natgillin/translations-raw huggingface dataset:
(5) Comprising officials, temporary agents (including contracts with indefinite duration, renewable definite duration or three-year contract), auxiliary, interim and contract staff as well as seconded national experts financed from part A and the administrative expenditure financed from part B of the general budget. also found that vacancy rates have increased slightly compared to 1999 (6). 
(5) Hri ingr tjnstemn, tillflligt anstllda (inbegripet kontrakt med tillsvidarefrordnande, frnybara tidsbegrnsade kontrakt eller tre-rskontrakt), extraanstllda, tillfllig personal och kontraktsanstllda samt utstationerade nationella experter som finansieras via del A och de administrativa utgifter som finansieras via del B i den allmnna budgeten.
In order to improve the situation, the Commission in December 2001 adopted a new personnel policy for research staff, in line with recommendations made in the White Paper on Commission Reform (7). 
Fr att frbttra situationen antog kommissionen i december 2001 en ny personalpolitik fr forskningspersonal som fljer rekommendationerna i vitboken om reformen av kommissionen (7).
More than one in four staff members employed were interim staff, auxiliaries, experts seconded from national administrations or contract staff providing IT-related support. 
Mer n var fjrde anstlld var extraanstlld, tillfllig personal, experter som utstationerats frn nationella frvaltningar eller kontraktsanstllda fr IT-relaterat std.
A high dependency on non-permanent staff, especially in administrative and financial units and in the IT departments, is detrimental to the quality and continuity of operations, due to the regular changes in staff and the corresponding loss of knowledge. 
Att i hg grad vara beroende av icke-fastanstlld personal, srskilt vid administrativa och finansiella enheter liksom vid IT-avdelningar, r negativt fr verksamhetens kvalitet och kontinuitet p grund av regelbundet terkommande personalfrndringar och motsvarande kunskaps-frluster.
This form of contract provides the Commission with the necessary flexibility in its use of staff resources in a constantly evolving domain. 
Sdana kontrakt ger kommissionen ndvndig flexibilitet i anvndningen av personalresurser p ett omrde som r i stndig utveckling.
One third of staff employed on administration of proposals, contracts and projects 74. 
En tredjedel av personalen administrerar frslag, kontrakt och projekt 74.
Out of the equivalent of 1 935 full-time staff members, 35 % of staff resources were allocated to proposal, contract and project management (see Figure 8) (8). 
Av de motsvarande 1 935 heltidsanstllda arbetade 35 % med frvaltning av frslag, kontrakt och projekt (se figur 8) (8).
Some differences in distribution can be observed between Commission departments and programmes, notably in Directorate-General for Research, which allocated significantly less staff resources to the administration of proposals, contracts and projects. 
Vissa skillnader i frdelning mellan kommissionens enheter och mellan program kan konstateras, srskilt betrffande generaldirektoratet fr forskning som avsatte betydligt mindre personalresurser till frvaltningen av frslag, kontrakt och projekt.
(6) Annual report concerning the financial year 1999, paragraph 4.43 and table 7. 
(6) rsrapport fr budgetret 1999, punkt 4.43 och tabell 7.
(7) Communication from the Commission to the Council and the European Parliament, ÔResearch staff policy changes in the context of the reform of the CommissionŐs human resourcesŐ (COM(2001) 792 final, 27 December 2001). 
(7) Meddelande frn kommissionen till rdet och Europaparlamentet ÓPersonalpolitiken inom forskningssektorn Đ ndringar inom ramen fr reformen av kommissionenÓ, (KOM(2001) 792 slutlig, 27.12.2001).
(8) In addition, 17 % of FP5 staff resources were assigned to programme management. 
(8) Drutver var 17 % av femte ramprogrammets personalresurser anslagna till frvaltning av program.
Policy support, i.e. relations with the Council, Parliament and Member States, accounts for 4 % of staff resources. 
Strategiskt std, dvs. kontakter med rdet, Europaparlamentet och medlemsstaterna, str fr 4 % av personalresurserna.
Senior management corresponds to a further 6 % of staff resources. 
Personal i ledande stllning utgr ytterligare 6 % av personalresurserna.
The equivalent of 26 % of staff resources were allocated to administrative support in addition to 7 % for IT support and a further 5 % for data management. 
Motsvarande 26 % av personalresurserna var avsatta till administrativt std utver 7 % till IT-std och ytterligare 5 % till datahantering.
C 99/24 EN Official Journal of the European Union 23.4.2004 Figure 8 FP5 Ń distribution of staff resources by administrative activities Source: European Commission, statistics on staff resources, November 2001 (unaudited). 
C 99/24 SV Europeiska unionens officiella tidning Figur 8 Femte ramprogrammet Đ frdelning av personalresurser per administrativ verksamhet 23.4.2004 Klla: Kommissionen, statistik ver personal, november 2001 (ej granskat).
Heavy caseload in terms of number of contracts managed per member of staff 75. 
Hg arbetsbelastning i frga om antalet kontrakt som handlggs av varje anstlld 75.
Across FP5 a total of 15 223 contracts had been signed up to July 2003 (see Annex 3A and 3B). 
Fr hela femte ramprogrammet ingicks sammanlagt 15 233 kontrakt fram till juli 2003 (se bilaga 3A och 3B).
Given the equivalent of 1 935 full-time staff members employed on FP5, this implied an overall ratio of 7,9 contracts per member of staff. 
Med motsvarande 1 935 heltidsanstllda sysselsatta med femte ramprogrammet innebar detta ett genomsnitt p 7,9 kontrakt per anstlld.
Taking the figure for the number of staff directly allocated to the proposal, contract and project management function, however, increases the average ratio to 20 to 25 contracts per member of staff. 
Om man emellertid beaktar antalet anstllda som direkt sysslade med frvaltning av frslag, kontrakt och projekt kar genomsnittet till 20 till 25 kontrakt per anstlld.
Assuming that scientific follow-up and project management account for half of the staff resources related to these activities, scientific project officers will have to manage on average some 40 to 50 projects simultaneously. 
Om man antar att vetenskaplig uppfljning och projektfrvaltning str fr hlften av de personalresurser som anslagits till dessa verksamheter krvs det att ansvariga fr vetenskapliga projekt i genomsnitt administrerar omkring 40 till 50 projekt samtidigt.
With 200 working days per year, this leaves on average a maximum of four to five working days per project per year. 
Med 200 arbetsdagar per r innebr detta i genomsnitt hgst fyra till fem arbetsdagar per projekt och r.
For the ÔUser-friendly information societyŐ programme, for example, total staff numbers allocated to the programme are significantly higher than for other FP5 programmes, despite the projectŐs being no more complex. 
Nr det till exempel gller programmet ÓEtt anvndarvnligt informationssamhlleÓ var det totala antalet anstllda som avsatts till programmet betydligt hgre n fr andra program inom femte ramprogrammet trots att projekten inte r mer komplexa.
The Court found that internal controls performed more effectively in those Commission services which allocated a comparatively higher share of staff resources to the administration of proposals, contracts, and projects (see paragraphs 90 to 95). 
Revisionsrtten fann att de interna kontrollerna fungerade effektivare vid de kommissionsenheter som avsatte relativt sett strre personalresurser till frvaltningen av frslag, kontrakt och projekt (se punkterna 90 till 95).
Ceilings on administrative expenditure respected 78. 
Tak fr administrativa utgifter respekteras 78.
The CommissionŐs management of the RTD framework programmes is financed from both the administrative (part A) and the operating parts (part B) of the general budget (1). 
Kommissionens frvaltning av FoTU-ramprogrammen finansieras via bde den administrativa delen (del A) och drifts-delen (del B) i den allmnna budgeten (1).
For the resources coming from part B of the budget, Article 2 of each Council Decision adopting a specific programme imposed a ceiling on the CommissionŐs administrative expenditure as a proportion of the total budget (2). 
Betrffande medel frn del B i budgeten faststlldes i artikel 2 i varje beslut som fattades av rdet om antagande av ett srskilt program ett tak fr kommissionens administrativa utgifter i form av en andel av den totala budgeten (2).
These ceilings are set to cover the administrative expenditure for both current and previous framework programmes. 
Dessa tak faststlls fr att tcka administrativa utgifter fr bde pgende och tidigare ramprogram.
The Court notes, (1) Decision No 182/1999/EC of the European Parliament and of the Council; Article 2.4. 
(1) Europaparlamentets och rdets beslut 182/1999/EG, artikel 2.4.
(2) The administrative expenditure charged to the operating part of the budget covers research and external staff, missions and administration (including technical evaluation assistance), infrastructure, moveable property and data processing and communication activities (see for instance European Parliament, ÔFinal adoption of the general budget of the EU for the financial year 2001Ő (2001/110/EC, ECSC, Euratom; OJ L 56, 26.2.2001): subsection B6-RTD, Title B6-6). 
(2) Administrativa utgifter som debiteras driftsbudgeten gller forskningspersonal och extern personal, tjnsteresor och administration (inklusive teknisk hjlp vid utvrdering), infrastruktur, ls egendom och databehandling samt kommunikationsverksamheter (se till exempel Europaparlamentet ÓSlutgiltigt antagande av Europeiska unionens allmnna budget fr budgetret 2001Ó (2001/110/EG, EKSG, Euratom), (EGT L 56, 26.2.2001), underavsnitt B6 Đ Forskning och teknisk utveckling, avdelning B6Đ6).
23.4.2004 EN Official Journal of the European Union C 99/25 however, that these ceilings were set without an independent external analysis of the actual resources needed by the Commission to manage the RTD framework programmes. 
23.4.2004 SV Europeiska unionens officiella tidning C 99/25 Revisionsrtten noterar emellertid att taken faststlldes utan att det gjorts en oberoende extern analys av kommissionens verkliga behov av resurser fr frvaltningen av FoTU-ramprogrammen.
An alternative measure of the proportion of the budget that went to the administration of the RTD framework programmes between 1999 and 2002 is to look at the percentage of the total budget which was allocated to indirect RTD actions. 
Ett alternativt stt att mta den andel av budgeten som gick till frvaltning av FoTU-ramprogrammen mellan 1999 och 2002 r att titta p den procentuella andel av den totala budgeten som anslogs till indirekta FoTU-tgrder.
Given that the contracts for indirect RTD actions signed between 1999 and 2002 covered a maximum financial contribution of 12 303,6 million euro, and a total amount of 13 141,0 million euro was committed (see Annexes 2A and 3A), 837,4 million euro (6,4 % of the total budget) went to the administration of the RTD framework programmes. 
Eftersom kontrakten fr indirekta FoTU-tgrder mellan 1999 och 2002 gllde ett hgsta ekonomiskt bidrag p 12 303,6 miljoner euro, och det gjordes taganden fr totalt 13 141,0 miljoner euro (se bilagorna 2A och 3A), gick 837,4 miljoner euro (6,4 % av den totala budgeten) till frvaltningen av FoTU-ramprogrammen.
However, this figure does not take into account the administrative expenditure allocated to the management of the RTD framework programmes that was financed from part A of the general budget. 
Denna berkning tar emellertid inte hnsyn till anslag till administrativa utgifter fr frvaltningen av FoTU-ramprogram som finansierades via del A i den allmnna budgeten.
Inadequate tools to monitor actual resource allocation 80. 
Verktygen fr vervakning av den verkliga resursfrdelningen r otillrckliga 80.
The Commission monitors the allocation of resources, including staff resources, in its Activity Based Budgeting (ABB) system. 
Kommissionen vervakar frdelningen av resurser, inbegripet personalresurser, i sitt verksamhetsbaserade budgeterings-system.
The general budget for the financial year 2004 will be the first budget officially based on this structure. 
Den allmnna budgeten fr 2004 blir den frsta budgeten som officiellt baseras p denna struktur.
For monitoring the real cost of implementing specific programmes, or an RTD Framework Programme as a whole, the Activity Based Budgeting system has, however, the following deficiencies: Ń it measures budgetary expenditure rather than actual costs incurred for the CommissionŐs operation of a programme, Ń staff resources allocated to the programme, but financed from the administrative part of the budget (part A), are not included in this measure, but are recorded separately, Ń Activity Based Budgeting records budgetary expenditure for activities which, in the case of the RTD framework programmes, do not necessarily relate to specific programmes. 
Fr vervakning av den verkliga kostnaden fr genomfrandet av specifika program, eller ett FoTU-ramprogram i sin helhet, har det verksamhetsbaserade budgeteringssystemet emellertid fljande brister: Ń Det mter budgetutgifter snarare n faktiska kostnader fr kommissionens verkstllande av ett program. Ń Personalresurser som anslagits till programmet men som finansieras genom budgetens administrativa del (del A) ingr inte i denna berkning utan redovisas separat.
In addition, costs incurred for the completion of a programme after the end of the official programme period are accounted for under the subsequent framework programme (see paragraph 34). 
Dessutom redovisas kostnader fr slutfrandet av ett program efter den officiella programperiodens slut under det pfljande ramprogrammet (se punkt 34).
With the current specifications these activities cannot be used to identify the expenditure related to the complete life cycle of a specific programme or a framework programme as a whole. 
Med nuvarande specifikationer kan dessa verksamheter inte anvndas fr att identifiera utgifterna under ett specifikt programs hela livscykel eller fr ett ramprogram som helhet.
The Commission does not yet operate an analytical cost accounting system sufficient to determine the actual cost for the management of a specific programme or RTD framework programme. 
Kommissionen anvnder nnu inte ngot system fr analytisk kostnadsredovisning som rcker till fr att faststlla den faktiska frvaltningskostnaden fr ett srskilt program eller FoTU-ramprogram.
Such a system would require, inter alia, a time recording system to register the staff resources employed on specific administrative activities. 
Ett sdant system skulle bland annat krva ett system fr tidsregistrering som kan registrera vilka personalresurser som anslagits till specifik administrativ verksamhet.
It could help the Commission to identify where staff resources could be used more efficiently. 
Det skulle kunna hjlpa kommissionen att identifiera var personalresurserna skulle kunna anvndas mer effektivt.
As currently used, the Activity Based Budgeting system can measure the expenditure from the part B of the general budget for RTD framework programmes as a whole, but it cannot measure the operating cost of a thematic or horizontal programme or a specific RTD Framework Programme. 
Som det anvnds i dag kan systemet fr verksamhetsbaserad budgetering mta utgifter genom del B i den allmnna budgeten fr FoTU-ramprogrammen som helhet, men det kan inte mta driftskostnaderna fr ett tematiskt eller ett vergripande program eller ett srskilt FoTU-ramprogram.
IT support for proposal, contract and project management FP5 IT systems: integration, availability of functions, quality and costs No integration of management information systems across FP5 82. 
IT-std fr frvaltning av frslag, kontrakt och projekt IT-system inom femte ramprogrammet: integrering, tillgngliga funktioner, kvalitet och kostnader Ingen integrering av system fr frvaltningsinformation inom femte ramprogrammet 82.
The inadequacy of IT support for the RTD framework programmes has been repeatedly criticised by the Court, and also by external experts (1). 
Det otillrckliga IT-stdet till FoTU-ramprogrammen har vid upprepade tillfllen kritiserats av revisionsrtten och ven av externa experter (1).
The main structural weakness of the FP5 IT architecture is the insufficient integration of management information systems with each other and with the SINCOM accounting system. 
Den strsta strukturella svagheten i femte ramprogrammets IT-struktur r att system fr frvaltningsinformation p ett otillrckligt stt har integrerats med varandra och med redovisningssystemet Sincom.
This lack of integration between the IT systems operated by the five Directorates-General prevents automatic and efficient consolidation of information, for example on the financial and legal situation of participants, cost reimbursement systems used by one contractor under different contracts, hourly rates stated in the contract preparation forms or the audit history of the contractors. 
Frhllandet att de IT-system som drivs av de fem generaldirektoraten inte har integrerats med varandra frhindrar en automatisk och effektiv konsolidering av information, till exempel om deltagares ekonomiska och juridiska frhllanden, de system fr kostnadsersttning som anvnds fr olika kontrakt av en avtalspart, timkostnader som anges i formulr fr upprttande av kontrakt eller vad som framkommit vid tidigare granskningar av avtalsparterna.
As a consequence the efficiency and effectiveness of internal controls were reduced when negotiating contracts for indirect RTD actions, verifying cost statements or authorising payments (see paragraphs 92, 93 and 95). 
Detta ledde till att de interna kontrollernas effektivitet och ndamlsenlighet minskade nr frhandlingar om kontrakt fr indirekta FoTU-tgrder genomfrdes, nr kostnadsredovisningar kontrollerades eller nr betalningar godkndes (se punkterna 92, 93 och 95).
Inadequate IT support also due to insufficient investment 83. 
Otillrckligt IT-std, bland annat p grund av otillrckliga investeringar 83.
The level and quality of the IT support for the administration of FP5 proposals, contracts and projects showed inadequacies throughout the period covered by this audit. While the details differ from system to system and from component to component, (1) Annual report concerning the financial year 2000 (OJ C 359, 15.12.2001), paragraph 4.36; Special Report ÔFisheries, agricultural and agro-industry researchŐ No 9/99, paragraph 114; External Framework Programme Monitoring Panel (FPMP), Ô2001 Monitoring Report on the EU framework programme for RDTŐ, 2002: point 4.1 Central Management Issues, p. 
Omfattningen av och kvaliteten p IT-stdet fr frvaltningen av frslag, kontrakt och projekt inom ramen fr femte ramprogrammet uppvisade brister under hela den period som denna granskning omfattar. ven om detaljerna skiljer sig t frn system till system och frn komponent till komponent, berodde (1) rsrapport fr budgetret 2000 (EGT C 359, 15.12.2001), punkt 4.36; Srskild rapport nr 9/99 om forskningsverksamhet inom jordbruk och fiske: FAIR-programmet (fiske, jordbruk & agroindustriell forskning), punkt 114; Externa vervakningspanelen fr ramprogrammet (FPMP), 2001 rs vervakningsrapport om EU:s ramprogram fr forskning och teknisk utveckling, 2002, punkt 4.1 om centrala fr-valtningsfrgor, s.
C 99/26 EN Official Journal of the European Union 23.4.2004 the large majority of IT problems encountered in FP5 were due to the unavailability or unreliability of certain functions. 
C 99/26 SV Europeiska unionens officiella tidning 23.4.2004 det stora flertalet IT-problem som man sttte p inom femte ramprogrammet p att vissa funktioner saknades eller inte var tillfrlitliga.
The central management information systems in most Directorates-General were either made available late or, if available at the start of FP5, were incomplete or considered inadequate by users. 
De centrala systemen fr frvaltningsinformation i de flesta generaldirektoraten gjordes antingen tillgngliga i ett sent skede eller, om de fanns tillgngliga nr femte ramprogrammet inleddes, var ofullstndiga eller ansgs otillrckliga av anvndarna.
In 1999 operational directorates at Directorate-General for Research started local IT development projects to compensate for the lack of an efficient and reliable central IT system for proposal and contract management. 
Verkstllande direktorat inom generaldirektoratet fr forskning startade 1999 lokala IT-utvecklingsprojekt som kompensation fr avsaknaden av ett effektivt och tillfrlitligt centralt IT-system fr frvaltningen av frslag och kontrakt.
Such IT development activities, addressing specific weaknesses of central systems as well as the development of additional local applications, continued throughout FP5. 
Sdan verksamhet fr IT-utveckling, som var inriktad p srskilda brister i centrala system samt utveckling av fler lokala tillmpningar fortsatte under hela femte ramprogrammets lptid.
Up until the end of the FP5 programme period the central IT systems in some Directorates-General were still only being partly used (e.g. contract and project management in the Directorate-General for Enterprise), incomplete (e.g. support for all model contracts), duplicated by local applications without interface to central IT systems or lacking important functions (e.g. the recording of project deliverables). 
Fram till slutet av femte ramprogrammets programperiod anvndes de centrala IT-systemen alltjmt endast delvis inom vissa generaldirektorat (till exempel frvaltning av kontrakt och projekt inom generaldirektoratet fr nringsliv), var de ofullstndiga (till exempel std betrffande alla standardkontrakt), dubblerades de genom lokala tillmpningar utan grnssnitt till centrala IT-system eller saknade de viktiga funktioner (till exempel registrering av projektresultat).
The Commission indicated that the late adoption of the legal bases (Decision No 182/1999/EC, Council decisions adopting specific programmes and rules for participation) left insufficient time for the development of adequate IT systems, since the detailed requirements specific to each programme could not be determined before the formal adoption by the Council and the Parliament (1). 
Kommissionen meddelade att det sena antagandet av de rttsliga grunderna (beslut nr 182/1999/EG, rdets beslut om antagande av srskilda program och regler fr deltagande) gjorde att det inte fanns tillrckligt med tid fr att utveckla tillfredsstllande IT-system, eftersom de detaljerade krav som var specifika fr varje program inte kunde faststllas fre ett formellt antagande av rdet och parlamentet (1).
The weaknesses identified were, however, also due to the absence of an overall IT strategy for FP5 and insufficient coordination between Directorates-General in IT planning, acquisitions, systems development and data management. 
De brister som konstaterades berodde emellertid ocks p att det inte fanns ngon vergripande IT-strategi fr femte ramprogrammet samt p otillrcklig samordning mellan generaldirektorat nr det gllde IT-planering, anskaffning, systemutveckling och datahantering.
These problems were compounded by the additional need to maintain different IT systems for the management of indirect RTD actions relating to previous framework programmes (see paragraph 34). 
Dessa problem frvrrades genom behovet av att ocks upprtthlla olika IT-system fr frvaltningen av indirekta FoTU-tgrder enligt tidigare ramprogram (se punkt 34).
The Commission estimated the total cost related to IT support for the period 1999 to 2002 at less than 0,2 % of the total budget of FP5, excluding the costs related to the CommissionŐs website CORDIS. 
Kommissionen uppskattade de totala kostnaderna fr IT-stdet under perioden 1999Đ2002 till mindre n 0,2 % av femte ramprogrammets totala budget, exklusive kostnaderna fr kommissionens webbplats CORDIS.