natgillin/translations-raw huggingface dataset:
Getting approval from the ALA Committee involved lengthy negotiations, as Member State representatives had concerns over the role of the EBICs compared with the commercial sections of their national embassies. 
ALA-kommittn gav sitt godknnande frst efter utdragna frhandlingar eftersom medlemsstaternas fretrdare var oroade ver EBIC:s roll i frhllande till handelsavdelningarna vid deras egna ambassader.
Both in India and in Vietnam there were further delays while problems with the legal status of the EBIC were resolved. 3. 
Bde i Indien och i Vietnam frekom ytterligare frseningar innan problemen med EBIC:s rttsliga stllning kunde lsas. 3.
In the case of the Small Projects Facility in China the Financing Agreement was signed in March 2001, the contract of the European Co-Director came into effect in June 2003 and the first call for proposal was launched in November 2003. 
Nr det gller finansiering av mindre projekt i Kina undertecknades finansieringsverenskommelsen i mars 2001, den europeiska direktrens kontrakt brjade glla i juni 2003 och den frsta anbudsinfordran lanserades i november 2003.
In the countries audited there was a variety of bilateral economic cooperation projects (see Table 4 for complete details) with no focus on a particular area or theme. 
I de lnder som granskades fanns det en mngd olika bilaterala projekt inom det ekonomiska samarbetet (se tabell 4 fr fullstndiga uppgifter) som inte var inriktade p ngot srskilt geografiskt omrde eller ngon srskild frga.
In many cases the projects had only relatively limited funds to tackle very challenging aims in extremely large and populous countries. 
I mnga fall hade projekten endast begrnsade ekonomiska medel fr att hantera mycket utmanande ml i mycket stora och folkrika lnder.
In general, the projects gave the opportunity of a continuous dialogue on economic cooperation but the impact of the projects themselves was in many cases not significant so far (see paragraph 44). 
I allmnhet gav projekten upphov till en fortlpande dialog om ekonomiskt samarbete, men effekten av sjlva projekten var i mnga fall n s lnge obetydlig (se punkt 44).
Delays in approving and setting up projects 40. 
Frseningar nr det gller att godknna och pbrja projekt 40.
In the fast developing world of economic cooperation in Asia, it is imperative that projects are planned, approved and implemented in the shortest possible time. 
Det ekonomiska samarbetet utvecklas mycket snabbt i Asien och drfr r det absolut ndvndigt att projekt planeras, godknns och genomfrs p s kort tid som mjligt.
Unnecessary delays lead to the risk that projects are no longer needed, or need to be significantly reformulated, underlying cost assumptions change and budgetary commitments are tied up unnecessarily. 
Ondiga frseningar gr att det finns risk fr att projekt inte lngre behvs eller till stora delar behver omformuleras, att underliggande kostnadsberkningar frndras och att budgettaganden binds upp i ondan.
The result is that the process becomes more difficult and costly to manage, and the projects are less effective. 
Fljden blir att processen r svrare och dyrare att frvalta och att projekten inte blir lika ndamlsenliga.
(1) In theory priority areas of intervention are identified through the Country Strategy Paper process in collaboration with the partner country. 
(1) I teorin faststlls tgrdernas prioriterade omrden med hjlp av strategidokumentet fr varje land tillsammans med samarbetslnderna.
Once an area has been identified the Commission hires contractors to carry out a feasibility study, as a result of which a financing proposal will be prepared which will propose a project and how it should be carried out. 
Nr ett omrde har identifierats anlitar kommissionen kontraktspartner som utfr en genomfrbarhetsstudie. Resultatet av denna leder till att ett finansieringsfrslag upprttas dr man freslr ett projekt och hur det skall genomfras.
Projects above EUR 1 million are approved by the ALA Committee, composed of representatives of the Member States. 
Projekt vrda ver 1 miljon euro godknns av ALA-kommittn som bestr av fretrdare fr medlemsstaterna.
C 260/14 EN Official Journal of the European Union 19.10.2005 Projects delayed and sometimes abandoned ... 
C 260/14 SV Europeiska unionens officiella tidning 19.10.2005 Projekt frsenades och avbrts ibland ...
Box 4 Ń Projects targets are not reached 1. 
Ruta 4 Đ Projektmlen uppns inte 1.
MUTRAPŐs effectiveness has been diminished by problems with tendering, and an unplanned gap until the next stage of the project started. 2. Due to an ineffective implementing agency, the Audio-visual project in Vietnam produced very little in the way of tangible results: only one workshop was held and there was only very limited promotion activity in Europe and Vietnam. 
Mutrap:s (std till multilateral handel) ndamlsenlighet minskade p grund av att det uppstod problem i samband med anbudsfrfarandet och ett oplanerat avbrott mellan tv stadier av projektet. 2. P grund av ett ineffektivt genomfrandeorgan stadkom det audiovisuella projektet i Vietnam mycket litet i frga om konkreta resultat.
3. For the Financial Services programme in China the results were insufficient and inadequate, caused in part by a lack of clarity in the Financing Agreement. 
3. Nr det gller programmet fr finansiella tjnster i Kina var resultaten otillrckliga och bristflliga vilket delvis berodde p bristande tydlighet i finansieringsverenskommelsen.
Significant delays also occurred during implementation in 10 out of the 14 bilateral projects audited. 
Betydande frseningar frekom ocks under genomfrandet i 10 av de 14 bilaterala projekt som granskades.
There were a number of causes: the unnecessary complexity of the projects; a lack of experience of the PMOs; frequent changes in staff at the Commission; problems with contractual arrangements and slow procedures. 
Detta berodde p flera olika saker: projekten var ondigt komplicerade, projektfrvaltningsorganisationerna saknade erfarenhet, ofta frekommande personalfrndringar vid kommissionen, problem med kontraktsbestmmelserna och lngsamma frfaranden.
Box 5 Ń Successful projects 1. 
Ruta 5 Đ Framgngsrika projekt 1.
For the Civil Aviation project in India targets were well on the way to being met. 
Nr det gller projektet p omrdet civilflyg i Indien var mlen p god vg att uppfyllas.
According to the Financing Proposal approximately 900 people were to have been trained. 
Enligt finansieringsfrslaget skulle cirka 900 mnniskor utbildas.
At the time of the audit the actual number trained was 2 315 engineers, managers, experts, technicians and pilots: 97 % of attendees rated the training activities as good, or very good. 2. 
Vid tiden fr granskningen var det faktiska antalet utbildade 2 315 ingenjrer, administratrer, experter, tekniker och piloter. 97 % av deltagarna bedmde utbildningen som god eller mycket god. 2.
In Vietnam, EBIC had a positive impact. 
I Vietnam hade EBIC en positiv effekt.
Although no targets were set in the Financing Proposal or Financing Agreement, the project dealt with 1 007 enquiries, 107 events/seminars, 5 599 registered participants, and 315 press reports. 
Inga ml faststlldes i finansieringsfrslaget eller finansieringsverenskommelsen, men de ansvariga fr projektet behandlade 1 007 frfrgningar, anordnade 107 evenemang/seminarier, hade 5 599 registrerade deltagare och skrev 315 artiklar.
82 % of the participants were satisfied with the seminars and 75 % were satisfied with the information services. Box 3 Ń Delays during implementation 1. 
82 % av deltagarna var njda med seminarierna och 75 % med informationstjnsterna. ... vilket minskade projektens resultat och effekter 44.
In practice the Court found that targets, such as the number of people to be trained to a defined level, were often not clearly set, and, as such, there was no objective basis against which to judge results or performance. 
I praktiken fann revisionsrtten att mlen, till exempel antalet personer som skulle utbildas till en viss niv, ofta inte var tydligt faststllda och drmed fanns det inget objektivt underlag fr att bedma resultat och utfrande.
In judging the projects against actual or assumed criteria, the Court found that some projects were clearly not successful, while others were. Monitoring not always satisfactory 45. 
Nr revisionsrtten bedmde projekten i frhllande till faktiska eller frmodade kriterier upptckte den att vissa projekt helt klart inte hade varit framgngsrika medan andra hade det. vervakningen var inte alltid tillfredsstllande 45.
Effective monitoring involves following progress, identifying problems and taking timely corrective action. 
En ndamlsenlig vervakning innebr att man fljer hur projektet framskrider, identifierar problem och vidtar korrigerande tgrder i tid.
It should be properly documented to record the work done and any action subsequently taken. 
Den br dokumenteras ordentligt s att det arbete som utfrts och de eventuella tgrder som sedan vidtagits registreras.
The Court assessed the quality of the CommissionŐs monitoring for each of the selected projects. 
Revisionsrtten bedmde kvaliteten p kommissionens vervakning av vart och ett av de utvalda projekten.
Financing Agreements stipulate that the PMO should supply the Commission with regular reports on the progress of the implementation of the project. 
I finansieringsverenskommelserna anges det att projektfrvaltningsorganisationerna terkommande skall rapportera till kommissionen om hur genomfrandet av projektet framskrider.
Most projects set up systems to measure and monitor progress and provide a basis for progress reports, which, in turn, are reviewed and evaluated by the Commission. 
I de flesta projekt har det inrttats system som gr det mjligt att mta och vervaka projektets utveckling, och dessa utgr en grund fr de lgesrapporter som kommissionen sedan granskar och utvrderar.
19.10.2005 EN Official Journal of the European Union C 260/15 46. 
19.10.2005 SV Europeiska unionens officiella tidning C 260/15 46.
The monitoring by the Commission has not always been consistent or completely successful. 
Kommissionens vervakning har inte alltid varit konsekvent eller helt tillfredsstllande.
In some cases it was insufficient, resulting in problems not being identified, whereas in others there has been too much interference in the day-to-day running of the project. 
I somliga fall visade den sig vara otillrcklig, vilket ledde till att problem inte upptcktes, medan det i andra fall var fr stor inblandning i det lpande arbetet med projektet.
This hampers implementation, risks not identifying higher level problems and is an ineffective use of the CommissionŐs scarce resources. 
Detta hindrar genomfrandet, det finns risk fr att man inte upptcker strre problem och det r ett ineffektivt utnyttjande av kommissionens knappa resurser.
Even when monitoring is carried out there is not always written evidence of what took place. 
Ocks nr vervakning hade gjorts fanns det inte alltid skriftliga underlag som visade vad som faktiskt hade gt rum.
Box 7 Ń Sustainability 1. 
Ruta 7 Đ Hllbarhet 1.
It was unclear how activities would continue once the financial support of the EU came to an end. 2. 
Det var oklart huruvida verksamheten skulle fortstta nr det ekonomiska stdet frn EU upphrde. 2.
For the Financial Services project no sustainability plan had been drawn up and some of the activities given priority were short-term in nature, with solutions designed to tackle current problems as opposed to implementing long-lasting structures. 
Nr det gller projektet fr finansiella tjnster hade det inte lagts upp ngon hllbarhetsplan, och ngra av de prioriterade verksamheterna var kortsiktiga till sin natur med lsningar som var utformade fr att hantera aktuella problem och inte fr att skapa varaktiga strukturer.
Box 6 Ń Inconsistent monitoring 1. 
Ruta 6 Đ Inkonsekvent vervakning 1.
For the EBIC in India it was not clear from the CommissionŐs files what monitoring had taken place. 
Nr det gller EBIC i Indien framgick det inte tydligt av kommissionens handlingar vilken vervakning som hade gt rum.
For the EBIC in Vietnam there was no clear evidence of monitoring by the Commission except for one visit from the Commission central services covering the Philippines, Thailand, Vietnam and Cambodia. 2. 
Nr det gller EBIC i Vietnam fanns det inget som tydligt visade att kommissionen hade vervakat projektet frutom ett besk frn kommissionens centrala avdelningar i Filippinerna, Thailand, Vietnam och Kambodja. 2.
3. In the China Financial Services project there was evidence of regular monitoring carried out by the Delegation. 
3. I projektet fr finansiella tjnster i Kina fanns det handlingar som visade att delegationen regelbundet hade vervakat projektet.
Sustainability in doubt 47. 
Oskert om projekten r hllbara 47.
All EU-funded projects are intended to be sustainable: an activity is considered sustainable when it is able to deliver benefits to the target group for an extended period of time after the main assistance has ended. 
Tanken r att alla EU-finansierade projekt skall vara hllbara. En verksamhet anses vara hllbar nr den kan leverera resultat till mlgruppen under en lngre tidsperiod, efter det att merparten av stdet har upphrt.
This can be achieved by the project becoming self-financing or through a commitment to continue from the beneficiary country government. 
Detta kan uppns genom att projektet blir sjlvfinansierande eller genom att mottagarlandets regering tar sig att fortstta driva projektet.
The Court examined whether projects had drawn up a sustainability plan and had given adequate attention to the issue of sustainability throughout the projectŐs life. 
Revisionsrtten underskte om man i projekten hade lagt upp en hllbarhetsplan och om man hade gnat frgan om hllbarhet tillrcklig uppmrksamhet under projektens hela genomfrande.
In practice, sustainability often depends on sufficient progress having been achieved within the projectŐs life time: sufficient time should be given to meet the objectives as an unfinished project will usually not be sustainable. 
I praktiken beror hllbarheten ofta p om man har gjort tillrckliga framsteg under hela genomfrandet. Man br drfr gna tillrcklig tid t att uppfylla mlen eftersom ett oavslutat projekt i regel inte r hllbart.
In six out of the 14 projects audited, the potential for sustainability was in doubt. 
Hllbarheten fr 6 av de 14 projekt som granskades var osker.
(1) The CommissionŐs Communication on Evaluation (SEC(2000) 1051). 
(1) Strengthening evaluation of Commission activities (Frstrkning av utvrderingen av kommissionens verksamheter) (SEK(2000) 1051).
Evaluations lacking 48. 
Det saknas utvrderingar 48.
Evaluation is an essential element of the CommissionŐs approach to sound financial management and involves Ôjudgement of interventions according to their results, impacts and needs they aim to satisfyŐ (1). 
Utvrderingen r en vsentlig del av kommissionens arbete fr en sund ekonomisk frvaltning och innebr en Óbedmning av tgrder utifrn resultat, effekter och de behov som mste tillfredsstllasÓ (1).
It is intended to assess the achievement of objectives and explain underlying causal mechanisms. 
Tanken r att man skall bedma mluppfyllelsen och frklara de underliggande orsakssammanhangen.
Problems or weaknesses identified in both management and the results should form the basis for corrective action by the Commission. 
Problem eller brister som konstateras bde i frvaltningen och i resultaten br vara utgngspunkten fr kommissionens korrigerande tgrder.
The Financing Agreements for the bilateral projects audited did not systematically provide for independent evaluations and there was no evidence of the criteria used to decide which projects should be evaluated. 
I finansieringsverenskommelserna fr de bilaterala projekt som granskades planerade man inte systematiskt fr oberoende utvrderingar, och det fanns ingenting som visade vilka kriterier man anvnde nr beslut skulle fattas om vilka projekt som skulle utvrderas.
Even when they were provided for they did not always take place on a timely basis thereby reducing or even negating, their effectiveness. 
Ocks nr utvrderingar gjordes skedde det inte alltid i tid, och drmed minskade eller till och med frsmrades deras ndamlsenlighet.
Box 8 Ń Shortcomings in the evaluation of the projects 1. 
Ruta 8 Đ Brister nr det gller utvrderingen av projekten 1.
The Financing Agreements did not provide for independent evaluations of the three IPR programmes. 
I finansieringsverenskommelserna planerade man inga oberoende utvrderingar av de tre programmen p omrdet immateriella rttigheter (IPR).
In India the original five-year agreement for the Civil Aviation project said that there should be a mid-term evaluation after two years of implementation. 
I Indien angavs det i den ursprungliga femrsverenskommel-sen avseende projektet p omrdet civilflyg att det borde gras en utvrdering efter halva tiden, dvs. efter tv rs genomfrande.
Subsequently the project was split into two contracts with a 12-month inception phase, followed by a three-year implementation phase. 
Drefter delades projektet upp i tv kontrakt med en tolv mnader lng startperiod som fljdes av en genomfrandeperiod p tre r.
The new agreement for the implementation phase maintained the clause that the project should have a mid-term evaluation after two years of implementation. 
I den nya verenskommelsen fr genomfrandeperioden kvarstod klausulen om att projektet skulle utvrderas efter halva tiden efter tv rs genomfrande.
C 260/16 EN Official Journal of the European Union 19.10.2005 Asia-wide projects 50. 
C 260/16 SV Europeiska unionens officiella tidning 19.10.2005 Asienvergripande projekt 50.
The Asia-wide programmes (see paragraphs 5, 7-9) are divided into a number of instruments or components within which a large number of small value projects are carried out. 
De Asienvergripande programmen (se punkterna 5 och 7Đ9) r indelade i ett antal instrument eller delar inom vilka ett stort antal mindre projekt bedrivs.
A typical project is 100 000-200 000 euro and involves co-funding by the Asian or European partners who provide 50 % of the funds. 
Ett typiskt projekt har en budget p 100 000Đ200 000 euro och inbegriper medfinansiering frn asiatiska och europeiska partner som tillhandahller 50 % av medlen.
The projects are demand-led with funding requests coming from the applicants in the form of proposals. 
Projekten baseras p efterfrgan, och begran om anslag lmnas av de skande i form av frslag.
This has led to a diverse range of projects being funded. 
Detta har lett till att en mngd olikartade projekt har beviljats finansiering.
For a full list see Table 7. 
I tabell 7 finns det en fullstndig frteckning.
The Commission provides clear detailed guidelines for applicants, including eight explanatory annexes. 
Kommissionen ger de skande tydliga och detaljerade riktlinjer som bland annat innehller tta frklarande bilagor.
Nevertheless fulfilling the requirements of the application procedure is understandably going to be difficult for inexperienced applicants. 
Trots detta r det naturligt nog svrt fr oerfarna skande att uppfylla kraven i anskningsfrfarandet.
Although most partners found the guidance documents helpful, detailed and logical to follow, 10 of the 39 projects found them difficult to understand and comply with. 
De flesta samarbetspartnerna tyckte att riktlinjerna var vrdefulla, detaljerade och logiska att flja. 10 av de 39 projektansvariga tyckte dock att det var svrt att frst och uppfylla kraven i frfarandet.
It is time-consuming Ń and therefore costly Ń and difficult for applicants to prepare, obtain and collate all the information needed, particularly if it has to be translated. 
Det r tidskrvande Đ och drfr kostsamt Đ och svrt fr de skande att frbereda, f in och sammanstlla alla ndvndiga uppgifter, srskilt om de mste versttas.
Asian partners also had problems in providing their statutes and/or articles of association as required by the application procedure, particularly as in some Asian countries such documents do not exist in this form. 
Asiatiska partner hade ocks svrt att tillhandahlla stadgar och/eller bolagsordning ssom krvs enligt anskningsfrfarandet, srskilt i vissa asiatiska lnder dr sdana dokument inte finns i denna form.
The fact that partnership agreements between the parties have to be in place when applying for a project was also a difficulty. 
Det faktum att parterna mste ha ingtt partnerskapsavtal innan de lmnar in en projektanskan innebar ocks svrigheter.
Asian partners described their reluctance to enter into such agreements prior to knowing if the application would be successful. 
Vissa asiatiska partner beskrev sin ovilja att ing sdana avtal innan de visste om deras anskan skulle bli antagen.
Although the programme is aimed at the private sector operating in a commercial market-led environment, the aid can only be paid to Ônon-profit business intermediaries promoting trade and investment between the EU and AsiaŐ, i.e. public and non-profit making organisations, or local administrations. 
Programmet vnder sig visserligen till den privata sektorn som verkar i en kommersiell och marknadsstyrd milj, men stdet kan endast betalas ut till icke vinstdrivande mellanhnder som frmjar handel och investeringar mellan EU och Asien, det vill sga offentliga och icke vinstdrivande organisationer eller lokala frvaltningar.
In practice projects are often with trade associations or organisations, which themselves are nominally non-profit making but are funded by private sector companies to further commercial aims. 
I praktiken genomfrs projekten ofta med handelsorganisationer eller organisationer som blott till namnet r icke vinstdrivande, men som finansieras av fretag inom den privata sektorn fr att frmja kommersiella syften.
This financing constraint risks excluding potentially valuable projects such as those involving direct business partners who, for reasons of commercial secrecy, may not wish to use intermediaries or trade associations. 
Detta finansieringskrav riskerar att utesluta potentiellt vrdefulla projekt, till exempel dem som gller direkta affrspartner som p grund av affrs-sekretessen kanske inte vill anvnda sig av mellanhnder eller handelsorganisationer.
Box 9 Ń Examples of Asia-wide projects 1. 
Ruta 9 Đ Exempel p Asienvergripande projekt 1.
An Asia IT & C project that aimed to effectively disseminate advanced and tailored e-business devices that can foster relations between Indian and European operators in the textile sector. 
Ett Asia IT & C-projekt hade som ml att p ett effekivt stt sprida avancerade och skrddarsydda e-fretagsstrukturer som kan utveckla frbindelserna mellan indiska och europeiska aktrer inom textilsektorn.
An Asia Invest project that aimed to stimulate a sustainable growth of the Vietnamese footwear industry through the introduction and transfer of product development techniques, management capacity building and to stimulate the creation of a supporting industry. 
Ett Asia Invest-projekt hade som ml att stimulera en hllbar tillvxt av den vietnamesiska skoindustrin genom att introducera och verfra produktutvecklingsmetoder och frvaltningskapacitetsupp-byggnad samt stimulera bildandet av en stdindustri.
An Asia Invest project provided training to export advisers from British organisations on how to export to, and invest in, China. 
Ett Asia Invest-projekt tillhandahll en utbildning om hur man exporterar till och investerar i Kina fr exportrdgivare vid brittiska organisationer.