta 2).
The audit addressed three questions. (a) Did the agencies plan their activities adequately by setting themselves specific, measurable objectives? (b) Did the agencies introduce sound tools for monitoring their activities? (c) Did the agencies report properly on their activities and evaluate their results? 
Revisorerna frskte besvara fljande tre frgor: a) Planerade tillsynsmyndigheterna sina verksamheter p ett tillfredsstllande stt genom att faststlla exakta och mtbara ml? b) Inrttade tillsynsmyndigheterna adekvata vervakningsinstrument fr sina verksamheter? c) Redogjorde tillsynsmyndigheterna ordentligt fr sina verksamheter och sg de till att relevanta utvrderingar gjordes av resultaten?
The different aspects of the Commission’s role were also examined so as to obtain a fuller picture of the area covered by the audit. 
Revisorerna underskte ocks kommissionens roll ur flera aspekter, frmst fr att ge en mer fullstndig verblick ver omrdet fr revisionen.
BOX 2 PERFORMANCE AUDITS The Court’s performance audit manual4 specifies two approaches for conducting performance audits: (i) auditing performance directly (focusing on the substance of the results); (ii) auditing control systems. 
RUTA 2 EFFEKTIVITETSREVISIONER I revisionsrttens handbok fr effektivitetsrevision 4 frordas tv metoder fr effektivitetsrevisioner: i) en effektivitetsrevision som r inriktad p huvudinnehllet i resultaten och ii) en revision av kontrollsystemen.
This latter approach seeks to determine whether the Commission and the other audited bodies have drawn up and implemented appropriate management and monitoring systems so as to optimise the economy, efficiency and effectiveness of their activities, taking into account the prevailing constraints. 
Syftet med den senare metoden r att faststlla om kommissionen och de andra revisionsobjekten har utformat och tillmpat system fr frvaltning och vervakning p ett sdant stt att sparsamheten, effektiviteten och ndamlsenligheten har optimerats inom de givna begrnsningarna.
The audit is thus devoted to analysing and evaluating the key elements of these systems. 
Revisionen gnas d t att analysera och utvrdera nyckeldelar i dessa system.
4 The Court’s performance audit manual is available at the following address: www.eca.europa.eu 
4 Revisionsrttens handbok fr effektivitetsrevision finns p fljande adress: www.eca.europa.eu
Because of the large number of EU decentralised bodies, the Court was obliged, for this first audit of results-oriented management, to be selective and to exclude the executive agencies from its audit enquiries owing to their close dependence on the Commission. 
Eftersom det finns ett stort antal decentraliserade organisationer inom unionen var revisionsrtten tvungen att vara selektiv vid denna frsta revision av frvaltningen i ett resultatperspektiv, och drfr inbegreps inte exekutiva byrer p grund av deras nra beroende gentemot kommissionen.
Of the so-called regulatory agencies, the Court decided to audit only those covered by Article 185 of the financial regulation, because they are supposed to constitute a homogeneous population in terms of how they are administered5 and they are required to set up management systems geared to achieving results. 
Revisionsrtten beslutade att vlja de tillsynsmyndigheter som omfattas av bestmmelserna i artikel 185 i budgetfrordningen eftersom de ska utgra en homogen grupp nr det gller frvaltning 5 och eftersom de r skyldiga att inrtta frvaltningssystem som r inriktade p resultat.
The budgets of these agencies totalled EUR 556 million for 2007 (see Annex II). 
Tillsynsmyndigheternas budgetar uppgick till totalt 556 miljoner euro 2007 (se bilaga II).
5 The Commission shall adopt a framework financial regulation for the bodies set up by the Communities and having legal personality which actually receive grants charged to the budget. 
5 Kommissionen antar en rambudgetfrordning fr de organ som inrttats av gemenskaperna och som r juridiska personer och tar emot bidrag som belastar budgeten.
Discharge for the implementation of the budgets of the bodies referred to in paragraph 1 shall be given by the European Parliament on the recommendation of the Council. 
Beviljandet av ansvarsfrihet fr genomfrandet av budgetarna fr de byrer som avses i punkt 1 ges av Europaparlamentet p rekommendation av rdet.
The Commission’s internal auditor shall exercise the same powers over the bodies referred to in paragraph 1 as they do in respect of Commission departments. 
Kommissionens internrevisor ska, med hnsyn till de organ som avses i punkt 1, ha samma befogenheter som han eller hon har i frhllande till kommissionens egna avdelningar.
The bodies referred to in paragraph 1 shall apply the accounting rules set out in Article 133 so that their accounts can be consolidated with the Commission’s accounts (Council Regulation (EC, Euratom) No 1605/2002 (OJ L 248, 16.9.2002, p. 
De organ som avses i punkt 1 tillmpar de redovisningsregler som anges i artikel 133 s att deras rkenskaper kan konsolideras med kommissionens rkenskaper (rdets frordning (EG, Euratom) nr 1605/2002 [EUT L 248, 16.9.2002]).
Fourteen ‘regulatory’ agencies6 replied to a detailed questionnaire (see Box 3). Eight of them were then selected for an on-the-spot audit. 
Fjorton tillsynsmyndigheter 6 svarade p ett detaljerat frgeformulr (se ruta 3). tta av dem valdes sedan ut till en granskning p plats.
This was done by applying a series of criteria intended to cover the various situations prevailing at the time of the audit, such as type of powers, state of the management systems, length of time established, budget or staff numbers. 
Urvalet gjordes med hjlp av en rad kriterier som skulle tcka de olika frhllanden som rdde nr revisionen genomfrdes, till exempel typ av behrighet, frvaltningssystemens skick, hur lnge tillsynsmyndigheterna hade funnits, deras budget eller arbetsstyrka.
The agencies that were subject to an on-the-spot audit were informed of the findings of the Court’s auditors and replied to them. 
De tillsynsmyndigheter som granskades p plats blev informerade om revisionsrttens iakttagelser av revisorerna och besvarade dem.
Annex III provides an overview of the audit criteria and the observations made following the on-the-spot visits. 
I bilaga III finns en versikt ver revisionskriterierna och de iakttagelser som formulerades efter besken p plats.
6 Despite being subject to discharge by the budgetary authority for the financial year 2006 under the terms of Article 185 of the financial regulation, the following agencies were excluded from the audit: the European Fundamental Rights Agency (FRA, Vienna) because of the extent of the amendments made to its mandate at the time of the audit; the European GNSS Supervisory Authority (Brussels) and the European Police College (Cepol, Bramshill) because, having only very recently been set up, it was not possible to perform any conclusive audit; the European Agency for Reconstruction (EAR, Thessaloniki), as its mandate expires at the end of 2008; the European Judicial Cooperation Unit (Eurojust, The Hague) and the Translation Centre for the Bodies of the European Union (CdT, Luxembourg), whose activities are particularly atypical as compared with the other ‘regulatory’ agencies. 12 BOX 3 AGENCIES CONCERNED BY THE AUDIT AGENCIES SUBJECT TO AN ON-THE-SPOT VISIT (1) European Agency for Safety and Health at Work (EU-OSHA, Bilbao), visited in June 2007; (2) European Agency for the Management of Operational Cooperation at the External Borders (Frontex, Warsaw), visited in October 2007; (3) European Environment Agency (EEA, Copenhagen), visited in June 2007; (4) European Food Safety Authority (EFSA, Parma), visited in October 2007; (5) European Foundation for the Improvement of Living and Working Conditions (Eurofound, Dublin), visited in June 2007; (6) European Maritime Safety Agency (EMSA, Lisbon), visited in October 2006; (7) European Medicines Agency (EMEA, London), visited in September 2007; (8) European Network and Information Security Agency (ENISA, Heraklion), visited in April 2007; 
6 Trots att tillsynsmyndigheterna skulle beviljas ansvarsfrihet av budgetmyndigheten fr budgetret 2006 i enlighet med artikel 185 i budgetfrordningen, omfattades inte fljande myndigheter av revisionen: byrn fr grundlggande rttigheter (Wien) p grund av att dess uppdrag hade frndrats stort nr revisionen genomfrdes, tillsynsmyndigheten fr det europeiska GNSS-systemet (Bryssel) och Europeiska polisakademin (Cepol Đ Bramshill) p grund av att de alldeles nyligen hade inrttats, vilket frhindrade en fullgod granskning, europeiska byrn fr teruppbyggnad (AER Đ Thessaloniki) vars uppdrag tar slut i slutet av 2008 samt ven europeiska byrn fr rttsligt samarbete (Eurojust Đ Haag) och versttningscentrum fr Europeiska unionens organ (Luxemburg) vilkas verksamheter avviker stort frn de andra tillsynsmyndigheterna. 12 RUTA 3 TILLSYNSMYNDIGHETER SOM BER RDES AV REVISIONEN TILLSYNSMYNDIGHETER SOM BES KTES P PLATS 1) Europeiska miljbyrn (EEA Đ Kpenhamn), besk i juni 2007. 2) Europeiska myndigheten fr livsmedelsskerhet (Efsa Đ Parma), besk i oktober 2007.
OBSERVATIONS RESULTS-DRIVEN PLANNING OF MEASURES 7. 
IAKTTAGELSER PROGRAMPLANERING AV TGRDER I ETT RESULTATPERSPEKTIV 7.
Sound planning should be undertaken at regular intervals, identifying clear objectives, specifying the action to be taken and the resources to be devoted to it and defining the approach and the timetable to be followed. 
Man ska faststlla tydliga ml, frtydliga fr de tgrder som ska vidtas och ven medel som ska tilldelas och bestmma vilket tillvgagngsstt och vilken tidtabell som ska fljas.
Each task that is adopted should be accompanied by results indicators. 
Varje vald uppgift ska matchas av resultatindikatorer.
In each case, the Court examined whether the basic regulatory requirements concerning planning had been complied with, but also whether this planning fitted into a multiannual framework that was consistent with the Community’s sectoral strategy and whether the objectives and the indicators had been set on completion of an ex ante evaluation, taking into account the results of the risk analyses. 
Revisionsrtten granskade om kraven i grundfrordningen i frga om programplaneringen hade uppfyllts vid dessa tillsynsmyndigheter, om programplaneringen ingick i en flerrig ram som fljde gemenskapens strategi inom olika sektorer och om mlen och indikatorerna hade faststllts efter det att en frhandsutvrdering hade gjorts med hnsyn till resultatet av riskanalyserna.
MULTIANNUAL STRATEGY 8. 
FLERRIG STRATEGI 8.
The action taken by the agencies is usually part of a multiannual, sectoral Community strategy to which they are required to contribute. 
Tillsynsmyndigheternas tgrder ingr i allmnhet i gemenskapens flerriga strategi inom olika sektorer som de ska bidra till.
Among the agencies which have opted for a multiannual approach, several have considered it necessary to adopt a specific strategy that dovetails with the Community’s sectoral strategy7 (see Box 4). 
Flera av de tillsynsmyndigheter som hade valt en flerrig metod ansg att det var ndvndigt att anta en srskild strategi som var anpassad till gemenskapsstrategin inom olika sektorer 7 (se ruta 4).
7 EU-OSHA, Frontex, EEA, EFSA, EMEA. 
7 EU-Osha, EEA, Emea, Frontex, Efsa.
BOX 4 COORDINATION OF THE SPECIFIC STRATEGY WITH THE COMMUNITY STRATEGY – THE EUROPEAN ENVIRONMENT AGENCY (EEA) In November 2003, the agency adopted its strategy document for 2004–08 and is currently preparing a similar document covering the period 2009–13. 
RUTA 4 ANPASSNING AV DEN SRSKILDA STRATEGIN TILL GEMENSKAPSSTRATEGIN Đ EUROPEISKA MILJ BYRN (EEA) Byrn antog i november 2003 ett strategidokument fr 2004Đ2008 och hller fr nrvarande p att utarbeta ett liknande dokument fr perioden 2009Đ2013.
The agency’s main activities are presented under four headings: (i) climate change; (ii) loss of biodiversity and greater understanding of natural habitats; (iii) protection of human health and the quality of life; (iv) sustainable use and management of natural resources and waste. 
Byrns huvudverksamheter presenteras enligt fyra teman: i) klimatfrndringar, ii) frlust av biologisk mngfald och bttre frstelse av frndringar av livsmiljer, iii) skydd av mnniskors hlsa och livskvalitet, iv) hllbar anvndning och frvaltning av naturresurser och avfall.
Specific priorities have been set for each of these topics. 
Srskilda prioriteringar har faststllts fr varje tema.
The topics that have been adopted reflect the key priorities of the Community’s sixth environmental action programme (2002–12): it is thus possible to identify the contribution the agency is expected to make to Community sectoral policy. 
De tematiska omrden som valts speglar de viktigaste prioriteringarna i gemenskapens sjtte tgrdsprogram fr miljn (2002Đ2012): p s stt gr det att identifiera byrns frvntade bidrag till gemenskapen sektorpolitik.
The audit showed that the agencies had carried out multiannual planning if this was explicitly required by their basic act8. 
Revisionen visade att tillsynsmyndigheterna hade gjort en flerrig programplanering nr deras grundlggande rttsakt uttryckligen krvde det 8.
Where this was the case, however, the expected results were not stated sufficiently clearly to serve as a good basis for the subsequent evaluation of the actual progress made. 
I de fallen formulerades dock inte de frvntade resultaten tillrckligt tydligt fr att kunna tjna som riktmrken fr den kommande bedmningen av registrerade framsteg under hela den period som programplaneringen gllde.
Each year, the year that has just passed is replaced by a new final year in the planning. 
Varje r erstts det r som just har tagit slut av ett nytt sista programplaneringsr.
Despite this regulatory requirement, none of the agencies had set up such a system, as it was regarded by the managers as too complex. 
Trots detta rttsliga krav hade ingen av tillsynsmyndigheterna infrt ett sdant system eftersom frvaltarna ansg att det var fr komplicerat.
11. It sometimes happens that an agency’s multiannual planning straddles two successive Community strategies. 
11. Det hnder att en tillsynsmyndighets flerriga programplanering spnner ver tv p varandra fljande gemenskapsstrategier.