natgillin/translations-raw huggingface dataset:
Afghan capacity gap analysis derived from the OPLAN (which was itself based on discussion with the Afghan authorities). 
Analiza nedostataka afganistanskih kapaciteta temeljila se na OPLAN‐a (koji se zasnivao na razgovorima s afganistanskim vlastima).
53 One of the most difficult issue is to achieve tangible progress/impact on strategic level issues such as the development and management of ANP human resources or mainstreaming of human rights within the ANP (issues which usually require support via mentoring/advising). 
53 Jedan od najvećih izazova je ostvarenje konkret‐ nog napretka/učinka u pogledu strateških pitanja poput razvoja ljudskih resursa u ANP‐u i upravljanja tim resursima ili uključivanja pitanja ljudskih prava u ANP (to su pitanja koja obično zahtijevaju potporu u obliku mentorstva/savjetovanja).
Other external factors could also be mentioned, such as reprioritisation on the Afghan side. 
Mogu se spo‐ menuti i drugi vanjski čimbenici poput ponovnog određivanja prioriteta afganistanske strane.
58 The use of Project Cells is a relatively new feature in civilian CSDP. 
58 Upotreba projektnih jedinica relativno je novo obilježje civilnog ZSOP‐a.
For various reasons, Project Cells do not exist in all missions, although considered a very useful capacity for civilian CSDP missions to achieve their objectives. 
Zbog različitih razloga, projektne jedinice ne postoje u svim misijama, iako se smatraju vrlo korisnim kapacitetom za ostvarenje ciljeva civilnih misija ZSOP‐a.
Thus, civilian CSDP missions had little references when the first Project Cells were established within their structure. 
Stoga civilne misije ZSOP‐a nisu imale dovoljno mogućnosti usporedbe pri uspostavi prvih projektnih jedinica unutar nji‐ hova ustroja.
This was the case for EUPOL AFG. 
To je bio slučaj s EUPOL‐ovom misijom AFG.
The Mission has therefore gone through a learning process in managing its Project Cell. 
Misija je stoga prošla kroz proces u kojem je naučila upravljati svojom projektnom jedinicom.
The Project Cell is now well established within the Mission, coordination with other Mission’s com‐ ponents is ensured, as well as internal procedures to make sure projects proposed are fully in line with the Mission’s objectives. 
Projektna jedinica sada se ustalila unutar Misije, osigurani su koordinacija s drugim dijelovima Misije i interni postupci kojima se osigurava potpuna usklađenost predloženih projekata s ciljevima Misije.
Projects under the Project Cell are endorsed by EU Member States (RELEX) in the framework of the annual discussion on the Mis‐ sion’s budget. 
Države članice EU‐a (RELEX) u okviru godiš‐ nje rasprave o proračunu Misije podržavaju projekte u okviru projektne jedinice.
59 Even before the introduction of the flexible pro‐ curement procedures, FPI agreed to most requests from the mission to carry out simplified procure‐ ment procedures (negotiated procedures with a single tender) in cases where normal tender pro‐ cedures would be unsuccessful due to the difficult local market situation or for urgent purchases of goods and services. 
59 Čak i prije uvođenja fleksibilnih postupaka nabave FPI se složio s većinom zahtjeva Misije za provedbu pojednostavljenih postupaka nabave (pregovarački postupci s jednom ponudom) u slučajevima kada bi uobičajeni postupci nadmetanja bili neuspješni zbog teške situacije na lokalnom tržištu ili za hitnu kupnju robe i usluga.
Reply of the Commission and the EEAS 45 The EU acts here in close consultation with the international community at large. 
EU u tom području blisko surađuje s međunarod‐ nom zajednicom u cjelini.
In line with the New Deal for engagement in fragile states, the Commission and the EEAS consider a project‐based approach as sub‐optimal in terms of aid effective‐ ness. 
U skladu s Novim dogovo‐ rom o angažmanu u nestabilnim državama, Komisija i ESVD smatraju da projektni pristup nije optima‐ lan u smislu učinkovitosti pomoći.
In due course, budget support may become an option covering also the rule of law support if the relevant conditions are fulfilled and the political and governance risks allow. 
Ako se ispune relevantni uvjeti i ako to bude moguće s obzirom na rizike u području politike i upravljanja, s vremenom bi se moglo uvesti proračunsku potporu kojom bi bila obuhvaćena i potpora vladavini prava.
72 The EEAS and the Commission are aware of the issues raised by the Court regarding downsizing and the time needed to prepare for the liquidation of assets and closure of the mission and closely follows the downsizing process. 
72 ESVD i Komisija svjesni su problemam koje je ista‐ knuo Sud u pogledu smanjenja Misije i vremena potrebnog za pripremu likvidacije imovine i zatva‐ ranja Misije te pomno prati proces smanjenja Misije.
The downsizing is preceded by the preparation of the budget for the period when the downsizing will take place and this applies to the liquidation phase as well. 
Smanjenju Misije prethodi priprema proračuna za razdoblje u kojem će se provesti smanjenje, a to se odnosi i na fazu likvidacije.
Whilst a formal downsizing or closure plan is not submit‐ ted at this stage, the main elements, and in par‐ ticular those with a financial impact, are discussed and agreed with the mission during the budget preparation. 
Iako u ovoj fazi još nije dostavljen formalni plan smanjenja ili zatvaranja Misije, tijekom pripreme proračuna vode se raz‐ govori s Misijom o njegovim glavnim elementima, posebno onima s financijskim učinkom, te ih se usuglašava s Misijom.
73 The missions are entrusted entities tasked under indirect management, therefore whilst recognis‐ ing that this does not reflect the actual value of the assets, the Commission does not require the mis‐ sions to report this value, only to report the equip‐ ment purchased and the changes in the inventory. 
73 Misije su subjekti kojima su povjerene zadaće u okviru neizravnog upravljanja, stoga Komisija, iako priznaje da se tako ne odražava stvarna vrijed‐ nost imovine, od misija ne traži da izvijeste o toj vrijednosti, već samo o kupljenoj opremi i promje‐ nama inventara.
74 The mission is in the process of transferring and disposing of surplus armoured vehicles. 
74 Misija je u procesu prijenosa i zbrinjavanja viška oklopnih vozila.
Thirteen armoured vehicles will be transferred to the CSDP mission in Kiev, Ukraine. 
13 oklopnih vozila bit će preneseno Misiji ZSOP‐a u Kijevu u Ukrajini.
The transfer of surplus armoured vehicles could be facilitated in the future if the role of the CSDP ware‐ house would be expanded to include the logistics related to taking over, refurbishing and redeploying surplus armoured vehicles (and other equipment). 
Prijenos viška oklopnih vozila moglo bi se u buduć‐ nosti olakšati kada bi se ulogu skladišta ZSOP‐a proširilo na logistiku povezanu s preuzimanjem, obnovom i preraspodjelom viška oklopnih vozila (i druge opeme).
Recommendation 2(a) The EEAS and the Commission accept this rec‐ ommendation. 
2 (a) ESVD i Komisija prihvaćaju ovu preporuku.
This is already the case for some aspects of predeployment. 
To je već slučaj s nekim aspekatima pripreme za raspoređiva‐ nje.
Further work on this subject is being processed by the EEAS. 
ESVD dalje radi na toj temi.
How‐ ever, some legal and financial aspects need to be addressed as the costs for predeployment training can be eligible under CFSP budget only for staff already being Mission members. 
Međutim, budući da su troškovi osposobljavanja prije raspoređivanja pri‐ hvatljivi u okviru proračuna ZVSP‐a samo za osoblje koje je već član Misije, treba razmotriti neke pravne i financijske aspekte.
Otherwise the sending state would pay for the seconded, whilst there would no possibility to pay for the staff recruited but not contracted yet by the Mission. 
U suprotnome, država poši‐ ljateljica snosila bi troškove za upućeno osoblje, ali ne bi bilo mogućnosti pokrivanja troškova osoblja koje je Misija zaposlila, ali s kojim još nije potpisala ugovor.
Recommendation 2(b) The EEAS and the Commission accept this recom‐ mendation. 
2 (b) ESVD i Komisija prihvaćaju ovu preporuku.
This is already the case for some of these subjects. 
To je već slučaj s nekima od navedenih tema.
Further work on additional subjects is being conducted by the EEAS. 
ESVD dalje radi na dodatnim temama.
Moreover, the lessons learned are a fundamental part of the conduct of operations led by the CPCC. 
Nadalje, stečena iskustva osnovni su dio provedbe operacija pod vodstvom CPCC‐a.
They are shared with other EEAS services, Commis‐ sion and Member States, and have already proved their added value for the improvement of the Missions. 
Ta se iskustva dijeli s drugim službama ESVD‐a, Komisijom i državama članica, a njihova je dodana vrijednost već doka‐ zana pri unapređenju misija.
As for the administrative guidelines in place, EEAS and Commission are continuing to work on a daily basis to make them more useful and responding to the concrete needs of the Missions in the field. 
Kad je riječ o postojećim administrativnim smjer‐ nicama, ESVD i Komisija nastavljaju svakodnevno raditi na tome da ih učine korisnijima te da ih usklade s konkretnim potrebama misija na terenu.
The planned shared service centre (mission support cell) will, under the supervision of EEAS and the Commission, establish comprehensive guidelines on finance, accounting and asset management. 
Planirani zajednički uslužni centar (jedinica za potporu Misiji) pod nadzorom će ESVD‐a i Komisije izraditi sveobuhvatne smjernice o financijama, raču‐ novodstvu i upravljanju imovinom.
Recommendation 2(c) The EEAS and the Commission accept this recommendation. 
2 (c) ESVD i Komisija prihvaćaju ovu preporuku.
Following the finalisation of the cost‐benefit analy‐ sis in 2013 and discussions held in the RELEX work‐ ing group, a decision on the creation of a shared service centre for the benefit of civilian CSDP mis‐ sions is now expected. 
Nakon završetka analize troškova i koristi 2013. te razgovora održanih unutar radne skupine RELEX, sada se očekuje odluku o uspostavi zajedničkog uslužnog centra koji će koristiti civilnim misijama ZSOP‐a.
Reply of the Commission and the EEAS 47 The management of assets of ongoing missions could be facilitated in the future if the role of the CSDP warehouse would be expanded to include the logistics related to taking over, refurbishing and redeploying of surplus equipment. 
Odgovori Komisije i ESVD-a 47 Upravljanje imovinom misija koje su u tijeku ubu‐ duće bi se moglo olakšati kada bi se ulogu skladišta ZSOP‐a proširilo na logistiku povezanu s preuzima‐ njem, obnovom i preraspodjelom viška opreme.
The function‐ ing and role of the CSDP Warehouse is currently under review and one of the possible scenarios is an expanded role, which would include handling all the logistics for storing and/or redeploying surplus equipment from missions that are downsizing or closing. 
Trenutačno se preispituju funkcioniranje i uloga skladišta ZSOP‐a te je jedan od mogućih scenarija proširenje njegove uloge, kojom bi u tom slučaju bili obuhvaćeni i rukovanje cjelokupnom logistikom za skladištenje i/ili preraspodjelu viška opreme od misija koje se smanjuju ili zatvaraju.
86 Regarding the Mission’s delivery under the Line of Operation 3, the EEAS considers that improvements can also be noticed. 
86 Kad je riječ o provedbi Misije u okviru operativne linije 3, ESVD smatra da su vidljiva i poboljšanja.
EUPOL’s mandate delivery and impact can only be judged in the light of the Afghan progress in those fields covered by the Mis‐ sion’s mandate. 
Provedba mandata i učinak EUPOL‐a mogu se ocijeniti samo s obzirom na napredak afganistan‐ ske strane u područjima obuhvaćenima mandatom Misije.
Regarding the assessment of Mission’s delivery/ achievements as per ‘type of activity’ (MMA vs ‘training’), see EEAS reply to paragraph 78. 
Kad je riječ o procjeni provedbe/postignuća Misije prema „vrsti aktivnosti” (MMA nasuprot „osposo‐ bljavanju”), vidjeti odgovor ESVD‐a na odlomak 78.
Regarding projects run under the Project Cell, while deficiencies had indeed been identified in the early years of the Mission’s mandate, more structured mechanisms are now in place to allow for a stricter alignment of projects with Mission’s planned activi‐ ties and objectives. 
Kad je riječ o projektima koji se provode u okviru Projektne jedinice, istina je da su u prvim godinama mandata Misije uočeni nedostaci, ali sada postoje mehanizmi koji su više strukturirani, pa omogućuju veću usklađenost projekata s planiranim aktivno‐ stima i ciljevima Misije.
Recommendation 3(a) The EEAS accepts this recommendation. 
3 (a) ESVD prihvaća ovu preporuku.
While the train‐the‐trainers approach is appropriate under some circumstances (to create a local initial training capacity), it needs to be considered as only one (initial) element of the required approach when supporting local authorities to establish/profes‐ sionalise their own training capacity. 
Iako je pristup koji se temelji na osposobljavanju podučavatelja primjeren u nekim okolnostima (pri stvaranju lokalnog kapaciteta za početno osposo‐ bljavanje), pri pružanju potpore lokalnim vlastima u uspostavi/profesionalizaciji njihova vlastitog kapaciteta osposobljavanja taj pristup treba sma‐ trati samo jednim (početnim) elementom traženog pristupa.
Only support through advising and mentoring on more structural aspects of training capacity building (as done by EUPOL) could have a possible sustainable impact. 
Samo potpora u obliku savjetovanja i men‐ torstva u pogledu aspekata izgradnje kapaciteta za osposobljavanje koji su više strukturne prirode (kakvuje pružio EUPOL) može imati održiv učinak.
Recommendation 3(b) The EEAS accepts this recommendation. 
3 (b) ESVD prihvaća ovu preporuku.
The EEAS considers that EUPOL’s developed cur‐ ricula did take into account local culture to the greatest extent possible. 
ESVD smatra da u planovima i programima osposo‐ bljavanja koje je razvio EUPOL lokalna kultura nije uzeta u obzir u najvećoj mogućoj mjeri.
However on some occa‐ sions, local counterparts were reluctant to use some (aspects of) curricula developed with the support of the Mission. 
Međutim, u nekim slučajevima lokalni partneri nerado su se koristili tim planovima i programima (tj. prihva‐ ćali neke njihove aspekte) koji su bili izrađeni uz potporu Misije.
These (aspects of) curricula were how‐ ever rightly considered essential from a Mission/EU point of view as they referred to EU essential values related to human rights, corruption a.o. 
No te se planove i programe ospo‐ sobljavanja (tj. neke njihove aspekte) sa stajališta Misije s pravom smatralo ključnima jer su se odnosili na temeljne vrijednosti EU‐a povezane s ljudskim pravima, korupcijom itd.
Recommendation 3(c) The EEAS accepts this recommendation. 
3 (c) ESVD prihvaća ovu preporuku.
Such evalu‐ ation is now carried out by the Mission. 
Misija sada provodi takvo vrednovanje.
Recommendation 3(d) The EEAS accepts this recommendation. 
3 (d) ESVD prihvaća ovu preporuku.
For EUPOL such assessment has been conducted in the frame‐ work of the last Mission’s mandate revision. 
Za EUPOL je takva procjena provedena u okviru posljednjeg preispiti‐ vanja mandata Misije.
Men‐ toring logbooks have been standardised, better structured and updated by the Mission. 
Misija je standardizirala, bolje strukturirala i ažurirala dnevnike mentorstva. Preporuka br.
Recommendation 3(e) The EEAS and the Commission accept this recom‐ mendation. 
3 (e) ESVD i Komisija prihvaćaju ovu preporuku.
Ways will also be explored to enable increased possibilities of handover periods between incoming and departing staff. 
Također će se istražiti mogućnosti produljenja razdoblja primopredaje između osoblja koje dolazi i onoga koje odlazi.
Recommendation 3(f) The EEAS accepts this recommendation. 
3 (f) ESVD prihvaća ovu preporuku.
For EUPOL projects run under the Project Cell are now fully integrated in the Mission Implementation Plan, following a stricter Mission’s internal procedure allowing for a coherence with Mission’s operational activities. 
Prema EUPOL‐u projekti koji se provode u okviru projektne jedinice sada su u potpunosti integrirani u Provedbeni plan Misije, nakon što je uveden stroži interni postupak Misije kojim se omogućuje usklađenost s njezinim operativnim aktivnostima.
Reply of the Commission and the EEAS 48 Recommendation 4 The EEAS accepts this recommendation. 
Odgovori Komisije i ESVD-a 48 Preporuka br. 4 ESVD prihvaća ovu preporuku.
The EEAS considers that sustainability aspects are already embedded in the operational planning of the Mission’s activities, in the sense that all Mis‐ sion’s activities are aiming at reinforcing the local counterparts' capacities to a level where they are ‘good enough’ to further develop themselves in a sustainable manner. 
ESVD smatra da su aspekti održivosti već uvršteni u operativno planiranje aktivnosti Misije, u smislu da su sve aktivnosti Misije usmjerene na jačanje kapaciteta lokalnih partnera do razine „dovoljno dobri” kako bi se nastavili razvijati na održiv način.
Where the Mission’s assessment leads to the conclu‐ sion that local capacities won’t be strong enough, and in the case where the Mission’s mandate is coming to an end, the Mission, as per its OPLAN, is actively engaging with other (international/local) actors in order to identify some which could pro‐ vide follow‐up support to the local counterparts as required, building upon the Mission’s achievements. 
Ako se na temelju procjene koju provede Misija zaključi da lokalni kapaciteti neće biti dovoljno jaki, i u slučaju kada se mandat Misije privodi kraju, ona na temelju svog OPLAN‐a aktivno surađuje s drugim (međunarodnim/lokalnim) dionicima kako bi odre‐ dila neke među njima koji bi prema potrebi mogli pružiti naknadnu potporu lokalnim partnerima, oslanjajući se na postignuća Misije.
Recommendation 5 (a) EEAS and the Commission accept this recom‐ mendation. 
5 (a) ESVD i Komisija prihvaćaju ovu preporuku.
As already done in the past for previ‐ ous missions, the EEAS and the Commission have been working in close coordination with EUPOL for 2 years, id est well in advance to the end of mandate, in order to prepare the liquidation phase in the most appropriate way, taking into account the challenges and the complexity of the Afghan scenario. 
Kao što je to već bio slučaj u prethodnim misijama, ESVD i Komisija već dvije godine, tj. puno prije kraja mandata, blisko surađuju s EUPOL‐om kako bi se na najprikladniji način pripremila faza likvidacije, uzimajući u obzir izazove i složenost afganistanskog scenarija.
The Commission and the EEAS are planning to develop guidelines together on downsizing of missions. 
ESVD i Komisija namjeravaju zajedno izraditi smjer‐ nice za smanjenje misija.
Concerning closure of missions, the Commission already issued instructions on closing missions. 
Kad je riječ o zatvaranju misija, Komisija je već izdala upute o zatvaranju misija.
Recommendation 5 (b) The EEAS and the Commission accept this recom‐ mendation. 
5 (b) ESVD i Komisija prihvaćaju ovu preporuku.
See also reply to recommendation 5(a). 
Vidjeti i odgovor na preporuku br.
The Court’s assessment of EUPOL Afghanistan, a civilian Common Security and Defence Policy (CSDP) mission, found that it had been partly effective in delivering its mandate. 
Sud je ocijenio da misija EUPOL-a u Afganistanu, civilna misija u okviru zajedničke sigurnosne i obrambene politike, nije bila sasvim djelotvorna u ispunjavanju svojeg mandata.
While external factors may provide some explanation for this, other shortcomings can be attributed to EUPOL itself. 
Jednim dijelom su za to odgovorni vanjski čimbenici, no neki su nedostatci u samoj misiji.
The Court makes a number of recommendations, applicable not only to EUPOL Afghanistan, but also to other CSDP missions aiming to improve their effectiveness and the sustainability of the outcomes achieved. 
Sud daje niz preporuka za poboljšanje djelotvornosti misije EUPOL u Afganistanu i održivosti postignutih rezultata, koje vrijede i za druge misije u okviru zajedničke sigurnosne i obrambene politike.
EN 2015 Special Report NO 08 Is EU financial support adequately addressing the needs of micro-entrepreneurs? 
08 Tematsko izvješće 2015. Pružaju li se financijskom potporom EU‐a odgovarajuća rješenja za potrebe mikropoduzetnika?
Luxembourg: Publications Office of the European Union, 2015 Print ISBN 978-92-872-2592-4 PDF ISBN 978-92-872-2584-9 EPUB ISBN 978-92-872-2575-7 ISSN 1831-0834 ISSN 1977-5679 ISSN 1977-5679 doi:10.2865/13908 doi:10.2865/24866 doi:10.2865/148081 QJ-AB-15-008-EN-C QJ-AB-15-008-EN-N QJ-AB-15-008-EN-E © European Union, 2015 Reproduction is authorised provided the source is acknowledged. 
Luxembourg: Ured za publikacije Europske unije, 2015. Print ISBN 978-92-872-2601-3 ISSN 2315-0548 PDF ISBN 978-92-872-2594-8 ISSN 2315-2230 EPUB ISBN 978-92-872-2587-0 ISSN 2315-2230 © Europska unija, 2015.
EN 2015 Special Report NO 08 Is EU financial support adequately addressing the needs of micro-entrepreneurs? (pursuant to Article 287(4), second subparagraph, TFEU) 
08 Tematsko izvješće 2015. Pružaju li se financijskom potporom EU‐a odgovarajuća rješenja za potrebe mikropoduzetnika? (u skladu s člankom 287. stavkom 4. drugim podstavkom UFEU‐a)
The audit was led by ECA Member Iliana Ivanova; supported by Tony Murphy, head of private office; Mihail Stefanov, attaché of private office; Emmanuel Rauch, head of unit; Dennis Wernerus, team leader; Romuald Kayibanda, team leader; Piotr Senator, auditor and Christian Wieser, auditor. 
Reviziju je predvodila članica Suda Iliana Ivanova, a na njoj su radili i voditelj ureda Tony Murphy, ataše u uredu Mihail Stefanov, voditelj odjela Emmanuel Rauch, voditelj tima Dennis Wernerus, voditelj tima Romuald Kayibanda te revizori Piotr Senator i Christian Wieser.
From left to right: C. Wieser, R. Kayibanda, E. Rauch, I. Ivanova, T. Murphy, D. Wernerus, P. Senator, M. Stefanov. 
Slijeva nadesno: C. Wieser, R. Kayibanda, E. Rauch, I. Ivanova, T. Murphy, D. Wernerus, P. Senator, M. Stefanov.
Abbreviations 04 CGAP: Consultative Group to Assist the Poor EaSI: EU Programme for Employment and Social Innovation EIB: European Investment Bank, or European Investment Bank Group when EIB and EIF are referred to altogether EIF: European Investment Fund EPMF: European Progress Microfinance Facility ERDF: European Regional Development Fund ESF: European Social Fund EU: European Union GNI: Gross national income OP: Operational programme SME: Small and medium‐sized enterprise 
Pokrate 04 BND: Bruto nacionalni dohodak CGAP: Savjetodavna skupina za pomoć siromašnima EaSI: Program EU‐a za zapošljavanje i socijalne inovacije EFRR: Europski fond za regionalni razvoj EIB: Europska investicijska banka ili grupa Europske investicijske banke kad je riječ o EIB‐u i EIF‐u zajedno EIF: Europski investicijski fond EMIP: Europski mikrofinancijski instrument Progress ESF: Europski socijalni fond EU: Europska unija MSP: Mala i srednja poduzeća OP: Operativni program
European Code of Good Conduct for Microcredit Provision: A set of ‘good practice’ guidelines and recommendations for microcredit providers issued by the Commission in December 2011. 
Europski etički kodeks za pružanje usluga mikrokreditiranja: Skupina smjernica i preporuka s primjerima dobre prakse namijenjena davateljima mikrokredita koju je Komisija objavila u prosincu 2011. godine.
European Investment Fund: The EIF is a specialist provider of risk finance to benefit small and medium‐sized enterprises (SME) across Europe. 
Europski investicijski fond: Stručno područje EIF‐a pružanje je usluga rizičnog financiranja u korist malih i srednjih poduzeća (MSP) na razini cijele Europe.
It is part of the EIB Group and its shareholders are the European Investment Bank (EIB), the European Commission and a wide range of public and private bank and financial institutions. 
EIF čini dio grupe EIB‐a, a njegovi su dioničari Europska investicijska banka (EIB), Europska komisija i čitav niz javnih i privatnih bankarskih i financijskih institucija.