natgillin/translations-raw huggingface dataset:
Ivžrksžttelsen af de to programmer mtte udskydes p grund af forsinkelser p en ržkke omrder, bl.a. vedtagelsen af afgżrelserne om de to fžllesskabsprogrammer (marts 1995), nedsžttelsen af Socrates-udvalget (operationelt i april 1995), udarbejdelsen og forelžggelsen af den fżrste udgave af et vademecum og en vejledning for ansżgere (september 1995) og udarbejdelsen af modellen for kontrakten mellem NA og skolerne i de forskellige sproglige versioner (november1995). 
DelaysintheadoptionoftheDecisionsestablishingthetwo Community programmes (March 1995), in the creation of the Socrates Committee (operational in April 1995), in the drawing up and submission of the first version of the Vademecum and Guidelines for Applicants (September 1995), the absence of the different language versions of the specimen contract between an NA and school establishments (November 1995), etc. resulted in postponement of the launch of the two programmes.
Derfor mtte fristerne for indsendelse af projektforslag under Socrates-programmet udskydes. 
For the Socrates programme, the deadlines for the introduction of projects had to be put back or extended.
Hovedparten af aktionerne startede sledes fżrst i 1996/ 1997, andre kom fżrst i gang endnu senere. 
The majority of the actions did not get underway, therefore, until 1996/1997, but others could not start until even later.
For eksempel blev der under Erasmus-aktionen, som finansierer aktiviteter, der fremmer den europžiske dimension, og som universiteterne ivžrksžtter, fżrst indget institutionskontrakter fra det akademiske r 1997/ 1998, eller nžsten tre r efter programmets start. 
For example, in the case of Erasmus, which finances the European dimension activities undertaken by the universities, the institutional contracts were not finalised until the 1997/1998 academic year, i.e. almost three years after the launch of the programme.
I 1999 blev forvaltningen af de tre aktioner under UFE-programmet (aktion A.II.1: Unges initiativer, aktion C: Samarbejde mellem medlemsstaterne p ungdomsomrdet og aktion E.1: Informering af unge), som Kommissionen indtil da havde forvaltet centralt, decentraliseret. 
In 1999, the management of three actions under the YfE programme (Action A. II.1: Youth Initiatives; Action C: Cooperation between Member States in the youth field; Action E.1: Information for young people), which, until then, had been carried out by the Commission on a centralised basis, was decentralised.
De nationale kontorer (NA) havde i forvejen en vanskelig opgave, men med denne vžsentlige žndring i programgennemfżrelsen blev deres arbejdsbyrde żget betydeligt. 
This considerable change in the implementation of the programme complicated the already difficult operation of the NAs by substantially increasing their workload without, as a corollary, increasing the funds at their disposal.
MANGLER VED FORVALTNINGSSYSTEMET Rammerne for forvaltningssystemet 22. 
SHORTCOMINGS IN THE MANAGEMENT SYSTEM Generalframeworkofthemanagementsystem 22.
Under begge programmer skelnes der grundlžggende mellem aktioner, Kommissionen forvalter direkte, og aktioner, som forvaltes via nationale strukturer. 
For both programmes there is a fundamental difference between actions managed directly by the Commission and those managed through national structures.
Kommissionen er ansvarlig for de fżrstnžvnte, de skaldte centraliserede aktioner, og den har overdraget forvaltningen af hovedparten af dem til et KFB med et personale p 70 personer. 
In the case of the former, called centralised actions, the management system is based on the Commission, which relies on a TAO with a staff of 70 for most of them.
Disse aktioner tegner sig for Socrates-programmets vedkommende for 29 % (287,4 millioner euro) og for UFE-programmets vedkommende for 28 % (37,8 millioner euro) af forpligtelsesbevillingerne i perioden 1995-1999. 
The centralised actions account for 29 % of the commitment appropriations for the 1995 to 1999 period (i.e. 287,4 million euro) for Socrates, and 28 % (i.e. 37,8 million euro) for YfE.
Disse aktioner tegner sig for SocratesŐ vedkommende for 704,6 millioner euro (71 %) og for UFEŐs vedkommende for 96,5 millioner euro (72 %). 
These decentralised actions account for 704,6 million euro (71 %) in the case of Socrates and 96,5 million euro (72 %) for Youth for Europe.
I forbindelse med forvaltningen af de centraliserede aktioner er vžsentlige befżjelser delegeret til KFB (jf. punkt 25-36), men den endelige finansieringsafgżrelse phviler Kommissionen. 
In spite of the delegation of large areas of responsibility to the TAO in respect of the management of the centralised actions (see paragraphs 25 to 36), the final decision to allocate financing lies with the Commission.
En ržkke aktioner er underlagt en Čblan-detÇ forvaltningsordning, hvor NAŐerne forvalter procedurerne for indkaldelse af ansżgninger, mens Kommissionen tržffer afgżrelsen om at yde stżtte. 
A number of actions are subject to a ÔmixedŐ system of management with the NAs managing the application procedures, while the Commission reserves for itself the decision to grant aid.
Disse procedurer illustreres i to flowdia-grammer: Det fżrste vedrżrer de decentraliserede, det andet de centraliserede aktioner. 
Two flowcharts illustrate these procedures: the first concerns decentralised and the second centralised actions.
Kommissionen bists desuden i forbindelse med hvert program af et udvalg, der er sammensat af repržsentanter for hver medlemsstat, og hvor Kommissionen varetager formandskabet. 
For each programme, the Commission receives assistance from a Committee made up of representatives of each Member State and chaired by the Commission.
Socrates-udvalget afgiver udtalelse om de udkast til foranstaltninger, der er nżdvendige for gennemfżrelsen af programmet (det rlige arbejdsprogram, udvžlgelsen af centraliserede projekter, betingelserne for at opn finansiel stżtte), og det bists af to underudvalg, der behandler konkrete spżrgsml om videregende uddannelse og skoleuddannelse. UFE-udvalget har derimod mere begržnsede befżjelser, for det skal ikke afgive udtalelse om udvžlgelsen af centraliserede projekter. 
While the Socrates Committee issues an opinion on drafts of the measures required to implement the programme (annual work programme, selection of centralised projects, forms of financial support) and is assisted by two subcommittees which concern themselves more specifi-callywithquestionsrelatingtohighereducationandschooledu- cation, it turned out that the Youth for Europe Committee, for its part, has more restricted competence in so far as it is not called upon to give an opinion on the selection of centralised projects.
C 136/10 DA De Europžiske Fžllesskabers Tidende 7.6.2002 Kommissionen Undertegnelse af den rlige finansieringsaftale mellem Kommissionen og NA Nationalt kontor Modtager/ Koordinator Bidrag fra andre deltagere i andre lande Diagram1 Forenklet flowdiagram over en decentraliseret aktion NA opfordrer til at indsende ansżgninger K Stżtteberetti-gelseskontrol Udvžlgelse af ansżgere/Undertegning af kontrakter K Kontrol af de enkelte projektberetninger og -regnskaber Udarbejdelse af ansżgerdossier Projektgennemfżrelse Beretning og endeligt projektregnskab Endelig beretning om gennemfżrelsen af finansieringsaftalen Endelig beretning til Kommissionen 
C 136/10 EN Official Journal of the European Communities 7.6.2002 Commission Signature of the annual financial agreement concluded between the Commission and the NA National Agency Beneficiary/ coordinator Contribution from the other participants in other countries Diagram 1 Simplified flowchart for a decentralised action NA launches call for applications C Eligibility checks Selection of applications/signature of contracts C Checks on reports and accounts for individual projects Application files drawn up Implementation of project Final report and accounts of project Final report under the agreement Submission of the final report to the Commission
7.6.2002 DA De Europžiske Fžllesskabers Tidende C 136/11 Kommissionen Indkaldelse af ansżgninger KFB K Stżttemodtager Diagram2 Forenklet flowdiagram over en centraliseret aktion Udarbejdelse af ansżgerdossier Stżtteberetti-gelseskontrol Ekspertanalyse (ČGradingÇ) Kommissionen tržffer afgżrelse Undertegning af kontrakt Projektgennemfżrelse Beretning og endeligt projektregnskab Forelžggelse af KFBŐs udtalelse for Kommissionen fżr betaling K Kontrol af de enkelte projektberetninger og -regnskaber 
7.6.2002 EN Official Journal of the European Communities Diagram 2 Simplified flowchart for a centralised action C 136/11 Commission TAO Beneficiar y Launch of call for applications Application files drawn up C Eligibility checks Analysis by experts (ÔGradingŐ) Decision by the Commission Signature of contract Implementation of project Final report and accounts of project Submission of the TAOŐs opinion to the Commission before payment C Checks on reports and accounts for the individual projects
C 136/12 DA De Europžiske Fžllesskabers Tidende 7.6.2002 Centraliseret forvaltning Ved delegation af befżjelser til KFB kommer forvaltningen ud af kontrol 25. 
C 136/12 EN Official Journal of the European Communities 7.6.2002 Centralised management LossofcontrolinthedelegationofmanagementtoaTAO 25.
Udlicitering forudsžtter, at der er et egnet retsgrundlag, at det mandat og de opgaver, der skal delegeres, er defineret klart, og at der er indfżrt effektive systemer til kontrol af aktiviteten. 
A certain degree of outsourcing presupposes an adequate legal framework, a clear definition of the mandate and the tasks to be delegated, and efficient supervision of the control systems to be applied to the activity.
Disse forudsžtninger var ikke opfyldt ved gennemfżrelsen af de to programmer. 
This was not the case for the implementation of these two programmes.
Intet retsgrundlag 26. 
No legal base for one delegation 26.
Hverken basisafgżrelsen om Socrates-programmet eller basisafgżrelsen om Ungdom for Europa-programmet indeholdt bestemmelser om delegation af forvaltning, og Kommissionen havde heller ikke truffet en principbeslutning herom. 
Neither of the two basic Decisions governing the Socrates and Youth for Europe programmes provided for the delegation of management and, in addition, the Commission did not take a decision of principle in this respect.
Hermed har man ikke opfyldt de betingelser for delegation, som Domstolen fastslr i Meroni-dommen (2), nemlig at ržkkevidden og omfanget af de befżjelser, der delegeres til tredjemand, skal defineres pržcist. 
Under these circumstances, the conditions reiterated by the Court of Justice in its Meroni judg-ment(2),callingforaprecisedefinitionoftheextentandscopeof the competence delegated to a third party, have not been fulfilled.
Kommissionen tildelte nemlig ikke kun KFB helt almindelige opgaver p omrdet teknisk og faglig bistand, men ogs befżjelser til udżvelse af offentlig myndigheds befżjelser. 
In fact, it was not just simple technical assistance tasks that the Commission entrusted to the TAO, it also delegated responsibilities associated with its public service mandate.
Det Rdgivende Udvalg for Indkżb og Kontrakter (3) (CCAM) gjorde i żvrigt den anvisningsberettigede opmžrksom p dette forhold, men afgav alligevel en positiv udtalelse. 
Incidentally, although the Advisory Committee on Procurements and Con-tracts(3)(ACPC)drewtheAuthorisingOfficerŐsattentiontothis point, it nevertheless delivered a favourable opinion on the operation.
Det konstateredes under revisionen, at Kommissionen overlod det til KFB p Kommissionens vegne at kontrollere, at ydelserne var blevet leveret, og at sżrge for, at alle skyldige belżb blev betalt. Disse to befżjelser er den anvisningsberettigedes befżjelser. 
It appears from the CourtŐs audits that the Commission left it to the TAO to check, in its stead, on the services rendered and the settlement of payments. These two responsibilities are duties oftheAuthorisingOfficer.
Desuden har Kommissionen overladt det til en privatretlig juridisk person (ASBL Ń association sans but lucratif Ń en almennyttig forening) at have offentlige fžllesskabsmidler i bevaring og at forvalte dem samt p Kommissionens vegne at foretage endelige betalinger, der frigżr institutionen for dens forpligtelser over for kreditorerne. Derved har Kommissionen delegeret befżjelser, som i henhold til finansforordningen (artikel 51 og 54) henhżrer under Fžllesskabets regnskabsfżrer. 
Furthermore,byentrustingtoalegalpersonunderprivate law (non-profit association) the holding and handling of Community public funds and the responsibility of discharging the Commission of its obligations towards its creditors by making final payment on behalf of the Commission, the Commission delegated theresponsibilitiesoftheCommunityAccountingOfficer,aslaid down in the Financial Regulation (Articles 51 and 54). From a legal point of view, these responsibilities are, without any doubt, part of the exercise of a public service mandate.
Og juridisk set kan der ikke vžre nogen tvivl om, at disse befżjelser er offentlig myndigheds befżjelser. Delegation af sdanne befżjelser m sledes vžre i strid med de gžldende bestemmelser, for det indebžrer, at der oprettes en forvaltning uden retsgrundlag. 
As a consequence, their delegation to an association is irregular as, under Community law, there would effectively be no legal basis for management of the funds.
1 (2) EFT C 240 af 19.8.1996. () Domstolens dom af 13. juni 1958 i sag 10/56, Meroni & Co, Industrie Metallurgiche,SPAmodDenHżjeMyndighedforDetEuropžiske 3 Kul-og Stlfžllesskab. () Positiv udtalelse nr. 165/95 fra Det Rdgivende Udvalg for Indkżb og Kontrakter af 31.3.1995. 
1 (2) OJ C 240, 19.8.1996. () Judgment of the Court of 13 June 1958. Meroni & Co, Industrie Met-allurgiche, SAS v High Authority of the European Coal and Steel 3 Community, Case 10/56. () Favourable Opinion No 165/95 by the ACPC of 31 March 1995.
I żvrigt er der det sžrlige ved en sdan forvaltningsordning, at de sžrlige befżjelser, som den anvisningsberettigede og regnskabsfżreren har, samles hos de ansvarlige for KFB, uden at Kommissionen kan sikre sig, at bestemmelsen om adskillelse af disse to funktioner, som er et grundlžggende princip for offentlig regn-skabsfżring, der er forankret i EF-traktaten (artikel 279) og i finansforordningen (artikel 21), bliver overholdt. 
On top of this, a management system of this kind has the unusual characteristic of concentrating, in the hands of those in charge of the TAO, prerogatives which are at one and the same timethoseofanauthorisingofficerandthoseofanaccounting officer, without the Commission being in a position to ensure that the two functions are separate, in accordance with this fundamental principle of public-sector accounting, as laid down in the Treaty establishing the European Community (Article 279) and in the Financial Regulation (Article 21).
Med denne ordning skabes der desuden en rangorden mellem funktionerne som anvisningsberettiget og regnskabsfżrer, hvorved dette princip kržnkes yderligere, eftersom de forvaltende tjenester kan give KFB retningslinjer for, hvordan midlerne skal anvendes. P denne mde har KFB p Kommissionens vegne forvaltet 272,84 millioner euro i forbindelse med de direkte aktioner i perioden 1995-1999. 
It also creates a functional hierarchy between the duties of the Authorising Officer and theAccountingOfficerwhichobstructscompliancewiththis principle, as the managing departments are able to issue instruc-tionstotheTAOconcerningthehandlingofthefunds.Thus,for the 1995 to 1999 period, the TAO administered 272,84 million euro for direct actions on the CommissionŐs behalf.
Interessekonf likt 31. 
The delegation gives rise to confusion of interests 31.
De to foreninger, der har oprettet KFB, repržsenterer univer-sitžre organer, som har en direkte interesse i at f del i den finansielle stżtte under Socrates-programmet. 
The TAOŐs two founding associations represent university organisations which have a direct interest in benefiting from the financing granted within the framework of the Socrates programme.
Det konstateredes under revisionen, at disse to foreninger havde fet direkte stżtte under Erasmus-foranstaltningerne og indirekte stżtte, fordi de var partnere i fem projekter, p i alt 71 000 euro (4). 
The CourtŐs audits showed that, in fact, these two bodies received aid directly for Erasmus measures and, indirectly, as partners in five projects to a total of 71 000 euro (4).
I żvrigt repržsenterer disse to foreninger et dusin organisationer, hvoraf fire ogs fungerer som nationale kontorer (NA). 
More generally, these two associations represent a dozen organisations including four which also act as national agencies.
En af dem havde endog afgivet en ansat til en lederstilling i KFB. 
One of them even seconded a member of its staff to the TAO to take up a position of responsibility.
Risici 33. 
The act of delegation generates risks 33.
De midler, Kommissionen indbetaler p de bankkonti, der er bnet i KFBŐs navn, forbliver Fžllesskabets ejendom, indtil de betales til den endelige modtager. 
The funds paid by the Commission into the bank accounts opened in the TAOŐs name remain the property of the Community until they are paid to the final beneficiary.
Retten konstaterede imidlertid, at disse midler i regnskabsrene 1996 og 1997 med urette var opfżrt som aktiver p foreningens balance. 
However, it was discovered that for the financial years 1996 and 1997 these amounts appeared incorrectly on the assets side of the associa-tionŐs balance sheet.
Det indebžrer en hżj risiko for disse midler, der tilhżrer Fžllesskabet, sfremt den almennyttige forening gr konkurs. 
This represents a considerable risk for the Community funds should the ASBL fail.
Der bżr fremover tržffes korrigerende foranstaltninger, s disse belżb vises p balancen som det, de er, nemlig midler forvaltet for tredjemands regning. 
Corrective measures should therefore be taken so that these amounts appear in the balance sheet as what they are, i.e. funds managed on behalf of third parties.
Ogs renteafkastet af de indestende belżb p KFBŐs konti tilhżrer Fžllesskabet. Pr. 31. december 1998 androg dette afkast (4) De to organisationer, der har oprettet konsortiet Etape, har fet stżtte under supplerende Erasmus-foranstaltninger. 
Interest yielded by the sums deposited on these TAO accounts is likewise the property of the Community. As at 31 December 1998, it amounted to 563 622 euro.
Den ene fik 10 000 euro som koordinator af et projekt i 1996 og var partner i seks projekter, som andre initiativtagere havde forelagt med henblik p finansiering under programmet, og fire af disse projekter hżrte ind under en aktion under programmet, som blev forvaltet direkte af GD for Uddannelse og Kultur. 
The first received 10 000 euro in its capacity as project coordinator in 1996 and was partner in six projects submitted by other promoters for programme funding, including four which were projects concerning a strand of the programme managed directly by DG EAC.
I forbindelse med de to andre projekter, som hżrte ind underenaktion,hvorKFBbistodKommissionenmedforvaltningen, var stżtten p 14 000 euro i det ene tilfžlde og p ca. 
For the two other projects, relating to a strand where the TAO assisted the Commission with the management, the aid was 14 000 euro in one case and approximately 11 000 euro in the other.
Den anden organisation fik 35 815 euro i forbindelse med to projekter i 1999. 
The second organisation received 35 815 euro for two projects in 1999.
7.6.2002 DA De Europžiske Fžllesskabers Tidende C 136/13 563 622 euro. Kommissionen har ikke anvendt de kontraktlige bestemmelser om, at sdanne renter overfżres hvert halvr til Kommissionen p dennes anmodning. 
7.6.2002 EN Official Journal of the European Communities C 136/13 apply the contractual arrangements which provide for transfer of the interest to the Commission, at its request, on a six-monthly basis.
6,2 millioner euro, som var det samlede restbelżb, der skulle udbetales til de projekter, der var udvalgt under de tidligere programmer, blev i juni 1995 overfżrt til konti bnet i KFBŐs navn, og der stod de stadig i 1999. 
An amount of 6,2 million euro, the entire balance of the funds to be paid to the projects selected within the framework of the previous programmes, was transferred in June 1995 to accounts opened in the TAOŐs name and was still there in 1999.
Kommissionen kunne ikke forklare, hvorfor den havde ladet over 6 millioner euro st hos KFB i fire r, og hvordan den siden hen efter Rettens revision kunne finansiere s gamle projekter med dette belżb. 
The Commission could not justify having left more than six million euro in the TAOŐs coffers for four years, and then, after the CourtŐs audit, having been able to finance such old projects with this amount.
Omkostningskržvende delegation 36. 
A costly delegation 36.
Kontrakterne hvilede p princippet om, at KFB p forskuds-basis fik godtgjort udgifterne til ydelse af den faglige bistand. 
The contractual relationship was based on the principle of reimbursingtotheTAO,bywayofimprestaccounts,thefunds utilised by the TAO to provide its assistance.
I perioden 1. juni 1995-31. juli 2001 finansierede Kommissionen sdanne udgifter med i alt 46,46 millioner euro (1). 
The Commission financed these costs to an amount of 46,46 million euro for the period from 1 June 1995 to 31 July 2001 (1).
Dette belżb omfattede ogs ydelserne, der vedrżrte forvaltningen af de centraliserede aktioner under de nye programmer. 
This amount also covered the provisions concerning the management of the centralised actions in the new programmes.
Indbyrdes uforenelige bestemmelser 37. 
Incompatible obligations 37.
Retten konstaterede under revisionen, at de endelige regnskaber over de fżrste aftaler med KFB omfattede udgifter (764 000 euro i det tredje r af aftalens lżbetid), der vedrżrte endnu ikke fakturerede ydelser. 
The examination showed that the final accounts for the first agreements concluded with the TAO included charges (764 000 euro for the third year of the contract) for services provided but not yet invoiced.
Kommissionen mente, at den i nedenstende tre tilfžlde kunne džkke udgifterne til disse foranstaltninger i r n, selv om den vidste, at KFB i realiteten fżrst ville afregne dem i r n + 1: a) nr der var leveret en vare eller en tjenesteydelse i det r, aftalen omfattede, men ikke modtaget nogen faktura ved rets udgang b) nr en leverandżr i henhold til en aftale indget i det r, aftalen omfattede, havde forudfaktureret en tjenesteydelse, som skulle leveres det fżlgende r c) nr ordren var indget inden udlżbet af det r, aftalen omfattede. 
The CommissionŐs view was that it could accept responsibilityforthesetransactionsinyearNknowingthatthey would not actually be settled by the TAO until year N + 1 in the followingthreeinstances: (a) goods or services are supplied during the contract year, but the invoice is not received by the year-end; (b) advance invoice received from a supplier on the basis of a contractconcludedduringthecontractyearforaserviceto be provided the following year; (c) order placed before the end of the contract year.
(1) Finansieringen af KFB i kontrakternes lżbetid var fordelt sledes: 1.6.1995-31.5.1996: 9,310 millioner euro 1.6.1996-31.5.1997: 8,175 millioner euro 1.6.1997-31.5.1998: 7,420 millioner euro 1.6.1998-31.5.1999: 6,070 millioner euro 1.6.1999-30.11.2000: 8,710 millioner euro 1.12.2000-31.7.2001: 6,778 millioner euro I alt: 46,463 millioner euro. 
(1) The financing of the TAO was set as follows for the contract period: 1.6.1995 Ń 31.5.1996: 9,310 million euro, 1.6.1996 Ń 31.5.1997: 8,175 million euro, 1.6.1997 Ń 31.5.1998: 7,420 million euro, 1.6.1998 Ń 31.5.1999: 6,070 million euro, 1.6.1999 Ń 30.11.2000: 8,710 million euro, 1.12.2000 Ń 31.7.2001: 6,778 million euro. Total:46,463millioneuro.