natgillin/translations-raw huggingface dataset:
De nye Phare-retningslinjer medfżrte ogs forsinkelser i projekternes ivžrksžttelse, navnlig fordi Kommissionen havde indfżrt de nye retningslinjer uden at forberede de dertil hżrende nżdvendige procedurer. Efter indfżrelsen af Kommissionens nye procedurer mtte nogle projekter žndres yderligere, og det gjorde tidsplanen endnu mere presset. 
The new Phare reorientations led to delays in project start-up: especially as the Commission had introduced the new orientations without preparing the corresponding procedures that would be needed As the CommissionŐs procedures were developed, this led to further modification of some projects, adding to the pressure on the timetable.
For lande i en hurtig omstillings-proces er det sžrligt vigtigt, at projekterne ivžrksžttes meget hurtigt, men 1998-projekter, der var udarbejdet af de estiske myndigheder i midten af 1997, kunne fżrst pbegyndes i sidste halvdel af 1999. 
Swift project start-up is particularly important for a country undergoing rapid change, but 1998 projects, conceived in mid-1997 by the Estonian administration, could only begin in the second half of 1999.
1 () I praksis kan der g endnu lžngere tid: I de tilfžlde, hvor projekterne ikke var pbegyndt p det tidspunkt, Rettens besżg fandt sted, var det 2 datoerne for disse besżg, der dannede grundlag for beregningen. () Det er sjžldent, at udbudsproceduren forlżber helt uden problemer. Der opstr forsinkelser p mange stadier undervejs: De eksperter, der er foreslet i det vindende bud, er ikke lžngere til rdighed og skal erstattes af andre, og i visse tilfžlde m hele udbudsproceduren g om. 
1 () In practice, delays may be even longer: in cases were the projects had not started at the time of the audit visit, the dates of these audit visits 2 were taken as the basis for the calculation. () The tendering process rarely runs smoothly: delays occur at many stages of the procedure; experts proposed in the winning bid become unavailable and must be replaced; sometimes the whole tendering process must be restarted.
Det er klart, at et projekt ikke altid vil kunne pbegyndes, s snart finansieringsaftalen er undertegnet. 
It is clear that projects will not always be able to start implementation as soon as the Financing Agreement is signed.
I forbindelse med mange projekter, isžr ČprocesorienteredeÇ projekter (3), er det nżdvendigt med en indkżringsfase, hvor der foretages indledende undersżgelser for at f fastlagt basisdata m.m. 
Many projects, especially ÔprocessŐ projects(3), require an inception period while diagnostic studies to establish baseline data etc. are prepared.
Det er ikke ualmindeligt, at det konstateres i indkżringsfasen, at det er nżdvendigt at žndre et projekt vžsentligt. 
In these cases, it is not uncommon for the inception phase to identify significant changes that are needed to the project.
I Asien, Latinamerika og Middelhavsomrdet bliver finansieringsaftalen i s fald ogs žndret (4), og denne proces har i de senere r vžret meget langvarig (jf. punkt 52). 
In Asia, Latin America and the Mediterranean countries this leads to amendments to the Financing Agreement (4), which, in recent years, have taken a long time to process (see paragraph 52).
Det er ogs ofte nżdvendigt at foretage žndringer i finansieringsaftalerne, som ikke indebžrer nogen žndringer i budgettet, men blot en forlžngelse af gennemfżrelsesperioden. 
Amendments to Financing Agreements requiring no change to the budget but simply an extension in time are also often required.
Selv sdanne simple žndringer indebžrer ogs en lang sagsbehandlingstid. 
Even these simple amendments take a long time to process.
Det forhold, at projekterne meget hyppigt m forlžnges, er ogs tegn p, at de fleste projekttidsplaner er urealistisk korte. 
The frequency with which projects are extended is also an indication that most project timetables are unrealistically short.
DELEGATIONERNES ROLLE 48. 
THE ROLE OF DELEGATIONS 48.
Kommissionens delegationer er kommet til at spille en vžsentligt stżrre rolle i de senere r. 
The role of the CommissionŐs Delegations has expanded considerably in recent years.
Opgaver i forbindelse med ivžrksžttelsen af bistandsprogrammer til fordel for tredjelande er kun t af deres vigtigste arbejdsomrder. 
Responsibilities related to the implementation of external aid programmes are only one of their main areas of activities.
Delegationerne varetager i stigende grad en politisk funktion som repržsentanter for Unionen, de er aktive p det żkonomiske, handelspolitiske og kulturelle omrde og formidler information om Unionen og dens politikker og programmer. 
Delegations now increasingly perform a political role representing the Union, are active in the economic, commercial, and cultural spheres, and provide information on the Union and its policies and programmes.
Delegationerne kunne i gennemsnit afsžtte 41 % af deres tid og ressourcer til arbejdet med de eksterne bistandsprogrammer (5). 
The proportion of time and resources that Delegations had available for external aid programmes was on average 41 % (5).
Der er stor forskel p, hvor meget ansvar delegationerne har for de forskellige faser i projektcyklussen. 
The degree of responsibility of the Delegations for the different phases of the project cycle varies considerably.
AVS-delegationerne har i henhold til Lom-konventionerne haft stżrre ansvar end delegationerne i Asien, Latinamerika og Middelhavsomrdet. 
The ACP Delegations, under the rules of the Lom Conventions, have had more responsibility than the Delegations in Asia, Latin America and the Mediterranean countries.
Samtlige delegationer har imidlertid vžsentlige befżjelser i selve gennemfżrelsesfasen, som under t kan betegnes som ČprojekttilsynÇ (jf. punkt 61-65). 
All Delegations, however, have important responsibilities during the implementation phase, which can be put under the overall heading of project monitoring (see paragraphs 61-65).
Beslutningsbefżjelser 50. 
The responsibility and decision-making authority 50.
Det gžlder for alle regionerne, at der ikke er fastlagt en klar ansvarsfordeling mellem delegationerne og hovedkvarteret i (3) 4 () 5 () Et ČprocesorienteretÇ projekt er et projekt, der har til forml at sžtte en udviklingsproces i gang, som skal fortsžtte, nr projektet er afsluttet. Til sammenligning taler man ogs om Čblue printÇ-projekter (planprojekter), som f.eks. anlžggelse af en vej, hvor det blot drejer sig om at gennemfżre noget, som er fuldt planlagt og projekteret p forhnd. I AVS-landene bliver der ofte foretaget žndringer i projekterne, uden at det indebžrer tilsvarende žndringer i finansieringsaftalen. 
In all regions the duties to be carried out by the staff in the Delegations and at headquarters in Brussels in relation to the (3) A process project is one where the objective is to set in motion a development ÔprocessŐ, which will continue after the end of the project period. It compares with a ÔblueprintŐ project, such as the construction of a road, which involves the simple execution of something fully 4 designed in advance. () In ACP countries, changes are often made to projects without any cor-5 responding change being made to the Financing Agreement. () ÔDesigning tomorrowŐs Commission: A review of the CommissionŐs organisation and operation; the External Relations service, 24 February 1999.
22.2.2001 DA De Europžiske Fžllesskabers Tidende C 57/11 Bruxelles i de forskellige stadier i projektcyklussen. 
22.2.2001 EN Official Journal of the European Communities C 57/11 different stages of the project cycle, are not clearly defined.
Kommissionen har heller ikke udarbejdet en klar beskrivelse af hver stillings indhold, opgaver og befżjelser. 
Nor has the Commission clearly defined the content, duties, and responsibilities of each post.
Stillingsbeskrivelserne for ansatte i delegationerne er Ń hvor de overhovedet findes Ń alt for generelle til at vžre til nogen nytte. 
Job descriptions for staff in the Delegations, where they exist, are too broad to be useful.
Denne mangel p klar ansvarsfordeling resulterer i overlapninger og forsinkelser. 
This lack of clarity in the division of responsibilities leads to duplication and delays.
Ting-rapporten fra 1998 (1) indeholdt en ržkke anbefalinger, der skulle afklare forholdene, bl.a. at der kunne lžgges et stżrre ansvar ud til medarbejderne i delegationerne. 
In 1998, the Ting report (1) made a number of recommendations to clarify the situation, and to increase the responsibilities of the staff in the Delegations.
Det understreges i rapporten, at delegationerne har fet ansvaret for bestemte opgaver, som det er mest fornuftigt at overlade til dem, men de skal stadig indhente godkendelse fra hovedkvarteret, og denne godkendelse gives udelukkende p grundlag af de oplysninger, delegationerne selv leverer. 
It highlighted the fact that there are certain tasks which only the Delegations can reasonably be expected to perform, for which they have been given responsibility, yet for which they are still required to obtain approval from headquarters, approval which is given entirely on the basis of information supplied by the Delegation.
Denne overdrevne centralisering af beslutningsprocedurerne i Bruxelles er uproduktiv. 
This over-centralisation of decision-making procedures in Brussels is inefficient.
De centrale tjenestegrene er generelt meget lžnge om at reagere p spżrgsml og forslag fra delegationerne, og somme tider reagerer de slet ikke. 
Responses of headquartersŐ services to questions or proposals from the Delegations are generally very slow or sometimes even not forthcoming at all.
Hvad angr de aktioner, Retten undersżgte, var der tale om betydelige forsinkelser, nr forberedelse af besżg p stedet, žndringer af finansieringsafgżrelser, udbudsmateriale eller kontrakter om faglig bistand skulle godkendes af hovedkvarteret. 
For the operations examined by the Court there were significant delays where decisions were required on preparing missions, modifying Financing Agreements, tender documents, or technical assistance contracts.
Desuden tržffer hovedkvarteret tilsyneladende sdanne beslutninger uden at have analyseret konsekvenserne for det pgžldende projekts gennemfżrelse. 
In addition, these decisions appear to be taken without clearly analysing their impact on the implementation of the project.
Den stžrkt centraliserede beslutningsprocedure i Kommissionen (2) str i skarp modsžtning til beslutningsproceduren hos andre donorer (3), som er stžrkere repržsenteret p stedet med mere kompetent personale og mere omfattende delegering af ansvar. 
The highly centralised decision-making in the Commission (2) contrasts with that of other donors (3), which have a stronger field presence, reinforced with professional staff, and a greater Delegation of responsibility.
Reorganiseringen af tjenestegrenene i Bruxelles i 1998 og omfordelingen af ansvar og befżjelser forvžrrede problemerne i alle regionerne, i hvert fald p kort sigt, eftersom folk i starten ikke var helt klar over, hvem der var ansvarlige for hvad. 
The reorganisation of the services in Brussels in 1998 and the reallocation of responsibilities exacerbated problems for all regions, at least in the short-term, as initially people were not sure who was responsible for what.
Ud over de forsinkelser, der opstod, var der i visse tilfžlde tale om ganske uforudsigelige reaktioner og usikkerhed omkring relativt rutinemžssige administrative spżrgsml. 
Apart from the delays that were experienced, responses were sometimes unpredictable and there was uncertainty over relatively routine administrative matters.
Kommissionens seneste planer om at lžgge stżrre ansvar ud til delegationerne og at żge ressourcerne m anses for meget positive (4). 
The CommissionŐs recent intention to devolve more responsibility to Delegations, together with reinforced resources, is very encouraging (4).
Frem til tidspunktet for Rettens revision var der dog kun blevet overfżrt et begržnset antal stillinger fra de centrale tjenestegrene til delegationerne. 
Up to the time of the audit, only a limited number of posts was redeployed from the central services to the Delegations.
(1) Rapport fra analysegruppen om forbindelserne mellem hovedkvarte-2 ret og delegationerne. () Det svinger fra program til program og ogs fra programkomponent til programkomponent, hvor centraliserede de er Ń i visse tilfžlde afhžngigt af, hvilke personer der er involveret, men generelt er beslut-3 ningsproceduren for samtlige programmer centraliseret. 
(1) Report by the analysis group on relations between Brussels and the 2 Delegations. () Although the degree of centralisation varies between the programmes, and indeed within them, in some cases depending on the individuals involved, in general, decision-making in all the programmes is cen-3 tralised.
(4) F.eks. Sverige, Det Forenede Kongerige, Nederlandene og USAID. () Meddelelse fra Kommissionen til Rdet og Europa-Parlamentet, Det Europžiske Fžllesskabs udviklingspolitik (KOM(2000) 212 endelig udg.). 
(4) Such as in Sweden, the United Kingdom, the Netherlands, and USAID. () Communication from the Commission to the Council and to the European Parliament, The European CommunityŐs Development Policy (COM(2000) 212 final).
Ressourcer 54. 
Resources 54.
Derfor bżr stillinger ikke st ubesat i lžngere tid (5), og der bżr umiddelbart vžre adgang til at tržkke p nżdvendig ekspertise. 
Therefore posts should not be left vacant for significant periods (5) of time, and the specialist knowledge needed to carry out the work should be easily available.
Fordelingen af stillingerne p tjenestemžnd og lokalt ansatte varierer fra geografisk region til geografisk region. I delegationerne i AVS-landene varetages arbejdet generelt i vidt omfang af Kommissionens egne tjenestemžnd. 
The extent to which officials or local staff are employed varies in the different geographical regions. In general, Delegations in ACP countries rely largely on Commission officials.
Der er kun f lokalt ansatte (bortset fra udlžndinge stationeret p stedet) til at varetage ledelsesfunktioner inden for enten administration eller forvaltning af bistand (6). 
Few local staff (apart from local expatriates) are used for management functions, either administrative or for the management of aid (6).
I betragtning af at der i dag er kvalificeret personale til rdighed i de fleste AVS-lande, bżr det undersżges, om man ikke i hżjere grad kan gżre brug af lokalt ansatte. 
Considering that qualified staff are available now in most ACP countries, it should be examined to what extent local staff could be more actively used.
Kommissionen har heller ikke fastlagt klare retningslinjer for, hvilke opgaver lokalt ansatte kan varetage. F.eks. findes der ingen klare regler for, hvor-nrlokaltansattekanfbefżjelsetilattržffeafgżrelseomfinan- sielle anliggender, og situationen p dette omrde er forskellig fra land til land (jf. punkt 63). 
The Commission has also not clearly determined what tasks local staff can do, e.g. there is no clear policy on whether local staff should carry out financial functions and different situations have been found in different countries (see also paragraph 63).
Kommissionen har ikke opstillet kriterier for, hvor stor en arbejdsbyrde en delegation bżr kunne klare, eller hvor stort et personale der er behov for i forhold til delegationens opgaver og ansvar. 
The Commission has not developed criteria to determine what the workload of a Delegation should be, or the level of staffing required, in relation to its tasks and responsibilities.
Det giver isžr problemer i lande, hvor der sker omfattende politiskeogżkonomiskežndringer,somf.eks.idecentral-og żsteuropžiske ansżgerlande. 
This is particularly important in situations of considerable political or economic change, such as in the candidate countries of central and eastern Europe.
Det er derfor ikke muligt ud fra objektive oplysninger at vurdere, om Ń og i givet fald i hvilket omfang Ń delegationerne er over-eller underbemandede. 
It is therefore not possible to judge on the basis of any objective information whether and to what extent Delegations are over-or understaffed.
Efter omlžgningen af strategien for Kommissionens udviklingsprogrammer, s de nu ogs omfatter sektorstżtte p sociale omrder, er den traditionelle personaleprofil i delegationerne ikke lžngere hensigtsmžssig (7). 
The change in the focus of the CommissionŐs development programmes, to include sectoral support in social areas means that the traditional profile of staff in the Delegations is no longer appropriate (7).
Personalevedtžgtens bestemmelser er meget usmidige og det forhindrer Kommissionen i at žndre per-sonalestrukturen s hurtigt, som det er nżdvendigt. 
The Staff Regulations are rigid, which prevent the Commission from changing skills quickly.
Efteruddannelse og ČomskolingskurserÇ kunne muligvis give en bedre perso-nalekombination, men der er forelżbig ikke gjort store fremskridt p dette felt. 
Training and Ôconver-sionŐ courses could improve the staff mix, but so far the Commission has made little progress in this area.
Isžr mangler delegationerne i Asien, Latinamerika og Middelhavsomrdet personale med specifik sagkundskab inden for finansiel forvaltning og p omrder som udbud og indgelse af kontrakter. 
In particular, the Delegations in Asia, Latin America and the Mediterranean countries lack staff with specific expertise in financial management, and in matters such as tendering and contracting.
Kommissionen har forsżgt at styrke personaleressourcerne i delegationerne ved at supplere dem med eksterne medarbejdere. 5 () 6 () 7 () I seks af de 16 AVS-delegationer, der var omfattet af Rettens revision, havde stillinger vžret ubesat i mere end et r. 
The Commission has sought to support its staff resources in Delegations by supplementing them with various forms of 5 () Six out of the sixteen ACP Delegations examined had vacancies for more than one year.
Det samlede antal ubesatte stillinger var 12. 
The total number of vacancies was 12.
Ingen af delegationerne havde ansat lokalt per-sonaleidissestillinger(ikkeengangpmidlertidigbasis). Ifżlge Kommissionens dokument SEK(97) 605 af 1. april 1997 var der 20 lokalt ansatte i 14 ud af 63 AVS-delegationer og -kontorer, der varetog denne form for funktioner. 
SEC(97) 605, 1.4.1997 there were 20 local agents in 14 out of 63 ACP Delega-7 tions and offices carrying out these types of functions. () See, for example the OECD-DAC Development Cooperation Review Series: European Community: 1998.
C 57/12 DA De Europžiske Fžllesskabers Tidende 22.2.2001 I nogle tilfžlde er der indget kontrakter med faglige bistandseks-perter(1),derskullehjžlpemedatgennemfżrespecifikkepro- grammer for bl.a. fżdevaresikkerhed. Disse medarbejdere arbejdede meget tžt sammen med delegationen, selv om de formelt ikke var tilknyttet delegationen. 
C 57/12 EN Official Journal of the European Communities 22.2.2001 external personnel. In some cases, technical assistants (1) have been contracted to help implement specific programmes such as food security, with the personnel working very closely with the Delegation even if formally located outside it.
Der er ogs rekrutteret eksterne konsulenter til at udfżre specifikke opgaver, f.eks. indledende undersżgelser og analyser til brug ved udarbejdelsen af landestrategidokumenter. 
External consultants have also been recruited to perform specific tasks such as carrying out preliminary studies and analyses for the preparation of country strategy papers.
20 Phare-delegationer og repržsentationskonto-rer fik bevilget yderligere personaleressourcer finansieret over budgettets del B. Fra 1996 til 1999 er antallet af denne form for personale forżget fra 29 til 195 (2). 
Twenty Phare Delegations and representative offices obtained additional staff resources, financed through Part B of the budget. Between 1996 and 1999 the number of such staff increased from 29 to 195 (2).
Denne form for finansiering af personaleudgifter, som oprindeligt kun skulle have vžret anvendt, s lžnge programmet lżb, er blevet en strukturel lżsning p problemet med manglende personale. 
This type of staff financing, which was intended to be linked to the duration of the programme, has become a structural solution for overcoming shortages of personnel.
I nogle f tilfžlde er der i tilslutning til delegationerne oprettet kontorer for faglig bistand, som yder faglig stżtte til gennemfżrelsen af programmerne. 
In a few cases Technical Assistance Offices have been established alongside Delegations to provide technical support for the implementation of programmes.
Budgetmyndigheden godkendte en sdan ordning i Middelhavsomrdet med oprettelsen i 1998 af Meda-team (3) og i Bosnien. 
This was authorised by the Budgetary Authority in the Mediterranean region with the establishment in 1998 of MEDA teams (3), and in Bosnia.
Det er i vžsentlig grad takket vžre disse yderligere ressourcer, at Kommissionen har kunnet gennemfżre de forskellige programmer, for de har kompenseret for manglende intern faglig ekspertise. 
This support has played an important role in helping the Commission to implement its programmes by enabling it to compensate for the missing in-house technical expertise.
Sdanne ordninger giver fleksibilitet, men de har imidlertid ogs en ržkke mindre positive aspekter. 
The flexibility of these mechanisms is, however balanced by less positive aspects.
Mange af lżsningerne er kortsigtede, for personalet udskiftes meget hurtigt, og den erfaring og viden, der fżlger med jobbet, forsvinder med de pgžldende personer, nr ordningerne ophżrer. 
Many of the solutions are short term, as there is a high turnover of staff, and the experience and knowledge obtained does not remain in-house.
Delegationerne vil fortsat have et legitimt behov for ekstern ekspertise, men Kommissionen m finde mere langsigtede lżsninger p problemet med de utilstržkkelige personaleressourcer. 
While there will remain a legitimate role for external expertise at Delegation level, the Commission needs to find longer-term solutions to the problem of inadequate staff resources.
Det er isžr vigtigt i forbindelse med delegeringen af kompetence fra hovedkvarteret ud til delegationerne. 
This is particularly so in the context of devolution of competencies from headquarters to the field.
Projekttilsyn 61. 
Project monitoring 61.
Kommissionen definerer tilsynet som en lżbende undersżgelse og kontrol af, at programmet eller projektet giver de forventede output til de planlagte modtagere; denne proces forlżber under hele programmets eller projektets gennemfżrelse, s der omgende kan foretages korrektioner ved eventuelle afvigelser fra de operationelle ml (4). 
The Commission defines monitoring as the continuous process of examining the delivery of programme outputs to intended beneficiaries, which is carried out during the execution of a programme with the intention of immediately correcting any deviation from operational objectives (4).
Delegationerne spiller en vigtig, men ikke den afgżrende rolle ved tilsynet med projekter. 
Delegations play an important, though not exclusive, role in monitoring projects.
En stor del af det (1) Tidligere isžr gennem ESA (Det Europžiske Samarbejdsagentur) og 2 nu direkte gennem Kommissionen selv. () Budgettets del B skal principielt anvendes til finansiering af aktionsudgifter ssom projekter. 
Much (1) In the past notably through AEC and now directly by the Commis-2 sion. () Part B of the budget is supposed to finance operating expenditure such as projects.
Budgettets del A anvendes til finansiering af administrationsudgifter ssom personale. 
Part A of the budget finances administrative costs such as staff.
Til sammenligning kan det nžvnes, at disse delegationer i samme periode fik tildelt 87 nye stil-3 linger finansieret over budgettets del A. 
For comparison there was an increase of 87 posts financed by Part A of the budget over the same period in these Del-3 egations.