natgillin/translations-raw huggingface dataset:
In effect, a Ôsubsidy approachŐ has been followed by Member States rather than a programming approach, while the programming elements of the regulation are still required. The result is that the aid scheme has become more complex than necessary, with increased costs of administration and control. 
I sjlva verket har medlemsstaterna fljt en ÓbidragsstrategiÓ snarare n en programplaneringsmodell, samtidigt som frordningens programplaneringsdelar fortfarande krvs. Resultat r att stdsystemet har blivit mer komplext n ndvndigt, med hgre kostnader fr frvaltning och kontroll.
This results from the lack of clarity of the eligibility lists as well as from the coexistence of the programming model. If done properly, preparing operational programmes, annual implementation reports and end-of-programme evaluations entails significant costs for producer organisations. 
Detta beror p att stdberttigandelistorna inte r tillrckligt tydliga och p att programplaneringsmodellen frekommer parallellt. Om utarbetandet av verksamhetsprogram, rliga genomfranderapporter och utvrderingar vid programmets slut skall gras korrekt medfr det stora kostnader fr producentorganisationerna.
This is all the more so in Member States such as Italy and the Netherlands, which require detailed annual operational programmes also to be submitted for approval. 
Det gller i nnu hgre grad i medlemsstater som Italien och Nederlnderna som krver att detaljerade rliga verksamhetsprogram ocks lmnas in fr godknnande.
20.11.2006 EN Official Journal of the European Union C 282/43 45. 
20.11.2006 SV Europeiska unionens officiella tidning C 282/43 45.
The eligibility lists published in the regulation can never be precise enough to cover all possible actions in such a diverse and fast-changing sector and so are written in quite general terms such as Ôquality improvement measuresŐ. 
Stdberttigandelistorna i frordningen kan aldrig bli s exakta att alla tnkbara tgrder i en s varierad och frnderlig sektor tcks in, och drfr r de ganska allmnt formulerade, ssom Ótgrder fr kvalitetsfrbttringÓ.
Inevitably, queries arise, and the lists are interpreted differently by different Member States and even by different regions within Member States. 
Ofrnkomligen uppstr det frgor, och listorna tolkas olika av olika medlemsstater och till och med av olika regioner inom medlemsstater.
Even after eight years of operation of the scheme, examples of ineligible expenditure continued to be found by the Commission in the 2005 Clearance enquiries in Spain, France, Italy and the United Kingdom where the Member States had not always interpreted the eligibility rules in the same way as the Commission. 
Till och med nr systemet hade tillmpats i tta r fortsatte kommissionen att hitta exempel p icke stdberttigande utgifter vid utredningar i samband med godknnandet av rkenskaperna 2005 i Spanien, Frankrike, Italien och Frenade kungariket, dr medlemsstaterna inte alltid hade tolkat reglerna fr stdberttigande p samma stt som kommissionen.
In the light of the uncertainty on eligibility and the associated risks, several Member State administrations undertake more checks than required by the regulation (1), some visiting every producer organisation several times a year. 
Mot bakgrund av oskerheten kring stdberttigande och de risker som r frenade drmed gr frvaltningarna i flera medlemsstater fler kontroller n vad som krvs enligt frordningen (1), och ngra besker varje producentorganisation flera gnger per r.
This adds costs not only for the Member State but also for the producer organisation. 
Detta kar kostnaderna inte bara fr medlemsstaten utan ocks fr producentorganisationen.
This uncertainty on the eligibility, the costs of administration and extensive checks of their activities may also deter producer organisations from risking innovative measures, which may ultimately be disallowed. 
Oskerheten kring stdberttigande, kostnaderna fr frvaltning och omfattande kontroller av producentorganisationernas verksamhet kan ocks avhlla dem frn att riskera innovativa tgrder som till sist kan komma att frklaras som icke stdberttigande.
This may encourage them to include only those measures in their operational programmes where the eligibility has been clearly established. 
Detta kan uppmuntra dem till att i sina verksamhetsprogram endast inkludera tgrder som klart konstaterats vara stdberttigande.
There is a risk that ineffective actions have been approved 48. 
Det finns risk fr att man godknt tgrder som inte har varit ndamlsenliga 48.
As the programming model has not been properly implemented, the EU budget has been exposed to an increased risk of ineffectiveness: the risk that actions will be approved that do not result in progress towards the EUŐs objectives. 
Eftersom programplaneringsmodellen inte har infrts p vederbrligt stt har risken fr att EU-budgeten inte anvnds p ett ndamlsenligt stt kat, nrmare bestmt risken fr att tgrder godknns som inte leder till framsteg mot EU:s ml.
Some Member States have argued that they do not need to concern themselves with the effectiveness of the programmes, as producer organisations will normally make the best business decisions for their circumstances. 
Ngra medlemsstater har hvdat att de inte behver bekymra sig om programmens ndamlsenlighet, eftersom producentorganisationerna normalt sett fattar de bsta verksamhets-besluten fr sina frutsttningar.
After all, the members of the producer organisation have to co-finance 50 % of the costs of the programme. 
Medlemmarna i producentorganisationen skall ju trots allt medfinansera 50 % av kostnaderna fr programmet.
However, the examples seen in this audit show that some producer organisations use the subsidy to support the costs of their existing activities, which do not represent a step forward from their initial situation. While this may make business sense for the producer organisation, particularly when under competitive pressure, it does not contribute to achieving the objectives of the EU aid scheme. 
Exemplen frn granskningen visar dock att en del producentorganisationer anvnder bidraget fr att tcka kostnaderna fr befintlig verksamhet, vilket inte r ngot framsteg jmfrt med deras utgngslge. ven om detta kan vara affrsmssigt riktigt fr producentorganisationen, srskilt i en konkur-renssituation, bidrar det inte till att mlen fr EU:s stdsystem frverkligas.
The example in Spain (Text box 14) illustrates (1) Annual checks of at least 20 % of producer organisations representing 30 % of expenditure. the inclusion of costs which are not ÔactionsŐ or ÔmeasuresŐ designed to achieve operational programme objectives, but are normal costs of any fruit and vegetable producer. Although it is not common for operational programmes to include such a high proportion of recyclable packaging(2), Member States have approved significant amounts of expenditure for this. 
Exemplet frn Spanien (se textruta 14) visar att (1) rliga kontroller av minst 20 % av producentorganisationerna motsvarande 30 % av utgifterna. kostnader inkluderats som inte gller ÓverksamhetÓ eller ÓtgrderÓ som utformats fr att frverkliga verksamhetsprogrammets ml utan r normala kostnader fr alla frukt-och grnsakspro-ducenter. ven om det inte r vanligt att verksamhetsprogrammen inbegriper en s hg andel tervinningsbara frpackningar (2), har medlemsstaterna godknt stora belopp fr detta ndaml.
Ten operational programmes in the CourtŐs sample of 30 included a combined total of 4,9million euro for recyclable or reusable packaging. 
Tio verksamhetsprogram i revisionsrttens urval p 30 program stod tillsammans fr ett belopp p 4,9 miljoner euro fr tervinningsbara eller teranvndbara frpackningar.
Text box 14 Example: Regional authorities in Spain had approved one operational programme in our sample, which included 2,7 million euro for recyclable cardboard boxes. 
Textruta 14 Exempel: Regionala myndigheter i Spanien hade godknt ett verksamhetsprogram i vrt urval som innefattade 2,7 miljoner euro fr tervinningsbara kartonger.
This represented 83 % of the total programme for 2000-2003. In 2001 they approved a revision to the programme which deleted planned investments in greenhouses and irrigation, and increased the budget for recyclable boxes to 98 % of the total. 
Detta motsvarade 83 % av det totala programmet fr 2000Đ2003. r 2001 godknde de en ndring av programmet dr planerade investeringar i vxthus och bevattning togs bort vilket innebar att budgeten fr tervinningsbara kartonger kade till 98 % av totalbeloppet.
The only other ÔactionŐ was the salary of a technician. 
Den enda andra ÓtgrdenÓ var ln till en tekniker.
The previous section showed that the approach followed by the Member States in approving operational programmes results in a risk that the measures financed may not be effective. 
Av det fregende avsnittet framgick att medlemsstaternas synstt vid godknnandet av verksamhetsprogram leder till risk fr att de finansierade tgrderna eventuellt inte r ndamlsenliga.
This section assesses whether or not the actions implemented by producer organisations have been effective in achieving the operational programme objectives. 
I detta avsnitt bedms om de tgrder producentorganisationerna har genomfrt har varit ndamlsenliga eller inte nr det gller att frverkliga verksamhetsprogrammets ml.
Producer organisation evaluations of operational programmes (final reports) 51. 
Producentorganisationernas utvrderingar av verksamhetsprogram (slutrapporter) 51.
The primary source of information on the effectiveness of operational programmes should be the final reports drawn up by producer organisations at the end of each programme. 
Den frmsta kllan till information om verksamhetsprogrammens ndamlsenlighet borde vara de slutrapporter som producentorganisationerna upprttar nr varje program r avslutat.
The regulation requires these to show the extent to which the operational programme objectives have been achieved. 
Enligt frordningen skall de ange i vilken utstrckning verksamhetsprogrammens ml har frverkligats.
None of the 142 final reports examined in this audit gave a full assessment of the achievement of the operational programme objectives. 
Inte ngon av de 142 slutrapporter som kontrollerades vid denna granskning innehll en fullstndig utvrdering av hur verksamhetsprogrammens ml hade frverkligats.
Compliance with this requirement of the regulation has not been included in the CommissionŐs checks of Member StatesŐ procedures. 
Uppfyllandet av detta krav i frordningen har inte ingtt i kommissionens kontroller av medlemsstaternas frfaranden.
(2) The Commission disallowed this expenditure in the Clearance of Accounts process on the basis that the programme did not have several objectives as required by the regulation. 
(2) Kommissionengodkndeintedennautgiftvidfrfarandetfrgodkn-nande av rkenskaperna p grund av att programmet inte hade flera ml, vilket krvs i frordningen.
In 2002, the Spanish authorities limited spending on recyclable packaging to a maximum 35 % of each operational programme to ensure equal treatment for all Spanish producer organisations. 
De spanska myndigheterna begrnsade 2002 utgifterna fr tervinningsbara frpackningar till hgst 35 % av varje verksamhetsprogram fr att se till att alla spanska producentorganisationer behandlades lika.
C 282/44 EN Official Journal of the European Union 20.11.2006 52. 
C 282/44 SV Europeiska unionens officiella tidning 20.11.2006 52.
This represents a missed opportunity for the Commission, which has a specific responsibility under the EUŐs Financial Regulation to monitor the achievement of policy objectives. 
Hr har kommissionen, som enligt EU:s budgetfrordning har ett srskilt ansvar fr att kontrollera frverkligandet av politiska ml, frlorat en mjlighet.
Had the final reports contained the required assessments, it should have been possible to analyse a sample of reports and draw conclusions on whether operational programmes had achieved their objectives. 
Om slutrapporterna hade innehllit de freskrivna utvrderingarna, borde det ha varit mjligt att analysera ett urval av rapporter och dra slutsatser om verksamhetsprogrammen hade frverkligat sina ml eller inte.
With a few well-chosen performance indicators required from all producer organisations, these final reports could have produced a long time series showing progress made in objectives such as improving quality, reducing costs, organic production, and improving environmental practices. 
Med ett krav p att alla producentorganisationer skall redovisa ngra vl valda resultatindikatorer skulle slutrapporterna ha kunnat leverera en lng tidsserie som visade framstegen mot ml av typen frbttrad kvalitet, minskade kostnader, ekologisk produktion och frbttrade miljmetoder.
Sample of operational programme actions 53. 
Urval av tgrder i verksamhetsprogram 53.
In order to check if operational programme actions have been effective, the Court selected a total of 104 actions at random from thirty producer organisationsŐ operational programmes completed in 2003 or 2004 (Text box 5). 
Fr att kontrollera om verksamhetsprogrammens tgrder hade varit ndamlsenliga valde revisionsrtten slumpmssigt ut totalt 104 tgrder frn 30 av producentorganisationernas verksamhetsprogram som avslutades 2003 eller 2004 (se textruta 5).
The producer organisations were asked to demonstrate the impact of the selected actions in terms of the related operational programme objectives. 
Producentorganisationerna ombads att visa p effekten av de utvalda tgrderna p de de aktuella mlen i verksamhetspro-grammen.
Some actions had more than one objective, giving a total of 265 cases examined. 
Ngra tgrder hade fler n ett ml vilket innebar att totalt 265 fall undersktes.
In only 30 % of the cases could producer organisations provide sufficient evidence to show that the action had resulted in progress towards the related objective (Diagram 7). 
I endast 30 % av fallen kunde producentorganisationerna lmna tillrckliga bevis fr att tgrderna hade lett till framsteg mot det aktuella mlet (se diagram 7).
In a further 41 % of cases, while there was no direct evidence, a positive conclusion could be reached based on a logical reasoning (see Text box 15). 
I ytterligare 41 % av fallen kunde man, trots att det inte fanns direkta bevis, dra en positiv slutsats p grundval av logiskt resonerande (se textruta 15).
However, as shown in paragraph 58, in many cases the progress made was only marginal. 
Som framgr av punkt 58 gjordes dock i mnga fall endast marginella framsteg.
Consequently, all of its activities contribute to this objective in some way, however indirectly. 56. had been made (Diagram 7). 
Diagram 7 Urval av tgrder: Effekt p EU-ml 56. gjorts ngra framsteg (se diagram 7).
In a few of these cases, the action had failed: one producer organisation had started an operational programme action concerning organic production, for example, but abandoned the project. 
I ngra av dessa fall hade tgrden misslyckats: till exempel hade en producentorganisation inlett en tgrd inom ett verksamhetsprogram fr ekologisk produktion men avbrutit projektet.
In the rest of the cases, the reason for the lack of progress was that objectives had been incorrectly allocated to the measures, either through misunderstanding (several producer organisations understood the objective Ôpromotion of products to consumersŐ as being promotion to clients), or to comply with a national classification (see paragraph 33). 
I de vriga fallen lg orsaken till bristen p framsteg i att mlen inte hade hnfrts korrekt till tgrderna, antingen p grund av missfrstnd (flera producentorganisationer hade tolkat mlet Ó ka konsumenternas intresse fr produkternaÓ som att det gllde att ka kundernas intresse), eller att man inte fljde den nationella klassificeringen (se punkt 33).
Low effectiveness of actions 57. 
Lg ndamlsenlighet fr tgrderna 57.
The results of the sample presented above show only whether there is evidence of progress being made but not the extent of that progress. Although many actions in the sample had clearly moved the producer organisation forward from its initial situation towards the related objectives, in other cases the progress made was only marginal. 
Det resultat frn urvalet som presenteras ovan visar endast om det finns bevis fr att framsteg grs men sger ingenting om framstegens omfattning. ven om mnga tgrder i urvalet helt klart hade frt producentorganisationen mot de aktuella mlen jmfrt med utgngslget, var framstegen i andra fall endast marginella.
Replacement machinery usually resulted in some progress as it represented an improvement over the old model. 
Ersttningar av maskiner resulterade oftast i ngon typ av framsteg, eftersom det innebar en frbttring jmfrt med den gamla modellen.
However, in relation to the total cost of the replacement, the progress was sometimes not significant. 
I frhllande till den totala kostnaden fr ersttningsutrustningen var framstegen dock ibland inte vsentliga.
Similarly, the continuing employment of staff to check product quality enabled the producer organisations to maintain quality levels, but did not necessarily lead to a discernable improvement in quality in relation to previous years. 
P samma stt gjorde den kontinuerliga anvndningen av personal som skulle kontrollera produktkvaliteten att producentorganisationen kunde upprtthlla kvalitetsnivn, men den innebar inte ndvndigtvis en mtbar frbttring av kvaliteten i frhllande till fregende r.
In order to gauge the incidence of these Ôlow effective-nessŐ measures, the Court reviewed each of the 104 actions that had been audited on the spot to consider if they represented a significant advance for the producer organisation from its initial situation towards one or more of the EUŐs objectives (Text box 16). 
Fr att bedma frekomsten av dessa tgrder med Ólg ndamlsenlighetÓ kontrollerade revisionsrtten var och en av de 104 tgrder som hade granskats p plats fr att se om de hade lett till vsentliga framsteg mot ett eller flera av EU:s ml fr producentorganisationen jmfrt med utgngslget (se textruta 16).
Against this criterion, more than half (55 %) of the random sample of actions were classed as Ôlow effectivenessŐ. 
Mtt mot detta kriterium klassades ver hlften (55 %) av det slumpmssiga urvalet som tgrder med Ólg ndamlsenlighetÓ.
20.11.2006 EN Official Journal of the European Union C 282/45 59. 
20.11.2006 SV Europeiska unionens officiella tidning C 282/45 59.
These findings show the extent to which Member Sates have approved actions in operational programmes on the basis of their nature (is the action eligible?) without also taking into account their effectiveness (does the action advance the producer organisation towards the objective?). 
Resultaten visar i vilken utstrckning medlemsstater har godknt tgrder i verksamhetsprogram p grundval av deras typ (r tgrden stdberttigad?) utan att ocks ta hnsyn till deras ndamlsenlighet (Bidrar tgrden till producentorganisationens utveckling mot mlet?).
Text box 16 Examples of actions where we often found a significant advance from the initial situation: Ń improvements in production facilities (irrigation systems, energy-efficient greenhouses); Ń introduction of certified quality schemes. 
Textruta 16 Exempel p tgrder dr vi ofta konstaterade vsentliga framsteg i frhllande till utgngslget: Ń Frbttrade produktionsanlggningar (bevattningssystem och energieffektiva vxthus). Ń Infrande av system fr kvalitetscertifiering.
Examples of actions where we often found no significant advance: Ń replacements of machinery such as pallet-movers, fork-lift trucks, lorries and tractors; Ń pallet-boxes, crates, containers, etc.; Ń salaries of existing staff (marketing departments, quality checkers). 
Exempel p tgrder dr vi ofta konstaterade att det inte hade skett vsentliga framsteg: Ń Ersttning av utrustning som pallboxar, gaffeltruckar, lastbilar och traktorer. Ń Pallboxar, ldor, behllare etc. Ń Lner till befintlig personal (marknadsavdelningar och kvalitets-kontrollanter).
Conclusions on the effectiveness of operational programmes 60. 
Slutsatser om verksamhetsprogrammens ndamlsenlighet 60.
Member States formally applied most of the aspects of the programming model that were specifically required in the regulation. 
Medlemsstaterna tillmpade formellt de flesta aspekterna av den programplaneringsmodell som srskilt krvdes enligt frordningen.
However, they did not take account of the likely effectiveness of the actions in their decisions to approve operational programmes. 
De tog dock inte hnsyn till tgrdernas sannolika ndamlsenlighet nr de beslutade att godknna verksamhetsprogram.
However, this has not resulted in the uniform application and simplicity that such an approach could offer. 
Detta har dock inte lett till den enhetliga tillmpning och frenkling som ett sdant synstt skulle kunna medfra.
The eligibility lists did not set sufficiently clear criteria to guide the expenditure towards the activities that the EU wants to support, with the result of uncertainty and increased costs of control. 
I stdberttigandelistorna faststlldes inte tillrckligt tydliga kriterier fr att styra utgifterna mot sdan verksamhet som EU vill stdja, vilket resulterade i oskerhet och kade kontrollkostnader.
The coexistence of the programming model required producer organisations to prepare operational programmes and evaluations to comply with the regulations at a significant cost, and for little benefit. 
Att programplaneringsmodellen existerade parallellt innebar att producentorganisationerna var tvungna att till stora kostnader och liten nytta utarbeta verksamhetsprogram och utvrderingar fr att flja frordningarna.
However, less than half of the actions financed represented a significant advance from the producer organisationsŐ initial situation towards at least one of the 11 objectives, and can therefore be considered effective. 
Dock visade mindre n hlften av de finansierade tgrderna p vsentliga framsteg mot tminstone ett av de elva mlen jmfrt med producentorganisationens utgngslge, och de kan drmed anses vara ndamlsenliga.
In these cases, the aid could be more effective if better targeted Diagram 8 Sample of actions: impact on EU objectives 
I dessa fall skulle stdet kunna bli mer ndamlsenligt om det riktades bttre. Diagram 8 Urval av tgrder: Effekt p EU-ml
C 282/46 EN Official Journal of the European Union 20.11.2006 PART II: PROGRESS MADE BY PRODUCER ORGANISATIONS 64. 
C 282/46 SV Europeiska unionens officiella tidning 20.11.2006 DEL II: FRAMSTEG SOM HAR GJORTS AV PRODUCENTORGANISATIONERNA 64.
Many factors have an impact on the progress made by producer organisations, in addition to the effectiveness of the operational programmes described in Part I. Foremost among these are the activities undertaken by producer organisations and their members that are not financed by operational programmes. Many producer organisations undertake significant investments under Rural Development programmes, for example. 
Utver ndamlsenligheten i verksamhetsprogrammen som beskrivits i del I pverkar mnga faktorer de framsteg som grs av producentorganisationerna. Viktigast r de tgrder som genomfrs av producentorganisationerna och deras medlemmar och som inte finansieras genom verksamhetsprogram. Mnga producentorganisationer gr stora investeringar genom programmen fr landsbygdsutveckling, till exempel.
Furthermore, other EU aid schemes also support producer organisations, notably the schemes for the withdrawals of surplus production and for the processing of fruit and tomatoes. 
Vidare stder andra EU-bidragssystem producentorganisationer, srskilt systemen fr tertag av verproduktion och fr bearbetning av frukt och tomater.