natgillin/translations-raw huggingface dataset:
It is essential, if decentralized cooperation is to succeed in the long run, that the arrangements for its implementation should be developed in a regular manner, with adequate management and control of Community funds. 
It is essential, if decentralized cooperation is to succeed in the long run, that the arrangements for its implementation should be developed in a regular manner, with adequate management and control of Community funds.
The Commission must ensure that it allocates sufficient resources, notably personnel, to oversee the implementation of these programmes. 
The Commission must ensure that it allocates sufficient resources, notably personnel, to oversee the implementation of these programmes.
Background 1. 
Background 1.
Aidfrom the European Union to the Mediterranean non-member States now comes under a single programme known as the New Mediterranean Policy (NMP). 
Aidfrom the European Union to the Mediterranean non-member States now comes under a single programme known as the New Mediterranean Policy (NMP).
The overall economic objectives of this policy are, economically speaking, to foster the emergence of a prosperous region around the Mediterranean and, politically speaking, to reinforce democracy 'and regional integration in the Presentation of the MED programmes .5. 
The overall economic objectives of this policy are, economically speaking, to foster the emergence of a prosperous region around the Mediterranean and, politically speaking, to reinforce democracy 'and regional integration in the Presentation of the MED programmes .5.
The MED programmes are the expression of the Community's desire to develop multilateral cooperation with and between the Mediterranean non-member States. 
The MED programmes are the expression of the Community's desire to develop multilateral cooperation with and between the Mediterranean non-member States.
They were created because the financial protocols, which are bilateral agreements between States, were unsuited to carrying out such a policy. 
They were created because the financial protocols, which are bilateral agreements between States, were unsuited to carrying out such a policy.
The MED programmes were designed so as to make it possible to obviate these obstacles by developing decentral¬ ized cooperation on the basis of new instruments. 
The MED programmes were designed so as to make it possible to obviate these obstacles by developing decentral¬ ized cooperation on the basis of new instruments.
They consist of entrusting to partners on both sides of the Mediterranean who form networks of four to eight members the realization of a project they have planned themselves. 
They consist of entrusting to partners on both sides of the Mediterranean who form networks of four to eight members the realization of a project they have planned themselves.
These partners are, depending on the programmes concerned (see paragraphs 7 to 18) regional authorities, universities, enterprises, media professionals or research centres. 
These partners are, depending on the programmes concerned (see paragraphs 7 to 18) regional authorities, universities, enterprises, media professionals or research centres.
The Commission provides the additional financing and the requisite technical assistance they need to complete their projects. 
The Commission provides the additional financing and the requisite technical assistance they need to complete their projects.
The diversity of the programmes 7. 
The diversity of the programmes 7.
As of 1994, the MED programmes included MED-Urbs, MED-Campus, MED-Media, MED-Invest and MED-Avicenne. 
As of 1994, the MED programmes included MED-Urbs, MED-Campus, MED-Media, MED-Invest and MED-Avicenne.
In 1995, a sixth programme was added: MED-Migration (a sub-topic of MED-Urbs). 
In 1995, a sixth programme was added: MED-Migration (a sub-topic of MED-Urbs).
At the same time, the same management concepts and systems were set up in order to foster the peace process in the Middle East when the Peace programmes were created. 
At the same time, the same management concepts and systems were set up in order to foster the peace process in the Middle East when the Peace programmes were created.
MED-Urbs / 8. 
MED-Urbs / 8.
The objectives of this programme are varied and complementary. 
The objectives of this programme are varied and complementary.
The aim is to contribute to improving the Mediterranean nön-member States. : .2. 
The aim is to contribute to improving the Mediterranean nön-member States. : .2.
The Court undertook to examine the management of the budgetary resources allocated to the three main aspects of the NMP, namely the financing of: (a) measures to accompany the process of structural adjustment started by the Mediterranean non-member States; . ' (b) multilateral aid; (c) the third and fourth financial protocols. 
The Court undertook to examine the management of the budgetary resources allocated to the three main aspects of the NMP, namely the financing of: (a) measures to accompany the process of structural adjustment started by the Mediterranean non-member States; . ' (b) multilateral aid; (c) the third and fourth financial protocols.
Chapter 11 of the Court's Annual Report concerning the financial year 1994 looked at the first component of the NMP and a subsequent report will be devoted to the implementation of the financial protocols. 
Chapter 11 of the Court's Annual Report concerning the financial year 1994 looked at the first component of the NMP and a subsequent report will be devoted to the implementation of the financial protocols.
This report deals exclusively with the MED programmes, which are one of the aspects of multilateral aid. 
This report deals exclusively with the MED programmes, which are one of the aspects of multilateral aid.
Initially, when the Court began its audit of the MED programmes, it became apparent at an early stage that there were serious irregularities and weaknesses in the financial management of implementation. 
Initially, when the Court began its audit of the MED programmes, it became apparent at an early stage that there were serious irregularities and weaknesses in the financial management of implementation.
The Court, therefore, focused its efforts on the areas of weakness. 
The Court, therefore, focused its efforts on the areas of weakness.
It also decided that the findings justified a special report on its own. 
It also decided that the findings justified a special report on its own.
No C 240/4 "ΒΤΠ Official Journal of the European Communities 19. 
No C 240/4 "ΒΤΠ Official Journal of the European Communities 19.
8. 96 living conditions of urban populations, reinforcing and generalizing democratic practices at the local level and creating and developing decentralized cooperation between the local communities of the various Mediterranean non-member States, and also between these latter and their counterparts in the European Union. 
8. 96 living conditions of urban populations, reinforcing and generalizing democratic practices at the local level and creating and developing decentralized cooperation between the local communities of the various Mediterranean non-member States, and also between these latter and their counterparts in the European Union.
9. The budgetary resources allocated to the MED-Urbs programmes between 1992 and 1994 represented a budget¬ ary volume of ECU 22,3 million in commitment appropria¬ tions. 
9. The budgetary resources allocated to the MED-Urbs programmes between 1992 and 1994 represented a budget¬ ary volume of ECU 22,3 million in commitment appropria¬ tions.
The projects financed in this way concerned 17 countries and involved 170 local authorities, including 104 in the European Union and 66 in the Mediterranean non-member States. 
The projects financed in this way concerned 17 countries and involved 170 local authorities, including 104 in the European Union and 66 in the Mediterranean non-member States.
These projects cover areas ás varied as the environ¬ ment, urban planning, municipal management, the manage¬ ment of human resources, economic development, urban transport, local taxation and local democracy. 
These projects cover areas ás varied as the environ¬ ment, urban planning, municipal management, the manage¬ ment of human resources, economic development, urban transport, local taxation and local democracy.
MED-Campus 11. 
MED-Campus 11.
MED-Campus supports decentralized cooperation projects managed by networks of universities in the northern and southern Mediterranean. 
MED-Campus supports decentralized cooperation projects managed by networks of universities in the northern and southern Mediterranean.
These networks are operational channels which make it possible to exchange experience and transfer technologies and know-how. 
These networks are operational channels which make it possible to exchange experience and transfer technologies and know-how.
The 142 projects financed by these programmes during the period in question concerned training measures in the fields of the environment, development economics, culture and management. 
The 142 projects financed by these programmes during the period in question concerned training measures in the fields of the environment, development economics, culture and management.
Community aid totalled ECU 23,3 million in commitment appropriations. 
Community aid totalled ECU 23,3 million in commitment appropriations.
MED-Media 13. 
MED-Media 13.
MED-Media aims to create high-level media net¬ works so as to foster cooperation between professionals on both sides of the Mediterranean. 
MED-Media aims to create high-level media net¬ works so as to foster cooperation between professionals on both sides of the Mediterranean.
These programmes started in 1994. 
These programmes started in 1994.
The Commission took two decisions to provide financing for it totalling ECU 11,1 million, on the basis of which about 60 projects were subsidized. 
The Commission took two decisions to provide financing for it totalling ECU 11,1 million, on the basis of which about 60 projects were subsidized.
They comprise four basic components: training, programme exchanges, joint production, seminars and workshops. 
They comprise four basic components: training, programme exchanges, joint production, seminars and workshops.
MED-Invest 15. 
MED-Invest 15.
Having been endowed with a budget of ECU 10 million, the MED-Invest programme aims to promote in the Mediterranean non-member States an environment which favours small and medium-sized enterprises and which is conducive to increasing their ability to compete. 
Having been endowed with a budget of ECU 10 million, the MED-Invest programme aims to promote in the Mediterranean non-member States an environment which favours small and medium-sized enterprises and which is conducive to increasing their ability to compete.
This programme comprises two components which are outlined below. 
This programme comprises two components which are outlined below.
Component A consists of making available to the Mediterranean non-member States existing Community instruments and programmes originally created to assist European small and medium-sized enterprises. 
Component A consists of making available to the Mediterranean non-member States existing Community instruments and programmes originally created to assist European small and medium-sized enterprises.
Broadly speaking, these instruments serve to facilitate the exchange of information and contacts between potential partners. 
Broadly speaking, these instruments serve to facilitate the exchange of information and contacts between potential partners.
They may take the form of meetings, which are known as Europartnership when held in a Community country, Med-Partnership when held in a Mediterranean non-member State or Med-Intreprise when on a smaller scale. 
They may take the form of meetings, which are known as Europartnership when held in a Community country, Med-Partnership when held in a Mediterranean non-member State or Med-Intreprise when on a smaller scale.
They may also consist of the creation of networks of middlemen (BC-Net) or Bureaux de Rapprochement des Entreprises (BCR) with a view to identifying potential partners. 
They may also consist of the creation of networks of middlemen (BC-Net) or Bureaux de Rapprochement des Entreprises (BCR) with a view to identifying potential partners.
Since the MED-Invest programme was launched, four Euro-Partnerships, two Med-partnerships, 11 Med-Intreprises and two BCR/BC-Net have been financed. 
Since the MED-Invest programme was launched, four Euro-Partnerships, two Med-partnerships, 11 Med-Intreprises and two BCR/BC-Net have been financed.
Component B, unlike the other MED programmes, does not consist in allocating a subsidy to a beneficiary network but in remunerating third parties for the technical assistance they provide with the implementation of a project pre-defined by the Commission itself. 
Component B, unlike the other MED programmes, does not consist in allocating a subsidy to a beneficiary network but in remunerating third parties for the technical assistance they provide with the implementation of a project pre-defined by the Commission itself.
The areas covered by this component include the creation of specialized financial companies and export management companies, the estab¬ lishment of service centres and development agencies and, lastly, measures to support the creation of companies. 
The areas covered by this component include the creation of specialized financial companies and export management companies, the estab¬ lishment of service centres and development agencies and, lastly, measures to support the creation of companies.
The implementation of this component was considerably delayed since, between the adoption of the financing decision by the Commission in September 1992 and 31 December 1994, only three operations had been financed at a total cost of ECU 1,3 million. 
The implementation of this component was considerably delayed since, between the adoption of the financing decision by the Commission in September 1992 and 31 December 1994, only three operations had been financed at a total cost of ECU 1,3 million.
MED-Avicenne 18. 
MED-Avicenne 18.
MED-Avicenne is a component of the Avicenne(') research programme. 
MED-Avicenne is a component of the Avicenne(') research programme.
This programme received such a large number of applications that the appropriations available under heading Β 7-5 0 3 5 provided for this purpose proved to be inadequate in-1993. 
This programme received such a large number of applications that the appropriations available under heading Β 7-5 0 3 5 provided for this purpose proved to be inadequate in-1993.
ECU 9 million was therefore withdrawn from heading Β 7-4 0 8 0 to finance 15 additional projects in which the Mediterranean non-member' States' partners participated and which were brought under the single heading of MED-Avicenne. 
ECU 9 million was therefore withdrawn from heading Β 7-4 0 8 0 to finance 15 additional projects in which the Mediterranean non-member' States' partners participated and which were brought under the single heading of MED-Avicenne.
Resources implemented A new legal framework and increased budgetary resources 19. 
Resources implemented A new legal framework and increased budgetary resources 19.
On 29 June 1992, the Council adopted Regulation (EEC) No 1762/92 which covers the management of the financial protocols with the Mediterranean non-member (') Scientific and technological cooperation with the Maghreb countries and other countries of the Mediterranean in areas such as health and environmental protection. 
On 29 June 1992, the Council adopted Regulation (EEC) No 1762/92 which covers the management of the financial protocols with the Mediterranean non-member (') Scientific and technological cooperation with the Maghreb countries and other countries of the Mediterranean in areas such as health and environmental protection.
19. 8. 96 ΓΈΝΙ Official Journal of the European Communities No C 240/5 States and Council Regulation (EEC) No 1763/92(0, which covers, in particular, . multilateral cooperation with the Mediterranean non-member States. 
19. 8. 96 ΓΈΝΙ Official Journal of the European Communities No C 240/5 States and Council Regulation (EEC) No 1763/92(0, which covers, in particular, . multilateral cooperation with the Mediterranean non-member States.
This latter text states the financial resources ECU 230 million which the Regulation says must be devoted to multilateral aid and sets specific objectives, such as the protection of the environ¬ ment, measures of regional interest and projects promoting regional integration. 
This latter text states the financial resources ECU 230 million which the Regulation says must be devoted to multilateral aid and sets specific objectives, such as the protection of the environ¬ ment, measures of regional interest and projects promoting regional integration.
As Annex 1 shows, the Commission's .financial estimates for the period concerned differ considerably from the wording of the Regulation. 
As Annex 1 shows, the Commission's .financial estimates for the period concerned differ considerably from the wording of the Regulation.
A comparative reading of the two documents reveals, in particular: (a) a considerable increase in resources allocated under the budgetary procedures ECU 309,9 million instead of ECU 230 million;' (b) a reduction in measures to assist regional cooperation, ECU 64,1 million instead of the ECU 85 to 90 million indicated; (c) an allocation of ECU 115,6 million to decentralized cooperation, i.e. the MED programmes. 
A comparative reading of the two documents reveals, in particular: (a) a considerable increase in resources allocated under the budgetary procedures ECU 309,9 million instead of ECU 230 million;' (b) a reduction in measures to assist regional cooperation, ECU 64,1 million instead of the ECU 85 to 90 million indicated; (c) an allocation of ECU 115,6 million to decentralized cooperation, i.e. the MED programmes.
The Court's methods and objectives 21. 
The Court's methods and objectives 21.
The Court, given the two-tier level of management, both of the programmes and of the networks, first of all carried out an analysis of the system set up to implement the financing decisions in respect of the MED programmes. 
The Court, given the two-tier level of management, both of the programmes and of the networks, first of all carried out an analysis of the system set up to implement the financing decisions in respect of the MED programmes.
It (') OJ No L 181. 
It (') OJ No L 181.
1992, p. 
1992, p.
5. then assessed the quality of the instruments created by the Agency for Trans-Mediterranean Networks (ARTM), which was entrusted with the administrative and financial man¬ agement of the programmes, and the various Technical Assistance Bureaux (TAB) responsible for monitoring them, so as to assess to what extent, they "enabled the Commission to check that Community funds had been used properly. 
5. then assessed the quality of the instruments created by the Agency for Trans-Mediterranean Networks (ARTM), which was entrusted with the administrative and financial man¬ agement of the programmes, and the various Technical Assistance Bureaux (TAB) responsible for monitoring them, so as to assess to what extent, they "enabled the Commission to check that Community funds had been used properly.
Because it had observed a number of weaknesses when it examined the management system and instruments, the Court carried out an on-the-spot examination based on records at the head office of the network coordinators of a representative sample of about 30 projects. 
Because it had observed a number of weaknesses when it examined the management system and instruments, the Court carried out an on-the-spot examination based on records at the head office of the network coordinators of a representative sample of about 30 projects.
These checks made it possible to assess the overall management of the network, the eligibility of the declared expenditure and the results attained. 
These checks made it possible to assess the overall management of the network, the eligibility of the declared expenditure and the results attained.
They also served to assess the assistance given to the networks. . 
They also served to assess the assistance given to the networks. .
The Court identified serious irregularities and shortcomings in financial management in the way in which the MED programmes have been organized and imple¬ mented. 
The Court identified serious irregularities and shortcomings in financial management in the way in which the MED programmes have been organized and imple¬ mented.
These were brought to the attention of the Commission as soon as possible because of the need for immediate action to be taken to correct the highly unsatisfactory situation that was found. 
These were brought to the attention of the Commission as soon as possible because of the need for immediate action to be taken to correct the highly unsatisfactory situation that was found.
Following discus¬ sions with the Commissioner and Commission services concerned, the Court was informed at the end of November 1995 of a number of measures the Commission intended to take (see paragraph 57). 
Following discus¬ sions with the Commissioner and Commission services concerned, the Court was informed at the end of November 1995 of a number of measures the Commission intended to take (see paragraph 57).
The criticisms set out in this report are not directed at the concept of decentralized cooperation. 
The criticisms set out in this report are not directed at the concept of decentralized cooperation.
It is the way in which it has been implemented that is unsatisfactory. 
It is the way in which it has been implemented that is unsatisfactory.
The shortcomings identified, however, must be overcome if the concept itself is not to be called into question. 
The shortcomings identified, however, must be overcome if the concept itself is not to be called into question.
Summary OVERALL SYSTEM FOR MANAGING THE PROGRAMMES In the light of the inadequacy of its own resources to manage the MED-programmes, thè Commission subcontracted the administration and financial management to ARTM, a non-profit making organization established specifically for this task on the initiative of the Commission. 
Summary OVERALL SYSTEM FOR MANAGING THE PROGRAMMES In the light of the inadequacy of its own resources to manage the MED-programmes, thè Commission subcontracted the administration and financial management to ARTM, a non-profit making organization established specifically for this task on the initiative of the Commission.
The technical monitoring functions were contracted out to Technical Assistance Offices (usually consulting firms). 
The technical monitoring functions were contracted out to Technical Assistance Offices (usually consulting firms).
The manner in which this was done, and the subsequent functioning of these management arrangements gave rise to a number of serious irregularities and weaknesses in financial management: the powers conferred upon ARTM constitute in effect a delegation of the powers of the Commission to a third party: apart from the fact that it is doubtful whether in this case there is a legal basis for such a delegation, a decision in principal to that effect is required, which can only be taken by the Commission itself. 
The manner in which this was done, and the subsequent functioning of these management arrangements gave rise to a number of serious irregularities and weaknesses in financial management: the powers conferred upon ARTM constitute in effect a delegation of the powers of the Commission to a third party: apart from the fact that it is doubtful whether in this case there is a legal basis for such a delegation, a decision in principal to that effect is required, which can only be taken by the Commission itself.
No such decision exists, excessive recourse was had to private treaty contracts, without proper tendering, 
No such decision exists, excessive recourse was had to private treaty contracts, without proper tendering,