natgillin/translations-raw huggingface dataset:
I Kommissionen ligger ansvaret for bistanden til tredjelande i tre forskellige generaldirektorater (Generaldirektoratet for Udvikling, Generaldirektoratet for Eksterne Forbindelser og Samarbejdskontoret EuropeAid), og det gżr opgaven endnu vanskeligere. 
In the Commission the fact that responsibilities for external aid are spread across three Directorates-General (Directorate-General for Development, Directorate-General for External Relations, Europe Aid Office) renders the task even more difficult.
Med det forml at sikre en effektiv implementering og lette koordineringen har Kommissionen udarbejdet en operationel ramme ČOperationelle rammer for yderligere integreringÇ som bilag til sit arbejdsdokument om integration af miljżet. 
With a view to ensuring effective implementation and facilitating coordination, the Commission established an ÔOpera-tional Framework for Further MainstreamingŐ as an Annex to its Staff Working Paper on environmental mainstreaming.
I denne ramme angives ml, aktionstyper, afslutningsdatoer og involverede tjenestegrene. 
This framework sets out the objectives, type of activities, completion dates and Directorates General involved.
Der blev imidlertid ikke nedsat en tvžrtjenstlig styregruppe til at sżrge for en systematisk og samlet opfżlgning p implementeringen af rammen. 
However, no interservice steering group was established to ensure the systematic overall follow-up of the frameworkŐs implementation.
I Kommissionens arbejdsdokument er det anfżrt, at det Čtil at styre miljżintegrationsprocessen vil blive nżdvendigt at opstille et sžt resultatkriterier, som kan benyttes til at mle frem-skridt.Ç Der er imidlertid ikke blevet udarbejdet sdanne resultatkriterier, og der foreligger heller ingen hverken intern eller ekstern rapport om, hvor langt man samlet set er kommet med implementeringen af den operationelle ramme. 
The Staff Working Paper notes that Ôin order to steer the environment integration process it will be necessary to develop a set of performance criteria that can measure its progressŐ.
Opbygning af Kommissionens kapacitet til gennemfżrelse af mainstreamingstrategien 18. 
Building the CommissionŐs capacity to implement the environmental mainstreaming strategy 18.
Spżrgsmlet om, hvorvidt Kommissionen har personale nok til at kunne gennemfżre sin mainstreamingstrategi p miljżomrdet, er ikke blevet undersżgt godt nok. 
The question of whether the Commission has sufficient staff to implement its environmental mainstreaming strategy has not been subject to an adequate review by the Commission.
I Kommissionens arbejdsdokument om integration af miljżet er det blot anfżrt, at der Čer behov for flere miljżgeneralisterÇ, og at der Čkržves specialister i kortere perioderÇ. Kommissionen har ikke truffet tilstržkkelige foranstaltninger til at opfylde dette behov, selv om det i konklusion 4.3 fra Det Europžiske Rds mżde i Gteborg hedder: ČDen kapacitet, der kržves af Kommissionens tjenestegrene for effektiv integration af miljżhensyn svel i Bruxelles som i delegationerne, bżr sikres gennem tildeling af passende menneskelige ressourcer samt uddannelse, vidensdeling og korrekt anvendelse af tilbagemeldinger.Ç 19. 
The Commission has not taken sufficient steps to address these needs despite the fact that conclusion 4.3. of the Goeteborg European Council stated that: ÔThe capacity of the Commission services required for effective environmental integration, both in Brussels and in the delegations, should be ensured through the allocation of appropriate human resources as well as training, knowledge-sharing and the proper use of feedbackŐ.
Kommissionens tilgang til opbygning af sin kapacitet i forbindelse med miljżintegrering har vžret koncentreret omkring uddannelse og support til det eksisterende personale. 
The CommissionŐs approach to building up its capacity has focused on training and support to existing staff on mainstreaming the environment.
De vigtigste vžrktżjer i den forbindelse har vžret: a) oprettelse af en miljżhelpdesk, som skal rdgive om miljżintegrering b) udsendelse af en hndbog om, hvordan man integrerer miljżhensyn c) afholdelse af uddannelseskurser i miljżintegration. 
The main tools for doing this were: (a) the creation of an environment helpdesk to provide advice on mainstreaming; (b) the issuing of a manual on how to mainstream the environment; (c) the provision of training courses on mainstreaming the environment.
Fordi der kun er begržnset ekspertise til rdighed internt, har Kommissionen indget kontrakter med miljżeksperter om at udfżre dette arbejde. 
Because of limited in-house expertise, the Commission has contracted environmental experts to carry out this work.
P hvert af disse punkter har den imidlertid haft problemer med at gennemfżre strategien. 
However, it has experienced difficulty in the implementation of each of these areas.
Fra 1999-2002 var der en miljżhelpdesk til rdighed, men da kontrakten udlżb, blev der fżrst indget kontrakt om en ny helpdesk, som bestod af tre miljżeksperter, i 2004. 
While an environment helpdesk was in place from 1999 to 2002, after the expiry of the contract a new helpdesk, consisting of three environmental experts, was not contracted until 2004.
Denne afbrydelse p to r i en situation, hvor Kommissionen var stžrkt afhžngig af ekspertise udefra, har alvorligt forsinket gernnemfż-relsen af Kommissionens mainstreamingstrategi, eftersom helpdesken ikke kun yder rdgivning, men ogs har vžret ansvarlig for hndbogen og uddannelseskurserne. 
In a situation where the Commission relied heavily on outside expertise, this two-year gap has seriously delayed the implementation of the CommissionŐs mainstreaming strategy, since the helpdesk provides not only advice but has also been responsible for the manual and training.
29.9.2006 DA Den Europžiske Unions Tidende C 235/9 21. 
29.9.2006 EN Official Journal of the European Union C 235/9 21.
I mainstreamingstrategien indgik udarbejdelsen af en hndbog om miljżintegrering, som skulle vžre fžrdig i 2003. 
The mainstreaming strategy included the establishment of an environment mainstreaming manual by 2003.
Selv om arbejdet p hndbogen allerede startede i 1998, var den endnu ikke fžrdig ved udgangen af 2005 (for nžrmere oplysninger herom jf. tekstboks 3). p at finde ud af, hvordan der i hżjere grad kan tages hensyn til miljżspżrgsml i udviklingsprojekter og medvirke til udbredelse af bedste praksis. 
Although preparation originally began in 1998, at the end of 2005 it was still not completed (see Box 3 for details). work on how to better take into account environment questions in development projects and contribute to disseminating best practice.
Frem til maj 2004 mżdtes netvžrket fire gange, men siden da er der ikke blevet afholdt mżder. 
However, while the network met four times up to May 2004, no meetings have been held since.
Netvžrket var endvidere i meget hżj grad centreret omkring tjenestemžnd i EuropeAid, mens Kommissionens andre tjenestegrene og i sžrlig grad delegationerne var underrepržsenteret. 
The network was also largely centred on officials in Europeaid and did not sufficiently incorporate other Commission services, in particular the Delegations.
Systemerne til bedżmmelse af resultaterne af Kommissionens udviklingsbistand 24. 
Systems for assessing the environmental performance of the CommissionŐs development aid 24.
Kommissionen foretager ogs evalueringer bde af forordninger og p sektorniveau, som tilrettelžgges af EuropeAids evalueringsenhed, og af enkeltprojekter, som tilrettelžgges af delegationerne. 
The Commission also conducts evaluations, both at the level of regulations and sectors, which are organised by the Europeaid Evaluation Unit, and of individual projects, which are organised by its Delegations.
I henhold til Kommissionens operationelle rammer (jf. punkt 16) skal der foretages en uafhžngig evaluering af EF-bistandens miljżresultater i 1996-2000 som led i en regelmžssig vurdering af miljżintegreringsprocessens kvalitet. 
The CommissionŐs operational framework (see paragraph 16) required the independent evaluation of the environmental performance of EC aid over the period 1996 to 2000, as part of a regular evaluation process for environmental performance.
Det kunne have vžret brugt til at f opstillet baselinedata og f afprżvet resultatindikatorer (jf. punkt 17). 
This could have been used to establish baseline data and test out performance indicators (see paragraph 17).
Man kunne endvidere have kortlagt erfaringerne fra tidligere interventioner, og disse kunne have vžret anvendt som input i forbindelse med udvikling af en generel strategi for miljżet (jf. punkt 11). 
In addition, it could have identified the lessons to be learned from previous interventions and these could have been used as inputs to developing a comprehensive strategy for the environment (see paragraph 11).
Men evalueringen, som efter planerne skulle vžre afsluttet senest medio 2002, er endnu ikke blevet udfżrt (1). 
However, the evaluation, which was planned to be completed by mid-2002, has still not been carried out (1).
Fżlgelig er der ingen procedurer for udbredelse af indhżstede erfaringer fra afsluttede evalu-eringsprojekter og bedste praksis. 
Consequently there are no procedures for disseminating lessons learned and best practices from completed evaluation projects.
Tilsvarende er der heller ingen ordning, som sikrer, at Kommissionen fr oplysninger om og dermed kan vurdere den miljżmžssige effekt af projekter, som ikke er miljżprojekter. 
There is similarly no system in place for obtaining and assessing information on the environmental impact of non-environmental projects.
Siden 2001 har Kommissionen haft en ordning for kontrol af igangvžrende udviklingsprojekter, det skaldte Čresulta-torienterede kontrolsystemÇ. 
The Commission has had a system in place since 2001 to monitor ongoing development projects called the Ôresults oriented monitoring systemŐ.
I henhold til dette system skal alle udviklingsprojekter p over en million euro ca. hver tolvte mned kontrolleres p stedet af konsulentfirmaer, som Kommissionen har indget kontrakt med med henblik herp. 
The system requires all development projects over one million euro to be visited approximately every twelve months by monitors from consultancy companies contracted by the Commission for this purpose.
Konsulenterne vurderer hvert projekt og giver det en ČkarakterÇ baseret p fżlgende fem kriterier: relevans, produktivitet, effektivitet, effekt og bžredygtighed samt dertil relaterede delkriterier, herunder ogs miljżmžssig bžredygtighed. 
The monitors assess each project and give it a ÔscoreŐ based on a set of five criteria: relevance, efficiency, effectiveness, impact and sustainability and related sub-criteria including environmental sustainability.
De kvantitative og kvalitative resultater af disse rapporter analyseres imidlertid ikke systematisk i Kommissionens hovedsžde, s man kan vurdere miljżprojekternes samlede effekt, og i hvilken udstržkning miljżet er blevet integreret i andre udviklingsprojekter. 
However, the quantitative and qualitative findings of these reports are not systematically analysed by Commission headquarters to assess the overall performance of environment projects and the degree to which the environment has been integrated into other development projects.
(1) Kommissionen har foretaget en mere specifik evaluering af budgetposten Miljż og tropiske skove, som fastsat i de tilsvarende forordninger, i 2004. 
(1) The Commission did organise a more specific evaluation of the Environment and Tropical Forest budget line, as laid down in the related Regulations in 2004.
Tekstboks 3 En hndbog i miljżintegrering I 1998 indgik Kommissionen en kontrakt p 12 mneder med et konsulentfirma, men hndbogen, som var fžrdig i 2001, blev betragtet som utilstržkkelig og blev ikke godkendt formelt. 
Box 3 A Manual for mainstreaming the environment The Commission contracted a consultancy firm in 1998 for 12 months but the manual finally produced in 2001 was considered to be inadequate and was not formally approved.
Der var derfor kun tale om et udkast. 
As a result it remained only a draft document.
Denne hndbog er ikke blevet brugt ret meget, for det fżrste fordi den kun var et udkast, for det andet fordi den var ekstremt lang, og for det tredje fordi en del af de ansatte ikke engang vidste, at den fandtes. 
The manual has been little used firstly because of its draft status, secondly because it was extremely lengthy, and thirdly because its existence was not even known by some staff.
Arbejdet p en revideret hndbog kom fżrst rigtigt i gang midt i 2004, da der blev indget kontrakt med et nyt konsulentfirma. 
Significant work on a revised manual only began in mid-2004 with the contracting of a new consultancy firm.
Fordi opgaven er kompliceret, fordi Kommissionen prioriterer det hżjere at udarbejde et uddannelsesprogram, og fordi der hyppigt sker udskiftninger i det personale, som forvalter kontrakten, var den reviderede hndbog stadig ikke fžrdig ved udgangen af 2005. 
Because of the complexity of the task, the higher priority assigned by the Commission to setting up a training programme and frequent changes in the Commission staff managing the contract, the revised manual had still not been completed at the end of 2005.
I henhold til mainstreamingstrategien var det planen, at alle ansatte p de centrale politikomrder, eller som havde ansvaret for et geografisk omrde, skulle have afsluttet uddannelsen ved udgangen af 2004. 
The mainstreaming strategy foresaw that Ôevery official in key policy areas or with geographical responsibility in headquarters and DelegationsŐ would have completed training by the end of 2004.
Uddannelseskurserne startede reelt fżrst i november 2004 og har endnu ikke vžret obligatoriske. 
In fact the training courses only began in November 2004 and have not been compulsory.
Det var ogs planen, at den nye hndbog skulle bruges p kurserne, men det har ikke vžret muligt (jf. punkt 21). 
It was also planned that the training would use the new manual but this has not proved possible (see paragraph 21).
Selv om kursusdeltagelsen i delegationerne generelt har vžret bedre, er det stadig begržnset, hvor mange af Kommissionens ansatte der har deltaget i dem (jf. tekstboks 4). 
While overall attendance levels have been better for training at the Delegations, the number of Commission staff attending is still limited (see Box 4).
Tekstboks 4 Uddannelse i miljżintegrering For s vidt angr kurserne i Kommissionens hovedsžde, var det gennemsnitlige antal deltagere pr. uddannelsesmodul otte, hvilket skal ses i forhold til de femten, der var planlagt. 
Box 4 Environmental mainstreaming training For courses at Commission headquarters, the average number of participants per training module was eight, compared with the fifteen planned. Several sessions had to be cancelled because of insufficient participants.
37 ansatte fra GD Relex deltog i et halvdagskursus om miljżintegrering p programmeringssta-diet, men kun ni medarbejdere deltog i det fulde todages uddannelsesmodul om dette emne, selv om 2005 var et helt centralt r for GD Relex med hensyn til forberedelse af LSP for 2007-2013. 
37 staff from DG Relex attended a half day training course on environmental mainstreaming at the programming stage, however only 9 staff attended the full 2 day training module on this subject, although 2005 was the key year for DG Relex to prepare the CSPs for 2007 to 2013.
Det budget, der var afsat til uddannelse i delegationerne, strakte kun til afholdelse af kurser i 20 delegationer (deltagerne var ansatte fra delegationerne og fra organisationer i modtagerlandene). 
For the Delegations, the training budget allocated was only sufficient for courses to be held in 20 Delegations (attended by Delegation staff and staff from organisations in the beneficiary countries).
For de fleste af delegationerne i Asien, Latinamerika og Middelhavsomrdet blev kurserne afholdt for sent til, at de kunne bruge dem i forbindelse med udarbejdelsen af de nye LSP. 
The training took place too late for most Delegations in Asia, Latin America and the Mediterranean to be able to benefit from it when preparing the new CSPs.
Et initiativ, som havde potentiale til opbygning af kapacitet internt i Kommissionen til forvaltning af miljżaspektet ved udviklingssamarbejdet, var det netvžrk af kontaktpunkter, som blev oprettet i 2003. 
One initiative which had the potential to build up the CommissionŐs in-house capacity to manage the environmental aspects of development cooperation was the setting-up in 2003 of an Ôenvironmental focal point networkŐ.
Sigtet med netvžrket var at f udpeget nogle tjenestemžnd, en i hver enkelt enhed, som sammen skulle arbejde 
The network was intended to identify and link up one official from each unit to
C 235/10 DA Den Europžiske Unions Tidende 29.9.2006 27. 
C 235/10 EN Official Journal of the European Union 29.9.2006 27.
Kommissionen anvender OECDŐs DAC-retningslinjer for finansiel kontrol og rapportering, som gżr det muligt at finde frem til de projekter, hvor der er afholdt miljżrelaterede udgifter, men ikke til, hvor stort et belżb der er tale om. 
The Commission uses the OECD DAC financial monitoring and reporting system which is not adequate since it allows projects to be identified where environment-related expenditure has been made but not the amount of that expenditure.
Det kodningssystem, som Verdensbanken anvender, lżser dette problem (1). 
The coding system used by the World Bank tackles this issue (1).
Hertil kommer, at Kommissionens inkonsekvente anvendelse af det markżrsystem, den har indfżrt med henblik p identifikation af de udgifter, der er afholdt i forbindelse med de Multilaterale Miljżaftaler (MMA), har betydet, at den ikke har vžret i stand til at overholde sine forpligtelser i henhold til MMA med hensyn til nżjagtig rapportering. 
In addition, inconsistent use by the Commission of the marker system established for identifying expenditure made in the context of the MEAs has meant that it has not been able to accurately meet its reporting obligations under the MEAs.
EN VURDERING AF EFFEKTIVITETEN AF KOMMISSIONENS MILJŻINTEGRERING Indledning 28. 
AN ASSESSMENT OF THE EFFECTIVENESS OF THE COMMISSIONŐS ENVIRONMENTAL MAINSTREAMING Introduction 28.
Denne del af beretningen er en vurdering af, hvor effektivt Kommissionen har integreret miljżet i sit udviklingssamarbejde. 
This part of the report assesses how effectively the Commission has mainstreamed the environment into its development cooperation.
Retten vurderede fżlgende tre typer interventioner: a) landestrategipapirer b) budgetstżtteprogrammer c) projekter, som ikke er miljżprojekter. 
The assessment was carried out on three different types of Commission intervention: (a) Country Strategy Papers; (b) budgetary support programmes; (c) non-environment projects.
Med hensyn til udarbejdelsen af landemiljżanalyser med henblik p de nye landestrategipapirer var der sket fremskridt i 2005, men effekten heraf kan endnu ikke vurderes 29. 
Progress was made in 2005 in developing country environmental analysis for new Country Strategy Papers although its impact cannot yet be assessed 29.
I 2001 og 2002 udarbejdede Kommissionen for fżrste gang landestrategipapirer (LSP) for hvert af de lande, som modtager udviklingsbistand fra EU. Sigtet hermed var at beskrive, i hvilken form Kommissionen skulle yde bistand frem til 2006-2007. 
The Commission drew up Country Strategy Papers (CSPs) for the first time in 2001 and 2002 for each of the countries and regions to which it gives development assistance in order to set out what form the CommissionŐs assistance should take over the period 2006 to 2007.
LSP skulle i princippet tage hensyn til de enkelte landes udviklingsprioriteter for at sikre ejerskab og ogs til Kommissionens egne politikker. 
In principle, CSPs were to take into account each countryŐs development priorities, so as to ensure country ownership, as well as the CommissionŐs own policies.
Kommissionens strategi for behandling af miljżaspektet i forbindelse med udviklingsbistanden som defineret i bde erklžringen om udviklingspolitikken fra 2000 og i Kommissionens arbejdsdokument om samme emne, fokuserede p integration af miljżet p alle omrder af udviklingssamarbejdet. 
The CommissionŐs strategy concerning the environmental aspects of its development aid, as set out in both its 2000 Development Policy and the Commission Staff Working Paper on the subject, focused on mainstreaming the environment into all areas of development cooperation.
Det var derfor helt nżdvendigt, at miljżet blev integreret i landestrategipapirerne (LSP), hvis den generelle strategi skulle vžre effektiv. 
Therefore it was essential that the environment was mainstreamed into its Country Strategy Papers (CSPs) if the overall strategy was to be effective.
Som led i revisionen gennemgik Retten en ržkke LSP af denne fżrste generation (2001-2007), og denne gennemgang og ogs den gennemgang, som Kommissionens egne ansatte har foretaget, viste, at miljżet ikke var blevet tilfredsstillende integreret. 
In fact, reviews of this first generation of CSPs (2001 to 2007) by the Court during the audit and also by the CommissionŐs own services showed that the environment had not been satisfactorily mainstreamed into them.
LSPŐs analyse af miljżspżrgsml var generelt svag, og i Kommissionens svarstrategier indgik det ikke i tilstržkkelig grad i (1) I 2002 indfżrte Verdensbanken et nyt todimensionalt kodningssy-stem. 
The analysis of environmental issues in the CSPs was generally weak and the CommissionŐs response strategies did not adequately address environmental considerations in priority fields to be funded. In a sample of (1) In 2002 the World Bank introduced a new two-dimensional coding system.
De 11 temakoder svarer til mlsžtningerne og mlene for Bankens aktioner, og de 12 sektorkoder angiver, hvilke dele af żkonomien der direkte nyder godt af Bankens stżtte. 
The 11 theme codes correspond to the goals and objectives of Bank activities and the 12 sector codes indicate the parts of the economy that directly benefit from Bank support.
Miljż-og naturressourceforvalt-ning er 1 af 11 temaer. de prioriterede indsatsomrder, at der skulle tages miljżhensyn. 
Environment and natural resource management is 1 of 11 themes.
Den manglende integration af miljżet i LSP var i nogen grad udtryk for, at mange af modtagerlandene ikke prioriterer dette spżrgsml sžrlig hżjt. 
To some degree the lack of environmental mainstreaming into CSPs reflected the limited priority attached to this issue by many beneficiary countries.
For de lande, som har et strategi-oplžg til nedbringelse af fattigdom (PRSP) (2), har det vžret Kommissionens politik at bringe LSP p linje med PRSP. 
For countries with a Poverty Reduction Strategy Paper (PRSP) (2), it has been the CommissionŐs policy to align its CSP to the PRSP.
Som en undersżgelse fra Verdensbanken har vist (3), er miljżet generelt ikke blevet integreret i PRSP, delvist fordi mange af modtagerlandene ikke anerkender, at fattigdom og miljż er snžvert forbundet. 
As a World Bank study has shown (3), the environment has generally not been mainstreamed into PRSPs, partly because of a lack of recognition by many beneficiary countries of the important linkages between poverty and the environment.
Miljżministerierne burde fżrst og fremmest sl til lyd for, at miljżspżrgsml tilgodeses i de nationale politikker, men i praksis har disse ministerier selv i mere udviklede lande med store miljżproblemer, som f.eks. Brasilien og Kina, ikke de samme ressourcer og den samme indflydelse som andre og žldre ministerier. 
Ministries of Environment should in the first place be the advocate of environmental issues in national policies but in practice these ministries, even in more developed countries with major environmental concerns such as Brazil and China, do not have the resources and influence of other, longer established ministries.
Den manglende integration af miljżet i udviklingsbistanden afspejler dog ogs mangler i Kommissionen selv. 
Nevertheless the lack of environmental mainstreaming into development aid also reflects shortcomings on the Commission side.