natgillin/translations-raw huggingface dataset:
In five cases audited the beneficiaries were not involved in the project planning, or not early enough, to have an influence on the project design. 
I fem granskade fall deltog inte stdmottagarna alls i pro-jektplaneringen, eller inte tidigt nog fr att kunna pverka projektutformningen.
Project financing Problems related to the determination of the project size 35. 
Projektfinansiering Problem med bestmning av projektets storlek 35.
According to the programming guidelines, the minimum budget size of TACIS projects in the Russian Federation should be 2 million euro in order to achieve sufficient impact and visibility. 
Enligt riktlinjerna fr programplanering skall budgeten fr Tacisprojekt i Ryska federationen inte understiga 2 miljoner euro fr att tillrcklig effekt och synlighet skall uppns.
However, the programme may finance a number of small-scale initiatives, including Bistro projects. 
Programmet kan dock finansiera ett antal smskaliga initiativ, bland annat Bistro-projekt.
Most projects in the audited sample had a budget of between 2 and 3 million euro (see paragraph 16). 
De flesta projekten i det granskade urvalet hade en budget p mellan 2 och 3 miljoner euro (se punkt 16).
In eight cases it was not clear from the project documentation how the project budgets had been arrived at. 
I tta fall framgick det inte tydligt av projektdokumentationen hur man hade kommit fram till projektbudgetarna.
When the projectsŐ objectives are not clear, defining a well-founded budget is difficult. 
Nr projektets ml inte r tydliga r det svrt att faststlla en vlgrundad budget.
In some cases this minimum size led to problems. 
I vissa fall orsakade denna minimigrns problem.
Instead of launching several, well-defined and focused projects, multiple tasks were incorporated into one set of ToR with loose connection or no synergy at all (see paragraph 31). 
Istllet fr att inleda flera vldefinierade och fokuserade projekt sammanfrde man mnga olika arbetsuppgifter med ls inbrdes koppling och utan ngon som helst synergi i en enda uppgiftsbeskrivning (se punkt 31).
The audit results show that such a budget-driven approach, which artificially creates larger projects, is unlikely to enhance the projectsŐ impact and visibility. 
Resultaten av granskningen visar att det inte r troligt att ett sdant tillvgagngsstt, dr man utgr frn budgeten och p s stt artificiellt skapar strre projekt, kar projektets effekt och synbarhet.
Box 8 In the case of an industrial restructuring project 30 subprojects were planned. 
Ruta 8 I ett fall som gllde ett industriellt omstruktureringsprojekt hade 30 delprojekt planerats.
Rare national co-financing 37. 
Nationell medfinansiering sllsynt 37.
According to the co-financing of projects was to be actively encouraged by the Commission. 
Enligt Tacisfrordningen skall kommissionen aktivt uppmuntra nationell medfinansiering av projekt.
However, co-financing requirements are rare in the TACIS projects in the Russian Federation, even though they are intended to have a positive impact on the beneficiaryŐs and contractorŐs commitment to achieve the expected results. 
Krav p medfinansiering r dock sllsynta i Tacisprojekten i Ryska federationen, ven om avsikten med kraven r att de skall ha positiv inverkan p stdmottagarens och entreprenrens tagande att uppn de avsedda resultaten.
There were only two cases among the audited projects where the beneficiary was co-financing the activities. 
Endast i tv av de granskade projekten medfinansierade stdmottagaren verksamheten.
The co-financing had a positive impact on the ownership of the projects by the beneficiaries which led to achievement of the projectsŐ objectives. 
Medfinansieringen hade positiv inverkan p stdmottagarnas egenansvar fr projektet vilket ledde till att projektmlen uppfylldes.
Most of the projects include in-kind contributions from the beneficiaries such as commitments to make local counterpart staff available or to provide the contractor with premises. 
De flesta av projekten innehller naturabidrag frn stdmottagarna, till exempel taganden att tillhandahlla lokal motpartspersonal eller att frse entreprenren med lokaler.
In eight cases there were problems regarding this indirect co-financing because the commitments were not honoured, particularly for projects in Moscow. 
I tta fall uppstod problem med denna indirekta medfinansiering eftersom tagandena inte fullgjordes, i synnerhet nr det gller projekt i Moskva.
The ministries in the Russian Federation generally are not legally allowed to provide the contractors with office accommodation within their premises. 
Ministerierna i Ryska federationen kan i allmnhet enligt lag inte frse entreprenrerna med kontorsutrymmen i sina lokaler.
Although the Commission was aware of the problem, it continued to insert such conditions into the ToRs. 
Kommissionen var medveten om detta problem men fortsatte att fra in sdana villkor i uppgiftsbeskrivningarna.
Project Implementation Delays in implementation 39. 
Projektgenomfrande Frseningar i genomfrandet 39.
In this respect the most critical part was the inception phase, which usually took more time than planned. 
Hr var den mest kritiska delen inledandefasen, som oftast tog lngre tid n planerat.
Those delays were mostly linked to an inadequate quality of the preparation of the projects. 
Frseningarna var oftast kopplade till att projektfrberedelserna hll alltfr lg kvalitet.
Due to the poor ToR, the projects needed many approvals for changes during inception and implementation. 
P grund av de bristflliga uppgiftsbeskrivningarna krvdes mnga godknnanden av ndringar i projekten under inledningen och genomfrandet.
The devolution of project management responsibilities from Commission headquarters to the Delegation resulted in more effective management procedures through more direct contacts between the project managers and project stakeholders; in fact, more proactive management by the Delegation even sal-vaged several of the projects from serious difficulties. 
Delegeringen av ansvaret fr projektfrvaltning frn kommissionens huvudkontor till delegationen ledde till effektivare frvaltningsfrfaranden genom fler direkta kontakter mellan projektfrvaltare och vriga inblandade, faktum r att delegationernas mer proaktiva frvaltning till och med rddade flera projekt frn allvarliga svrigheter.
These observations are in line with those of the CourtŐs audit of the devolution of EC external aid management to the Commission Delegations published in Special Report No 10/2004 (1). 
Dessa iakttagelser stmmer verens med dem som gjordes vid revisionsrttens granskning av delegeringen av frvaltningen av gemenskapens externa bistnd till kommissionens delegationer som offentliggjordes i srskild rapport nr 10/2004 (1).
However, the implementation of projects which had been programmed and prepared centrally in Brussels and which in 2002/2003 were transferred to the EC Delegation in Moscow (about half of all the projects audited) encountered one-off delays and obvious managerial deficiencies because of this transfer process. 
Genomfrandet av projekt som hade programplanerats och frberetts centralt i Bryssel och som 2002/2003 verfrdes till gemenskapens delegation i Moskva (omkring hlften av alla granskade projekt) drabbades d och d av frseningar och uppenbara brister i frvaltningen p grund av denna verfring.
(1) OJ C 72, 22.3.2005. 
(1) EUT C 72, 22.3.2005.
19.5.2006 EN Official Journal of the European Union C 119/9 ContractorsŐ performance was generally acceptable 41. Although the objectives were often not achieved or achieved only partially (see paragraph 18), in most of the cases the contractors had delivered the output (deliverables) as foreseen either in the original ToR or in the ToR amended through addenda. 
19.5.2006 SV Europeiska unionens officiella tidning C 119/9 Entreprenrernas utfrande var ver lag godknt 41. ven om mlen ofta inte uppfylldes eller endast delvis uppfylldes (se punkt 18) hade entreprenrerna i de flesta fall presterat resultat som verensstmde med vad som angivits antingen i de ursprungliga uppgiftsbeskrivningarna eller i de uppgiftsbeskrivningar som ndrats genom tillgg.
A typical problem for the contractors was to find and maintain suitable staff in more remote project locations when the staff originally allocated was not available. 
Ett typiskt problem fr entreprenrerna var att hitta och behlla lmplig personal p mer avlgsna projektplatser nr den personal som ursprungligen tillsatts inte var tillgnglig.
Only one small project was a failure due to a lack of output by the contractor. 
Endast ett litet projekt var ett misslyckande eftersom entreprenren inte kunde visa upp ngot resultat.
Another contractor faced financial problems during project implementation, which led to significant delays in implementation. 
En annan entreprenr hade ekonomiska problem under projektgenomfrandet vilket ledde till betydande frseningar i genomfrandet.
Ineffective steering committees 42. 
Ineffektiva ledningskommitter 42.
Where steering committees had been established they usually did not work effectively or efficiently. 
I de fall ledningskommitter hade tillsatts fungerade de oftast inte effektivt eller ndamlsenligt.
This hampered the implementation of the projects. 
Detta frsvrade genomfrandet av projekten.
The powers of the committees were limited by the Commission so the Russian members did not see what kind of an impact the steering committees could have and were, thus, not actively participating in the meetings. 
Eftersom kommissionen hade begrnsat kommitternas befogenheter sg de ryska ledamterna inte nyttan med ledningskommitterna och deltog drfr inte aktivt i mtena.
The contractorsŐ project managers had to take over (part of) the tasks of the steering committees. 
Entreprenrernas projektfrvaltare blev tvungna att ta ver (delar av) ledningskommittns arbetsuppgifter.
Equipment not used for the purposes of the project 43. 
Utrustning anvndes inte fr projektets syften 43.
According to the TACIS Regulation (Euratom, EC) No 1279/96 the programme shall cover reasonable costs of supplies required in support of the implementation of the technical assistance (1). 
Enligt Tacisfrordningen (Euratom, EG) nr 1279/96 skall programmet tcka rimliga kostnader fr de inkp som krvs till std fr genomfrandet av det tekniska bistndet (1).
TACIS Regulation (EC, Euratom) No 99/2000 states that a maximum of 20 % of the annual budget can be allocated to investment (2). 
I Tacisfrordningen (EG, Euratom) nr 99/2000 faststlls att hgst 20 % av den rliga budgeten kan ansls fr finansiering av investeringar (2).
In practice the service contracts included a supply component which obliged the technical assistance contractors, in cooperation with the beneficiaries, to define the technical specifications of the supplies, and to manage the procurement process in accordance with the TACIS procurement rules. 
Fljaktligen innehll tjnstekontrakten en inkpskom-ponent som frpliktade de entreprenrer som tillhandahll tekniskt bistnd att i samarbete med stdmottagarna definiera de tekniska specifikationerna fr inkpen och att frvalta upphandlingen i enlighet med upphandlingsreglerna fr Tacis.
There was not always clear synergy between the technical assistance and equipment provided under the projects. 
Det fanns inte alltid ngon tydlig synergi mellan det tekniska bistndet och den utrustning som tillhandahlls fr projekten.
Nor was there any evidence that the equipment component had addressed the specific areas described (3) in the Regulation or Guidelines. 
Inte heller fanns det ngot som visade att utrustningskomponenten hade haft ngon inverkan p de specifika omrden som beskrivs (3) i frordningen eller riktlinjerna.
The beneficiaries treated the equipment component (mostly office and IT equipment) more as an additional bonus given for accepting the consultancy. 
Stdmottagarna sg utrustningskomponenten (huvudsakligen kontors-och datautrustning) mer som en bonus som de fick fr att de tog emot rdgivningen.
(1) Article 3. 
(1) Artikel 3.
(2) Article 6. 
(2) Artikel 6.
(3) Cross-border cooperation, promotion of Small and Medium Enterprises (SMEs), environmental infrastructure and networks of strategic importance to the Community. 
(3) Grnsverskridande samarbete, frmjande av sm och medelstora fretag, infrastruktur p miljomrdet och utveckling av nt av strategisk betydelse fr gemenskapen.
In many cases the equipment was delivered at the end of the project, due to the long procurement procedure, and therefore could not be used for the project activities. 
I mnga fall levererades utrustningen vid projektets slut p grund av det lnga upphandlingsfrfarandet och kunde drfr inte anvndas fr projektverksamheten.
The equipment needs maintenance (including the supply of consumables) after the project has ended. 
Utrustningen behver underhllas efter det att projektet r avslutat (inklusive anskaffning av frbrukningsvaror).
However, this maintenance did not always take place. 
Detta underhll gde dock inte alltid rum.
Box 9 In one case, the customs offices did not have any budget to buy consumables for the laboratory. 
Ruta 9 I ett fall hade tullmyndigheterna inte ngon budget fr inkp av fr-brukningsvaror till laboratoriet.
Another laboratory remained mainly unused, as the beneficiary did not have adequate premises in which to use the equipment. 
Ett annat laboratorium stod mestadels oanvnt eftersom stdmottagaren inte hade ngon lmplig lokal dr utrustningen kunde anvndas.
One of the federal beneficiaries refused to accept IT equipment for its own bureaucratic reasons (as it did not pay for the equipment it did not know how to book it into the balance sheet). 
En av de federala stdmottagarna vgrade att ta emot datautrustning av egna byrkratiska orsaker (eftersom de inte betalade fr utrustningen visste de inte hur de skulle redovisa den i balansrk-ningen).
In another case some of the equipment was sold by the beneficiary because it did not know how to make use of it. 
I ett annat fall slde stdmottagaren en del av utrustningen eftersom man inte visste vad man skulle anvnda den till.
Part of the equipment could not be used because the needed internet connection was not available. 
Delar av utrustningen kunde inte anvndas eftersom det inte fanns ngon Internetuppkoppling.
Some fitness equipment was not suited for the target group, children, but was used by soldiers from a local military acad-emy. 
Viss gymutrustning passade inte fr mlgruppen Đ barn Đ och anvndes istllet av soldater frn en lokal militr-skola.
Purchases free of VAT from domestic suppliers impossible 47. 
Omjligt att gra momsfria inkp frn inhemska leverantrer 47.
Contractors indicated problems in domestic procurement of equipment and services as well. 
Entreprenrerna pekade p att det fanns problem med anskaffning av bde utrustning och tjnster p den inhemska marknaden.
According to the TACIS Regulation (4), taxes and duties are not eligible expenditure. 
Enligt Tacisfrordningen (4) skall skatter och tullar inte vara stdberttigande.
The consultants (monitors) form an opinion about design, efficiency, effectiveness, impact and sustainability of the projects. 
Konsulterna (vervakarna) skulle bilda sig en uppfattning om projektens utformning, effektivitet, ndamlsenlighet, effekt och hllbarhet.
Also, assessment of the impact of the projects after the expiry of the projectsŐ activities was and is not part of the contract between the Commission and the monitors. 
Ngon bedmning av projektens effekt efter det att projektverksamheten avslutats ingick inte och ingr inte i kontraktet mellan kommissionen och vervakarna.
The lack of this assessment was not compensated for by evaluations. 
Avsaknaden av en sdan bedmning kompenserades inte genom utvrderingar.
(4) Article 9 of Regulation (EC, Euratom) No 99/2000. 
(4) Artikel 9 i frordning (EG, Euratom) nr 99/2000.
(5) General Rules to the technical Assistance of the European Communities signed by the European Commission and the Government of the Russian Federation on 18 July 1997. 
(5) Allmnna regler fr Europeiska gemenskapernas tekniska bistnd undertecknat av Europeiska kommissionen och Ryska federationens regering den 18 juli 1997.
C 119/10 EN Official Journal of the European Union 19.5.2006 49. 
C 119/10 SV Europeiska unionens officiella tidning 19.5.2006 49.
In general the monitors performed according to the requirements of their contracts. 
I allmnhet utfrde vervakarna sin uppgift i enlighet med kraven i sina kontrakt.
However, in a few cases the monitorsŐ reports repeated statements expressing future intentions as if they were merits of the projects. 
I ngra fall upprepade dock vervakarna i sina rapporter tidigare uttalanden om framtida avsikter som om de var frdelar som stadkommits genom projektet.
Such reports did not reveal clearly enough the implementation problems, which may partly explain the lack of corrective actions. 
Dessa rapporter klarlade inte tydligt nog problemen med genomfrandet, vilket delvis kan frklara bristen p korrigerande tgrder.
Dissemination, sustainability and evaluation Poor dissemination 50. 
Spridning, hllbarhet och utvrdering Bristande spridning 50.
Typical dissemination activities were seminars, a webpage and brochures. 
Typiska spridningsverksamheter var seminarier, en webbplats och broschyrer.
Even though some projects had some dissemination activities during project implementation, those ceased when the project activities finished. 
Inom ngra projekt genomfrdes viss spridningsverksamhet under projektets genomfrande, men verksamheten upphrde nr projektet avslutades.
For example, the web pages created as part of the activities of six projects were not maintained by the beneficiary after the expiry of the project. 
Webbplatserna som skapades som en del av verksamheten i sex projekt underhlls till exempel inte av stdmottagaren efter det att projektet hade avslutats.
To some degree, this also demonstrates the perceived value of the results achieved, as insufficient funds were devoted by the Commission and Russian side to the dissemination of the results. 
I viss mn visar detta ocks vilket vrde kommissionen och Ryska federationen tillmtte de uppndda resultaten eftersom det inte avsattes tillrckliga medel fr spridning av dessa resultat.
Nor had the Commission proper systems and instructions for effectively disseminating the results and lessons learned from the TACIS projects. 
Kommissionen hade heller inte ordentliga system och instruktioner fr att p ett ndamlsenligt stt kunna sprida resultaten av Tacisprojekten och de lrdomar man dragit av dem.
For example, there is no consolidated, public database on TACIS projects. 
Till exempel finns det ingen konsoliderad offentlig databas ver Tacisprojekt.
Nor are the Russian authorities fully aware of the results of TACIS projects. 
Inte heller har de ryska myndigheterna full knnedom om resultaten av Tacisprojekten.
Poor sustainability 52. 
Bristande hllbarhet 52.
As noted above, there were several problems in achieving the results of the projects and disseminating information about the results achieved. 
Som nmnts ovan hade man tskilliga problem med att uppn projektresultaten och med att sprida information om de uppndda resultaten.
Furthermore, the beneficiaries have only rarely used or further developed the outputs such as reports and models. 
Dessutom har stdmottagarna endast sllan anvnt eller vidareutvecklat resultaten, till exempel genom rapporter och modeller.
The results of only five of the projects audited were sustainable. 
Endast resultaten av fem av de granskade projekten var hllbara.
Lack of evaluation 53. 
Avsaknad av utvrdering 53.
The Commission carries out sector or countrywide evaluations, but targets rather seldomly individual projects. 
Kommissionen utfr sektorspecifika eller landsspecifika utvrderingar, men gr relativt sllan in p enskilda projekt.
Only two of the 29 projects audited were evaluated. 
Endast tv av de 29 granskade projekten utvrderades.
This is inadequate considering the intended pilot nature of many of the projects as well as the amount of money involved, and it is not at the level required to improve the design of future projects. 
Detta r otillrckligt med tanke p att mnga av projekten r pilotprojekt och med tanke p att det handlar om stora belopp, och det rcker inte fr att utformningen av framtida projekt skall frbttras.
CONCLUSIONS AND RECOMMENDATIONS Conclusions 54. 
SLUTSATSER OCH REKOMMENDATIONER Slutsatser 54.
The Russian Federation is an important trading and political partner of the EU. 
Ryska federationen r en viktig handelspartner och en viktig politisk partner fr EU.
Effective EU assistance aiming at creating conditions for democracy, rule of law and sound economic growth in the Russian Federation and to develop a true partnership between the EU and the Russian Federation can be an important and meaningful instrument. 
Ett ndamlsenligt EU-std som syftar till att skapa frutsttningar fr demokrati, rttsstatsprincip och sund ekonomisk tillvxt i Ryska federationen och till att utveckla ett verkligt partnerskap mellan EU och Ryska federationen kan vara ett viktigt och betydelsefullt instrument.
About one third of the audited projects fully achieved their objectives. 
Omkring en tredjedel av de granskade projekten uppfyllde helt projektmlen.
In eight cases the objectives were partially reached and in twelve cases they were not reached (see paragraph 18). 
I tta fall uppfylldes mlen delvis och i tolv fall uppfylldes de inte (se punkt 18).
The results of five of the projects audited were sustainable (see paragraph 52). 
Resultaten av fem av de granskade projekten var hllbara (se punkt 52).
However, the audit revealed that the performance of contractors and monitors met the requirements of their contracts. 
Vid granskningen konstaterades dock att entreprenrerna och vervakarna uppfyllde kraven i sina kontrakt.
The main failings are the following: (a) for the purposes of planning and management of TACIS and other similar programmes the Commission has developed systems of programming and project cycle management. 
De huvudsakliga bristerna r fljande: a) Kommissionen har utvecklat system fr programplanering och projektcykelfrvaltning fr Tacis och andra liknande program i planerings-och frvaltningssyfte.
This system framework is aimed at ensuring effective use of the funds allocated to an activity although the need to prepare and approve the programming documents and the related consultations made the programming process long. 
Denna system-ram har till syfte att garantera att de medel som tilldelas en verksamhet anvnds p ett ndamlsenligt stt, men programplaneringsprocessen blev lng p grund av de programplaneringsdokument som behvde utarbetas och godknnas och de samrd som skulle ga rum i samband med detta.
Despite the exhaustive programming systems and the CommissionŐs efforts, a real dialogue with the Russian authorities and beneficiaries often did not take place resulting in some cases where the Russian authorities accepted assistance, which the final beneficiaries did not actually want. 
Trots de heltckande programplaneringssystemen och det arbete kommissionen lade ned frdes ofta inte ngon verklig dialog med de ryska myndigheterna och stdmottagarna vilket i ngra fall resulterade i att de ryska myndigheterna accepterade bistnd som de slutliga mottagarna i sjlva verket inte ville ha.
Under these circumstances the documents had to be drafted at a very general level, not reflecting the real needs of the beneficiaries (see paragraphs 20 to 22); (b) this was reflected in the design of many projects. 
P grund av dessa omstndigheter mste formuleringen i dokumenten vara mycket allmnt hllna och avspeglade inte stdmottagarnas verkliga behov (se punkterna 20Đ22). b) Detta avspeglades i utformningen av mnga av projekten.
Objectives were sometimes imprecise and not measurable and in some cases underlying assumptions were unrealistic. 
Mlen var ibland otydliga och gick inte att mta och i vissa fall var de bakomliggande antagandena orealistiska.