natgillin/translations-raw huggingface dataset:
Den proces, der er i gang i de centrale tjenester, som skal omstilles til deres nye funktion som stżtte for delegationerne med dekoncentreret forvaltning, kan imidlertid forbedres p bestemte omrder: a) De tematiske netvžrks websteder er ikke p samme udviklingsstadium, og der er behov for en stżrre opdatering af mange af dem. b) Der er fortsat behov for videreuddannelse i delegationerne, der ikke er blevet džkket (jf. punkt 26). c) Kvalitetsstżttegruppen for AVS har p nuvžrende tidspunkt kun kapacitet til at screene en stikprżve p 20% af finansieringsforslagene. d) EuropeAids retningslinjer har ikke altid foreligget p de forskellige delegationers arbejdssprog. Der er nu givet klare instrukser herom, men det tager lang tid at f teksterne oversat. e) Kommissionen har vžret meget lžnge om at give delegationerne klare retningslinjer for modtagerlandenes decentraliserede forvaltning af EFŐs bistand inden for rammerne af den nye finansforordning og udstede retningslinjer for de finansielle procedurer vedrżrende 9. EUF. f) Kapacitetsmangel i det ansvarlige direktorat i Generaldirektoratet for Eksterne Forbindelser har medfżrt, at det har vžret meget lžnge om at godkende delegationernes forslag til ansžttelse af personale. 
However, there is still scope for improvement in the transition of HQ towards its new support role in a devolved environment in the following areas: (a) the websites of the thematic networks are at variable stages of development and many need important updating work; (b) there are still outstanding training needs in delegations (see paragraph 26); (c) the quality support group for the ACP currently only has the capacity to screen a sample of 20 % of financing proposals; (d) EuropeAid did not always make guidance available in the working language of the delegation. There are now clear instructions to do so, although translation delays remain; (e) the Commission was slow to clarify to delegations how decentralised management of EC aid by beneficiary countries should be implemented in the context of the new FR and to provide guidance on financing procedures for the ninth EDF; (f) lack of sufficient capacity in the directorate responsible in DG RELEX, resulting in delays in approval of staff recruitment proposals from delegations.
Resultater af dekoncentreringen Indikatorer for resultatmling 39. 
Results of devolution Indicators for measuring results 39.
I henhold til meddelelsen til Kommissionen af 16. maj 2000 om reformen af forvaltningen af ekstern bistand skulle der indfżres resultatindikatorer, s man kunne mle fremskridt i forhold til reformmlene (at gennemfżre bistanden hurtigere, at forbedre kvaliteten af bistandsforvaltningen og at sikre solide finansielle procedurer), og for at sikre, at udnyttelsen af en budgettildeling i et bestemt r ikke lžngere var mlestokken for et programs succes. 
The Communication to the Commission of 16 May 2000, concerning the reform of the management of external aid, stated that performance indicators would be introduced to measure progress made towards the objectives of the reform (increasing speed of implementation, improving quality of aid management and robustness of financial procedures) and to ensure that the success of programmes was no longer judged in terms of whether a budget allocation in a given year had been used.
(3) De tematiske netvžrk har eksisteret siden 2001, hvor EuropeAid blev oprettet, og der er nu 11 tematiske netvžrk og 3 korrespondentnet-vžrk. 
(3) The thematic networks have existed since 2001 with the creation of EuropeAid and there are now 11 thematic networks and three networks of correspondents.
Kommunikationen med delegationerne foregr fżrst og fremmest gennem websteder, der blev oprettet i juli 2003. 
The main method of communicating with delegations is through websites, created in July 2003.
C 72/10 DA Den Europžiske Unions Tidende 22.3.2005 40. 
C 72/10 EN Official Journal of the European Union 22.3.2005 40.
Kommissionen indfżrte en ržkke indikatorer i 2001, navnlig p grundlag af de data, der forel p det tidspunkt. 
A number of indicators were adopted by the Commission in 2001, mainly based on financial data then available.
De omfattede forpligtelser og betalinger og de tilsvarende RAC og RAL, procentsatsen for fakturaer, der er betalt inden 60 dage, fordelingen af forpligtelser og betalinger p ret, og det antal r, som det tog at gennemfżre et projekt. 
These included commitments and disbursements, the related RAC and RAL, the percentage of invoices paid within 60 days, distribution of commitments and payments throughout the year and the number of years needed to complete a project.
Disse indikatorer kan vžre nyttige p langt sigt og for en samlet vurdering, men de bżr suppleres med andre indikatorer, hvis man skal kunne danne sig et fuldstžndigt billede af projekt-forberedelsens og den faktiske gennemfżrelses tempo og kvalitet. 
The indicators mentioned above may be useful in the long term and at a global level, but they should be complemented by other indicators to provide a complete picture of the speed and quality of project preparation and of implementation on the ground.
Ved udgangen af 2003 overvejede EuropeAid stadig at indfżre yderligere resultatindikatorer, der ville kunne opfylde dette ml. 
At the end of 2003 EuropeAid was still considering additional performance indicators which would meet this objective.
Forsinkelsen i indfżrelsen af sdanne indikatorer har medfżrt, at det var vanskeligt at indsamle grundlžggende data om stillingen, da dekoncentrationsprocessen (eller reformen) indled-tes. 
The delay in introducing such indicators has resulted in difficulties in establishing base line data on the situation at the start of devolution (or the reform).
Det er endvidere svžrt at fastlžgge indikatorer, som gżr det muligt at skelne mellem effekten af dekoncentrationen og effekten af andre elementer i reformen. 
In addition, it is difficult to identify indicators which isolate the impact of devolution from the impact of the elements of the wider reform.
Andre kommissionsinitiativer, f.eks. indfżrelsen af projektcyklusforvaltning, sektormetoder eller nye finansforordninger, og udviklingen i modtagerlandene, f.eks. žndringer i det lokale politiske miljż eller i kvaliteten af den nationale administration, kan ogs have indvirket p indikatorerne. 
Moreover, indicators may also be affected by other Commission initiatives such as the introduction of project cycle management, sector-wide approaches or new Financial Regulations and by developments in beneficiary countries, such as changes in the local political environment or in the quality of the national administration.
Gennemfżrelsestempoet 43. 
Speed 43.
Under revisionen har Retten forsżgt at finde bevis for, at forskellige faser i projektcyklussen, som delegationerne nu selv er ansvarlige for, gennemfżres hurtigere, navnlig forberedelse af finansieringsforslag, indgelse af aftaler, betaling af fakturaer og projektgennemfżrelse. 
Through its audit, the Court has tried to find evidence of any improvements in speed in relation to different activities within the project cycle for which the Delegation now has specific responsibility, in particular the preparation of financing proposals, the conclusion of contracts, the payment of invoices, and project implementation.
Den fżrste fase i projektcyklussen, programmeringen, var ikke omfattet af denne undersżgelse, fordi det stadig er de centrale tjenester, der er ansvarlige herfor, selv om det forventes, at delegationerne deltager mere aktivt. 
The first phase of the project cycle, i.e. of programming, is not dealt with here because this is still the responsibility of HQ, albeit with an expected greater involvement of the delegations.
Forberedelse af finansieringsforslag 44. 
Preparation of financing proposals 44.
Selv om Čthe pipeline overviewÇ, alts oversigten over projekter under forberedelse, overvges nżje, s det sikres, at fristerne overholdes, har dekoncentreringen i nogle tilfžlde betydet, at forberedelsesfasen er get langsommere, fordi delegationerne har skullet igennem en nżdvendig lžreproces. 
Although the ÔpipelineŐ schedule of projects under preparation is closely monitored to ensure deadlines are met, in some cases devolution has slowed down the speed of project preparation as delegations pass through the necessary learning process.
I 2003 var de centrale tjenester f.eks. nżdt til at bist nogle af delegationerne i Asien med at udarbejde udkast til finansieringsforslag, frister mtte udsžttes, og enden blev, at procentsatsen for forpligtelser indget i fjerde kvartal var hżjere end den tilsvarende procentsats for tidligere r (80-90 % mod ca. 50 % tidligere). 
For example in 2003 Delegation HQ had to assist some delegations in Asia in preparing draft financing proposals, deadlines had to be postponed and in the end a higher percentage of commitments were concluded in the fourth quarter than in previous years (80 to 90 %, against some 50 % before).
Flere af de delegationer, Retten besżgte i forbindelse med revisionen, havde haft sžrlige problemer med forberedelsen af nye finansieringsforslag i 2003 p grund af den nye finansforordning vedrżrende det almindelige budget, der trdte i kraft den 1. januar 2003. 
Several delegations visited during the audit had encountered specific problems in 2003 in the preparation of new financing proposals, following the introduction of the new FR applicable to the general budget from 1 January 2003.
Der herskede usikkerhed i delegationerne med hensyn til, hvordan de nye bestemmelser i finansforordningen om begrebet modtagerlandenes Čdecentraliserede forvaltningÇ af bistandsaktioner skulle fortolkes og anvendes. 
Delegations were unsure how to interpret and apply new provisions of the FR relating to the concept of Ôdecentralised managementŐ of aid activities by beneficiary countries.
De anmodede gentagne gange om nžrmere forklaringer, men der kom intet svar fra de centrale tjenester. Da Retten gennemfżrte sin anden runde revisionsbesżg i marts 2004, var de centrale tjenester tilsyneladende stadig ved at undersżge dette spżrgsml. 
Repeated requests for clarification were left unanswered by HQ, where the subject in question was apparently still being studied at the time of the second round of the CourtŐs audit visits to the delegations in March 2004.
En ržkke projektforslag kunne derfor ikke fžrdiggżres, fordi det ikke var klart, hvordan bestemmelserne skulle forsts, og fordi der ikke var enighed om, hvilke gennemfżrelsesmekanismer der skulle indfżres. 
As a result, a number of project proposals could not be finalised for lack of a clear understanding and agreement on the implementation mechanisms to be put in place.
Kontrakter og betalinger 46. 
Contracting and payments 46.
Den generelle konklusion p grundlag af besżgene i delegationerne er, at delegationerne forvalter rutineforretningsgan-gene for indgelse af kontrakter og afholdelse af betalinger hensigtsmžssigt. 
The overall conclusion on the basis of the visits to delegations is that the routine processes of making contracts and payments are managed adequately by the delegations.
Det skyldes fżrst og fremmest, at navnlig de stżrre delegationer, der var med i den fżrste bżlge, har fet kvalificeret og erfarent personale til deres finans-og kontraktenheder, og det har derfor vžret lettere for dem at indfżre de grundlžggende finansielle systemer og procedurer uden problemer. 
The main contributory factor has been that the bigger, first wave delegations in particular have received well qualified, experienced staff for their Finance and Contracts units (F & C), which has facilitated the smooth introduction of the basic financial systems and procedures.
I lande, hvor den nationale administration spiller en vigtig rolle i kontraktindgelses-og betalingsprocessen (1), kan forsinkelser i den nationale administration nogle gange tržkke projektgennemfżrelsen meget mere i langdrag end forsinkelser, der opstr i delegationerne (2). 
In countries where the national administration plays an important role in the contract and payment process (1), delays within these administrations are sometimes more serious constraints to speedy project implementation than any delays occurring in the delegations (2).
Mange delegationer overvger ikke specifikke indikatorer til mling af, hvor lang tid det tager at ekspedere betalinger eller indg kontrakter, og de sžtter sig normalt heller ikke specifikke ml for disse omrder, bortset fra mlet om at overholde de formelle og obligatoriske tidsfrister, der er fastsat i finansforordningen, i kontrakter eller i offentliggjorte udbudsprocedurer (3). 
Many delegations do not keep track of specific indicators to measure the periods used to make payments or to conclude contracts, nor do they usually set themselves specific objectives in this respect, other than the formal compulsory periods set by the FR, by contracts or by published tender procedures (3).
(1) Det er navnlig tilfžldet i AVS-landene, men ogs i andre lande, hvor der anvendes dekoncentreret projektforvaltning, f.eks. i Marokko. 
(1) This is specifically the case in the ACP countries but also in other countries where decentralised project management is being applied, such as in Morocco.
20 dage. Det var kun en brżkdel af den tid, det tog for projektforvaltningsenhederne eller den nationale administration at gżre deres del af arbejdet i betalingsprocessen; for dem var der ikke tale om dage, men om mneder. 
(2) TheauditintheDelegationinSenegalforinstanceshowedthat,where the period used inside the Delegation to process a payment had come down to about 20 days, this was only a fraction of the time taken by the project management units or the national administration to perform their part of the payment process, which could be counted in months rather than days.
I Marokko tog de nationale administrative procedurer for betalinger eller kontraktindgelse s lang tid, at delegationen havde besluttet, at den ville forsżge at forkorte ekspeditionstiden, ikke ved at prżve at hjžlpe regeringen med at forbedre de lokale procedurer, men ved at overtage det fulde ansvar for alle betalinger og forpligtelser. 
In Morocco, the national administrationŐs procedures to process payments or conclude contracts took so long that the Delegation had decided, rather than trying to assist the government in improving its local procedures, to take over complete responsibility for all payments and commitments in order to reduce delays.
(3) RettenkonstateredeenundtagelseiSenegal,hvorderpfżlgesedlerne til betalingsptegningerne var angivet mltal for det antal arbejdsdage, som hvert stadium i kontrolprocessen mtte vare. Delegationen kal-kulerede med i alt 21 arbejdsdage til behandlingen af en faktura frem til betalingstidspunktet. 
(3) An exception was found in Senegal, where the routing slips for payment visas contained a target number of working days for each stage of the verification process amounting to an overall total of 21 working days for processing an invoice for payment at the Delegation.
22.3.2005 DA Den Europžiske Unions Tidende C 72/11 49. 
22.3.2005 EN Official Journal of the European Union C 72/11 49.
Med de finansielle informationssystemer, der anvendes i delegationerne, dvs. CRIS og (for EUF) OLAS, er det i princippet muligt at beregne tiden frem til betalingstidspunktet, men ved revisionen i nogle delegationer blev der konstateret en ržkke fejl i de underliggende data (1). 
The financial information systems used in delegations, CRIS and (for EDF) OLAS, in principle allow the calculation of the period used to make a payment, but the checks carried out at a few delegations indicate a number of errors in the underlying data (1).
Det er derfor tvivlsomt, om EuropeAids resultatindikator, der viser den samlede procentsats for fakturaer, der er betalt inden for 60 dage, er plidelig. 
The reliability of the EuropeAid performance indicator, which shows the overall percentage of invoices paid within 60 days, is therefore uncertain.
Revisorerne sammenlignede s ekspeditionstiden for de to grupper betalinger. 
Indicators on the speed of payments are not available prior to devolution.
For den ene af delegationernes vedkommende kunne der konstateres forbedringer (den gennemsnitlige ekspeditionstid var reduceret fra 61 dage fżr dekoncentreringen til 47 dage efter dekoncentrerin-gen), men for den anden delegations vedkommende var der ingen synlige žndringer (det tog fortsat i gennemsnit ca. 50 dage at ekspedere en betaling). 
The results were inconclusive, showing an improvement in the case of one delegation (average time taken went down from 61 days before devolution to 47 days after devolution), but no apparent change in the case of another delegation (average time taken remained around 50 days).
En ržkke delegationer havde problemer med at forvalte betalinger og kontrakter p grund af mange fejl i de data, der var blevet indtastet i finansdatabasen CRIS, efter at den var blevet operationel i lżbet af 2002. 
A number of delegations experienced difficulties in relation to managing payments and contracts as a result of the many errors which they encountered in the data previously entered in the CRIS financial information system, after this system became operational in the course of 2002.
Fžllesskabsprocedurerne for udbud og kontraktindgelse er komplicerede. Revisionen viser, at de ansatte i delegationerne, de projektansatte og de lokale embedsmžnd fra landenes centraladministration somme tider har store problemer med de gžldende bestemmelser, selv nr det er muligt at fravige dem eller at fortolke dem p en mere fleksibel mde. 
EC procedures in the area of tendering and contracting are complicated. The audit indicates that delegation staff, project staff and local government officials sometimes meet serious difficulties in this respect even when there is room for derogation or more flexible interpretation.
De centrale tjenester accepterer ikke gerne fravigelser, og i bestemte tilfžlde er fravigelser slet ikke mulige p grund af sžrlige regler, der kržver, at udbudsproceduren gentages, indtil der er modtaget et tilstržkkeligt antal gyldige bud. 
Derogations are not easily approved by HQ and in certain cases not even possible under specific rules, which require that the tender process be repeated until a sufficient number of valid offers is received.
I sdanne tilfžlde er det meget vanskeligt at forberede og gennemfżre projekter. 
In these cases preparation or implementation of projects is seriously hindered.
Projektgennemfżrelse 53. 
Project implementation 53.
Det er ikke let at mle dekoncentrationens effekt p gennemfżrelsestempoet generelt (det konstaterede Retten under revisionsbesżgene i delegationerne), under alle omstžndigheder ikke endnu, fordi delegationerne kun har fungeret med decentraliseret forvaltning i relativt kort tid (2). 
The effect of devolution on the speed of project implementation as a whole can not easily be measured (as the audit visits at delegation level have shown), certainly not yet considering the relatively short period during which devolved management is in place in the delegations (2).
For s vidt angik over halvdelen (1) Der blev bl.a. fundet fżlgende fejl: fakturaer med forkert udstedelsesdato, det var ikke registreret, at en betalingsanmodning var blevet udskudt i en periode, f.eks. fordi der manglede bilag, eller fordi belżb, der var blevet betalt n gang, var blevet registreret to gange i systemet. 
For more than (1) Errors found included the wrong date of issue of an invoice, the non-entry of the period during which a payment request is suspended, e.g. for lack of supporting documents and payments made once but recorded twice in the system.
(2) Et igangvžrende projekt kan f.eks. have svagheder i sin udformning, eller forholdene kan žndre sig p en mde, som ikke (umiddelbart) kan afhjžlpes ved dekoncentrering. af de delegationer, Retten besżgte, var konklusionen af revisionen, at den positive effekt af dekoncentrationen udeblev p grund af andre faktorer. 
(2) An ongoing project, for instance, may suffer from a design weakness or a change in circumstances, which cannot be changed (easily) by devolution. half of the delegations visited, the conclusion of the audit was that the positive effects of devolution are being offset by other factors.
Ved revisionsbesżgene kunne Retten generelt konstatere, at det havde indvirket positivt p projektgennemfżrelsen, at der kunne tržkkes p finans-og kontraktenhederne p stedet, og at delegationernes operationelle enheder havde fet stżrre kapacitet. 
One common finding of the audit visits is that project implementation is benefiting from having the Finance and Contracts unitŐs staff available on the ground and from the increased capacity in the operational units of the delegations.
Begge faktorer fremmer en bedre forstelse af de lokale forhold, og kombineret giver de bedre kapacitet til at lżse alle former for problemer i forbindelse med projekter og programmer. 
Both factors contribute to a better understanding of local conditions and together create a better problem-solving capacity regarding any problems affecting projects and programmes.
Interview med delegationernes samarbejdspartnere (embeds-mžnd fra landenes centraladministration, projektansvarlige og repržsentanter for andre donorer) bekržfter, at delegationerne har fet stżrre kapacitet efter dekoncentrationen. 
Interviews held with delegationsŐ counterparts (government officials, project staff, representatives of other donors) confirm the increased capacity of delegations following devolution, which allow closer contacts with, and more involvement by, delegation staff.
De problemer, der er omhandlet tidligere i denne beretning, i forbindelse med forberedelsen af delegationerne og de centrale tjenester p dekoncentreret forvaltning kan mske bevirke, at det ikke fr nogen effekt, at gennemfżrelsestempoet er blevet żget (jf. punkt 23, 26, 35.c) og 38). 
However, constraints discussed earlier in the report in the context of the preparation of delegations and HQ for devolution, may offset improvements in speed resulting from devolution (see paragraphs 23, 26, 35(c) and 38).
Kvalitet 56. 
Quality 56.
Med hensyn til det andet hovedml for reformen og for dekoncentrationen, nemlig at forbedre kvaliteten af EFŐs bistand til tredjelande radikalt, er det for tidligt at mle den fulde potentielle effekt af dekoncentrationen p bistandens kvalitet gennem hele projektcyklussen efter mindre end to r med dekoncentreret forvaltning. 
Regarding the second main objective of the reform and of devolution, i.e. to make radical improvements in the quality of EC external aid, it is too early, after less than two years of devolved management, to see the full potential effect of devolution on the quality of aid throughout the whole project cycle.
Denne effekt kan fżrst mles efter mindst fire-fem r, nr et betydeligt antal projekter og programmer, som er forberedt under dekoncentreret forvaltning, er i gang. 
This would require a period of at least four to five years, until a significant number of projects and programmes prepared under devolved management are being implemented.
Man bżr endvidere p et tidligt tidspunkt fastlžgge de indikatorer, der er bedst egnede, nr man skal vurdere bistandens kvalitet. 
In addition, it would be necessary to identify at an earlier stage the most appropriate set of indicators for determining the quality of aid.
Det resultatorienterede overvgningssystem, som Kommissionen udvidede i 2002 til alle regioner, der er omfattet af Fžllesskabets eksterne bistandsprogrammer, skal give en vurdering af resultaterne af et projekt eller et program. 
The results-oriented monitoring system, which the Commission expanded in 2002 to cover all regions concerned by EC external cooperation programmes, is meant to give an appreciation of a projectŐs or programmeŐs performance.
P lžngere sigt kunne disse vurderinger blive en vigtig indikator for kvaliteten af EFŐs bistand og for kvalitetsforbedringer Ń forudsat at rapporterne har et standardformat, s de kan sammenlignes r efter r. 
In the longer term, these assessments could form an important indicator of the level of quality of EC aid and, provided that the reports are of a consistent standard so that they are comparable over time, of any improvements in quality.