natgillin/translations-raw huggingface dataset:
The Commission would like to highlight that the support of similar type of activities through parallel instruments allowed for complementarity and did not lead to any duplication or overlap, and allowed the Commission to speed up its responses, as different instruments were mobilised at different times. 
Kommissionen vill betona att stdet till liknande typer av verksamheter genom parallella instrument bidrog till komplementaritet utan att leda till dubbelarbete eller verlappning, och gjorde det mjligt fr kommissionen att skynda p sina insatser eftersom olika instrument mobiliserades vid olika tillfllen.
The Facility is a coordination mechanism that aims to coordinate the mobilisation of EU budget and Member States resources, and provides for the mobilisation of existing instruments in parallel. 
Faciliteten r en samordningsmekanism som syftar till att samordna mobiliseringen av EU-budgeten och medlemsstaternas medel och som mjliggr mobilisering av befintliga instrument parallellt. 3
The report did not identify any cases of duplication or overlap, which leads the Commission to conclude that the Facility coordination was effective. 
Inga fall av dubbelarbete eller verlappning anges i rapporten, vilket franleder kommissionen att dra slutsatsen att samordningen av faciliteten varit effektiv.
The Commission has sought to ensure maximum complementarity in all sectors. 
Kommissionen har frskt att skerstlla maximal komplementaritet i alla sektorer.
The design of joint implementation plans would have been very time-consuming, undermining the objective of quick resource mobilisation. 
Utarbetandet av gemensamma genomfrandeplaner hade varit mycket tidskrvande, vilket hade undergrvt mlet med snabb mobilisering av medel.
The conditions in Turkey in 2016 and the enormous gaps in the response, dictated the need to focus on speed in achieving results rather than process. 
Frhllandena i Turkiet 2016 och de enorma skillnaderna i gensvaret gjorde det ndvndigt att fokusera p snabba resultat snarare n tillvgagngsstt.
The Commission will look into improving the complementarity and coherence of humanitarian and non-humanitarian assistance . 
Kommissionen kommer att frska frbttra komplementariteten och samordningen av humanitrt och icke-humanitrt bistnd.
The Commission would like to stress the following points: (i) Transition and exit from humanitarian assistance are fully integrated in the strategy for the second tranche of Facility. 
Kommissionen vill betona fljande punkter: i) vergngs-och verlmningsstrategierna fr humanitrt std r helt integrerade i strategin fr den andra delbetalningen i faciliteten.
The latter are mainly being discussed at the policy/sector and not at the project level. 
Det senare diskuteras huvudsakligen inom politikomrdet och inte p projektniv.
The Commission acted based on the commitment made in the EU-Turkey statement of 18 March 2016, which was honoured by the Council in June 2018 that there would be a second tranche and therefore an implementation period beyond 2018. (ii) The Management Framework is an internal planning document that aims to facilitate the monitoring of implementation. 
Kommissionen agerade utifrn det tagande som gjordes i uttalandet frn EU och Turkiet av den 18 mars 2016, och som infriades av rdet i juni 2018, att en andra utbetalning skulle genomfras och att genomfrandeperioden drfr skulle utkas till efter 2018. ii) tgrdsramen r ett internt planeringsdokument som syftar till att frenkla vervakningen av genomfrandet.
As such, it is a living document bound to adjust to the changing circumstances on the ground. 
Sledes r det ett levande dokument som mste anpassas till de frndrade frhllandena p fltet.
The Management Framework clearly identifies contextual risks that could jeopardize implementation and transition. Many of these actually materialized thus delaying this process, despite the mitigating measures taken by the Commission and its partners. (iii) Transition is only possible once projects are mature enough. 
Mnga av dessa risker uppstod ocks, vilket ledde till att denna process frsenades trots de mildrande tgrder som vidtagits av kommissionen och dess partner. iii) En vergng r inte mjlig frrn projekten har uppntt en viss mognadsgrad.
For most projects this was not the case during the first 18 months when most of them were just about to be rolled-out. 
Detta var inte fallet fr huvuddelen av projekten under de frsta 18 mnaderna, nr de flesta av dem precis var p vg att genomfras.
Box 4 Đ Examples of good and weak project transition strategies Fifth alinea: The ESSN is funded until early 2019 (dependant on roll-out and exchange rate). 
Ruta 4 Đ Exempel p bra och bristflliga vergngsstrategier fr projekt Femte stycket: ESSN finansieras fram till brjan av 2019 (beroende p utbyggnadsfasen och valutakursen).
Transition requires a certain level of maturity for the project and capacity of the actors that will be involved in the handover. An early transition would risk a disorderly exit, with potential disruptions in the provision of assistance. 
En vergng krver att projektet har uppntt en viss mognadsgrad och att de aktrer som ska delta i verlmningen har tillrcklig kapacitet. En alltfr tidig vergng kan leda till en oordnad verlmning med strningar i tillhandahllandet av bistnd som fljd.
Discussions on transition and exit are underway and are planned under FRIT II. 
Diskussioner om vergng och verlmning planeras inom den andra faciliteten fr flyktingar i Turkiet.
38. (a) Further to a recent audit report, the Commission took actions to ensure that the analysis of the budgeted costs is done consistently and comprehensively for all project proposals. 
38. a) Med anledning av en ny granskningsrapport vidtog kommissionen tgrder fr att skerstlla att analysen av de budgeterade kostnaderna utfrs p ett konsekvent och genomgripande stt fr alla projektfrslag.
In addition to the mandatory dashboard, the Single Form includes since end 2017 a new field in which the direct costs of the projects are broken down between operational costs and support cost. 
Vid sidan av den obligatoriska resultattavlan omfattar det gemensamma formulret sedan slutet av 2017 en ny ruta dr de projektens direkta kostnader delas upp i driftskostnader och stdkostnader.
Projects sampled in this report were awarded before end 2017. (b) The Commission would like to highlight that the cost per beneficiary in most of the projects is particularly context and case specific. 
De projekt som ingr i urvalet i denna rapport beviljades std fre slutet av 2017. b) Kommissionen vill understryka att kostnaden per bidragsmottagare i de flesta av projekten till stor del beror p sammanhanget och de enskilda fallen.
Therefore, an analysis of the costs and the use of quantitative benchmarks is difficult and a comparative analysis between proposals may not always be relevant due to the nature and evolution of the service provided, the administrative hurdles imposed, and transformation of the business model. 
Drfr r det svrt att gra en analys av kostnaderna och anvndningen av kvantitativa riktvrden. En jmfrande analys mellan frslagen r inte alltid relevant p grund av karaktren och utvecklingen hos den tjnst som tillhandahlls, de administrativa hinder som kan uppst och omvandlingen av affrsmodellen.
The Commission agrees that establishing benchmarks for the budgets is difficult. 
Kommissionen instmmer i att det r svrt att faststlla riktvrden fr budgetarna.
Field experts and Desk officers assess in a concise manner the cost-efficiency of the projects. 
Fltexperter och handlggare inom omrdet gr en vergripande bedmning av projektens kostnadseffektivitet.
As each project is based on specific needs assessment that is time and location bound, the Commission makes project-specific assessments but a comparative analysis between proposals may not always be relevant. 4 
Eftersom varje projekt baseras p en srskild behovsbedmning som r kopplad till en viss tid och plats gr kommissionen projektspecifika bedmningar, men en jmfrande analys av de olika frslagen r inte alltid relevant.
Box 5 - Examples of insufficient assessment of the reasonableness of costs First alinea: See replies to paragraph 38. a). 
Ruta 5 Đ Exempel p otillrcklig bedmning av kostnadernas rimlighet Frsta stycket: Se svaren p punkt 38 a.
Second alinea: For this specific project, the cost per beneficiary cannot be compared from one grant to another since the services provided were very different. 
Andra stycket: Nr det gller detta specifika projekt kan kostnaden per bidragsmottagare inte jmfras mellan skilda bidrag eftersom de tjnster som tillhandahlls var mycket olika.
The nature of the services provided initially evolved from primary health care services to a significant number of beneficiaries, to post-operative and physical rehabilitation care to a fewer number of beneficiaries. 
Karaktren hos de tjnster som tillhandahlls frn brjan utvecklades frn primrvrd fr ett betydande antal bidragsmottagare till postoperativ och fysisk rehabiliteringsvrd fr ett mindre antal bidragsmottagare.
The business model is also different from one project to another: in this case, the partnerŐs model to integrate both primary and secondary health care services in the same facility has allowed to decrease some support costs, while other health projects were supporting different facilities, adapted to different health care services, with therefore higher support costs. 
Affrsmodellen kan ocks skilja sig mycket mellan de olika projekten. I detta fall har partnerns modell att integrera bde primrvrd och sekundrvrd i samma facilitet gjort det mjligt att minska vissa stdkostnader, medan andra hlso-och sjukvrdprojekt bidragit med std till olika faciliteter som var anpassade fr olika hlsovrdstjnster med hgre stdkostnader.
The Commission is bound by FAFA provisions concerning the level of detail it can require of its partners. 
Kommissionen mste flja bestmmelserna i Fafa nr det gller vilken detaljniv den kan krva av sina partner.
Changing FAFA conditions is subject to the partners' agreement and cannot be imposed unilaterally by the Commission. 
Eventuella ndringar av villkoren i Fafa beror p partnernas avtal och kan inte genomfras ensidigt av kommissionen.
The Commission nonetheless insisted on extracting more information, not least regarding transfers to Implementing Partners. 
Kommissionen har nd frskt att f tillgng till mer information, inte minst angende verfringar till genomfrandepartner.
This has been done in the context of narrative descriptions of costs. 
Detta har gjorts inom ramen fr de frklarande beskrivningarna av kostnaderna.
It should also be noted that humanitarian projects implemented by the UN are implemented under indirect management following a pillar assessment. 
Det br ven noteras att humanitra projekt som genomfrs av FN genomfrs under indirekt frvaltning efter en bedmning baserad p ett antal pelare.
The ESSN has been an internal benchmark and the key questions during the negotiations on its adoption have informed the Commission cash guidance note, which has been used to varying degrees in all subsequent large scale cash programmes. 
ESSN har fungerat som ett internt riktvrde, och de viktigaste frgorna under frhandlingarna om dess antagande har legat till grund fr kommissionens vgledande riktlinjer fr kontanter, som i olika utstrckning har anvnts i alla efterfljande storskaliga kontantstdsprogram.
The context of Turkey is very specific notably for the scale of its operations, far above the threshold of EUR 10 Million referred in the guidance note for large-scale cash transfers. 
Omstndigheterna i Turkiet r mycket speciella med tanke p verksamhetens omfattning, som vida verstiger det trskelvrde p 10 miljoner euro som anges i de vgledande riktlinjerna fr storskaliga kontantverfringar.
In most humanitarian and development projects across the world, the contribution of national governments as part of their existing systems is not measured against the budget for specific projects but considered as part of the available infrastructure for the implementation of the projects. 
I de flesta av vrldens humanitra projekt och utvecklingsprojekt mts de nationella regeringarnas bidrag som en del av deras befintliga system inte i frhllande till budgeten fr specifika projekt, utan betraktas som en del av den tillgngliga infrastrukturen fr genomfrandet av projekten.
In terms of transition, contributions from the national government and taking over costs are welcome. We should not put in question donor contributions. 
Nr det gller vergngen r det vlkommet med bidrag frn de nationella statsmakterna och vertagande av kostnaderna. Vi borde inte ifrgastta bidrag frn andra givare.
44. (a) The Commission will endeavour to reduce indirect costs on cash projects, as already stipulated in the cash guidance note (see also point VII of the Executive Summary and Recommendation 4 (a)). 
44. a) Kommissionen kommer att strva efter att minska de indirekta kostnaderna fr kontantstdsprojekten, vilket redan freskrivs i de vgledande riktlinjerna (se ven punkt VII i sammanfattningen och rekommendation 4 a).
The Commission negotiated with the partner the level of indirect costs for this project, as demonstrated in the corresponding documentation. 
Kommissionen frhandlade med partnern om nivn p de indirekta kostnaderna fr detta projekt, vilket framgr av den tillhrande dokumentationen.
It cannot however impose this unilaterally. 
Den kan emellertid inte genomfra detta ensidigt.
As FAFA provisions stipulate that the level of indirect costs can reach up to 7%, and as the internal regulations of the partner, which can only be modified by its Executive Board, stipulate that indirect costs should be set at 7% and 6.5% from end of 2017, there was limited room for negotiation. (b) The added value of the local partnership needs to be highlighted, as it was an essential precondition for the success of the project. 
Eftersom nivn p de indirekta kostnaderna enligt bestmmelserna i Fafa kan uppg till 7 %, och eftersom partnerns interna freskrifter, som endast kan ndras av dess styrelse, freskriver att de indirekta kostnaderna br faststllas till 7 % och 6,5 % frn slutet av 2017, var utrymmet fr frhandlingar begrnsat. 5
The platform developed by the local partners ensures critical aspects related to accountability to the affected population, allowing tracking of beneficiaries and informing them in a timely manner. 
Den plattform som tagits fram av de lokala partnerna skerstller kritiska aspekter av ansvarsskyldigheten gentemot den drabbade befolkningen och gr det mjligt att spra bidragsmottagarna och informera dem i god tid.
The platform is also the tool used in order to provide information to the beneficiaries on their specific situation when abnormalities on payment are detected. 
Plattformen r ven det verktyg som anvnds fr att tillhandahlla information om bidragsmottagarnas specifika situation nr avvikande utbetalningar upptcks.
The percentage of the platform fee charged from the partner in charge of managing the platform is a normal practice for cash transfer programmes involving a UN agency. 
Den andel av avgiften fr plattformen som tas ut frn den partner som r ansvarig fr frvaltningen av plattformen r normal praxis fr kontantverfringsprogram dr ett FN-organ ingr.
charged to the CCTE programme would entail a duplication of funding: this fee was not included in the CCTE precisely because the Commission would not accept paying for the same service twice. (c) Every effort was made to negotiate lower pre-financing levels but this was not accepted by the partners and could not be imposed unilaterally. 
Denna avgift ingick inte i CCTE just eftersom kommissionen inte kunde acceptera att betala fr samma tjnst tv gnger. c) Stora anstrngningar gjordes fr att frhandla fram lgre niver fr frhandsfinansieringen, men detta godtogs inte av partnerna och kunde inte genomfras ensidigt.
The Commission would like to reiterate the importance of flexibility when implementing projects, in view of allowing partners to deliver on the ground despite legal/administrative or operational challenges that may occur. 
Kommissionen vill pminna om vikten av flexibilitet nr projekten genomfrs fr att gra det mjligt fr partnerna att uppn resultat p fltet trots rttsliga/administrativa eller operativa utmaningar.
No-cost extensions are not necessarily delays as such, but a mechanism for ensuring and adjusting delivery under often adverse and challenging circumstances. 
Kostnadsfria frlngningar behver inte vara frseningar i sig, utan en mekanism fr att skerstlla och justera genomfrandet under omstndigheter som ofta r svra och utmanande.
Without such extensions, the achievement of the objectives can be seriously hampered, which may lead to a waste of resources, i.e. inefficiency. 
Utan sdana frlngningar kan det uppst allvarliga hinder fr uppnendet av mlen, vilket kan leda till ett slseri med resurser, dvs. ineffektivitet.
Regarding the audited projects, whose duration was extended, the extensions have been carefully monitored. 
Nr det gller de granskade projekt vars varaktighet frlngdes har frlngningarna vervakats noggrant.
The extensions can have a neutral if not positive impact on the efficiency of the projects. 
Frlngningarna kan ha en neutral om n inte positiv inverkan p projektens effektivitet.
Generally, the additional administrative costs entailed by a no-cost extension are marginal compared to the benefits obtained by allowing the partner more time to implement its activities in such difficult circumstances, where often the obstacles are outside its remit. 
Generellt sett r de administrativa extrakostnaderna i samband med en kostnadsfri frlngning marginella jmfrt med de frdelar som skapas genom att partnerna fr mer tid att genomfra sina verksamheter under svra omstndigheter dr hindren ofta ligger utanfr deras behrighetsomrde.
The Commission would like to highlight the importance of convincing partners to opt for ambitious targets and assist them in achieving them. 
Kommissionen vill framhlla vikten av att vertyga partnerna att vlja ambitisa ml och hjlpa dem att uppn mlen.
This has been the case for most of the projects and targets have mostly been achieved, even if belatedly in some cases. 
Detta har varit fallet fr de flesta av projekten, och ven om det har frekommit frseningar har de flesta av mlen uppfyllts.
The Commission considers that allowing partners to opt for unambitious results provides little incentive for improvement. 
Kommissionen anser att partnerna inte br tilltas att vlja mindre ambitisa ml, eftersom detta inte uppmuntrar till frbttringar.
It is equally important for partners to know that they will not be penalised if they set the bar high but will be allowed to make modifications where necessary in order to achieve their objectives. 
Det r ocks viktigt att frklara fr partnerna att de inte kommer att bli straffade om de stter ribban hgt och att de kommer att f mjlighet att gra de ndringar som behvs fr att uppn mlen.
Box 6 Đ Examples of delays and difficulties faced by projects Project 2 Đ Providing protection and durable solutions to refugees and asylum seekers in Turkey The Commission agrees that the partner faced a multitude of administrative and technical difficulties during the implementation of the project. 
Ruta 6 Đ Exempel p frseningar och svrigheter i projekten Projekt 2 Đ Erbjuda skydd och varaktiga lsningar fr flyktingar och asylskande i Turkiet Kommissionen instmmer i att partnern stlldes infr en rad olika administrativa och tekniska svrigheter under genomfrandet av projektet.
The Commission would also like to stress the ambition and importance of the project, as the verification process at this scale was an unprecedented undertaking, likely to require more time and resources. 
Kommissionen vill ven understryka projektets ambition och betydelse, eftersom omfattningen av kontrollprocessen saknade motstycke och sannolikt krvde extra tid och resurser.
At the beginning of the project, since the recruited staff were not yet experienced, the daily interview rate was 10-15. 
I brjan av projektet intervjuades 10Đ 15 personer om dagen, eftersom den rekryterade personalen var oerfaren.
The current rate has increased to 20-25. 
Den nuvarande intervjutakten har kat till 20Đ25 personer om dagen.
This has brought the number of verified people from around 1 million at the time of the audit to 1.82 million as of July 2018. 
Detta har gjort att antalet kontrollerade personer har kat frn cirka 1 miljon vid tidpunkten fr granskningen till 1,82 miljoner i juli 2018.
Project 10 - Support to most vulnerable refugee women and girls The Commission has already agreed with the Ministry of Health on a clear transition process to fully integrate women and girls safe spaces into the network of Migrant Health Centres. 
Projekt 10 Đ Std till de mest utsatta kvinnorna och flickorna i flyktingbefolkningen Kommissionen har redan kommit verens med hlsoministeriet om en tydlig vergngsprocess fr att upprtta trygga platser fr kvinnor och flickor i ntverket av vrdcentraler fr migranter.
Access to beneficiaries' personal data is part of the wider debate on data protection rules. 
Tillgngen till bidragsmottagarnas personuppgifter ingr i den bredare debatten om dataskyddsreglerna.
The Commission guidance to partners on large-scale cash transfers stipulates that guarantees on the protection of all personal data, respecting international and national data protection standards, need to be put in place. 
I kommissionens vgledning till partnerna om storskaliga kontantverfringar freskrivs att skyddet av alla personuppgifter mste garanteras i enlighet med internationella och nationella standarder fr dataskydd.
The Commission recognises that there is a weakness in the access to personal data (beneficiariesŐ name) but would like to stress that, despite the lack of access to beneficiary names, the partners established robust control mechanisms (see reply point VIII). 
Kommissionen r medveten om att det finns brister i tillgngen till personuppgifter (bidragsmottagarnas namn), men vill understryka att partnerna har inrttat stabila kontrollmekanismer trots att de inte haft tillgng till bidragsmottagarnas namn (se svaret p punkt VIII).
In addition, partners obtained an autonomous access to the bank portal, and developed a system of unique identification to mitigate the risk of any false entry (since each beneficiaryŐs name and ID number had been replaced by a unique number generated by the local implementing partner). 
Partnerna har dessutom ftt oberoende tillgng till bankportalen och utvecklat ett system fr unik identifiering fr att minska risken fr falska uppgifter (eftersom varje bidragsmottagares namn och ID-nummer ersatts av ett unikt nummer som skapats av den lokala genomfrandepartnern).
The Facility Results Framework was under development at the time of the audit and the Commission continues to develop it. 
Facilitetens ram fr resultatmtning hll p att utarbetas vid tidpunkten fr granskningen, och kommissionen fortstter arbetet med att utveckla den.
Therefore, there are no inherent weaknesses in the Results Framework but only temporary issues that are being addressed gradually. (a) The Commission notes that the Results Framework was still under development at the time of the audit. 
Det finns drfr inte ngra inneboende brister i ramen fr resultatmtning, utan endast tillflliga problem som hanteras efterhand. a) Kommissionen konstaterar att ramen fr resultatmtning fortfarande var under utveckling vid tidpunkten fr granskningen.