natgillin/translations-raw huggingface dataset:
Generelle konklusioner og henstillinger 79. 
Overall conclusion and recommendations 79.
Den europžiske udviklingsbistand til tredjelande reguleres af mange forskellige retsregler afhžngigt af, hvor midlerne kommer fra, hvilket geografisk omrde det drejer sig om, og hvilke instrumenter og kanaler bistanden formidles igennem. 
European external action is governed by a variety of legal frameworks depending on the source of funding, the geographical area and the instruments or the channels through which aid is provided.
Resultatet er, at procedurerne p alle stadier er forskellige Ń bde landeprogrammeringen og projektforberedelsen og -gennemfżrelsen. Og modtagerlandene og Kommissionens delegationer i de pgžldende lande inddrages heller ikke lige meget i arbejdet. 
This results in different procedures at all stages: country programming, project preparation and implementation and in the degree of involvement of beneficiary countries and the CommissionŐs Delegations in those countries, which complicate the efficient implementation of the different programmes.
(2) Det anbefales ogs i andre evalueringsrapporter, f.eks. evalueringen af Meda-forordningen: afsluttende rapport fra Euronet consulting, 3 12. februar 1999. () Meddelelse fra Kommissionen til Rdet og Europa-Parlamentet, Det Europžiske Fžllesskabs udviklingspolitik (KOM(2000) 212 endelig udg.). 
2 () Other evaluation reports have also recommended this; for example, Evaluation of the MEDA Regulation: Final report, Euronet Consult-3 ing, 12.2.1999. () Communication from the Commission to the Council and to the European Parliament, The European CommunityŐs Development Policy (COM(2000) 212 final).
22.2.2001 DA De Europžiske Fžllesskabers Tidende C 57/15 80. 
22.2.2001 EN Official Journal of the European Communities C 57/15 80.
De svagheder, Retten har konstateret ved forvaltningen af bistand til tredjelande, er blevet ppeget i tidligere beretninger, navnligirsberetningenfor1997(1),ograpporterneomdeeks-terne evalueringer, der er gennemfżrt p Rdets og Kommissionens foranledning (2), indeholdt lignende bemžrkninger. 
The weaknesses noted in the management of external aid have been pointed out in previous reports, notably the 1997 Annual Report (1), and similar observations have also been made in the reports of the external evaluations commissioned by the Council and the Commission (2).
De hidtidige forsżg p at forbedre Kommissionens organisatoriske struktur for implementeringen af bistanden, f.eks. med oprettelsen af SCR, er imidlertid kun delvist lykkedes. 
The attempts so far to improve the CommissionŐs organisational structure to implement aid, such as the establishment of the SCR, have, however, been only partial.
SCR er ansvarlig for gennemfżrelsen af projekterne, nr fżrst finansieringsaftalen3 er undertegnet. 
The SCR is responsible for the implementation of projects once the Financing Agreement has been signed.
De geografiske RELEX-generaldirektorater ( ) er ansvarlige for den overordnede programmering, landestrategierne og projektforberedelsen. 
The geographic RELEX DGs (3) are responsible for overall programming, country This report was adopted by the Court of Auditors in strategies and project preparation.
Det indebžrer i realiteten en opsplitning af projektcyklussen og gżr beslutnings-procedurerneogsamspilletmellemdelegationerneoghovedkvar- teret endnu mere komplekst. 
This effectively splits the project cycle, making decision-making procedures and the interface between the Delegations and headquarters even more complex.
Kommissionen har nu erkendt, at det ikke er hensigtsmžssigt at opsplitte projektcyklussen, og den er derfor get i gang med en yderligere reorganisering af de tjenestegrene, der er ansvarlige for de eksterne forbindelser. 
The Commission has now accepted that splitting the project cycle is not satisfactory.
Den har dermed taget fat p mange af de problemer, der er beskrevet i denne beretning. 
A further reorganisation of the External Relations services is, therefore, being undertaken which seems to address many of the problems presented in this report.
Kommissionens forslag skulle kunne effektivisere formidlingen af bistand, men kun hvis disse žndringer i strukturen og procedurerne ledsages af žndringer i Kommissionens forvaltningskultur i retning af stżrre fleksibilitet og en mere resultatorienteret strategi. 
The CommissionŐs proposal should help to improve its delivery of aid, but only if these changes of structure and procedures are accompanied by changes in the CommissionŐs management culture towards a greater flexibility and a results-oriented approach.
Vedtaget af Revisionsretten i Luxembourg p mżdet den 29. og 30. november 2000. 
Luxembourg at its meeting of 29 and 30 November 2000.
P Revisionsrettens vegne Jan O. KARLSSON Formand (1) 2 () 3 ( ) Revisionsrettens rsberetning for regnskabsret 1997, EFT C 349 af 17.11.1998, punkt 5.19-5.44. I 1995 anmodede Rdet om en komplet og detaljeret evaluering af Det Europžiske Fžllesskabs udviklingsinstrumenter og -programmer. 
For the Court of Auditors Jan O. KARLSSON President (1) Court of Auditors Ń Annual report concerning the financial year 2 1997, (OJ C 349, 17.11.1998, paragraphs 5.19-5.44). () In 1995 the Council requested a full and detailed evaluation of the European CommunityŐs development instruments and programmes.
Der blev foretaget uafhžngige evalueringer af Det Europžiske Fžllesskabs bistand til AVS-lande, Middelhavslande og lande i Asien og Latinamerika samt af EFŐs humanitžre bistand. 
Independent evaluations were carried out into European Community aid to ACP countries, Mediterranean countries, Asian and Latin American countries and the CommunityŐs humanitarian assistance.
Den endelige rapport forel i maj 1999. Generaldirektoratet for Udvikling, Generaldirektoratet for Udvidelse og Generaldirektoratet for Eksterne Forbindelser. 
The 3 final report was delivered in May 1999. () DG ÔDevelopmentŐ, DG ÔEnlargementŐ, DG ÔExternal RelationsŐ.
C 57/16 DA De Europžiske Fžllesskabers Tidende 22.2.2001 KOMMISSIONENS SVAR RESUM Kommissionen ser positivt p denne beretning, som indkredser en ržkke svagheder i Kommissionens forvaltning af programmer for bistand til tredjelande. 
C 57/16 EN Official Journal of the European Communities 22.2.2001 THE COMMISSIONŐS REPLIES EXECUTIVE SUMMARY The Commission welcomes this report, which identifies weaknesses in the CommissionŐs management of external aid programmes.
Kommissionen har selv erkendt disse svagheder, der Ń som Retten anfżrer det Ń opstr som fżlge af de forskellige omstžndigheder, de forskellige geografiske programmer har udviklet sig i; dette forvžrres yderligere af disse programmers hurtige vžkst, som fżrer til komplekse procedurer og uklar ansvarsfordeling. 
The Commission has itself recognised these weaknesses, which arise, as indicated by the Court, from the different circumstances in which the various geographical programmes have arisen, and have been exacerbated by the rapid growth in most of these programmes leading to complex procedures and unclear responsibilities.
Antallet af medarbejdere er ikke blevet forżget i forhold hertil. 
There has not been a corresponding increase in staff.
Kommissionen har for nylig taget initiativ til at harmonisere og forenkle procedurer og strukturer og vil, nr den forelžgger forslagene til nye forordninger, tage hensyn til disse betragtninger. 
The Commission has recently taken steps to harmonise and simplify procedures and structures and these considerations are being taken into account in the proposals for new regulations, as they are presented.
Der er ogs gjort rede for yderligere reformforanstaltninger i meddelelsen om reformen af forvaltningen af den eksterne bistand, SEK(2000) 814. 
Additional reform measures are also set out in the communication on Ôthe reform of the management of external assistanceŐ, SEC(2000) 814.
Kommissionen har erkendt, at der er behov for en bedre programmering. 
The Commission has acknowledged the need for improved programming.
Navnlig er fżlgende foranstaltninger blevet indfżrt: i) stżrre medinddragelse af partnerlande, medlemsstater og andre donorer i konsultationer vedrżrende landestrategier ii) stżrst mulig harmonisering af format og indhold i strategidokumenterne i de forskellige regioner iii) oprettelse af en tvžrtjenstlig kvalitetsstżttegruppe, der skal bidrage til at forbedre landestrategiernes kvalitet. 
In particular, the following measures have been introduced: i) greater involvement of partner countries, Member States and other donors in the process of consultation on country strategies; ii) harmonisation, to the extent possible, of the format and content of strategy documents in the different regions; iii) setting up an interservice quality support group to help improve the quality of country strategies.
Den almindelige udbredelse af anvendelsen af PCM-teknikker (Project Cycle Management Ń projektcyklusforvaltning) har utvivlsomt forbedret projektforberedelsesstandarden. 
The generalisation of the application of PCM (project cycle management) techniques has undoubtedly improved the standard of project preparation.
De lange forsinkelser forud for projekterne skyldes til dels, at det er nżdvendigt at sikre en korrekt anvendelse af de forskellige komplekse og centraliserede procedurer, som man siden 1999 har sżgt at forenkle og harmonisere. 
The long delays before projects are due in part to the need to ensure correct application of the complex, centralised and diverse procedures, which have been the subject of simplification and harmonisation since 1999.
Kommissionen erkender, at beslutningstagningen har vžret for centraliseret, og har foreslet foranstaltninger til en omfattende dekoncentration af ansvarsomrder og ressourcer ud til delegationerne. 
The Commission accepts that decision-making has been over-centralised, and has proposed measures for a major deconcentration of responsibilities and resources to the Delegations.
Efter at peergruppe-evalueringen imidlertid har udtżmt mulighederne for en reallokering af personale i Kommissionen, er tilrdighedsstillelsen af adžkvate yderligere ressourcer, som der blev anmodet om i žndringsskrivelse 1/2001, en absolut forudsžtning for, at dette kan lykkes, og beslutningen herom skal tržffes af budgetmyndigheden. 
However, after the peer group process has exhausted the possibilities of reallocation of personnel within the Commission, the provision of adequate additional resources as requested in letter of amendment 1/2001 is an absolute precondition for it to succeed, and this lies in the hands of the Budgetary Authority.
Kommissionen er i fžrd med at udvikle et enkelt, ment effektivt tilsynssystem, som er baseret p PCM-metoden. 
The Commission is developing a simple but effective monitoring system which is rooted in the PCM approach.
Systemet er hidtil testet p ca. 70 projekter i 13 udvalgte lande. 
So far the system has been tested on some 70 projects in 13 sample countries.
7-8. 
7 and 8.
Fra begyndelsen af 2001 vil et nyt kontor, EuropeAid, f ansvaret for projektcyklussen, fra projektidentifikation og til gennemfżrelse. 
From the start of 2001, a new office, EuropeAid, will take responsibility for the project cycle from project identification right through implementation.
Kommissionen er ved at indfżre flere forskellige foranstaltninger for at żge fleksibiliteten og udvikle en mere resultatorienteret indfaldsvinkel. 
The Commission is introducing various measures to increase flexibility and develop a more results-oriented approach.
Den ser frem til at samarbejde med Retten om at vurdere og videreudvikle sdanne foranstaltninger. 
It looks forward to cooperating with the Court in assessing and further developing such measures.
INDLEDNING 12-14. 
INTRODUCTION 12 to 14.
I overensstemmelse med strukturen i Rettens beretning omfatter de generelle bemžrkninger i Kommissionens svar de fire geografiske omrder, der er opfżrt under punkt 12. 
In accordance with the structure of the CourtŐs report, the general comments made in the CommissionŐs replies cover the four geographical areas listed in paragraph 12.
LANDEPROGRAMMERING Retlige rammer 16-18. 
COUNTRY PROGRAMMING Legal framework 16 to 18.
Et af de prioriterede indsatsomrder, der blev identificeret i meddelelsen af 16. maj om reformen af forvaltningen af den eksterne bistand, er at sikre en bedre programmering af Kommissionens bistandsprogrammer. 
One of the priorities identified by the communication of 16 May 2000 on the reform of the management of external assistance is to ensure that there is improved programming of the CommissionŐs aid programmes.
Kommissionen har oprettet den tvžrtjenstlige kvalitetsstżttegruppe (Interservice Quality Support Group Ń QSGI), som har sekretariat i Generaldirektoratet for Udvikling. 
The Commission has established the interservice quality support group (QSGI) with a secretariat in the Directorate-General for Development.
QSGI skal forbedre og harmonisere retningslinjerne for programmering og sikre, at landestrategidokumenterne og de nationale vejledende programmer alle er af hżj kvalitet. 
The QSGI will improve and harmonise programming guidelines and ensure that country strategy papers and national indicative programmes are of consistently high quality.
Kommissionen har ogs for nylig vedtaget standardrammerne for landestrategidokumenter, der finder anvendelse p programmeringsdokumenter for AVS-, ALA-og Med-landene og gradvis skal anvendes p andre regioner. 
The Commission has also recently adopted the standard framework for country strategy papers which applies to ACP, ALA and MED programming documents and which should be applied progressively to other regions.
Disse standardrammer fremmer en kohžrent programmeringsapproach, som styrker koordinationen og komplementariteten med medlemsstaterne. 
This standard framework promotes a coherent approach to programming which enhances coordination and complementarity with the Member States.
Endelig agter Kommissionen at lžgge stżrre vžgt p evalueringerne og sikre, at der herfra gives tilbagemeldinger til programmeringsfasen. 
Finally, the Commission intends to give a higher profile to evaluation and ensure that it feeds back into the programming phase.
22.2.2001 DA De Europžiske Fžllesskabers Tidende C 57/17 I AVS-staternes tilfžlde har landeprogrammeringen tidligere fundet sted i to faser, hvor der bde er blevet udarbejdet et landestrategidokument og et efterfżlgende nationalt vejledende program. 
22.2.2001 EN Official Journal of the European Communities C 57/17 In the case of ACP countries the country programming process has in the past been in two stages, with both a country strategy paper and an ensuing national indicative programme being produced.
Med programmeringen af 9. EUF vil denne dobbelte metode blive erstattet af et enkelt programmeringsdokument, som indeholder bde den strategiske analyse og det vejledende arbejdsprogram. 
Starting with the programming of the ninth EDF this dual process will be replaced by a single programming document containing both the strategic analysis and the indicative work plan.
Dette samlede dokument vil blive kendt som en landestżttestra-tegi og skal baseres p analytiske standardrammer, som ogs gžlder for ALA-og MED-landeprogrammer. 
This unified document will be known as the country support strategy, and will be based on a standard analytical framework shared also with the ALA and MED country programmes.
Som en del af reformen vil Kommissionen forbedre programmeringen for at sikre, at den bliver virkelig operationel og danner et nyttigt grundlag for drżftelser om ml og prioriteter med medlemsstater og partnerlande. 
As part of the reform the Commission intends to improve programming to ensure that it becomes genuinely operational and a useful basis for discussion of objectives and priorities with Member States and partner countries.
Som led i denne proces vil Kommissionen uundgeligt skulle fremlžgge mere udtrykkeligt kvantificerede ml og resultatindikatorer end hidtil. 
As part of this process, the Commission will inevitably be required to provide more explicit quantified targets and performance indicators than in the past.
Retningslinjerne for de nationale vejledende programmer under Meda er en retsakt og politisk tekst, som der i henhold til artikel 9, stk. 1, i Meda-forordningen er fżrt forhandlinger om med medlemsstaterne, og som juridisk har form af en rdsafgż-relse. 
The guidelines for MEDA national indicative programmes constitute a legal and political text negotiated with Member States, according to Article 9(1) of the MEDA Regulation, which takes the legal form of a Council decision.
Den udgżr et kompendium af forskellige interesse-og ana-lysestrżmninger. 
It represents a compendium of various currents of interest and analysis.
Det fżrste sžt nationale vejledende Meda-programmer og de forudgende landestrategidokumenter afspejlede noget af den gentagelse og mangel p sammenhžng, som Retten henviser til. 
The first set of MEDA national indicative programmes, and the country strategy papers which preceded them, did reflect some of the repetition and inconsistency referred to by the Court.
Under det seneste arbejde (2000-2006) er der imidlertid taget hensyn til de indhżstede erfaringer og opnet langt stżrre sammenhžng. 
However the latest (2000 to 2006) financial period draws on the lessons of the past and is considerably more coherent.
Disse forbedringer er indarbejdet i den nye Meda II-forordning, som Rdet vedtog den 9. oktober 2000. 
These improvements have been incorporated into the new MEDA II Regulation, adoptedbytheCouncilon9October2000.
Standardrammerne for landestrategidokumenter, som for nylig blev vedtaget for AVS-, ALA-og Med-programmeringsdokumenter, bidrager til at opn stżrre inddragelse af medlemsstaterne i landeprogrammeringen og tilsvarende mindre mikroforvaltning af de enkelte projekter. 
The standard framework for country strategy papers which has recently been adopted for ACP, ALA and MED programming documents promotes greater involvement by Member States in country programming, but correspondingly less micromanagement of individual projects.
Hensigten er ikke at indfżre yderligere systematisk konsultation, men at forenkle procedurerne i almindelighed. 
The intention is not to introduce a further layer of systematic consultation, but to simplify procedures in general.
Metoden med konsultation med modtagerlandene og EF-delegationerne om programmeringsprioriteter er allerede veletableret, ligesom tilfžldet er med medlemsstaternes og Kommissionens udveksling af information og koordination af multilaterale og bilaterale samarbejdsaktiviteter. 
The practice of consultation with beneficiary countries and with European Community (EC) Delegations on programming priorities is well established, as is the need for Member States and the Commission to exchange information and coordinate their multilateral and bilateral cooperation activities.
Der gżres mest muligt for at sikre, at dette afspejles i programmeringsdokumenterne. 
Every effort is made to ensure that this is reflected in programming documents.
Konsultationerne forpligter ikke Kommissionen til at tage hensyn til alle bemžrkninger og standpunkter, idet disse er udtryk for en ržkke undertiden modstridende interesser. 
Consultation does not oblige the Commission to incorporate all the comments and views expressed: these represent a range of sometimes conflicting interests.
EUF er ikke alene de mest omfattende, der hidtil er udarbejdet, de er ogs lige fra begyndelsen blevet drżftet med AVS-partnerne, ikke kun skriftligt, men ogs via en ržkke regionale drżftelser og uddannelses-seminarer, som ved udgangen af 2000 vil omfatte samtlige AVS-stater og EF-delegationer. 
The guidelines for programming the ninth EDF are not only the most comprehensive ever produced, but are also being shared and discussed from the outset with the ACP partners, not only in written form but also via a series of regional discussion and training seminars which will cover all ACP states and EC Delegations by the end of 2000.
Se desuden svaret til punkt 16-18. 
See also response to paragraphs 16 to 18.
Det sammenhžngende sžt žndringer, der blev indfżrt i 1998, tog sigte p at omfokusere Phare-programmet til at hjžlpe kandidatlandene med at forberede sig p tiltrždelse, forbedre forvaltningen af programmet og rette op p en ržkke mangler, som var identificeret gennem Kommissionens tilsyn og evaluering, Revisionsrettens successive beretninger og bemžrkninger fra Europa-Parlamentet. 
The coherent set of changes introduced during 1998 was aimed at refocusing the Phare programme on helping the candidate countries prepare for accession, as well as at improving the management of the programme and at remedying a number of deficiencies which had been identified during Commission monitoring and evaluation, successive reports by the Court of Auditors and observations by the European Parliament.
De formelle programmeringsdokumenter blev fżrst godkendt medio 1998, men de udgjorde kun et enkelt skridt i en nyorienteringsproces, som startede i 1997. 
Although the formal programming documents were not approved until mid-1998, they represented only one step in a process of reorientation that began in 1997.
Kommissionen erkender, at der i overgangsret 1998 blev lagt stort pres p partnerlandene og Kommissionens personale. 
The Commission accepts that the demands on partner countries and Commission staff in the transition year of 1998 were heavy.
I Phare 2000-revisionen konkluderes det, at udbyttet af reformerne nu er begyndt at vise sig. 
The Phare 2000 review concludes that the benefits of the reforms are now being realised.
Det konkluderes imidlertid ogs, at det i nžrmeste fremtid vil vžre nżdvendigt med en grundlžggende stabilitet i procedurerne, at de žndringer, der er nżdvendige for at sl bro til strukturfondene, bżr planlžgges over en lžngere periode, end hvad der blev forsżgt i 1998, og at der til nye opgaver bżr afsžttes passende ressourcer i Kommissionen og kandidatlandene. 
However, it also concludes that a basic stability in procedures will be necessary for the foreseeable future, that changes necessary to bridge to the Structural Funds should be planned for over a longer period than was attempted in 1998, and that new tasks should be adequately resourced in the Commission and candidate countries.
Kommissionens tjenestegrene tilslutter sig i vid udstržkning den liste med svagheder, der er identificeret for tidligere nationale vejledende programmer for AVS-landene. 
The Commission services largely concur with the list of weaknesses identified in respect of past ACP national indicative programmes.
Afhjžlpningen af disse svagheder har vžret et af de vigtigste ml for programmerings-bestemmelserne i den nyligt undertegnede Cotonou-aftale, som skal gžlde for gennemfżrelsen af 9. 
Correcting these weaknesses has been one of the principal goals of the programming provisions of the recently signed Cotonou Agreement, which will govern the implementation of the ninth EDF.
Ifżlge de nye bestemmelser, som herefter finder anvendelse p al programmering for AVS-landene, skal landestrategierne danne udgangspunkt for dette arbejde. 
Under the new provisions, which will apply henceforth to all ACP country programming exercises, country strategies will provide the starting point of the exercise.
Der skal gennemfżres en omfattende analyse af situationen i hvert land, hvorunder der skal udvises sžrlig opmžrksomhed om muligheder for komplementaritet med andre donorer, herunder EF-medlemsstaterne. 
There will be a wide-ranging analysis of the situation in each country, which will include paying special attention to the opportunities for complementary action with other donors, including EC Member States.
Endvidere vil en omfattende revision af alle disponible EF-instrumenter, herunder budgetmidler, indg som en integreret del af den foreslede EF-strategi, som udtrykkeligt vil fremg af teksten, sžrlig i de vejledende arbejdsprogrammer, der vedlžgges hovedteksten. 
Furthermore a comprehensive review of all available Community instruments, including budget resources, will form an integral part of the proposed Community response strategy, which will be transparently outlined in the text, particularly in the indicative work plan which will be annexed to the main text.