natgillin/translations-raw huggingface dataset:
C 72/16 DA Den Europžiske Unions Tidende 22.3.2005 KOMMISSIONENS SVAR RESUME I. Den vidtržkkende reform af forvaltningen af bistanden til tredjelande, som Kommissionen lancerede i maj 2000, omfattede bde oprettelsen af EuropeAid, som specielt skal operere i overgangsperioden af reformen, og dekoncentrationen af forvaltningen af hele projektcyklussen til delegationerne. 
C 72/16 EN Official Journal of the European Union 22.3.2005 THE COMMISSIONŐS REPLIES SUMMARY I. The wide-ranging reform of the management of external assistance, launched by the Commission in May 2000, included both the creation of EuropeAid, which was specifically designed to cope with the transitional period of the reform, and the devolution of the management of the whole project cycle to the delegations.
Dekoncentrationen har ogs betydet, at delegationerne har fet en stżrre rolle at spille i anliggender ssom den politiske dialog med myndighederne om komplicerede reformer med relation til den offentlige administration og regeringsfżrelse, i koordination med andre donorer. 
Devolution also increased the role of the delegations in matters such as the policy dialogue with the authorities on complex public service and governance-related reforms, and in coordination with other donors.
Reformen blev gennemfżrt side om side med reformer i Kommissionen (f.eks. den nye finansforordning og nedlžggelse af kontorerne for teknisk bistand), som ogs havde en indflydelse p dekoncentrationsprocessen. 
The reform was implemented in conjunction with Commission-wide reforms (such as the introduction of a new Financial Regulation, and the abolition of technical assistance offices) which also had an impact on the devolution process.
De anvendte planlžgnings-og overvgningsredskaber viste sig at vžre effektive og egnede til styring af dekoncentrationsprocessen. 
The toolbox of planning and monitoring instruments applied proved to be effective and appropriate for the management of the devolution process.
V. Efterhnden som dekoncentrationen skred frem, blev der foretaget en fżrste reorganisation af EuropeAid med vedtagelsen af en ny organisationsplan den 17. februar 2003. 
V. As devolution progressed, a first reorganisation of the services in EuropeAid took place with the adoption of a new organigramme on 17 February 2003.
Justeringerne som fżlge af funktionsžndringer foretages desuden nu via hovedkvarterets forvaltningsplan. Kommissionen er i fžrd med at undersżge, hvorledes der kan organiseres tematisk ekspertise i fuld harmoni med de berżrte generaldirektoraters respektive ansvarsomrder, som de fremgr af den tvžrtjenstlige aftale af 2001. 
Moreover, adjustments in response to the change of functions are now addressed through the headquartersŐ management plan. The Commission is examining measures to organise thematic expertise in full respect of the respective responsibilities of the directorates-general concerned as reflected in the Inter-service Agreement of 2001.
Det lykkedes at allokere de menneskelige ressourcer til trods for det vžldige personaleunderskud sammenlignet med alle stżrre donorer, herunder medlemsstaterne. 
The entire exercise for human resource allocation took place against a background of huge staffing deficit compared with all major donors, including Member States.
Kommissionen vil satse p at overvinde de resterende hindringer. 
The Commission is committed to overcoming remaining constraints.
Dekoncentration var blot et enkelt element i den generelle reformpakke. 
Devolution was just one element of the overall reform package.
Resultaterne af reformen overvges lżbende, og Rdet og Europa-Parlamentet holdes underrettet herom. 
The results of the reform are closely monitored, and Council and Parliament are kept regularly informed.
Det er ikke muligt at anskue resultaterne af dekoncentrationen sžrskilt fra resten af pakken. 
It is not possible to dissociate the results of devolution from the results of the rest of the package.
Ikke blot var dekoncentrationen i hovedsagen fuldfżrt inden for den planlagte frist, men den resulterede heller ikke i noget kvalitetstab eller opbremsning, som mange observatżrer havde frygtet. 
Nevertheless, not only was devolution largely completed within the timescale envisaged, but it did not result in the losses of quality, or reduction in speed, which many observers feared.
Det kan som eksempel nžvnes, at der forud for reformen var et stigende behov for tid til at udforme, implementere og gennemfżre et projekt; siden 2000 er denne tendens blevet vendt, og projekterne gennemfżres nu hurtigere. 
For instance, prior to the reform, the number of years needed to design, implement and complete a project was increasing; since 2000, this trend has been reversed, and projects are now completed faster.
Efter dekoncentrationen kan delegationerne p stedet fżre en strengere finanskontrol med de gennemfżrende organisationer (f.eks. ngoŐer og projektforvaltningsenheder). 
With devolution, stricter financial controls on implementing organisations (for instance, NGOs or project management units) can be applied on the spot by the delegations.
I de seneste r har indfżrelsen af standardiserede kontraktdokumenter bidraget til at forbedre kontrolniveauet; desuden har projektregnskaber siden juni 2003 skullet underkastes revision forud for den endelige betaling, og der blev i 2004 lagt sidste hnd p en strategi for ekstern revision. 
Over recent years, the introduction of standard contractual documents has contributed to improving the level of control; moreover, since June 2003, project accounts are subject to an audit before the final payment is made, and an external audit strategy was finalised in 2004.
Det har i nogle ganske bestemte lande vžret vanskeligt at besžtte visse stillinger med kvalificerede medarbejdere, men Kommissionen mener, at den rder over et udvalg af stillingstyper i delegationerne, som generelt giver en vis smidighed i perso-naledispositionerne og en god behovstilpasning. 
While some skilled posts are difficult to fill in a number of clearly identified countries, the Commission feels that the variety of staff categories in the delegations generally guarantees a certain measure of staff flexibility and adaptability to requirements.
Der tages skridt til at justere EuropeAids tjenestestrukturer for at forbedre finansinformations-systemerne og forenkle procedurerne for dermed at stżtte delegationerne mere effektivt. 
Measures are being taken to adapt the structure of the services at EuropeAid, to improve financial information systems and to simplify procedures in order to provide more effective support to delegations.
Dog er det vigtigt, at der opretholdes strenge finanskontrolstandarder. 
However it is essential to maintain strict standards of financial control.
Der er arbejde i gang med udvikling af supplerende indikatorer til at mle forbedringer med hensyn til gennemfżrelsestempoet for og kvalitet af bistandsleveringen. 
Work on the development of complementary indicators, to measure improvement in speed and quality of aid delivery is ongoing.
Ń Ved udgangen af 2005 efter afslutningen af dekoncentrationsprocessen vil en kontrol af omkostningerne muliggżre en sammenligning med det oprindelige overslag. 
Ń At the end of 2005, after the completion of the devolution process, the monitoring of costs will allow for a comparison with initial estimates.
Ń Med dekoncentrationen gżres der mere for at forbedre procedurerne og ansžttelsesvilkrene p delegationerne. 
Ń Devolution has focused attention on improving the recruitment procedures and conditions in the delegations.
Ń Kommissionen er i fžrd med at undersżge, hvorledes der kan organiseres tematisk ekspertise i fuld harmoni med de berżrte generaldirektoraters respektive ansvarsomrder, som de fremgr af den tvžrtjenstlige aftale af 2001. 
Ń The Commission is examining measures to organise thematic expertise in full respect of the respective responsibilities of the directorates-general concerned as reflected in the Inter-service Agreement of 2001.
Ń En udbygning af CRISŐ rolle (det fžlles Relex-informationssystem) som planlžgnings-og forvaltningsredskab vil bidrage til yderligere at forbedre EuropeAids overvgnings-og stżttekapacitet. 
Ń Enhancing the role of CRIS (Common Relex Information System) as a planning and management tool will further improve EuropeAidŐs capacity of monitoring and support.
Der arbejdes stžrkt p at sikre, at delegationspersonalet uddannes ordentligt. 
Significant efforts are being been made to ensure proper training of delegation staff.
Der foregr nu flere uddannelseskurser i udlandet, og der er e-lžringsmoduler under udvikling. 
More training sessions are now being organised overseas, and e-learning modules are being developed.
Ń EuropeAid tager skridt til at forbedre de nationale forvaltningers pržstationer. 
Ń EuropeAid is taking measures to improve the performance of national administrations.
Ń Ifżlge aktion 73 i handlingsplanen i hvidbogen om reformen af Kommissionen har Kommissionen oprettet en central enhed til at harmonisere standardkontrakter og forvaltningen af tilskudsaftaler. 
Ń Pursuant to Action 73 of the White Paper on ÔReforming the CommissionŐ the Commission established a centralised unit to harmonise model contracts and grant agreement management.
Endvidere foresls der i forbindelse med revisionen af gennemfżrelsesbestemmelserne til finansforordningen, som Kommissionen lancerede i oktober 2004, et forenklet system for kontraktindgelse for Kommissionens egen regning, ogs kontrakter, som forvaltes af delegationerne. 
Furthermore, the review of the Implementing Rules to the Financial Regulation launched by the Commission in October 2004 proposes a simplified system for awarding contracts for the CommissionŐs own account, including those managed by the delegations.
22.3.2005 DA Den Europžiske Unions Tidende C 72/17 INDLEDNING 2.-4. 
22.3.2005 EN Official Journal of the European Union C 72/17 INTRODUCTION 2 to 4.
Reformen af forvaltningen af bistanden til tredjelande omfattede bde oprettelsen af EuropeAid, som specielt skal operere i overgangsperioden af reformen, og dekoncentrationen af forvaltningen af hele projektcyklussen til delegationerne. 
The reform of the management of external assistance included both the creation of EuropeAid, which was specifically designed to cope with the transitional period of the reform, and the devolution of the management of the whole project cycle to the delegations.
Reformen blev gennemfżrt side om side med reformer i Kommissionen (f.eks. den nye finansforordning og nedlžggelse af kontorerne for teknisk bistand), som ogs havde en indflydelse p situationen. 
The reform was implemented in conjunction with Commission-wide reforms (such as the introduction of a new Financial Regulation, and the abolition of technical assistance offices) which also had an impact on the situation.
BEMŽRKNINGER 16. 
OBSERVATIONS 16.
Det var ikke muligt at fuldfżre dekoncentrationsprocessen inden udgangen af 2003 af budgetmžssige rsager og af visse logistiske og personalemžssige hensyn. 
It was not possible to complete the devolution by the end of 2003 for budgetary reasons and for some logistical and staffing issues.
Da dekoncentrationen kun var n komponent i reformprocessen, kan resultaterne heraf ikke betragtes sžrskilt fra resten af reformen. 
As devolution was only one part of the reform process, it is not possible to dissociate the results of the devolution process from the rest of the reforms.
Ved udgangen af 2005 efter afslutningen af dekoncentrationsprocessen vil en kontrol af omkostningerne muliggżre en sammenligning med det oprindelige overslag. 
At the end of 2005, after the completion of the devolution process, the monitoring of costs will allow for a comparison with initial estimates.
Hvad angr de andre elementer, som Retten omtaler, henvises der til svarene vedrżrende de respektive afsnit. 
Regarding the other elements mentioned by the Court, see replies under respective paragraphs.
Efter den anvendte metode kunne der tages behżrigt hensyn til sžrlige situationer (f.eks. regionale delegationer, portefżl-jens omfang/kompleksitet, hvorvidt det var let eller svžrt at skaffe personale osv.) for at undg en usmidig approach med et enkelt sžt regler for alle tilfžlde. 
The methodology used allowed due account to be given to particular situations (e.g. regional delegations, size/complexity of portfolio, easiness/difficulty of recruiting staff, etc.) avoiding an inflexible Ôone size fits allŐ approach.
Resultatet af den fżrste dekoncentrationsfase blev benyttet som vejledning og reference for vurdering af delegationschefernes anmodninger om ressourcer i efterfżlgende faser. 
The outcome of the first devolution phase was used as a guide and benchmark in assessing demands on resources made by the heads of delegation in subsequent devolution phases.
Tilgangen som sdan muliggjorde tilpasninger og finjustering undervejs, samtidig med at man bevarede den nżdvendige fleksibilitet til at hndtere mange forskellige scenarier. 
The entire approach allowed for adaptations and fine-tuning throughout, retaining the flexibility needed to deal with many different scenarios.
Det lykkedes at allokere de menneskelige ressourcer til trods for et vžldigt personaleunderskud sammenlignet med alle stżrre donorer, herunder medlemsstaterne. 
The human resources allocation process took place against a background of a huge staffing deficit compared with all major donors, including EU Member States.
Den valgte fremgangsmde var derfor at benytte dekoncentrationen til omsider at skaffe delegationerne de nżdvendige menneskelige ressourcer til at lżse alle deres ansvarsopgaver i forvaltningen af den eksterne bistand af den kvalitet og med den hurtighed, forvaltningsforsvarlighed, gennemslagskraft og synlighed, som tilstržbes med Relex-reformen. 
Hence, the approach chosen was to use devolution also as an opportunity to put Delegations in a situation where they would finally have the necessary human resources to discharge all their responsibilities in the management of external assistance with the level of quality, speed, management robustness, impact and visibility envisaged by the RELEX Reform.
Delegationscheferne har overtaget styringen af processen efter lange konsultationer og en vedvarende dialog, og delegationerne er, som Retten ogs nžvner, i almindelighed tilfreds med det tildelte antal stillinger. 
Extensive consultations and continous dialogue ensured ownership of the process by the heads of delegation and led, as the Court also points out, to general satisfaction in delegations with the number of posts allocated.
Under den fżrste dekoncentrationsfase blev der desuden fastlagt en ržkke detaljerede retningslinjer og principper for ressourceallokeringen i de efterfżlgende faser. 
Moreover, in the course of the first wave of devolution more sophisticated guidelines and benchmarks were developed for allocation of resources in the subsequent waves.
Ń Ń Ń Ń Ń Den hurtige personaleforżgelse p delegationerne har bevirket en opbremsning af ansžttelsesprocessen, fordi forvaltningsmidlerne i delegationerne og i hovedkvarteret ikke samtidig er blevet flere. 
The rapid increase in staff in the delegations resulted in a slow-down in the recruitment process, which can be blamed on the excessively low growth rate of management resources in the delegations and in Brussels.
Programmerne for uddannelse forud for udstationering har ogs indvirket p fristerne for besžttelse af stillinger. 
The pre-assignment training programmes also have an impact on deadlines for the filling of posts.
Kommissionen forsżger at tilbyde lokalt ansatte og ALAT kontraktvilkr, der svarer til dem, som andre lignende arbejdsgivere p stedet tilbyder. 
The Commission is striving to offer local and ALAT staff contractual conditions comparable to those of similar employers in the locality.
Den forestende generelle udbredelse af kategorien ČkontraktansatÇ burde bidrage til at forbedre beskžftigelsesvilkrene i delegationerne betydeligt. 
The forthcoming general introduction of the Ôcontract staffŐ category should contribute to a significant improvement in the conditions of employment in the delegations.
Knapheden p visse profiler og oprettelsen af stillinger med nye profiler forsinker stillingsbesžttelserne. 
The increasing scarcity of certain candidate profiles and the creation of posts with new job profiles have caused delays in the filling of posts.
Flere initiativer til at bżde p denne situation er i gang eller under forberedelse. 
Various measures have been introduced or planned to resolve this situation.
Stillingerne som lokalt ansat eller ALAT, der oprettes til forvaltning af bistanden, džkkes af kontrakter, som er tidsbegržnsede af budgetrsager, men som samtidig gżr det muligt at afpasse sagkundskaben efter de samarbejdsprogrammer, der skal gennemfżres. 
The aid-management posts created in local-agent or ALAT categories are covered by fixed-term contracts. The reasons for this are not only budgetary but also a concern that expertise should be more closely matched to the cooperation programmes to be carried out.
Problemerne som fżlge af lokal lovgivning burde blive reduceret betydeligt efter indfżrelsen af kategorien ČkontraktansatÇ. 
Constraints arising from local legislation should diminish considerably with the forthcoming general introduction of the Ôcontract staffŐ category.
Der er arbejde i gang med at definere vilkrene for anvendelse af den nye kategori ČkontraktansatÇ fra og med 2006. 
Work is under way to draw up the conditions to govern the application of the new Ôcontract staffŐ category from 2006.
26. disponible ressourcer (sžrlig hvad angr tjenesterejseudgifter) omkring 10 uddannelseskurser i Asien med berżring til CRIS og finans-og kontraktprocedurer. 
Ń Ń Ń Ń Ń 26. (particularly as regard mission expenses), the Commission conducted some 10 training courses in the Asia region covering CRIS and Finance and Contract procedures.
Nyt personale, som ansžttes lokalt, tržnes p delegationerne af kolleger. 
New staff recruited locally should be trained in delegations by colleagues.
Kommissionen vil opretholde sit omfattende uddannelsespro-gram. 
The Commission will maintain its substantial training program.
Der er arbejde i gang med fjernlžrings-og e-lžringskurser, og det fżrste modul vedrżrende CRIS burde foreligge i begyndelsen af 2005. 
Distance and eLearning courses are under development, and a first module on CRIS should become available early 2005.
Det skulle give lokalt ansatte bedre uddannelsesmuligheder. 
This should facilitate the access of local staff to training possibilities.
EuropeAid var oprindeligt med sin hovedsagelig geografiske struktur opbygget til at sikre organisatorisk stabilitet under hele dekoncentrationsprocessen. 
The initial structure of EuropeAid was designed to ensure the stability of the organisation throughout the devolution process by opting for a predominantly geographical structure.
Beskrivelsen af hovedkvarterets nye rolle fra november 2002 blev foretaget p basis af de fżrste erfaringer med den fżrste dekoncentrationsfase. 
Based on the first experience of the first wave of deconcentration, the description of the new role of headquarters of November 2002 was drawn up.
Den var p det tidspunkt relevant for en fjerdedel af EuropeAids arbejde. 
This new role was at that time relevant for a quarter of the work of EuropeAid.
Efterhnden som dekoncentrationen skred frem, blev der foretaget en fżrste reorganisation af tjenestegrenene i hovedkvarteret med vedtagelsen af en ny organisationsplan den 17. februar 2003. 
As devolution progressed, a first reorganisation of the services in HQ has taken place with the adoption of a new organigramme on 17 February 2003.
I 2004 gennemfżrte Kommissionen med de begržnsede 
During 2004, with the limited resources at its disposal
C 72/18 DA Den Europžiske Unions Tidende 22.3.2005 28. 
C 72/18 EN Official Journal of the European Union 22.3.2005 28.
Tilpasningen med hensyn til allokering af de menneskelige ressourcer til funktionsžndringen er i gang. 
The adjustment in terms of allocation of human resources to the change of functions is ongoing.
Der blev i september/oktober 2004 foretaget en vurdering af arbejdsbyrden i EuropeAids forskellige kontorer som led i forberedelserne til omstrukturering, som skal fżre til en ny organisationsstruktur i begyndelsen af 2005. 
A workload assessment of units in EuropeAid was carried out in September/October 2004 as part of the preparations for restructuring which should lead to a new organisational structure by early 2005.
Personalebehovet i hovedkvarteret behandles desuden ved den rlige vurdering af den aktivitetsbaserede forvaltning (ABM) og afspejler sig i forvaltningsplanen. 
Moreover, staffing needs for HQ are addressed through the annual activity based management (ABM) exercise and reflected in the management plan.
Forvaltningsplanen er et af de vigtigste redskaber i hovedkvarteret til planlžgning, forvaltning og overvgning. 
The management plan is the key planning, management and monitoring tool in headquarters.
Direktoraterne kan hermed planlžgge og forvalte žndringer. 
It allows directorates to plan for and manage change.
Der er udstationeret tilstržkkeligt personale fra hovedkvarteret til at džkke identificerede basale behov i delegationerne. Denne omfordeling sker som led i den rlige ABM-żvelse. 
Sufficient staff has been redeployed from headquarters for the identified core needs in delegations. This redeployment takes place within the annual ABM exercise.
Da den sker i flere faser og sammen med andre personalerokeringer, er processen ikke umiddelbart indlysende eller let at rekonstruere. 
As the redeployment occurs in a phased manner and in conjunction with other staffing movements, the process may not be immediately apparent or easy to reconstruct.
Den er ikke desto mindre, og har altid vžret det, et centralt aspekt af reformen og dekoncentration i sžrdeleshed. 
It is nonetheless, and has been from the outset, a key aspect of the reform, and of devolution in particular.
EuropeAid er klar over, hvor svžrt det er at yde en effektiv stżtte til delegationerne efter personalenedskžringen. 
EuropeAid is aware of the difficulties in providing effective support to delegations after the reduction in posts.
Af denne grund (og de rsager, der er nžvnt i forbindelse med punkt 27) bżr den aktuelle revision fżre til en ny organisationsstruktur for EuropeAid i begyndelsen af 2005. 
For this reason (and the reasons highlighted under the reply to point 27) the present review process should lead to a new organisational structure for EuropeAid by early 2005.
EuropeAid har altid lagt stor vžgt p uddannelse af personalet til de job, som det skal udfżre i dekoncentrationsregi. 
EuropeAid has consistently attached major importance to training staff for the roles they will have to accomplish in a devolved environment.
En stor del af personalet deltog i 2002 og 2003 i żvelser, som skulle hjžlpe det til at tilpasse sig de nye opgaver og indkredse problemer, som eventuelt mtte opst mellem hovedkvarteret og delegationerne. 
A large proportion of staff participated during 2002 and 2003 in exercises to help to adjust to their new roles and to identify problems which might arise between HQ and delegations.
EuropeAid forsżger at reintegrere personale, der vender tilbage fra delegationerne. 
EuropeAid has tried to ensure reintegration of staff returning from delegations.
I 2003 blev 21 tjenestemžnd i turnusordningen reintegreret i EuropeAid. 
In 2003, 21 officials in the rotation exercise were thus reintegrated within EuropeAid.
Mange af overvgningsinstrumenterne var nye som en del af dekoncentrationsprocessen. 
Many of the monitoring instruments were new as part of the devolution exercise.
Det tog en vis tid at finjustere dem til praktisk brug. a) Alle de kriterier, som Retten nžvner, var omhandlet i afgżrelserne om tildeling af ekstra personale og revisionerne af organisationsplaner (se svaret vedrżrende punkt 19). 
They required a period of fine tuning in terms of use and operational application. (a) All the criteria mentioned by the Court were covered in the decisions surrounding the allocation of additional staff and the reviews of organigrammes (see reply to paragraph 19).