natgillin/translations-raw huggingface dataset:
The effects of any anomalies that are noted in the marks awarded could be mitigated by eliminating some of the extreme notes when the average is calculated. 
Avvikelser som konstaterats vid pongsttningen skulle kunna minskas genom att vissa extrem-vrden utesluts frn berkningen av den genomsnittliga pongen.
Moreover, the working of the evaluation committees might be improved if an agent of the Commission were present in the evaluation committees convened on the initiative of the decentralised contracting authorities (see paragraph 16). 
Dessutom skulle utvrderingskommitterna fungera bttre om en tjnsteman frn kommissionen var nrvarande nr utvrderingskommitterna sammantrder p initiativ av de decentraliserade avtalsslutande myndigheterna (se punkt 16).
6.12.2000 EN Official Journal of the European Communities C 350/15 General conclusion 85. While open invitations to tender are the surest way of guaranteeing a broad range of tenders for contracts, making their application more widespread would increase both the cost of operations (personnel, experts, costs) and the time required. 
6.12.2000 SV Europeiska gemenskapernas officiella tidning C 350/15 Allmn slutsats 85. ven om en ppen anbudsinfordran r det bsta sttet att uppn ett brett och diversifierat deltagande i upphandlingen skulle bde kostnaderna fr tgrderna (personal, experter, kostnader) och den tid det tar att genomfra dem ka om man tillmpade detta frfarande generellt.
Furthermore, it is the discipline with which the preselection, information and, above all, evaluation procedures are carried out that should receive particular attention, rather than the form of the invitation to tender. 
Dessutom r det strikta genomfrandet av de frberedande urvals-, informations-och framfr allt utvrderingsfrfarandena viktigare n vilket slag av anbudsinfordran som valts.
There can be no justification for the existence of so many differences between Phare and Tacis as regards the procedures followed in awarding service contracts. 
Det finns ingen orsak som motiverar de stora skillnaderna mellan Phare och Tacis vad gller upphandlingen av tjnster.
In this respect, harmonising the procedures for awarding service contracts within the Commission would be a highly effective means of introducing the discipline which has, until now, been lacking. 
I sammanhanget utgr harmoniseringen av frfarandena fr upphandling av tjnster inom kommissionen ett effektivt medel fr att infra den noggrannhet som hittills saknats.
On the same point, creating the SCR and standardising the procedures for contracts concluded within the framework of cooperation for the benefit of third countries is only a first step: the desired harmonisation should be carried out at the level of the Financial Regulation applicable to the Community budget. 
Inrttandet av Gemensamma bistndstjnsten och tgrderna fr att harmonisera frfarandena fr avtal som sluts inom ramen fr samarbetet till frmn fr tredje land utgr hr endast ett frsta steg p vgen, fr det r p budgetfrordningens niv som harmoniseringen borde gras.
The problems that were found only serve to emphasise the urgency of this harmonisation and the need to draw up simpler and lasting rules. 
De problem som konstaterats understryker n mer att en sdan harmonisering brdskar, liksom faststllandet av enkla, varaktiga regler.
Furthermore turnover among the staff allocated to tasks which are essentially civil service duties should be reduced. 
Dessutom borde en mera stabil personalstyrka knytas till de uppgifter som i huvudsak r frbehllna den offentliga sektorn.
The report was adopted by the Court of Auditors in Luxembourg at the meeting of 12 and 13 July 2000. 
Denna rapport har antagits av revisionsrtten vid dess sammantrde i Luxemburg den 12 och 13 juli 2000.
C 350/16 EN Official Journal of the European Communities ANNEX I Phare contracts for which only one undertaking passed the technical selection stage 6.12.2000 (in EUR) No 1 2 3 4 5 6 7 8 9 10 11 12 13 Amount 880090 2 697 200 609 500 039 830 915638 999 854 600 000 890000 744725 892 942 896 520 478 850 79330 # Undertakings invited 6 10 12 8 8 12 10 7 7 7 11 11 8 # Tenders 3 3 3 2 7 6 5 3 2 4 4 2 4 1 3 1 Tacis contracts for which only one undertaking passed the technical selection stage (in EUR) No Amount 1 1 299 950 2 3 995 377 3 2 347 049 # Undertakings invited 7 9 8 # Tenders 5 6 6 
C 350/16 SV Europeiska gemenskapernas officiella tidning 6.12.2000 Nr 1 2 3 4 5 6 7 8 9 10 11 12 13 Nr 1 2 3 Belopp 880090 2 697 200 609 500 039 830 915638 999 854 600 000 890000 744725 892 942 896 520 478 850 79330 Antal fretag som uppmanats lmna anbud 6 10 12 8 8 12 10 7 7 7 11 11 8 Antal anbud 3 3 3 2 7 6 5 3 2 4 4 2 4 BILAGA I Phare-kontrakt dr endast ett fretag klarat sig genom den tekniska utvrderingen (euro) 1 3 1 Tacis-kontrakt dr endast ett fretag klarat sig genom den tekniska utvrderingen (euro) Belopp 1 299 950 3 995 377 2 347 049 Antal fretag som uppmanats lmna anbud 7 9 8 Antal anbud 5 6 6
6.12.2000 EN Official Journal of the European Communities ANNEX II Changes in the average number of tenders at different stages of the procedure C 350/17 Average number Expressions of interest Undertakings on the shortlist Tenders received Tenders reaching financial evaluation Phare 27,2 9,5 4,7 2,4 Tacis 27,6 8,4 5,2 2,7 
6.12.2000 SV Europeiska gemenskapernas officiella tidning BILAGA II Genomsnittligt antal anbud under behandling C 350/17 Genomsnittligt antal Intresseanmlan Fretag p den begrnsade listan Erhllna anbud Anbud som nr den ekonomiska utvrderingen Phare 27,2 9,5 4,7 2,4 Tacis 27,6 8,4 5,2 2,7
C 350/18 EN Official Journal of the European Communities ANNEX III Infringements of the rule limiting the size of Tacis contracts (1996, 1997 and 1998) Total 1998 1996 + 1997 23,4 0,0 11,0 10,4 9,3 6,2 6,5 4,6 10,2 0,0 9,5 0,0 0,0 9,0 7,0 1,5 7,8 0,7 7,4 1,0 3,0 5,4 4,0 4,3 2,7 5,5 8,0 0,0 6,4 1,5 7,8 0,0 6.12.2000 Contractor No 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 1996 1997 12,0 11,4 7,3 3,7 2,1 7,3 2,9 3,6 3,3 6,8 4,0 5,5 0,0 0,0 2,0 5,0 1,8 6,0 0,0 7,4 1,2 1,8 2,1 1,9 0,0 2,7 0,0 8,0 2,4 4,1 7,8 0,0 (in million EUR) Overall amount 23,4 21,4 15,6 11,2 10,2 9,5 9,0 8,5 8,5 8,4 8,4 8,2 8,2 8,0 7,9 7,8 
C 350/18 SV Europeiska gemenskapernas officiella tidning BILAGA III verskridandeavbegrnsningsregelnpTacis-marknaden(1996,1997och1998) 6.12.2000 Avtalspart nr 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 1996 1997 12,0 11,4 7,3 3,7 2,1 7,3 2,9 3,6 3,3 6,8 4,0 5,5 0,0 0,0 2,0 5,0 1,8 6,0 0,0 7,4 1,2 1,8 2,1 1,9 0,0 2,7 0,0 8,0 2,4 4,1 7,8 0,0 Totalt 1998 1996+ 1997 23,4 0,0 11,0 10,4 9,3 6,2 6,5 4,6 10,2 0,0 9,5 0,0 0,0 9,0 7,0 1,5 7,8 0,7 7,4 1,0 3,0 5,4 4,0 4,3 2,7 5,5 8,0 0,0 6,4 1,5 7,8 0,0 (miljoner euro) Totalt 1996Đ1998 23,4 21,4 15,6 11,2 10,2 9,5 9,0 8,5 8,5 8,4 8,4 8,2 8,2 8,0 7,9 7,8
6.12.2000 EN Official Journal of the European Communities C 350/19 0 Information missing Phare ANNEX IV Phare financial evaluation methods Number of cases 7 0 0 6 2 0 39 6 10 1 1 3 1 1 Number of cases where the method used differed from the method issued 0 0 0 0 0 0 8 1 2 0 0 0 1 0 1 Total price / time worked by EU experts 2 (Total price Đ local expertsŐ fees) / time worked by EU experts 3 Total price 4 (Total price Đ local expertsŐ fees Đ cost of equipment)/time worked by EU experts 5 (Total price Đ cost of equipment) / time worked by EU experts 6 Total price Đ reimbursable expenses 7 (Total price Đ reimbursable expenses) / time worked by EU experts 8 (Total price Đ reimbursable expenses) / time worked by experts 9 Fees / time worked by experts 10 (Fees + allowances) / time worked by experts 11 Total price + commission 12 Evaluation in stages 13 Total price Đ cost of equipment Đ cost of local assistance Đ travel expenses 14 Method 8 + commission + 2 cases where only one bid reached the technical evaluation and the cases in question did not undergo financial evaluation. 
6.12.2000 SV Europeiska gemenskapernas officiella tidning C 350/19 0 Information saknas Phare Antal fall 7 0 0 6 2 0 39 6 10 1 1 3 1 1 Antal fall dr den anvnda metoden skiljer sig frn den angivna 0 0 0 0 0 0 8 1 2 0 0 0 1 0 BILAGA IV Ekonomiska utvrderingsmetoder fr Phare 1 Total kostnad/EU:s experters iansprktagna tid 2 (Total kostnad Đ arvoden till lokala experter)/EU:s experters iansprktagna tid 3 Total kostnad 4 (Total kostnad Đ arvoden till lokala experter Đ kostnad fr utrustning)/EU:s experters iansprktagna tid 5 (Total kostnad Đ kostnad fr utrustning)/EU:s experters iansprktagna tid 6 Total kostnad Đ ersttningsberttigade kostnader 7 (Total kostnad Đ ersttningsberttigade kostnader)/EU:s experters iansprktagna tid 8 (Total kostnad Đ ersttningsberttigade kostnader/experters iansprktagna tid 9 Arvoden/experters iansprktagna tid 10 (Arvoden + ersttningar)/experters iansprktagna tid 11 Totalpris + provision 12 Utvrdering i faser 13 Total kostnad Đ kostnad fr utrustning Đ kostnad fr lokalt std Đ resekostnader 14 Metod 8 + provision + 2 fall dr endast ett anbud klarat sig genom den tekniska utvrderingen och fr vilka ingen ekonomisk utvrdering gjorts.
1 0 12 Total 78 Tacis financial evaluation methods Tacis Number of cases 0 8 2 24 2 1 2 0 0 0 0 0 0 0 0 38 0 Information missing 1 Total price / time worked by EU experts 2 (Total price Đ local expertsŐ fees) / time worked by EU experts 3 Total price 4 (Total price Đ local expertsŐ fees Đ cost of equipment) / time worked by EU experts 5 (Total price Đ cost of equipment) / time worked by EU experts 6 Total price Đ reimbursable expenses 7 (Total price Đ reimbursable expenses) / time worked by EU experts 8 (Total price Đ reimbursable expenses) / time worked by experts 9 Fees / time worked by experts 10 (Fees + allowances) / time worked by experts 11 Total price + commission 12 Evaluation in stages 13 Total price Đ cost of equipment Đ cost of local assistance Đ travel expenses 14 Method 8 + commission + one direct treaty and one evaluation by the ACPC. Total 
1 0 12 0 Information saknas Totalt Ekonomiska utvrderingsmetoder fr Tacis 78 Tacis Antal fall 0 8 2 24 2 1 2 0 0 0 0 0 0 0 0 38 1 Total kostnad/EU:s experters iansprktagna tid 2 (Total kostnad Đ arvoden till lokala experter)/EU:s experters iansprktagna tid 3 Total kostnad 4 (Total kostnad Đ arvoden till lokala experter Đ kostnad fr utrustning)/EU:s experters iansprktagna tid 5 (Total kostnad Đ kostnad fr utrustning)/EU:s experters iansprktagna tid 6 Total kostnad Đ ersttningsberttigade kostnader 7 (Total kostnad Đ ersttningsberttigade kostnader)/EU:s experters iansprktagna tid 8 (Total kostnad Đ ersttningsberttigade kostnader/experters iansprktagna tid 9 Arvoden/experters iansprktagna tid 10 (Arvoden + ersttningar)/experters iansprktagna tid 11 Totalpris + provision 12 Utvrdering i faser 13 Total kostnad Đ kostnad fr utrustning Đ kostnad fr lokalt std Đ resekostnader 14 Metod 8 + provision + 1 avtal genom privat verenskommelse och 1 utvrdering av CCAM. Totalt
C 350/20 EN Official Journal of the European Communities ANNEX V List of framework contracts 6.12.2000 Phare (in EUR) Value of contract as at 30.6.1999 5 181 888 7 533 795 1 175 578 6 315 818 19 045 019 7 543 984 18 235 197 15 290 569 5 138 651 2 537 760 3 225 216 5 071 384 9 865 931 106 160 790 0 1 996 420 794 026 10 601 395 87 600 87 600 13 567 041 No Sector 1 Export and investment 2 Agriculture 3 Health 4 Energy 5 Public administration 6 Social development 7 Environment 8 Transport 9 Banking and finance 10 Telecommunications and post 11 Privatisation and restructuring 12 Information technology 13 Regional development Total Phare Tacis 1 Infrastructure (transport and telecommunications) 2 Enterprise restructuring and development 3 Human resources development 4 Environment 5 Energy including nuclear safety 6 Food production, processing and distribution Total Tacis 
C 350/20 SV Europeiska gemenskapernas officiella tidning BILAGA V Frteckning ver ramavtal 6.12.2000 Phare (euro) Kontraktsbelopp per den 30.6.1999 5 181 888 7 533 795 1 175 578 6 315 818 19 045 019 7 543 984 18 235 197 15 290 569 5 138 651 2 537 760 3 225 216 5 071 384 9 865 931 106 160 790 0 1 996 420 794 026 10 601 395 87 600 87 600 13 567 041 Nr Sektor 1 Export och investeringar 2 Jordbruk 3 Hlso-och sjukvrd 4 Energi 5 Offentlig frvaltning 6 Social utveckling 7 Milj 8 Transport 9 Bank & finansiering 10 Telekommunikationer & post 11 Privatisering och omstrukturering 12 Informationsteknologi 13 Regional utveckling Phare totalt Tacis 1 Infrastruktur (transport & telekommunikationer) 2 Fretagsomstrukturering & -utveckling 3 Personalutveckling 4 Milj 5 Energi inklusive krnkraftsskerhet 6 Produktion, bearbetning och distribution av livsmedel Tacis totalt
6.12.2000 EN Official Journal of the European Communities C 350/21 INTRODUCTION 1. 
6.12.2000 SV Europeiska gemenskapernas officiella tidning C 350/21 INLEDNING 1.
The difficulties arising from the expansion of the two programmes, Phare and Tacis, over the period 1990 to 1997 and the plethora of procedures applicable to Commission programmes in different geographical regions led at the end of 1998 to substantial changes in both the structure of the Commission departments concerned and basic procedures, especially with a view to the reforms announced in May 2000. 
P grund av de svrigheter som har uppkommit till fljd av tillvxten av de tv programmen Phare och Tacis under perioden 1990Đ1997 samt olikheterna i de frfaranden som gllt fr kommissionens program inom olika geografiska omrden, har man sedan slutet av 1998 genomfrt eller inlett betydande frndringar av kommissionens frvaltningsstruktur och av de grundlggande frfarandena, bland annat inom ramen fr den reform som aviserades i maj 2000.
Many evaluations have confirmed that the main obstacles to a speedy and successful implementation of these programmes are a lack of human resources and overly complex procedures. 
Mnga utvrderingar har visat att de mnskliga resurserna r otillrckliga och att frfarandena r komplexa, vilket hindrar ett skyndsamt och tillfredsstllande genomfrande av de berrda programmen.
The reform will try to find realistic solutions to these problems. 
Syftet med reformen r att finna realistiska lsningar p dessa problem.
The Commission attaches great importance to compliance with contract-award procedures, and many measures have been taken under the Phare and Tacis programmes, especially since 1997, to bring about more rigorous and more transparent competition. 
Kommissionen fster stor vikt vid att upphandlingsfrfarandena respekteras, och mnga tgrder har vidtagits inom ramen fr Phare-och Tacis-programmen, framfr allt sedan 1997, fr att upphandlingen skall prglas av kad konkurrens och strre ppenhet.
Under Phare, the national authorities generally assume responsibility for the procedures, issue and conduct invitations to tender and sign contracts, while in the case of Tacis contracts, it is the Commission departments which carry out all the procedures. 
Nr det gller Phare r det oftast de nationella myndigheterna som tar ansvaret fr frfarandena, offentliggr och handhar anbudsinfordringarna samt undertecknar avtalen, medan det betrffande Tacis-kontrakten i stllet r kommissionens enheter som vidtar samtliga tgrder.
The Phare programme is much influenced by the national characteristics of the applicant countries; the level of maturity and the administrative culture varies greatly from one country to another. Under these conditions, the controls on procedures cannot be completely standardised and faultless in every case, whatever the efforts made by the Commission to train the various contracting authorities concerned and to publish guides and manuals (in particular the decentralised implementation system manual Ń DIS), designed to ensure consistent and clear procedures. For Tacis the Commission has made a considerable effort to develop clear and exhaustive management tools, (for example the Tacis manual of operations). 
Utmrkande fr Phare-programmet vad betrffar det nationella sammanhanget r att det gller kandidatlnder dr den administrativa nivn och kulturen skiljer sig markant t lnderna emellan. Under sdana frhllanden r det omjligt att se till att frfarandena i samtliga fall r absolut homogena och tillfredsstllande, hur stora anstrngningar kommissionen n gr fr att utbilda de talrika upphandlande myndigheterna samt publicera riktlinjer och handbcker (till exempel Decentralised Implementation System Manual Đ DIS Đ Handbok fr det decentraliserade genomfr-andesystemet) i syfte att garantera samstmmighet och tydlighet i frfarandena. ven nr det gller Tacis-programmet har kommissionen gjort mnga anstrngningar fr att utforma klara och genomarbetade hjlpmedel fr frvaltningen (till exempel Tacis Manual of Operations).
Some of the procedures used for a time have been abandoned and the Commission has approved standard service contracts and contract-award procedures that incorporate a great many changes and improvements. 
En del frfaranden som tillmpades under en viss period har frngtts, och kommissionen har godknt standardavtal om tjnster samt regler fr upphandling vilka inneburit mnga frndringar och frbttringar.
The Court claims to have found shortcomings in 47 of the 80 Phare files and 21 of the 40 Tacis files that were examined. 
Revisionsrtten pstr att det freligger brister i 47 av de 80 granskade Phare-rendena och i 21 av de 40 granskade Tacis-rendena.
The Commission notes that in 21 of the Phare cases and 15 of the Tacis cases, the shortcomings concern only the file-keeping. 
Kommissionen konstaterar att det i 21 av Phare-fallen och i 15 av Tacis-fallen handlar om brister som uteslutande gller sktseln av akter.
Without casting doubt on the substance of the CourtŐs arguments, the Commission does not share its conclusions regarding three of the eight cases mentioned. 
Kommissionen ifrgastter inte substansen i revisionsrttens argument, men delar inte dess uppfattning betrffande 3 av de 8 nmnda fallen.
Shortlists Quality of the preselection 28. 
Begrnsade listor Det frberedande urvalets kvalitet 28.
With regard to Phare, the shortlist at that time was taken directly from an internal database, the central consultant register (CCR). 
Nr det gller Phare upprttade man frn brjan den begrnsade listan direkt utifrn den interna databasen Central Consultant Register (CCR).
All the firms interested in taking part in invitations to tender could get themselves entered in this database by providing proof of their experience in a given field. 
Alla fretag som var intresserade av att delta i upphandlingar hade mjlighet att bli infrda i denna databas, frutsatt att de kunde visa att de hade erfarenhet inom ett visst omrde.
When issuing an invitation to tender the contracting authorities used this list to select the tenderers. 
Vid en anbudsinfordran anvnde de upphandlande myndigheterna sig av denna frteckning fr urvalet av anbudsgivare.
Under the Tacis programme the drawing-up of shortlists was subject to controls at several levels, in particular by the head of the geographical unit concerned, the head of the horizontal unit responsible for the control, the director and, if necessary, the deputy Director-General, depending on the value of the tender. 
Inom ramen fr Tacis-programmet kontrollerades utarbetandet av den begrnsade listan p flera niver, bland annat av chefen fr den geografiska enheten, chefen fr den horisontella enhet som var kontrollansvarig, direktren eller vid behov bitrdande generaldirektren, beroende p kontraktets vrde.
Each shortlist was normally accompanied by detailed information, including the complete list of the expressions of interest received from operators for the project concerned, the grounds for the proposed selection, the list and the value of the contracts obtained previously by the operators selected, and the projects for which these operators had been registered on the shortlist. The process of controlling the shortlists was accompanied by guarantees as to transparency. 
Varje lista tfljdes i princip av detaljerad information, innefattande bland annat en fullstndig frteckning ver intresseanmlningarna frn de olika aktrerna avseende projektet i frga, motiveringen till det freslagna urvalet, en frteckning ver de kontrakt som de utvalda aktrerna tidigare erhllit, med angivande av beloppet fr respektive kontrakt samt uppgifter om fr vilka projekt dessa aktrer redan hade varit upptagna p den begrnsade listan.
C 350/22 EN Official Journal of the European Communities 6.12.2000 29. 
C 350/22 SV Europeiska gemenskapernas officiella tidning 6.12.2000 29.
The first step in the selection procedure is to check that the firms have the economic and financial capacity required, plus broad experience and suitable references. 
Syftet med den frsta urvalsfasen r att kontrollera att fretagen har den ndvndiga ekonomiska och finansiella kapaciteten samt allmn erfarenhet och lmpliga referenser.
The initial step does not involve any a priori regarding the number and quality of tenders to be submitted. 
Denna frsta fas ger ingen mjlighet att frutsp antalet anbud som kommer att lmnas in eller deras kvalitet.
The quality depends on the effort the firm puts into its tender, the attention it pays to what the project is meant to do on the basis of the tender specifications and other technical factors. 
Anbudets kvalitet r beroende av hur mycket pengar fretaget r berett att satsa i upphandlingen i frga, av fretagets intresse fr projektet, vilket i sin tur beror p kontraktsspecifikationerna (kontraktsvillkor/kravspecifikation), samt av mnga andra tekniska faktorer.
The fact that only a small proportion of firms pass the technical evaluation stage shows that there is a detailed and rigorous examination of the qualitative aspects of the tender by the evaluation committee. 
Den lga andelen fretag som godknns i den tekniska utvrderingen visar att utvrderingskommittns medlemmar fretar en grundlig underskning med hgt stllda krav p anbudens kvalitativa egenskaper.
Indeed, the ultimate purpose of an invitation to tender is to select one bid among those submitted. 
Dessutom r sjlva syftet med en anbudsinfordran att vlja ut ett enda anbud av dem som inkommer.
The setting up of consortia between tenderers is a practice which was encouraged explicitly under the Phare and Tacis programmes in order to encourage the submission of tenders with a Phare broad European base, to improve technical capacity and the transfer of tenderersŐ know-how, and to cope with the specific features of the environment in the recipient countries and the scale of local problems. 
Bildandet av konsortier mellan anbudsgivare uppmuntrades tidigare uttryckligen inom Phare-och Tacis-programmen. Syftet var att frmja framlggandet av anbud med en bred europeisk bas, att frbttra den tekniska kapaciteten och mjligheterna till kunskapsverfring mellan anbudsgivarna samt att ska tillgodose de speciella behoven i de stdmottagande lnderna och bemta de lokala problemen.
This complementarity was seen as an important advantage and arose from a considered policy agreed with the Council. 
Denna komplementaritet betraktades som en viktig frdel och var fljden av en medveten politik som frdes med rdets godknnande.
As implementation of the programmes advanced, and in the light of the evolving situation in our partner countries, this policy was scaled down, then abandoned. 
Allteftersom programmen vxte, och i takt med utvecklingen av situationen i partnerlnderna, tillmpades denna policy i minskande omfattning fr att sedan helt verges.