natgillin/translations-raw huggingface dataset:
Der var problemer i forbindelse med fastlžggelsen af projekternes stżrrelse. 
There were problems related to the determination of the project size.
I nogle tilfžlde var lżst forbundne enkeltprojekter blevet samlet i n projekt-beskrivelse. 
In some cases individual projects were incorporated into one set of ToR with loose connection.
Der var sjžldent ydet samfinansiering (jf. punkt 37 og 38). 
Co-financing was hardly used (see paragraphs 37 and 38).
Gennemfżrelsen af 12 (af de 29) projekter var vžsentligt forsinket, men dekoncentreringen af gennemfżrelsesbefżjelser til delegationen resulterede i mere effektive forvaltningsprocedurer (jf. punkt 39 og 40). 
In twelve cases (of 29) there were major delays in implementation, but the devolution of responsibilities to the Delegation resulted in more effective project management procedures (see paragraphs 39 and 40).
Styringsudvalgene fungerede ikke effektivt. 
Steering committees did not work well.
Ofte blev udstyret ikke anvendt til projektet (jf. punkt 43-46). 
Equipment was often not used for the purpose of the project (see paragraphs 43 to 46).
Der var ikke foretaget efterfżlgende vurderinger (eva-lueringer) af projekternes fżlgevirkninger (jf. punkt 48 og 53). 
Ex post assessment (evaluations) of the impacts of the projects did not take place (see paragraphs 48 and 53).
Rettens vigtigste anbefalinger (jf. punkt 56): Ń Al planlžgning af programmer for bistand til tredjelande bżr baseres p en reel dialog mellem Kommissionen og stżttemodtagerne. 
The main recommendations of the Court are the following (see paragraph 56): Ń All planning of external action programmes should be based on a real dialogue between the Commission and the beneficiaries.
Der bżr kun ydes stżtte til projekter med klare ml, som deles af Kommissionen og stżttemodtagerne. 
Only such projects should be financed where there are clear objectives which are shared by the Commission and the beneficiaries.
Ń For at gżre systemerne mere effektive bżr Kommissionen anvende projektcyklusforvaltningsmetoden og den logiske ramme, nr det er hensigtsmžssigt, og den bżr undg at samle sm projekter med forskellige ml og stżttemodtagere. 
Ń To improve the working of its systems the Commission should apply the Project Cycle Management (PCM) including the logical framework whenever appropriate, and it should avoid consolidating small projects with different objectives and beneficiaries.
Ń Kommissionen bżr foretage en realistisk vurdering af bžredygtighedspotentialet i projekternes planlžg-ningsfase og sikre, at der foretages efterfżlgende vurdering eller evaluering af afsluttede projekter, s den kan indkredse god og drlig praksis, samt tilvejebringe oplysninger om projekterne og resultaterne heraf, som kan anvendes til udbredelsesaktiviteter. 
Ń The Commission should appraise realistically the potential for sustainability during the planning phase of the projects; ensure the ex post assessment, or evaluation, of the completed projects in order to learn the good and bad practices; and provide information on the projects and their results for dissemination purposes.
(1) Tacis: Technical Asistance for the Commonwealth of Independent States. 
(1) TACIS: Technical Assistance for the Commonwealth of Independent States.
C 119/4 DA Den Europžiske Unions Tidende 19.5.2006 INDLEDNING Tacis-programmet 1. 
C 119/4 EN Official Journal of the European Union 19.5.2006 INTRODUCTION The TACIS Programme 1.
Efter Sovjetunionens oplżsning udarbejdede Den Europžiske Union et program for faglig bistand til landene i det nye Samfund af Uafhžngige Stater (SNG). 
After the break-up of the Soviet Union, the European Union devised a technical assistance programme for the countries of the newly created Commonwealth of Independent States (CIS).
Mlet med dette program, kaldet Tacis, var at lette overgangen til markedsżkonomi og styrke demokratiet og retsstaten i modtagerlandene. 
The objective of this programme, named TACIS, was to promote the transition to market economics and to reinforce democracy and the rule of law in the recipient countries.
Ved to rdsforordninger (1), der džkkede perioden fra 1991-1999, blev der stillet ca. 4 221 millioner euro til rdighed til bistand til partnerstaterne Armenien, Aserbajdsjan, Belarus, Georgien, Kasakhstan, Kirgisistan, Moldova, Mongoliet, Den Russiske Fżderation, Tadsjikistan, Turkmenistan, Ukraine og Usbeki-stan. 
Two Council Regulations (1) covering the period from 1991-1999 made available approximately 4 221 million euro for assistance to the partner countries of Armenia, Azerbaijan, Belarus, Georgia, Kazakhstan, Kyrgyzstan, Moldova, Mongolia, the Russian Federation, Tajikistan, Turkmenistan, Ukraine and Uzbekistan.
99/2000 af 29. december 1999 (2) żremžrker 3 138 millioner euro til Tacis-bistand i perioden 2000-2006. 
The current Council Regulation ((EC, Euratom) No 99/2000 of 29 December 1999 (2)) earmarks 3 138 million euro for TACIS assistance during the period from 2000 to 2006.
Kommissionens tjenester er i gang med at udarbejde et nyt koncept og retsgrundlag for bistanden til disse lande, som skal gžlde fra og med 2007. 
The Commission services are in the process of devising a new concept and legal basis for assistance to these countries from 2007 onwards.
Sigtet med Tacis er at overfżre knowhow ved at yde faglig bistand i form af undersżgelser, udarbejdelse af planer, rdgivning og uddannelse. 
The aim of TACIS is to transfer know-how through technical assistance, including undertaking studies, preparation of plans, and giving advice and training.
Konsulenter fra EU-medlemsstaterne samarbejder med stżttemodtagerne med henblik p overfżrsel af knowhow og kvalifikationer, som igen skal anvendes i andre projekter og af andre organisationer i modtagerstaterne. 
Consultants from the EU countries work with the beneficiaries with the aim of transferring know-how and skills, which are intended to be replicated by other projects and organisations in the recipient country.
Bistanden finansieres med midler, der betales over fžllesskabsbudgettet, og som ydes direkte til de europžiske kontrahenter, der yder den faglige bistand. 
The aid is financed through payments from the Community budget being made directly to the European contractors providing the technical assistance.
Ud over Rdets forordning (jf. punkt 2) er forbindelserne mellem Den Europžiske Union og Tacis-landene baseret p partnerskabs-og samarbejdsaftaler indget mellem EU, medlemsstaterne og de enkelte partnerstater. 
In addition to the Council Regulation (see paragraph 2), relations between the European Union and the TACIS countries are based on Partnership and Cooperation Agreements (PCAs) signed between the EU, Member States and individual partner countries.
Generaldirektoratet for eksterne forbindelser (GD RELEX) er ansvarligt for programmeringen af Tacis i samarbejde med partnerstaterne. 
The External Relations Directorate-General (RELEX) is responsible for the programming of TACIS in cooperation with the partner countries.
Implementeringen af Tacis-programmet defineres derefter i flerrige nationale og/eller regionale strategidokumenter og flerrige vejledende programmer (for bde de nationale og de regionale programmer eller flerlandeprogrammerne). 
The implementation of the TACIS programme is subsequently defined in multi-annual Country and/or Regional Strategy Papers (SPs) and Multi-annual Indicative Programmes (for the national programme as well as the regional or multi-country programmes) (MIPs).
Inden der udarbejdes flerrige vejledende programmer, skal Kommissionen drżfte prioriteterne med Udvalget for Bistand til de Nye Uafhžngige Stater (Tacis-udvalget) (3). 
Before establishing the MIPs the Commission has to discuss the priorities with the Committee for assistance to the New Independent States (TACIS Committee) (3).
I żjeblikket er det samarbejdskontoret EuropeAid (EuropeAid), der omsžtter de flerrige vejledende programmer til rlige eller halvrlige handlingsprogrammer i dialog med de nationale Tacis-koordinatorer samt de relevante ministerier og andre organisationer i modtagerstaterne og efter intern hżring i Kommissionen. 
The Europe Aid Cooperation Office (EuropeAid) currently transforms the MIPs into annual or bi-annual Action Programmes (APs) in dialogue with the TACIS national coordinators, relevant ministries and other organisations in the beneficiary countries and after internal consultation within the Commission.
Tacis-udvalget skal afgive udtalelse om indholdet af handlingsplanerne, herunder listen over projekter. 
The TACIS Committee is required to give its opinion on the contents of APs, including the list of projects.
Disse dokumenter (1) 1991-1995: (EŻF, Euratom) nr. 2157/91 af 15.7.1991, 1996-1999: (Euratom, EF) nr. 
These documents are (1) 1991-1995: (EEC, Euratom) No 2157/91 of 15 July 1991, 1996-1999: (Euratom, EC) No 1279/96 of 25 June 1996.
(2) EFT L 12 af 18.1.2000, s. 
(2) OJ L 12, 18.1.2000, p.
(3) Udvalget bestr af repržsentanter for medlemsstaterne og har Kommissionens repržsentant som formand. suppleres af finansieringsaftaler (aftaler mellem EU og modtagerlandene om de projekter, der skal finansieres) og planlžgningsdokumenter vedrżrende de enkelte projekter (projektbeskrivel-sen). 
(3) The Committee is composed of representatives of the Member States and chaired by a representative of the Commission. completed by financing memoranda (agreements between the EU and the beneficiary countries on the projects to be financed) and planning documents pertaining to the individual projects (Terms of Reference, ToR).
Der udarbejdes specifikke strategidokumenter, vejledende programmer og handlingsprogrammer for Tacis-programmet om gržnseoverskridende samarbejde og Tacis-programmet for nuklear sikkerhed. 
The TACIS Cross-Border Cooperation (CBC) programme and the TACIS nuclear safety activities have their own strategy papers and indicative and action programmes.
Det er meningen, at planlžgningen af Tacis-aktionerne skal baseres p dialog. 
The planning of the TACIS intervention is intended to be dialogue-driven.
Det betyder, at Kommissionen og modtagerlandene i alle faser af programmeringen og projektidentifikationen skal enes om prioriteterne og projekterne. 
This means that at all levels of the programming and project identification stages the Commission and the beneficiary countries should agree on the priorities and the projects.
Repržsentanter for Kommissionen og for modtagerlandene skal sledes drżfte og underskrive alle de ovennžvnte dokumenter Ń fra de flerrige vejledende programmer til projektbeskrivelsen. 
Therefore all documents mentioned above from the MIPs down to the ToRs have to be discussed and signed by representatives of the Commission and of the beneficiary countries.
EuropeAid har det overordnede ansvar for forvaltningen af alle faser i projektcyklussen: projektidentifikation, projektvurde-ring, finansiering, projektgennemfżrelse og evaluering. 
EuropeAid has overall responsibility for the management of the project cycle, from project identification to project appraisal, financing, project implementation and evaluation.
I 2000 gik Kommissionen i gang med en gennemgribende reform af forvaltningen af sine programmer for bistand til trejdelande (4). 
In 2000, the Commission embarked on a major reform of the management of its external aid programmes (4).
Et nżgleelement i denne reform var, at for-valtningsopgaverne og -ansvaret i stor udstržkning blev lagt ud til Kommissionens delegationer. 
A key component of this reform was the extensive devolution of aid management tasks and responsibilities to the CommissionŐs Delegations.
Som fżlge af denne dekoncentrering blev delegationerne ansvarlige for projektforberedelsen, indgelsen af aftaler og den finansielle og tekniske gennemfżrelse. 
As a result of this devolution, the Delegations became responsible for project preparation, contracting, and financial and technical implementation.
De centrale tjenester i Bruxelles, som tidligere forvaltede projekterne direkte, har nu i stedet til opgave at fżre tilsyn med og yde bistand til delegationerne. 
The role of the central services in Brussels has developed from direct management of projects towards monitoring and supporting Delegations.
Tacis i Den Russiske Fżderation 9. 
TACIS in the Russian Federation 9.
EU og Den Russiske Fżderation 10. 
The EU and the Russian Federation 10.
Den Europžiske Unions politik over for Den Russiske Fżderation skal bidrage til at styrke retsstaten gennem udvikling af effektive institutioner og effektive lovgivende, udżvende og dżmmende systemer og medvirke til at forbedre investeringskli-maet, żge den lovgivningsmžssige harmonisering med EU og samarbejdet p omrdet retlige og indre anliggender samt miljż og nuklear sikkerhed. 
The European UnionŐs policy towards the Russian Federation is geared towards: contributing to strengthening the rule of law through the development of efficient institutions as well as effective legislative, executive and judicial systems; improving the investment climate; enhancing legislative harmonisation with the EU; and cooperating in the fields of justice and home affairs, environment and nuclear safety.
Disse foranstaltninger skal bidrage til at skabe betingelserne for en sund żkonomisk vžkst i Den Russiske Fżderation og vžre med til at udvikle et sandt partnerskab med EU. 
These measures should help create the conditions for sound economic growth in the Russian Federation, and developing a true partnership with the EU.
(4) Communication to the Commission on the reform of the management of external assistance, 16.5.2000, SEC(2000) 814/5. 
(4) Communication to the Commission on the reform of the management of external assistance, 16 May 2000, SEC(2000) 814/5.
19.5.2006 DA Den Europžiske Unions Tidende C 119/5 11. 
19.5.2006 EN Official Journal of the European Union C 119/5 11.
Partnerskabs-og samarbejdsaftalen mellem Den Europžiske Union og Den Russiske Fżderation regulerer de politiske, żkonomiske og kulturelle forbindelser mellem EU og Den Russiske Fżderation. 
The PCA between the European Union and the Russian Federation regulates the political, economic and cultural relations between the EU and the Russian Federation.
Aftalen blev indget i 1994 og trdte i kraft den 1. december 1997 Ń i fżrste omgang for en periode p ti r. 
It was signed in 1994 and entered into force on 1 December 1997 for an initial period of ten years.
Kommissionen og de russiske myndigheder er i gang med at udvikle nye instrumenter for perioden efter udlżbet af den gžldende partnerskabs-og samarbejdsaftale. 
The Commission and the Russian authorities are in the process of devising a new instrument for the period after the expiry of the present PCA.
Revisionens omfang og revisionsmetode 12. 
Audit scope and approach 12.
Mlet for revisionen var at undersżge, om Kommissionen havde forvaltet Tacis-projekterne i Den Russiske Fżderation p en sdan mde, at projekterne havde vžret effektive. 
The audit objective was to assess whether the Commission had managed the TACIS projects in the Russian Federation in such a way that these projects had been effective.
Med dette for żje reviderede Retten en stikprżve af projekter med henblik p at fastsl, i) i hvilket omfang projektmlene var blevet net, og ii) i hvor stor udstržkning projekterne var bžredygtige. 
To achieve this the Court audited a sample of projects in order to determine (i) the extent to which the projectsŐ objectives had been achieved and (ii) how far projects were sustainable.
Under revisionen fulgte Retten de forskellige faser i Kommissionens system for projektcyklusforvaltning: programmering, projektidentifikation og -planlžgning, projektfinansiering, projektgennemfżrelse og evaluering. 
In its audit the Court followed the stages of the CommissionŐs system of Project Cycle Management (PCM): programming; project identification and planning; project financing; project implementation and evaluation.
Revisionen blev primžrt gennemfżrt p projektniveau, og vurderingen af programmeringsprocessen omfattede derfor kun de aspekter, som indvirkede direkte p planlžgningen af de reviderede projekter. 
As the audit concentrated on the project level, the assessment of the programming process was limited to aspects which had a direct impact on the planning of the projects audited.
Revisionen omfattede ikke andre generelle, ikke-mlelige politiske ml for projekterne. 
The audit did not cover other general non-measurable political objectives of the projects.
Inden for rammerne af revisionen samarbejdede Retten med det overordnede russiske revisionsorgan, som gennemfżrte en parallel revision af Tacis-projekterne i de relevante russiske myndigheder. 
In the framework of this audit, the Court was cooperating with the Russian Chamber of Accounts (RCoA). The RCoA performed a parallel audit on the side of relevant Russian authorities on TACIS projects.
Revisionsorganets beretning vil blive offentliggjort i begyndelsen af 2006. 
The report of RCoA will be published at the beginning of 2006.
Retten reviderede 29 kontrakter (projekter) ud af de i alt 275 kontrakter, som var indget i 2000 eller senere, og som udlżb inden udgangen af 2003, dvs. de seneste projekter, for hvilke bžredygtigheden kunne mles. 
The Court examined 29 contracts (projects) out of a total of 275 from the contracting year 2000 or later and with an expiry date no later than the end of 2003 which were the most recent projects for which the sustainability could be assessed.
Disse projekter blev finansieret over handlingsprogrammerne for 1997-2000, og de fleste af dem var blevet gennemfżrt i 2002 og 2003. 
These projects were financed under the Action Programmes 1997-2000, and implemented mainly in 2002 and 2003.
De reviderede kontrakter belżb sig til over 56 millioner euro ud af en samlet population p 109 millioner euro (1). 
The total value of the contracts audited was over 56 million euro out of a total population of 109 million euro (1).
Projekterne for nuklear sikkerhed og Tacis-projekterne for gržnseoverskridende samarbejde blev holdt uden for stikprżven, eftersom Retten har offentliggjort sžrberetninger om revisionen af disse omrder i 1998 (2) (med opfżlgning i rsberetningen for 2000) og i 2001 (3). 
The Nuclear Safety projects as well as TACIS CBC projects were excluded from the sample, as the Court has published Special Reports based on audits of these areas in 1998 (2) (with a follow up in the Annual Report 2000) and 2001 (3).
(1) De reviderede kontrakter var udvalgt ved hjžlp af pengeenhedsstik-prżvemetoden. 
(1) The contracts audited were selected using the method of Monetary Unit Sampling.
(2) Sžrberetning nr. 25/1998 om Den Europžiske Unions aktioner p omrdet nuklear sikkerhed i Central-og Żsteuropa (CŻEL) og i de nye uafhžngige stater (NUS) (perioden 1990 til 1997). 
(2) Special Report No 25/1998 concerning operations undertaken by the European Union in the field of nuclear safety in central and eastern Europe (CEEC) and in the new Independent States (NIS) (1990 to 1997).
Opfżlgning i Rettens rsberetning for regnskabsret 2000, punkt 5.45-5.76. 
Follow up in 2000, the CourtŐs Annual Report, paragraphs 5.45-5.76.
(3) Sžrberetning nr. 11/2001 om Tacis-programmet for gržnseoverskridende samarbejde. 
(3) Special Report 11/2001 concerning the TACIS cross-border cooperation programme.
Stikprżven omfattede forskellige typer aktioner og interventionsomrder. 
The sample covered different kinds of actions and areas of intervention.
Ud over stżrre Tacis-projekter, dvs. med et budget p mindst 2 millioner euro, indeholdt stikprżven tre mindre Bistro (4) -projekter, tre mindre udvidelser af tidligere projekter og en kontrakt om en feasibility-undersżgelse. 
In addition to large TACIS projects with a budget of at least 2 million euro, there were three smaller Bistro (4) projects, three smaller extensions of earlier projects and one feasibility study contract.
De fleste af projekterne havde haft problemer p et eller flere stadier i projektcyklussen. 
Most of the projects faced problems during one or several phases of the project cycle.
Disse problemer gennemgs nžrmere nedenfor. 
These problems are elaborated below.
Tabel 1 viser, i hvor mange projekter de vžsentligste af de problemer, som blev konstateret under revisionen, forekom. 
Table 1 shows the number of projects affected by the main problems revealed by the audit.
Tabel 1 Antal projekter med de vžsentligste af de problemer, som blev konstateret under revisionen Samlet antal reviderede projekter = 29 Projektidentifikation og -planlžgning For lang projektplanlžgningsproces Urealistiske antagelser Urealistiske ml Upržcise eller manglende ml Projekter Projekter med uden problemer problemer 8 21 12 17 9 20 16 13 Uhensigtsmžssigt valg af stżttemodtager og stżttemodtageren ikke nok involveret i projektet 11 18 Projektfinansiering Projektets stżrrelse ikke klart fastlagt Projektgennemfżrelse Gennemfżrelsen forsinket Kontrahentens indsats utilstržkkelig Ineffektiv overvgning Mlene ikke/kun delvist opfyldt Der var ikke fastsat betingelser eller betingelserne ikke opfyldt Udbredelse af resultater og bžredygtighed Ringe udbredelse Ringe bžredygtighed Manglende evaluering 8 21 12 17 6 23 3 26 12/8 9 8 21 17 12 24 5 27 2 Mlene var ikke eller kun delvist blevet opfyldt 18. 
Table 1 Number of projects affected by the main problems revealed by the audit Total number of projects audited = 29 Project identification and planning Lengthy project-planning schedule Unrealistic assumptions Unrealistic objectives Imprecise or missing objectives Unsuccessful choice and involvement of the beneficiary Project financing Unclear project size determination Project implementation Delays in implementation Problems with contractorsŐ performance Monitoring was ineffective Objectives were not/only partly met Conditionalities not set or not respected Dissemination and sustainability Poor dissemination Poor sustainability Lack of evaluation Number of projects with problems 8 12 9 16 11 8 12 6 3 12/8 8 17 24 27 Number of projects without problems 21 17 20 13 18 21 17 23 26 9 21 12 5 2 Objectives not achieved or achieved only partially 18.
Ni projekter opfyldte mlene fuldt ud. 
Nine projects fully achieved their objectives.
(4) Bistro er en Tacis-facilitet, som skal gżre det muligt hurtigt at imżdekomme anmodninger om stżtte til mindre projekter (som regel op til 100 000 euro). 
(4) Bistro is a TACIS facility designed to respond quickly to requests for support for small scale projects (as a rule up to 100 000 euro).
C 119/6 DA Den Europžiske Unions Tidende 19.5.2006 Tekstboks 1 Et projekt havde flere specifikke ml. 
C 119/6 EN Official Journal of the European Union 19.5.2006 Box 1 One project had several specific objectives.
Et af dem var at sikre en harmonisering af vejstandarderne i EU og Den Russiske Fżderation. 
One of them was to ensure harmonisation of legal road standards between the EU and the Russian Federation.
Dette ml kunne ikke opfyldes, fordi der ikke findes sdanne EU-standarder. 
This objective could not be reached because there is no such EU standard.
Det andet ml var at gżre det muligt at foretage sammenlignende test af vejmaterialer ved at stille testudstyr til rdighed for et russisk agentur. 
The second one was to enable comparative tests of road materials by providing a Russian agency with testing equipment.
Udstyret blev leveret, men nžsten to r efter projektets afslutning var det stadig ikke taget i brug. 
The equipment was delivered but it was still unused almost two years after the projectŐs end.
Det tredje ml, som var at uddanne stżttemodtagerens personale, blev annulleret midt i projektet. 
The third objective, training of the beneficiaryŐs staff, was cancelled in the middle of the project.
Generelt var de mindre projekter med pržcise og klart identificerede ml de mest vellykkede med hensyn til mlopfyldelse. 
In general, the most successful projects in terms of meeting their objectives were the small ones, where the objectives were well and clearly identified.