natgillin/translations-raw huggingface dataset:
De nationale vejledende programmer for Middelhavspartnerlandene skal ifżlge de gžldende retningslinjer džkke en lang liste af emner (7), men i de nationale vejledende programmer for Egypten og Marokko var mange af dem kun džkket delvis. 
The Mediterranean NIPs, according to their guidelines are supposed to deal with a long list of issues (7), many of which were inadequately dealt with in the Egyptian or Moroccan NIPs.
I slutningen af 1998 gav de nationale programmer for de central-og żsteuropžiske ansżgerlandes overtagelse af gžldende fžllesskabsret ikke et klart overblik over situationen, s man kunne sikre sig, at alle de fastsatte ml var džkket af nationale budgetter, Phare-programmer eller andre former for bistandsin-strumenter. 
At the end of 1998 the National Programmes for the Adoption of the Acquis (NPAA) for candidate countries of central and eastern Europe, did not provide a sufficiently reliable overview to ensure that all objectives were covered by national budgets, Phare programmes or other forms of assistance.
(6) Artikel 329 i Lom IV-konventionen. () CSP og NIP for en ržkke lande, heriblandt de lande, der blev besżgt, 7 indgik i undersżgelsen. () Bl.a. miljżspżrgsml, finansiel og żkonomisk bžredygtighed, kvin-dernes deltagelse i udviklingsprocessen, lokal institutionel kapacitet og en vurdering af problemerne i forbindelse med indfżrelse af fri-handel med EU. 
(6) Article329oftheLomIVConvention. () The CSPs/NIPs for a number of countries, including those visited, 7 were examined. () These include, inter alia, environmental issues, financial and economic sustainability, women in development, local institutional capacity, and an assessment of the problems relating to the introduction of free trade with the European Community.
C 57/8 DA De Europžiske Fžllesskabers Tidende 22.2.2001 at de fungerer som et praktisk programmerings-og tilsynsvžrk-tżj. Desuden havde hvert enkelt ansżgerland sin egen program-struktur og -klassificering, hvilket gżr det vanskeligt at sammen-lignedem. 
C 57/8 EN Official Journal of the European Communities 22.2.2001 programmes was specific to each candidate country, which makes it hard to compare them.
PROJEKTFORBEREDELSE OG -VURDERING 28. 
PROJECT PREPARATION AND APPRAISAL 28.
For at forbedre projektforvaltningen, herunder ogs projektforberedelsen, vedtog Kommissionen i 1992 den skaldte projektcyklusforvaltningsmetode (2) og retningslinjer for finansieringsforslagenes udformning og indhold samt for udarbejdelsen af en logiskramme(3).Deprojekter,derindgikiRettensundersżgelse, var for stżrstepartens vedkommende forberedt ved hjžlp af denne metode. 
In order to improve its project management, including preparation, in 1992 the Commission adopted the Project Cycle Management (PCM) methodology (2) and guidelines on the format and contents of Financing Proposals and on the requirements to draw up a logical framework (3). The projects examined during the audit were mostly prepared using this methodology.
Selv om der generelt er sket visse forbedringer i kvaliteten af projektforberedelsen og -dokumentationen, er de stadig behžftet med svagheder, som er nžrmere beskrevet i det fżlgende. 
Although there has generally been some improvement in the quality of project preparation and documentation, various weaknesses remain which are considered below.
Den sždvanlige procedure, nr fżrst et projekt er udvalgt, gr ud p, at en gruppe konsulenter tilbringer to til tre uger p stedet med at gennemg projektet og udarbejde en mere detaljeret projektplan. 
The usual procedure after a project has been initially identified is for a team of consultants to spend two or three weeks on the spot examining the project and preparing a project design.
Finansieringsforslaget (jf. punkt 35) udarbejdes direkte af den geografisk ansvarlige medarbejder i Kommissionen p grundlag af disse konsulenters rapporter (4) og i samarbejde med de tekniske enheder. 
The Financing Proposal (see paragraph 35) is drafted directly by the desk officer on the basis of these consultantsŐ reports (4) and in consultation with the technical units.
Det gžlder i praksis for samtlige regioner, at udvžlgelse og vurdering af projekterne ikke er to sžrskilte stadier i projektcyklussen. 
In practice, in all regions, identification and appraisal are not dealt with as distinct stages of the project cycle.
For EUFŐs vedkommende er det den pgžldende AVS-stat, der er ansvarlig for udvžlgelsen og forberedelsen af projekter. Den kan anmode om assistance fra delegationen p stedet. Vurderin-genskalderimodforetagesafAVS-statenogEFifžllesskab(5).I praksis forberedes projekterne dog normalt af delegationerne i samarbejde med og med assistance fra europžiske konsulenter, der er stillet til rdighed for AVS-staternes egne institutioner. 
In the case of the EDF, the identification and preparation of projects are the responsibility of the ACP State with the assistance of the Delegate if requested, while the appraisal is to be done jointly by the ACP State and the Community (5). In practice, projects are usually prepared by Delegations with the cooperation and support of European individual experts made available to the ACP StatesŐ own institutions.
Disse konsulenter bliver i stigende grad involveret i processen p grund af delegationernes store arbejdspres. 
These experts become increasingly involved in the process because of the workload of Delegations.
Deres funktion bżr defineres klart, s der sikres transparens, bde nr de arbejder for AVS-myndighederne og for delegationerne, som ikke altid har samme prioriterede ml. 
Their roles should be clearly defined to ensure transparency in respect of the execution of the tasks of the ACP StatesŐ authorities and the Delegations (which do not always have the same priorities).
I forbindelse med EUF-bistanden blev der i 1997 taget et nyttigt initiativ (6) i form af en ČkvalitetsstżttegruppeÇ (7), som har til forml at forbedre kvaliteten af projekt-/programforberedelsen og -vurderingen. 
For EDF expenditure a useful initiative was introduced in 1997 (6) in the form of a ÔQuality Support GroupŐ (7), which aims to improve the quality of the project/programme preparation and appraisal.
Gruppen gennemgr projektmaterialet (8) om samtlige projekter/programmer, og det er til en vis grad lykkedes at forbedre kvaliteten af disse dokumenter, selv om der er svagheder ved procedurerne for opfżlgning af gruppens anbefalinger. 
This group examines project preparation documents (8) for all projects/programmes and has had some success in improving their quality, although procedures for the following-up of the GroupŐs recommendations are weak.
I mange tilfžlde gennemfżres projektforberedelsesprocessen under tidspres. 
In many cases, the project preparation process is carried out under time pressure.
Hvad angr den bistand, der ikke formidles gennem EUF, indvirker den rlige budgetcyklus fortsat i alt for hżj grad p rytmen i projektforberedelsen og -godkendelsen (9). 
For non-EDF expenditure the annual cycle of the budget still influences to an excessive extent the rhythm of project preparation and approval (9).
Det voldsomme hastvžrk med at indg forpligtelser inden rets udgang er ensbetydende med, at der i december forelžgges et meget stort antal projekter for medlemsstaternes rdgivende udvalg. 
The rush to commit funds before the year-end means that a large number of projects are presented to the Member StatesŐ advisory committees in December.
Det giver mindre tid til at vurdere de enkelte projekter og er ikke befordrende for kvaliteten af arbejdet med at forberede projekterne. 
This reduces the time available for their appraisal and is not conducive to improving the quality of the project preparation.
For Phares vedkommende varer den rlige programmeringsproces over et r. 
For Phare the annual programming process takes over a year.
Det er meget uhensigtsmžssigt, navnlig for projekter, der er en viderefżrelse af tidligere aktiviteter. 
This duration is unsuitable, particularly for projects following on from previous activities.
Det forhold, at hele programmeringscyklussen skal gentages hvert r og afstemmes efter tidsplanen for budgetproceduren, er ikke foreneligt med Phare-programmets meget komplekse karakter. 
The repetition each year of the complete programming cycle, based on the timing of the budgetary procedure, is not compatible with the complexity of Phare.
En programme-ringscyklus, som i hżjere grad er afstemt efter projekternes varighed, dvs. tre til fire r, ville hżjne kvaliteten af programmeringen og projektforberedelsen i de enkelte lande. 
A programming cycle more closely related to the duration of projects, i.e. three to four years, would improve the quality of programming and project preparation at country level.
5 (6) (7) () 8 () 9 () Artikel 285, 287 og 317, litra a), i Lom IV-konventionen. 
5 (6) Articles 285, 287 and 317(a) of the Lome IV Convention.
Vedtaget af GD VIII den 25. november 1996. Gruppen bestr af ledende medarbejdere, der repržsenterer samtlige direktorater i Generaldirektoratet for Udvikling og tre direktorater i SCR. Det omfatter for hvert projekt et projektidentificeringsdokument, et finansieringsforslag og en afsluttende vurderingsrapport. 
(7) Decision of DG VIII of 25 November 1996. () The group is composed of senior officials representing all Director-8 ates of DG ÔDevelopmentŐ and three Directorates of the SCR. () For each project this consists of a project identification sheet, a 9 Financing Proposal and an end-of-appraisal report. () See Annual Report 1998, paragraphs 5.3-5.6 (OJ C 349, 3.12.1999). (1) 2 ( ) 3 () 4 () Court of Auditors Annual Report concerning the financial year 1991 (OJ C 330, 15.12.1992). PCM methodology provides a framework for the management of projects over their whole lifecycle, from project identification and preparation to ex post evaluation.
22.2.2001 DA De Europžiske Fžllesskabers Tidende C 57/9 Finansieringsforslag og finansieringsaftaler 35. 
22.2.2001 EN Official Journal of the European Communities C 57/9 Financing Proposals and Financing Agreements 35.
Finansieringsforslaget er det interne kommissionsdokument, som forelžgges for det rdgivende udvalg, hvori medlemsstaternes repržsentanter sidder; dette dokument danner grundlag for Kommissionens finansieringsafgżrelse. 
The Financing Proposal is the internal Commission document which is presented to the Advisory Committee of Member State representatives, and on which the financing decision of the Commission is based.
Finansieringsaftalen (1) er den kontrakt, der undertegnes af Kommissionen og myndighederne i modtagerlandet. 
The Financing Agreement (1) is the contract signed between the Commission and the authorities of the recipient country.
Finansieringsforslag 36. 
Financing Proposals 36.
Med indfżrelsen af projektcyklusforvaltningsmetoden (jf. punkt29) er kvaliteten af disse dokumenter blevet noget bedre. 
The introduction of PCM methodology (see paragraph 29) has resulted in some improvement in these documents.
Den deskriptive del af finansieringsforslagene, hvori der gżres rede for baggrunden for projektet og de enkelte projektelementer eller aktiviteter, er som hovedregel fyldestgżrende. 
The descriptive part of the Financing Proposals, giving the background to the project, and the project components or activities are generally adequate.
Delogiskerammer(2),derervedfżjetsombilagtilfinansie-ringsforslagene, er ofte drligt forberedt. 
The logical frameworks (2) annexed to the Financing Proposals are often not well prepared.
I mange tilfžlde sondres der ikke klart mellem det overordnede ml og projektets specifikke forml, resultater og aktiviteter, og hyppigt mangler der objektivt verificerbare indikatorer. 
The distinctions between the overall objective, project purpose, results and activities are often not clear and objectively verifiable indicators are frequently missing.
Analysen af risici og hindringer for gennemfżrelsen er ofte overfladisk. 
The analysis of risks and constraints is often superficial.
Myndighederne i modtagerlandet har ikke altid kendskab til de logiske rammer. 
Logical frameworks are not always known to the recipient authorities.
I Asien konstaterede Retten eksempler p, at projektledelsen ikke havde fetenkopiafdenoriginalelogiskerammeifinansieringsforsla-gene. Da de skulle udarbejde en logisk ramme for den samlede arbejdsplan, mtte de derfor begynde helt fra bunden (3). 
In some cases in Asia, project management was not given a copy of the original logical framework in the Financing Proposals, so that when they prepared a logical framework for the global work plan, they had to start from scratch (3).
Ogs andre elementer i finansieringsforslagene bżr forbedres. I mange tilfžlde er det begržnset, hvad de indeholder af oplysningeromorganisatoriskespżrgsml,andredonorersakti-viteter eller resultaterne af relevante evalueringer. 
Other elements in the Financing Proposals need improvement; organisational matters, information on other donorsŐ activities, or on the results of relevant evaluations are often limited.
I samtlige regioner er tidsplanerne urealistiske. 
Timetables in all the regions are unrealistic.
Hvad angr landene i Asien, Latinamerika og Middelhavsomrdet, gennemfżres der som et led i forberedelsen ofte ikke analyser af forskellige aspekter, navnlig żkonomiske, miljżmžssige og institutionelle aspekter, eller analyser af ligestillingsspżrgsml og chancerne for et projekts levedygtighed p lang sigt, eller sdanne aspekter behandles kun overfladisk. 
For Asia, Latin America and the Mediterranean countries, the more analytical aspects of the preparation, notably the economic, environmental, and institutional justification, gender assessments and the chances for sustainability are often neglected, or treated only superficially.
I ansżgerlandene i Central-og Żsteuropa indeholdt finansieringsforslagene til projekter, der var en viderefżrelse af tidligere projekter, ikke altid tilstržkkelige oplysninger om tidligere projekter (4). 
In the candidate countries of central and eastern Europe, when a proposed project was a continuation of an earlier project, the Financing Proposal did not always provide sufficient information regarding the previous project (4).
(1) I visse tilfžlde er den endelige modtager ikke en statslig myndighed, men f.eks. en ngo. 
(1) Sometimes the final beneficiary is not a government authority but an NGO, for example.
I s fald kan dokumentet have en anden betegnelse, men det grundlžggende princip, nemlig at der findes et enkelt kon-traktdokument med samme indhold som finansieringsforslaget, er det samme. 
In this case the document may have a different name, but the basic principle, that there is one contractual document with similar contents to those of the Financing Proposal remains the same.
I Phare-landene betegnes disse finansieringsaftaler ČFinancing 2 MemorandaÇ. () Den logiske ramme er et vžrktżj, som anvendes til beskrivelse af de principper, der ligger til grund for et projektdesign, dvs. hvordan bestemte input skal resultere i bestemte output, som bidrager til at opfylde nogle delml, som igen bidrager til opfyldelsen af overordnede ml. 
In Phare countries these Financing Agreements are known as 2 Financing Memoranda. () The logical framework is a tool which makes explicit the underlying logic of project design, i.e. how particular inputs should produce certain outputs which will help meet objectives which will contribute to wider goals.
Ved den logiske ramme forsts ogs oplysninger om resultatindikatorer, datakilder og hypoteser og risici i relation til projektet. 
It also includes information on indicators of achievement, on sources of data and on assumptions and risks, related to the project.
Resultaterne vises normalt i form af en matrix med fire vandrette ržk-3 ker og fire sżjler. () I nogle tilfžlde havde projektforvaltningsenhederne ikke kopier af 4 konsulenternes rapporter om projektforberedelsen. () F.eks. blev det i forbindelse med et foreslet projekt p toldomrdet i Bulgarien ikke nžvnt, at to tidligere projekter havde vžret en fiasko. 
The results are usually expressed in the form of a matrix with 3 four rows and four columns. () It was also found that, in some cases, Project Management Units did 4 not have copies of the consultantsŐ project preparation reports. () For example, a proposed project in the area of customs in Bulgaria did not mention the failure of two previous projects.
Finansieringsaftaler 39. 
Financing Agreements 39.
Finansieringsaftalen er et helt centralt dokument for projektforvaltningen. 
The Financing Agreement is a key document for project management.
Som en retskraftig aftale mellem Kommissionen og modtagerlandenes myndigheder er den et bindende grundlag for projektledelsens indsats. 
As the legal contract between the Commission and the recipient countriesŐ authorities, it provides a binding framework for project managementŐs actions.
Desuden var der i flere tilfžlde ikke fastsat bestemmelser om regelmžssige uafhžngige regnskabsrevisioner. 
In addition, regular, independent financial audits were not always provided for.
Et generelt kritikpunkt fra de projektledere, som skulle arbejde med finansieringsaftalerne, var, at aftalerne ikke gav dem et tilstržkkeligt klart billede af Kommissionens og modtagerlandenes regeringers intentioner. 
General project managers who had to work with the Financing Agreements were critical of them for failing to give them a sufficiently clear idea of the intentions of the Commission and of the recipient governmentŐs authorities.
Svaghederne ved finansieringsaftalerne tyder p, at dokumentets funktion i den nuvžrende form bżr tages op til fornyet vurdering. 
The weaknesses of the Financing Agreement indicate that the function of the document in its current form should be reviewed.
Finansieringsaftalerne bżr fokusere p ml og ressourcer og p donorens og modtagerens gensidige forpligtelser. 
The Financing Agreement should focus on the objectives, resources and the mutual obligations of the donor and the beneficiary.
Den mere detaljerede planlžgning, der er en forudsžtning for, at et projekt kan gennemfżres effektivt og med godt resultat, kunne beskrives i et andet, mindre formelt dokument. 
The detailed planning required for successful project implementation could be included in another, more flexible, document.
De rdgivende udvalgs rolle i beslutningsprocessen 41. 
Role of the Advisory Committees in the decision-making process 41.
De forskellige rdsforordninger om udviklingsbistanden til tredjelande indeholder bestemmelser om, at medlemsstaterne gennem rdgivende udvalg skal afgive udtalelse om finansieringsforslag over en bestemt stżrrelse (5), fżr Kommissionen vedtager en finansieringsafgżrelse. 
The various Council regulations governing external actions require the Member States, through Advisory Committees, to give opinions on Financing Proposals over a certain size (5) before the Commission takes a financing decision.
Medlemmerne af det relevante rdgivende udvalg modtager en kopi af udkastet til finansieringsforslag, fżr forslaget skal drżftes. 
The members of the relevant Advisory Committee receive a copy of the draft Financing Proposals before the proposal is to be discussed.
De sender det normalt videre til deres lokale repržsentation i det pgžldende land med en anmodning om bemžrkninger. 
They usually pass it on to their local representation in the country in question for comments.
Denne hżring Či markenÇ foregr imidlertid for sent i projektforberedelsesprocessen til, at der i forslaget kan tages hensyn til vžsentlige bemžrkninger. 
However, this consultation at field level comes too late in the project preparation process for any substantive comments to be incorporated.
Medlemsstaternes repržsentanter fremsžtter skriftlige spżrgsml til finansieringsforslagene fżr mżderne, men selv om Kommissionens ansatte bruger megen tid p at udforme svar, forsżger de tilsyneladende i hżjere grad at forsvare forslagene end at afhjžlpe eventuelle ppegede svagheder ved projektets udformning. 
Member StatesŐ representatives submit written questions on the Financing Proposals before the meetings, but although Commission officials spend a lot of time preparing replies, they tend to concentrate on trying to reassure the representatives rather than resolve any weaknesses in project design.
Projekternes start 42. 
Project start-up 42.
I AVS-landene gr der gennemsnitligt 14 mneder med at forberede et projekt (defineret som tidsrummet fra udarbejdelsen af projektidentificeringsdokumentet til undertegnelsen af finan-sieringsaftalen). 
In the ACP countries the average time scale to prepare a project (defined as the period between elaborating the Project Identification Sheet and signing the Financing Agreement) is 14 months. In some cases the preparation took two years or more.
I visse tilfžlde varede forberedelsen to r eller 5 ( ) Over 2 millioner euro, for s vidt angr AVS-og Middelhavslandene, og over 1 million euro for ALA-landenes vedkommende. 
5 ( ) Over 2 million euro for ACP and the Mediterranean countries and over 1 million euro for ALA.
Alle rlige finansieringsaftaler med Phare-landene indgs med det enkelte land efter hżring af Phare-udvalget. 
For Phare all annual Financing Agreements are adopted with each country after consultation with the Phare committee.
C 57/10 DA De Europžiske Fžllesskabers Tidende 22.2.2001 mere. I landene i Asien, Latinamerika og Middelhavsomrdet gr der gennemsnitligt 21 mneder fra det fżrste besżg i landet i forbindelse med projektudvžlgelsen til undertegnelsen af finansieringsaftalen (1). 
C 57/10 EN Official Journal of the European Communities 22.2.2001 In the Asian, Latin American and Mediterranean countries the average delay between the initial project identification mission and the signing of the Financing Agreement was 21 months (1).
I to tilfžlde i Asien gik der over tre r. 
In two cases in Asia it took over three years.
Selv efter at finansieringsaftalen er undertegnet, starter projekterne ikke altid med det samme. 
Even after the signature of the Financing Agreement, projects do not always start promptly.
Der opstr hyppigt forsinkelser i forbindelse med ansžttelsen af eksperter til at lede projektet (2). 
Delays are frequently experienced in the recruitment of technical assistance to manage the project (2).
I AVS-landene var nogle af de undersżgte projekter fżrst kommet i gang flere r efter, at finansieringsaftalen var undertegnet. 
In ACP countries, a number of projects reviewed started activities several years after the Financing Agreement was signed.
Der er forskellige rsager til forsinkelserne. 
Reasons for delays vary.
Nogle skyldes drlig projektforberedelse, som gżr det mere besvžrligt at gennemfżre projekterne. 
Some are due to poor project preparation, which makes projects hard to implement.
Kommissionen har arbejdet langsomt, selv nr den er get sammen med andre donorer om stżtte til igangvžrende projekter. 
Others relate to the slowness of the Commission procedures; the Commission has been slow even when it has joined other donors in supporting ongoing projects.
I nogle tilfžlde ligger rsagerne til forsinkelsen uden for Kommissionens kontrol, f.eks. nr de relevante myndigheder i modtagerlandet lżber fra tidligere tilsagn og forsżger at f gennemfżrt žndringer. 
In some cases the reason for the delay is outside the control of the Commission, e.g. when the counterpart authority in the recipient country goes back on previously agreed positions and seeks modifications.
Hvor det drejer sig om EUF-projekter, skyldes forsinkelserne tilsyneladende ikke s meget selve procedurerne, men snarere en alt for formalistisk anvendelse af reglerne, isžr udbudsreglerne, samt at de forskellige parter i processen ikke har tilstržkkeligt godt kendskab til disse procedurer. 
In the case of EDF projects, delays seem to arise not so much from the procedures themselves as from an overly formalistic application of rules, in particular relating to tendering, together with a lack of knowledge of these procedures by different parties in the process.