natgillin/translations-raw huggingface dataset:
By early June 2004 the Commission had issued a revised Financing Agreement/Technical and Administrative Provisions template taking into account the agreed application of Article 164 FR; (f) please refer to the CommissionŐs reply to point 23. 
I brjan av juni 2004 hade kommissionen utfrdat en modell fr ett reviderat finansieringsavtal respektive de tekniska och administrativa bestmmelser i vilka det togs hnsyn till den 44.
44. While it is true that the percentage of commitments for Asia in the last quarter was 80 % in 2003, this improved in 2004 to 61 %, and a planned improvement to +/Đ 50 % is forecast for 2005. 
Det r riktigt att andelen taganden fr Asien lg p 80 % under det sista kvartalet 2003, men denna situation frbttrades 2004, d den var 61 %, och kommer enligt prognosen fr 2005 att frbttras ytterligare (ca 50 %).
This more even spread of commitments has become possible as a result of delegations having adapted to their new role under devolution, in which they have been assisted by training initiatives and planning seminars. 
Denna balans nr det gller tagandena har blivit mjlig genom att delegationerna har anpassat sig till den nya roll som de ftt genom delegeringen, och dr de ftt std i form av utbildningsinitiativ och planeringsseminarier.
The QSG system has assisted in improving the quality of projects presented to the management commitees. 
Systemet med kvalitetsstdgrupper har bidragit till att frbttra verenskomna tillmpningen av artikel budgetfrordningen. f) Se svaret p punkt 23.
It is part of the function of HQ to assist delegations to prepare financing proposals which meet increasingly stringent quality standards. 
164 i Det ingr i huvudkontorets uppgifter att bist delegationerna i utarbetandet av finansieringsfrslag som uppfyller allt strngare kvalitetskrav.
Please refer to reply to point 38(e). 
Se svaret p punkt 38 e.
EuropeAid is taking measures to improve the national administrationsŐ performance (i.e. providing proper institutional support rather than just technical assistance). 
EuropeAid har vidtagit tgrder fr att frbttra resultaten vid de nationella frvaltningarna (t.ex. genom att hellre ge dem verkligt institutionellt std n tekniskt bistnd).
An additional incentive has been provided by setting deadlines for implementation of projects. 
Ett ytterligare incitament har varit faststllandet av tidsfrister fr projektens genomfrande.
The Commission (whether headquarters or delegations) is required to make payments within the deadlines set by the Financial Regulations and the relevant contracts. 
Kommissionen (bde huvudkontoret och delegationerna) mste verkstlla utbetalningarna inom de tidsfrister som faststlls i budgetfrordningarna och i de berrda kontrakten.
The respect of these deadlines has been regularly monitored by EuropeAid since 2002 for all payments made on the budget lines managed by EuropeAid and delegations. 49. 
EuropeAid vervakar regelbundet (sedan 2002) att dessa tidsfrister hlls nr det gller alla betalningar som grs ver de budgetposter som frvaltas av EuropeAid och delegationerna.
Though errors may occur in entering data in CRIS, these are occasional and do not question the reliability of the system. 
49. ven om fel kan begs nr uppgifter matas in i Cris, r dessa sllsynta och leder inte till att systemets tillfrlitlighet ifrgastts.
Efforts are constantly being made to ensure the accuracy of data registered in CRIS. 
Det kontrolleras stndigt att de uppgifter som registreras i Cris r korrekta.
The subdelegated authorising officer accords derogations within a reasonable delay, when a well-founded justification is provided. 
Den utanordnare till vilken uppgiften delegerats beviljar undantag inom en rimlig tidsfrist nr en vlgrundad motivering lmnas in.
The outcome of tendering procedures cannot be predicted in advance and depends on various factors, some elements being out of the influence of the subdelegated authorising officers. 
Utfallet av anbudsfrfarandena kan inte frutsgas; det r beroende av olika faktorer, dribland ngra som utanordnarna inte har ngot inflytande ver.
The problem described does not appear to be particularly specific to delegations and the present Implementing Rules provide already for the possibility of using Ônegotiated proceduresŐ in case of unsuccessful tendering procedures. 
Det problem som beskrivs frefaller inte vara specifikt fr delegationerna, och det r redan mjligt genom de nuvarande genomfrandebestmmelserna att anvnda sig av Ófrhandlade frfarandenÓ om anbudsfrfarandena inte lyckas.
It will clearly take some time for the effect of devolution, as well as the other aspects of the reform package, to have their full impact. 
Det kommer helt klart att drja innan delegeringen och de vriga aspekterna av reformpaketet fr full verkan.
However, prior to the reform, the number of years needed to design, implement and complete a project was increasing; since 2000, this trend has been reversed, and projects are now completed faster. 
Fre reformen kade hela tiden det antal r som behvdes fr att utforma, genomfra och avsluta ett projekt; sedan r 2000 har denna trend brutits och projekten avslutas nu snabbare.
See replies to 23, 26, 35(c) and 38. Steps are being taken to overcome these constraints mentioned by the Court. 
Se svaren p punkterna 23, 26, 35 c och 38. tgrder har vidtagits fr att vervinna de hinder som revisionsrtten nmner.
C 72/20 EN Official Journal of the European Union 22.3.2005 57. 
C 72/20 SV Europeiska unionens officiella tidning 22.3.2005 57.
The concept of quality performance indicators is not a simple one. EuropeAid is taking stock of the various approaches for tracking the quality of its operations and intends to adopt sufficiently reliable, and hence credible, quality indicators. 
Begreppet kvalitetsindikatorer r inte enkelt. EuropeAid undersker de olika mjligheter som str till frfogande fr att bedma kvaliteten p tgrderna och har fr avsikt att anta tillrckligt tillfrlitliga och drmed trovrdiga kvalitetsindikatorer.
The results oriented monitoring system has proved to be very helpful in building expertise on the monitoring of the quality of aid. 
Det resultatinriktade vervakningssystemet har visat sig vara mycket vrdefullt nr det gller att bygga upp sakkunskap fr vervakning av bistndets kvalitet.
However, further development is needed before the statistics produced can be converted into indicators of quality. 
Ytterligare utveckling r dock ndvndig fr att den statistik som produceras skall kunna omvandlas till kvalitetsindikatorer.
Please refer to the CommissionŐs reply to point 55. 
Se svaret p punkt 55.
The variety of staff categories in the delegations allow appropriate responses to be made to the various expertise requirements. 
Tack vare de olika tjnstekatego-rierna p delegationerna r det mjligt att tcka behoven av sakkunskap.
Deficiencies and mismatches can be remedied by redefining job profiles when organigrammes are revised and contracts are renewed. 
Brister kan avhjlpas i samband med versynen av organisationsplanerna och frlngningen av kontrakt genom att tjnsteprofilerna omdefinieras.
The new Staff Regulations that entered into force on 1 May 2004 will gradually help to reduce the number of job categories in the delegations. 
De nya tjnstefreskrifter som brjade att tillmpas den 1 maj 2004 kommer att bidra till att antalet tjnstekategorier p delegationerna p sikt minskar.
With devolution, stricter financial controls can be applied on the spot by the delegations. 
Med delegeringen r det mjligt fr delegationerna att genomfra strngare finansiella kontroller p platsen.
Moreover, since June 2003, in line with the revised grant contract provisions, the project accounts are subject to an audit before the final payment is made. 
Dessutom grs sedan juni 2003 en revision av boksluten fr projekt innan slutbetalningen grs, vilket r i verensstmmelse med de reviderade bestmmelserna om bidragsavtal.
The CommissionŐs monitoring and control systems at the level of HQ and delegations aim at ensuring the compliance of contract partners (NGOs, public Ôproject management unitsŐ, ...) with the contractual requirements. 
Syftet med kommissionens vervaknings-och kontrollsystem vid huvudkontoret och p delegationerna r att srja fr att avtalspartnerna (icke-statliga organisationer, offentliga projektfrvaltningsenheter osv.) uppfyller kraven i avtalen.
Checks and audits of the contract partnersŐ internal control systems are carried out on the basis of risk assessments since in many cases a detailed examination of their overall internal control systems would be disproportionate on top of normal checks concerning legality and regularity of payments. 
Kontroller och revisioner av avtalspartnernas interna kontrollsystem grs p grundval av riskbedmningar, eftersom en ingende underskning av deras vergripande interna kontrollsystem i mnga fall skulle vara orimlig ovanp de normala kontroller som grs av betalningarnas laglighet och formella riktighet.
All these problems were addressed as part of the reform programme. 
Alla dessa problem behandlades som ett led i reformprogrammet.
Moreover, EuropeAid decided in November 2004 to establish a task force to review all procedural instructions in order to simplify and harmonise them. 
Dessutom beslutade EuropeAid i november 2004 att inrtta en arbetsgrupp fr att se ver alla procedurmssiga instruktioner i syfte att frenkla och harmonisera dem.
CONCLUSIONS 65. 
SLUTSATS 65.
The Communication of 16 May 2000 on the Reform of the Management of External Assistance included a timetable of actions to be completed. 
Meddelandet av den 16 maj 2000 betrffande reformen av frvaltningen av bistndet till tredjeland innehll en tidsplan fr de tgrder som skall genomfras.
66. Measures are being taken to try to overcome recruitment problems, and to adapt the structure of the services at EuropeAid in order to provide more effective support to delegations. 
66. tgrder har vidtagits i syfte att lsa rekryteringsproble-men och anpassa EuropeAids tjnstestrukturer, s att effektivare std kan ges till delegationerna.
Significant efforts have been made to ensure proper training of delegation staff. 
Betydande anstrngningar har gjorts fr att srja fr en lmplig utbildning av delegationspersonalen.
More training sessions are now being organised overseas, and elearning modules are being developed. 
Flera utbildningspass anordnas nu utomlands, och moduler fr e-lrande hller p att utvecklas.
As devolution progressed, a first reorganisation of the services in EuropeAid took place with the adoption of a new organigramme on 17 February 2003. 
Allteftersom delegeringsprocessen framskred gjordes en frsta omorganisation av tjnsterna i EuropeAid, och en ny organisationsplan antogs den 17 februari 2003.
The entire exercise for human resource allocation took place against a background of huge staffing deficit compared with all major donors, including Member States. 
Tillsttningen av tjnster skedde i ett sammanhang dr det rdde ett mycket stort personalunderskott i frhllande till alla stora givare, inbegripet medlemsstaterna.
A reorganisation in early 2005 should improve the support role of HQ. 
Huvudkontorets stdjande roll torde frbttras genom en omorganisation i brjan av 2005.
The indicators were based more on financial data than on quality indicators, although some of them also reflect quality concerns; the concept of quality performance indicators is not a simple one. 
Indikatorerna baserades snarare p finansiella uppgifter n p kvalitetsindikatorer, ven om vissa av dem ven avspeglar kvalitetsaspekter; begreppet kvalitetsindikatorer r inte enkelt.
EuropeAid is taking stock of the various approaches for tracking the quality of its operations and that should translate into the adoption of sufficiently reliable, and hence credible, quality indicators. 71. 
EuropeAid undersker de olika strategierna fr att bestmma kvaliteten p de tgrder som den genomfr och har fr avsikt att anta tillrckligt kvalitetsindikatorer. tillfrlitliga och drmed trovrdiga 71.
With devolution, stricter financial controls of implementing organisations can be applied on the spot by the delegations. 
Genom delegeringen r det mjligt fr delegationerna att gra strngare finansiella kontroller av genomfrandeorganisationerna p platsen.
Over recent years, the introduction of standard contractual documents has contributed to improving the level of control; moreover, since June 2003, project accounts are subject to an audit before the final payment is made, and an external audit strategy was finalised in 2004. 72. 
Infrandet av standardiserade avtalsdokument har p senare r bidragit till att nivn p kontrollerna har frbttrats, och sedan juni 2003 grs en revision av boksluten fr projekten innan slutbetalningen sker; 2004 lades sista handen vid en strategi fr extern revision.
Measures are being taken to try to overcome recruitment problems, and to adapt the structure of the services at EuropeAid in order to provide more effective support to delegations. 
72. tgrder har vidtagits i syfte att lsa rekryteringsproble-men och anpassa EuropeAids tjnstestrukturer, s att ett effektivare std kan ges till delegationerna.
Efforts have been taken to ensure that the reporting possibilities within CRIS correspond to the most common needs of the users. 
Det grs anstrngningar fr att skerstlla att rapporteringsmj-ligheterna inom Cris svarar mot anvndarnas vanligaste behov.
EuropeAid is paying special attention to the development of the CRIS financial forecasting module and a module for the management of the project pipeline including appropriate reporting possibilities. 
EuropeAid bemdar sig srskilt om att utveckla Cris modul fr finansieringsprognoser och en modul fr projektplaneringsfr-valtning, inbegripet lmpliga rapporteringsmjligheter.
Finally, attention will be given to develop a limited number of standardised management indicators on the basis of information registered in CRIS. 
Slutligen kommer man att strva efter att utveckla ett begrnsat antal standardiserade frvaltningsindikatorer p grundval av information som registreras i Cris.
22.3.2005 EN Official Journal of the European Union C 72/21 73. 
22.3.2005 SV Europeiska unionens officiella tidning C 72/21 73.
The Commission is aware of the need to improve the national administrationsŐ performance. 
Kommissionen r medveten om att det r ndvndigt att frbttra resultaten vid de nationella frvaltningarna.
A set of indicators based primarily on financial data were put in place from the beginning of the reform. 
En rad indikatorer baserade i huvudsak p finansiella uppgifter infrdes redan i brjan av reformen.
Work on the development of complementary indicators, both to measure improvement in speed and quality of aid delivery is ongoing. 
Arbetet med att utveckla indikatorer, bde fr att mta frbttringar nr det gller snabbheten och kvaliteten p det levererade bistndet, pgr.
In recent years, major efforts have been made to improve staff management within the External Service. 
Betydande anstrngningar har gjorts under de senaste ren fr att frbttra personalfrvaltningen vid tjnsten fr yttre representation.
Other measures planned under the administrative reform of 2002 are now gradually being implemented. 
Andra tgrder som frutsgs i den administrativa reformen frn 2002 hller gradvis p att genomfras.
None the less, the Commission acknowledges that improvements are still needed and is studying ways of achieving them. 
Kommissionen erknner emellertid att det fortfarande finns behov av frbttringar och vervger fr nrvarande mjligheter att genomfra dem.
The Commission is already acting upon this recommendation to develop the support role of EuropeAid. 
Kommissionen har redan vidtagit tgrder med anledning av denna rekommendation att utveckla EuropeAids stdjande roll.
EuropeAid is taking measures to improve the performance of national administrations. 
EuropeAid har vidtagit tgrder fr att frbttra resultaten vid de nationella frvaltningarna.
The follow-up of audit results is part of the line-management functions in delegations and headquarters. 
Uppfljningen av revisionsresultaten r en uppgift fr ledningen p delegationerna och huvudkontoret.
Certain information will be provided, however, by CRIS audit, in particular on audits undertaken within the framework of the annual audit plans and other audits launched by headquarters and delegations. 
Vissa upplysningar kommer emellertid att lmnas genom Cris Audit, srskilt vad gller revisioner som grs inom ramen fr de rliga revisionsplanerna och andra revisioner som grs av huvudkontoret och delegationerna.
Pursuant to Action 73 of the White Paper on ÔReforming the CommissionŐ, the Commission established a centralised unit to harmonise model contracts and grant agreement management. 
I enlighet med tgrd 73 i vitboken ÓReformen av kommissionenÓ har kommissionen inrttat en central enhet fr harmonisering av standardkontrakt och frvaltning av verenskommelser om bidrag.
Furthermore, the review of the Implementing Rules to the Financial Regulation launched by the Commission in October 2004 proposes a simplified system for awarding contracts for the CommissionŐs own account, including those managed by the delegations. 
I den versyn av genomfrandebestmmelserna till budgetfrordningen som kommissionen inledde i oktober 2004 fresls dessutom ett frenklat system fr tilldelning av kontrakt som ings fr kommissionens rkning, inbegripet de kontrakt som frvaltas av delegationerna.
EuropeAid decided in November 2004 to establish a task force to review all procedural instructions in order to simplify and harmonise them. 
EuropeAid beslutade i november 2004 att inrtta en arbetsgrupp fr att se ver alla procedurmssiga instruktioner i syfte att frenkla och harmonisera dem.
Special Report 1/2004 ŇFP5 (1998 to 2002)Ó Management of indirect RTD actions under the 5th Framework Programme (FP5) for Research and Technological Development (1998 to 2002) Presentation to Budgetary Control Committee (COCOBU) by Mr Franois COLLING (Member of the Court) European Parliament, Strasbourg, 19. 
Srskild rapport nr 1/2004 ŐŐFP5 (1998-2002)ŐŐ Frvaltningen av indirekta FoTU-tgrder inom femte ramprogrammet (FP5) fr forskning och teknisk utveckling (1998-2002) Presentation infr budgetkontrollutskottet (COCOBU) av Franois Colling (ledamot av revisionsrtten) Europaparlamentet, Strasbourg, den 19 april 2004 CLU000034SV02-04PP-FP5.ppt COCOBU, 19.04.2004 1
April 2004 CLU000034EN02-04PP-FP5.ppt COCOBU, 19.04.2004 1 
CLU000034SV02-04PP-FP5.ppt COCOBU, 19.04.2004 2 Punkter
Ľ WhyanauditofFP5?Somebackgroundinformation... 
Bakgrundsinformation om granskningen av FP5 ...
Ľ Summaryofobservationsandrecommendations Ľ Conclusion CLU000034EN02-04PP-FP5.ppt COCOBU, 19.04.2004 2 Agenda 
CLU000034SV02-04PP-FP5.ppt COCOBU, 19.04.2004 4 FP5:s budget och struktur
million euro Programme periods and budgets of the successive European RTD framework programmes Ľ FP4: 1994 to 1998 Ľ FP5: 1998 to 2002 Ľ FP6: 2002 to 2006 16 000 14 960 CLU000034EN02-04PP-FP5.ppt COCOBU, 19.04.2004 5 18 000 17 500 14 000 13 215 FP4 FP5 FP6 12 000 Budget and structure of FP5 
miljoner euro Programperioder och budgetar fr de p varandra fljande europeiska FoTU-ramprogrammen Ľ FP4:1994-1998 Ľ FP5:1998-2002 Ľ FP6:2002-2006 16 000 14 960 CLU000034SV02-04PP-FP5.ppt COCOBU, 19.04.2004 5 18 000 17 500 14 000 13 215 FP4 FP5 FP6 12 000 FP5:s budget och struktur
Audit objectives and approach for Special Report 1/2004 ŇFP5 (1998 to 2002)Ó Ľ Was FP5 managed economically, efficiently and effectively? 
Granskningsml och granskningsmetoder fr srskild rapport nr 1/2004 ŐŐFP5 (1998-2002)ŐŐ Ľ Frvaltades FP5 p ett ekonomiskt, effektivt och ndamlsenligt stt?
Ľ Specific audit objectives addressed: Đ InterventionmechanismsandrulesapplicabletotheCommunityŐsfinancialparticipation Đ OrganisationalstructureandproceduresandmethodsforindirectRTDactions Đ InformationTechnology(IT)systems Đ Internalcontrolsystem Đ Reportingtoseniormanagement Ľ description of management system by Court, testing of a sample of 53 contracts for FP5 indirect RTD actions (of all Directorates-General and all specific programmes) throughout their Ňlife cycleÓ (i.e. from reception of proposal to closure of contract) and analysis of other audit evidence (such as review of legal basis, internal documents, surveys, analysis of statistics, etc.) 
Đ Systemfrinternkontroll. Đ Rapporteringtillhgstaledningen. Ľ Revisionsrtten beskrev frvaltningssystemet, kontrollerade ett urval p 53 kontrakt fr indirekta FoTU-tgrder inom FP5 (inom alla generaldirektorat och inom alla srskilda program) under hela deras ŐŐlivscykelŐŐ (dvs. frn mottagande av frslag till avslutande av kontrakt) och analyserade annat verifierande underlag (till exempel genomgng av de rttsliga grunderna, interna dokument, underskningar, analyser av statistik etc.)
Ľ on-the-spot audits of 28 contracts in 9 Member States (Austria, Belgium, France, Germany, Greece, Italy, Spain, Sweden and United Kingdom) CLU000034EN02-04PP-FP5.ppt COCOBU, 19.04.2004 6 Audit objectives and approach 
Ľ Granskningar p platsen av 28 kontrakt i 9 medlemsstater (Belgien, Frankrike, Frenade kungariket, Grekland, Italien, Spanien, Sverige, Tyskland och sterrike) CLU000034SV02-04PP-FP5.ppt COCOBU, 19.04.2004 6 Granskningsml och granskningsmetoder
Intervention mechanisms Ľ inadequacy of the CommissionŐs (local and central) computerised systems for the proposal, contract and project management, not least due to insufficient investment Structure, procedures and methods Ľ technical and operational problems persisted in most Directorates-General throughout the FP5 programme period, diminishing also the reliability of the CommissionŐs statistics IT systems Internal control system deployment of a common and integrated IT system for all Directorates-General operating the RTD framework programmes Đ done for FP6 Reporting significant potential for efficiency gains through phasing out of paper-based transactions during FP6 and fully electronic data exchange in a future FP7 CLU000034EN02-04PP-FP5.ppt COCOBU, 19.04.2004 9 Ľ absence of common or integrated information technology (IT) system Observations and recommendations 
Interventionsmekanismer Ľ Avsaknad av ett gemensamt eller integrerat IT-system. Struktur, frfaranden och metoder Ľ Brister i kommissionens (lokala och centrala) datoriserade system fr frvaltning av frslag, kontrakt och projekt, inte minst p grund av otillrckliga investeringar.
Intervention mechanisms Ľ improvements in internal control thanks to gradual implementation of CommissionŐs internal control standards, but considerable differences between Directorates-General Structure, procedures and methods Ľ tests of key controls revealed that not all had been operated effectively by Commission services and some controls were found to be lacking (mainly with regard to negotiation), but level of error not material IT systems Ľ significant incidence of overdeclaration of costs by final beneficiaries and late payments (by Commission but in particular by co-ordinators to other contractors) Internal control system simplification of legal base, reducing need for excessively detailed checks and verifications by Commission (which realistically cannot be carried out with the current level of staff resources) Reporting CLU000034EN02-04PP-FP5.ppt COCOBU, 19.04.2004 10 joint definition of relevant and necessary controls by all Commission services and use of preventive controls, as well as better monitoring of the operation of internal controls Observations and recommendations 
Interventionsmekanismer Ľ Granskningen av nyckelkontroller visade att alla kontroller inte hade genomfrts p ett ndamlsenligt stt av kommissionens enheter, och vissa kontroller visade sig saknas (frmst nr det gllde frhandlingar), men frekomsten av felaktigheter var inte vsentlig. Struktur, frfaranden och metoder IT-system Ľ Betydande frekomst av fr hgt deklarerade kostnader p slutmottagarniv och sena betalningar (av kommissionen men framfr allt av samordnare till vriga avtalsparter).