natgillin/translations-raw huggingface dataset:
In terms of the impact of the measure, it should be noted that programmes are still half way in their implementation, so it is difficult to draw conclusions at this stage. 
Nr det gller tgrdens inverkan br det noteras att det r svrt att i detta lge dra ngra slutsatser, eftersom programmen endast genomfrts till hlften.
The latest reports provided by the Member States show in some countries a gradual increase in uptake of the measure during the most recent years, for example in Spain. IMPACT OF OTHER FORESTRY MEASURES 77. 
De senaste rapporter som medlemsstaterna lmnat visar att tgrden i strre utstrckning brjat genomfras i vissa lnder under de senaste ren, t.ex. i Spanien. VRIGA SKOGSBRUKSTGRDERS INVERKAN 77.
Some countries, however, considered the scope of the eligible measures satisfactory with regard to their added value (Austria, Ireland, Spain and United Kingdom). 
Vissa lnder ansg dock att de stdberttigande tgrdernas omfattning var tillrcklig med hnsyn till mervrdet av dem (AT, IR, ES, UK).
Others would prefer that the scope of the measures or the type of activities would be expanded (Belgium, France and Germany). 
Andra lnder fredrar att tgrdernas omfattning eller typ utvidgas (BE, FR, DE).
Article 32 of Regulation (EC) No 1257/1999 has proven difficult to implement. 
Det har visat sig svrt att genomfra artikel 32 i frordning (EG) nr 1257/1999.
Nevertheless, support for maintaining the ecological role of forests continues to be justified in the general publicŐs interest. 
Stdet fr bevarande av skogarnas ekologiska betydelse r fortfarande motiverat med tanke p allmnhetens intresse.
Therefore the proposals for the post 2006 rural development framework contain a revision of and a more targeted approach to the current Article 32 measures. 
Frslagen till landsbygdsutvecklingspolitik efter 2006 omfattar en revision av och en mer riktad strategi nr det gller tgrder enligt nuvarande artikel 32.
There will be a clear split between mandatory obligations to be compensated (Natura 2000 payments) and voluntary commitments (in analogy to agri-environment). 
Det kommer att gras en tydlig tskillnad mellan skyldigheter fr vilka ersttning kommer att utg (Natura 2000-std) och frivilliga taganden (i verensstmmelse med miljtgrder fr jordbruket).
The approach adopted since 2000 following the rural development Regulation (EC) No 1257/1999 is consistent with the EU forestry strategy, which provides the overall reference framework for forestry actions in the EU. 
Den strategi som antogs r 2000 efter frordningen om landsbygdsutveckling ((EG) nr 1257/1999) verensstmmer med EU:s skogsbruksstrategi, som utgr den vergripande referensramen fr skogsbrukstgrder inom EU.
The overall principles of the EU forestry strategy (sustainability and multifunctionality) are reflected in the rural development policy, which aims to transform the three dimensions (economical, social and environmen-tal) of sustainability into a coherent package of measures. 
De vergripande principerna i EU:s skogsbruksstrategi (hllbarhet och mngfunktionalitet) terspeglas i landsbygdsutvecklingspolitiken som syftar till att hllbarhetens tre dimensioner (ekonomisk, social och miljms-sig) skall utmynna i ett samstmmigt tgrdspaket.
These measures facilitate and support the implementation of national forest programmes or equivalent instruments in areas where there is a synergy with the objectives of rural development. 
Dessa tgrder underlttar och stder genomfrandet av nationella skogsprogram eller likvrdiga instrument p omrden dr det rder synergi med landsbygdsutvecklingens ml.
Ń The legal basis of EU forestry action stems from the Treaty. 
Ń Den rttsliga grunden fr EU:s skogsbrukstgrder hrrr frn frdraget.
The EU forestry strategy provides the reference framework for forestry actions at EU level, including but not limited to rural development. 
EU:s skogsbruksstrategi utgr referensramen fr skogsbrukstgrder p EU-niv, som bland annat omfattar landsbygdsutveckling.
The definition of forest is within the competence of the Member States. 
Det r medlemsstaterna som svarar fr definitionen av begreppet ÓskogÓ.
18.3.2005 EN Official Journal of the European Union C 67/27 80. 
18.3.2005 SV Europeiska unionens officiella tidning C 67/27 80.
The link between the forestry strategy and the individual projects co-financed by the EAGGF funds is ensured via the rural development programmes. 
Kopplingen mellan skogsbruksstrategin och enskilda projekt som samfinansieras av EUGFJ skras via programmen fr landsbygdsutveckling.
The Commission verifies that programmes are in line with the forestry strategy. 
Kommissionen kontrollerar att programmen verensstmmer med skogsbruksstrategin.
The national or regional authorities approve the individual projects on basis of the programme. 
De nationella eller regionala myndigheterna godknner enskilda projekt p grundval av programmet.
A long-term compensation is necessary for afforestation of agricultural land to be attractive to farmers and will inevitably go over a number of programming periods. 
Det krvs ersttning under lng tid fr att det skall vara intressant fr jordbrukare att beskoga jordbruksmark och ersttningen mste ges under flera programperioder.
The Commission shares the opinion that the current financing arrangements are complex. 
Kommissionen delar uppfattningen att det nuvarande finansieringssttet r komplicerat.
81. only few Member States had developed national forest programmes. 
81. ett ftal medlemsstater utarbetat nationella skogsbruksprogram.
In the absence of such programmes, it seemed justified to accept RDPs or OPs as equivalent instruments, a possibility which was provided for in Regulation (EC) No 1257/1999. 
I de fall det inte fanns ngra sdana program verkade det vara berttigat att godta programmen fr landsbygdsutveckling eller operativa program som likvrdiga instrument, vilket r en mjlighet som faststlls i frordning (EG) nr 1257/1999.
However, Member States made progress over the last years in the formulation and implementation of their national forest programmes. 
Medlemsstaterna har dock gjort framsteg under de senaste ren nr det gller utarbetandet och genomfrandet av de nationella skogsprogrammen.
At the start of the programming period all proposals for programmes were submitted to the Commission services within a short period of time. 
Inom en kort tidsperiod i brjan av programperioden inlmnades alla programfrslag till kommissionen.
The Commission examined thoroughly all proposals in the shortest time possible. 
Kommissionen underskte noggrant alla frslag s snart som mjligt.
Ń The proposals for post 2006 rural development framework contain as an essential feature a requirement for strategic planning and monitoring. 
Ń Ett viktigt inslag i frslagen till landsbygdsutvecklingspolitik efter 2006 r kravet p strategisk planering och vervakning.
EU strategic guidelines will be proposed by the Commission to be adopted by the Council. 
EU:s strategiska riktlinjer kommer att fresls av kommissionen fr att antas av rdet.
National strategy plans will be elaborated on this basis. 
Nationella strategiplaner kommer att utarbetas p grundval av detta.
The rural development plans will implement the measures to achieve the objectives of the strategies. 
Genom planerna fr landsbygdsutveckling kommer tgrderna fr att uppn strategiernas ml att genomfras.
The EU forestry strategy will be an integral part of these strategies. 
EU:s skogsbruksstrategi kommer att utgra en del av dessa strategier.
The clearer target setting and well-defined strategies linking objectives and means to achieve them will allow a better assessment of policy outcomes and efficiency of the EU-funds used. 
Tydligare mlsttningar och vldefinierade strategier fr ml och medel kommer att gra det mjligt att bttre bedma politikens resultat och hur effektivt EU-medlen anvnts.
Ń The qualitative assessment is currently based on the various evaluations (including ex-ante) and material submitted by the Member States. 
Ń Den kvalitativa bedmningen baseras fr nrvarande p olika utvrderingar (bland annat frhandsutvrderingar) och information frn medlemsstaterna.
The proposals for post 2006 rural development framework will strengthen the strategy aspect of this assessment (including forestry), reinforce evaluation and focus clearly on the results achieved in relation to the strategic objectives. 
Frslagen till landsbygdsutvecklingspolitik efter 2006 kommer att frbttra de strategiska aspekterna av denna bedmning (bland annat nr det gller skogsbruk), strka utvrderingen och koncentreras p de resultat som uppns i frhllande till de strategiska mlen.
At the beginning of the present programming period Ń For the period post 2006 significant simplifications are proposed. 
I brjan av den nuvarande programperioden hade endast
C 67/28 EN Official Journal of the European Union 18.3.2005 87. 
C 67/28 SV Europeiska unionens officiella tidning 18.3.2005 87.
It is worth noting that the evaluation report of Regulation (EEC) No 2080/92 also indicates that concerning the contribution of the regulation to rural development ÔOverall this contribution appears to us to be significant and positiveŐ. 
Det r vrt att notera att det i utvrderingsrapporten fr rdets frordning (EEG) nr 2080/92 ocks konstateras att frordningens bidrag till landsbygdsutvecklingen verkar vara bde betydande och positivt.
The implementation of voluntary measures depends also on the personal situation of the individual farmer. 
Genomfrandet av frivilliga tgrder avgrs ocks av den enskilda jordbrukarens situation.
Against this background the results achieved can be considered reasonable. 
Mot denna bakgrund br det resultat som uppntts anses vara rimligt.
However, several elements of the current objectives and design of the measure deserve improvements. 
Det finns dock flera aspekter av de nuvarande mlen och tgrdernas utformning som behver frbttras.
Ń The proposals for the post 2006 rural development framework contain several provisions for better targeting of the measure (e.g. strategy, designation of areas) and cost-efficiency (e.g. reduced aid ceilings, shorter duration). 
Ń Frslagen till landsbygdsutvecklingspolitik efter 2006 omfattar flera bestmmelser fr att se till att tgrderna riktas p ett bttre stt (t.ex. strategier och utpekande av omrden) och kostnadseffektivitet (t.ex. snkta stdtak och kortare varaktighet).
22.3.2005 EN Official Journal of the European Union C 72/1 I (Information) COURT OF AUDITORS SPECIAL REPORT No 10/2004 concerning the devolution of EC external aid management to the Commission delegations, together with the CommissionŐs replies (pursuant to the second subparagraph of Article 248(4) of the EC Treaty) (2005/C 72/01) TABLE OF CONTENTS SUMMARY ................................................................ 
22.3.2005 SV Europeiska unionens officiella tidning C 72/1 I (Meddelanden) REVISIONSRTTEN SRSKILD RAPPORT nr 10/2004 om delegeringen av frvaltningen av EG:s externa bistnd till kommissionens delegationer samt kommissionens svar (i enlighet med artikel 248.4 andra stycket i EG-frdraget) (2005/C 72/01) INNEHLLSF RTECKNING SAMMANFATTNING ........................................................
Background............................................................ 
INLEDNING ...............................................................
TheCourtŐsaudit........................................................ 
IAKTTAGELSER ............................................................
Processofdevolution .................................................... 
Snabbhet..........................................................
Quality ........................................................... 
Kvalitet ...........................................................
Robustfinancialprocedures ........................................... 
Tillfrlitligafinansiellafrfaranden ......................................
CONCLUSIONS ............................................................ 
BILAGA...................................................................
16 C 72/2 EN Official Journal of the European Union 22.3.2005 ACP ALAT CRIS DEV EAMR EC EDF EuropeAid F & C FR HQ IAS NGO OLAS RAC RAL RELEX SINCOM TAO GLOSSARY OF ABBREVIATIONS African, Caribbean and Pacific (countries) Local technical assistance agent Common Relex Information System Directorate-General Development External assistance management report European Community European Development Fund EuropeAid Cooperation Office Finance and contracts (unit) Financial Regulation Headquarters Internal Audit Service Non-governmental organisation On-line accounting system ÔRestant  contracterŐ = commitments to be contracted ÔRestant  liquiderŐ = commitments to be paid Directorate-General External Relations Accounting system of the Commission Technical assistance office 
16 C 72/2 SV Europeiska unionens officiella tidning 22.3.2005 AVS Cris EG EUF EuropeAid Olas Relex Sincom F RKORTNINGAR Lnder i Afrika, Vstindien och Stilla havet Gemensamma systemet fr information om Relex Europeiska gemenskapen Europeiska utvecklingsfonden Byrn fr samarbete EuropeAid Redovisningssystem online Generaldirektoratet fr yttre frbindelser Kommissionens bokfringssystem
22.3.2005 EN Official Journal of the European Union SUMMARY I. In May 2000 the Commission announced a major reform of the management of its external aid programme, the main objectives being to make radical improvements in the speed and quality of EC external aid, while ensuring robust financial procedures. 
22.3.2005 SV Europeiska unionens officiella tidning SAMMANFATTNING I. I maj 2000 aviserade kommissionen en omfattande reform av frvaltningen av programmen fr externt bistnd vars viktigaste ml var att radikalt frbttra EG:s externa bistnd nr det gller snabbhet och kvalitet och samtidigt garantera att de finansiella frfarandena r tillfrlitliga.
A key component of the reform is the extensive devolution of aid management tasks and responsibilities to the Commission delegations. 
En mycket viktig del i reformen r den omfattande delegeringen av arbetsuppgifter och ansvar nr det gller bistndsfrvaltning till kommissionens delegationer.
As a result of devolution, delegations are now responsible for project preparation, contracting, and financial and technical implementation, and have received substantial extra human and technical resources. 
I och med delegeringen ansvarar delegationerna nu fr projektberedning, kontraktering, finansiellt och tekniskt genomfrande, och de har ftt kraftigt kad personalstyrka och kade tekniska resurser.
Devolution also has important consequences for the central services of the EuropeAid Cooperation Office (or EuropeAid) in Brussels, as their role is moving away from direct management of projects towards monitoring and supporting delegations (see paragraphs 1 to 5). 
Delegeringen fr ocks viktiga konsekvenser fr de centrala avdelningarna inom Byrn fr samarbete EuropeAid (eller EuropeAid) i Bryssel eftersom deras roll frskjuts frn direkt projektledning till vervakning och std till delegationerna (se punkterna 1Đ5).
The Court has visited 10 delegations as well as the central services in Brussels, to examine whether the Commission has managed the devolution process successfully and whether devolved management in the delegations is starting to achieve the intended results (given that the delegations had only worked under devolved management for a fairly short period) (see paragraphs 6 to 14). 
Revisionsrtten beskte tio delegationer och de centrala avdelningarna i Bryssel fr att granska om kommissionen har frvaltat delegeringsprocessen vl och om den delegerade frvaltningen vid delegationerna har brjat ge avsett resultat (med hnsyn tagen till att delegationerna endast har arbetat med delegerad frvaltning under en rtt kort period) (se punkterna 6Đ14).
The devolution of aid management responsibilities to 78 delegations constituted a major reorganisation of the CommissionŐs services in the area of external aid and its implementation is a considerable achievement, with almost all delegations operating under devolved management by summer 2004 (see paragraphs 15 to 17). 
Delegeringen av ansvaret fr bistndsfrvaltningen till 78 delegationer medfrde en stor omorganisering av kommissionens avdelningar fr externt bistnd, och genomfrandet har varit mycket framgngsrikt eftersom nstan alla delegationer hade brjat arbeta med delegerad frvaltning sommaren 2004 (se punkterna 15Đ17).
Regarding the CommissionŐs management of the devolution process, it can be considered reasonably successful, at least as far as the delegations themselves are concerned. 
Kommissionens frvaltning av delegeringsprocessen kan anses vara tillrckligt vl genomfrd, tminstone vad gller sjlva delegationerna.
Its planning process, however, did not incorporate a number of elements which could have facilitated its control over that process, and some problem areas need further attention (see paragraph 18). 
I planeringen saknades dock ett antal element som hade kunnat underltta kommissionens kontroll ver processen, och ngra problemomrden br ytterligare ses ver (se punkt 18).
V. In general, delegations have been reasonably well prepared to operate under devolved management, although there are problems with filling posts and there is a continuing need for training. 
V. Generellt sett har delegationerna varit tillrckligt vl frberedda fr att arbeta med delegerad frvaltning ven om de har problem med att tillstta tjnster och har bestende behov av utbildning.
The preparation of the headquartersŐ (HQ) services has been less well planned, lacking both analysis and consultation. 
Frberedelserna av huvudkontorets avdelningar har inte planerats lika vl och saknar bde analys och samrd.
Delegations still require considerable support in adjusting to their new role, and central services find it difficult to provide delegations with the support required, as thematic expertise is becoming thinly spread across geographical directorates due to reductions in HQ staffing. 
Delegationerna behver fortfarande mycket std i anpassningen till den nya rollen, och de centrala avdelningarna tycker att det r svrt att ge delegationerna det std de behver nr den tematiska sakkunskapen sprids ut ver de olika direktorat som ansvarar fr olika geografiska omrden (geografiska direktorat) p grund av nedskrningar p huvudkontorets personal.
Although HQ services have developed a number of monitoring instruments and have provided substantial support to delegations, there is scope for improvement in both areas (see paragraphs 19 to 38). 
Huvudkontorets avdelningar har utvecklat ett antal vervakningsinstrument och gett omfattande std till delegationerna, men det gr fortfarande att gra frbttringar p bda omrdena (se punkterna 19Đ38).
Regarding the results of devolution, it is still too early, after less than two years of devolved management, to see the envisaged improvements in the speed and quality of EC external aid. 
Nr det gller resultaten av delegeringen r det nnu, efter mindre n tv r av delegerad frvaltning, fr tidigt att se de frvntade frbttringarna av snabbheten och kvaliteten p EG:s externa bistnd.
Also, the lack of a complete set of performance indicators at an early stage in the devolution process makes it difficult to measure progress against the main objectives (see paragraphs 39 to 42, 48 to 51, 53, 56 and 57). 
Eftersom det inte fanns en fullstndig uppsttning resultatindikatorer p ett tidigt stadium i delegeringsprocessen r det ocks svrt att mta framstegen i frhllande till de viktigaste mlen (se punkterna 39Đ42, 48Đ51, 53, 56 och 57).
However, in the majority of delegations visited there are signs that devolved management is on the right path to achieving the intended results. 
Vid de flesta av de delegationer som besktes finns det dock tecken p att man r p god vg att uppn de faststllda mlen med den delegerade frvaltningen.
This leads to a better problem-solving capacity within the delegation and to increased contacts with beneficiaries and other relevant parties as well as to a better understanding of local conditions, risks and opportunities. 
Detta leder till bttre problemlsningskapacitet inom delegationerna, till kad kontakt med bistndsmottagare och andra inblandade parter och till kad frstelse fr lokala villkor, risker och mjligheter.
Robust financial management procedures are generally ensured under devolution but are not yet sufficiently developed in respect of the financial monitoring of implementing organisations (see paragraphs 43, 46, 54, 58, 61 and 62). 
Frfarandena fr finansiell frvaltning r i allmnhet tillfrlitliga vid delegering men de r nnu inte tillrckligt utvecklade nr det gller den finansiella vervakningen av de verkstllande organen (se punkterna 43, 46, 54, 58, 61 och 62).
For the time being, problems in recruiting staff with appropriate expertise and using this expertise in an optimal way, difficulties experienced by HQ in providing support to delegations, as yet inadequate financial information systems and complicated procedures are limiting the expected results of devolution in terms of increased speed and improved quality of project management (see paragraphs 44, 45, 47, 52, 55, 59, 60 and 63). 
De frvntade resultaten av delegeringen nr det gller kad snabbhet och frbttrad kvalitet p projektledningen begrnsas fr nrvarande av de problem man har med att rekrytera personal med lmplig sakkunskap och att anvnda denna sakkunskap p ett optimalt stt, de svrigheter som huvudkontoret har upplevt med att ge std till delegationerna, nnu otillrckliga system fr finansiell information och komplicerade frfaranden (se punkterna 44, 45, 47, 52, 55, 59, 60 och 63).
C 72/4 EN Official Journal of the European Union 22.3.2005 IX. 
C 72/4 SV Europeiska unionens officiella tidning IX.
INTRODUCTION Background 1. 
22.3.2005 INLEDNING Bakgrund 1.
In May 2000, the Commission announced a major reform of the management of its external aid programme (1) based on the principles in its White Paper on the reform of the Commission in general (2). 
I maj 2000 aviserade kommissionen en omfattande reform av frvaltningen av programmen fr externt bistnd (1) med utgngspunkt i principerna i vitboken om den vergripande reformen av kommissionen (2).
Its main objective, as stated in the CommissionŐs Communication, is to make radical improvements in the speed, quality and profile of EC external aid. 
De huvudsakliga mlen, som faststlls i kommissionens meddelande, r att radikalt ka snabbheten och frbttra kvaliteten och profilen p EG:s externa bistnd.
More specifically, the basic aims are described as follows: Ń to reduce substantially the time taken to implement projects, Ń to make significant improvements in the quality and responsiveness of project management, Ń to ensure robust financial, technical and contract management procedures, in line with the best international standards of propriety and accountability, Ń to improve the impact and visibility of EC development cooperation and aid. (1) Communication to the Commission on the reform of the management of external assistance, 16 May 2000, also referred to as document SEC(2000) 814/5. 
(1) Meddelande till kommissionen om reformen av frvaltningen av bistndet till tredje land (ÓCommunication to the Commission on the reform of the Management of External AssistanceÓ), 16 maj 2000, SEC(2000) 814/5.
(2) COM(2000) 200. 
(2) KOM(2000) 200.
A key component of the reform is devolution i.e. the delegation of tasks and responsibilities concerning the management of EC-financed cooperation activities from the CommissionŐs headquarters in Brussels (i.e. EuropeAid) to its delegations in the beneficiary countries across the world (3). 
En mycket viktig del av reformen r delegering av arbetsuppgifter och ansvarsomrden nr det gller frvaltningen av EG-finansierad samarbetsverksamhet frn kommissionens huvudkontor i Bryssel (det vill sga EuropeAid) till delegationerna i mottagarlnderna runtom i vrlden (3).