natgillin/translations-raw huggingface dataset:
Monitoring/mentoring/advising (c) the mission should periodically carry out a systematic and compre‐ hensive evaluation of the results obtained from mentoring and advising activities; (d) the mentee selection process should be based on a needs as‐ sessment which is properly docu‐ mented in the mentoring files. 
Praćenje/mentoriranje/savjetovanje (c) misija bi trebala redovito provoditi sustavnu i sveobuhvatnu evaluaci‐ ju rezultata mentorskih i savjeto‐ davnih aktivnosti; (d) postupak odabira članova osoblja koji će se mentorirati trebao bi se temeljiti na procjeni potreba koja se propisno bilježi u dokumentima o mentoriranju.
Mentoring logbooks should be standardised, structured around time‐bound milestones and sys‐ tematically kept by mentors; 
Dnevnike mentora trebalo bi standardizirati te struk‐ turirati prema vremenski utvrđe‐ nim ključnim točkama, a mentori bi ih trebali sustavno voditi;
Conclusions and recommendations 36 (e) in view of the regular rotation of seconded staff, clear and consist‐ ent handover procedures should be established to ensure the smooth continuation of activity and avoid gaps and digressions that could jeopardise the mentor‐ ing relationship. 
Zaključci i preporuke 36 (e) radi redovite rotacije upućenog osoblja, trebalo bi uspostaviti jasne i sustavne postupke raspo‐ ređivanja kako bi se rad nastavio bez poteškoća i kako bi se izbjegli prekidi u kontinuitetu i odstupanja od prijašnjeg rada što bi moglo narušiti mentorski odnos.
Projects (f) when designing projects, CSDP missions should ensure that they follow the logical framework, create synergies with mentoring activities and contribute to the delivery of the mission objectives via a strong linkage to individual MIP milestones. 
Projekti (f) misije u okviru ZSOP‐a trebale bi se pobrinuti da se u pripremi proje‐ kata slijedi logički okvir, ostvaruje sinergija s mentorskim aktivnosti‐ ma te doprinosi postizanju ciljeva vodeći uvelike računa o pojedinač‐ nim ključnim točkama iz provedbe‐ nog plana misije.
87 The sustainability of the security sec‐ tor in Afghanistan depends on support from the international community and faces significant challenges. 
87 Održivost sigurnosnog sektora u Afga‐ nistanu ovisi o potpori međunarodne zajednice te predstavlja velike izazove.
The pre‐ requisites for a sustainable police force are not yet in place. 
Još uvijek nisu ostvareni preduvjeti za stabilnost policijskih snaga.
The long‐term sustainability of EUPOL’s training and mentoring outcomes is therefore at risk (see paragraphs 61 to 65). 
Stoga je upitna dugoročna održivost rezultata EUPOL‐a u obuci i mentoriranju (vidi odlomke 61. – 65.).
Recommendation 4 In order to improve the sustainability of CSDP mission outcomes, the EEAS should ensure that sustainability aspects are embedded in the opera‐ tional planning of all mission activi‐ ties by systematically assessing the local needs and capacity to sustain outcomes. 
4. preporuka Kako bi se povećala održivost misija u okviru ZSOP‐a, ESVD bi se trebao pobrinuti da se u planovima provedbe svih aktivnosti u okviru misija vodi ra‐ čuna o pitanjima održivosti sustavnom provedbom procjene lokalnih potreba i kapaciteta za održavanje rezultata.
88 EUPOL has prepared a comprehensive plan for phasing out its activities by the end of 2016. 
88 EUPOL je pripremio sveobuhvatan plan za postupan prekid svojih aktiv‐ nosti do kraja 2016. godine.
However, there are concerns as to whether the arrange‐ ments in the Multiannual Indicative Programme for 2014–20 will allow the EU to build upon EUPOL’s achieve‐ ments after 2016. 
Među‐ tim, javljaju se pitanja u vezi s time hoće li višegodišnji okvirni program za razdoblje 2014.–2020. omogućiti EU‐u da unaprijedi rezultate EUPOL‐a nakon 2016. godine.
There is coordination between the relevant EU departments, but they have not agreed on common and comprehensive rules that clearly define roles and responsibilities. 
Među relevantnim odjelima EU‐a postoji koordinacija, no oni nisu dogovorili zajednička i sveo‐ buhvatna pravila s jasno određenim ulogama i odgovornostima.
Given the considerable total value of the assets concerned, procedures are not sufficiently or proactively coordinated by headquarters (see paragraphs 67 to 76). 
Ako se uzme u obzir ukupna vrijednost pred‐ metne imovine, središnje službe ne koordiniraju postupcima u dostatnoj mjeri niti dovoljno prijevremeno (vidi odlomke 67.–76.).
Recommendation 5 To ensure that the CSDP missions are phased out and related assets liqui‐ dated smoothly: (a) the EEAS and the Commission should work out a common and comprehensive strategy defining roles and responsibilities for the downsizing and closure of CSDP missions. 
5. preporuka Kako bi se zajamčilo postupno ukida‐ nje misija u okviru ZSOP‐a i likvidacija predmetne imovine bez poteškoća: (a) ESVD i Komisija trebali bi osmi‐ sliti zajedničku i sveobuhvatnu strategiju kojom će utvrditi uloge i odgovornosti pri smanjenju broja članova i zaključenju misija u okvi‐ ru ZSOP‐a.
The strategy would provide for sufficient mission sup‐ port from headquarters and would highlight measures to mitigate specific risks inherent in the down‐ sizing and closure process; (b) the EEAS and the Commission should work closely with CSDP missions from well before the end of the mandate, to avoid assets being accumulated in a way that entails financial risks. 
Tom bi se strategijom za misije trebala predvidjeti dovolj‐ na potpora središnjih službi i ista‐ knuti mjere kojima bi se umanjili specifični rizici koji se javljaju pri smanjenju broja članova i zaključe‐ nju misija; (b) ESVD i Komisija trebali bi zapo‐ četi suradnju s misijama u okviru ZSOP‐a dovoljno vremena prije završetka mandata kako bi se izbjeglo akumuliranje imovine na način koji bi izazvao financijske rizike.
Conclusions and recommendations 37 This report was adopted by Chamber III, headed by Mr Karel PINXTEN, Member of the Court of Auditors, in Luxembourg at its meeting of 19 May 2015. 
Zaključci i preporuke 37 Ovo je izvješće usvojilo III. revizijsko vijeće, kojim predsjedava član Revizorskog suda Karel PINXTEN, na sastanku održanome u Luxembourgu 19. svibnja 2015.
Annexes EUPOL timeline 38 September 2001 – Nineteen members of al-Qaeda commit a series of coordinated suicide attacks in the United States. 
Prilozi Povijest EUPOL-a 38 Rujan 2001. – 19 pripadnika Al-Kaide vrši niz koordiniranih samoubilačkih napada u Sjedinjenim Američkim Državama.
In total 2 996 people are killed December 2001 – The Bonn Agreement establishes an interim authority for Afghanistan and provides for an International Security Assistance Force (ISAF) to assist in the transition April 2002 – G8 conference in Geneva adopts the lead nation framework on the security sector –Germany establishes the German Police Project Office in Kabul to advise and train the Afghan National Police October 2003 – The UN Security Council authorises the expansion of the ISAF mission throughout Afghanistan November 2005 EU Joint Declaration commits EU and its Member States to support a stronger framework for the establishment of rule of law in the country May 2007 First EUPOL Operational Plan (OPLAN) October 2008 Revised OPLAN 2001 2002 2003 2004 2005 2006 2007 2008 February 2006 – In the Afghan Compact (the 2006 London Conference) the Afghan Government commits to achieving benchmarks in areas, such as developing a professional national army by the end of 2010 2006 – ANP forces reach target of 62 000 October 2006 – EU Joint assessment mission by 23 European officials and Rule of Law specialists December 2006 – EU fact-finding mission is sent to Afghanistan to identify policing and rule of law needs May 2007 – European Council establishes a Common Security and Defence Policy mission in Afghanistan (EUPOL) May 2007 – Expansion of the ANP to 82 000 May 2008 –The European Council decides to double the target number of experts working in EUPOL to 400 2008 – Afghan National Development Strategy (2008 – 2013) is Afghanistan’s first five-year strategic development plan. 
2005. 2006. 2007. 2008. 2006. – broj snaga Afganistanske nacionalne policije doseže zacrtani broj od 62 000 Listopad 2006. – zajednička misija EU-a za procjenu potreba koju vode 23 europska dužnosnika i stručnjaci u području vladavine prava Prosinac 2006. – EU upućuje u Afganistan misiju za prikupljanje informacija koja treba utvrditi potrebe u radu policije i provedbi načela vladavine prava Svibanj 2007. – Europsko vijeće u Afganistanu pokreće misiju EUPOL u okviru zajedničke sigurnosne i obrambene politike Svibanj 2007. – porast broja osoblja Afganistanske nacionalne policije na 82 000 Svibanj 2008. – Europsko vijeće odlučuje povećati na 400 ukupan broj stručnjaka koji surađuju s EUPOL-om 2008. – Nacionalna strategija za razvoj Afganistana (2008. – 2013.) prvi je petogodišnji strateški plan za razvoj Afganistana. 2010. 2008.
The strategy is organised around security, governance and economic development Annex I 
Naglasak je strategije na sigurnosti, upravljanju i gospodarskom razvoju Prilog I.
Annexes 39 November 2009 – NATO launches a training mission in Afghanistan (NTM-A) which aims to provide basic security training for police staff and mentoring to the ANP January 2010 – At London Conference the Afghan government and the international community commit on anti-corruption actions and the transition of responsibility for security from ISAF to Afghan forces November 2010 – At summit in Lisbon, NATO announces plans to withdraw international forces from Afghanistan by the end of 2014 December 2011 – Bonn Conference initiates discussion on Afghanistan’s ’Transformation Decade 2015-2024‘ May 2012 – Chicago Summit Declaration affirms NATO commitment to support the Afghan National Security Forces beyond the drawdown of international military forces in 2014 July 2012 – Tokyo Conference introduces the Mutual Accountability Framework which holds Afghanistan and the international community accountable for steady financing in exchange for stronger anti-corruption measures and the advancement of the rule of law January 2013 – Expansion of the ANP to 157 000 January 2013 – Revised OPLAN July 2014 – Final revised OPLAN December 2015 – EUPOL ceases activities under Line of Operation II 2009 2010 2011 2012 2013 2014 2015 2016 May 2010 – Revised OPLAN April 2013 – Ten-Year Vision, an Afghan Ministry of the Interior document describing the desired state of the ANP in 10 years June 2013 – EEAS produces a joint staff working paper on comprehensive EU action in strengthening civilian policing and rule of law post-2014. 
Prilozi 39 Studeni 2009. – NATO pokreće misiju obuke u Afganistanu u okviru koje će pružiti osnovnu sigurnosnu obuku policijskom osoblju i mentorirati Afganistansku nacionalnu policiju Siječanj 2010. – afganistanska vlada i međunarodna zajednica na konferenciji u Londonu obvezuju se na poduzimanje mjera protiv korupcije i prijenos odgovornosti za sigurnost s ISAF-a na afganistanske snage Studeni 2010. – na sastanku na vrhu u Lisabonu NATO najavljuje plan o povlačenju međunarodnih snaga iz Afganistana do kraja 2014. Prosinac 2011. – na konferenciji u Bonnu započinje rasprava o afganistanskom „desetljeću reforme 2015. – 2024.” Svibanj 2012. – u Izjavi sa sastanka na vrhu u Chicagu potvrđuje se da će NATO podupirati nacionalne sigurnosne snage Afganistana i nakon povlačenja međunarodnih vojnih snaga 2014.
It also presents the principal options for a EUPOL exit strategy Dec 2013 – EEAS produces strategic review of EUPOL Afghanistan June 2014 – European Council commits to extend EUPOL’s mandate until end 2016. 
2013. 2014. 2016.
It also approves a comprehensive EU strategy on Afghanistan for the period 2014-2016 September 2014 – Ashraf Ghani is inaugurated as Afghanistan’s new President, succeeding Hamid Karzai September 2014 – Afghanistan signs a bilateral security agreement with the United States. 
2014. 2016. Rujan 2014. – Inauguracija novog afganistanskog predsjednika Ašrafa Ganija, nasljednika Hamida Karzaija Rujan 2014. – Afganistan potpisuje bilateralni sporazum o sigurnosti sa Sjedinjenim Američkim Državama.
It also signs the Agreement for the NATO Resolute Support Mission. 
Potpisuje i sporazum o NATO-ovoj misiji potpore miru„Resolute Support”.
Under these agreements 9 800 American and at least 2 000 NATO troops are allowed to remain in Afghanistan after 31 December 2014 in order to support the development of Afghan security forces and institutions October 2014 – The European Commission approves multiannual indicative programme 2014-2020 for Afghanistan , which will provide new development funding of 1.4 billion euro for the seven-year period October 2014 – NTM-A ceases activity December 2014 – NATO-led 48-country mission (ISAF) stands down January 2015 – Launch of Operation Resolute Support 2015 – 2016 EEAS to review the multiannual indicative programme 2014-2020 December 2016 End of EUPOL’s mandate 
Prema tim sporazumima 9800 američkih vojnih snaga i najmanje 2000 vojnih snaga NATO-a imaju pravo ostati u Afganistanu nakon 31. prosinca 2014. kako bi podupirali razvoj afganistanskih sigurnosnih snaga i institucija Listopad 2014. – Europska komisija odobrava višegodišnji okvirni program za Afganistan u razdoblju 2014. – 2020., prema kojem će se za sedmogodišnje razdoblje dodijeliti nova financijska sredstva za razvoj u iznosu od 1,4 milijarde eura Listopad 2014. – okončava se NATO-ova misija obuke u Afganistanu Prosinac 2014. – ukida se misija pod vodstvom NATO-a u kojoj je sudjelovalo 48 država (ISAF) Siječanj 2015. – početak operacije„Resolute Support” 2015. – 2016. – ESVD će preispitati višegodišnji okvirni program za razdoblje 2014. – 2020. Prosinac 2016. – Kraj mandata EUPOL-a
Annexes 40 EUPOL commitments and disbursements by budgetary period Budgetary period June 2007–November 2008 December 2008–May 2010 June 2010–July 2011 August 2011–July 2012 August 2012– May 2013 June 2013–December 2014 Commitments (euro) Disbursements as at 31.12.2014 (euro) Implementation rate 99 % 87% 90 % 86 % 81% 89 % 88 % Totals 43 600 000 81 400 000 54 600 000 60 500 000 56 870 000 95 433 790 392 403 790 43 099 416 71 056 597 49 274 871 51 918 127 46 179 558 84 645 305 346 173 874 Source: EUPOL. 
Obveze (u eurima) 43 600 000 81 400 000 54 600 000 60 500 000 56 870 000 95 433 790 392 403 790 Plaćanja do 31. 12. 2014. (u eurima) 43 099 416 71 056 597 49 274 871 51 918 127 46 179 558 84 645 305 346 173 874 Stopa izvršenja 99 % 87% 90 % 86 % 81% 89 % 88 % Ukupno Izvor: EUPOL.
Annexes 42 EUPOL field offices from 2007 to 2014 2007 2011 2008 2012 2009 2013 2010 2014 Field office with staff < 10 (at 31 December) Field office with staff > 10 (at 31 December) EUPOL headquarters in Kabul Annex IV Source: EUROSTAT. 
2010. 2014. Terenski ured s manje od 10 članova osoblja (stanje od 31. prosinca) Terenski ured s više od 10 članova osoblja (stanje od 31. prosinca) Središnji ured EUPOL-a u Kabulu Prilog IV.
Reply of the Commission 43 and the EEAS Executive summary IV The initial context of justice institutions and inter‐ national support were very weak and limited (com‐ pared to support provided to the Afghan national police and Ministry of Interior). 
Odgovori Komisije 43 i ESVD-a Sažetak IV Početni okvir pravosudnih institucija i međuna‐ rodne potpore bio je vrlo manjkav i ograničen (u usporedbi s potporom pruženom Afganistan‐ skoj nacionalnoj policiji i Ministarstvu unutarnjih poslova).
Providing direct training has been used mainly in the first years of the mission’s mandate, as well as train‐the‐trainers support, which also significantly reduced during the recent years. 
Izravno osposobljavanje provodilo se, uglavnom tijekom prvih godina mandata Misije, a tada je pružana i potpora u obliku osposobljavanja podu‐ čavatelja, koja je tijekom proteklih nekoliko godina također znatno smanjena.
For several years now, EUPOL has mainly implemented its mandate by providing advice and mentoring to its Afghan counterparts. 
EUPOL već nekoliko godina uglavnom provodi svoj mandat pružanjem savjeta i mentorstva afganistanskim kolegama.
The EEAS considers that projects managed by the mission’s Project Cell do represent now an impor‐ tant complementary tool for the mission to achieve its objectives comparing to insufficient alignment during the first years of the existence of the Project Cell. 
ESVD smatra da projekti kojima upravlja projektna jedinica Misije sada predstavljaju važan dopunski alat s pomoću kojeg Misija može ostvariti svoje ciljeve, za razliku od nedovoljne usklađenosti tije‐ kom prvih godina postojanja projektne jedinice.
VI EUPOL strongly supported the establishment and functioning of international coordination structures, like the International Police Coordination Board. 
VI EUPOL je pružao snažnu potporu uspostavi i funk‐ cioniranju međunarodnih koordinacijskih struktura poput Međunarodnog odbora za policijsku koor‐ dinaciju.
However it was not in its mandate to bring together all EU actors under a single European framework. 
Međutim, njegov mandat nije obuhvaćao okupljanje svih dionika u EU‐u unutar jedinstvenog europskog okvira.
VII During the last years, the system of EUPOL’s report‐ ing has been refined and evolved from a more descriptive way to an analytical way. 
VII Tijekom posljednjih godina EUPOL‐ov sustav izvje‐ šćivanja unaprijeđen je te se sada više temelji na analitičkim nego na opisnim metodama.
Since 2013, the Mission has Objectively Verifiable Indicators both for its own progress and Afghan progress. 
Od 2013. Misija ima objektivno provjerljive pokazatelje vlasti‐ tog napretka i napretka afganistanske strane.
IX and X EUPOL’s phasing out plans have been developed as much as possible at this moment in time, taking into account expected Afghan progresses, interna‐ tional actors/mechanisms existence and evolution. 
IX i X Planovi postupnog smanjenja aktivnosti EUPOL‐a izrađeni su u najvećem opsegu u kojem je to bilo moguće u ovoj fazi, pri čemu se vodilo računa o očekivanom napretku afganistanske strane te o postojanju i razvoju međunarodnih dionika/ mehanizama.
The EEAS in close cooperation with the Commis‐ sion, responsible for the financial management, and EUPOL have been assessing how to get the best value of EUPOL’s assets according to the Financial Regulation. 
ESVD u bliskoj suradnji s Komisijom, odgovoran za financijsko upravljanje, i EUPOL procjenjuju na koje se načine može ostvariti najveća korist od EUPOL‐ove imovine u skladu s Financijskom uredbom.
Observations 16 As for the leadership problems, indeed the Head of Mission had changed three times but this is to be considered an exceptional and unfortunate circumstance. 
Opažanja 16 Kad je riječ o poteškoćama s vodstvom, istina je da je voditelj Misije tri puta promijenjen, ali to se treba smatrati izvanrednom i nesretnom okolnošću.
28 The EEAS considers that EUPOL’s mandate was lim‐ ited to certain fields (civilian policing, MoI reform, criminal justice); the Mission therefore had no mandate for an overall lead on the (coordination of the) entire MoI/ANP reform/strengthening support. 
28 ESVD smatra da je mandat EUPOL‐a bio ograničen na određena područja (civilna policija, reforma ministarstva unutarnjih poslova, kazneno pravo‐ suđe.); Misija stoga nije imala mandat za cjelokupno vođenje (koordinaciju) ukupne potpore reformama/ jačanju Ministarstva unutarnjih poslova/ANP‐a.
Other actors, such as NTM‐A, also had full legiti‐ macy to provide support to the Afghan authorities within the scope of their respective mandates. 
Drugi dionici, poput NTM‐a, također su imali puni legitimitet za pružanje potpore nadležnim afgani‐ stanskim tijelima unutar opsega svojih ovlaštenja.
The IPCB was established to coordinate the overall inter‐ national support to the Afghan national police and Ministry of Interior. 
IPCB je uspostavljen radi koordinacije ukupne međunarodne potpore ANP‐u i Ministarstvu unu‐ tarnjih poslova.
Within the remit of its mandate, the Mission coordinated its activities with the NATO Training Mission‐Afghanistan and other interna‐ tional actors very well. 
Misija je u okviru svog mandata vrlo dobro koordinirala svoje aktivnosti s Misijom osposobljavanja NATO‐a u Afganistanu i drugim međunarodnim dionicima.
36 EUPOL has developed and is using a monitoring mechanism to track progress and decide on correc‐ tive actions if and where needed. 
36 EUPOL je razvio i koristi se mehanizmom praćenja kako bi pratio napredak i odlučivao o korektivnim mjerama ako i kad su one potrebne.
40 CSDP guidance is referred to as ‘guidance on horizontal issues’. 
40 Smjernice za ZSOP nazivaju se „Smjernice za horizontalna pitanja”.
After identifying these shortcom‐ ings, the EEAS is actively working to provide CSDP missions with clearer horizontal guidance where considered needed. 
Nakon utvrđivanja tih nedo‐ stataka, ESVD aktivno radi na jasnijem horizon‐ talnom usmjeravanju misija ZSOP‐a ako to smatra potrebnim.
Reply of the Commission and the EEAS 44 45 Indeed, the criminal justice sector has been a tra‐ ditionally very weak sector, subject of lesser inter‐ national support than the Afghan national police or the Ministry of Interior. 
Odgovori Komisije i ESVD-a 44 45 Istina je da je kazneno pravosuđe tradicionalno vrlo manjkav sektor koji dobiva manju međuna‐ rodnu potporu nego što je to slučaj s Afganistan‐ skom nacionalnom policijom ili Ministarstvom unutarnjih poslova.
Examples of EUPOL’s achievements are the development of human rights informed policies and legislation (e.g. Penal Code, Criminal Procedure Code) and the introduction of the police/prosecutor cooperation training, already running under full Afghan ownership. 
Primjeri dostignuća EUPOL‐a jesu razvoj politika i zakonodavstva temeljenih na ljudskim pravima (npr. Kazneni zakon, Zakonik o kaznenom postupku) i uvođenje osposobljava‐ nja u području suradnje policije i tužiteljstva, koje se već u potpunosti provodi pod afganistanskom odgovornošću.
48 The establishment of the Police Staff College is a good example of the use of the comprehensive approach in EU foreign policy (coherence, coordina‐ tion and complementarity). 
48 Osnivanje Više policijske škole dobar je pri‐ mjer primjene sveobuhvatnog pristupa u vanj‐ skoj politici EU‐a (usklađenost, koordiniranost i komplementarnost).
EUPOL has been supporting the Afghan training institutions covering issues like indeed training cur‐ ricula development, but also, both, the Police Staff College’s and the Crime Management College’s management and organisation, including linkages with ANP human resources policy/organisation, as well as the support to ANP HQ General Training Command. 
EUPOL podupire afganistanske ustanove za osposo‐ bljavanje koje se bave pitanjima poput izrade plana i programa osposobljavanja, ali i upravljanja Višom policijskom školom i Višom školom za suzbijanje kriminala te organizacijom tih škola, uključujući poveznice s politikom/organizacijom ljudskih resursa u ANP‐u te potporu Zapovjedništvu za opće osposobljavanje pri Središnjici ANP‐a.
The Police Staff College and the Crime Management College are firmly established within the General Training Command structure and have become extremely effective educational institutions in their own right with over 13 000 Afghan national police students having graduated from training courses since late 2010. 
Viša policijska škola i Viša škola za suzbijanje kri‐ minala čvrsto su ustrojene unutar Zapovjedništva za opće osposobljavanje te su postale iznimno učinkovite zasebne ustanove za izobrazbu u kojima je od kraja 2010. više od 13 000 zaposlenika Afga‐ nistanske nacionalne policije završilo različita osposobljavanja.
50 EUPOL’s evaluation/assessment process has improved since the introduction of the so‐called Mid‐Term Reviews (MTR) (renamed as Quarterly Reviews (QR) following the introduction of revised OPLAN in the beginning of 2015) as well as Monthly reviews in the beginning of 2014. 
50 Postupak EUPOL‐a za vrednovanje/procjenu poboljšao se od uvođenja tzv. pregleda na polovini razdoblja (koji su nakon uvođenja izmijenjenog OPLAN‐a početkom 2015. preimenovani u tromje‐ sečne preglede), kao i mjesečnih pregleda počet‐ kom 2014.
52 The Mission has achieved deployment/use of advi‐ sors/mentors as per its OPLAN and in agreement with its Afghan counterparts. 
52 Misija je u skladu sa svojim OPLAN‐om i u dogovoru s afganistanskim kolegama uspjela rasporediti/ angažirati savjetnike/mentore.