natgillin/translations-raw huggingface dataset:
Hos delegationerne i Asien og Latinamerika, hvor der kun er ganske f specialuddannede medarbejdere, er tilsynet med projekternes tekniske forlżb nžsten helt overladt til projektledelsen og eksterne konsulenter. 
In the Asia and Latin America Delegations, where there are few specialist staff, monitoring of the technical progress of projects is left almost entirely to project management and external consultants.
Delegationernes medarbejdere har regelmžssig kontakt med projektledelsen, deltager i styringsudvalg og aflžgger i videst muligt omfang jžvnligt kontrolbesżg p stedet. 
Delegation staff maintain regular contact with project management, participate in steering committees, and undertake, as far as possible, regular field visits.
I mange tilfžlde bestr tilsynet imidlertid af gennemgang af en lang ržkke meget forskelligartede dokumenter. 
Many of their monitoring tasks, however, are based on reviewing a large variety of documents.
Selv om delegationerne erkender, at projekttilsynet er en af deres vigtigste arbejdsopgaver, er der, som det fremgr af punkt 48, kun meget begržnset tid til rdighed til tilsynet. 
Although project monitoring is acknowledged by Delegation staff to be one of their main responsibilities, as seen in paragraph 48, the time available for monitoring is limited.
En stor del af arbejdet fokuserer i hżjere grad p projektinput end p output, og der bruges megen tid p de administrative aspekter af projekternes gennemfżrelse. 
A great deal of the work is focused on project inputs rather than outputs and much time is spent on the administrative aspects of project implementation.
Det forhold, at selv mindre vžsentlige beslutninger skal tržffes centralt i Bruxelles (jf. punkt 51-52), og at det ikke ligger helt fast, hvilke opgaver der skal varetages af delegationerne, og hvilke der skal varetages af hovedkvarteret i Bruxelles (jf. punkt 50), er ensbetydende med, at der spildes megen tid med at sende dokumenter frem og tilbage mellem delegationerne og de centrale tjenestegrene. 
The concentration of even minor decision-making in Brussels (see paragraphs 51-52) and the fact that the duties to be carried out by the staff in the Delegations, and at headquarters in Brussels, are not clearly defined (see paragraph 50), means that a lot of time is lost whilst documents are sent to and fro between the Delegations and the central services.
I AVS-delegationerne er ansvarsomrderne p dette felt helt klart defineret, men det er ikke tilfžldet hos delegationerne i Asien, Latinamerika og Middelhavsomrdet. 
In the ACP Delegations responsibilities in this area are clearly laid down, but this is not the case in the Asia, Latin America and Mediterranean Delegations.
Hos nogle (6) findes der et omfattende system for finansielt tilsyn, hvor bestemte medarbejdere er afsat til denne opgave, hvorimod ordningerne er langt lżsere i andre delegationer, hvor der kun foretages meget begržnset kontrol af anmodningerne om betaling af projektudgifter, fżr de fremsendes til Bruxelles til betaling. 
In some (6) a comprehensive system for financial monitoring exists, with staff specifically allocated to this task, whereas in others arrangements are much looser, with very little checking of payment requests from projects before they are forwarded to Brussels for payment.
Selv om der gennemfżrtes mange tilsynsaktiviteter, blev der ikke altid ivžrksat de fornżdne korrigerende foranstaltninger, selv ikke i de tilfžlde, hvor projektets operationelle ml ikke blev opfyldt. 
Although numerous monitoring activities are undertaken, corrective action was not always taken even in cases where the projectŐs operational objectives were not being achieved.
Der findes ingen vejledninger i tilsynsprocedurerne. 
Delegations lack guidance on monitoring procedures.
Det er i mange tilfžlde uklart, i hvilket omfang der gżres brug af de situations-og aktivitetsrapporter, som projektledelsen indsender til de centrale tjenestegrene (7). 
It is often unclear how much use is made of the progress or activity reports prepared by project management which are sent to central services (7).
Desuden kan indholdet 5 () I Asien, Latinamerika og Middelhavsomrdet er det normalt en projektforvaltningsenhed med n lokal og n europžisk direktżr. 
Moreover, the contents of these reports can 5 () In Asia, Latin America and the Mediterranean region this is usually a Project Management Unit that has one local and one European Director.
I AVS-landene findes der forskellige ordninger. () Det er ofte de steder, hvor rdgiveren i udviklingsspżrgsml tidligere 7 har arbejdet i en AVS-delegation. () I nogle tilfžlde medsender delegationen sine kommentarer til rapporterne, men oftest gżr de det ikke; delegationerne fr sjžldent feedback p disse rapporter fra de centrale tjenestegrene. 
In Phare countries this is usually within the governmentŐs minis-6 tries. In ACP countries different arrangements exist. () Often where at some stage the development counsellor has come 7 from an ACP Delegation. () In some cases the reports are accompanied by Delegation comments in most of the cases they are not; Delegations rarely receive feed-back on these reports from Central services.
For flere projekters vedkommende kunne der konstateres mangler ved delegationernes tilsyn med projektgennemfżrelsen, f.eks. er de projektevalueringer, der er nžvnt i finansieringsaftalen, ikke altid blevet gennemfżrt. 
For several projects the monitoring of project implementation by Delegations has shown shortcomings, e.g. project evaluations mentioned in the Financing Agreement have not always been carried out.
Delegationerne fżrer heller ikke i alle tilfžlde konsekvent tilsyn med, hvordan de aktioner og foranstaltninger, som myndighederne er ansvarlige for, gennemfżres. 
Delegations do not always consistently monitor the implementation of actions and measures to be taken by governments of recipient States.
En enkelt delegation mente sledes ikke, at det var dens ansvar at fżre tilsyn med myndighedernes bidrag til projekterne. 
Indeed in one Delegation they did not consider the monitoring of the governmentŐs contribution to be their responsibility.
Ledelsesvžrktżjer 66. 
Management tools 66.
Delegationerne mangler ogs de nżdvendige ledelsesvžrktż-jer. 
The Delegations also suffer from inadequate management tools.
Hvad angr noget s simpelt som procedurevejledninger, har AVS-delegationerne en detaljeret procedurevejledning, der blev udarbejdet i 1978, men der findes ikke en džkkende ajourfżrt vejledning for delegationerne i Asien og Middelhavsomrdet. 
At the basic level of procedural manuals, the ACP Delegations have a detailed procedures manual developed in 1978, but no comprehensive up-to-date manual existed for the Asian and Mediterranean Delegations.
Der er udarbejdet en vejledning for programmet i Latinamerika, men den foreligger kun p spansk. 
One was prepared for the Latin America programme, but is available in Spanish only.
Under disse omstžndigheder kan det ikke overraske, at hverken de ansatte i hovedkvarteret eller i delegationerne ved pržcist, hvilke procedurer der skal fżlges, og det resulterer i forsinkelser. 
In these circumstances, it is not surprising to find that the level of knowledge of the precise procedures to be followed, amongst headquarters and Delegation staff, is not sufficient and this leads to delays.
Delegationerne i samtlige regioner har heller ikke egnede ledelsesinformationssystemer, hvorigennem de kan fżlge gennem-fżrelsen(2).DeflesteharikkeadgangtilKommissionensregn- skabssystem SINCOM. 
The Delegations in all regions do not have adequate basic management information systems to inform them about implementation progress (2). Most do not have access to the CommissionŐs accounting system, Sincom.
Ogs andre ledelsesinformationsvžrktżjer er utilstržkkelige eller mangler helt. 
Other management information tools are also inadequate or lacking.
F.eks. er det system, som delegationerne i Middelhavspartnerlandene anvender til forvaltningen af betalinger til projekter, der gennemfżres i henhold til Middel-havsprotokollerne, teknisk uegnet til Meda, men da Rettens revision fandt sted, var der ikke indfżrt noget andet system. 
For example, in the Mediterranean, the system used by Delegations for managing payments to projects under the Protocols (RAP) is not technically suitable for MEDA but no new system had been introduced at the time of the audit.
For EUFŐs vedkommende er online regnskabssystemet (OLAS) i Bruxelles af begržnset vžrdi for delegationerne, fordi de ikke har direkte adgang til det. Regnskabsoplysninger skal fremsendes manuelt fra Bruxelles, hvilket forrsager forsinkelser. Og ved udgangen af 1998 1 () I henhold til den skaldte ČProject Cycle Management ManualÇ (s. 
In the case of the EDF, the Online Accounting System (OLAS) in Brussels is of limited value to Delegations, as they do not have direct access to it; accounting information has to be transmitted from Brussels manually, which gives rise to 1 () According the Project Cycle Management Manual (p.
59) skal sdanne rapporter fżlge den grundmodel, der anvendes til pro-jektgennemfżrelsesfasen, suppleret med de nżdvendige tekniske og finansielle detaljer til at give et klart billede af projektets gennemfż-2 relse. () Retten har ppeget dette i forskellige beretninger siden 1992: rsberetningen for regnskabsret 1991, EFT C 330 af 15.12.1992. rsberetningen for regnskabsret 1996, EFT C 348 af 18.11.1997. Sžrberetning nr. 1/98 om det bilaterale finansielle og faglige samarbejde med Middelhavstredjelandene, med Kommissionens svar, EFT C 98 af 31.3.1998. 
59) such reports should also follow the basic format used for the project implementation phase, adding the technical and financial details necessary for a 2 proper understanding of the projectŐs implementation. () The Court has been pointing this out in various reports since 1992: Annual Report concerning the financial year 1991 (OJ C 330, 15.12.1992); Annual Report concerning the financial year 1996 (OJ C 348, 18.11.1997); Special Report No 1/98 in respect of bilateral and technical cooperation with non-member Mediterranean countries together with the CommissionŐs replies, (OJ C 98, 31.3.1998); Special Report No 7/98 in respect of the European Community Development Aid Programme regarding South Africa (1986-1996) (OJ C 241, 31.7.1998). delays.
Som fżlge heraf etablerer delegationerne deres egne computersystemer og/eller manuelle systemer til registrering af projektrelaterede transaktioner, og det er ikke hensigtsmžssigt. 
As a result Delegations operate their own computer and/or manual systems to account for project-related transactions, which is inefficient.
Oprettelsen af SCR, der har til opgave at forenkle, standardisere og kodificere procedurerne og udvikle fžlles forvaltnings-vžrktżjer, er et vigtigt skridt p vejen mod en lżsning p disse problemer. 
The establishment of the SCR, with its task of simplifying, standardising and codifying procedures, and developing common management tools, is an important step in overcoming these weaknesses.
CRIS-informationssystemet(3), der er ved at blive udviklet, skal give bde delegationer og hovedkvarter det fornżdne forvaltningsvžrktżj, men det vil vare nogen tid, fżr man har et plideligt og fuldt operationelt vžrktżj. 
The CRIS (3) information system is being developed to provide Delegations and headquarters with an adequate tool for management, but it will be some time before a reliable, complete tool is available.
Retsgrundlaget for den finansielle forvaltning af bistandsprogrammer, der finansieres over det almindelige budget, er ikke tilpasset de konkrete behov. 
The regulatory framework governing the financial management of the assistance programmes from the general budget is not well adapted to requirements.
Selve finansforordningens bestemmelser, det vil sige bde de generelle og dem, der specifikt omhandler foranstaltninger, der gennemfżres uden for EU, er ikke pržcise nok (4) og bżr tages op til nyvurdering i forbindelse med den gennemgribende revision, der har vžret i gang siden 1999 (5). 
The Financial Regulation itself, both the general provisions and those dealing specifically with actions outside the Community, is unsatisfactory (4) and, in the context of the total revision being carried out since 1999, needs to be re-examined (5).
I Phare-landene opereres der med specielt komplicerede regelsžt, som er blevet žndret lżbende: centraliseret og decentraliseret samarbejde og gržnseoverskridende samarbejde, sžrlige midler og nye retningslinjer i 1998. 
The Phare countries face a particularly complex regulatory environment which has been subject to rapid change: centralised and decentralised, cross-border cooperation, special funds, new orientations in 1998.
Ansżgerlandene er nu bekymrede over, at de fra 2000 desuden skal operere med tre sžrskilte regelsžt for forvaltningen af henholdsvis Phare, ISPA (6) og Sapard (7). 
Candidate countries are now becoming concerned that in addition from 2000 they will have to cope with three distinct management environments for Phare, ISPA (6) and Sapard (7).
Ogs AVS-landene har problemer med de gžldende retsreg-ler,fordibistandenhertilikkeudelukkendehidrżrerfraEUF,men ogs kommer fra det almindelige budget. 
ACP countries also face problems of a regulatory nature, as they receive aid not only from the EDF but also from the general budget.
Det komplicerer forvaltningen af bistanden ganske betydeligt, eftersom de forskellige finansieringskilder fżlger forskellige regler og hżrer under forskellige afdelinger i Kommissionen (8). 
This complicates the management of aid considerably, as the various sources of funding have to follow different rules, and different departments in the Commission are responsible for them (8).
(3) CRIS = Common Relex Information System. 
(3) CRIS = Common RELEX Information System.
Fżrste fase i opbygningen af dette system har bestet i at samle de forskellige systemer, der er udviklet inden for de forskellige programomrder, under t. 
This is being developed initially by bringing together the various systems developed previously in the different programme areas.
Disse systemer er ikke lige plidelige og anvendelige, og det kržver en gan-4 ske omfattende arbejdsindsats at omdanne dem til et fžlles vžrktżj. () I den anden rapport fra de uvildige eksperter fremhžves mange af de vžsentligste svagheder ved de gžldende retsregler p omrdet, f.eks. i punkt 2.1.29-2.1.34. 
These systems are of varying degrees of reliability and usefulness, and a great deal of work is 4 required to transform them into a common tool. () The second report of the Independent Experts highlights many of the main weaknesses in the regulatory framework, e.g. paragraphs 2.1.29-2.1.34.
Se ogs Rettens udtalelse nr. 4/97 om forslag til Rdets forordning (Euratom, EKSF, EF) om žndring af finansforordningen af 21. december 1977 vedrżrende De Europžiske Fžllesska-5 bers almindelige budget, EFT C 57 af 23.2.1998. () For at udfylde nogle af disse huller har Kommissionen siden 1998 udarbejdet skaldte ČvademecumerÇ om bistandsforvaltning og kontorer for faglig bistand; heri redegżres der for de vigtigste regler, de 6 forskellige tjenestegrene skal fżlge. () ISPA = ČInstrument structurel de pradhesionÇ (strukturpolitisk fżr-7 tiltrždelsesinstrument). () Sapard = ČSpecial Accession Programme for Agriculture and Rural DevelopmentÇ (sžrligt tiltrždelsesprogram inden for landbrug og 8 udvikling af landdistrikter). () Jf. rsberetningen for regnskabsret 1998, Beretning om 6., 7. og 8. 
See also Court Opinion No 4/97 on the proposal for a Council Regulation (Euratom, ECSC, EC) amending the Financial Regulation of 21 December 1977 applicable to the general budget of the Euro5 pean Communities (OJ C 57, 23.2.1998). () Since 1998 in order to fill some of the gaps the Commission has developed ÔVade-mecumsŐ on grant management and on Technical Assistance Offices which set out key rules to be followed by the ser-6 vices.
C 57/14 DA De Europžiske Fžllesskabers Tidende 22.2.2001 KONKLUSIONER OG HENSTILLINGER Landeprogrammering 72. 
C 57/14 EN Official Journal of the European Communities 22.2.2001 CONCLUSIONS AND RECOMMENDATIONS Country programming 72.
Landeprogrammering er nu blevet et fast element i alle Kommissionens eksterne bistandsprogrammer, og der har kunnet konstateres forbedringer bde i den mde, hvorp programmerne forberedes, og i indholdet, men der er stadig behov for yderligere forbedringer. 
Whilst country programming has now become a feature of all the CommissionŐs external aid programmes and improvements have been noted both in the way in which the programmes are prepared and in their content, there is still scope for further improvement.
Landeprogrammeringen bżr blive en integrerende del af processen med at udmżnte overordnede politiske ml i konkrete aktiviteter (jf. punkt 16-27) (1). 
Country programming should become an integral part of the process of transforming overall1 policy goals into operational activities (see paragraphs 16-27) ( ).
De bżr inddrages i fuldt omfang i forberedelsen af landeprogrammeringsdokumenterne, og modtagerlandets regering bżr hżres. 
They should be fully involved in the preparation of country programming papers and there should be close consultation with the government of the beneficiary country.
Ogs samrdet med EU-medlemsstaterne bde p stedet og i de rdgivende udvalg og med modtagerlandenes myndigheder bżr udbygges (jf. punkt 22-24). 
Consultation with EU Member States, both on the spot and in the Advisory Committees, and with the beneficiary countriesŐ authorities should be reinforced (see paragraphs 22-24).
Ml og prioriteringer bżr defineres klarere i de forskellige landeprogrammeringsdokumenter, som bżr vžre rammerne for deplanlagteforanstaltninger.Debżrdžkkealleindsatsomrder, hvortil Kommissionen bidrager finansielt, og det bżr fremg tydeligt, hvilke erfaringer man kan drage af tidligere programmer og projekter (jf. punkt 25-27). 
Individual country programming papers should better identify objectives and priorities, and provide a focused framework for planned interventions. They should cover all areas of intervention financed by the Commission and identify what lessons can be learned from previous programmes and projects (see paragraphs 25-27).
Projektforberedelse og -vurdering 75. 
Project preparation and appraisal 75.
Indfżrelsen af projektcyklusforvaltningsmetoden har medfżrt visse forbedringer i kvaliteten af projektforberedelsen og pro-jektdokumentationen, men der er fortsat behov for yderligere forbedringer (jf. punkt 28-47). 
The introduction of the Project Cycle Management methodology has led to some progress in the quality of project preparation and project documentation, however there remains room for further improvements (see paragraphs 28-47).
Der m afsžttes tilstržkkelig tid til udvžlgelses-og vurderingsfasen under projektforberedelsen (jf. punkt 30-34). 
Sufficient time must be allowed for the identification and appraisal stage of project preparation (see paragraphs 30-34).
Finansieringsforslag bżr systematisk indeholde oplysninger om andre donorers aktiviteter og resultaterne af relevante evalueringer. 
Financing Proposals should systematically include information on other donorsŐ activities and on the results of relevant evaluations.
Tidsplanerne bżr vžre mere realistiske. 
Timetables should be more realistic.
Der bżr ogs lžgges stżrre vžgt p at f opstillet og defineret objektivt verificerbare indikatorer (jf. punkt 36-38). 
More attention should also be paid to the identifying and specifying of objectively verifiable indicators (see paragraphs 36-38).
Der bżr etableres tžttere samrd og samarbejde p stedet med medlemsstaternes repržsentanter i de rdgivende udvalg for (1) Kommissionen har nu erkendt, at landeprogrammeringen er meget vigtig, og bebuder i sin meddelelse til Rdet og Europa-Parlamentet, Det Europžiske Fžllesskabs udviklingspolitik (KOM(2000) 212 endelig udg.), at den vil foresl Rdet nogle rammer, der gżr landestrategidokumenterne til det vigtigste grundlag for styringen, forvaltningen og revisionen af EFŐs bistandsprogrammer. projektforberedelsen. 
Closer consultation and cooperation with the representatives of the Member StatesŐ Advisory Committees for project prepara-(1) The Commission has now recognised the importance of country programming and in the communication from the Commission to the Council and to the European Parliament, The European CommunityŐs Development Policy (COM(2000) 212 final), says that Ôthe Commission will present to Council a framework for Country Strategy Papers to become the main instrument for guiding, managing and reviewing Community assistance programmesŐ. tion should be encouraged at field level.
P de rdgivende udvalgs mżder i Bruxelles bżr man i hżjere grad beskžftige sig med strategiske spżrgsml, ssom fastlžggelse af overordnede politiske rammer, frem for at drżfteenkeltprojekter(2).Derdgivendeudvalgbżrogsfungere som forum for mere omfattende informationsudveksling. 
The Advisory CommitteesŐ meetings in Brussels should concentrate more on strategic matters such as the definition of an overall policy framework, rather than on individual projects (2).
De kunne dermed sikre en bedre koordinering af medlemsstaternes bilaterale udviklingsprogrammer, hvilket er et af de erklžrede ml for Kommissionens forslag til en ny udviklingspolitik (3). 
The Advisory Committees should also be used as a forum for increased two-way information and could thereby ensure better coordination among Member StatesŐ bilateral development programmes, one of the stated aims of the CommissionŐs proposed new development policy (3).
Delegationernes rolle 78. 
The role of Delegations 78.
Kommissionens delegationer er kommet til at spille en vžsentligt stżrre rolle i de senere r, og de varetager nu i stigende grad en politisk funktion som repržsentanter for Unionen. De er aktive p det żkonomiske, handelspolitiske og kulturelle omrde og formidler information om Unionen og dens politikker og programmer. 
The role of the CommissionŐs Delegations has expanded considerably in recent years as Delegations now increasingly perform a political role representing the Union, are active in the economic, commercial, and cultural spheres, and provide information on the Union and its policies and programmes.
Delegationerne fr til gengžld mindre tid til forvaltning af udviklingsbistand og til projekttilsyn. 
This limits the time available for development aid and for project monitoring.
Kommissionen har nu erkendt, at den m lžgge flere befżjelser og stżrre ansvar ud til delegationerne (jf. punkt 48-53), og den har lanceret et program for forskellige forsżg med żget delegering af flere ansvarsomrder til delegationerne. 
The Commission has now accepted that it has to devolve more authority and responsibility to the Delegations (see paragraphs 48-53) and the Commission has introduced a programme of pilot exercises for increased decentralisation of responsibilities to the Delegations.
Kommissionen bżr derfor definere delegatio-nernesfunktionerogbefżjelserklart(jf.punkt50-52);detsamme gžlder personaleprofiler og -behov (jf. punkt 54-60). 
To that effect, the Commission should clearly define the role and responsibilities of the Delegations (see paragraphs 50-52) and the profile and number of staff (see paragraphs 54-60).
I denne sammenhžng er det nżdvendigt at opstille klare kvalitative og kvantitative indikatorer for de arbejdsopgaver, der skal udfżres af de enkelte delegationer, og Kommissionen bżr overveje, om der kan overflyttes ansatte i de centrale tjenestegrene til delegationerne. 
In this context it is necessary to establish clear qualitative and quantitative indicators for the workload to be performed for each of the Delegations and to what extent staff of the central services could be redeployed to the Delegations.
Der bżr lžgges stżrre vžgt p tilsynet med projekternes resultater og kvaliteten af rapporteringen. 
More attention should be paid to monitoring the results of projects and the quality of project reporting.
Der bżr gżres konsekvent brug af et begržnset antal standardiserede tilsynsvžrktżjer, s der kan sikres en streng kontrol (jf. punkt 61-65). 
A limited number of standardised monitoring tools should be used consistently to ensure rigorous follow-up (see paragraphs 61-65).