natgillin/translations-raw huggingface dataset:
This lack of coordination and, therefore, consistency with the political or institutional points of reference took away some of the purpose of the multiannual planning and curtailed its potential benefits, in particular as regards dialogue with the discharge authority. 
Denna bristflliga samordning, och drmed ocks samstmmighet med de politiska eller institutionella riktmrkena, gjorde att en del av den flerriga planeringens betydelse frsvann och begrnsade de potentiella frdelarna med den, srskilt nr det gller dialogen med den myndighet som beviljar ansvarsfrihet.
The agencies’ framework financial regulation10 stipulates (Article 25, paragraph 4) that, in order to improve decision-making, the Community bodies must carry out ex ante evaluations of their programmes. The ex ante evaluation, a kind of feasibility analysis, looks in particular at the questions that need to be settled, the evaluation of needs, the setting of objectives and related indicators (outcomes and impact), comparison of possible options, the appraisal of the added value brought by the Community measures and the planning of monitoring and evaluation. One of the ex ante evaluation’s 8 EU-OHSA, EEA, EFSA, Eurofound, and, of the other agencies that replied to the questionnaire, ECDC, EMCDDA, ETF. 
Enligt rambudgetfrordningen fr gemenskapsorganen 10 (artikel 25.4) ska gemenskapsorganen utvrdera program och tgrder i frhand fr att underltta beslutsprocessen. Frhandsutvrderingen, som r en sorts genomfrbarhets-analys, bestr framfrallt i att underska frgor som ska lsas, gra en behovsbedmning, faststlla ml och tillhrande indikatorer (utfall och effekter), jmfra olika alternativ, bedma gemenskapsinsatsens mervrde och planera 8 EU-Osha, EEA, Dublinfonden, Efsa och, av de andra byrer som svarat p frgeformulret, ETF, ECNN och ECDC. ven Emea och Frontex gjorde en sdan planering trots att den grundlggande rttsakten inte krver det.
9 EU-OSHA, EFSA, Eurofound, and, of the other agencies that replied to the questionnaire, ECDC, ETF. 
9 EU-Osha, Dublinfonden, Efsa och ven ECDC och ETF av de andra byrer som svarat p frgeformulret.
10 Commission Regulation (EC, Euratom) No 2343/2002. 
10 Frordning (EG, Euratom) nr 2343/2002.
11 General (strategic) objectives together with impact indicators; specific objectives together with performance indicators; operating objectives together with implementation indicators. 
11 Allmnna ml (strategiska) r kopplade till effektindikatorer; specifika ml r kopplade till resultatindikatorer; operativa ml r kopplade till indikatorer avseende genomfrandet.
15 main advantages is that it obliges the agencies to present their objectives in a structured manner11 that underpins the whole planning process. 
En av de frmsta frdelarna med frhandsutvrderingen r att den fr tillsynsmyndigheterna att presentera mlen p ett strukturerat stt 11, vilket underlttar hela programplaneringsprocessen.
However, the agencies had not made a formal ex ante evaluation of their multiannual planning and, in many cases, the objectives set were expressed too vaguely to allow effective follow-up. 13. 
Tillsynsmyndigheterna hade dock inte gjort ngon formell frhandsutvrdering av sin flerriga programplanering, och i mnga fall uttrycktes de ml som efterstrvades alltfr vagt fr att de skulle kunna vervakas p ett effektivt stt. 13.
Furthermore, the question of human resources had not been consistently included in the multiannual planning documents even though this represents a major constraint. 
Personalfrgan togs dessutom inte konsekvent upp i dokumenten som gllde den flerriga programplaneringen trots att det handlar om ett mycket viktigt krav.
The Commission has nevertheless recommended that each agency draw up a multiannual plan for its staff policy12 and a first series of plans was prepared in June 2007 as part of the budget procedure at the European Parliament’s request. ANNUAL WORK PROGRAMME 14. 
Kommissionen har dock rekommenderat att varje tillsynsmyndighet utarbetar en flerrig plan nr det gller personalpolitiken 12, och en frsta omgng planer utarbetades i juni 2007 inom ramen fr budgetfrfarandet p Europaparlamentets begran. RLIGT ARBETSPROGRAM 14.
The basic regulation of each agency requires its director to submit a work programme to the management board13 for approval. 
Grundfrordningen fr varje tillsynsmyndighet freskriver att direktren presenterar ett arbetsprogram som ska godknnas av styrelsen 13.
In practice, all the agencies did indeed have an annual work programme that had been drawn up within the time limits. 
I praktiken hade alla tillsynsmyndigheter verkligen ett rligt arbetsprogram tillgngligt inom tidsfristen.
Preparing the work programme is a lengthy process, usually lasting for the first nine or 10 months of the preceding year. 
Frberedelsen av arbetsprogrammet tar lng tid eftersom processen i regel spnner ver de nio eller tio frsta mnaderna av det r som fregr genomfrandet av det.
In most cases, the management boards had examined the draft programmes submitted by the director in two stages (spring and autumn) and at the same time as the discussion of the agency’s budget (see Box 5). 
Oftast granskade styrelserna de frslag som direktren lmnade i tv etapper (vr och hst) och samtidigt som diskussionen om tillsynsmyndighetens budget ger rum (se ruta 5).
Certain draft measures included in the annual work programme had undergone an ex ante evaluation. 
Vissa tgrdsfrslag som ingick i det rliga programmet utvrderades i frhand.
The support bodies (scientific committee, advisory forum, group of stakeholders, etc.) had always been consulted on the draft work programmes. 
Stdorganen (veten-skaplig kommitt, rdgivande grupp, berrda parters grupp osv.) rdfrgades alltid om frslagen i arbetsprogrammet.
13 See also Article 40 of the agencies’ framework financial regulation. 
13 Se ven artikel 40 i rambudgetfrordningen.
16 BOX 5 PREPARATION OF THE ANNUAL WORK PROGRAMME – THE EUROPEAN MEDICINES AGENCY (EMEA) The preparation process starts during the summer of year n–2 when each of the agency’s units draws up a ‘context analysis’ for its area of competence. 
16 RUTA 5 UTARBETANDE AV DET RLIGA ARBETSPROGRAMMET Đ EUROPEISKA LKEMEDELSMYNDIGHETEN (EMEA) Utarbetandet inleds med att en ÓsituationsanalysÓ utarbetas av alla enheter vid myndigheten utifrn deras behrighetsomrde under sommaren r n-2.
Management then prepares planning guidelines on these bases in September (n–2). 
P dessa grunder utarbetar sedan ledningen direktiv fr programplaneringen i september (n-2).
Next, the units draw up detailed drafts of the work programme in the last quarter of the year (n–2). 
Enheterna tar sedan fram detaljerade frslag till arbetsprogram under det sista kvartalet (n-2).
These drafts are consolidated and a draft programme is submitted to the management board at the same time as a preliminary draft budget at the beginning of year n–1. 
Dessa frslag konsolideras och ett programfrslag verlmnas till styrelsen samtidigt som ett preliminrt frslag till budget i brjan av budgetret (n-1).
This draft programme is revised by management in September (n–1) before being once again presented to the management board for approval in December (n–1) together with the draft budget. 
Ledningen gr igenom detta programfrslag i september (n-1) innan det p nytt verlmnas till styrelsen fr godknnande i december (n-1) tillsammans med budget-frslaget.
This comprehensively documented process involves all the stakeholders and aims at each aspect of the programme being studied in detail and defined precisely. 
Denna process, som r vldokumenterad, sammanfr aktrerna och har som syfte att se till att varje del av programmet studeras ingende och tydligt faststlls.
It guarantees that decisions are taken in full knowledge of the facts when the draft budget is presented to the Commission. 15. 
Den garanterar att besluten r vl underbyggda nr budgetfrslaget verlmnas till kommissionen. 15.
Where the agency had a multiannual programme, its structure was barely reflected in the agency’s annual programmes. 
I de fall d tillsynsmyndigheten hade ett flerrigt program terspeglades inte strukturen p detta program tillrckligt i de rliga programmen.
In almost all the agencies14, the structure of the successive annual work programmes had not been sufficiently stable to allow comparisons from one year to another. 
Vid nstan samtliga tillsynsmyndigheter 14 hade strukturen p de p varandra fljande rliga arbetsprogrammen inte varit tillrckligt stabil fr att man skulle kunna jmfra ett r med ett annat.
Stability in the structure of the programming documents is, however, one of the cornerstones of results appraisal because the measures that are taken are very often of long duration. 
En stabil struktur i progamplaneringsdokumen-ten r dock en av hrnstenarna fr bedmningen av resultaten eftersom de tgrder som vidtas oftast r lngsiktiga.
The agencies’ framework financial regulation requires them to make an analysis of their operating risks (Article 38, paragraph 4). 
Enligt rambudgetfrordningen fr gemenskapsorganen ska dessa gra en analys av de operativa riskerna (artikel 38.4).
Of the agencies which had made a risk analysis15, none had assessed the risks generated by the lack of relevant performance indicators despite the fact that these were required for measuring the impact of the operations that were carried out. 
Av de tillsynsmyndigheter som hade analyserat riskerna 15 hade ingen underskt de risker som uppstr p grund av att det saknas relevanta resultatindikatorer, vilket r en frutsttning fr att man ska kunna mta effekten av de vidtagna tgrderna.
In many cases, the risk analyses concerned individual projects rather than the programmes as a whole. 
I mnga fall gllde riskanalyserna enskilda projekt och inte programmen som helhet.
The resources allocated to the work to be carried out in response to specific requests by the Commission had not always been identified. 
De medel som tilldelas det arbete som ska utfras som svar p srskilda frfrgningar frn kommissionen identifierades inte alltid.
Even where the agencies were called upon to supply the Commission with a significant volume of particular services (scientific opinions, studies, investigations, checks on economic operators, etc.), the relative importance of these activities remained unclear16. 
Ocks nr tillsynsmyndigheterna var skyldiga att utfra en stor mngd srskilda tjnster fr kommissionens rkning (vetenskapliga utltanden, underskningar, utredningar, kontroller hos ekonomiska aktrer osv.) var den relativa omfattningen av dessa verksamheter fortfarande oklar 16.
Even though the agencies’ framework financial regulation stipulates (Article 25, paragraph 3) that specific, measurable, achievable, relevant and timed objectives must be set for all the sectors of activity covered by the budget, not all the activities of annual work programmes were described with the same degree of precision. 
Enligt rambudgetfrordningen fr gemenskapsorganen (artikel 25.3) freskrivs att mlen inom alla verksamhetsomrden av budgeten ska vara specifika, mtbara, praktiskt genomfrbara, relevanta och preciserade vad gller datum, medan verksamheterna i ett och samma rligt arbetsprogram inte beskrevs med samma precisionsniv.
As a result, it was not only difficult to monitor the alloca-14 Frontex, EEA, EFSA, Eurofound, EMSA, EMEA, ENISA. 
Detta gjorde det svrt att vervaka hur medlen frdelades och innebar ocks att de riktmrken som skulle gra det lttare 14 Dublinfonden, Enisa, Emsa, EEA, Emea, Frontex och Efsa.
15 EU-OSHA, EEA, EFSA, Eurofound, EMEA. 
15 EEA, Emea, Efsa, Dublinfonden och EU-Osha.
16 EU-OSHA, Frontex, EFSA. 
16 EU-Osha, Frontex och Efsa.
17 ABB or activity-based budgeting. 
17 ABB eller verksamhetsbaserad budgetering.
18 ABM or activity-based management. 
18 ABM eller verksamhetsbaserad frvaltning.
19 EU-OSHA, EFSA, EMEA. 
19 EU-Osha, Efsa och Emea.
The agencies’ framework financial regulation lays down (Article 30) that a budget nomenclature classified by activity17 (purpose) (as opposed to the classic nomenclature by the nature of expenditure) may be used by Community bodies in so far as it is justified by the nature of their activities. 
Enligt rambudgetfrordningen fr gemenskapsorganen (artikel 30) ska gemenskapsorganen anvnda en verksamhetsbaserad budget 17 (till skillnad frn den traditionella strukturen per utgiftstyp) frutsatt att detta r berttigat p grundval av organets verksamhet.
Furthermore, the consistency thus achieved between operational planning and budgetary planning (see Figure 2) should be reflected by an accounting approach that provides a basis for evaluating results. 
Den enhetlighet som p s stt uppns mellan den operativa programplaneringen och budgetplaneringen (se figur 2) mste dessutom terspeglas i en redovisningsmetod som r mer inriktad p bedmningen av resultat.
Although, for their internal management needs, three of the agencies had indeed prepared an activity-based budget19, neither had yet submitted it to its management board for approval for the purpose of subsequent implementation. 
Tre tillsynsmyndigheter frskte ocks lgga fram en verksamhetsbaserad budget fr sina interna frvaltningsbehov 19, men ingen av dem hade nnu lmnat den till styrelsen fr godknnande fr att sedan kunna genomfra den som sdan.
FIGURE 2 18 SYMMETRIES BETWEEN THE BUDGETARY PROCEDURE AND THE IMPLEMENTATION OF THE ANNUAL WORK PROGRAMME Reconciling of the work programme’s ambitions with the actual budgetary situation: setting of priorities Internal control: risk control, monitoring of performance The information in these documents must be complete, accurate and relevant year n+1 Financial statements for the previous year: report on implementation of the budget, revenue and expenditure account, balance sheet for the year year n+1 year n–1 Adoption of the budget: estimation of revenue, authorisation of expenditure year n–1 year n Budget accounting, accruals-based accounting, cost accounting year n Adoption of the annual work programme: objectives to be achieved, resources to be allocated, expected measurable results Monitoring of performance, regular updating of performance indicators in terms of inputs, outputs and outcomes Annual activity report: level of achievement of objectives, resources deployed, performance indicators 
TABELL 2 18 SYMMETRI MELLAN BUDGETF RFARANDET OCH GENOMF RANDET AV DET RLIGA ARBETSPROGRAMMET Mlen i arbetsprogrammet jmkas samman med den faktiska budgetsituationen: prioriteringar faststlls Interkontroll: riskhantering, vervakning av resultat Uppgifterna i dessa dokument mste vara fullstndiga, exakta och relevanta r n Budgetredovisning och periodiserad redovisning, analytsik redovisning r n r n+1 Frra rets rsredovisning: rapport om genomfrandet av budgeten, resultatrkning och balansrkning fr ret r n+1 r n-1 Budgeten antas: inkomster berknas, utgifter godknns r n-1 Det rliga arbetsprogrammet antas: ml som ska uppns, medel som ska frigras, frvntade mtbara resultat Resultat vervakas, resultatindikatorerna uppdateras regelbundet med avseende p input, ouput och resultat rlig verksamhetsrapport: genomfrandegrad nr det gller ml, tilldelade medel, resultatindikatorer
Lastly, it was seldom possible to establish the link between the human resources stated in the work programme and those in the establishment plan20, since there is no formal requirement for this to be done. 
Slutligen brukade inte de personalresurser som anges i arbetsprogrammet kunna jmfras med dem i tjnstefrteckningen 20 eftersom det inte fanns ngon skyldighet i detta avseende.
In several cases21, it was only for certain measures that the agencies stated the resources they were intending to deploy. 
I flera fall 21 angav tillsynsmyndigheterna endast de medel som de tnkte frigra till vissa tgrder.
The volume of unallocated resources was then often so large that it was not possible to determine whether the basis used for drawing up the establishment plan was valid. 
De medel som inte frdelats var fortfarande alltfr betydande fr att man skulle kunna bedma om den grund som anvnts till att upprtta tjnstefrteckningen var giltig.
INTRODUCTION OF ACTIVITY-MONITORING TOOLS 21. The tools for monitoring activities should give management a representative view of the state of progress of the work programme tasks and the extent to which the set objectives have been met. 
INF RANDE AV VERVAKNINGSINSTRUMENT F R VERKSAMHETERNA 21. vervakningsinstrumenten fr verksamheter br ge ledningen en rttvisande bild av hur uppgifterna i arbetsprogrammet fortskrider och i vilken utstrckning de faststllda mlen har uppntts.
The Court examined the systems set up for this purpose by the agencies and the use being made of them for supporting the decisions taken by the administrative and management bodies. 
Revisionsrtten granskade de system som tillsynsmyndigheterna hade infrt fr detta ndaml och ven hur de anvnder dem fr att underbygga de beslut som administrations-och frvaltningsorganen fattar.
ORGANISATION OF THE MONITORING 22. 
ORGANISATION AV VERVAKNINGEN 22.
The agencies’ framework financial regulation requires (Article 25, paragraph 3) that the director report to the management board on the achievement of the objectives set for all the sectors of activity covered by the budget and that the achievement of these objectives be monitored by performance indicators. 20 The establishment plan lists the agency’s officials and temporary staff, broken down by number, category and grade (Article 27, paragraph 3). 
Enligt rambudgetfrordningen fr gemenskapsorganen (artikel 25.3) ska direktren rapportera till styrelsen om hur de faststllda mlen har uppfyllts inom alla verksamhetssektorer som omfattas av budgeten och att uppfyllelsen av 20 I tjnstefrteckningen redovisas tillsynsmyndighetens tjnstemn och tillflligt anstllda i antal, kategori och grad (artikel 27.3).
It is attached to the agency’s annual budget and voted on by the budgetary authority. 
Den bifogas tillsynsmyndighetens rsbudget och antas av budgetmyndigheten.
It does not include contract staff and seconded national experts. 
Den omfattar inte kontraktsanstllda och utstationerade nationella experter.
21 Frontex, EEA, EFSA. 
21 Frontex, Efsa och EEA.
19 Whilst all the agencies were well aware of the need to have a targeted set of indicators for monitoring the progress of their activities, not one of them had yet set up such a monitoring mechanism at management board level. 
Alla tillsynsmyndigheter var vl medvetna om behovet av att ha en riktad uppsttning indikatorer fr att vervaka hur verksamheterna fortskrider, men ingen av dem hade nnu inrttat en sdan vervakningsmekanism p styrelseniv.
The scoreboard systems were very often regularly monitored by a steering committee consisting of the agency’s main management staff. 
Resultattavlorna bevakades oftast regelbundet av en ledningskommitt bestende av tillsynsmyndighetens hgsta tjnstemn.
Two of the agencies23 had adopted the so-called ‘balanced scorecard’24 method but its implementation was still in its infancy (see Box 6). 
Tv tillsynsmyndigheter 23 hade valt den metod som kallas balanserat styrkort (Balanced scorecard 24) men genomfrandet av denna metod var fortfarande i sin linda (se ruta 6).
The monitoring mechanisms described in the previous paragraph were not all complete. 
De vervakningsmekanismer som beskrivs i fregende punkt var inte alla fullstndiga.
In practice it was not easy to evaluate the human resources actually allocated to a particular task because there was no system for tracking the time staff devote to carrying out the tasks in the work programme. 
Rent praktiskt var det svrt att bedma hur mnga anstllda som faktiskt r avsatta till en srskild uppgift om det inte finns ngot system fr att registrera hur mycket tid de anstllda har anvnt till uppgifterna i arbetsprogrammet.
Some of these mechanisms were proving useful for dividing up the tasks and projects between the various departments. However, as they were not subsequently kept up to date within a reasonable timeframe, their usefulness for monitoring the progress of projects on a day-to-day basis remained limited. 
Vissa av mekanismerna var anvndbara nr det gllde att frdela uppgifter och projekt mellan de olika avdelningarna, men eftersom de inte uppdaterades inom rimlig tid var nyttan av dem nr det gllde vervakningen av hur projekten fortskrider dag fr dag fortfarande begrnsad.
Only one agency25 had set up a full, integrated system for managing its work programme; this system could prove transferable to other agencies (see Box 7). 
En enda tillsynsmyndighet 25 hade inrttat ett integrerat och fullstndigt frvaltningssystem fr sitt arbetsprogram som skulle kunna verfras till andra tillsynsmyndigheter (se ruta 7).
22 EU-OSHA, Frontex, EEA, Eurofound, EMSA, EMEA, ENISA. 
22 Dublinfonden, Emsa, EEA, Emea, Frontex, EU-Osha och Enisa.
23 EEA, Eurofound. 24 Also known as the Kaplan Norton method, this links strategic objectives to operational management, usually from four different viewpoints, for example: financial management, user satisfaction, internal functioning and development of (human and material) resources. 
23 Dublinfonden, EEA. 24 ven kallad Kaplan Norton-metoden. Enligt denna metod kopplas de strategiska mlen till den operativa frvaltningen i allmnhet ur fyra olika perspektiv, till exempel: ekonomisk frvaltning, kundtillfredsstllelse, interna processer och utveckling av resurser (personalresurser och materiella resurser).
This system aims to identify the departments’ effective functioning from various perspectives and to assess the progress made by using performance indicators. 
Syftet med detta system r att komma underfund med hur tjnsterna fungerar i praktiken ur olika perspektiv och bedma de framsteg som registrerats med hjlp av resultatindikatorerna.
The sporadic presence in the agencies of the internal auditor provided for by Article 185, paragraph 3, of the general financial regulation26 had resulted in several of them setting up their own permanent internal audit function. 
Eftersom den internrevisor som freskrivs i artikel 185.3 i allmnna budgetfrordningen 26 endast vistades sporadiskt p tillsynsmyndigheterna bestmde sig flera myndigheter fr att inrtta en egen permanent internrevisionsfunktion.
These changes were still too recent to have had a significant impact on the way the agencies were organised, in particular as regards introducing structured systems for monitoring their work programmes from the point of view of results-oriented financial management. 
Detta beslut var fortfarande alltfr nytt fr att det skulle ha kunnat ha ngon strre effekt p tillsynsmyndigheternas organisation och srskilt fr att myndigheterna skulle ha hunnit infra strukturerade vervakningssystem fr arbetsprogrammen med sikte p en resultatorienterad ekonomisk frvaltning.
RELEVANCE OF THE INDICATORS 26. 
INDIKATORERNAS RELEVANS 26.
The indicators, whether quantitative or qualitative, may relate to the resources deployed, the work carried out, the results obtained and the impact of the programmes that are undertaken. 
Indikatorer kan vara kvantitativa eller kvalitativa och glla frigjorda medel, utfrt arbete, uppndda resultat och effekter av genomfrda program.
For their annual planning, the agencies used indicators for the deployment of resources (inputs) and for the volume of work (outputs). 
Tillsynsmyndigheterna anvnde indikatorer fr frigrande av medel (input) och arbetsvolym (output) till den rliga programplaneringen.