natgillin/translations-raw huggingface dataset:
Anlžg af lokale veje i 9 kommuner 2 Indkżb af kżretżjer til gržnsepoliti Ń 1. parti 3 Udvikling af operationel kapacitet til bekžmpelse af hvidvaskning af penge 4 Udvikling af domstolenes administrative kapacitet 5 Teknisk bistand til stżtte for implementeringen af integreret gržnseforvaltning 2004 11/2004 2003 10/2004 2002 09/2004 2003 09/2004 2002 11/2004 Regional udvikling Integreret gržnseforvaltning Retsvžsen og politi Retsvžsen og politi Integreret gržnseforvaltning I alt DEN TIDLIGERE JUGOSLAVISKE REPUBLIK MAKEDONIEN 
Construction of local roads in 9 municipalities 2 Provision of vehicles for border police Ń Lot 1 3 Development of operational capacity to combat money laundering 4 Development of administrative capacity of the Courts 5 TA to support the implementation of IBM 2004 11/2004 2003 10/2004 2002 09/2004 2003 09/2004 2002 11/2004 Regional Development Integrated Border Management Judiciary and Police Judiciary and Police Integrated Border Management FORMER YUGOSLAV REPUBLIC OF MACEDONIA Total Total
C 285/18 DA Den Europžiske Unions Tidende KOSOVO 27.11.2007 11 200 000 5 000 000 2 235 760 18 435 760 1 Reform af den offentlige forvaltning Ń Kommunal 2003 udvikling og social infrastruktur, teknisk bistand Program for minoriteters rettigheder og tilbagevenden Ń 2 Reintegrationsprogram i Prizren kommune (Prizren 2004 615 000 EUR) 3 Institutionel stżtte til handels-og industriministeriet 2003 SERBIEN 1 Stżrre undersżgelse af Nikola Tesla Unit A5-kraftvžrket 2003 (tilskudsaftale) 2 Stżtte til den nationale strategi for lukning af kollektive 2004 centre i Serbien 3 Styrkelse af kvalitetsstyring, kapacitet og infrastruktur i 2003 Statsunionen 4 Bistand til etablering af et elektricitetsmarked i Serbien 2004 5 Intern revision og intern finanskontrol i det offentlige 2003 (PIFC) fase 2 6 Bistand til Kontoret for Europžisk Integration 2002 7 Stżtte til gržnseoverskridende initiativer for de internt 2004 fordrevne fra Kosovo 12/2004 Żkonomisk udvikling Flygtninge og internt 08/2004 fordrevne 04/2004 Żkonomisk udvikling I alt 12/2003 Energi 42 721 021 12/2004 Flygtninge og internt fordrevne 12/2003 Reform af den offentlige forvaltning 01/2005 Energi 04/2005 Reform af den offentlige forvaltning 04/2002 Reform af den offentlige forvaltning 08/2004 Flygtninge og internt fordrevne I alt TILSAMMEN 4 443 000 3 559 520 2 723 637 1 870 680 1 500 000 449 983 57 267 841 121 420 659 
C 285/18 EN Official Journal of the European Union KOSOVO 27.11.2007 11 200 000 5 000 000 2 235 760 18 435 760 1 Public Administration Reform Ń Municipal Development 2003 and Social Infrastructure, Technical Assistance Programme for minority rights and returns Ń 2 Reintegration programme in Prizren municipality (Prizren 2004 615 000 EUR) 3 Institutional support to the Ministry of Trade and Industry 2003 SERBIA 1 Major Overhaul of Nikola Tesla Unit A5 Power Plant 2003 (Grant agreement) 2 Supporting the National Strategy for the Closure of 2004 Collective Centres in Serbia 3 Strengthening Quality Management, Capabilities and 2003 Infrastructure in the State Union 4 Assistance in Establishing an Electricity Market in Serbia 2004 5 Internal Audit and PIFC Phase 2 2003 6 Assistance to European Integration Office 2002 7 Support of Cross Boundary Initiatives for the IDPs from 2004 Kosovo 12/2004 Economic Development 08/2004 Refugees and IDPs 04/2004 Economic Development Total 12/2003 Energy 42 721 021 12/2004 Refugees and IDPs 12/2003 Public Administration Reform 01/2005 Energy 04/2005 Public Administration Reform 04/2002 Public Administration Reform 08/2004 Refugees and IDPs Total OVERALL TOTAL 4 443 000 3 559 520 2 723 637 1 870 680 1 500 000 449 983 57 267 841 121 420 659
27.11.2007 DA Den Europžiske Unions Tidende KOMMISSIONENS SVAR RESUM I. Indledning til Kommissionens svar Det vestlige Balkan har vžret ramt af en konflikt, som sluttede sidst i 1990Őerne. 
27.11.2007 EN Official Journal of the European Union C 285/19 THE COMMISSION REPLIES SUMMARY I. Introduction to the Commission replies The western Balkans were devastated by a conflict which ended in the late 1990s.
Den Europžiske Unions bistand efter krigen til landene i omrdet blev indledt med nżdhjžlp p grundlag af en retsakt, der blev vedtaget i 1996, og viderefżrtes med genopbygning, bde i form af institutionsopbygning og investering, med forżgelse af modtagerlandets ansvar i det omfang, de politiske og żkonomiske omstžndigheder muliggjorde dette. 
The European UnionŐs post-war assistance to the countries of the region began with emergency assistance under a legal instrument adopted in 1996 and evolved into reconstruction, in the form of both institution-building and investment, with a greater degree of recipient country ownership, as far as the political and economic circumstances allowed.
Den stabiliserings-og associeringsproces, der blev indledt i 2000, resulterede i vedtagelsen af Fžllesskabets program for bistand, genopbygning, udvikling og stabilisering (CARDS) og andre foranstaltninger. 
The Stabilisation and Association process launched in 2000 led to the adoption of the Community Assistance for Reconstruction, Development and Stabilisation (CARDS) programme and other measures.
Landene arbejdede sig ud af konflikterne og žndrede deres systemer p forskellige mder, og som det fremgr af beretningen, kommer dette til udtryk i programmernes gennemfżrelse. 
Countries emerged from conflict and system changed in different ways, and that is, as the report shows, reflected in the implementation of the programmes.
I de flerrige vejledende programmer for de vestlige Balkan-lande er der henvisninger til Det Europžiske Partnerskabs prioriteter, som klart har vžret vejledende for programmeringen. 
The Multiannual Indicative Programmes (MIP) for the western Balkans countries contains references to the European Partnership priorities which clearly guided the programming.
Sammenlžgningen af retsgrundlagene til et enkelt instrument og anvendelsen af CARDS-forordningen har betydet en vžsentlig forbedring af leveringen af bistand til de vestlige Balkan-lande. 
The unification of the legal bases and the implementation of the CARDS regulation have allowed significant improvement to the delivery of the aid to the western Balkans countries.
V. CARDS-forordningen tillžgger ikke modtagerne noget specifikt ansvar. 
V. The CARDS regulation does not set out specific responsibilities for the recipient countries.
Derfor er stżrstedelen af CARDS-programmet blevet gennemfżrt ved central forvaltning enten af Kommissionen eller Det Europžiske Genopbygningsagentur (EAR). 
Therefore most of the CARDS programme has been implemented through centralised management either by the Commission or the European Agency for Reconstruction (EAR).
Hvor det var muligt, har forvaltningen taget sigte p, at modtagerlandene skulle vžre tžt involveret i programmeringen af aktiviteter, i vurderingen af udbud og i kontrol og evaluering. 
Whenever possible, the management responsibilities have evolved towards allowing beneficiaries to be closely involved in programming of activities, tender evaluations and in monitoring and evaluation.
Eftersom Kommissionen og EAR er to adskilte organer, findes der forskellige kontrol-og evalueringsmetoder. 
Since the Commission and the EAR are two separate bodies different Monitoring and Evaluation methodologies exist.
Inden for rammerne af instrumentet for fżrtiltrždelsesbistand (Ipa) vil samme metoder dog blive anvendt i alle lande. 
However, under the Instrument for Pre-Accession Assistance (IPA), the same methodology will be used in all the countries.
De vestlige Balkan-lande var og er stadig p forskellige overgangs-og udviklingsstadier. 
The countries of the western Balkans were, and still are, in different states of transition and development.
Medens bistanden til Serbien, Den Tidligere Jugoslaviske Republik Makedonien og Kosovo i begyndelsen var fokuseret p nżdhjžlp, var bistanden til Kroatien rettet mod at forbedre forvaltningskapaciteten. 
While for Serbia, former Yugoslav Republic of Macedonia and Kosovo assistance focused initially on emergency needs, for Croatia the efforts were directed to improve the administrative capacity.
Under Ipa vil de strategiske retningslinjer blive forbedret takket vžre indfżrelsen af et flerrigt vejledende planlžgningsdokument, hvor de vigtigste indsatsomrder for hvert modtagerland fastlžgges og de forskellige former for fżrtiltrždelsesbistand koordineres. 
Under IPA, the strategic guidance will be improved thanks to the establishment of a multi-annual indicative planning document, where, for each beneficiary country, the main areas for interventions are defined and assistance under the different IPA components is coordinated.
Den omstžndighed, at der nu kun er et enkelt retsgrundlag, og ordningen med trerige rullende planer for den finansielle planlžgning under Ipa sikrer stżrre fleksibilitet end de tidligere instrumenter, gżr det muligt for Kommissionens tjenester at tage stżrre hensyn til landenes kapacitet til at absorbere bistanden. 
The existence of a single legal basis and the three-year rolling forward system chosen for the financial planning under IPA allows for more flexibility than with the previous instruments and enables the Commission services to take better account of the absorption capacity factor.
Tanken er, for alle stżttemodtageres vedkommende, at fžllesskabsmidlerne skal forvaltes decentralt, hvilket i hżj grad vil żge modtagerlandets ansvar. 
The intention is, for all beneficiaries, to manage EC funds in a decentralised way, which would greatly strengthen the beneficiary countryŐs ownership.
Derfor vil en strategi i retning af decentraliseret forvaltning blive udviklet ogs i de potentielle kandidatlande, sledes at de fr mulighed for gradvis at medvirke ved og tage ansvar for gennemfżrelsesprocessen. 
This is why a strategy towards decentralised management will be developed also in potential candidate countries, so as to allow them progressively to take responsibility and ownership of the implementation process.
P grund af den hastige udvikling i de vestlige Balkan-lande var det nżdvendigt at finde den rette balance i den strategiske programmering. 
Given the fast changing environment of the western Balkans, the right balance needed to be found in terms of strategic programming.
Meget specifikke landestrategidokumenter (CSP) ville have vžret mindre hensigtsmžssige i forbindelse med den strategiske programmering. 
Too specific Country Strategy Papers (CSPs) might have being less useful in the strategic programming.
Der blev foretaget en regelmžssig evaluering af CSPŐerne, bl.a. p baggrund af partnerskaberne, for at kunne fastsl, om žndringer i landets situation ville kržve en revision af strategien. 
Regular assessments were made of the CSPŐs, inter alia in view of the Partnerships, in order to identify whether changes in the situation of the country would have merited a revision of the strategy.
Det flerrige vejledende program for de vestlige Balkan-lande indeholder tydelige henvisninger til Det Europžiske Partnerskabs prioriteter, som har vžret vejledende for programmeringen. 
The MIP for the western Balkan countries contains clear references to the European Partnership priorities which clearly guided the programming.
C 285/20 DA Den Europžiske Unions Tidende 27.11.2007 17. 
C 285/20 EN Official Journal of the European Union 27.11.2007 17.
Der blev taget hżjde for bemžrkningerne fra CARDS-forvaltningskomiten ved fžrdiggżrelsen af dokumenterne. 
The CARDS Management CommitteeŐs comments were taken into account when finalising the documents.
Sektoranalyser indgik i en ržkke programmeringsdokumenter, sledes i det flerrige vejledende program, de europžiske partnerskaber og tidligere rsprogrammer. 
Sectorial analyses were encompassed in a range of programming documents: MIP, European partnerships, as well as previous annual programmes.
Programmerne, som er planlagt og gennemfżrt i tžt samarbejde med modtagerlandenes regeringer og med donorlandene, bl.a. EUŐs medlemsstater, afspejler prioriteringen inden for det europžiske partnerskab, hvilket ogs fremgr af det flerrige vejledende program. 
Planned and implemented in close cooperation with beneficiary country governments and donors, particularly the EU Member States, the programmes mirror priorities of the European Partnership, as reflected in the MIP.
De rlige programmer bygger p tidligere faser af fžllesskabsbistand til modtagerlandene. 
Annual programmes build on previous phases of EC assistance to the beneficiary countries.
Kommissionen er enig i, at det er nżdvendigt at udvikle en mere klar metodologi, som kan lette prioriteringen mellem alternative projekter. 
The Commission agrees with the need to develop a clearer methodology which could help in the prioritisation process between alternative projects.
Tekstboks 1 Ń Eksempler p ikke-gennemfżrte projekter Tilfžlde nr. 1: Ingen politisk stżtte til det serbiske overordnede revisionsorgan (OR) Siden revisionen er der sket visse fremskridt. 
Box 1 Ń Examples of non-implemented projects Case 1: No political support to the Serbian Supreme Audit Institution (SAI) Since the audit some evolutions have taken place.
Der blev i november 2005 vedtaget en lov om oprettelse af OR, og organet er under opbygning. Tilfžlde nr. 
A law aiming at establishing the SAI was adopted in November 2005 and the body of the institution is in the process of being established.
2: Europa-Kommissionens bistandsmission p politiomrdet til Albanien P baggrund af de hastige forandringer i Albanien og en betydelig tidsmžssig forskydning mellem programmering og gennemfżrelse blev allerede planlagte projekter undertiden žndret for bedre at kunne imżdekomme stżttemodtagernes behov og samordne aktiviteter med andre donorer. Dette er grunden til, at de vedtagne foranstaltninger og opnede resultater i visse tilfžlde ikke var helt i overensstemmelse med projektbeskrivelsen. 
Case 2: The European Commission Police Assistance mission in Albania Against a background of rapid change in Albania and in the context of a considerable time lag between programming and implementation, projects originally planned were, in some cases, reoriented to better reflect the needs of the beneficiary and to coordinate activities with other donors, which explains that in some cases the measures taken and the results achieved could not be completely in line with the project fiche.
Modtagerlandenes nationale myndigheder og Kommissionen tilskyndede fra begyndelsen af 2002 til en udvikling i retning af projekter og programmer med stżrre vžgt p institutionsopbygning. 
The national authorities of the recipient countries and the Commission together, from early 2002, encouraged an evolution towards projects and programmes giving a greater emphasis on institution building.
Alligevel er der i visse dele af regionen stadig et stort behov for investeringer i vej-, transport-og energiin-frastruktur, eftersom modtagerlandene kun lige er kommet ud af en konfliktsituation og skal indhente adskillige rs underinvestering. 
Nonetheless, parts of the region still greatly needed investment for infrastructure of roads, transport, and energy as the recipient countries were emerging from conflict and years of underinvestment.
Hvad angr institutionsopbygning (oprettelse af demokratiske institutioner, reform af den offentlige forvaltning (f.eks. offentlige tjenester, forvaltningskapacitet, budget-og skattefor-valtning ...), reform af lokale myndigheder, konsolidering af rets-statsprincipperne gennem reform af domstole og politi m.v.), har Kommissionen tildelt sektorspecifikke bevillinger i strategidokumenter som f.eks. de flerrige vejledede programmer. 
With regard to institution building (establishment of democratic institutions, public administration reform (civil service, administrative capacity, budget and fiscal management ...), reform of local government, consolidating the rule of law through judicial and police reforms, etc.), sectoral allocations were provided by the Commission in strategy documents such as the MIP.
Efter 2002 har agenturets programmer i stigende grad vžret fokuseret p institutionsopbygning. 
After 2002, the AgencyŐs programmes indeed increasingly focused on institution building.
Dette var isžr tilfžldet i forbindelse med efterkrigssituationen i Kosovo og Serbien og i en vis udstržkning i Den Tidligere Jugoslaviske Republik Makedonien. 
This was particularly the case in the post-conflict situations of Kosovo, Serbia and to an extent in the former Yugoslav Republic of Macedonia.
Den hurtige levering af denne bistand bidrog til at fremme den senere reformproces. 
The quick delivery of this assistance encouraged evolution to the later reform process.
Fżrst for nylig er forvaltningsmyndighederne i Den Tidligere Jugoslaviske Republik Makedonien blevet i stand til at indg i et partnerskabsinitiativ. 
The administration in the former Yugoslav Republic of Macedonia was not ready to take on a Twinning initiative until recently.
For at kunne indg partnerskabsaftale med Den Tidligere Jugoslaviske Republik Makedonien mtte EAR f den stżttemodtagende forvaltning til at udarbejde partner-skabsbeskrivelser. 
Actually, in order to launch twinning contracts with the former Yugoslav Republic of Macedonia, the EAR needed the recipient administration to prepare twinning fiches.
P grund af manglende administrativ kapacitet i de ministerier, der var ansvarlige for udarbejdelsen af dokumenterne, tog overgangen fra traditionel teknisk bistand til partnerskab lžngere tid end i andre kandidatlande. 
Due to the lack of administrative capacity in the line Ministries to prepare the necessary documentation, the step-over from traditional technical assistance to twinning took longer than in other candidate countries.
I lighed med det politiske mandat fra Thessaloniki-agendaen fra juni 2003 indgik partnerskaber i stadig stigende grad i agenturets arbejde. 
In line with the political mandate of the Thessaloniki Agenda of June 2003, Twinnings were increasingly incorporated into the work of the Agency.
Samtidig stillede Kommissionen knowhow og uddannelse til rdighed for agenturets programansvarlige. 
The Commission meanwhile actively put know-how and training at the disposal of the AgencyŐs programme managers.
Tekstboks 2 Ń Omlžgning af et institutionsopbygningsprojekt Ń Integreret gržnseforvaltning i Den Tidligere Jugoslaviske Republik Makedonien Projektets forml var fżlgende: oprettelse af et gržnsepoliti og overfżrsel af operativt ansvar i overensstemmelse med de strategiske ml for den integrerede gržnseforvaltning (IBM). 
Box 2 Ń Redirecting an institution building project Ń Integrated Border Management in the former Yugoslav Republic of Macedonia The objectives of the project covered: the set up of a Border Police Service and transfer of operational responsibilities in line with the Integrated Border Management (IBM) strategy objectives.
I perioden mellem udarbejdelsen af projektbeskrivelsen og gennemfżrelsen nżdvendiggjorde udviklingen en ržkke omprioriteringer: Ń et projekt for reform af politivžsenet džkkede ogs ansžttelsesprocedurer Ń OSCE-bistanden džkkede uddannelsen af gržnsepoliti Ń udstyr til afslżring af forfalskede dokumenter, som p gen-nemfżrelsestidspunktet endnu ikke var taget fuldt ud i brug, blev allerede leveret under et tidligere Phare 2000-projekt. 
In the period between the fiche drafting and implementation, developments urged for a review of priorities: Ń A Police Reform Project covered recruitment procedures; Ń OSCE assistance addressed the Border Police training; Ń Equipment for detection of falsified documents, which at the time of implementation was not yet fully in use, was supplied under an earlier Phare 2000 project.
Det var derfor ikke hensigtsmžssigt at indkżbe yderligere lignende udstyr. 
Provision of additional similar equipment was hence inappropriate.
Gržnsepolitiet (inklusive overfżrsel af operativt ansvar fra forsvarsministeriet til indenrigsministeriet i overensstemmelse med strategien for den integrerede gržnseforvaltning) blev oprettet af de nationale myndigheder med national finansiering. 
The Border Police Service (including the transfer of operational responsibilities from the Defence to the Interior Ministry in line with IBM strategy) was created by the national authorities under national funding.
Den nyligt oprettede tjeneste var imidlertid helt uden operativt udstyr og kunne derfor ikke udfżre sine operative opgaver. 
The newly created service was, however, entirely without operational equipment and could not fulfil its operational responsibilities.
27.11.2007 DA Den Europžiske Unions Tidende C 285/21 36. a) De regionale rlige aktionsprogrammer for 2002 og 2003 omfattede et projekt for integreret gržnseforvaltning, som blev ledet p regionalt plan fra Kommissionens hovedsžde i Bruxelles. b) Det blev betragtet som mere effektivt at forvalte programmerne for flygtninges hjemvendelse p nationalt plan. c) De regionale programmer planlžgges af Kommissionen centralt sammen med stżttemodtagende landes delegationer og forvaltninger. 
27.11.2007 EN Official Journal of the European Union C 285/21 36. (a) The Regional Annual Action Programme 2002 and 2003 had an Integrated Border Management project which was managed at a regional level from Commission HQ in Brussels. (b) It was considered more efficient to manage most of the refugee return programmes at national level. (c) The Regional Programmes are planned by Commission HQ together with Delegations and administrations of the beneficiary countries.
Tekstboks 5 Ń Stżtten til retssystemet i Kroatien CARDS 2002-projektet hvilede p to forudsžtninger: i) at der fandtes en strategi for reformer af retssystemet, og ii) gennemfżrelsen af CARDS 2001-projektet for retssystemet skulle vžre godt i gang. 
Box 5 Ń Support to the Croatian Court System The CARDS 2002 project had two conditionalities: (i) existence of the strategy for reform of judiciary and (ii) implementation of the CARDS 2001 judiciary project must have been well underway.
Da projektet blev sat i gang, var den politiske dialog og udarbejdelsen af strategien for reformen af retssystemet tilstržkkelig fremskredent til, at det var berettiget at ivžrksžtte projektet. 
At the moment of start of the project political dialogue and drafting of the strategy on the reform of judiciary were sufficiently advanced to justify the start of the project.
Selv om Rdets forordning ikke, som Retten siger, fastslr noget specifikt ansvar for modtagerlandene, har Kommissionen, i s vid udstržkning som muligt, gradvis żget landenes ansvar for forvaltningen. 
Even though, as the Court says, the Council regulation doesnŐt define any specific responsibilities for the recipient countries, the Commission has, as far as possible, increased progressively the countries management responsibilities.
Der har vžret en udvikling i forvaltningsansvaret, hvorved modtagerne er blevet tžt involveret i programmeringen af aktiviteter, i vurderingen af udbud og i kontrol og evaluering. 
There has been an evolution of management responsibilities allowing beneficiaries to be closely involved in programming of activities, tender evaluations and in monitoring and evaluation.
En del af CARDS-programmet i Kroatien forvaltes nu af landet selv i overensstemmelse med det decentraliserede forvaltningssystem. 
Part of the CARDS programme in Croatia is now being managed by the country itself in line with the Decentralised Management System.
Selv om fremme af stżttemodtagernes deltagelse normalt er en sikker metode til at forbedre EU-bistandens effektivitet, er det meget vanskeligere at sikre modtagernes deltagelse i programmering og gennemfżrelse under et centraliseret forvaltningssystem end under et decentraliseret forvaltningssystem. 
While the promotion of beneficiary involvement is generally a clear method for improving the effectiveness of EU assistance, the involvement of the beneficiaries in programming and implementation under a centralised management system is much more difficult to ensure than under a decentralised management system.