natgillin/translations-raw huggingface dataset:
The European Commission services are in the process of devising a new concept and legal basis for assistance from 2007 onwards (see paragraphs 1 to 8). 
Europeiska kommissionens avdelningar r i frd med att utarbeta ett nytt koncept och en ny rttslig grund fr bistndet frn och med 2007 (se punkterna 1Đ8).
The Russian Federation is the largest beneficiary of the TACIS programme, having received about 40 % of all funding under the programme. 
Ryska federationen r den strsta stdmottagaren inom Tacisprogrammet och har tagit emot uppemot 40 % av programmets totala finansiering.
In total the TACIS funding allocated to the Russian Federation has been about 200 million euro annually. 
Totalt har de Tacismedel som tilldelas Ryska federationen uppgtt till omkring 200 miljoner euro rligen.
TACIS aims to help create the conditions for sound economic growth and develop a true partnership between the Russian Federation and the EU (see paragraphs 9 to 11). 
Mlsttningen med Tacis r att hjlpa till att skapa frutsttningar fr sund ekonomisk tillvxt och att utveckla ett verkligt partnerskap mellan Ryska federationen och EU (se punkterna 9Đ11).
The objective of the CourtŐs audit was to assess whether the Commission had managed the TACIS projects in the Russian Federation in such a way that these projects had been effective. 
Syftet med revisionsrttens granskning var att bedma om kommissionen hade frvaltat Tacisprojekten i Ryska federationen p ett sdant stt att projekten hade varit ndamlsenliga.
The Court examined 29 contracts (projects) out of a total of 275 from the contracting year 2000 or later and with an expiry date no later than the end of 2003, i.e. the most recent projects for which the sustainability could be assessed. 
Revisionsrtten granskade 29 av totalt 275 kontrakt (projekt) frn kontrakteringsret 2000 eller senare med slutdatum senast vid utgngen av 2003, det vill sga de senaste projekt som gick att bedma i frga om hllbarhet.
These projects were financed under the Actions Programmes 1997 to 2000, and implemented mainly in 2002 and 2003. 
Dessa projekt finansierades genom tgrdsprogrammet 1997Đ2000 och genomfrdes huvudsakligen 2002 och 2003.
The total value of the contracts audited was over 56 million euro out of a total population of 109 million euro (see paragraphs 12 to 16). 
Det totala vrdet av de granskade kontrakten var ver 56 miljoner euro av en population om totalt 109 miljoner euro (se punkterna 12Đ16).
Overall the Court concluded that nine of the audited projects achieved their objectives. 
Generellt sett drog revisionsrtten slutsatsen att nio av de granskade projekten uppfyllde sina ml.
In eight cases the objectives were partially met and in twelve cases they were not achieved. 
I tta fall uppfylldes mlen delvis och i tolv fall uppfylldes de inte.
The results of five of the projects were sustainable. 
Resultaten av fem av projekten var hllbara.
Considering the above audit results, which show that the effectiveness of the use of TACIS funds has been low, the Court cannot assess the performance of TACIS projects in the Russian Federation positively. 
Med hnsyn till ovanstende granskningsresultat som visar att ndamlsenligheten i anvndandet av Tacismedlen har varit lg, kan revisionsrtten inte gra ngon positiv bedmning av Tacisprojekten i Ryska federationen.
However, the audit revealed that the performance of contractors and monitors met the requirements of their contracts (see paragraph 55). 
Vid granskningen konstaterades dock att entreprenrerna och vervakarna uppfyllde kraven i sina kontrakt (se punkt 55).
V. The Court observed that the Commission had exhaustive programming systems. 
V. Revisionsrtten konstaterade att kommissionen hade heltckande system fr programplanering.
However, the programming process took long and, despite the CommissionŐs efforts, there was a lack of a real dialogue between the Commission and the Russian authorities and beneficiaries. 
Programplaneringsprocessen tog dock lng tid och trots det arbete kommissionen lade ned saknades verklig dialog mellan kommissionen och de ryska myndigheterna och stdmottagarna.
As a consequence there were some cases where the Russian authorities accepted assistance, which the final beneficiaries did not actually want. 
Till fljd av detta accepterade de ryska myndigheterna i ngra fall bistnd som de slutliga mottagarna i sjlva verket inte ville ha.
This had a negative impact on the effectiveness of the projects (see paragraphs 20 to 22). 
Detta hade negativ inverkan p projektens ndamlsenlighet (se punkterna 20Đ22).
Other observations were that projectsŐ objectives were sometimes imprecise and not measurable, or sometimes missing, and in some cases underlying assumptions were unrealistic (see paragraphs 26 to 31). 
Andra iakttagelser var att projektmlen ibland var oklara och inte gick att mta, eller att det i vissa fall inte fanns ngra ml, och att de bakomliggande antagandena i vissa fall var orealistiska (se punkterna 26Đ31).
The selection and involvement of beneficiaries on some occasions was not successful (see paragraphs 32 to 34). 
Man misslyckades vid ngra tillfllen med urvalet av stdmottagare och med stdmottagarnas delaktighet (se punkterna 32Đ34).
There were problems related to the determination of the project size. 
Det fanns problem nr det gllde bestmningen av projektens storlek.
Co-financing was hardly used (see paragraphs 37 and 38). 
Medfinansiering anvndes knappt alls (se punkterna 37 och 38).
In twelve cases (of 29) there were major delays in implementation, but the devolution of responsibilities to the Delegation resulted in more effective project management procedures (see paragraphs 39 and 40). 
I tolv fall (av 29) var genomfrandet kraftigt frsenat men delegeringen av ansvar till delegationerna ledde till effektivare projektfrvalt-ningsfrfaranden (se punkterna 39 och 40). Styrkommitterna fungerade inte vl.
Equipment was often not used for the purpose of the project (see paragraphs 43 to 46). 
Utrustningen anvndes ofta inte fr projektets syfte (se punkterna 43Đ46).
Ex post assessment (evaluations) of the impacts of the projects did not take place (see paragraphs 48 and 53). 
Efterhandsbedmningar (utvrderingar) av projektens effekt utfrdes inte (se punkterna 48 och 53).
The main recommendations of the Court are the following (see paragraph 56): Ń All planning of external action programmes should be based on a real dialogue between the Commission and the beneficiaries. 
Revisionsrttens huvudsakliga rekommendationer r fljande (se punkt 56): Ń All planering av externa tgrdsprogram br grundas p verklig dialog mellan kommissionen och stdmottagarna.
Only such projects should be financed where there are clear objectives which are shared by the Commission and the beneficiaries. 
Endast projekt dr det finns tydliga ml som r gemensamma fr kommissionen och stdmottagarna br finansieras.
Ń To improve the working of its systems the Commission should apply the Project Cycle Management (PCM) including the logical framework whenever appropriate, and it should avoid consolidating small projects with different objectives and beneficiaries. 
Ń Fr att frbttra systemen br kommissionen tillmpa projektcykelfrvaltning, och den logiska ramen nr s r lmpligt, och undvika att sl samman sm projekt med olika ml och stdmottagare.
Ń The Commission should appraise realistically the potential for sustainability during the planning phase of the projects; ensure the ex post assessment, or evaluation, of the completed projects in order to learn the good and bad practices; and provide information on the projects and their results for dissemination purposes. 
Ń Kommissionen br under projektens planeringsfas gra realistiska bedmningar av potentialen fr hllbarhet, den br garantera att det grs en efterhandsbedmning eller utvrdering av slutfrda projekt fr att se vilka arbetsstt som r bra och vilka som r dliga, och den br tillhandahlla information om projekten och resultaten av dem i spridningssyfte.
(1) TACIS: Technical Assistance for the Commonwealth of Independent States. 
(1) Tacis: Tekniskt bistnd till Oberoende staters samvlde.
C 119/4 EN Official Journal of the European Union 19.5.2006 INTRODUCTION The TACIS Programme 1. 
C 119/4 SV Europeiska unionens officiella tidning 19.5.2006 INLEDNING Tacisprogrammet 1.
After the break-up of the Soviet Union, the European Union devised a technical assistance programme for the countries of the newly created Commonwealth of Independent States (CIS). 
Efter Sovjetunionens upplsning inrttade Europeiska unionen ett program fr tekniskt bistnd till lnderna i det nyligen bildade Oberoende staters samvlde (OSS).
The objective of this programme, named TACIS, was to promote the transition to market economics and to reinforce democracy and the rule of law in the recipient countries. 
Syftet med programmet, som kallas Tacis, var att frmja vergngen till marknadsekonomi och strka demokratin och rttsstatsprincipen i mottagarlnderna.
Two Council Regulations (1) covering the period from 1991-1999 made available approximately 4 221 million euro for assistance to the partner countries of Armenia, Azerbaijan, Belarus, Georgia, Kazakhstan, Kyrgyzstan, Moldova, Mongolia, the Russian Federation, Tajikistan, Turkmenistan, Ukraine and Uzbekistan. 
I de tv rdsfrordningar(1) som tcker perioden 1991Đ1999 gjordes omkring 4 221 miljoner euro tillgngliga fr bistnd till partnerlnderna Armenien, Azerbajdzjan, Georgien, Kazakstan, Kirgizistan, Moldavien, Mongoliet, Ryska federationen, Tadzjikistan, Turkmenistan, Ukraina, Uzbekistan och Vitryssland.
The current Council Regulation ((EC, Euratom) No 99/2000 of 29 December 1999 (2)) earmarks 3 138 million euro for TACIS assistance during the period from 2000 to 2006. 
I den nuvarande rdsfrordningen ((EG, Euratom) nr 99/2000 av den 29 december 1999 (2)) ronmrks 3 138 miljoner euro fr Tacisstd under perioden 2000Đ2006.
The Commission services are in the process of devising a new concept and legal basis for assistance to these countries from 2007 onwards. 
Kommissionens avdelningar r i frd med att utarbeta ett nytt koncept och en ny rttslig grund fr bistndet till dessa lnder frn och med 2007.
The aim of TACIS is to transfer know-how through technical assistance, including undertaking studies, preparation of plans, and giving advice and training. 
Syftet med Tacis r att verfra kunskap genom tekniskt bistnd, vilket inbegriper att genomfra studier, utarbeta planer och ge rd och utbildning.
Consultants from the EU countries work with the beneficiaries with the aim of transferring know-how and skills, which are intended to be replicated by other projects and organisations in the recipient country. 
Konsulter frn EU-lnderna arbetar med stdmottagarna i syfte att verfra kunskaper och frdigheter som r avsedda att fras vidare i andra projekt och av andra organisationer i mottagarlandet.
The aid is financed through payments from the Community budget being made directly to the European contractors providing the technical assistance. 
Stdet finansieras genom betalningar frn gemenskapsbudgeten direkt till de europeiska entreprenrer som tillhandahller det tekniska bistndet.
In addition to the Council Regulation (see paragraph 2), relations between the European Union and the TACIS countries are based on Partnership and Cooperation Agreements (PCAs) signed between the EU, Member States and individual partner countries. 
Utver rdets frordning (se punkt 2) bygger relationerna mellan Europeiska unionen och Tacislnderna p partnerskaps-och samarbetsavtal mellan EU, medlemsstaterna och de enskilda partnerlnderna.
The External Relations Directorate-General (RELEX) is responsible for the programming of TACIS in cooperation with the partner countries. 
Generaldirektoratet fr yttre frbindelser (GD Yttre frbindelser) ansvarar fr programplaneringen av Tacis i samarbete med partnerlnderna.
The implementation of the TACIS programme is subsequently defined in multi-annual Country and/or Regional Strategy Papers (SPs) and Multi-annual Indicative Programmes (for the national programme as well as the regional or multi-country programmes) (MIPs). 
Genomfrandet av Tacisprogrammet har drefter faststllts i flerriga landsspecifika och/eller regionspecifika strategidokument och flerriga vgledande program (fr nationella program svl som fr regionala program och program som omfattar flera lnder).
Before establishing the MIPs the Commission has to discuss the priorities with the Committee for assistance to the New Independent States (TACIS Committee) (3). 
Innan kommissionen upprttar de flerriga vgledande programmen skall den diskutera prioriteringar med kommittn fr bistnd till de nya oberoende staterna (Taciskommittn) (3).
The Europe Aid Cooperation Office (EuropeAid) currently transforms the MIPs into annual or bi-annual Action Programmes (APs) in dialogue with the TACIS national coordinators, relevant ministries and other organisations in the beneficiary countries and after internal consultation within the Commission. 
Byrn fr samarbete EuropeAid gr fr nrvarande om de flerriga vgledande programmen till ett-eller tvriga tgrdsprogram i dialog med de nationella Tacissamordnarna, berrda ministerier och andra organisationer i mottagarlnderna och efter internt samrd inom kommissionen.
These documents are (1) 1991-1995: (EEC, Euratom) No 2157/91 of 15 July 1991, 1996-1999: (Euratom, EC) No 1279/96 of 25 June 1996. 
Taciskommittn skall yttra sig ver innehllet i tgrdsprogrammen och ven ver (1) 1991Đ1995: rdets frordning (EEG, Euratom) nr 2157/91 av den 15 juli 1991, 1996Đ1999: rdets frordning (Euratom, EG) nr 1279/96 av den 25 juni 1996.
(2) OJ L 12, 18.1.2000, p. 
(2) EGT L 12, 18.1.2000, s.
(3) The Committee is composed of representatives of the Member States and chaired by a representative of the Commission. completed by financing memoranda (agreements between the EU and the beneficiary countries on the projects to be financed) and planning documents pertaining to the individual projects (Terms of Reference, ToR). 
(3) Kommittn bestr av fretrdare fr medlemsstaterna; dess ordfrande r en fretrdare fr kommissionen. projektfrteckningen.
The TACIS Cross-Border Cooperation (CBC) programme and the TACIS nuclear safety activities have their own strategy papers and indicative and action programmes. 
Tacis program fr grnsverskridande samarbete och Tacis verksamhet fr krnskerhet har sina egna strategidokument, vgledande program och tgrdsprogram.
The planning of the TACIS intervention is intended to be dialogue-driven. 
Planeringen av Tacisstd skall ske i dialog.
This means that at all levels of the programming and project identification stages the Commission and the beneficiary countries should agree on the priorities and the projects. 
Detta innebr att kommissionen och mottagarlnderna p alla stadier av programplaneringen och projektidentifieringen skall komma verens om projekt och prioriterade omrden.
Therefore all documents mentioned above from the MIPs down to the ToRs have to be discussed and signed by representatives of the Commission and of the beneficiary countries. 
Drfr skall alla dokument som nmnts ovan, frn de vgledande programmen till uppgifts-beskrivningarna, diskuteras och undertecknas av fretrdare fr kommissionen och mottagarlnderna.
EuropeAid has overall responsibility for the management of the project cycle, from project identification to project appraisal, financing, project implementation and evaluation. 
EuropeAid har det vergripande frvaltningsansvaret under projektcykeln, frn projektidentifiering till projektbedm-ning, finansiering, projektgenomfrande och utvrdering.
8. In 2000, the Commission embarked on a major reform of the management of its external aid programmes (4). 
8. r 2000 inledde kommissionen en omfattande reform av frvaltningen av sina program fr externt bistnd (4).
The main objective was to make significant improvements to the speed and quality of EC external aid. 
Huvudsyftet var att vsentligt skynda p och frbttra kvaliteten p gemenskapens externa bistnd.
A key component of this reform was the extensive devolution of aid management tasks and responsibilities to the CommissionŐs Delegations. 
En central del i denna reform var den omfattande delegeringen av arbetsuppgifter och ansvar i frga om bistndsfrvaltning till kommissionens delegationer.
The role of the central services in Brussels has developed from direct management of projects towards monitoring and supporting Delegations. 
De centrala avdelningarna i Bryssel har gtt ver frn att direkt frvalta projekten till att vervaka och ge std till delegationerna.
TACIS in the Russian Federation 9. 
Tacis i Ryska federationen 9.
The Russian Federation is the largest beneficiary of the TACIS programme, having received about 40 % of all funding under the programme. 
Ryska federationen r den strsta mottagaren inom Tacis-programmet och har tagit emot uppemot 40 % av programmets totala finansiering.
The EU and the Russian Federation 10. 
EU och Ryska federationen 10.
The European UnionŐs policy towards the Russian Federation is geared towards: contributing to strengthening the rule of law through the development of efficient institutions as well as effective legislative, executive and judicial systems; improving the investment climate; enhancing legislative harmonisation with the EU; and cooperating in the fields of justice and home affairs, environment and nuclear safety. 
Europeiska unionens politik gentemot Ryska federationen r inriktad p att bidra till att rttsstatsprincipen strks genom utveckling av effektiva institutioner och ndamlsenliga lagstift-ningssystem, verkstllande system och rttsliga system, p att frbttra investeringsklimatet, p att ka den rttsliga harmoniseringen med EU och p samarbete i rttsliga och inrikes frgor, miljfrgor och krnskerhetsfrgor.
These measures should help create the conditions for sound economic growth in the Russian Federation, and developing a true partnership with the EU. 
Dessa tgrder skall skapa frutsttningar fr sund ekonomisk tillvxt i Ryska federationen och underltta utvecklingen av ett verkligt partnerskap med EU.
(4) Communication to the Commission on the reform of the management of external assistance, 16 May 2000, SEC(2000) 814/5. 
(4) Meddelande till kommissionen om reformen av frvaltningen av det externa bistndet, SEK(2000) 814/5, den 16 maj 2000.
19.5.2006 EN Official Journal of the European Union C 119/5 11. 
19.5.2006 SV Europeiska unionens officiella tidning C 119/5 11.
The PCA between the European Union and the Russian Federation regulates the political, economic and cultural relations between the EU and the Russian Federation. 
Avtalet om partnerskap och samarbete mellan Europeiska unionen och Ryska federationen reglerar de politiska, ekonomiska och kulturella relationerna mellan EU och Ryska federationen.
It was signed in 1994 and entered into force on 1 December 1997 for an initial period of ten years. 
Det undertecknades 1994 och trdde i kraft den 1 december 1997 fr en inledande tiorsperiod.
The Commission and the Russian authorities are in the process of devising a new instrument for the period after the expiry of the present PCA. 
Kommissionen och de ryska myndigheterna r i frd med att utarbeta ett nytt instrument fr perioden efter det att det nuvarande avtalet om partnerskap och samarbete har lpt ut.
The audit objective was to assess whether the Commission had managed the TACIS projects in the Russian Federation in such a way that these projects had been effective. 
Syftet med granskningen var att bedma om kommissionen hade frvaltat Tacisprojekten i Ryska federationen p ett sdant stt att projekten var ndamlsenliga.
To achieve this the Court audited a sample of projects in order to determine (i) the extent to which the projectsŐ objectives had been achieved and (ii) how far projects were sustainable. 
Fr att uppn detta granskade revisionsrtten ett urval projekt fr att bedma dels i vilken utstrckning projektmlen hade uppfyllts, dels i vilken mn projekten var hllbara.
In its audit the Court followed the stages of the CommissionŐs system of Project Cycle Management (PCM): programming; project identification and planning; project financing; project implementation and evaluation. 
Vid granskningen fljde revisionsrtten de olika stadierna i kommissionens system med projektcykelfrvalt-ning: programplanering, projektidentifiering och projektplanering, projektfinansiering, projektgenomfrande och utvrdering.
As the audit concentrated on the project level, the assessment of the programming process was limited to aspects which had a direct impact on the planning of the projects audited. 
Eftersom granskningen fokuserades p projektnivn begrnsades bedmningen av programplaneringsprocessen till aspekter som direkt inverkade p planeringen av de granskade projekten.
The audit did not cover other general non-measurable political objectives of the projects. 
Granskningen omfattade inte andra generella ej mtbara politiska syften med projekten.
In the framework of this audit, the Court was cooperating with the Russian Chamber of Accounts (RCoA). 
Inom ramen fr sin granskning samarbetade revisionsrtten med den ryska rkenskapskammaren.
The RCoA performed a parallel audit on the side of relevant Russian authorities on TACIS projects. 
Denna utfrde en parallell granskning av Tacisprojekt inom de berrda ryska myndigheterna.
The report of RCoA will be published at the beginning of 2006. 
Den ryska rkenskapskammarens rapport kommer att lggas fram i brjan av 2006.
The Court examined 29 contracts (projects) out of a total of 275 from the contracting year 2000 or later and with an expiry date no later than the end of 2003 which were the most recent projects for which the sustainability could be assessed. 
Revisionsrtten granskade 29 av totalt 275 kontrakt (projekt) frn kontrakteringsret 2000 eller senare med slutdatum senast vid utgngen av 2003, det vill sga de senaste projekten som gick att bedma i frga om hllbarhet.
These projects were financed under the Action Programmes 1997-2000, and implemented mainly in 2002 and 2003. 
Dessa projekt finansierades genom tgrdsprogrammet 1997Đ2000 och genomfrdes huvudsakligen 2002 och 2003.
The total value of the contracts audited was over 56 million euro out of a total population of 109 million euro (1). 
Det totala vrdet av de granskade kontrakten uppgick till ver 56 miljoner euro av en population om totalt 109 miljoner euro (1).
The Nuclear Safety projects as well as TACIS CBC projects were excluded from the sample, as the Court has published Special Reports based on audits of these areas in 1998 (2) (with a follow up in the Annual Report 2000) and 2001 (3). 
Projekten fr krnskerhet liksom projekten inom Tacis program fr grnsverskridande samarbete togs inte med i urvalet eftersom revisionsrtten offentliggjorde srskilda rapporter baserade p granskningar av dessa omrden 1998 (2) (med en uppfljning i rsrapporten fr 2000) och 2001 (3).
As a consequence, the selection includes more contracts with big amounts than contracts with small amounts. 
Till fljd av detta innehller urvalet fler kontrakt p stora belopp n kontrakt p sm belopp.
(2) Special Report No 25/1998 concerning operations undertaken by the European Union in the field of nuclear safety in central and eastern Europe (CEEC) and in the new Independent States (NIS) (1990 to 1997). 
(2) Srskild rapport nr 25/1998 om Europeiska unionens verksamhet inom krnskerhetsomrdet i Central-och steuropa (C E) och de nya oberoende staterna (perioden 1990Đ1997).
Follow up in 2000, the CourtŐs Annual Report, paragraphs 5.45-5.76. 
Uppfljning 2000 i revisionsrttens rsrapport, punkterna 5.45Đ5.76.
(3) Special Report 11/2001 concerning the TACIS cross-border cooperation programme. 
(3) Srskild rapport 11/2001 om programmet fr grnsverskridande samarbete inom Tacis.