natgillin/translations-raw huggingface dataset:
De positive faktorer, som er nžvnt ovenfor i forbindelse med gennemfżrelsestempoet, har ogs indvirket p kvaliteten. 
The positive factors referred to above in relation to the speed of project implementation are also at work in relation to the quality aspect.
Under revisionen konstateredes der i de fleste af de besżgte delegationer tegn p, at de har stżrre kapacitet til at tage sig af de forskellige aspekter af udviklingsaktionerne. Det kan fżre til żget kontakt med modtagerne og andre relevante parter og til en bedre forstelse af lokale forhold, risici og muligheder. 
The audit has shown that in the majority of delegations visited there are signs of an increased capacity within the delegations to deal with the different aspects of development activities, leading to increased contacts with beneficiaries and other relevant parties and to a better understanding of local conditions, risks and opportunities.
Det fremgr ogs af Rettens undersżgelse af sagsakter som led i revisionen, at de ansatte i delegationerne deltager mere aktivt i projektovervg-ningsaktiviteter, f.eks. undersżgelser af og rapporter om arbejdsprogrammerne og situationsrapporter om projekterne. 
File reviews carried out during the audit also confirm an increased involvement of delegation staff in project monitoring activities, such as examination of, and commenting on, project work plans and progress reports.
C 72/12 DA Den Europžiske Unions Tidende 22.3.2005 59. 
C 72/12 EN Official Journal of the European Union 22.3.2005 59.
Men der er, som anfżrt tidligere i denne beretning (jf. punkt 56), ogs andre problemer, som kan bevirke, at de kvalitetsforbedringer, der er resultatet af dekoncentrationen, mister deres effekt. 
On the other hand, there are also constraints at work, discussed earlier in the report (see paragraph 56) which may offset improvements in quality resulting from devolution.
I de fleste af de besżgte delegationer arbejdede der personale af flere forskellige kategorier (individuelle eksperter, ALATer og lokalt ansatte) i de operationelle enheder, og arbejdsbyrden var i de fleste tilfžlde fordelt sdan, at hver enkelt ansat var ansvarlig for flere projekter. 
In addition, in most delegations visited there were several categories of staff (such as individual experts, ALATs and local agents) working in the operational units and sharing the workload, usually in such a way that each of them was responsible for a number of projects.
Denne praksis sikrer ikke, at de forskellige former for personaleressourcer udnyttes bedst muligt; det betyder nemlig, at de mere erfarne eksperter somme tider bruger en vžsentlig del af deres tid p at udfżre relativt enkle administrative opgaver. 
This practice does not ensure that the different types of resources are used in an optimal way, because it means that the more experienced experts sometimes spend a considerable part of their time on relatively simple administrative tasks.
Solide finansielle procedurer 61. 
Robust financial procedures 61.
Revisionsbesżgene i delegationerne har generelt givet det indtryk af dekoncentrationen, at procedurerne for finansforvaltning inden for rammerne af dekoncentrationen er solide. Denne opfattelse underbygges af resultaterne af en ržkke andre revisioner af de samme delegationer (1). 
The overall opinion from the devolution audit visits to the delegations, supported by the findings of a number of concurrent financial audits to the same delegations (1), is that robust financial management procedures are generally ensured under devolved management.
Men den finansielle overvgning af gennemfżrelsesorganisationerne er endnu ikke tilstržkkeligt udviklet. 
However, the financial monitoring of implementing organisations is not yet sufficiently developed.
Den ordning, der er fastlagt for revision af gennemfż-relsesorganisationerne, er ganske vist blevet bedre siden 2002, men man diskuterer stadig, hvilken metode der skal anvendes, og revisionsrapporterne og opfżlgningen af dem giver generelt ikke tilstržkkelig sikkerhed med hensyn til lovligheden og den formelle rigtighed af de transaktioner, der forvaltes af gennemfżrelsesorganisationerne. 
In particular, although the system of audits of implementing organisations has improved since 2002, discussions on the approach are still under way and in general the use and follow-up of audit reports is not yet adequate for the purpose of deriving overall assurance concerning the legality and regularity of transactions managed by implementing organisations.
Der er tegn p, at dekoncentrationen har en positiv effekt, der kan give bedre overvgnings-og kontrolsystemer. 
There are signs that devolution is having a positive effect, leading to improvements in supervisory systems and controls.
Der blev p et tidligt stadium oprettet en finans-og kontraktenhed i delegationerne, og denne enhed er i mange tilfžlde bemandet med et stžrkt og erfarent team af ansatte, og det har i mange delegationer fżrt til, at der blev lagt sžrlig stor vžgt p de finansielle procedurer. 
The early establishment of a Finance and Contracts unit in a delegation, often staffed with a strong and experienced team, has led in many delegations to a strong emphasis on financial procedures.
Det har ogs medvirket til, at problemer bliver (1) Derblevforetagetfinansielrevisionialledelande,hvorRettenaflagde revisionsbesżg med henblik p denne revision, undtagen i Etiopien og Uruguay. 
It also contributed to quicker problem-solving and to improved practices being followed, e.g. through the introduction (1) Financialauditswerecarriedoutinallthecountriesvisitedforthepur-pose of this audit except Ethiopia and Uruguay.
Rettens rsberetning for regnskabsret 2003, navnlig kapitel 7, for yderligere oplysninger om foranstaltningerne udadtil og beretningen om aktiviteterne under EUF. 
See for more details the CourtŐs 2003 Annual Report, in particular Chapter 7 on External action, and the report on the activities of the EDFs.
I denne forbindelse bemžrkes det endvidere, at Kommissionen vedtog interne kontrolstandarder i 2001, men at disse standarder fżrst vil blive anvendt i delegationerne fra 2004. lżst hurtigere, og at der anvendes mere effektive praksis. Som eksempel kan nžvnes indfżrelse af standarddokumenter eller -formater for checklister og af fżlgesedler og retningslinjer, der skulle bruges bde internt i delegationerne og af projektforvaltningen. 
In this context it is further noted that, although the Commission adopted internal control standards in 2001, these will only be applied to Delegations from 2004. of standard documents or formats for checklists, routing slips, and guidelines to be used both inside the delegation and by project management.
I mindst to af de besżgte delegationer har finans-og kon-traktenheden taget fat p problemet med overvgning af gennemfżrelsesorganisationerne og har udviklet en metode for ekstern revision af projekter og systematisk opfżlgning af denne eksterne revision. 
In at least two delegations visited the F & C units have started to address the problem of monitoring implementing organisations, and have developed an approach for external audits of projects, including their systematic follow-up.
Nogle (jf. punkt 52), og delegationerne vejledes ikke godt nok i finansielle spżrgsml (jf. punkt 45). Det har i nogle tilfžlde haft den modsatte effekt af det, der var sigtet med de to andre ml Ń nemlig at bistanden skal gennemfżres hurtigere, og at bistandens kvalitet skal forbedres. 
However, the existence of complicated procedures (see paragraph 52) and inadequate guidance on financial issues (see paragraph 45) have in some cases had an adverse effect on the achievement of the two other objectives of improving speed and quality of aid.
KONKLUSION Konklusion vedrżrende dekoncentrationsprocessen 64. 
CONCLUSIONS Conclusions on the process of devolution 64.
Dekoncentreringen af forvaltningsbefżjelserne til 78 delegationer betżd en stżrre omorganisering af Kommissionens tjenester p omrdet bistand til tredjelande. 
The devolution of aid management responsibilities to 78 delegations constituted a major reorganisation of the CommissionŐs services in the area of external aid.
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). 
Its implementation, with almost all delegations operating under devolved management by summer 2004, is a considerable achievement (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. 
The CommissionŐs management of the devolution process 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 gżres mere p en ržkke omr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).
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 videreuddannelse i de finansielle systemer og projektforvaltningen, trods den store indsats der allerede er gjort p omrdet (jf. punkt 19-26). 
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 in financial systems and project management, despite all the training efforts undertaken (see paragraphs 19 to 26).
Forberedelsen af de centrale tjenester var ikke s godt planlagt, fordi der hverken var gennemfżrt analyser eller hżringer. 
The preparation of 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 (jf. punkt 27-33). procedurer er imidlertid komplicerede 
Delegations still require considerable support in adjusting to their new role, and central services find it difficult to provide to delegations with the support required, as thematic expertise is becoming thinly spread across geographical directorates due to reductions in HQ staffing (see paragraphs 27 to 33).
22.3.2005 DA Den Europžiske Unions Tidende C 72/13 68. 
22.3.2005 EN Official Journal of the European Union C 72/13 68.
De centrale tjenester har udviklet instrumenter til overvgningen af delegationerne, f.eks. skal der udarbejdes rapporter om forvaltningen af bistanden til tredjelande (EAMR-rapporter), men det er endnu ikke lagt endeligt fast, hvad overvgningen skal omfatte, og hvilke instrumenter der skal bruges (jf. punkt 34 og 35). 
Although HQ has developed instruments to monitor delegations, such as external assistance management reports (EAMR), its monitoring role and instruments are not yet fully developed (see paragraphs 34 and 35).
De centrale tjenester har ydet delegationerne omfattende stżtte i form af kurser og gennem kvalitetsstżttegrupper, tematiske netvžrk og helpdesk. Men delegationerne bżr vejledes bedre, og de har stadig behov for videreuddannelse (jf. punkt 36-38). 
Similarly, although HQ has provided substantial support to delegations through training initiatives, quality support groups, thematic networks and helpdesks, there are still shortcomings in providing guidance and meeting training needs (see paragraphs 36 to 38).
Konklusion vedrżrende resultaterne af dekoncentrationsprocessen 70. 
Conclusions on the results of devolution 70.
Efter mindre end to r med dekoncentreret forvaltning er det stadig for tidligt at se, om Fžllesskabets bistand til tredjelande gennemfżres hurtigere end tidligere, og om kvaliteten er forbedret som planlagt. 
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. 
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.
Kommissionen har indtil videre fortsat med at bruge isžr finansielle data (f.eks. procentsatsen for forpligtelser og udbetalinger) som indikator for gennemfżrelsestempoet, selv om disse procentsatser kan variere af rsager, der ikke har noget at gżre med dekoncentreringen eller reformen, og selv om man som led i reformen netop żnskede at g bort fra denne indikator, der tidligere blev lagt til grund for vurderingen af Fžllesskabets bistand (jf. punkt 39-42, 53, 56 og 57). 
In the meantime, the Commission continues to use mainly financial data (such as the level of commitments and disburse-ments) as indicators of speed, although these can vary for reasons unconnected with devolution or the reform and are precisely the very criteria for judging EC aid which the reform intended to replace (see paragraphs 39 to 42, 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 towards 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 Contracts 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, and 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 54, 58, 61 og 62). 
Robust financial management procedures are generally ensured under devolution but are not yet sufficiently developed in respect of financial monitoring of implementing organisations (see paragraphs 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 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 52, 55, 59, 60 and 63).
Der er ogs tegn p, at projektforberedelsen mske vil komme til at g langsommere p kort sigt, indtil delegationerne har omstillet sig til de nye funktioner, de har fet p dette omrde. 
There are also indications that project preparation may slow down in the short term until delegations have adapted to their new responsibilities in this area.
Selv om det p grund af fejl i de underliggende data er tvivlsomt, om indikatorerne for udbetalingstempoet er plidelige, forvalter delegationerne generelt kontrakter og betalinger i et rimeligt tempo. 
Although the reliability of indicators on speed of payments is uncertain due to errors in the underlying data, contracts and payments are generally managed in a timely manner by delegations.
Der kan imidlertid stadig forekomme alvorlige forsinkelser uden for delegationerne, f.eks. i den nationale administration og i programforvaltningsenhederne (jf. punkt 43-51). 
However, serious delays still occur outside the delegation, for example in the national administration and programme management units (see paragraphs 43 to 51).
Retten anbefaler, at der indfżres et system med egnede indikatorer, der bygger p plidelige underliggende data, for bde gennemfżrelsestempoet og kvaliteten af bistanden, s man fra r til r kan mle de samlede resultater og hver enkelt delegations resultater i forhold til standarder, der er fastsat p forhnd. 
A system of appropriate indicators, based on reliable underlying data, should be introduced, relating to both speed and quality of aid, which measures progress from year to year and against standards to be set, at the global level and at the level of individual delegations.
Det anbefales, at de faktiske rlige omkostninger ved dekoncentrationen sammenholdes med overslagene. 
The actual annual costs of devolution should be monitored against the estimated costs.
Det anbefales, at Kommissionen sżrger for ansžttelsesprocedurer, lżnninger og andre ansžttelsesvilkr, der kan tiltržkke personale med den nżdvendige ekspertise til at džkke det stigende personalebehov i delegationerne. 
The Commission should ensure that its recruitment procedures, salaries and other conditions of employment can attract staff with the appropriate expertise to fulfil the increased staffing needs of its delegations.
Det anbefales, at den tematiske ekspertise i de centrale tjenester organiseres, s der kan ydes delegationerne god og effektiv stżtte. 
Thematic expertise within HQ services should be organised in order to provide good quality support to delegations in an efficient way.
Det anbefales, at de centrale tjenesters overvgning og stżtte udbygges, og at der fastsžttes referencestandarder for vurdering af personalebehovet i delegationerne, at der gives mere systematisk og konstruktiv feedback til delegationerne, og at de finansielle informationssystemer fortsat forbedres. 
HQŐs monitoring role should be developed by establishing reference standards for assessing staffing levels in delegations, by providing more systematic and constructive feedback to delegations and by continuing to improve the financial information systems.
C 72/14 DA Den Europžiske Unions Tidende 22.3.2005 79. 
C 72/14 EN Official Journal of the European Union 22.3.2005 79.
Retten anbefaler, at de centrale tjenesters stżttefunktioner udbygges, at de navnlig giver klarere retningslinjer for anvendelsen af den nye finansforordning (for det almindelige budget), og at de sżrger for, at sdanne retningslinjer foreligger meget hurtigt p delegationernes arbejdssprog, og at der fortsat gżres en indsats for at džkke behovene for videreuddannelse, hvor det er nżdvendigt. 
HQŐs support role should be developed, in particular by providing more clarification on the new FR (applicable to the general budget), ensuring guidance is available promptly in the working language of the delegation and continuing to address outstanding training needs.
Det anbefales, at Kommissionen sžtter mere ind p at f nedbragt de forsinkelser i projektgennemfżrelsen, der opstr uden for delegationerne i de nationale administrationer eller i projektenhederne, navnlig forsinkelserne i ekspeditionen af betalinger. 
The Commission should increase its efforts to try to reduce delays in project implementation, which occur outside the delegation at the level of the national administration or project units, particularly delays in making payments.
Nogle delegationer har givet et godt eksempel ved at udvikle en metode for ekstern revision af gennemfżrelsesorgani-sationerne, der sikrer systematisk og bred džkning og systematisk opfżlgning af den eksterne revision. Det anbefales, at denne metode anvendes i alle delegationer. 
The good example set by some devolved delegations in developing a comprehensive and systematic approach to external audits of implementing organisations, including their systematic follow-up, needs to be extended to all delegations.
Retten anbefaler, at Kommissionen fortsžtter bestržbelserne p at f de finansielle procedurer og kontraktprocedurerne forenklet, harmoniseret og gjort klarere, s dekoncentreringen kan give de bedst mulige resultater. 
In order to optimise the results of devolution the Commission should continue to pay particular attention to the simplification, harmonisation and clarification of financial and contractual procedures.
Vedtaget af Revisionsretten i Luxembourg p mżdet den 8. og 9. december 2004. 
This report was adopted by the Court of Auditors in Luxembourg at its meeting of 8 and 9 December 2004.
22.3.2005 DA Den Europžiske Unions Tidende C 72/15 BILAG Liste over nżgletidspunkter og nżgleaktioner i forbindelse med forberedelsen af dekoncentrering Ń 1999 Ń det forberedende arbejde med henblik p dekoncentrering begynder (spżrgeskema til delegationerne) Ń maj 2000 Ń Kommissionens meddelelse om reformen af den eksterne bistand Ń oktober 2000 Ń den tvžrtjenestlige arbejdsgruppe begynder at afholde mżder Ń november 2000 Ń meddelelse om fżrste bżlge, der omfatter 22 delegationer Ń marts 2001 Ń vedtagelse af ČConcept oprationnel de dconcentrationÇ Ń marts-maj 2001 Ń hżringer om ekstra ressourcer til delegationerne i den fżrste bżlge Ń januar 2002 Ń start p den dekoncentrerede forvaltning i delegationerne i fżrste bżlge Ń januar 2002 Ń meddelelse fra Kommissionen ČPlan de mise en oeuvre et financement de la dconcentrationÇ Ń februar 2002 Ń EuropeAid seminar om de centrale tjenesters funktioner i forbindelse med dekoncentreret forvaltning Ń november 2002 Ń EuropeAids interne referencedokument med definition af EuropeAids funktioner inden for rammerne af dekoncentreret forvaltning ČDfinition des fonctions du Sige dŐEuropeAid dans le cadre dŐun environnement dconcentrÇ Ń februar 2003 Ń omorganisering af EuropeAid efter dekoncentrationsprocessen Ń 25. juli 2003 Ń Samarbejdskontoret EuropeAids dokument: ČMission Statement, Responsabilits et Tches des ServicesÇ. 
22.3.2005 EN Official Journal of the European Union C 72/15 ANNEX List of key actions and dates in the preparatory process of devolution Ń preparatory work on devolution started in 1999 (questionnaire to delegations), Ń Commission Communication on the overall external aid reform in May 2000, Ń start of Inter-service working group meetings in October 2000, Ń announcement of first wave of 22 delegations in November 2000, Ń adoption of the ÔConcept oprationnel de dconcentrationŐ in March 2001, Ń hearings on extra resources for first wave delegations in March to May 2001, Ń start of devolved management in first wave delegations as from January 2002, Ń Commission Communication ÔPlan de mise en oeuvre et financement de la dconcentrationŐ in January 2002, Ń EuropeAid seminar on the role of HQ in the context of devolved management, February 2002, Ń EuropeAid internal reference document presenting a ÔDfinition des fonctions du Sige dŐEuropeAid dans le cadre dŐun environnement dconcentrŐ, November 2002, Ń Reorganisation of EuropeAid, following the devolution process, February 2003, Ń EuropeAid Cooperation Office: ÔMission Statement, Responsabilits et tches des servicesŐ, 25 July 2003.