natgillin/translations-raw huggingface dataset:
Others would prefer that the scope of the measures or the type of activities would be expanded (Belgium, France and Germany). 
Others would prefer that the scope of the measures or the type of activities would be expanded (Belgium, France and Germany).
Article 32 of Regulation (EC) No 1257/1999 has proven difficult to implement. 
Article 32 of Regulation (EC) No 1257/1999 has proven difficult to implement.
Nevertheless, support for maintaining the ecological role of forests continues to be justified in the general public’s interest. 
Nevertheless, support for maintaining the ecological role of forests continues to be justified in the general publicŐs interest.
Therefore the proposals for the post 2006 rural development framework contain a revision of and a more targeted approach to the current Article 32 measures. 
Therefore the proposals for the post 2006 rural development framework contain a revision of and a more targeted approach to the current Article 32 measures.
There will be a clear split between mandatory obligations to be compensated (Natura 2000 payments) and voluntary commitments (in analogy to agri-environment). 
There will be a clear split between mandatory obligations to be compensated (Natura 2000 payments) and voluntary commitments (in analogy to agri-environment).
The ceilings, which may be co-financed, are alsoto be increased to facilitate the uptake. 
The ceilings, which may be co-financed, are alsoto be increased to facilitate the uptake.
The approach adopted since 2000 following the rural development Regulation (EC) No 1257/1999 is consistent with the EU forestry strategy, which provides the overall reference framework for forestry actions in the EU. 
The approach adopted since 2000 following the rural development Regulation (EC) No 1257/1999 is consistent with the EU forestry strategy, which provides the overall reference framework for forestry actions in the EU.
The overall principles of the EU forestry strategy (sustainability and multifunctionality) are reflected in the rural development policy, which aims to transform the three dimensions (economical, social and environmental) of sustainability into a coherent package of measures. 
The overall principles of the EU forestry strategy (sustainability and multifunctionality) are reflected in the rural development policy, which aims to transform the three dimensions (economical, social and environmen-tal) of sustainability into a coherent package of measures.
These measures facilitate and support the implementation of national forest programmes or equivalent instruments in areas where there is a synergy with the objectives of rural development. — The legal basis of EU forestry action stems from the Treaty. 
These measures facilitate and support the implementation of national forest programmes or equivalent instruments in areas where there is a synergy with the objectives of rural development. Ń The legal basis of EU forestry action stems from the Treaty.
The EU forestry strategy provides the reference framework for forestry actions at EU level, including but not limited to rural development. 
The EU forestry strategy provides the reference framework for forestry actions at EU level, including but not limited to rural development.
The definition of forest is within the competence of the Member States. 
The definition of forest is within the competence of the Member States.
At EU level, forest data are made comparable with regard to forest area and stand volume. 
At EU level, forest data are made comparable with regard to forest area and stand volume.
18.3.2005 CS Úřední věstník Evropské unie C 67/27 80. 
18.3.2005 EN Official Journal of the European Union C 67/27 80.
The link between the forestry strategy and the individual projects co-financed by the EAGGF funds is ensured via the rural development programmes. 
The link between the forestry strategy and the individual projects co-financed by the EAGGF funds is ensured via the rural development programmes.
The Commission verifies that programmes are in line with the forestry strategy. 
The Commission verifies that programmes are in line with the forestry strategy.
The national or regional authorities approve the individual projects on basis of the programme. 
The national or regional authorities approve the individual projects on basis of the programme.
A long-term compensation is necessary for afforestation of agricultural land to be attractive to farmers and will inevitably go over a number of programming periods. 
A long-term compensation is necessary for afforestation of agricultural land to be attractive to farmers and will inevitably go over a number of programming periods.
Nevertheless, the proposals for post 2006 rural development framework will provide to limit the compensation for income loss to 10 years and a reduction in the aid ceiling. 
Nevertheless, the proposals for post 2006 rural development framework will provide to limit the compensation for income loss to 10 years and a reduction in the aid ceiling.
The Commission shares the opinion that the current financing arrangements are complex. — The Commission foresees, in the proposal for the future rural development framework, a clearer demarcation of responsibilities between the Commission and Member States. 
The Commission shares the opinion that the current financing arrangements are complex. Ń The Commission foresees, in the proposal for the future rural development framework, a clearer demarcation of responsibilities between the Commission and Member States.
81. only few Member States had developed national forest programmes. 
81. only few Member States had developed national forest programmes.
In the absence of such programmes, it seemed justified to accept RDPs or OPs as equivalent instruments, a possibility which was provided for in Regulation (EC) No 1257/1999. 
In the absence of such programmes, it seemed justified to accept RDPs or OPs as equivalent instruments, a possibility which was provided for in Regulation (EC) No 1257/1999.
However, Member States made progress over the last years in the formulation and implementation of their national forest programmes. 
However, Member States made progress over the last years in the formulation and implementation of their national forest programmes.
At the start of the programming period all proposals for programmes were submitted to the Commission services within a short period of time. 
At the start of the programming period all proposals for programmes were submitted to the Commission services within a short period of time.
Member States are interested in a rapid Commission approval to start programme implementation. 
Member States are interested in a rapid Commission approval to start programme implementation.
The Commission examined thoroughly all proposals in the shortest time possible. 
The Commission examined thoroughly all proposals in the shortest time possible.
Nevertheless, the analysis had to include all information available on forestry actions, the ex ante evaluation, and involved a number of Commission services with DG AGRI being the lead service. — The proposals for post 2006 rural development framework contain as an essential feature a requirement for strategic planning and monitoring. 
Nevertheless, the analysis had to include all information available on forestry actions, the ex ante evaluation, and involved a number of Commission services with DG AGRI being the lead service. Ń The proposals for post 2006 rural development framework contain as an essential feature a requirement for strategic planning and monitoring.
EU strategic guidelines will be proposed by the Commission to be adopted by the Council. 
EU strategic guidelines will be proposed by the Commission to be adopted by the Council.
National strategy plans will be elaborated on this basis. 
National strategy plans will be elaborated on this basis.
The rural development plans will implement the measures to achieve the objectives of the strategies. 
The rural development plans will implement the measures to achieve the objectives of the strategies.
The EU forestry strategy will be an integral part of these strategies. 
The EU forestry strategy will be an integral part of these strategies.
The clearer target setting and well-defined strategies linking objectives and means to achieve them will allow a better assessment of policy outcomes and efficiency of the EU-funds used. — The qualitative assessment is currently based on the various evaluations (including ex-ante) and material submitted by the Member States. 
The clearer target setting and well-defined strategies linking objectives and means to achieve them will allow a better assessment of policy outcomes and efficiency of the EU-funds used. Ń The qualitative assessment is currently based on the various evaluations (including ex-ante) and material submitted by the Member States.
The proposals for post 2006 rural development framework will strengthen the strategy aspect of this assessment (including forestry), reinforce evaluation and focus clearly on the results achieved in relation to the strategic objectives. 
The proposals for post 2006 rural development framework will strengthen the strategy aspect of this assessment (including forestry), reinforce evaluation and focus clearly on the results achieved in relation to the strategic objectives.
At the beginning of the present programming period — For the period post 2006 significant simplifications are pro-posed. 
At the beginning of the present programming period Ń For the period post 2006 significant simplifications are proposed.
A single funding and programming system will remo-ve the need to comply with different rules for different funds. 
A single funding and programming system will remove the need to comply with different rules for different funds.
The responsibilities of the Member States and the Commission will be more clearly defined. 
The responsibilities of the Member States and the Commission will be more clearly defined.
85. be afforested and specific priorities to be addressed. 
85. be afforested and specific priorities to be addressed.
This is subject to examination by the Commission services. 
This is subject to examination by the Commission services.
Member States indicate in their programmes the land to Non-transparency or non-objectivity of selection systems are subject to recommendations and may be taken into account for the proposal of financial corrections. 
Member States indicate in their programmes the land to Non-transparency or non-objectivity of selection systems are subject to recommendations and may be taken into account for the proposal of financial corrections.
The current legislation requires the definition of eligible land and of a „farmer“ to be made by the Member State. 
The current legislation requires the definition of eligible land and of a ÔfarmerŐ to be made by the Member State.
For the next programming period the Commission has the inten-tion to provide more specific implementing rules and/or guidelines. 
For the next programming period the Commission has the intention to provide more specific implementing rules and/or guidelines.
Where audits by the Commission services detect weak and insufficient control systems, financial corrections are applied. — The implementation of the strategic, result-oriented approach for post 2006 period will contribute to a thorough selection of individual projects against efficiency criteria. — The Commission will take account of the Court’s observations in the risk analyses covering all CAP aid schemes and leading to its audit work programme. 
Where audits by the Commission services detect weak and insufficient control systems, financial corrections are applied. Ń The implementation of the strategic, result-oriented approach for post 2006 period will contribute to a thorough selection of individual projects against efficiency criteria. Ń The Commission will take account of the CourtŐs observations in the risk analyses covering all CAP aid schemes and leading to its audit work programme.
Where non-compliance with Community rules is established financial corrections will be imposed. 
Where non-compliance with Community rules is established financial corrections will be imposed.
The authorities approving projects should require sufficient evidence from the municipalities that the maintenance work is ensured. — Based in particular on the mid-term evaluations of the rural development programmes the Commission services will analyse the extent and reasons for non-sustained projects and propose, where necessary, appropriate actions. 
The authorities approving projects should require sufficient evidence from the municipalities that the maintenance work is ensured. Ń Based in particular on the mid-term evaluations of the rural development programmes the Commission services will analyse the extent and reasons for non-sustained projects and propose, where necessary, appropriate actions.
C 67/28 CS Úřední věstník Evropské unie 18.3.2005 87. 
C 67/28 EN Official Journal of the European Union 18.3.2005 87.
It is worth noting that the evaluation report of Regulation (EEC) No 2080/92 also indicates that concerning the contribution of the regulation to rural development „Overall this contribution appears to us to be significant and positive“. 
It is worth noting that the evaluation report of Regulation (EEC) No 2080/92 also indicates that concerning the contribution of the regulation to rural development ÔOverall this contribution appears to us to be significant and positiveŐ.
The farming community is the main target group of rural development. 
The farming community is the main target group of rural development.
The implementation of voluntary measures depends also on the personal situation of the individual farmer. 
The implementation of voluntary measures depends also on the personal situation of the individual farmer.
Against this background the results achieved can be considered reasonable. 
Against this background the results achieved can be considered reasonable.
However, several elements of the current objectives and design of the measure deserve improvements. — The proposals for the post 2006 rural development framework contain several provisions for better targeting of the measure (e.g. strategy, designation of areas) and cost-efficiency (e.g. reduced aid ceilings, shorter duration). 
However, several elements of the current objectives and design of the measure deserve improvements. Ń The proposals for the post 2006 rural development framework contain several provisions for better targeting of the measure (e.g. strategy, designation of areas) and cost-efficiency (e.g. reduced aid ceilings, shorter duration).
Výsledekpřevodupravomocí .............................................. 
22.3.2005 EN Official Journal of the European Union C 72/1 I (Information) COURT OF AUDITORS SPECIAL REPORT No 10/2004 concerning the devolution of EC external aid management to the Commission delegations, together with the CommissionŐs replies (pursuant to the second subparagraph of Article 248(4) of the EC Treaty) (2005/C 72/01) TABLE OF CONTENTS SUMMARY ................................................................ INTRODUCTION ...........................................................
Ukazateleproměřenívýsledku ......................................... 
OBSERVATIONS............................................................
Rychlost .......................................................... 
Speed ............................................................
Kvalita............................................................ 
CONCLUSIONS ............................................................
Spolehlivostfinančníchpostupů........................................ 
RECOMMENDATIONS .......................................................
DOPORUČENÍ ............................................................. 
15 TheCommissionŐsreplies .............................................................. 16
V květnu 2000 oznámila Komise zásadní reformu řízení svého programu zahraniční pomoci. Hlavním cílem této reformy bylo podstatně zlepšit kvalitu a zvýšit rychlost poskytované zahraniční pomoci ES a rovněž zajistit uplatňování spolehlivých finančních postupů. Klíčovou součástí reformy je rozsáhlý převod úkolů a odpovědnosti v oblasti řízení pomoci na delegace Komise. 
22.3.2005 EN Official Journal of the European Union SUMMARY I. In May 2000 the Commission announced a major reform of the management of its external aid programme, the main objectives being to make radical improvements in the speed and quality of EC external aid, while ensuring robust financial procedures. A key component of the reform is the extensive devolution of aid management tasks and responsibilities to the Commission delegations.
V důsledku převodu pravomocí jsou delegace odpovědné za přípravu projektů, uzavírání smluv a za finanční a technickou realizaci projektů a byly jim přiděleny značné lidské a technické zdroje. 
As a result of devolution, delegations are now responsible for project preparation, contracting, and financial and technical implementation, and have received substantial extra human and technical resources.
Převod měl také významný dopad na útvary úřadu EuropeAid (dále jen „EuropeAid“), který má své sídlo v Bruselu, neboť jejich role se přesunula z přímého řízení projektů na monitorování a podporu delegací (viz body 1 až 5). 
Devolution also has important consequences for the central services of the EuropeAid Cooperation Office (or EuropeAid) in Brussels, as their role is moving away from direct management of projects towards monitoring and supporting delegations (see paragraphs 1 to 5).
V rámci kontrolní návštěvy deseti delegací a útvarů EuropAid v Bruselu Účetní dvůr přezkoumal, zda Komise úspěšně zvládla proces převodu pravomocí a zda převod řízení na delegace již začal přinášet očekávané výsledky (vzhledem k tomu, že k převodu řízení na delegace došlo jen před krátkou dobou) (body 6 až 14). 
The Court has visited 10 delegations as well as the central services in Brussels, to examine whether the Commission has managed the devolution process successfully and whether devolved management in the delegations is starting to achieve the intended results (given that the delegations had only worked under devolved management for a fairly short period) (see paragraphs 6 to 14).
Převod odpovědnosti za řízení pomoci na 78 delegací vyžadoval zásadní reorganizaci útvarů Komise v oblasti zahraniční pomoci a dá se považovat za velký úspěch, neboť do léta 2004 bylo řízení převedeno téměř na všechny delegace (viz body 15 až 17). 
The devolution of aid management responsibilities to 78 delegations constituted a major reorganisation of the CommissionŐs services in the area of external aid and its implementation is a considerable achievement, with almost all delegations operating under devolved management by summer 2004 (see paragraphs 15 to 17).
Nicméně Komise nezahrnula do plánu převodu pravomocí řadu prvků, které mohly usnadnit kontrolu tohoto procesu a některým problémovým oblastem je třeba věnovat zvýšenou pozornost (viz bod 18). 
Its planning process, however, did not incorporate a number of elements which could have facilitated its control over that process, and some problem areas need further attention (see paragraph 18).
V. Delegace byly na fungování po převodu řízení z celkového hlediska dostatečně připraveny, přestože mají problémy s obsazováním pracovních míst a školením zaměstnanců. 
V. In general, delegations have been reasonably well prepared to operate under devolved management, although there are problems with filling posts and there is a continuing need for training.
Útvary EuropeAid byly z důvodu chybějících analýz a konzultací hůře připraveny. 
The preparation of the headquartersŐ (HQ) services has been less well planned, lacking both analysis and consultation.
Delegace potřebují velkou podporu ze strany ústředí, aby se mohly připravit na své nové povinnosti. Pro ústředí je obtížné tuto podporu poskytnout, neboť tematické znalosti jsou čím dál tím více rozptýlené v geografických ředitelstvích v důsledku snižování počtu zaměstnanců v útvarech EuropeAid. 
Delegations still require considerable support in adjusting to their new role, and central services find it difficult to provide delegations with the support required, as thematic expertise is becoming thinly spread across geographical directorates due to reductions in HQ staffing.
Přestože ústředí vyvinulo řadu kontrolních nástrojů a poskytlo delegacím významnou podporu, v obou oblastech existuje prostor pro zlepšení (viz body 19 až 38). 
Although HQ services have developed a number of monitoring instruments and have provided substantial support to delegations, there is scope for improvement in both areas (see paragraphs 19 to 38).
Pokud jde o výsledky převodu pravomocí, je méně než dva roky od převodu řízení stále velmi brzy na posouzení plánovaného zrychlení a zkvalitnění poskytované zahraniční pomoci ES. 
Regarding the results of devolution, it is still too early, after less than two years of devolved management, to see the envisaged improvements in the speed and quality of EC external aid.
Kromě toho, v důsledku zavedení neúplného souboru ukazatelů výkonu v počáteční fázi procesu převodu pravomocí, je složité změřit pokrok dosažený při plnění hlavních cílů (viz body 39–42, 48–51, 53, 56 a 57). 
Also, the lack of a complete set of performance indicators at an early stage in the devolution process makes it difficult to measure progress against the main objectives (see paragraphs 39 to 42, 48 to 51, 53, 56 and 57).
Zdá se, že ve většině navštívených delegací je proces převodu řízení na správné cestě k dosažení stanovených cílů. 
However, in the majority of delegations visited there are signs that devolved management is on the right path to achieving the intended results.
Rozšíření zdrojů provozních útvarů delegací a přítomnost zaměstnanců finanční a kontraktační jednotky přímo na místě napomáhá k rychlému a kvalitnímu řízení projektů. 
The speed and quality of project management are benefiting from the increased capacity in the operational units of the delegations and from having the finance and contract staff available on the ground.
V důsledku toho jsou delegace schopné lépe řešit problémy, mají častější kontakty s příjemci pomoci nebo jinými zúčastněnými stranami a lépe chápou místní podmínky, rizika a příležitosti. 
This leads to a better problem-solving capacity within the delegation and to increased contacts with beneficiaries and other relevant parties as well as to a better understanding of local conditions, risks and opportunities.
Postupy finančního řízení zavedené v rámci převodu pravomocí fungují celkově spolehlivě, ale vyžadují zlepšení v oblasti finančního monitorování implementačních agentur (viz body 43, 46, 54, 58, 61 a 62). 
Robust financial management procedures are generally ensured under devolution but are not yet sufficiently developed in respect of the financial monitoring of implementing organisations (see paragraphs 43, 46, 54, 58, 61 and 62).
V současnosti nejsou výsledky převodu pravomocí z hlediska dosahování cíle rychlejšího a účinnějšího řízení projektů na úrovni očekávaných výsledků. Způsobují to především problémy s náborem kvalifikovaných zaměstnanců a optimálním využíváním jejich znalostí, obtíže ústředí při poskytování podpory delegacím, nevhodnost finančních informačních systémů a složitost postupů (viz body 44, 45, 47, 52, 55, 59, 60 a 63). 
For the time being, problems in recruiting staff with appropriate expertise and using this expertise in an optimal way, difficulties experienced by HQ in providing support to delegations, as yet inadequate financial information systems and complicated procedures are limiting the expected results of devolution in terms of increased speed and improved quality of project management (see paragraphs 44, 45, 47, 52, 55, 59, 60 and 63).
C 72/3 
C 72/3