natgillin/translations-raw huggingface dataset:
Contents Executive summary Introduction Audit scope and approach Observations INEA delivered expected benefits with some limitations related to framework constraints INEA developed standardised procedures that have simplified implementation INEA’s administrative costs are below initial estimates, though staff costs are slightly higher Synergies materialised only in a limited number of actions INEA faces framework constraints There are shortcomings in the otherwise well organised CEF selection procedures, risks in the implementation of the programme and weaknesses in performance reporting Selection procedures are well-organised, but would benefit from increased coherence and transparency There is a risk that the CEF will not be fully implemented The existing performance framework is not well-suited to demonstrate how projects contribute to programme objectives Conclusions and recommendations Annexes Annex I — Commission and INEA responsibilities in the area of CEF management Paragraph I-V 01-11 12-18 19-80 19-40 21-22 23-24 25-30 31-40 41-80 42-56 57-73 74-80 81-89 2 Glossary and abbreviations Replies of the Commission Audit team Timeline 3 
Innehllsfrteckning Sammanfattning Inledning Revisionens inriktning och omfattning samt revisionsmetod Iakttagelser Inea har uppntt de frvntade frdelarna, med vissa begrnsningar som hnger samman med hinder i den rttsliga ramen Inea tog fram standardiserade frfaranden som har frenklat genomfrandet Punkt IĐV 01Đ11 12Đ18 19Đ80 19Đ40 21Đ22 23Đ24 25Đ30 31Đ40 41Đ80 42Đ56 57Đ73 74Đ80 81Đ89 Ineas administrativa kostnader understiger de ursprungliga berkningarna, men personalkostnaderna r ngot hgre Synergieffekter har bara uppsttt inom ett begrnsat antal tgrder Hinder i Ineas ram Det frekommer brister i FSE:s fr vrigt vlorganiserade urvalsfrfaranden, risker i genomfrandet av programmet och brister i prestationsrapporteringen Urvalsfrfarandena r vlorganiserade men skulle gynnas av kad enhetlighet och insyn Det finns risk fr att FSE inte kommer att genomfras fullt ut Den befintliga prestationsramen lmpar sig inte fr att visa hur projekt bidrar till programmets ml Slutsatser och rekommendationer Bilagor Bilaga I Đ Kommissionens och Ineas ansvarsomrden nr det gller frvaltningen av FSE 2
Executive summary I The Innovation and Networks Executive Agency (INEA) was set up for the 2014-2020 programming period to implement parts of the Connecting Europe Facility (CEF) and Horizon 2020 programmes. 
Sammanfattning I Genomfrandeorganet fr innovation och ntverk (Inea) inrttades fr programperioden 2014Đ2020 i syfte att genomfra delar av programmen Fonden fr ett sammanlnkat Europa (FSE) och Horisont 2020.
It has a total budget of €33.6 billion for co-financing projects in the fields of transport, energy and telecommunications. 
Det har en total budget p 33,6 miljarder euro fr att medfinansiera projekt p omrdena transport, energi och telekommunikation.
We selected INEA for audit both because this is the largest budget managed by any EU executive agency, and because the legal framework is currently being revised for the 2021-2027 period. 
Vi valde ut Inea fr revision bde fr att detta r den strsta budget som ett genomfrandeorgan i EU frvaltar och fr att den rttsliga ramen fr nrvarande ses ver till perioden 2021Đ2027.
II We assessed INEA’s management of the delegated EU spending programmes. 
II Vi bedmde Ineas frvaltning av de delegerade EU-utgiftsprogrammen.
To do this, we examined whether INEA, together with the Commission, (i) has fulfilled the tasks delegated to it and achieved the expected benefits of externalising responsibilities, and (ii) follows robust procedures for managing the CEF. 
Fr detta ndaml underskte vi om Inea, tillsammans med kommissionen, i) har fullgjort de uppgifter som delegerats till genomfrandeorganet och uppntt de frvntade frdelarna med externalisering av ansvarsomrden och ii) fljer stabila frfaranden fr att frvalta FSE.
INEA was our principal auditee. 
Inea var vrt frmsta revisionsobjekt.
We focused on its activities in the 2014-2020 period, using interviews and desk reviews as our main data collection procedures. 
Vi fokuserade p Ineas verksamheter under perioden 2014Đ2020 och anvnde oss frmst av intervjuer och skrivbordsgranskningar fr att samla in uppgifter.
III INEA has delivered the expected benefits with some limitations related to framework constraints. o INEA uses standardised procedures that have simplified the implementation of the delegated spending programmes. 
III Inea har uppntt de frvntade frdelarna, med vissa begrnsningar som hnger samman med hinder i den rttsliga ramen. o Inea anvnder standardiserade frfaranden som har frenklat genomfrandet av de delegerade utgiftsprogrammen.
Its overall administrative costs are currently below initial estimates, though staff costs are slightly higher. 
De sammanlagda administrativa kostnaderna understiger fr nrvarande de ursprungliga berkningarna, men personalkostnaderna r ngot hgre.
Synergies between CEF and Horizon 2020, between CEF sectors, and with other agencies, have only materialised in a limited number of actions. o INEA has fulfilled its tasks as measured by five key performance indicators, but these are not specifically results-oriented, i.e. not targeted to measuring programme implementation or the absorption of funds. o Particularly due to framework constraints, staff management has some limitations. 
Synergieffekter mellan FSE och Horisont 2020, mellan FSE-sektorer och med andra organ har dock endast frverkligats i ett begrnsat antal tgrder. o Inea har fullgjort sina uppgifter enligt fem kritiska prestationsindikatorer, men de r inte specifikt resultatorienterade, det vill sga inte inriktade p att mta programgenomfrandet eller utnyttjandet av medlen. o Framfr allt p grund av hinder i Ineas ram har personalfrvaltningen vissa brister.
Since staff numbers are linked to the delegated programmes, INEA cannot flexibly reassign its staff to the most pressing tasks. o We found shortcomings in the coordination of Commission ́s calls, which are not planned on a multiannual basis to increase the predictability for project promoters. 4 
Eftersom personalstyrkan r kopplad till de delegerade programmen har Inea inte mjlighet att p ett flexibelt stt omfrdela personal till de mest brdskande arbetsuppgifterna. o Vi noterade brister i samordningen av kommissionens anskningsomgngar som inte planeras p flerrsbasis fr att ka frutsebarheten fr de projektansvariga. 4
IV We found shortcomings in the otherwise well-organised CEF selection procedures, risks in programme implementation and weaknesses in performance reporting. o The procedures for selecting projects are well-organised, but have to be further harmonised across the three CEF sectors. 
IV Vi konstaterade brister i FSE:s fr vrigt vlorganiserade urvalsfrfaranden, risker i programgenomfrandet och brister i prestationsrapporteringen. o Frfarandena fr att vlja ut projekt r vlorganiserade men mste harmoniseras ytterligare i de tre FSE-sektorerna.
The degree of correlation between the assessment made by external experts and the Commission’s final award decision differs between the sectors. 
Graden av verensstmmelse mellan externa experters bedmning och kommissionens slutgiltiga tilldelningsbeslut skiljer sig t mellan sektorerna.
In CEF Transport, the probability of being selected is independent of the scores given by the external experts for recommended projects. 
Inom FSE Transport r sannolikheten att projekt vljs ut oberoende av de pong som de externa experterna har gett rekommenderade projekt.
The reasons for departing from the assessment need to be better documented. 
Sklen till att man avviker frn bedmningen behver dokumenteras bttre.
This is a particular issue for 14 CEF-T projects (worth about €711 million in grants) which the Commission selected but the external experts had not recommended for funding for reasons of maturity, quality or impact. o Moreover, the award criteria used to select projects need further clarification. 
Detta r ett srskilt problem nr det gller 14 FSE-T-projekt (fr omkring 711 miljoner euro i bidrag) som kommissionen valde ut men som de externa experterna inte hade rekommenderat fr finansiering p grund av mognadsgrad, kvalitet och effekt. o Vidare behver de tilldelningskriterier som anvnds fr att vlja ut projekt bli tydligare.
The thorough assessment of maturity and quality in particular is key for anticipating issues that may affect the timely implementation of projects. o There is a risk that the programme will not be fully implemented. 
En noggrann bedmning av framfr allt mognadsgrad och kvalitet r av central betydelse fr att frutse problem som kan pverka om projekten genomfrs i tid. o Det finns en risk fr att programmet inte kommer att genomfras fullt ut.
By January 2019, in the fifth year of the period, less than one quarter of the funds awarded to projects had resulted in payments. 
I januari 2019, periodens femte r, hade mindre n en fjrdedel av de medel som tilldelats projekt lett till utbetalningar.
This slow disbursement of funding is attributable to the delayed implementation and under-execution of projects. o In addition, the current system of calls did not discourage immature project proposals. 
Den lngsamma utbetalningen av medel beror p att genomfrandet av projekt r frsenat eller ofullstndigt. o Det nuvarande systemet fr anskningsomgngar motverkar dessutom inte projektfrslag som inte r tillrckligt mogna.
Following the Commission ́s schedule for calls for proposals, INEA granted a significant share of the CEF budget early in the programming period. 
Till fljd av kommissionens plan fr anskningsomgngar beviljade Inea en stor del av FSE-budgeten tidigt i programperioden.
85 % of the CEF-T budget was granted under the 2014 and 2015 calls, and the CEF-T budget for 2014 alone was €12 billion - or 52 % of the total delegated budget for the period. 
85 % av FSE-T-budgeten beviljades under anskningsomgngarna 2014 och 2015, och enbart fr 2014 uppgick FSE-T-budgeten till 12 miljarder euro eller 52 % av den totala delegerade budgeten fr perioden.
The downside of allocating so much so early was that some projects selected were not mature enough. o With the 2014-2020 period due to end next year, there is a risk that payments, decommitments and reflows will build up significantly in the coming months. 
Nackdelen med att frdela s mycket pengar s tidigt var att vissa av de projekt som valdes ut inte var tillrckligt mogna. o I och med att programperioden 2014Đ2020 tar slut nsta r finns det risk fr att utbetalningar, tillbakadraganden och terflden kommer att hopa sig under de kommande mnaderna.
Monitoring of project progress is important so that delays can be identified and corrective actions can be taken. 
Det r viktigt att vervaka hur projekt framskrider s att frseningar kan identifieras och korrigerande tgrder vidtas.
However, monitoring tools – such as provisions in grant agreements and action status reports, would benefit from improvement to ensure the effective use of EU funds. o The existing performance framework is not well suited to demonstrate how projects contribute to the overall CEF objectives. 
5 o Den befintliga prestationsramen lmpar sig inte fr att visa hur projekt bidrar till FSE:s vergripande ml.
INEA mainly monitors project outputs, but this approach is insufficient to assess results. 
Inea vervakar i frsta hand projektoutput, men det r inte tillrckligt fr att bedma resultat.
information as to whether or how EU co-funded projects have achieved the targeted results. 
Det finns allts ingen tydlig information om huruvida eller hur EU-medfinansierade projekt har uppntt mlsttningarna.
V Based on our findings, we recommend action which would help the Commission and INEA to: (1) improve the potential for synergies between the CEF and H2020 programmes, and between CEF sectors; (2) strengthen the framework for INEA’s management of the delegated programmes; (3) ensure greater harmonisation and transparency of project selection procedures; (4) set better conditions for timely implementation of the CEF; (5) redesign the performance framework to better monitor project results. 6 
V P grundval av vra granskningsresultat rekommenderar vi tgrder som hjlper kommissionen och Inea att 1. frbttra potentialen fr synergieffekter mellan FSE-och Horisont 2020-programmen och mellan FSE-sektorer, 2. strka ramen fr Ineas frvaltning av de delegerade programmen, 3. skerstlla kad harmonisering av och insyn i frfarandena fr projekturval, 4. skapa bttre frutsttningar fr att FSE ska genomfras i tid, 5. ndra prestationsramen s att projektresultaten kan vervakas bttre. 6
Introduction Executive agencies of the European Union 01 Since 2003, the Commission has the right to set up executive agencies for a limited period of time to manage specific tasks related to EU programmes1. 
Inledning Europeiska unionens genomfrandeorgan 01 Sedan 2003 har kommissionen behrighet att inrtta genomfrandeorgan fr en begrnsad tidsperiod i syfte att skta specifika uppgifter med anknytning till EU:s program1.
The first such agency was established in early 2004. 
Det frsta genomfrandeorganet inrttades i brjan av 2004.
Since then, the Commission has gradually increased the volume of funds and number of programmes outsourced to what are now six executive agencies2. 
Sedan dess har kommissionen gradvis kat anslagsvolymen och antalet program som lggs ut p de numera sex genomfrandeorganen2.
02 Unlike with decentralised agencies and other bodies, the Commission may not entrust an executive agency with tasks requiring discretionary powers in translating political choices into action. 
02 Till skillnad frn nr det gller decentraliserade byrer och andra organ fr kommissionen inte anfrtro genomfrandeorgan sdana uppgifter som krver utrymme fr sknsmssig bedmning nr politiska beslut ska omsttas i handling.
03 In its proposal for the 2021-2027 multiannual financial framework (MFF), the Commission emphasised the importance of executive agencies in programme implementation, as this generates cost savings and economies of scale and ensures operational proximity to beneficiaries. 
03 I sitt frslag till flerrig budgetram 2021Đ2027 framhll kommissionen genomfrandeorganens betydelse fr programgenomfrandet, eftersom de fr med sig kostnadsbesparingar och stordriftsfrdelar och skerstller operativ nrhet till stdmottagarna.
According to the Commission, consideration should therefore be given to further outsourcing. 
Enligt kommissionen br drfr ytterligare utlggning vervgas.
The Innovation and Networks Executive Agency 04 Located in Brussels, the Innovation and Networks Executive Agency (INEA) was set up in 20133 for the 2014-2020 programming period4. 
Genomfrandeorganet fr innovation och transportnt 04 Genomfrandeorganet fr innovation och ntverk (Inea) ligger i Bryssel och inrttades 20133 fr programperioden 2014Đ20204.
It succeeded the Trans-European Transport Network Executive Agency (TEN-T EA), which had managed the 2007-2013 TEN-T programme (with around 100 staff, and a budget of €7.9 billion Council Regulation (EC) No 58/2003 of 19 December 2002 laying down the statute for executive agencies to be entrusted with certain tasks in the management of Community programmes (OJ L 11, 16.1.2003, p. 1). 
Det ersatte genomfrandeorganet fr det transeuropeiska transportntet (TEN-T EA) som hade frvaltat TEN-T-programmet 2007Đ2013 (med omkring 100 anstllda och en budget p 7,9 miljarder 1 2 3 4 Rdets frordning (EG) nr 58/2003 av den 19 december 2002 om stadgar fr de genomfrandeorgan som ansvarar fr vissa uppgifter som avser frvaltningen av gemenskapsprogram (EGT L 11, 16.1.2003, s. 1).
In addition to INEA, these are the Executive Agency for Small and Medium-sized Enterprises (EASME), the Education, Audio-visual and Culture Executive Agency (EACEA), the Consumers, Health, Agriculture and Food Executive Agency (CHAFEA), the Research Executive Agency (REA) and the European Research Council Executive Agency (ERCEA). 
Utver Inea finns genomfrandeorganet fr sm och medelstora fretag (Easme), genomfrandeorganet fr utbildning, audiovisuella medier och kultur (Eacea), genomfrandeorganet fr konsument-, hlso-, jordbruks-och livsmedelsfrgor (Chafea), genomfrandeorganet fr forskning (REA) och genomfrandeorganet fr Europeiska forskningsrdet (Ercea).
Commission Implementing Decision 2013/801/EU of 23 December 2013 establishing the Innovation and Networks Executive Agency and repealing Decision 2007/60/EC as amended by Decision 2008/593/EC (OJ L 352, 24.12.2013, p. 
Kommissionens genomfrandebeslut 2013/801/EU av den 23 december 2013 om inrttande av genomfrandeorganet fr innovation och ntverk och om upphvande av beslut 2007/60/EG ndrat genom beslut 2008/593/EG (EUT L 352, 24.12.2013, s.
Commission Decision C(2013) 9235 delegated powers to the Agency. 
Kommissionens beslut C(2013) 9235 delegerade befogenheter till organet.
Covering January 2014 to December 2024. 
Nrmare bestmt januari 2014 till december 2024.
distributed among nearly 700 projects). 
7
INEA’s mission is to support the Commission, project promoters and stakeholders by providing expertise and programme management to infrastructure, research and innovation projects in the fields of transport, energy and telecommunications and to promote synergies between these activities5. 
Inea har i uppdrag att stdja kommissionen, projektansvariga och berrda parter genom att tillhandahlla expertis och programfrvaltning till infrastruktur-, forsknings-och innovationsprojekt p omrdena fr transport, energi och telekommunikation samt att frmja synergieffekter mellan dessa verksamheter5.
INEA therefore plays a key role in the technical implementation of the Commission’s sectoral policies. 
Inea har drfr en central roll i det tekniska genomfrandet av kommissionens sektorspolitik.
05 INEA has four “parent” directorates-general (DGs) at the Commission, for which it manages parts of the delegated programmes shown in Table 1. 
05 Inea har fyra ÓansvarigaÓ generaldirektorat (GD) vid kommissionen, fr vilka det frvaltar delar av de delegerade program som visas i tabell 1.
06 More specifically, INEA prepares and launches calls for proposals, organises project evaluation and selection procedures, prepares and signs grant agreements, ensures the technical and financial follow-up of projects, and gives feedback to the Commission. 
06 Nrmare bestmt utarbetar och inleder Inea anskningsomgngar, organiserar projektutvrdering och urvalsfrfaranden, utarbetar och undertecknar bidragsavtal, skerstller teknisk och ekonomisk uppfljning av projekt och ger feedback till kommissionen.
It has annual administrative expenditure of about €27 million and had nearly 300 full-time staff for 2018. 
Inea har rliga administrativa utgifter p omkring 27 miljoner euro och hade nstan 300 heltidsanstllda 2018.
8 Programme Parent DGs Connecting Europe Facility (CEF): transport, energy and telecommunications DG MOVE (lead DG), DG ENER, DG CNECT Horizon 2020 (H2020): transport and energy research DG RTD, DG MOVE, DG ENER, DG CNECT Legacy of the 2007-2013 TEN-T and Marco Polo II DG MOVE 5 Annex to Commission Decision C (2019)1453 of 25.2.2019 approving the 2019 Work Programme of the Innovation and Networks Executive Agency, Part 2. 
5 Bilaga till kommissionens beslut C(1453) 2019 av den 25 februari 2019, Approving the 2019 Work Programme of the Innovation and Networks Executive Agency (godknnande av 2019 rs arbetsprogram fr genomfrandeorganet fr innovation och ntverk), del 2.
07 INEA has been entrusted with 93 % of the total CEF budget and 7 % of the H2020 budget. 
07 Inea har anfrtrotts 93 % av den totala FSE-budgeten och 7 % av Horisont 2020-budgeten.
These total €33.6 billion, which is the largest budget managed by an EU executive agency. 
Dessa sammanlagt 33,6 miljarder euro gr det till den strsta budget som frvaltas av ett genomfrandeorgan i EU.
The two programmes co‐finance nearly 2 000 projects in INEA’s portfolio. In 2014‐2018, across the three CEF sectors, INEA organised 59 calls for proposals and the evaluation of 2 272 eligible project proposals. 
De tv programmen medfinansierar nstan 2 000 projekt i Ineas portflj. r 2014Đ2018 anordnade Inea 59 anskningsomgngar och utvrderade 2 272 stdberttigande projektfrslag inom ramen fr de tre FSE-sektorerna.
Grants were awarded to 1 233 projects, amounting to total CEF support of €25.5 billion (see Table 2). 
Bidrag beviljades 1 233 projekt, vilket motsvarade sammanlagt 25,5 miljarder euro i FSE-std (se tabell 2).
Connecting Europe Facility 08 The CEF, launched in January 2014, is a flagship programme of the Europe 2020 Strategy that co‐finances infrastructure investment in the transport, energy and telecommunications sectors. 
Fonden fr ett sammanlnkat Europa (FSE) 08 FSE, som inleddes i januari 2014, r ett flaggskeppsprogram inom Europa 2020-strategin som medfinansierar infrastrukturinvesteringar inom transport-, energi-och telekommunikationssektorerna.
09 Within this programme, CEF Transport (CEF-T) is a key EU funding instrument used to implement European transport infrastructure policy. 
09 Inom detta program r FSE Transport (FSE-T) ett centralt EU-finansieringsinstrumentet fr att genomfra EU:s transportinfrastrukturpolitik.
Its main objective is to help complete the trans-European transport network (TEN-T), which comprises roads, railway lines, inland waterways, inland and maritime ports, airports and rail-road terminals throughout the 28 Member States, and cross-border links with some third countries. 
Dess frmsta ml r att bidra till att slutfra det transeuropeiska transportntet (TEN-T), som inbegriper vgar, jrnvgslinjer, inre vattenvgar, inlandshamnar, kusthamnar, flygplatser och jrnvgsterminaler i de 28 medlemsstaterna samt grnsverskridande frbindelser till vissa tredjelnder.
The CEF aims to fund projects with EU added value which remove bottlenecks, bridge missing links and complete cross-border sections, mainly in sustainable modes of transport. 
FSE syftar till att finansiera projekt med ett europeiskt mervrde som avlgsnar flaskhalsar, kompletterar felande lnkar och frdigstller grnsverskridande strckor, framfr allt med hjlp av hllbara transportstt.
The EU’s aim is to complete the core network by 2030 and the wider comprehensive network by 2050. 
EU:s ml r att slutfra stomntet senast 2030 och det bredare, vergripande ntet senast 2050.
10 CEF Energy (CEF-E) aims to financially support implementation of projects of common interest, i.e. key energy infrastructure projects, in particular cross-border electricity and gas interconnectors, smart grids and cross-border carbon dioxide networks, which are not commercially viable. 
10 FSE Energi (FSE-E) syftar till att ekonomiskt stdja genomfrandet av projekt av gemensamt intresse, det vill sga centrala energiinfrastrukturprojekt, srskilt grnsverskridande el-och gassammanlnkning, smarta nt och grnsverskridande koldioxidnt, som inte r kommersiellt brkraftiga.
Its broader policy objectives are to increase competitiveness by promoting the further integration of the internal energy market and the interoperability of electricity and gas networks across borders, enhancing the security of energy supply in the EU and contributing to sustainable development and protection of the environment. 
De bredare politiska mlen bestr i att ka konkurrenskraften genom att frmja fortsatt integrering av den inre marknaden fr energi och driftskompatibilitet fr el-och gasnt ver grnserna samt att strka frsrjningstryggheten i EU och bidra till hllbar utveckling och miljskydd.
11 The aim of CEF Telecom (CEF-ICT) is to bring improvements for citizens, businesses, and administrations through the deployment of trans-European interoperable infrastructure in the area of telecommunications. 
11 Syftet med FSE Telekom (FSE-IKT) r att skapa frbttringar fr medborgare, fretag och frvaltningar genom att bygga ut den transeuropeiska driftskompatibla infrastrukturen p telekommunikationsomrdet.