natgillin/translations-raw huggingface dataset:
In the longer term, these assessments could form an important indicator of the level of quality of EC aid and, provided that the reports are of a consistent standard so that they are comparable over time, of any improvements in quality. 
P lngre sikt skulle dessa bedmningar kunna utgra en viktig indikator fr kvaliteten p EG-bistndet och, frutsatt att rapporterna hller en jmn standard s att de gr att jmfra ver tiden, fr eventuella frbttringar av kvaliteten.
The positive factors referred to above in relation to the speed of project implementation are also at work in relation to the quality aspect. 
De positiva faktorer som nmns ovan nr det gller projektgenomfrandets snabbhet inverkar ocks p kvaliteten.
The audit has shown that in the majority of delegations visited there are signs of an increased capacity within the delegations to deal with the different aspects of development activities, leading to increased contacts with beneficiaries and other relevant parties and to a better understanding of local conditions, risks and opportunities. 
Vid granskningen framkom det att det vid de flesta av de delegationer som besktes finns tecken p kad kapacitet hos delegationerna att hantera de olika aspekterna av utvecklingstgrder, vilket leder till kade kontakter med stdmottagare och andra inblandade parter och till kad frstelse fr lokala villkor, risker och mjligheter.
C 72/12 EN Official Journal of the European Union 22.3.2005 59. On the other hand, there are also constraints at work, discussed earlier in the report (see paragraph 56) which may offset improvements in quality resulting from devolution. 
C 72/12 SV Europeiska unionens officiella tidning 22.3.2005 59.  andra sidan finns ocks begrnsande faktorer, ssom nmnts tidigare i rapporten (se punkt 56), som kan upphva effekten av de kvalitetsfrbttringar som delegeringen har medfrt.
In addition, in most delegations visited there were several categories of staff (such as individual experts, ALATs and local agents) working in the operational units and sharing the workload, usually in such a way that each of them was responsible for a number of projects. 
Dessutom fanns det vid de flesta av de delegationer som besktes flera personalkategorier (till exempel tjnstemn, enskilda experter, lokala ombud fr tekniskt std och lokalt anstllda) som arbetade inom driftsenheterna och delade p arbetsbrdan, vanligtvis p ett sdant stt att var och en av dem ansvarade fr ett antal projekt.
This practice does not ensure that the different types of resources are used in an optimal way, because it means that the more experienced experts sometimes spend a considerable part of their time on relatively simple administrative tasks. 
Detta frfarande ger ingen garanti fr att de olika personalkategorierna anvnds p ett optimalt stt, eftersom det betyder att de mer erfarna experterna ibland lgger en betydande del av sin tid p relativt enkla administrativa arbetsuppgifter.
Robust financial procedures 61. 
Tillfrlitliga finansiella frfaranden 61.
The overall opinion from the devolution audit visits to the delegations, supported by the findings of a number of concurrent financial audits to the same delegations (1), is that robust financial management procedures are generally ensured under devolved management. 
Det allmnna intrycket frn besken vid delegationerna d delegeringen granskades och som stds av iakttagelserna frn ett antal redovisningsrevisioner som gjordes samtidigt vid samma delegationer (1), r att tillfrlitliga frfaranden fr finansiell frvaltning i allmnhet r skrade vid delegerad frvaltning.
However, the financial monitoring of implementing organisations is not yet sufficiently developed. 
Den finansiella vervakningen av genomfrandeorganen r dock inte tillrckligt utvecklad nnu.
There are signs that devolution is having a positive effect, leading to improvements in supervisory systems and controls. 
Det finns tecken p att delegeringen har en positiv effekt och att den leder till frbttringar i systemen fr vervakning och kontroll.
The early establishment of a Finance and Contracts unit in a delegation, often staffed with a strong and experienced team, has led in many delegations to a strong emphasis on financial procedures. 
Att finans-och kontraktsenheter tidigt inrttades, ofta med en stark och erfaren personalstyrka, ledde vid mnga delegationer till en kraftig betoning p finansiella frfaranden.
It also contributed to quicker problem-solving and to improved practices being followed, e.g. through the introduction (1) Financialauditswerecarriedoutinallthecountriesvisitedforthepur-pose of this audit except Ethiopia and Uruguay. 
Det bidrog ocks till snabbare problemlsning och frbttrade (1) Redovisningsrevisionergjordesialladelndersombesktesfrdenna granskning frutom Etiopien och Uruguay.
See for more details the CourtŐs 2003 Annual Report, in particular Chapter 7 on External action, and the report on the activities of the EDFs. 
Fr mer detaljerad information, se revisionsrttens rsrapport fr 2003, srskilt kapitel 7 om externa tgrder, och rapporten om EUF:s verksamhet.
In this context it is further noted that, although the Commission adopted internal control standards in 2001, these will only be applied to Delegations from 2004. of standard documents or formats for checklists, routing slips, and guidelines to be used both inside the delegation and by project management. 
I detta sammanhang konstateras ytterligare att ven om kommissionen antog normer fr intern kontroll 2001 kommer dessa inte att tillmpas p delegationerna frrn frn och med 2004. frfaranden, till exempel att standarddokument eller format fr checklistor, sndlistor och riktlinjer infrdes som skall anvndas bde inom delegationen och av projektledningen.
In at least two delegations visited the F & C units have started to address the problem of monitoring implementing organisations, and have developed an approach for external audits of projects, including their systematic follow-up. 
Vid tminstone tv av de delegationer som besktes har finans-och kontraktsenheterna brjat ta itu med problemet med vervakning av de verkstllande organen och utvecklat ett frfarande fr extern granskning av projekt, inklusive den systematiska uppfljningen.
However, the existence of complicated procedures (see paragraph 52) and inadequate guidance on financial issues (see paragraph 45) have in some cases had an adverse effect on the achievement of the two other objectives of improving speed and quality of aid. 
Eftersom frfarandena r komplicerade (se punkt 52) och riktlinjerna fr finansiella frgor otillrckliga (se punkt 45) har de i vissa fall haft motsatt effekt p uppfyllandet av de tv andra mlen som r att ka snabbheten och frbttra kvaliteten p bistndet.
CONCLUSIONS Conclusions on the process of devolution 64. 
SLUTSATS Slutsats om delegeringsprocessen 64.
The devolution of aid management responsibilities to 78 delegations constituted a major reorganisation of the CommissionŐs services in the area of external aid. 
Delegeringen av ansvaret fr bistndsfrvaltningen till 78 delegationer innebar en stor omorganisation av kommissionens avdelningar fr externt bistnd.
Its implementation, with almost all delegations operating under devolved management by summer 2004, is a considerable achievement (see paragraphs 15 to 17). 
Genomfrandet av delegeringen, som har lett till att nstan alla delegationer arbeta med delegerad frvaltning sommaren 2004, har varit mycket framgngsrikt (se punkterna 15Đ17).
The CommissionŐs management of the devolution process 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.
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 in financial systems and project management, despite all the training efforts undertaken (see paragraphs 19 to 26). 
Generellt sett har delegationerna varit tillrckligt vl frberedda fr att arbeta med delegerad frvaltning ven om man har problem med att tillstta tjnster och bestende behov av utbildning nr det gller finansiella system och projektledning (se punkterna 19Đ26).
The preparation of HQ services has been less well planned, lacking both analysis and consultation. 
Frberedelserna av huvudkontorets enheter 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 to delegations with the support required, as thematic expertise is becoming thinly spread across geographical directorates due to reductions in HQ staffing (see paragraphs 27 to 33). 
Delegationerna behver fortfarande mycket std fr att anpassa sig 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 geografiska direktoraten p grund av nedskrningar p huvudkontorets personal (se punkterna 27Đ33).
22.3.2005 EN Official Journal of the European Union C 72/13 68. 
22.3.2005 SV Europeiska unionens officiella tidning C 72/13 68.
Although HQ has developed instruments to monitor delegations, such as external assistance management reports (EAMR), its monitoring role and instruments are not yet fully developed (see paragraphs 34 and 35). 
Huvudkontoret har visserligen utvecklat verktyg fr att vervaka delegationerna, till exempel frvaltningsrapporter om externt bistnd, men dess vervakningsroll och vervakningsverktyg r nnu inte fullt utvecklade (se punkterna 34Đ35).
69. Similarly, although HQ has provided substantial support to delegations through training initiatives, quality support groups, thematic networks and helpdesks, there are still shortcomings in providing guidance and meeting training needs (see paragraphs 36 to 38). 
69. ven om huvudkontoret har gett ansenligt std till delegationerna genom utbildningsinitiativ, kvalitetsstdgrupper, temantverk och hjlpcentraler, finns det fortfarande brister nr det gller att ge riktlinjer och uppfylla utbildningsbehov (se punkterna 36Đ38).
Conclusions on the results of devolution 70. 
Slutsats om resultaten av delegeringen 70.
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. 
Det r nnu fr tidigt att efter mindre n tv r av delegerad frvaltning se de frvntade frbttringarna av snabbheten och kvaliteten nr det gller 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. 
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.
In the meantime, the Commission continues to use mainly financial data (such as the level of commitments and disburse-ments) as indicators of speed, although these can vary for reasons unconnected with devolution or the reform and are precisely the very criteria for judging EC aid which the reform intended to replace (see paragraphs 39 to 42, 53, 56 and 57). 
Under tiden fortstter kommissionen att anvnda huvudsakligen finansiella uppgifter (till exempel nivn av taganden och utbetalningar) som indikatorer p snabbhet, ven om dessa kan variera av anledningar som inte har med delegeringen eller reformen att gra, och som r just det kriterium fr bedmning av EG:s bistnd som man ville byta ut genom reformen (se punkterna 39Đ42, 53, 56 och 57).
However, in the majority of delegations visited there are signs that devolved management is on the right path towards 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, and to a better understanding of local conditions, risks and opportunities. 
Detta leder till bttre kapacitet att lsa problem inom delegationen, till kad kontakt med stdmottagare 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 financial monitoring of implementing organisations (see paragraphs 54, 58, 61 and 62). 
Tillfrlitliga frfaranden fr finansiell frvaltning r i allmnhet skrade vid delegering, men de r nnu inte tillrckligt utvecklade nr det gller finansiell vervakning av de verkstllande organen (se punkterna 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 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 med att anvnda denna sakkunskap p ett optimalt stt, huvudkontorets svrigheter att ge std till delegationerna, nnu otillrckliga system fr finansiell information och komplicerade frfaranden (se punkterna 52, 55, 59, 60 och 63).
There are also indications that project preparation may slow down in the short term until delegations have adapted to their new responsibilities in this area. 
Det finns ocks indikationer p att projektberedningen kan ta lngre tid p kort sikt tills delegationerna har vant sig vid sitt nya ansvar inom detta omrde.
Although the reliability of indicators on speed of payments is uncertain due to errors in the underlying data, contracts and payments are generally managed in a timely manner by delegations. 
Trots att tillfrlitligheten hos indikatorerna fr snabbhet r lg p grund av fel i de underliggande uppgifterna, utfrs i allmnhet kontrakteringar och betalningar i tid av delegationerna.
However, serious delays still occur outside the delegation, for example in the national administration and programme management units (see paragraphs 43 to 51). 
Det frekommer dock fortfarande stora frseningar utanfr delegationen, till exempel inom nationell administration och programfrvaltningsenheter (se punkterna 43Đ51).
A system of appropriate indicators, based on reliable underlying data, should be introduced, relating to both speed and quality of aid, which measures progress from year to year and against standards to be set, at the global level and at the level of individual delegations. 
Man br infra ett system med lmpliga indikatorer, som bygger p tillfrlitliga underliggande uppgifter, som gller bde bistndets snabbhet och dess kvalitet, och som mter framsteg frn r till r och mot standarder som skall sttas upp, bde p vergripande niv och vid de enskilda delegationerna.
The actual annual costs of devolution should be monitored against the estimated costs. 
De faktiska rliga kostnaderna fr delegeringen br kontrolleras mot de berknade kostnaderna.
The Commission should ensure that its recruitment procedures, salaries and other conditions of employment can attract staff with the appropriate expertise to fulfil the increased staffing needs of its delegations. 
Kommissionen br se till att dess rekryteringsfrfaranden, lner och andra anstllningsvillkor kan locka personal med rtt sakkunskap fr att tcka det kade behovet av personal vid delegationerna.
Thematic expertise within HQ services should be organised in order to provide good quality support to delegations in an efficient way. 
Den tematiska sakkunskap som finns inom huvudkontorets avdelningar br organiseras fr att man skall kunna ge hgkvalitativt std till delegationerna p ett effektivt stt.
HQŐs monitoring role should be developed by establishing reference standards for assessing staffing levels in delegations, by providing more systematic and constructive feedback to delegations and by continuing to improve the financial information systems. 
Huvudkontorets vervakningsroll br utvecklas genom att referensstandarder upprttas fr bedmning av om behovet av personal r tillfredsstllt, genom att mer systematisk och konstruktiv feedback ges till delegationerna och genom att de finansiella informationssystemen frbttras ytterligare.
C 72/14 EN Official Journal of the European Union 22.3.2005 79. 
C 72/14 SV Europeiska unionens officiella tidning 22.3.2005 79.
HQŐs support role should be developed, in particular by providing more clarification on the new FR (applicable to the general budget), ensuring guidance is available promptly in the working language of the delegation and continuing to address outstanding training needs. 
Huvudkontorets stdjande roll br utvecklas i synnerhet genom att den nya budgetfrordningen (fr den allmnna budgeten) klargrs, genom att riktlinjer omgende finns tillgngliga p arbetssprket och att man fortstter att fylla de utbildningsbehov som kvarstr.
The Commission should increase its efforts to try to reduce delays in project implementation, which occur outside the delegation at the level of the national administration or project units, particularly delays in making payments. 
Kommissionen br ka sina insatser fr att frska minska frseningarna i projektgenomfrandet, vilka sker utanfr delegationer vid de nationella administrationerna eller projekten-heterna, srskilt frseningar nr det gller betalningar.
The good example set by some devolved delegations in developing a comprehensive and systematic approach to external audits of implementing organisations, including their systematic follow-up, needs to be extended to all delegations. 
Det goda exempel som vissa delegerade delegationer har fregtt med nr det gller att utveckla en uttmmande och systematisk hantering av externa granskningar av verkstllande organ, inklusive systematiska uppfljningar av dessa, br spridas till alla delegationer.
In order to optimise the results of devolution the Commission should continue to pay particular attention to the simplification, harmonisation and clarification of financial and contractual procedures. 
Fr att optimera resultaten av delegeringen br kommissionen fortstta att gna srskild uppmrksamhet t att frenkla, harmonisera och frtydliga finansiella frfaranden och kontraktsfrfaranden.
22.3.2005 EN Official Journal of the European Union C 72/15 ANNEX List of key actions and dates in the preparatory process of devolution Ń preparatory work on devolution started in 1999 (questionnaire to delegations), Ń Commission Communication on the overall external aid reform in May 2000, Ń start of Inter-service working group meetings in October 2000, Ń announcement of first wave of 22 delegations in November 2000, Ń adoption of the ÔConcept oprationnel de dconcentrationŐ in March 2001, Ń hearings on extra resources for first wave delegations in March to May 2001, Ń start of devolved management in first wave delegations as from January 2002, Ń Commission Communication ÔPlan de mise en oeuvre et financement de la dconcentrationŐ in January 2002, Ń EuropeAid seminar on the role of HQ in the context of devolved management, February 2002, Ń EuropeAid internal reference document presenting a ÔDfinition des fonctions du Sige dŐEuropeAid dans le cadre dŐun environnement dconcentrŐ, November 2002, Ń Reorganisation of EuropeAid, following the devolution process, February 2003, Ń EuropeAid Cooperation Office: ÔMission Statement, Responsabilits et tches des servicesŐ, 25 July 2003. 
22.3.2005 SV Europeiska unionens officiella tidning C 72/15 BILAGA Frteckning ver de viktigaste tgrderna och datumen i frberedelseprocessen infr delegeringen Ń Det frberedande arbetet infr delegeringen inleddes 1999 (frgeformulr till delegationerna). Ń Kommissionens meddelande om den vergripande reformen av det externa bistndet i maj 2000. Ń Den avdelningsvergripande arbetsgruppen brjade sammantrda i oktober 2000.
C 72/16 EN Official Journal of the European Union 22.3.2005 THE COMMISSIONŐS REPLIES SUMMARY I. The wide-ranging reform of the management of external assistance, launched by the Commission in May 2000, included both the creation of EuropeAid, which was specifically designed to cope with the transitional period of the reform, and the devolution of the management of the whole project cycle to the delegations. 
C 72/16 SV Europeiska unionens officiella tidning 22.3.2005 SAMMANFATTNING I. Den omfattande reform av frvaltningen av det externa bistndet som kommissionen inledde i maj 2000 inbegrep bde inrttandet av EuropeAid, som utformades fr att klara av vergngsperioden fr reformen, och delegeringen av frvaltningen av hela projektcykeln till delegationerna.
Devolution also increased the role of the delegations in matters such as the policy dialogue with the authorities on complex public service and governance-related reforms, and in coordination with other donors. 
Genom delegeringen kade ocks delegationernas roll i den politiska dialogen med myndigheterna, nr det gller komplicerade reformer av den offentliga frvaltningen och styrelseformerna, och i samordningen med andra givare.
The reform was implemented in conjunction with Commission-wide reforms (such as the introduction of a new Financial Regulation, and the abolition of technical assistance offices) which also had an impact on the devolution process. 
Reformen genomfrdes i anslutning till reformerna av kommissionen (ssom infrandet av en ny budgetfrordning och avskaffandet av kontoren fr tekniskt bistnd), vilket ocks hade en inverkan p delegeringsprocessen.
V. As devolution progressed, a first reorganisation of the services in EuropeAid took place with the adoption of a new organigramme on 17 February 2003. 
V. Allteftersom delegeringsprocessen framskred gjordes en frsta omorganisation av tjnsterna i EuropeAid, och en ny organisationsplan antogs den 17 februari 2003.
The Commission is examining measures to organise thematic expertise in full respect of the respective responsibilities of the directorates-general concerned as reflected in the Inter-service Agreement of 2001. The entire exercise for human resource allocation took place against a background of huge staffing deficit compared with all major donors, including Member States. 
Kommissionen undersker om det r mjligt att organisera tematisk sakkunskap som r helt i verensstmmelse med de berrda generaldirektoratens respektive ansvarsomrden, s som de anges i avtalet mellan avdelningarna frn 2001. 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.
Devolution was just one element of the overall reform package. 
Delegeringen var endast en del av det vergripande reformpaketet.
The results of the reform are closely monitored, and Council and Parliament are kept regularly informed. 
Resultaten av reformen vervakas noggrant, och rdet och Europaparlamentet hlls fortlpande underrttade.
It is not possible to dissociate the results of devolution from the results of the rest of the package. 
Det r inte mjligt att srskilja resultatet av delegeringen frn vriga resultat i paketet.
Nevertheless, not only was devolution largely completed within the timescale envisaged, but it did not result in the losses of quality, or reduction in speed, which many observers feared. 
Delegeringen avslutades till stor del inom den faststllda tidsfristen och ledde inte till den kvalitetsfrlust eller frhalning som mnga observatrer fruktade.