natgillin/translations-raw huggingface dataset:
I forbindelse med dekoncentrationsprocessen blev der ogs taget fat p problemet med, at delegationerne generelt var underbemandede. Sigtet var, at de skulle kunne varetage operationelle funktioner mere effektivt eller varetage de forvaltningsfunktioner, der tidligere blev varetaget af kontorerne for faglig bistand (KFB) (2). 
At the same time, the devolution process was also used to address the problem of general understaffing of delegations to enable them to carry out operational functions more effectively or to assume the aid management functions previously performed by technical assistance offices (TAOs) (2).
Dekoncentreringen har ogs vigtige konsekvenser for de centrale tjenester i Bruxelles. Det er ikke lžngere disse tjenesters opgave at forvalte projekterne direkte, nu skal de overvge og bist delegationerne (samordne aktionerne, foretage kvalitetskontrol og forbedre arbejdsmetoder). 
Devolution also has important consequences for the central services in Brussels as their role evolves away from direct management of projects towards monitoring and supporting delegations (including coordination, quality control and improvement in working practices).
Dekoncentreringen af forvaltningen vedrżrer alle geografiske omrder, der er omfattet af Kommissionens eksterne bistandsprogram, uanset om bistanden finansieres over Kommissionens budget eller over De Europžiske Udviklingsfonde. 
The devolution process involves all geographical areas covered by the CommissionŐs external aid programme, whether financed through the CommissionŐs budget or through the European Development Funds.
Dekoncentreringen skulle gennemfżres i perioden 2001-2003 i tre ČbżlgerÇ med 20-30 delegationer hver gang. Den omfattede i alt 78 delegationer (3). 
Devolution was planned in three ÔwavesŐ of some 20 to 30 delegations each, in the years 2001 to 2003, covering 78 delegations in total (3).
Den fżrste gruppe p 21 delegationer gik over til dekoncentreret forvaltning i begyndelsen af 2002, den anden gruppe p 26 delegationer (plus kontoret i Kabul) gik over til dekoncentreret forvaltning ved udgangen af 2002/begyndelsen af 2003 og den tredje gruppe p 30 delegationer (som alle ligger i AVS-lande) ved udgangen af 2003/begyndelsen af 2004. 
The first group of 21 delegations started to operate with devolved management from the beginning of 2002, the second group of 26 delegations (plus the Kabul Office) started at the end of 2002/early 2003, and the third group of 30 delegations (all of which are in ACP countries) started at the end of 2003/early 2004.
Dekon-centreringsprocessen vil omfatte alle programmer, men processen gennemfżres fżrst for de geografiske programmers vedkommende (4), og derefter kommer de ČhorisontaleÇ programmer f.eks. programmerne for fżdevaresikkerhed, menneskerettigheder, medfinansiering med ngoŐer og de regionale programmer (den humanitžre bistand er ikke omfattet af processen). 
Devolution will concern all programmes, but the geographical programmes (4) are dealt with first, to be followed by ÔhorizontalŐ programmes such as food security, human rights, NGO cofinancing, and regional programmes (but excluding humanitarian aid, which is not devolved).
Ifżlge Kommissionen kunne belżbet for finansielle forpligtelser vedrżrende geografiske programmer, der blev forvaltet decentralt, og som endnu ikke var udbetalt, pr. udgangen af 2003 opgżres til 14 milliarder euro. 
According to the Commission, a total amount of 14 billion euro of financial commitments to be paid, relating to the geographical programmes, was under devolved management at the end of 2003.
72 % af alle disse finansielle forpligtelser tilsammen. 
This amount represents some 72 % of the total of such financial commitments.
(1) Med hensyn til budgetstżtte er situationen noget anderledes. Delegationerne er ansvarlige for at forberede finansieringsforslag og for at evaluere betingelserne for udbetaling af stżtten, mens de centrale tjenester stadig er ansvarlige for at godkende betalingerne. 
(1) In the case of budgetary aid the situation is somewhat different, with delegations responsible for preparing financing proposals and evaluating conditions for disbursements, whilst HQ remains responsible for the approval of payments.
(2) Kontorerne for faglig bistand deltog f.eks. i forberedelsen af finansieringsforslag og overvgningen af projektgennemfżrelsen. 
(2) TAOs were for instance involved in the preparation of financing proposals and monitoring of project implementation.
De er blevet nedlagt efterhnden, de sidste ved udgangen af 2001. 
They were phased out by the end of 2001.
(3) I februar 2004 traf Kommissionen beslutning om, at delegationen i Israel ogs skulle inddrages i processen, og hvis delegationen i Bosnien medregnes, hvor der allerede var blevet indfżrt dekoncentreret forvaltning, inden selve dekoncentrationsprocessen begyndte, kommer det samlede antal delegationer med dekoncentreret forvaltning op p 80. 
(3) In February 2004 a decision was taken by the Commission also to devolve operations to its Delegation in Israel, and if the Delegation in Bosnia is included, which was already devolved before the devolution process itself started, the total number of delegations operating under devolved management will be 80.
(4) Geografiske programmer vedrżrer specifikke geografiske regioner, f.eks. Tacis (det tidligere Sovjetunionen), Cards (Balkan), Meda (mid-delhavslandene), ALA (Asien og Latinamerika), EUF (AVS-lande) og EPRD (Sydafrika). 
(4) Geographical programmes are targeted to specific geographical regions, such as TACIS (former Soviet Union), CARDS (the Balkans), MEDA (Mediterranean countries), ALA (Asia and Latin America), EDF (ACP countries) and EPRD (South Africa).
Rettens revision 6. 
The CourtŐs audit 6.
Sigtet med Rettens revision var at f besvaret to centrale spżrgsml: Ń Har Kommissionen forvaltet dekoncentreringen af forvaltningen godt? Ń Begynder dekoncentreringen af forvaltningen i delegationerne at give de żnskede resultater? 
The CourtŐs audit has focused on two main questions: Ń has the Commission managed the devolution process successfully? Ń is devolved management in delegations starting to achieve the intended results?
For at f besvaret det fżrste spżrgsml har Retten undersżgt, hvordan delegationerne er blevet forberedt p dekoncentreret forvaltning, og hvordan de centrale tjenester er blevet forberedt p deres overvgnings-og stżttefunktion. 
To answer the first question the audit has looked at the way in which delegations have been prepared for devolved management and how the central services have been prepared for their monitoring and support role.
For at f besvaret det andet spżrgsml har Retten undersżgt, hvilke resultater der er opnet, dvs. om bistanden gennemfżres hurtigere, om kvaliteten af bistanden er blevet forbedret, og om der er indfżrt solide finansielle procedurer. 
As for the second question, the audit has specifically looked at the results in terms of improving the speed and quality of aid and of ensuring robust financial procedures.
Retten erkender, at dekoncentrationsprocessen endnu ikke var afsluttet, da revisionen fandt sted (oktober 2003-maj 2004), og at delegationerne kun har fungeret med dekoncentreret forvaltning i en temmelig kort periode. 
The Court recognises that the devolution process was not yet completed at the time of the audit (October 2003 to May 2004) and that the period during which delegations have worked under devolved management has been fairly short.
Retten mente imidlertid, at Kommissionen var net langt nok med forberedelsen og gennemfżrelsen af dekoncentrationsprocessen siden starten i 2000, til at der kunne foretages revision, som kunne give relevante revisionsresultater, navnlig med hensyn til dekoncentrationsprocessen. 
Yet it was considered that the preparation and implementation of devolution had sufficiently advanced since its start in 2000 for the Court to be able to carry out this audit and produce relevant results, particularly regarding the process of devolution.
Retten forventede ikke, at der efter en s kort periode ville vžre synlige kvalitetsforbedringer. Den undersżgte i fżrste omgang, om der var tegn p, at personalet i delegationerne deltog mere aktivt i de forskellige faser og aktiviteter i projektcyklussen. 
Rather than expecting outright improvements in quality to already become visible in such a short time span, the Court has been looking, as a first step, for indications of increased involvement of delegation staff in the various phases and activities of the project cycle.
Af samme rsag omfattede revisionen ikke et andet vžsentligt ml for reformen, nemlig mlet om, at EFŐs bistand skal have mere gennemslagskraft og vžre mere synlig. 
For the same reason the audit has not paid specific attention to another major reform objective, i.e. to improve the impact and visibility of EC aid.
Retten aflagde revisionsbesżg i ti delegationer (5) i forbindelse med denne revision, syv af delegationerne var med i den fżrste bżlge, og tre var med i den anden bżlge. Der var ikke udvalgt delegationer fra den tredje bżlge, da disse delegationer tidligst kunne begynde at fungere med dekoncentreret forvaltning ved udgangen af 2003. 
Ten delegations (5) were visited in the context of this audit, seven of these belonged to the Ôfirst waveŐ delegations and three to the Ôsecond waveŐ, while no delegations were chosen from the Ôthird waveŐ delegations, as these were expected to start operating under devolved management, at the earliest, by the end of 2003.
P centralt plan havde Retten en lang ržkke mżder med ansatte i EuropeAid (herunder i alle EuropeAids geografiske direk-torater) og i Generaldirektoraterne for Eksterne Forbindelser og for Udvikling. 
At central level, extensive interviews were held within EuropeAid (including all its geographical directorates), and within the Directorates-General for External Relations (RELEX) and Development (DEV).
(5) Retten besżgte fżlgende ti delegationer (i november 2003 eller i marts 2004): Indonesien, Kenya, Mali, Marokko, Rusland, Senegal og Sydafrika (fżrste bżlge) og Albanien, Etiopien og Uruguay (anden bżlge). 
(5) The 10 delegations visited (in November 2003 or in March 2004) were the following: Indonesia, Kenya, Mali, Morocco, Russia, Senegal, South Africa (all first wave) and Albania, Ethiopia and Uruguay (second wave).
Delegationerne i Nicaragua og Tunesien blev besżgt i begyndelsen af 2003 som led i de indledende undersżgelser med henblik p revisionen. 
The delegations in Nicaragua and Tunisia were visited in early 2003 as part of the preliminary study in preparation for the audit.
C 72/6 DA Den Europžiske Unions Tidende 22.3.2005 13. 
C 72/6 EN Official Journal of the European Union 22.3.2005 13.
Parallelt med Rettens revision gennemfżrte Kommissionens tjenester en evaluering af dekoncentrationsprocessen. 
Concurrently with the CourtŐs audit, the Commission services carried out an evaluation of the devolution process.
Retten modtog et udkast til rapport om evalueringen sidst i 2003, dvs. lige efter at den selv havde afsluttet sine fżrste revisionsbesżg i (seks) delegationer. 
The draft report of the evaluation became available to the Court at the end of 2003, just after the Court had completed its first round of (six) delegation visits.
Rapporten blev analyseret og sammenholdt med de revisionsresultater, Retten selv var net frem til p dette stadium. Der blev ikke konstateret vžsentlige forskelle mellem de vigtigste resultater af de to undersżgelser (navnlig ikke med hensyn til de stżrste risikofaktorer). 
The report was analysed and compared with the CourtŐs findings at that stage, from which it was concluded that there were no significant differences between the main findings of the two exercises (particularly concerning the major risk factors involved).
Den endelige rapport om Kommissionens evaluering forel i maj 2004 (1). 
The final report of the CommissionŐs evaluation became available in May 2004 (1).
I 2003 gennemfżrte Kommissionen en dybtgende revision af EuropeAid. 
In 2003 the Commission carried out an in-depth audit of EuropeAid.
Denne revision havde et andet ml, nemlig at give rimelig sikkerhed med hensyn til det interne kontrolsystem i EuropeAid, men nogle af bemžrkningerne er dog ogs relevante for Rettens revision, da de bekržfter Rettens revisionsresultater, navnlig med hensyn til finansdatabasen CRIS. 
This audit had a different objective, aiming to provide a reasonable assurance on the EuropeAid internal control system, but some of its observations are nevertheless relevant to the CourtŐs audit, as they confirm several of the CourtŐs findings, in particular concerning the Common Relex Information System.
BEMŽRKNINGER Dekoncentrationsprocessen Den overordnede forvaltning af dekoncentreringen 15. 
OBSERVATIONS Process of devolution Overall management of devolution 15.
Den detaljerede forberedelse af dekoncentrationsprocessen begyndte efter offentliggżrelsen af Kommissionens meddelelse fra maj 2000. 
Detailed preparation of the devolution process started following the CommissionŐs Communication of May 2000.
Bilaget er en liste over de vigtigste aktioner i forbindelse med forberedelsen p dekoncentreringen, og hvornr de fandt sted. 
A list of the key actions and dates in the overall preparatory process of devolution is included in the Annex.
Det var oprindeligt planlagt, at dekoncentreringsprocessen skulle vžre afsluttet for alle 78 delegationers vedkommende inden udgangen af 2003. 
The process of devolution to all 78 delegations was initially planned to be completed before the end of 2003.
For at gżre det lettere at styre processen, og for at kunne udnytte de indhżstede erfaringer undervejs, besluttede man at lade processen foreg i tre bżlger. 
In order to make this process more manageable, and to benefit from lessons learned, delegations were to be devolved in three waves.
Derefter blev der ansat det personale, som delegationen havde fet tildelt, og der blev afholdt kurser for det nye personale. Kontorkapaciteten blev żget, it-udstyret blev udbygget, og der blev etableret edb-forbindelser. 
The devolution of each delegation involved consultations to assess the delegationŐs needs, followed by the recruitment and training of agreed staff, the increasing of office capacity and IT equipment and the establishment of computer connections.
I hver delegation overvgede man udviklingen frem mod mlopfyldelsen ved at sammenholde resultaterne med aktionsplaner. 
Progress towards these objectives in each delegation was monitored using action plans.
Endvidere blev der planlagt og gennemfżrt žndringer af de centrale tjenesters personale og struktur. 
In addition, changes to the staffing and structure of HQ were being planned and implemented.
(1) Evaluation of the Devolution Process: final report Ń 6.5.2004 Ń SEC(2004) 561. 
(1) Evaluation of the devolution process: final report Ń 6 May 2004 Ń SEC(2004) 561.
Ser man p hele forberedelsesperioden og den dokumentation, der foreligger om denne periode, er det klart, at i de halvandet r, der gik mellem den officielle beslutning i maj 2000 og den faktiske start p den dekoncentrerede forvaltning i de fżrste delegationer i begyndelsen af 2002, har planlžgning, hżringer og selve gennemfżrelsen kržvet en stor arbejdsindsats navnlig af EuropeAid og Generaldirektoratet for Eksterne Forbindelser og Generaldirektoratet for Udvikling og af Devolution Inter Service Working Group (den tvžrtjenestlige arbejdsgruppe om dekon-centrering), som stod for samordningen af dette arbejde. 
Reviewing the whole preparation period and the available documentation covering this period, it is clear that during the one and a half years between the official decision in May 2000 and the actual start of devolved management in the first delegations in early 2002, there has been extensive planning, consultation and implementation carried out, in particular by EuropeAid and by the DGs RELEX and DEV and coordinated through the Devolution inter-service working group.
En lignende fremgangsmde blev siden fulgt, da delegationerne i anden og tredje bżlge skulle forberedes. 
Since then a similar process of preparation has been followed in relation to the second and third wave delegations.
I april 2004 fungerede 66 delegationer med dekoncentreret forvaltning, og dekoncentreringen af de sidste 12 delegationer i den tredje bżlge forventedes at vžre afsluttet i midten af 2004. 
By April 2004 devolution was operational in 66 delegations and the remaining 12 delegations of the third wave were expected to be devolved by mid-2004.
En ržkke elementer, der kunne have gjort det lettere for Kommissionen at kontrollere dekoncentreringsprocessen, blev imidlertid ikke inddraget i planlžgningsprocessen. 
However, the planning process did not incorporate a number of elements which could have facilitated the CommissionŐs control over the devolution exercise.
Kommissionens beslutning fra maj 2000 om at gennemfżre reformen indeholdt ganske vist en handlingsplan, men det fremgik f.eks. ikke af denne plan, hvilke resultater dekoncentreringsaktiviteterne forventedes at give. 
For instance, although the Commission decision of May 2000 included an action plan, it did not link devolution activities with expected results.
I Kommissionens meddelelse fra januar 2002 (2) blev de samlede rlige omkostninger forbundet med delegationerne anslet til at blive ca. 177 millioner euro hżjere fra 2005, hvor de skal fungere med fuldstžndig dekoncentreret forvaltning, end de samlede rlige omkostninger inden dekoncentreringen. 
In the Communication to the Commission of January 2002 (2) the total annual cost of delegations when fully devolved in 2005 was estimated to be some 177 million euro higher than before devolution.
Der er ikke udarbejdet oversigter, som viser de faktiske omkostninger sammenholdt med de anslede omkostninger, og som giver et klart billede af den generelle omkostningsudvikling (og personaleudvikling) i delegationerne og i Bruxelles. 
The monitoring of actual costs against estimated costs was not done in a way which enables the overall evolution of costs (and staffing levels) in delegations and HQ to be clearly understood.
Der mangler ogs andre elementer, som omtales nžrmere i det fżlgende, f.eks. referencestandarder for tildeling af ressourcer til delegationerne (jf. punkt 19-21), en samlet plan og en definition af de centrale tjenesters nye funktion (jf. punkt 27 og 28) og tempo-og kvalitetsindikatorer for forvaltningen af den eksterne bistand (jf. punkt 39-42). 
Other such missing elements which are developed further in this report are reference standards for allocating resources to delegations (see paragraphs 19 to 21), a global plan and definition of the new role for HQ (see paragraphs 27 to 28) and performance indicators for the speed and quality of aid management (see paragraphs 39 to 42).
Delegationernes forberedelse 19. 
Preparation of delegations 19.
De delegationer, der blev udvalgt til at indg i den fżrste bżlge, blev underrettet herom af de centrale tjenester i november 2000, og de blev bedt om at vurdere deres egne behov for yderligere ressourcer (personale, kontorer og udstyr). 
Delegations chosen in the first ÔwaveŐ were informed by HQ in November 2000, and asked to prepare an estimate of their needs for additional resources (such as staff, office space and equipment).
De delegationer, der skulle indg i den anden bżlge, blev bedt om det samme i december 2001. 
Second ÔwaveŐ delegations were similarly approached in December 2001.
Delegationerne skulle tage hżjde for forskellige indikatorer, f.eks. bistandens stżrrelse, antallet af projekter og de tilsvarende betalinger, og for sžrlige forhold, f.eks. de lokale arbejdsforhold og kvaliteten af den lokale offentlige administration. 
Delegations were told to take into account indicators such as the volume of aid or the number of projects and payments, but also particular constraints like the local work environment and the quality of the local public administration.
Delegationerne fik ingen specifikke retningslinjer for, hvordan sdanne faktorer skulle vžgtes i en vurdering af behovet for yderligere ressourcer. 
No specific methodology was provided to delegations to explain how to translate such factors into an assessment of the additional resources required.
(2) MeddelelsetilKommissionenfrafżlgendemedlemmerafKommissio-nen: Chris Patten, Paul Nielson, Neil Kinnock og Michaele Schreyer: ČRforme de lŐaide communautaire: Plan de mise en Ďuvre et de financement de la dconcentrationÇ. 
(2) Communication to the Commission by Commissioners Patten, Nielsen, Kinnock and Schreyer: ÔRforme de lŐaide communautaire: Plan de mise en Ďuvre et de financement de la dconcentrationŐ.
SEC(2002) 85, vedtaget af Kommissionen den 30.1.2002. 
SEC(2002) 85, adopted by the Commission on 30 January 2002.
22.3.2005 DA Den Europžiske Unions Tidende C 72/7 20. 
22.3.2005 EN Official Journal of the European Union C 72/7 20.
Det fremgik af revisionen, at delegationerne generelt ikke var i stand til at foretage en sdan analyse p egen hnd, og at man ikke kunne se af anmodningerne, hvordan de forskellige tal var beregnet. 
The audit has shown that, in general, delegations were not able to make such an analysis on their own and requests were made without any clear indication of how the numbers had been arrived at.
Overslagene over behov for yderligere kontorarealer, computere og andre kontorfaciliteter var generelt lettere at beregne, for de var i det store og hele baseret p beregningerne af personalebehovet. 
Estimates for additional office space, computers and other office facilities were easier to make, as these would generally be based on the manpower estimates.
Der fandt mange drżftelser sted mellem de centrale tjenester og delegationerne, men der var ikke fastlagt en specifik metode til vurdering af ressourcebehov. Disse drżftelser blev rundet af med et afsluttende mżde mellem delegationslederen og generaldirektżrerne for de berżrte generaldirektorater (eksterne forbindelser, udvikling og EuropeAid). 
Although not supported by a specific methodology to assess resource requirements, extensive consultations took place between HQ and delegations, concluded by a final hearing between the Head of Delegation and the Directors-General of the main DGs involved (RELEX, DEV and EuropeAid).
De fleste delegationer fik tildelt to tjenestemžnd og et antal andre ansatte (stżttepersonale) til en ny finans-og kontraktenhed samt et stort antal nye stillinger til den operationelle enhed eller de operationelle enheder, der er ansvarlige for samarbejdsaktiviteter (1). 
In general, delegations received two officials and several support staff for a new Finance and Contracts (F & C) unit, as well as significant reinforcements for the operational unit or units responsible for cooperation activities (1).
Som led i forberedelsesprocessen gennemfżrte de centrale tjenester to forskellige kontroller af alle de dekoncentrerede delegationer for at sikre sig, at alle de grundlžggende betingelser var opfyldt. 
As part of the preparatory process, two separate verifications for all devolved delegations were carried out by HQ, to make sure that all basic conditions were fulfilled.
Den fżrste kontrol var grundlaget for EuropeAids geografiske direktżrs subdelegation af ansvaret for forpligtelser og betalinger til delegationslederen. 
The first verification was the basis for the subdelegation of responsibility for commitments and payments from the geographical director of EuropeAid to the Head of Delegation.
Den anden kontrol blev gennemfżrt et par mneder efter den fżrste og omfattede besżg i delegationerne. Den skulle give sikkerhed for, at den dekoncentrerede forvaltning fungerede tilfredsstillende. 
The second verification was carried out a few months later involving visits to the delegations, making sure that devolved management was operating satisfactorily.