natgillin/translations-raw huggingface dataset:
Mens taskforcen således overvågede gennemførelsen af den tekniske bistand, som taskforcen havde det direkte ansvar for i sin egenskab af kontraherende myndighed, havde Grækenland ansvaret for gennemførelsen af reformerne. 
Therefore, while the TFGR monitored the implementation of the technical assistance under its direct responsibility as contracting authority, the implementation of the reforms remains under Greek responsibility.
IX Kommissionen anerkender, at effekten af den tekniske bistand på de overordnede reformfremskridt var blandet. 
IX The Commission acknowledges that the impact of TA on the overall progress of reforms was mixed.
Dette skal ses i en bredere politisk sammenhæng, ligesom der skal tages højde for kompetencefordelingen mellem medlemsstaterne og EU’s institutioner. 
This needs to be seen in the broader political context and taking into account the division of competences between Member States and the European Union institutions.
Gennemførelsen af (struktur)reformerne er og bliver de græske myndigheders ansvar, mens taskforcen stod til rådighed for at rådgive og bistå de græske myndigheder ved behov. 
The implementation of the (structural) reforms was and remains the responsibility of the Greek authorities, whereas the TFGR was available to advise/assist the Greek authorities where requested.
Vores anbefalinger Se også Kommissionens svar på anbefaling 1-7 nedenfor. 
Our recommendations See also the Commission replies to recommendations 1-7 below.
Vores anbefalinger a) Kommissionen accepterer anbefaling 1. 
Our recommendation (a) The Commission accepts recommendation 1.
Vores anbefalinger b) Kommissionen accepterer anbefaling 2. 
Our recommendation (b) The Commission accepts recommendation 2.
Kommissionens svar 51 Vores anbefalinger c) Kommissionen accepterer anbefaling 3. 
Reply of the Commission 51 Our recommendation (c) The Commission accepts recommendation 3.
Vores anbefalinger d) Kommissionen accepterer anbefaling 4. 
Our recommendation (d) The Commission accepts recommendation 4.
Kommissionen skal yde teknisk bistand i henhold til de lovgivnings-og forskriftsmæssige rammer. 
The Commission needs to deliver TA in accordance with the legislative and regulatory framework.
Vores anbefalinger e) Kommissionen accepterer anbefaling 5. 
Our recommendation (e) The Commission accepts recommendation 5.
Procedurerne til udvælgelse af serviceleverandører er de procedurer, der er fastsat i finansforordningen, og de procedurer, der følges af alle de af Kommissionens tjenestegrene, som er involveret i levering af teknisk bistand til de græske myndigheder. 
Procedures to select the service providers are those stated in the financing regulation and those followed by all the Commission services involved in the provision of technical assistance to Greek authorities.
Se også Kommissionens svar på punkt VII. 
See also the Commission reply to paragraph VII.
Vores anbefalinger f) Kommissionen accepterer anbefaling 6 og vil systematisk overvåge den tekniske bistand, som den har det direkte ansvar for i sin egenskab af kontraherende myndighed. 
Our recommendation (f) The Commission accepts recommendation 6 and will systematically monitor the TA that is conducted under its direct responsibility as contracting authority.
Vores anbefalinger g) Kommissionen accepterer anbefaling 7. 
Our recommendation (g) The Commission accepts recommendation 7.
Strukturreformtjenestens kommende tiltag vil lægge vægt på denne kapacitetsopbygning. 
The future Structural Reform Support Service (SRSS) action will stress this capacity-building aspect.
Indledning 03 Hvad angår »et bredt funderet program for teknisk bistand«: Se Kommissionens svar på punkt I. Taskforcen for Grækenland blev oprettet for at definere en ny tilgang til at afhjælpe manglerne ved de eksisterende instrumenter, for at forbedre effekten af Kommissionens bidrag i forbindelse med krisen og for at hjælpe Grækenland med at gennemføre de nødvendige reformer. 
Introduction 03 On the ‘a comprehensive programme of technical assistance’, see the Commission reply to paragraph I. The creation of the TFGR was meant to set up a new approach to overcome the shortfalls of the existing instruments, to improve the impact of the Commission contribution in the context of the crisis, and to help Greece to implement the reforms needed.
07 I forbindelse med oprettelsen af taskforcen sammensatte Kommissionen et særligt hold af eksperter, der blev hentet fra Kommissionens tjenestegrene og medlemsstaterne, og som blev stillet til rådighed for de græske myndigheder. 
07 For the operation of the TFGR, the Commission put together a dedicated team of experts, pooled from across the Commission services and the Member States, and put it at the disposal of the Greek authorities.
Alt efter behov og omstændigheder valgte taskforcen den mest velegnede tilgang til og anvendelse af ressourcerne, blandt andet ved at udlåne eksperter fra Kommissionen, internationale organisationer, nationale agenturer og/eller topembedsmænd fra andre medlemsstater til de græske ministerier og forvaltninger samt ved at tilrettelægge workshopper og stille eksperter til rådighed i kortere perioder. 
Depending on the needs and circumstances, the TFGR chose the most appropriate approach and use of resources, including, among other things, the embedding — in Greek ministries and administrations — of experts from the Commission, international organisations, national agencies and/or high-level civil servants from other Member States, the organisation of workshops and the provision of short-term experts.
Del I Kommissionens svar på bemærkningen »Del I – Taskforcens operationelle struktur var funktionel, men taskforcen manglede en strategi og et øremærket budget« før punkt 15 Kommissionen mener, at taskforcens strategiplan var baseret på aftalememorandummet og Grækenlands anmodning om teknisk bistand. 
Part I Commission reply to the heading ‘Part I — The TFGR had a functional operational structure but lacked a single strategic orientation and dedicated budget’ before paragraph 15 The Commission considers that the TFGR’s strategic orientation was derived from the Memorandum of Understanding (MoU) and the Greek TA request.
Se svaret på punkt V samt punkterne nedenfor, der vedrører dette afsnit. 
See the reply to paragraph V and the paragraphs below linked to this section.
Kommissionens svar 52 Kommissionens svar på bemærkningen »Taskforcen blev oprettet for sent i forhold til iværksættelsen af programmet, og der blev ikke overvejet alternativer« før punkt 15 Kommissionen valgte nogle hensigtsmæssige rammer for levering af teknisk bistand i det kriseramte Grækenland. 
Reply of the Commission 52 Commission reply to the heading ‘The TFGR was established late compared to the launch of the programme and without considering alternatives’ before paragraph 15 The Commission chose an appropriate set-up for the delivery of technical assistance in the context of the crisis in Greece.
Så snart Grækenland havde fremsendt en anmodning om teknisk bistand til Kommissionen, og Kommissionen havde truffet en politisk beslutning om at levere denne tekniske bistand til Grækenland, blev taskforcen oprettet. 
As soon as Greece had submitted a request for TA to the Commission and a political decision by the Commission was made to deliver such TA to Greece, the TFGR was established.
For bedre at forstå rammerne for taskforcen og baggrunden for dens oprettelse er det vigtigt at huske på, at Kommissionen reagerede, så snart problemerne blev tydelige, og at Kommissionen traf relevante foranstaltninger med henvisning til sagens hastende karakter, selv om der var begrænset kapacitet. 
In order to better appreciate the set-up framework of the TFGR and the grounds for its establishment, it is worth recalling that the Commission reacted as soon as problems became evident and acted in a situation of urgency while facing capacity constraints.
17 Hvis ad hoc-grupper, der yder teknisk bistand, afvikles og genoprettes, som i Grækenlands og Cyperns tilfælde, kan det medføre et stort tab af ekspertise, praktisk knowhow og effektivitet. 
17 Winding down and recreating ad hoc TA groups, as in the case of Greece or Cyprus, may result in an important loss of expertise, practical know-how and efficiency.
På grund af de forestående reformudfordringer besluttede Kommissionen derfor at oprette strukturreformtjenesten som en permanent, men meget fleksibel kapacitet i Kommissionen med et bredere mandat, hvor der kan leveres specifik ekspertise og praktisk teknisk støtte til en medlemsstat, der har brug for dette, med henblik på udformning og gennemførelse af vækstfremmende administrative og strukturelle reformer. 
This is why, given the reform challenges ahead, the Commission decided to create the SRSS as a permanent, but very flexible, capacity in the Commission with a wider mandate, offering tailored expertise and practical technical support for the design and implementation of growth-enhancing administrative and structural reforms to any Member State that may request it.
18 Kommissionen valgte nogle hensigtsmæssige rammer for levering af teknisk bistand i det kriseramte Grækenland. 
18 The Commission chose an appropriate set-up for the delivery of technical assistance in the context of the crisis in Greece.
Kommissionen erkendte, at der var et klart behov for at udvide den eksisterende tekniske bistand til Grækenland og levere bedre teknisk bistand til den græske administration for at fremskynde gennemførelsen af reformerne. 
The Commission recognised the clear need to expand the existing technical support available to Greece by providing the Greek administration with an enhanced technical assistance (TA) in order to speed up the implementation of reforms.
Taskforcen var baseret på den store viden og ekspertise, der er i Kommissionen. 
The TFGR built on the extensive knowledge and expertise existing in the Commission.
På grund af den begrænsede varighed af taskforcens mandat blev alternative muligheder for operationelle procedurer ikke overvejet. 
Given the limited duration of its mandate, alternative options of its operational procedures were not considered.
Men mindst én gang om året er de administrative og personalemæssige foranstaltninger blevet gennemgået i forbindelse med udformningen af budgetforslag, budgetbehandlingen og clearingsystemet. 
However, a review took place at least once a year as regards administrative and staffing arrangements within the framework of the setting -up of the draft budget and budgetary procedure, as well as the clearing exercise.
Kommissionens svar på bemærkningen »Der var ingen underliggende strategi« før punkt 19 Ved oprettelsen af taskforcen vurderede Kommissionen, at det makroøkonomiske tilpasningsprogram for Grækenland udgjorde en overordnet strategi for taskforcens mandat og arbejde. 
Commission reply to the heading ‘No single strategic document’ before paragraph 19 When setting up the TFGR, the Commission considered the macroeconomic adjustment programme for Greece to be an overall strategic orientation for its mandate and work.
Strukturen og forvaltningen af taskforcens aktiviteter blev udformet således, at det var muligt at reagere hurtigt på udfordrende og omskiftelige forhold. 
The structure and management of the TFGR operations were designed to allow for a swift reaction to challenging and changing circumstances.
Taskforcens primære formål var at yde teknisk bistand til de græske myndigheder med henblik på gennemførelse af de centrale dele af programmet, herunder forbedre absorptionen af EU’s strukturfondsmidler. 
The Commission established the TFGR with the primary objective of supporting the Greek authorities with technical assistance in the implementation of key elements of the programme, including improving the absorption of the EU Structural Funds.
Oprettelsen af taskforcen øgede kvaliteten af og anvendelsesområdet for den eksisterende bistand til Grækenland betydeligt. 
The establishment of the TFGR substantially upgraded the quality and expanded the scope of existing assistance available to Greece.
19 Ud over taskforcens strategi, der var baseret på det makroøkonomiske tilpasningsprogram, skal Kommissionen minde om, at taskforcen allerede den 11. oktober 2011 fremlagde en oversigt over de planlagte aktiviteter inden for forskellige politikområder og arbejdsmetoder for kommissærkollegiet, hvor organisationen, den mulige finansiering og fremgangsmåden for levering af teknisk bistand blev klart defineret og beskrevet. Oversigten blev suppleret med en nærmere beskrivelse, der blev fremsendt til alle interessenter (medlemsstater, internationale organisationer og nationale agenturer, Eurogruppens Arbejdsgruppe), og som omhandlede finansieringsformerne, disponible beløb (ved central og delt forvaltning) og muligheden for »fremskyndelse« i henhold til EU’s finansforordning, hvad angår gennemførelsen af tekniske bistandsaktiviteter fremover. 
19 In addition to the strategic orientation of the TFGR which was based on the macroeconomic adjustment programme, the Commission recalls that the TFGR presented a general outline of the programmed activities per thematic area and working modalities to the College of Commissioners as early as 11 October 2011, where the organisation, the possible financing and the modalities of provision of TA were clearly identified and explained; this was completed by a clear presentation to all stakeholders (Member States, international organisations and national agencies, Euro working group) on the financing modalities, the available amounts (in central and shared management) and on the ‘accelera-tion’ possibility under the EU financial regulation for the implementation of TA activities going forward. These approaches have informed the TFGR’s work in a consistent way throughout its duration.
Kommissionens svar 53 20 Kommissionen mener, at taskforcen opfyldte sit mandat ved at hjælpe de græske myndigheder med at definere deres behov for teknisk bistand. 
Reply of the Commission 53 20 The Commission considers that the TFGR complied with its mandate by assisting the Greek authorities in identifying the technical assistance needs.
Det er også et vigtigt element i det grundlæggende princip om »nationalt ejerskab« ved gennemførelsen af reformer. 
This is also a key issue of the fundamental principle of ‘national ownership’ of reform delivery.
21 Se argumentationen i Kommissionens svar på punkt V. 22 Når der er tale om projekter under delt forvaltning, har medlemsstaterne ansvaret for at udforme, overvåge og gennemføre de enkelte projekter. 
21 See the Commission reply to paragraph V for detailed argumentation. 22 As regards the project under shared management, the responsibility for designing, monitoring and implementing individual projects lies with the Member States.
Kommissionen kontrollerer, om de aftalte milepæle nås, baseret på medlemsstaternes programrapporteringer (medlemsstaterne blev på ad hoc-basis anmodet om at fremlægge oplysninger om, hvor langt man var nået med gennemførelsen af de enkelte projekter på de pågældende politikområder). 
The Commission monitors the achievement of agreed milestones based on Member State reports submitted for the programmes (information on progress in implementing individual policy priorities was requested on an ad-hoc basis from the Member States).
Hvad angår de aktiviteter, der blev finansieret under det centralt forvaltede budget for teknisk bistand, blev der foretaget en kontrol af tildelingskriterierne sammen med lederne af det operationelle program vedrørende administrative reformer, før forhandlingerne med kontrahenten blev igangsat, navnlig for at undgå overlapning. 
Concerning the activities financed under the centrally managed TA budget, an eligibility check was performed with the managers of the Administrative reform operational programme (AROP) before launching the negotiation with the contractor, in particular to avoid overlaps.
23 Kommissionen anerkender, at det ville have været lettere at planlægge den tekniske bistand, hvis man havde opereret med øremærkede bevillinger i EU’s budget. 
23 The Commission acknowledges that the existence of a dedicated budgetary allocation in the EU budget would have made the planning of technical assistance easier.
Men taskforcen fik alligevel det bedste ud af de disponible midler. 
Still, the TFGR made the best use of the funding available.
Kommissionen mener, at de græske myndigheder ikke har udnyttet strukturfondenes finansieringstil-bud optimalt, hvad angår teknisk bistand, på trods af al den hjælp, de fik af taskforcen. 
The Commission considers that the Greek authorities have not fully exploited the financing possibilities offered by the Structural Funds for TA purposes, despite all assistance offered by the TFGR to support this usage.
Det skal dog bemærkes, at budgettet for det operationelle program vedrørende administrative reformer først blev reduceret efter aftale med Kommissionens tjenestegrene, da det viste sig, at Grækenland ellers ville gå glip af disse midler (der var bundet til specifikke år). 
However, it should be noted that the budget of the AROP was reduced in agreement with the Commission services only when it became clear that those funds (committed to specific years) would otherwise be lost for Greece.
24 De mange forskellige budgetposter, som Kommissionens forvaltning har fuld kontrol over, kan ikke betragtes som en svaghed. 
24 The multiplicity of the budgetary lines, which are under full control of the Commission management, cannot be considered as a weakness.
Brug af mange budgetposter til finansiering af horisontale tiltag er helt almindelig praksis i Kommissionen. 
The use of several budget lines for the financing of horizontal actions is a common practice at Commission level.
Desuden skal det understreges, at taskforcens mandat ikke omfatter en systematisk økonomisk oversigt over de tekniske bistandsaktiviteter, der finansieres af de græske myndigheder via strukturfondene og forvaltes via det operationelle program vedrørende administrative reformer. 
Moreover, it should be underlined that the TFGR’s mandate does not include a systematic financial overview of those TA activities financed by the Greek authorities via the Structural Funds and managed through the AROP.
Kommissionens relevante tjenestegrene har ansvaret for at have et samlet overblik over det operationelle program for teknisk bistand, mens medlemsstaten har ansvaret for at føre en detaljeret liste over projekterne. Denne liste skal efter anmodning stilles til rådighed for Kommissionens tjenestegrene, jf. regelsættet. 
The general overview of the operational programme on TA is the responsibility of the operational Commission services while the detailed list of individual list of projects is held by the Member State, which should make it available to the Commission Services upon request as foreseen in the regulatory framework.
Kommissionens svar på bemærkningen »Taskforcen havde en fleksibel intern organisation, men personalebehovene var ikke fastsat på grundlag af en egentlig analyse« før punkt 25 Kommissionen mener, at denne bemærkning skal ses i en bredere sammenhæng, nemlig følgende: På grund af den politiske situation og behovet for fleksibilitet under de omskiftelige forhold med dyb krise og behov for at handle hurtigt var det svært på forhånd at definere visse parametre nøjagtigt, f.eks. det præcise personalebehov. 
Commission reply to the heading ‘The TFGR had a flexible internal organisation, but staff needs were not defined based on a proper analysis’ before paragraph 25 The Commission considers that this heading should be better framed in the following context: due to the political situation and the need for flexibility in view of changing needs in an environment of profound crisis and urgency of action, it was impossible to decide ex ante on certain parameters such as exact staff allocation.
26 Det forhold, at der ikke altid var så meget personale, som lofterne tillod, havde ingen indvirkning på taskforcens normale funktion. 
26 The fact that staff did not always include all the possible staff foreseen in the ceilings did not affect the normal functioning of the TFGR.
Kommissionens svar 54 Del II 28 Se Kommissionens svar på punkt I og 3, hvad angår formuleringen »et omfattende program for teknisk bistand«. 
Reply of the Commission 54 Part II 28 On the wording ‘comprehensive programme of TA’, see the Commission replies to paragraphs I and 3.
32 Første afsnit I overensstemmelse med betingelserne i det makroøkonomiske tilpasningsprogram indgik de græske myndigheder to kontrakter om teknisk bistand med OECD. 
32 First alinea In line with the conditionality set out in the macroeconomic adjustment programme, the Greek authorities signed two contracts for technical assistance with the OECD.
Mens Kommissionen, nærmere betegnet GD for Beskæftigelse, Sociale Anliggender, Arbejdsmarkedsforhold og Inklusion, overvåger de almindelige aktiviteter under det operationelle program, havde de græske myndigheder ansvaret for at gennemføre og overvåge kontrakterne med OECD, idet OECD bevarede det fulde ejerskab til indholdet af deres projektleverancer. 
While the Commission, namely DG Employment, Social Affairs and Inclusion, is monitoring the everyday activities under the operational programme, the implementation and the monitoring of the contracts with the OECD remained under the responsibility of the Greek authorities, and the OECD retained full ownership of the content of their deliverables.
Efter anmodning fra de græske myndigheder bistod taskforcen de græske myndigheder og OECD med at finpudse aftalens projektleverancer, blandt andet ved at outsource udarbejdelsen af juridiske dokumenter og levere relevant ekspertise inden for momsregler og selskabsret, ligesom det var tilfældet i projektet vedrørende reduktion af den administrative byrde, der blev undersøgt af Revisionsretten. 
At the request of the Greek authorities, the TFGR assisted the Greek authorities and the OECD on the fine-tuning of the deliverables foreseen in the agreement, inter alia through outsourcing of legal drafting and providing relevant expertise on VAT and company law, as was done in the case of the Administrative burden reduction project examined by the Court.
32 Andet afsnit Hvad angår strukturfondene, sørgede Kommissionen for, at Portugal kunne støtte Grækenland. 
32 Second alinea In the area of the Structural Funds, the Commission facilitated support from Portugal to Greece.
De to medlemsstater var enige om, at en vis udveksling af erfaringer ville være nyttigt. 
The two Member States agreed that some exchange of experience would be useful.
Hvis samarbejdet ikke blev til noget, ville det hverken medføre finansielle tab for nogen af parterne eller for Kommissionen. 
The non-implementation of the possible cooperation did not involve any financial loss for either side or for the Commission.
34 Se Kommissionens svar på punkt 32, hvad angår taskforcens rolle i projektet vedrørende administrative byrder. 
34 On the TFGR role in the Administrative burden project, see the Commission reply to paragraph 32.
Kommissionens svar på bemærkningen »Taskforcen anvendte flere forskellige metoder til levering af teknisk bistand, men nogle af dem var ikke egnet til formålet« før punkt 35 Kommissionen mener, at taskforcens metoder til levering af teknisk bistand var relevante og formålstjenlige og til fulde opfyldte de eksisterende love og regler. 
Commission reply to the heading ‘The TFGR applied a mix of TA delivery modes, but some of them did not match with the nature of assistance’ before paragraph 35 The Commission considers that the TFGR delivery modes were adequate and served the purposes for which they were selected in full respect of the existing regulatory and legislative frameworks.
35 Beslutningen om at indhente bistand fra eksterne enheder, der skulle varetage dele af arbejdet, var berettiget i forhold til de operationelle behov, tidsplanen for opgaverne og opgavernes særlige karakter samt de nødvendige tekniske færdigheder. 
35 The decision to enlist support from external entities to deal with some aspects of the work is justified in terms of operational needs and associated both with timing of assignments and with the highly specific nature of the tasks and technical skills required.