natgillin/translations-raw huggingface dataset:
Uden ejerskab vil der altid vžre en fare for, at projekter bliver rene byggeprojekter og ikke lokalsamfundsbyggeprojekter. 
Without ownership, there will always be the danger that projects become purely construction projects rather than community building projects.
Spżrgsmlet om systematisk indhżstning af erfaringer med gamle programmer bżr forbedres via det overvgningsar-bejde, der udfżres af Kommissionen, og en planlagt evaluerings-fase p et systematisk grundlag (jf. ovenfor). 
The systematic learning of lessons from old programmes should be improved by the monitoring exercise being undertaken by the Commission and the planned systematic evaluation phase (see above).
Lande, hvor det som fżlge af ringe regeringsfżrelse er vanskeligt at gennemfżre mere traditionelle typer programmer, betragter ofte mikroprojekter som et universalmiddel. 
Microprojects are often seen as a panacea for countries where more traditional types of programme are difficult to implement due to poor governance.
Disse bżr imidlertid tydeligt bindes sammen med institutionel kapacitetsopbygning p alle niveauer for at fremme bžredygtigheden. 
However, they should be clearly linked to institutional capacity-building at all levels to promote sustainability.
12 Ń Mikroprojekter i de sociale sektorer: 1. 
Box 12 Ń Microprojects in the social sectors: 1.
Ghana: Byggeriets kvalitet og aspekterne vedrżrende kvalitetskontrol bżr forbedres. 
Ghana: The quality of constructions and quality-control aspects need to be improved.
I midtvejsevalueringen blev det foreslet, at alle mikroprojekter i fżrste og anden etape skulle vurderes af eksperter i kvalitetskontrol for i hvert enkelt tilfžlde for sig at fastsl, om det var nżdvendigt at tržffe korrigerende foranstaltninger og i bekržftende fald hvilke. 
The mid-term evaluation proposed that all microprojects under the first and second cycle should be assessed by quality control engineers in order to determine case by case whether corrective measures will have to be taken and if so, what they should be.
I det reviderede aftalememorandum mellem distriktsforsam-lingerne, MPMU, den nationale anvisningsberettigede og delegationen, som vil blive aktiveret ved den fysiske gennemfżrelse af den tredje etape, er der taget hensyn til det nżdvendige i at forbedre mikroprojekternes bžredygtighed og viderefżrelse. 
The need to improve the sustainability and maintenance of microprojects has been taken into account in the revised Memorandum of Understanding between the District Assemblies, the MPMU, the NAO and the Delegation, which will become effective as of the third cycle physical implementation.
Zimbabwe: Zimbabwes żkonomiske problemer har i nogle tilfžlde fżrt til, at visse aktiviteter rent faktisk er slżjfet. 
Zimbabwe: The economic problems facing Zimbabwe have led to some activities being cut.
Som fżlge af den nye vekselkurs tilpasses alle MPP-projekter af nyere dato for tiden med henblik p opstilling af tillžgsbudgetter for disse projekter, og det har i den forbindelse vžret nżdvendigt at nedskžre eller slżjfe visse aktiviteter og sikre afslutningen deraf. 
However, with the new exchange rate the MPP is reviewing all recent projects to provide supplementary funding for projects which had to reduce or cut out certain initiatives and ensure that they are completed.
KONKLUSION OG ANBEFALINGER 59. 
CONCLUSION AND RECOMMENDATIONS 59.
Kommissionen er som nžvnt i de fżlgende afsnit i fžrd med at tržffe forskellige foranstaltninger til forbedring af sin forvaltning af mikroprojekter. 
The Commission is taking various steps to improve its management of microprojects, as set out in the following paragraphs.
11.3.2004 DA Den Europžiske Unions Tidende C 63/31 60. 
11.3.2004 EN Official Journal of the European Union C 63/31 60.
Medens de centrale tjenester tidligere havde vanskeligt ved at fżre nżjere tilsyn med MPP, spiller EuropeAid nu i sammenhžng med dekoncentrationen en stadig vigtigere rolle som formidler af tematiske ressourcer, der yder vejledning til igangvžrende MPP (erfaringer, der skal indhżstes) og leverer basisinformation om, hvilke aktiviteter der er blevet stżttet, og hvilke gennemfżrelsesmodeller der er anvendt i forskellige scenarier. 
While in the past central services have faced difficulties in monitoring MPPs more closely, in the context of devolution EuropeAid plays now an increasingly important role as a thematic resource, providing guidance to current MPPs (lessons to be learned), and basic information as to what activities have been funded and implementation models used in different scenarios.
EuropeAid har nu udarbejdet et register over igangvžrende MPP og de MPP, der er afsluttet siden januar 2003. 
EuropeAid has now completed a register of ongoing MPPs and those closed since January 2003.
Registeret udgżr en nyttig database for overvgningen og evalueringen af mikroprojekter. 
The register provides a useful database for the monitoring and evaluation of microprojects.
Resultaterne af kontrolbesżgene vedrżrende MPP og de indhżstede erfaringer er allerede blevet rundsendt til alle delegationer, og det samme vil vžre tilfžldet for anden baggrundsdo-kumentation vedrżrende MPP. 
The results of MPP monitoring missions and lessons learned have already been circulated to all Delegations, as will be other background documentation on MPPs.
Der er en generel vejledning for MPP under forberedelse, som vil indeholde grundregler og oplysninger om acceptabel praksis, samtidig med at fleksibiliteten vedrżrende gennemfżrelsesbestemmelserne understreges. 
An overall guide for MPPs is in preparation, which will present basic ground rules and acceptable practice, while stressing flexibility as regards implementation arrangements.
Det fremgr klart af evalueringer, midtvejsrevisioner og kontrolbesżg, at det (som det er tilfžldet for alle udviklingsprojekter) er de programmer, der er planlagt godt og udformet i samrd med de potentielle modtagere og andre aktżrer ssom donorerne, ngoŐerne og den nationale forvaltning, som er de mest vellykkede. 
It is clear from evaluations, mid-term reviews and monitoring missions that (as is the case with all development projects) the most successful programmes are those that are well planned and designed in consultation with potential beneficiaries and with other interlocutors such as donors, NGOs and the national administration.
En koordineret approach er gavnlig for enhver aktivitet, og koordinationen vil antagelig blive forbedret (eftersom der i sammenhžng med dekoncentrationen tillžgges delegationerne stadig stżrre beslutningsautonomi). 
A coordinated approach is beneficial to any activity and this should improve as Delegations acquire greater decision-making autonomy in the context of devolution.
Eftersom EuropeAid i hżjere grad ptager sig en rolle som stżtteorgan, giver delegationerne p en mere systematisk mde feedback om fremskridtet med MPP, hvilket munder ud i en vejledning i Čbest practiceÇ og rdgivning om accepterede stżttebestemmelser. 
As EuropeAid takes on more of a support role, Delegations feed back progress on MPPs in a more systematic fashion; this is being translated into a guide on best practice and advice on accepted intervention arrangements.
Enhver vejledning skal imidlertid respektere den nationale anvisningsberettigedes ret til at fastsžtte gennemfżrelsesbestemmelserne og vžre tilstržkkeligt fleksibel til, at der kan tages hensyn til lokale betingelser og lokal prioritering. 
Any guide, however, must respect the right of the NAO to choose implementation arrangements and be sufficiently flexible to take into account local conditions and priorities.
En generel vejledning for MPP i forberedelse vil sikre grundregler og en acceptabel praksis. 
An overall guide for MPPs (in preparation) will provide basic ground rules and acceptable practice.
Kommissionen vil sammen med partnerlandene undersżge, hvorledes spżrgsmlet om visse forvaltningsenheders retsevne kan afklares, men minder om, at der er udarbejdet protokoller eller kontrakter, som klarlžgger forbindelserne mellem den nationale anvisningsberettigede og disse organer og fastlžgger det mandat, som den nationale anvisningsberettigede giver enheden, og bestemmelserne om projektets forvaltning og gennemfżrelse. 
The Commission will look with its partner countries at ways of settling the legal status of certain management units but would point out that memoranda of understanding and contracts are drawn up which regulate the NAOŐs relations with these bodies and set out their mandate from the NAO, along with the project management and implementation arrangements.
Mandatet omfatter forvaltningsenhedens ansvar og forbindelser med AVS-staten og omfanget af den delegation af befżjelser, som den nationale anvisningsberettigede indrżmmer med hensyn til indgelse og tildeling af kontrakter, hvilket giver projektforvaltningsenhederne en betydelig retlig selvstžndighed. 
The mandate lays down the responsibilities of the management unit, its links with the ACP State, and the level of powers delegated by the NAO to conclude and award contracts, which gives project management units considerable legal autonomy.
Reglerne og procedurerne giver forvaltningen de mekanismer, der gżr det muligt for den at kontrollere sine projekter og for lokalsamfundene at forst egenarten af den aftale, som de har indget. 
Rules and procedures give management the means to control their projects and allow communities to understand the nature of the agreement which they have entered into.
EUF og entreprisekontrakterne vil det i en servicekontrakt blive pržciseret, hvilke arbejdsopgaver der skal udlžgges til det offentlige eller private organ, der er ansvarligt for projektets gennemfżrelse, og denne kontrakt vil obligatorisk indeholde egnede bestemmelser om kontrol med anvendelse af EUF-midler, hvilket skulle gżre forvaltningen af ČprogramoverslageneÇ mere trovžrdig og effektiv. 
Under the ninth EDF, for externalised direct labour operations a service contract will specify the tasks delegated to the public or private sector body responsible for project execution. Such contracts must make suitable provision for controlling the use of EDF resources, which should make the management of programme estimates more reliable and efficient.
Kommissionen tillžgger evalueringsaktiviteterne stor betydning og har evalueret hvert mikroprojektprogram for sig. 
The Commission attaches great importance to evaluation activities and has evaluated each microproject programme individually.
Det siger imidlertid sig selv, at programmernes bžredygtighed kun kan bedżmmes forsvarligt nogen tid efter, at de er afsluttet. 
It is clear, however, that the sustainability of programmes can only be properly judged some time after their completion.
En systematisk evaluering af MPP p et tvžrgende grundlag vil blive ivžrksat i 2004. 
A systematic evaluation of MPPs on a cross-cutting basis will be launched in 2004.
65. a) EuropeAid agter i hżjere grad at spille en rolle som formidler af tematiske ressourcer og levere en vejledning til brug for igangvžrende MPP (indhżstede erfaringer) og basisinformation om, hvilke aktiviteter der er finansieret, og hvilke gennemfżrelsesmodeller der er benyttet i forskellige scenarier. 
65. (a) EuropeAid intends to take on more of a thematic resource role, providing a guide to current MPPs (lessons to be learned), and basic information as to activities funded and implementation models used in different scenarios.
EuropeAid har oprettet et register for MPP, og der vil systematisk blive indsamlet oplysninger om midtvejsrevisioner (timing, feedback osv.). 
EuropeAid has put in place a register of MPPs, and information on midĐterm reviews (timings, feedback etc) will be collected systematically.
EuropeAid er i fžrd med at indfżre et system til nżjere overvgning af MPP. b) EftersomEuropeAidihżjeregradptagersigenrollesom stżtteorgan, vil delegationerne p en mere systematisk mde give feedback om fremskridtet med MPP, som derefter kan omsžttes i en detaljeret vejledning i Čbest practiceÇ og rdgivning om accepterede stżttebestemmelser. 
EuropeAid is putting in place a system to monitor MPPs more closely. (b) As EuropeAid takes on more of a support role, Delegations will feed back progress on MPPs in a more systematic fashion: this can then be translated into a detailed guide on best practice and advice on accepted intervention arrangements.
Der er en generel vejledning for MPP under forberedelse, som vil understrege fleksibiliteten, men indeholde vissse grundregler og oplysninger om acceptabel praksis. c) Kommissionen vil sammen med partnerlandene undersżge, hvorledes spżrgsmlet om visse forvaltningsenheders retsevne kan afklares. 
An overall guide for MPPs is in preparation, which will stress flexibility but will provide basic ground rules and acceptable practice. (c) The Commission will look with its partner countries at ways of settling the legal capacity of certain management units.
C 63/32 DA Den Europžiske Unions Tidende 11.3.2004 d) Kommission har allerede indledt en bedre struktureret approach og hber derved i erkendelse af de forventninger, som disse programmer skaber i modtagerbefolknin-gerne, at overholde fristerne for mikroprojektprogram-mernes gennemfżrelse. e) En inddragelse af lokale administrationer og kommuner (hvor dette er muligt) kan stżtte forehavendets succes og bžredygtighed. 
C 63/32 EN Official Journal of the European Union 11.3.2004 (d) The Commission is already taking a more structured approach and hopes in this way to observe time limits for implementation of microproject programmes; it is well aware of the expectations these programmes raise for the beneficiary communities. (e) Involvement of local administrations and municipalities (where possible) can support success and sustainability.
Uden ejerskab vil der altid vžre en fare for, at projekter bliver rene byggeprojekter og ikke lokalsamfundsbyggeprojekter. 
Without ownership, there is a danger that projects become purely construction projects rather than community-building projects.
HvordanrevideredeviSapard? ............................................. 
INTRODUCTION ...........................................................
SapardbidrogkunlidttilatopfyldeČEU-standarderneÇ .......................... 
HowdidweauditSapard? ................................................
Der er opnet positive resultater med institutionsopbygning undtagen for miljżforanstalt-ningerneilandbruget .................................................... 
Largeproportionsofavailablefundsremainedunused .......................... becauseofthetimeneededforsettinguptheprogramme ........................ andbecauseofdelaysinimplementationbytheSapardcountries ..................
Punkt Side I-XI 3 1-10 4 1-7 4 8-10 5 11-25 5 11-12 5 13-15 6 16-21 6 22-23 7 24-25 7 26-35 7 26-27 7 28-30 8 31-35 8 36-57 8 36-37 8 38-40 9 41-47 9 48-49 10 50-51 10 52-57 10 
Paragraph Page I-XI 3 1-10 4 1-7 4 8-10 5 11-25 5 11-12 5 13-15 6 16-21 6 22-23 7 24-25 7 26-35 7 26-27 7 28-30 8 31-35 8 36-57 8 36-37 8 38-40 9 41-47 9 48-49 10 50-51 10 52-57 10
C 295/2 DA Den Europžiske Unions Tidende 30.11.2004 Punkt Side 58-80 11 58-60 11 61-65 11 66-67 12 68-76 12 77-80 13 81-97 13 81-90 13 91-95 14 96-97 15 98-109 15 98-103 15 104-109 16 KONKLUSIONOGANBEFALINGER ............................................ Bilag 1 EU-bidrag 2000-2003 fordelt p lande og p de vigtigste typer modtagere og foranstaltninger . . . . 
C 295/2 EN Official Journal of the European Union 30.11.2004 ASSESSMENTOFSYSTEMSSETUPINSAPARDCOUNTRIES ........................ Prior approval of the systems has ensured tight financial control systems . . . . . . . . . . . .
18 Bilag2 Listeoverrevideredeprojekter ...................................................... 
Systemsweregenerallyworkinginpractice ................................... buttherewasalackofsupportingelementsinfiles .............................
23 VURDERINGAFDESYSTEMER,DEREROPRETTETISAPARD-LANDENE ............. 
IMPLEMENTATIONPROBLEMSINSAPARDCOUNTRIES ...........................
Forhndsgodkendelse af systemerne har sikret fintmaskede finanskontrolsystemer Genereltfungeredesystemerneipraksis ...................................... mendermanglededokumentationidossiererne ............................... 
Potential beneficiaries lack own resources and have difficulties in obtaining credit andtherewereheavyadministrativeprocedures ............................... which had as an effect that only financially strong beneficiaries are supported . . . . . . . . ACTIONREQUIREDBYTHECOMMISSION ...................................... because insufficient rules and checks result in expenditure on general costs being misspent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . and there is a lack of assurance that money is well spent under private procurement rules CONCLUSIONSANDRECOMMENDATIONS .....................................
Sapard-systemerne var afhžngige af andre, mindre plidelige systemer . . . . . . . . . . . . . . og de nationale regler om renteafkast var ikke forenelige med Sapard-reglerne . . . . . . . . 
18 ANNEX2 Listofprojectsreviewed ........................................................
30.11.2004 DA Den Europžiske Unions Tidende C 295/3 RESUM I. Det sžrlige tiltrždelsesprogram for landbrug og udvikling af landdistrikter (Sapard) er det fżrste program for bistand til tredjelande, der forvaltes decentralt. 
30.11.2004 EN Official Journal of the European Union EXECUTIVE SUMMARY I. The Special Accession Programme for Agriculture and Rural Development (Sapard) is the first external aid programme which is implemented in a decentralised manner.
Mlene for programmet er at bidrage til gennemfżrelsen af den gžldende fžllesskabsret og lżse problemer i forbindelse med tilpasning af landbrugssektoren og landdistrikterne i de ti lande, der modtager Sapard-stżtte (1). 
The objectives of the programme are to contribute to the implementation of the Community acquis and to solve problems for the adaptation of the agricultural sector and rural areas in the 10 countries which benefit from Sapard aid (1).
Disse ti lande kaldes i det fżlgende ČSapard-landeneÇ. 
These 10 countries are hereafter referred to as Ôthe Sapard countriesŐ.
P grund af den store stigning i fżrtiltrždelsesbudgettet, som for Sapards vedkommende skulle forvaltes af nyligt oprettede strukturer og efter nyligt fastsatte bestemmelser, gennemfżrte Retten en revision, som skulle besvare fżlgende spżrgsml: ČEr Sapard blevet forvaltet godt?Ç (jf. punkt 1-10). 
Due to the large increase in the pre-accession budget, which for Sapard was to be managed by newly created structures under newly created rules, the Court performed an audit which aimed at answering the question: ÔHas Sapard been well managed?Ő (see paragraphs 1 to 10).
Svaret p dette spżrgsml er, at forvaltningen har vžret af blandet kvalitet. 
The answer to that question is that management has been of mixed quality.
Sapard-programmet er dog blevet gennemfżrt i et stadig hurtigere tempo, men de vigtigste ml var ikke blevet opfyldt ved udgangen af 2003. 
That said, the pace of the implementation of Sapard has increased but the main objectives had not been achieved by the end of 2003.
Gennemfżrelsen er blevet forsinket i de fleste Sapard-lande, til dels p grund af utilstržkkelig vejledning og rdgivning fra Kommissionen og den vanskelige lžreproces, som landene mtte igennem, og nogle foranstaltninger er ikke blevet ivžrksat. 
There have been delays in implementation in most of the Sapard countries caused in part by a lack of guidance and advice from the Commission and the steep learning curve that the countries faced, and some measures have not been activated.
En stor procentdel af de disponible midler er ikke blevet udnyttet, og budgetterne er systematisk blevet anslet for hżjt, fordi det tog lang tid at etablere og gennemfżre Sapard-programmet. 
Large proportions of available funds remained unused and budgets were systematically over-estimated, because considerable time was needed to set up and implement Sapard.
De detaljerede gennemfżrelsesprincipper og -bestemmelser var ikke fžrdige, da Rdet vedtog Sapard-forordningen i juni 1999. 
Detailed implementation principles and rules were not ready when the Council adopted the Sapard Regulation in June 1999.
Det var nżdvendigt at oprette systemer i Sapard-landene, hvilket i nogle tilfžlde tog lang tid, men Kommissionen analyserede ikke rsagerne hertil. 
Systems needed to be set up in the Sapard countries, which took a long time in some cases, for which the Commission did not analyse the reasons.
Lige fra Sapard-programmet begyndte i de berżrte lande, har besvžrlige administrative procedurer, der er strengere end de procedurer, der er fastsat i Sapard-bestemmelserne, hindret en hurtig og effektiv gennemfżrelse af programmet (jf. punkt 11-25). 
Since the start of Sapard in the countries concerned, heavy administrative procedures, stricter than required by the Sapard rules, have hampered a rapid and efficient implementation of the programme (see paragraphs 11 to 25).
Dette valg var korrekt i betragtning af det store antal projekter, som man kunne forvente skulle finansieres, men den undervurderede den tid, det ville tage. 
The CommissionŐs option for decentralised implementation was correct given the likely large numbers of projects to be financed, but it under-estimated the time which would be needed for this to be done.
Selv om Kommissionen afholdt seminarer og havde anden kontakt med Sapard-landene, er den decentrale forvaltning af Sapard ikke en garanti for, at der aktivt og systematisk pvises gennemfżrelsesproblemer, og at der fżlges op herp. 
Although the Commission organised seminars and had other contacts with Sapard countries, its decentralised management for Sapard does not guarantee that implementation problems are actively and systematically identified and followed up.
Af denne grund blev der ikke anvendt Čbest practiceÇ i alle Sapard-landene (jf. punkt 26-35). 
Because of this, best practices were not applied in all the Sapard countries (see paragraphs 26 to 35).
V. I de fżrste fire gennemfżrelsesr blev der kun udbetalt 323 millioner euro (14,8 %) af det disponible budget p 2 183 millioner euro til de endelige modtagere. 
V. In the first four years of implementation, only 323 million euro (14,8 %) of the available budget of 2 183 million euro was paid to final beneficiaries.
Der blev kun afholdt f udgifter i fżrtiltrždelses-perioden, der for otte af de ti modtagerlandes vedkommende begyndte den 1. januar 2000 og ender den 1. maj 2004, og derfor er der kun i begržnset omfang blevet bidraget til gennemfżrelsen af de ml, der er fastsat for Sapard. 
Due to the low level of spending during the pre-accession period, which for 8 of 10 of the beneficiary countries is from 1 January 2000 until 1 May 2004, there has been only a minor contribution to the objectives defined for Sapard.
Det kan forventes, at Sapard fr en meget stżrre effekt for Bulgarien og Rumžnien, hvis fżr-tiltrždelsesperiode efter planen skal vare frem til 1. januar 2007. 
For Bulgaria and Romania, for which the pre-accession period is foreseen to last until 1 January 2007, a much higher impact can be expected.
I Polen kommer Sapard til at betale mindst 17,7 millioner euro i moms til statsbudgettet, hvilket ikke bidrager til at opfylde mlene for Sapard (jf. punkt 36-40). 
In Poland, Sapard will pay at least 17,7 million euro in the form of VAT to the state budget which does not contribute to the objectives of Sapard (see paragraphs 36 to 40).
De fżrste resultater af de gennemfżrte projekter viser, at pengene til forarbejdning af landbrugsprodukter generelt er blevet brugt p projekter, der fr landbrugsproduktionen til at stige, og ikke p projekter, der forbedrer landbrugsproduktionens kvalitet (opfylder krav med hensyn til kvalitet, sundhed og miljżbeskyt-telse) (jf. punkt 41-47). 
The first results of completed projects show that the money for agricultural processing has generally been spent on projects which increase the quantity of agricultural production, more than on projects which improve the quality of agricultural production (meeting quality and health standards and protection of the environment) (see paragraphs 41 to 47).