natgillin/translations-raw huggingface dataset:
3.3.2005 DA Den Europžiske Unions Tidende C 54/45 Kommissionen vil som et led i sine bestržbelser for til stadighed at beskytte EUŐs finansielle interesser, men ogs at forenkle kontrollen for bde Kommissionens tjenestegrene og de medlemsstater, der fżres kontrol med, inden lžnge fremlžgge et forslag til en forordning, hvoraf det fremgr, hvilke udgifter EU yder tilskud til. c) Som tidligere nžvnt vil Kommissionen inden lžnge fremsžtte et forslag til en forordning, hvoraf det fremgr, hvilke udgifter der kan ydes EU-tilskud til. 
3.3.2005 EN Official Journal of the European Union C 54/45 As it is always at pains to protect the CommunityŐs financial interests and also to simplify monitoring for both the Commission and the Member States, the Commission will shortly present a draft regulation laying down the expenditure that is eligible for Community funding. (c) As indicated above, the Commission will shortly present a draft regulation laying down expenditure that is eligible for Community funding.
Den 21. februar 2001 blev der udstedt forbud mod eksport af levende dyr og animalske produkter. 
The ban on export of live animals and their products was introduced on 21 February 2001.
Det Forenede Kongerige havde derfor visse indledende problemer med at tilvejebringe samtlige oplysninger til modtagermedlemsstaterne for de fr, der blev udfżrt inden denne dato, hvad angik oprindelsesbesžtninger, hvor der senere efter en inkubationstid p ca. 
The United Kingdom had therefore some initial problems to provide all the information to recipient Member States for the exports of sheep before that date in relation to holdings of origin that were subsequently, given an incubation period of about a fortnight, identified as outbreaks.
Med vedtagelsen af beslutning 2001/190/EF af 8. marts 2001 godkendte Kommissionen de foranstaltninger, der allerede var truffet af medlemsstaterne, herunder forebyggende nedslagning af alle fr, der var indfżrt fra Det Forenede Kongerige i perioden mellem den 1. og den 21. februar 2001. 
By adopting Decision 2001/190/EC on 8 March 2001, the Commission approved the measures already taken by the Member States, including the pre-emptive killing of all sheep imported from the United Kingdom between 1 and 21 February 2001.
Problemerne med at spore disse dyr var dermed lżst. 
The problems relating to the tracing of these animals were thereby solved.
Det fżrste udbrud blev bekržftet p slagteriet i Essex den 20. februar 2001. 
The first outbreak was confirmed on 20 February 2001 at the abattoir in Essex.
Den 21. februar 2001 blev det andet udbrud bekržftet p den bedrift, der stżdte op til slagteriet, og den 22. februar vist der sig et nyt udbrud. Begge disse udbrud skyldtes flytning af dyr fra slagteriet til bedriften samt efterfżlgende kontakter. 
On 21 February 2001 the second outbreak was confirmed on the farm next to the abattoir and on 22 February another outbreak, both related to the movement of animals from the slaughterhouse to the farm and subsequent contacts.
Disse udbrud havde reelt ingen epidemiologisk betydning for MKS-epidemien i 2001, da der var tale om marginale tilfžlde, som ikke fik yderligere konsekvenser. 
All these outbreaks have per se no epidemiological importance with regard to the 2001 FMD epidemic, as they were marginal and dead-end events.
106. a) Bekžmpelsesstrategierne skal tages op til fornyet overvejelse med jžvne mellemrum. Artikel 72, stk. 10, i Rdets direktiv 2003/85/EF indeholder derfor en ržkke sžrlige bestemmelser om beredskabsplanlžgning, tidstro beredskabsżvelser og navnlig underretning af Kommissionen om de vigtigste resultater af disse żvelser og de nżdvendige tilpasninger af beredskabsplanerne. 
106. (a) As control strategies must be scrutinised on a regular basis, Article 72(10) of Council Directive 2003/85/EC contains specific provisions on contingency planning, real-time exercises and in particular reporting to the Commission about the main findings of these exercises and the necessary adjustments to the contingency plans.
Kommissionen fżlger endvidere opmžrksomt med i den globale mund-og klovesygesituation og udviklingen af det relevante kapitel i OIEŐs dyresundhedskodeks. 
In addition, the Commission is following closely the FMD situation in the world and the development of the relevant chapter in the OIE Animal Health Code.
Kommissionen har inden for de seneste mneder fet tilslutning til at finansiere en ržkke stżrre forskningsprojekter med fokus p MKS, som kan bidrage til udviklingen af lovgivningen, hvor det mtte vžre nżdvendigt. 
Commission funding of major research projects on FMD has been agreed in recent months and this will contribute to the development of the legislation where necessary.
Der er efter Kommissionens opfattelse fastsat passende juridiske bestemmelser, som sikrer, at der uden ophold udbetales en rimelig godtgżrelse, og tilskynder til hurtig anmeldelse af mistanke om sygdomme, og medlemsstaterne er forpligtet og żkonomisk motiveret til at hndhžve de restriktioner, der er nżdvendige for at inddžmme og udrydde sygdommen. b) 
The Commission considers that the appropriate legal provisions guaranteeing fair and timely compensation are in place to encourage early notification of suspicions and that Member States are bound and economically motivated to enforce the restrictions necessary to contain and eradicate the disease. (b)
22.3.2005 DA Den Europžiske Unions Tidende C 72/1 I (Meddelelser) REVISIONSRETTEN SŽRBERETNING Nr. 10/2004 om dekoncentreringen af forvaltningen af EFŐs bistand til tredjelande til Kommissionens delegationer, med Kommissionens svar (artikel 248, stk. 
22.3.2005 EN Official Journal of the European Union C 72/1 I (Information) COURT OF AUDITORS SPECIAL REPORT No 10/2004 concerning the devolution of EC external aid management to the Commission delegations, together with the CommissionŐs replies (pursuant to the second subparagraph of Article 248(4) of the EC Treaty) (2005/C 72/01) TABLE OF CONTENTS SUMMARY ................................................................
Baggrund.............................................................. 
Background............................................................
Denoverordnedeforvaltningafdekoncentreringen ......................... 
Preparationofdelegations.............................................
Delegationernesforberedelse........................................... 
Speed ............................................................
Indikatorerforresultatmling .......................................... 
Quality ...........................................................
Solidefinansielleprocedurer ........................................... 
CONCLUSIONS ............................................................
Punkt Side I-IX 3 1-14 4 1-5 4 6-14 5 15-63 6 15-38 6 15-18 6 19-26 6 27-38 7 39-63 9 39-42 9 43-55 10 56-60 11 61-63 12 64-73 12 74-82 13 KONKLUSION ............................................................. 
Paragraphs Page I-IX 3 1-14 4 1-5 4 6-14 5 15-63 6 15-38 6 15-18 6 19-26 6 27-38 7 39-63 9 39-42 9 43-55 10 56-60 11 61-63 12 64-73 12 74-82 13 ANNEX ..............................................................................
ANBEFALINGER ............................................................ 
15 TheCommissionŐsreplies .............................................................. 16
16 C 72/2 DA Den Europžiske Unions Tidende 22.3.2005 ALAT AVS CRIS EAMR EF EUF EuropeAid IAS KFB ngo OLAS RAC RAL SINCOM FORKORTELSER Local Technical Assistance Agent Ń lokaltansat til teknisk bistand (Lande i) Afrika, Vestindien og Stillehavet Common Relex Information System (finansdatabasen CRIS) External Assistance Management Report Ń rapport om forvaltningen af bistanden til tredjelande Det Europžiske Fžllesskab Den Europžiske Udviklingsfond Samarbejdskontoret EuropeAid Internal Audit Service Ń den interne revisionstjeneste Kontor for faglig bistand Ikke-statslig organisation On Line Accounting System Ń online-edb-regnskabssystem Restant  contracter Ń forpligtelser, for hvilke der endnu ikke er indget kontrakt Restant  liquider Ń uindfriede forpligtelser Kommissionens edb-budgetregnskabssystem 
C 72/2 EN Official Journal of the European Union 22.3.2005 ACP ALAT CRIS DEV EAMR EC EDF EuropeAid F & C FR HQ IAS NGO OLAS RAC RAL RELEX SINCOM TAO GLOSSARY OF ABBREVIATIONS African, Caribbean and Pacific (countries) Local technical assistance agent Common Relex Information System Directorate-General Development External assistance management report European Community European Development Fund EuropeAid Cooperation Office Finance and contracts (unit) Financial Regulation Headquarters Internal Audit Service Non-governmental organisation On-line accounting system ÔRestant  contracterŐ = commitments to be contracted ÔRestant  liquiderŐ = commitments to be paid Directorate-General External Relations Accounting system of the Commission Technical assistance office
22.3.2005 DA Den Europžiske Unions Tidende RESUME I. I maj 2000 meddelte Kommissionen, at den ville gennemfżre en stżrre reform af forvaltningen af sit eksterne bistandsprogram. 
22.3.2005 EN Official Journal of the European Union SUMMARY I. In May 2000 the Commission announced a major reform of the management of its external aid programme, the main objectives being to make radical improvements in the speed and quality of EC external aid, while ensuring robust financial procedures.
En hjżrnesten i reformen er den omfattende dekoncentrering af forvaltningsopgaver og befżjelser til Kommissionens delegationer. 
A key component of the reform is the extensive devolution of aid management tasks and responsibilities to the Commission delegations.
Som fżlge af dekoncentreringen er delegationerne nu ansvarlige for projektforberedelsen, kontraktindgelsen og den finansielle og tekniske gennemfżrelse, og de har fet tildelt betydeligt mere personale og flere tekniske ressourcer. 
As a result of devolution, delegations are now responsible for project preparation, contracting, and financial and technical implementation, and have received substantial extra human and technical resources.
Dekoncentreringen har ogs vigtige konsekvenser for de centrale tjenester i Samarbejdskontoret EuropeAid (EuropeAid) i Bruxelles. Disse tjenester skal nemlig ikke lžngere forvalte projekterne direkte, men overvge og stżtte delegationerne (jf. punkt 1-5). 
Devolution also has important consequences for the central services of the EuropeAid Cooperation Office (or EuropeAid) in Brussels, as their role is moving away from direct management of projects towards monitoring and supporting delegations (see paragraphs 1 to 5).
Retten har besżgt ti delegationer og de centrale tjenester i Bruxelles. Sigtet med revisionsbesżgene var at undersżge, om Kommissionen har forvaltet dekoncentrationsprocessen godt, og om dekoncentreringen af forvaltningen i delegationerne begynder at give de żnskede resultater (under hensyntagen til, at delegationerne kun har fungeret med dekoncentreret forvaltning i meget kort tid) (jf. punkt 6-14). 
The Court has visited 10 delegations as well as the central services in Brussels, to examine whether the Commission has managed the devolution process successfully and whether devolved management in the delegations is starting to achieve the intended results (given that the delegations had only worked under devolved management for a fairly short period) (see paragraphs 6 to 14).
Dekoncentreringen af forvaltningsbefżjelserne til 78 delegationer betżd en stżrre omorganisering af Kommissionens tjenester p omrdet bistand til tredjelande. Gennemfżrelsen af denne proces er en bemžrkelsesvžrdig pržstation, og s godt som alle delegationer fungerede med dekoncentreret forvaltning i sommeren 2004 (jf. punkt 15-17). 
The devolution of aid management responsibilities to 78 delegations constituted a major reorganisation of the CommissionŐs services in the area of external aid and its implementation is a considerable achievement, with almost all delegations operating under devolved management by summer 2004 (see paragraphs 15 to 17).
Kommissionens forvaltning af dekoncentrationsprocessen kan anses for at have vžret nogenlunde tilfredsstillende, i det mindste for s vidt angr delegationerne. 
Regarding the CommissionŐs management of the devolution process, it can be considered reasonably successful, at least as far as the delegations themselves are concerned.
En ržkke elementer, der kunne have gjort det lettere for Kommissionen at kontrollere dekoncentrationsprocessen, blev imidlertid ikke medtaget i plan-lžgningsprocessen, og der bżr tages fat p en ržkke problemomrder (jf. punkt 18). 
Its planning process, however, did not incorporate a number of elements which could have facilitated its control over that process, and some problem areas need further attention (see paragraph 18).
V. Delegationerne har generelt vžret relativt godt forberedt p at skulle fungere med dekoncentreret forvaltning, men de har problemer med at f besat stillinger, og der er stadig behov for mere videreuddannelse. 
V. In general, delegations have been reasonably well prepared to operate under devolved management, although there are problems with filling posts and there is a continuing need for training.
Forberedelsen af de centrale tjenester var ikke s godt planlagt, fordi der hverken var gennemfżrt analyser eller hżringer. 
The preparation of the headquartersŐ (HQ) services has been less well planned, lacking both analysis and consultation.
Det er imidlertid vanskeligt for de centrale tjenester at give dem den nżdvendige stżtte, fordi den tematiske ekspertise efterhnden bliver spredt ud over de geografiske direktorater p grund af personalenedskžringer i de centrale tjenester. 
Delegations still require considerable support in adjusting to their new role, and central services find it difficult to provide delegations with the support required, as thematic expertise is becoming thinly spread across geographical directorates due to reductions in HQ staffing.
De centrale tjenester har udviklet forskellige overvgningsinstrumenter og har ydet delegationerne omfattende stżtte, men der bżr ske forbedringer p begge omrder (jf. punkt 19-38). 
Although HQ services have developed a number of monitoring instruments and have provided substantial support to delegations, there is scope for improvement in both areas (see paragraphs 19 to 38).
Med hensyn til resultaterne af dekoncentreringen er det efter mindre end to r med dekoncentreret forvaltning stadig for tidligt at se, om Fžllesskabets bistand til tredjelande gennemfżres hurtigere, og om kvaliteten af denne bistand er forbedret som planlagt. 
Regarding the results of devolution, it is still too early, after less than two years of devolved management, to see the envisaged improvements in the speed and quality of EC external aid.
Dertil kommer, at det er vanskeligt at mle, hvor langt processen er i forhold til de vigtigste ml, fordi der ikke fandtes et fuldstžndigt sžt resultatindikatorer p et tidligt stade i dekoncentrationsprocessen (jf. punkt 39-42, 48-51, 53, 56 og 57). 
Also, the lack of a complete set of performance indicators at an early stage in the devolution process makes it difficult to measure progress against the main objectives (see paragraphs 39 to 42, 48 to 51, 53, 56 and 57).
I de fleste af de delegationer, der blev besżgt, er der imidlertid tegn p, at de er godt p vej til at n de żnskede resultater med den dekoncentrerede forvaltning. 
However, in the majority of delegations visited there are signs that devolved management is on the right path to achieving the intended results.
Den stżrre kapacitet i delegationernes operationelle enheder har żget projektforvaltningens tempo og hżjnet kvaliteten, ogs fordi der kunne tržkkes p finans-og kontraktenhederne p stedet. 
The speed and quality of project management are benefiting from the increased capacity in the operational units of the delegations and from having the finance and contract staff available on the ground.
Den żgede kapacitet gżr, at delegationerne bedre kan lżse problemer, og at de kan udvide kontakten med modtagerne og andre berżrte parter, samt at de kan f en bedre forstelse af de lokale forhold, risici og muligheder. 
This leads to a better problem-solving capacity within the delegation and to increased contacts with beneficiaries and other relevant parties as well as to a better understanding of local conditions, risks and opportunities.
De finansielle forvaltningsprocedurer, der blev oprettet inden for rammerne af dekoncentrationen, er generelt solide, men den finansielle overvgning af gennemfżrelsesorganisationerne bżr udbygges (jf. punkt 43, 46, 54, 58, 61 og 62). 
Robust financial management procedures are generally ensured under devolution but are not yet sufficiently developed in respect of the financial monitoring of implementing organisations (see paragraphs 43, 46, 54, 58, 61 and 62).
Det skyldes problemer med at f ansat personale med de nżdvendige kvalifikationer og problemer med at udnytte disse kvalifikationer bedst muligt, de centrale tjenesters problemer med at stżtte delegationerne samt utilstržkkelige finansielle informationssystemer og komplicerede procedurer (jf. punkt 44, 45, 47, 52, 55, 59, 60 og 63). 
For the time being, problems in recruiting staff with appropriate expertise and using this expertise in an optimal way, difficulties experienced by HQ in providing support to delegations, as yet inadequate financial information systems and complicated procedures are limiting the expected results of devolution in terms of increased speed and improved quality of project management (see paragraphs 44, 45, 47, 52, 55, 59, 60 and 63).
C 72/4 DA Den Europžiske Unions Tidende IX. 
C 72/4 EN Official Journal of the European Union 22.3.2005 IX.
22.3.2005 INDLEDNING Baggrund 1. 
INTRODUCTION Background 1.
I maj 2000 meddelte Kommissionen, at den ville gennemfżre en stżrre reform af forvaltningen af sit eksterne bistandsprogram (1). Denne reform bygger p principperne i hvidbogen vedrżrende reformen af Kommissionen generelt (2). 
In May 2000, the Commission announced a major reform of the management of its external aid programme (1) based on the principles in its White Paper on the reform of the Commission in general (2).
Som anfżrt i Kommissionens meddelelse er hovedsigtet med reformen at f gennemfżrt radikale forbedringer af EFŐs eksterne bistand, navnlig gennemfżrelsestempo, profil og kvalitet. 
Its main objective, as stated in the CommissionŐs Communication, is to make radical improvements in the speed, quality and profile of EC external aid.
De grundlžggende ml beskrives som fżlger: Ń at gennemfżre projekter vžsentligt hurtigere Ń at forbedre projektforvaltningens kvalitet og gżre den mere smidig Ń at sżrge for solide procedurer for den finansielle og den tekniske forvaltning og for kontraktforvaltningen, som er i overensstemmelse med de hżjeste internationale standarder for etik og ansvar Ń at żge EFŐs udviklingssamarbejdes gennemslagskraft og at gżre det mere synligt. 
More specifically, the basic aims are described as follows: Ń to reduce substantially the time taken to implement projects, Ń to make significant improvements in the quality and responsiveness of project management, Ń to ensure robust financial, technical and contract management procedures, in line with the best international standards of propriety and accountability, Ń to improve the impact and visibility of EC development cooperation and aid.
(1) Communication to the Commission on the Reform of the Management of External Assistance (meddelelse til Kommissionen om reformen af forvaltningen af bistand til tredjelande) af 16. maj 2000. Der refereres ogs til dette dokument som SEC(2000) 814/5. 
(1) Communication to the Commission on the reform of the management of external assistance, 16 May 2000, also referred to as document SEC(2000) 814/5.
(2) KOM(2000) 200. 
(2) COM(2000) 200.
Dekoncentrering er en hjżrnesten i reformen. Dekoncentrering gr ud p, at Kommissionens centrale tjenester i Bruxelles (dvs. EuropeAid) uddelegerer opgaver vedrżrende og befżjelser til at forvalte EF-finansierede samarbejdsaktiviteter til Kommissionens delegationer i modtagerlande i hele verden (3). 
A key component of the reform is devolution i.e. the delegation of tasks and responsibilities concerning the management of EC-financed cooperation activities from the CommissionŐs headquarters in Brussels (i.e. EuropeAid) to its delegations in the beneficiary countries across the world (3).
Det endelige ansvar ligger stadig hos de centrale tjenester i Kommissionen i Bruxelles. 
Final responsibility still remains with the headquarters of the Commission in Brussels.
Andre vigtige elementer i denne reform er: styrkelse af den flerrige programmering, integrering af projektcyklussen i en ny forvaltningsstruktur, oprettelse af et organ med ansvaret for projektgennemfżrelser (EuropeAid), udvikling af en fžlles administrationskultur i tjenesterne for forbindelserne med tredjelande og foranstaltninger til at f slettet gamle og sovende forpligtelser. 
Other important elements of this reform are: strengthening multiannual programming; integration of the project cycle; creation of a single body in charge of project implementation (EuropeAid); developing a common administrative culture within the External Relations services; and actions to eliminate old and sleeping commitments.
(3) Rettenharmangegangekritiseret,atKommissionensforvaltningafde eksterne programmer var alt for centraliseret, og at Kommissionens delegationer ikke havde tilstržkkelige befżjelser og ressourcer. 
(3) On many occasions in the past the Court has criticised the CommissionŐs overly-centralised management of external aid programmes and the lack of responsibilities and resources in its delegations.
Jf. f.eks. fżlgende af Rettens beretninger: Ń Sžrberetning nr. 21/2000 om forvaltningen af Kommissionens programmer for bistand til tredjelande (sžrligt om landeprogrammering og projektforberedelse samt delegationernes rolle) (punkt 51-53) (EFT C 57 af 22.2.2001, s. 
See, for example, the following reports by the Court: Ń Special Report No 21/2000 on the Management of the CommissionŐs aid programmes, in particular on country programming, project preparation and the role of Delegations, paragraphs 51 to 53, (OJ C 57, 22.2.2001, p.
Ń Sžrberetning nr. 1/98 om det bilaterale finansielle og faglige samarbejde med Midddelhavstredjelandene (punkt 39) (EFT C 98 af 31.3.1998, s. 
Ń Special Report No 1/98 in respect of bilateral financial and technical cooperation with non-member Mediterranean countries, paragraph 39 (OJ C 98, 31.3.1998, p.
Ń Sžrberetning nr. 3/97 om det decentraliserede system til forvaltning af Phare-programmet (punkt 2.13-2.22) (EFT C 175 af 9.6.1997, s. 
Ń Special Report No 3/97 concerning the decentralised system for the implementation of the Phare programme, paragraphs 2.13 to 2.22 (OJ C 175, 9.6.1997, p.
Ń rsberetningen for 1997 (punkt 5.23) (EFT C 349 af 17.11.1998, s. 
Ń Annual Report 1997, paragraph 5.23 (OJ C 349, 17.11.1998, p.
22.3.2005 DA Den Europžiske Unions Tidende C 72/5 3. 
22.3.2005 EN Official Journal of the European Union C 72/5 3.
I meddelelsen fra maj 2000 var det centrale princip for dekoncentreringen formuleret sledes: Alt, hvad der kan forvaltes bedre og besluttes p stedet i nžrheden af, hvor tingene sker, bżr ikke forvaltes eller besluttes i Bruxelles. 
The guiding principle for the devolution exercise was formulated in the May 2000 Communication as follows: Ôall that can be better managed and decided on the spot, close to the field, should not be managed or decided in BrusselsŐ.
I praksis er de vigtigste žndringer som fżlge af dekoncentreringen, at delegationerne nu er ansvarlige for at fastlžgge projekter/programmer og for at forberede finansieringsforslag (som imidlertid skal godkendes af de centrale tjenester). De er ogs ansvarlige for indgelse af kontrakter og for den finansielle og tekniske gennemfżrelse af dem (1). 
In operational terms, the most significant changes for delegations resulting from devolution are that they are responsible for the identification of projects/programmes and the preparation of financing proposals (but with approvals required from HQ), as well as for contracting and financial and technical implementation (1).