natgillin/translations-raw huggingface dataset:
However, the project did not address the fact that the SCPC was not in a position to exercise its mandate effectively in the face of inadequate commitment by the national authorities in this area. 
Men projektet frskte inte gra ngot t att SCPC inte kunde fullgra sitt uppdrag p ett ndamlsenligt stt p grund av de nationella myndigheternas otillrckliga tagande p omrdet.
It lacked independence because, for example, clear criteria are not applied in the appointment and dismissal of its senior management27. 
Det var inte oberoende bland annat drfr att tydliga kriterier inte tillmpas nr den hgre ledningen utses eller avskedas27.
According to the Commission’s 2011 Progress Report it is also not adequately resourced with only half the staff needed to carry out its role effectively28. 
Enligt kommissionens framstegsrapport 2011 r organet dessutom inte tillrckligt bemannat eftersom det endast har hlften av den personal som krvs fr att utfra arbetet p ett ndamlsenligt stt28.
24 OECD (2013), ‘The Former Yugoslav Republic of Macedonia Priorities Report 2013’, SIGMA Country Assessment Reports, 2013/09, OECD Publishing, p. 
24 OECD (2013) The Former Yugoslav Republic of Macedonia Priorities Report 2013 (rapport om f.d. jugoslaviska republiken Makedoniens prioriteringar 2013), Sigmas landbedm-ningsrapporter, 2013/09, OECD Publishing, s.
25 See, for example, L. Grozdanovska Dimishkovska, ‘Nations in Transition’, pp. 424-425 and Macedonia 2013 Human Rights Report from the US Department of State, p. 
L. Grozdanovska Dimishkovska, Nations in Transition (vergngsnationer), s. 424Đ425, och Macedonia 2013 Human Rights Report from the US Department of State (Makedonien 2013, rapport om mnskliga rttigheter frn frn USA:s utrikesdepartement), s.
26 Notably through screening reports and related action plans and the opening and closing benchmarks of the negotiating chapters. 
26 Framfr allt genom granskningsrapporter och tillhrande tgrdsplaner och ppnings-och stngningsriktmrken i frhandlingskapitlen.
27 See the EU-funded report ‘Establishing Comparative Indicator-based Monitoring of Anti-corruption Progress in EU candidate, potential candidate countries and Kosovo’, p. 
27 Se den EU-finansierade rapporten Establishing Comparative Indicator-based Monitoring of Anti-corruption Progress in EU candidate, potential candidate countries and Kosovo (att inrtta en jmfrande indikatorbaserad vervakning av korruptions-bekmpningens framsteg i EU:s kandidatlnder, potentiella kandidatlnder och Kosovo), s.
The Commission 2011 Progress Report states: ‘questions have been raised about the criteria used by parliament in the selection of the seven new members of the SCPC’ and the Commission 2013 Progress Report states: ‘the dismissal of the former president of the SCPC without clear legal basis raised concern’. 
I kommissionens framstegsrapport 2011 anges att frgor har vckts om de kriterier som parlamentet anvnde nr den utsg sju nya medlemmar i SCPC och i kommissionens framstegsrapport 2013 anser man att avskedandet av den tidigare ordfranden fr SCPC utan ngon tydlig rttslig grund r oroande.
28 See also the Thematic evaluation on IPA support to the fight against corruption 2014/348-486/2 ‘Efficient Prevention and Fight against Corruption’, p. 
28 Se ven den tematiska utvrderingen av IPA-std till korruptionsbekmpningen 2014/348-486/2 Efficient Prevention and Fight against Corruption (frebyggande och bekmpning av korruption p ett effektivt stt), s.
Observations 17 29 In the absence of an effective government strategy in the fight against corruption, the Commission has supported CSOs in the role they can play to bring suspicion of corruption to public attention. 
Iakttagelser 17 29 Eftersom det saknas en ndamlsenlig regeringsstrategi fr korruptionsbekmpningen har kommissionen gett std till organisationer i det civila samhllet som kan bidra till att gra allmnheten uppmrksam p misstankar om korruption.
Project 6 provided support in helping to develop and disseminate best practice amongst CSOs in this role. 
Projekt 6 gav std till organisationer i det civila samhllet genom att hjlpa dem att ta fram och sprida bsta praxis i det avseendet.
However, we found that the Commission’s approach in this key area could be improved with regard to strengthening the potential contribution of CSOs which work towards increasing transparency and sharing knowledge. 
Men vi konstaterade att kommissionens strategi p detta nyckelomrde skulle kunna bli bttre nr det gller att strka det potentiella bidraget frn organisationer i det civila samhllet som arbetar fr kad insyn och kunskapsutbyte.
30 Using pre-IPA assistance, the Commission helped the national authorities to put sound legislation on internal control in place. 
30 Kommissionen anvnde IPA:s franslutningsstd nr den hjlpte de nationella myndigheterna att infra en solid lagstiftning om internkontroll.
When IPA I began, the Public Internal Financial Control (PIFC) law was assessed as being a good basis to reform management financial and control structures and internal audit29. 
Nr IPA I startade bedmdes lagen om offentlig intern finansiell kontroll utgra en god grund fr att reformera frvaltningen av finansiella strukturer och kontrollstrukturer och internrevision29.
During the audited period, IPA projects focussed on financial management and control capacity in the operating structures set up for decentralised management of IPA funds but not in the rest of the public administration. 
Under den granskade perioden var IPA-projekten inriktade p den ekonomiska frvaltningen och kontrollkapaciteten i de verksamhetsstrukturer som inrttats fr den decentraliserade frvaltningen av IPA-medel, men inte i resten av den offentliga frvaltningen.
31 The national authorities, for their part, made little progress on strengthening administrative capacity in this area and did not implement the PIFC law fully. 
31 De nationella myndigheterna gjorde  sin sida sm framsteg nr det gllde att strka den administrativa kapaciteten p omrdet och tillmpade inte PIFC-la-gen till fullo.
For example, the Commission pointed out in its 2015 Progress Report that most internal audit units do not have a sufficient number of auditors and that while they conduct their audits based on strategic and annual plans, these are not based on operational and systematic risk. 
I sin framstegsrapport 2015 ptalade kommissionen till exempel att de flesta internrevisionsenheter inte har tillrckligt mnga revisorer och att de visserligen genomfr sina revisioner utifrn strategiska och rliga planer men att de inte grundas p operativa och systematiska risker.
Donors other than the Commission have provided support for strengthening the skills of internal auditors during the audited period. 
Andra givare n kommissionen gav std fr att strka internrevisorernas kompetens under den granskade perioden.
For example, the United States Agency for International Development financed training for internal auditors at the Chartered Institute of Public Finance and Accountancy (CIPFA) Centre of Excellence in Slovenia. 
Till exempel finansierade Frenta staternas myndighet fr internationell utveckling (United States Agency for International Development) utbildning fr internrevisorer vid Chartered Institute of Public Finance and Accountancy (CIPFA) Centre of Excellence i Slovenien.
29 SEC(2008) 2695 final, '2008 Progress Report,' p. 
29 SEK(2008) slutlig, Framstegsrapport 2008, s.
Observations 18 33 The importance of strong internal control has increased under IPA II because the Commission is working with the country to prepare a programme of sector budget support for public finance management for 2016. 
Iakttagelser 18 33 Att det finns en stark internkontroll har blivit viktigare under IPA II eftersom kommissionen arbetar med landet fr att utarbeta ett program fr sektorsvergripande budgetstd till frvaltningen av de offentliga finanserna fr 2016.
Transport and environment 34 The main objective of the IPA allocations for the transport and environment sectors (18 % and 16 % of the 2007-2013 allocations respectively — see Table 2) was to improve regional infrastructure. 
Transport och milj 34 Det frmsta mlet med IPA-anslagen fr transport-och miljsektorerna (18 respektive 16 % av anslagen fr 2007Đ2013 Đ se tabell 2) var att frbttra den regionala infrastrukturen.
Some of these funds were earmarked for strengthening the capacity of the public administration to draft and implement legislation in line with the EU acquis. 
En del av medlen var ronmrkta fr att strka den offentliga frvaltningens kapacitet att utarbeta och tillmpa lagstiftning i linje med EU:s regelverk.
The percentage of funds used on capacity-building in the transport sector (1 %) was far lower than in the environment sector (15 %), despite the fact that both sectors suffered from similar weaknesses in capacity (see Graph 1). 
Den procentandel av medlen som anvndes till kapacitetsuppbyggnad inom transportsektorn (1 %) var betydligt lgre n inom miljsektorn (15 %) trots att bda sektorerna hade liknande kapacitetsbrister (se diagram 1).
IPA allocations per sector (2007-2013) (in million euro) Justice and home affairs PAR and EU integration Competitiveness Agriculture and Rural Development Environment and Climate change Employment Multi-beneficiary Other Transport CBC Source: European Commission. 
IPA-anslag per sektor (2007Đ2013) (i miljoner euro) Rttsliga och inrikes frgor Reform av den offentliga frvaltningen och EU-integration Konkurrenskraft Jordbruk och landsbygdsutveckling Milj och klimatfrndringar Sysselsttning Flera stdmottagare Annat Transport Grnsverskridande samarbete Klla: Europeiska kommissionen.
0 20 40 60 80 100 120 Direct capacity building projects Other projects Graph 1 
0 20 40 60 80 100 120 Projekt fr direkt kapacitetsuppbyggnad Andra projekt Diagram 1
Observations 19 35 While there was no specific IPA allocation for building the capacity of the operating structure for decentralised management30 IPA funds for both transport and environment sectors included ‘learning by doing’ as a contributory objective. 
Iakttagelser 19 35 Det fanns visserligen inga srskilda IPA-anslag fr att bygga upp kapaciteten inom den decentraliserade frvaltningens verksamhetsstruktur30, men IPA-medlen till bde transport-och miljsektorn hade med lrande genom praktiskt arbete (learning by doing) som ett indirekt ml.
However, few activities in audited projects 12 to 17 (see Annex II) clearly provided support in this way. 
Men det var f verksamheter i de granskade projekten 12Đ17 (se bilaga II) som tydligt gav ett sdant std.
For example, the fact that the office provided to the consultants was at a different location from that of national staff involved in project 15 did not facilitate transfer of know-how. 
Till exempel frsvrades kunskapsverfringen av att konsulternas kontor lg p en annan plats n den dr de anstllda i landet som deltog i projekt 15 satt.
Project 17, on the other hand, provided an example of successful transfer of know-how because staff in the public administration were able to make good use of advice received through JASPERS technical assistance when preparing the terms of reference for the project31. 
Projekt 17 var dremot ett exempel p lyckad kunskapsverfring tack vare att de anstllda i den offentliga frvaltningen hade god anvndning av de rd de fick via Jaspers tekniska std nr de utarbetade projektets kravspecifikationer31.
36 Under IPA II, the Commission reduced the country’s overall allocation by 4 million euros because the national authorities declined to receive support for technical assistance and capacity-building in the transport sector. 
36 Inom IPA II minskade kommissionen landets samlade anslag med fyra miljoner euro drfr att de nationella myndigheterna avbjde std till tekniskt std och kapacitetsuppbyggnad inom transportsektorn.
While these funds are lost for the country, if it undertakes to address administrative capacity-building needs and carry out horizontal reforms, funds may be reallocated within the existing programme. 
Landet gr visserligen miste om dessa medel men om det tar sig att tillgodose behoven av administrativ kapacitetsuppbyggnad och genomfra vergripande reformer kan medlen omfrdelas inom det befintliga programmet.
Most planned outputs were delivered but they were not always exploited 37 Before making final payments for IPA projects which have been completed, the Commission receives a final report from the claimant. 
Merparten av den planerade outputen levererades med den utnyttjades inte alltid 37 Innan kommissionen gr slutbetalningar fr avslutade IPA-projekt fr den en slutrapport frn stdmottagaren.
For the 11 closed projects in the audited sample, our audit demonstrated that all or most of the outputs planned had been delivered. 
Vr revision visade att all planerad output eller det mesta av den hade levererats i de elva avslutade projekten i det granskade urvalet.
However, for 12 of the audited projects some of the outputs were only partially being used, or not at all. 
Men i tolv av de granskade projekten utnyttjades en del av outputen endast delvis eller inte alls.
Box 1 gives examples of project outputs not being used by the national authorities. 
I ruta 1 finns exempel p projektoutput som inte utnyttjades av de nationella myndigheterna.
30 The operating structure includes the contracting authority and the line ministries. 
30 I verksamhetsstrukturen ingr den upphandlande myndigheten och ansvariga ministerier.
31 JASPERS is a technical assistance partnership between DG Regional and Urban Policy, the EIB and the EBRD which provides independent advice to help beneficiary countries prepare high-quality major projects. 
31 Jaspers r ett partnerskap fr tekniskt std mellan GD regional-och stadspolitik, EIB och EBRD som ger oberoende rd fr att hjlpa stdmottagande lnder att utarbeta hgkvalitativa strre projekt.
Observations 20 Outputs not used by the national authorities Projects 8 and 9 funded ReSPA, a school established in 2006 in Montenegro to provide support for capacity-building for all of the countries of the Western Balkans. 
Iakttagelser 20 Output som inte utnyttjades av de nationella myndigheterna Projekten 8 och 9 finansierade ReSPA, en skola som grundades 2006 i Montenegro och ger std till kapacitetsuppbyggnad till alla lnder p vstra Balkan.
Every year the Commission pays 1.2 million euros to fund ReSPA’s activities. 
Kommissionen betalar 1,2 miljoner euro om ret till ReSPAs aktiviteter.
Each of the participating countries, of which the former Yugoslav Republic of Macedonia is one, contributes 150 000 euros annually towards the school’s running costs. Although a national representative sits on the ReSPA Governing Board, we found that the country made little use of the training courses, comparative assessments and networking provided by the school. 
Varje deltagande land, varav f.d. Jugoslaviska republiken Makedonien r ett, bidrar med 150 000 euro om ret till skolans lpande kostnader. ven om en nationell fretrdare sitter i ReSPAs styrelse konstaterade vi att landet inte har utnyttjat de utbildningskurser, de jmfrande bedmningar och det ntverksarbete som skolan erbjuder i srskilt stor utstrckning.
This was because they were not seen as relevant to or valued by staff in the country’s public administration. 
Det berodde p att de inte ansgs vara relevanta fr eller inte uppskattades av personalen vid landets offentliga frvaltning.
Project 12 aimed to strengthen the administrative and operational capacity of the State Transport Inspectorate to enforce road transport legislation. 
Syftet med projekt 12 var att strka den administrativa och operativa kapaciteten hos den statliga transport-inspektionen och se till att lagstiftningen om vgtransport efterlevdes.
The project was closed in July 2014, but by the date of the audit, 9 months later, the Inspectorate had not yet exploited half of the project outputs, for example, the strategic development plan or action plan, or the Terms of Reference prepared to make calls for tenders. 
Projektet avslutades i juli 2014 men nr vi genomfrde revisionen nio mnader senare hade inspektionen nnu inte utnyttjat hlften av projektets output, till exempel den strategiska utvecklingsplanen eller handlingsplanen eller de kravspecifikationer som utarbetats till anbudsinfordringarna.
Project 15 set up two regional waste management bodies and a public waste management information system. 
Projekt 15 inrttade tv regionala organ fr avfallshantering och ett offentligt informationssystem fr avfallshantering.
Although the project was completed in June 2012, the management information system was not being used by the time of the audit. 
Projektet avslutades i juni 2012, men informationssystemet utnyttjades inte nr vi genomfrde revisionen.
38 Sometimes the outputs were not used because further investment was required. 
38 Ibland utnyttjades inte outputen p grund av att ytterligare investeringar krvdes.
See Box 2. 
Se ruta 2.
Further investment required to make use of outputs Project 7 aimed to improve the national system for training coordination and the implementation of the regulatory framework relating to management of the public administration. 
Ytterligare investeringar krvs fr att outputen ska kunna utnyttjas Syftet med projekt 7 var att frbttra det nationella systemet fr utbildningssamordning och genomfrandet av regelverket fr frvaltning av den offentliga frvaltningen.
A major output of this project was that it carried out functional analyses to identify gaps in administrative capacity. 
En viktig output frn detta projekt var att funktionella analyser genomfrdes fr att man skulle identifiera luckor i den administrativa kapaciteten.
This exercise has huge potential for informing a capacity-building strategy. 
Det arbetet har enorm potential att bidra till en strategi fr kapacitetsuppbyggnad.
However, the project was only a pilot and while it provided guidance for continuing the analyses, the country may not in fact complete the work and use it to address gaps in capacity without further financial assistance. 
Projektet var dock endast ett pilotprojekt och ven om det gav vgledning fr fortsatta analyser kanske landet nd inte kan avsluta arbetet och anvnda det fr att tppa till luckor i kapaciteten utan ytterligare ekonomiskt std.
Project 7 also developed electronic learning tools as a flexible method of strengthening administrative capacity. 
Inom projekt 7 utvecklades ocks elektroniska inlrningsverktyg som en flexibel metod fr att strka den administrativa kapaciteten.
However, to achieve its full potential this output needs to be made more widely available and to be integrated into an overall training strategy. 
Fr att n sin fulla potential mste dock denna output gras mer allmnt tillgnglig och integreras i en vergripande utbildningsstrategi.
Project 11 provided technical assistance for strengthening the capacity of the operating structures set up to manage IPA funds under the decentralised management mode. 
Projekt 11 gav tekniskt std fr att strka kapaciteten i de verksamhetsstrukturer som inrttats fr frvaltningen av IPA-medel enligt den decentraliserade frvaltningsmetoden.
The outputs delivered were qualified trainers, training curricula, modules and training kits, and a toolkit and resource library developed to strengthen capacity in monitoring and evaluation. 
Den output som levererades bestod av kvalificerade utbildare, kursplaner och utbildningspaket och man utvecklade en verktygslda och resurs-bibliotek fr att strka vervaknings-och utvrderingskapaciteten.
After the project closed, the national authorities used the qualified trainers, but only for a limited period of time. 
Nr projektet hade avslutats anvnde de nationella myndigheterna de kvalificerade utbildarna, men endast under en begrnsad tidsperiod.
Further use of these trainers would have required additional investment in national staff and more resources. 
Det hade krvt ytterligare investeringar i nationell personal och strre resurser om man skulle anvnda dessa utbildare mer.
The national authorities did not take up the monitoring and evaluation tools, which it will cost money to update and place online. 
De nationella myndigheterna anvnde inte vervaknings-och utvrderingsverktygen, som det kommer att kosta pengar att uppdatera och lgga upp p internet.
Observations 21 The impacts of projects were often limited and not always sustainable 39 Eleven of the audited projects achieved limited impact which often could not be sustained. 
Iakttagelser 21 Projektens effekter var ofta begrnsade och inte alltid hllbara 39 Elva av de granskade projekten fick begrnsad effekt som ofta blev kortvarig.
In other cases, the national authorities did not take action to ensure the sustainability of the impacts. 
I andra fall vidtog de nationella myndigheterna inga tgrder fr att effekterna skulle bli hllbara.
See Box 3. 
Se ruta 3.
Examples of limited and unsustainable impacts Project 5 assisted the State Commission for the Prevention of Corruption (SCPC) to draft documents in support of a strategy to prevent corruption. 
Exempel p begrnsade och kortvariga effekter Projekt 5 hjlpte den statliga kommissionen fr frebyggande av korruption (SCPC) att utarbeta dokument till en strategi fr att frebygga korruption.
This had little impact on the country’s fight against corruption because it was not embedded in a wider national anti-corruption strategy and because the SCPC did not have the independence and resources to monitor effectively the implementation of its own strategy in all institutions concerned. 
Det arbetet hade liten inverkan p landets korruptionsbekmpning eftersom det inte ingick i en bredare nationell strategi fr korruptionsbekmpning och eftersom SCPC inte hade det oberoende och de resurser som krvs fr att den p ett ndamlsenligt stt skulle kunna vervaka genomfrandet av den egna strategin vid alla berrda institutioner.
The potential impact of the project was further weakened because it took 3 years for the Commission to follow it up with another project. 
Projektets potentiella effekter frsvagades ytterligare av att det tog tre r fr kommissionen att flja upp det med ett nytt projekt.
Project 6 targeted the capacity of CSOs to tackle corruption and organised crime. 
Projekt 6 var inriktat p kapaciteten hos organisationer i det civila samhllet att bekmpa korruption och organiserad brottslighet.
The development of best practice and networking was positive. 
Det frekom en positiv utveckling av bsta praxis och ntverksar-bete.
This is because the only institution which has expressed an interest in providing ongoing support in this area lacks both the necessary authority and capacity to continue the work. 
Det beror p att den enda institution som har visat intresse av att ge fortlpande std p omrdet saknar bde den auktoritet som krvs och kapacitet att fortstta arbetet.
Project 10 assisted with the setting-up of a centralised IPA Training and Support Facility (ITSF). 
Projekt 10 hjlpte till att inrtta en central anlggning fr IPA-utbildning och IPA-std (ITSF).
The ITSF has had relatively little impact in strengthening administrative capacity. 
Den har haft relativt liten effekt nr det gller att strka den administrativa kapaciteten.
One reason is that few of the trainers trained by the project actually gave courses as intended. 
Ett skl r att f av de utbildare som utbildades inom projektet gav de kurser som det var meningen att de skulle ge.
This was either because they were not released from their other work or because they were not motivated to take on what is considered to be an additional and unrewarding task. 
Det berodde antingen p att de inte fick ledigt frn sitt andra jobb eller p att de inte var motiverade att ta p sig ngot som betraktades som en ytterligare och otacksam uppgift.