natgillin/translations-raw huggingface dataset:
In August 2010, following a feasibility study, the EU proposed a coordinated action whereby (a) EUPOL, in line with its mandate, would develop training curricula and courses for the new col‐ lege, and (b) the EU delegation and the FPI would finance the training facilities and provide project management un‐ der the Instrument for Stability regula‐ tion27. 
Po opravljeni študiji izvedljivosti je EU avgusta 2010 predlagala usklajen ukrep, pri katerem bi (a) EUPOL v skladu s svojim mandatom pripravila programe za usposabljanje in tečaje za novo akademijo ter (b) delegacija EU in služba za instrumente zunanje politike financirali objekte za usposabljanje in zagotovili projektno upravljanje v okviru uredbe o instrumentu za stabilnost27.
The project was undertaken as a matter of urgency, and the College was completed in January 2014 at a fi‐ nal cost of 7.3 million euro. 
Projekt se je izvajal kot nujen in akademija je bila končana januarja 2014 s končnimi stroški v višini 7,3 milijona EUR.
27 Regulation (EC) No 1717/2006 of the European Parliament and of the Council of 15 November 2006 establishing an Instrument for Stability (OJ L 327, 24.11.2006, p. 
1717/2006 Evropskega parlamenta in Sveta z dne 15. novembra 2006 o vzpostavitvi instrumenta za stabilnost (UL L 327, 24.11.2006, str.
EUPOL and Afghan Police Source: EUPOL. 
EUPOL in afganistanska policija Vir: EUPOL.
Photo 2 Observations 25 49 On the matter of training curricula, the national police trainers were commit‐ ted to working with the existing cur‐ ricula and to developing them further. 
Fotografija 2 Opažanja 25 49 Glede programov za usposabljanje so bili izvajalci usposabljanja iz nacionalne policije zavezani delu z obstoječimi programi in njihovemu nadaljnjemu razvoju.
Nevertheless, some trainers pointed out the need for curricula more closely tailored to the Afghan context and including such topics as Islamic law and local customs, with practical ex‐ amples from everyday life in Afghani‐ stan. 
Vendar pa so nekateri izvajalci usposabljanj opozorili, da bi morali biti programi bolje prilagojeni afganistanskim razmeram in vsebovati teme, kot so islamsko pravo in lokalni običaji, ter praktične primere iz vsakdanjega življenja v Afganistanu.
Some trainers also admitted that they skipped certain subjects, such as corruption, human rights and gender which they described as ‘unnecessary’ or ‘sensitive’. 
Nekateri vodje usposabljanj so tudi priznali, da so izpustili nekatere zadeve, kot so korupcija, človekove pravice in enakost spolov, ki so jih opisali kot „nepotrebne” ali „občutljive”.
50 EUPOL has not carried out a compre‐ hensive evaluation of the results ob‐ tained from its mentoring and advising activities. 
50 EUPOL ni opravila celovitega vrednotenja rezultatov, pridobljenih z dejavnostmi mentorstva in svetovanja.
However, the audit found evidence that EUPOL’s mentoring and advising did contribute to improving the professional skills of individuals employed at the relevant Afghan insti‐ tutions (national police, Ministry of the Interior and Ministry of Justice). 
Vendar so bili pri reviziji najdeni dokazi, da je EUPOL z mentorstvom in svetovanjem prispevala k izboljšanju poklicnih spretnosti in znanja posameznikov, zaposlenih v ustreznih afganistanskih institucijah (nacionalna policija, ministrstvo za notranje zadeve in ministrstvo za pravosodje).
With a few exceptions, EUPOL’s coverage of positions within the Afghan ministries and the national police was found to be in line with and relevant to the mis‐ sion mandate. 
Ugotovljeno je bilo, da je EUPOL z nekaterimi izjemami pokrivala položaje na afganistanskih ministrstvih in v nacionalni policiji skladno in ustrezno z mandatom misije.
51 Box 3 provides examples of typical EU‐ POL mentoring, advising and monitor‐ ing activities. 
51 V okviru 3 so primeri značilnih dejavnosti mentorstva, svetovanja in spremljanja, ki jih je izvajala EUPOL.
Examples of mentoring, advising and monitoring activities Example 1 — EUPOL advising at the Ministry of Justice In the context of the Line of Operation 3 (connecting the national police to the wider justice system), a EUPOL expert provided support to the Head of the Criminal Law Division at the Legislative Department of the Afghan Ministry of Justice, in an effort to improve capacity and deliver results in the following areas: ο legislative drafting; ο support the mentee’s role in the Secretariat for combating crimes of abduction and human trafficking; ο analyse the mentee’s departmental needs and organise trainings and workshops; ο give presentations on international laws and comparative studies with foreign legal systems. 
Primeri dejavnosti mentorstva, svetovanja in spremljanja Primer 1 – Svetovanje EUPOL na ministrstvu za pravosodje V okviru linije operacij 3 (povezovanje nacionalne policije s širšim pravosodnim sistemom) je strokovnjak EUPOL zagotovil podporo vodji enote za kazensko pravo v zakonodajnem oddelku afganistanskega ministrstva za pravosodje, da bi izboljšali zmogljivosti in dosegli rezultate na naslednjih področjih: ο priprava zakonodaje; ο podpora vlogi mentoriranca v sekretariatu za boj proti kaznivim dejanjem ugrabitve in trgovine z ljudmi; ο analiza potreb mentorirančevega oddelka ter organizacija usposabljanj in delavnic; ο predstavitve mednarodnih zakonov in študij s primerjavami s tujimi pravnimi sistemi.
Example 2 — EUPOL mentoring at the Police Staff Training College The management of the Police Staff College, which provides and develops training for the Afghan national police, is still highly lacking in management skills. 
Primer 2 – Mentorstvo EUPOL na akademiji za policijsko osebje Vodstvu akademije za policijsko osebje, ki zagotavlja in razvija usposabljanje za afganistansko nacionalno policijo, še vedno zelo primanjkuje vodstvenih spretnosti in znanja.
At the time of the Court’s audit, a EUPOL staff member was advising and mentoring the Commander of the Police Staff College with a view to improving strategic man‐ agement and planning skills. Box 3 
V času revizije, ki jo je izvedlo Sodišče, je uslužbenec EUPOL svetoval in bil mentor poveljniku akademije za policijsko osebje zaradi izboljšanja strateških vodstvenih in načrtovalnih spretnosti in znanja. Okvir 3
Observations 26 52 However, there were also significant shortcomings. 
Opažanja 26 52 Vendar pa so obstajale tudi bistvene pomanjkljivosti.
The selection of men‐ toring positions was not duly docu‐ mented in the mentoring files. 
Izbor položajev, za katere je potekalo mentorstvo, ni bil ustrezno dokumentiran v mentorskih spisih.
In none of the six files reviewed did the audit find a structured explanation giving the arguments for selecting the par‐ ticular mentee. 
Pri reviziji ni bilo v nobenem od šestih pregledanih spisov najdeno strukturirano pojasnilo z navedbo razlogov za izbiro določenega men-toriranca.
It is therefore difficult to establish with any certainty whether EUPOL targeted the most relevant positions for its mentoring, monitor‐ ing and advising. 
Zato je težko s kakršno koli gotovostjo ugotoviti, ali je EUPOL ciljno usmeril mentorstvo, spremljanje in svetovanje na najbolj ustrezne položaje.
Neither was there an analysis of the perceived Afghan capacity gap or, consequently, a plan for addressing specific weaknesses. 
Izvedena tudi ni bila analiza zaznanih vrzeli v afganistanskih zmogljivostih niti ni bil nato pripravljen načrt za obravnavo specifičnih slabosti.
53 Achieving tangible results in mentor‐ ing and advising is a complex and lengthy process that is also shaped by external factors — such as the tough security situation, the frequent turn‐ over of Afghan officials and the rota‐ tion of EUPOL mentors28 (see Box 4). 
53 Doseganje oprijemljivih rezultatov pri mentorstvu in svetovanju je zapleten in dolgotrajen proces, na katerega vplivajo tudi zunanji dejavniki, kot so težke varnostne razmere, pogoste menjave afganistanskih uradnikov in rota-cija mentorjev EUPOL28 (glej okvir 4).
54 Despite the regular rotation of EUPOL mentors, EUPOL has not put in place, on a systematic basis, clear and con‐ sistent handover procedures to ensure the smooth continuation of activity and avoidance of gaps and digressions that could jeopardise the mentoring relationship. 
54 EUPOL kljub redni rotaciji svojih mentorjev ni sistematično vzpostavila jasnih in doslednih postopkov predaje, da bi zagotovila gladek potek dejavnosti ter izogibanje vrzelim in oddaljevanjem od teme, ki bi lahko ogrozili odnose pri mentorstvu.
The Court found that handover depended very much on the individual mentor and was often ham‐ pered by the late arrival of the new mentor and the absence of procedural consistency. 
Sodišče je ugotovilo, da je bila predaja močno odvisna od posameznega mentorja in da sta jo pogosto ovirala pozen prihod novega mentorja in postopkovna nedoslednost.
28 According to EUPOL statistics, the average time of deployment of a EUPOL mentor was 12.5 months during the period 2008–13. 
28 Po statističnih podatkih EUPOL je povprečni čas razmestitve mentorja EUPOL v obdobju 2008–2013 trajal 12,5 meseca.
Typical challenges faced by EUPOL advisors Example 1 — rotation of national staff One of EUPOL’s key objectives is the promotion of Afghan efforts to improve criminal investigations tech‐ niques and procedures. 
Značilni izzivi, s katerimi so se srečevali svetovalci EUPOL Primer 1 – Rotacija nacionalnih uslužbencev Eden od ključnih ciljev EUPOL je spodbujanje afganistanskih prizadevanj za izboljšanje tehnik in postopkov kazenskih preiskav.
However, the Court’s auditors found sustained efforts to have been seriously com‐ promised by the rapid turnover of staff in the Criminal Investigations Department (CID) at the Ministry of the Interior. 
Vendar so revizorji Sodišča ugotovili, da je trajna prizadevanja resno ogrožalo hitro menjavanje uslužbencev oddelka za preiskovanje kaznivih dejanj na ministrstvu za notranje zadeve.
At the time of the Court’s audit, EUPOL’s 15 mentees in the Ministry of Interior had been replaced, in short succession, for various reasons, including politically motivated staff movements. 
V času revizije, ki jo je izvedlo Sodišče, je bilo 15 mentorirancev EUPOL v hitrem zaporedju zamenjanih iz različnih razlogov, med drugim zaradi politično motiviranih menjav uslužbencev.
Another example is the mentoring provided to Kabul Police District 4 within the framework of the Phoenix project, one of EUPOL’s flagship undertakings aimed at promoting Afghan acceptance of civilian policing prin‐ ciples and practices. 
Drug primer je mentorstvo, zagotovljeno policijskemu okrožju 4 v Kabulu v okviru projekta Phoenix. Projekt je eno od vodilnih prizadevanj EUPOL, ki spodbuja afganistansko sprejemanje načel in praks civilnega policijskega dela.
In this Police District, the Commanding Officer has been replaced five times in 1.5 years. 
V tem policijskem okrožju je bil poveljujoči častnik v letu in pol petkrat zamenjan.
Example 2 — keeping the topics of mentoring and advising in line with the mission’s objectives The audit confirmed the difficulties that EUPOL mentors faced in keeping sessions on track with the MIP objectives. 
Primer 2 – Ohranjanje skladnosti tem mentorstva in svetovanja s cilji misije Revizija je potrdila težave, s katerimi se soočajo mentorji EUPOL, ko skušajo potek ur, v katerih opravljajo mentorstvo, ohraniti skladen s cilji izvedbenega načrta misije.
While the objectives were properly stated in the individual mentoring plans, mentoring sessions frequently strayed off topic owing to the mentee’s workload, personal issues, requests for services or favours, complaints about different issues or just lack of interest or time. 
Čeprav so bili cilji ustrezno navedeni v posameznih načrtih mentorstva, se je pri urah, v katerih se je opravljalo mentorstvo, pogosto zašlo s teme zaradi delovne obremenitve mentoriranca, njegovih osebnih težav, prošenj za storitve ali usluge, pritožb zaradi različnih zadev ali preprosto pomanjkanja interesa ali časa.
Observations 27 55 The detailed logging of mentoring sessions is one of the main tools for ensuring accountability and measur‐ ing the effectiveness of monitoring, mentoring and advising activities. 
Opažanja 27 55 Podrobno beleženje ur, v katerih se opravlja mentorstvo, v dnevnike je eno od glavnih orodij za zagotavljanje odgovornosti in merjenje uspešnosti dejavnosti spremljanja, mentorstva in svetovanja.
The audit found that logbooks had been systematically kept by EUPOL mentors, but not in a consistent way. 
Pri reviziji je bilo ugotovljeno, da so mentorji EUPOL sistematično beležili v dnevnike, vendar nedosle-dno.
Moreover, the logbooks were not structured around time‐bound milestones which would allow a real measurement of progress. 
Poleg tega dnevniki niso bili organizirani glede na časovno opredeljene mejnike, kar bi omogočalo resnično merjenje napredka.
56 In this context, EUPOL’s Mentoring Handbook, introduced in April 2013, contains provisions which may lead to increased transparency, accountability and consistency if applied correctly. 
56 V zvezi s tem priročnik EUPOL za mentorstvo, uveden aprila 2013, vsebuje določbe, ki lahko s pravilno uporabo privedejo do povečanja preglednosti, odgovornosti in doslednosti.
At the time of the audit however, it was too early to see any real progress on needs assessments and mentee selec‐ tion, progress reporting, monitoring, handovers or evaluation. 
Vendar pa je bilo v času revizije še prezgodaj, da bi lahko zaznali resničen napredek pri ocenah potreb in izboru mentori-rancev, poročanju o napredku, spremljanju, predajah ali vrednotenju.
57 The projects carried out by EUPOL were mostly small‐scale supply and refurbishment contracts, conferences and workshops. 
57 Pri projektih, ki jih je izvajal EUPOL, je večinoma šlo za majhne dobavne pogodbe in pogodbe o obnovi, konference in delavnice.
The Court found that while most of the projects examined were broadly aligned with and in principal beneficial to the mission mandate, it was common practice for individual EUPOL mentors to propose projects in a particular field of interest without applying an approach based on a systematic needs assessment. 
Sodišče je ugotovilo, da je bila večina preučenih projektov sicer na splošno usklajena z mandatom misije in načeloma koristna zanj, vendar je bila običajna praksa, da so posamezni mentorji EUPOL predlagali projekte na določenem interesnem področju, ne da bi uporabili pristop sistematične ocene potreb.
58 However, individual projects contrib‐ uted in only a small way to the mission objectives. 
58 Toda posamezni projekti so k ciljem misije prispevali le v manjšem obsegu.
When designing projects, EUPOL paid insufficient attention to the need for a comprehensive ap‐ proach under which projects would contribute to the delivery of the mission objectives via a strong link to individual MIP milestones. 
EUPOL je pri načrtovanju projektov namenila premalo pozornosti potrebi po celovitem pristopu, v okviru katerega bi projekti z močno povezavo s posameznimi mejniki iz izvedbenega načrta misije prispevali k doseganju ciljev misije.
Further‐ more, EUPOL did not develop projects based on the logical framework which makes it easy to identify goals, objec‐ tives, activities, outputs, outcomes and impacts (see Box 5). 
Poleg tega EUPOL ni razvila projektov na podlagi logičnega okvira, ki bi omogočal enostavno ugotavljanje ožjih ciljev, ciljev, dejavnosti, izložkov, izidov in učinkov (glej okvir 5).
Examples of project activities Example 1 To address the problem of frequent violations of children’s rights and maltreatment by the national police, EUPOL initiated the production of a training package on children’s rights and policing, consisting of a booklet and an educational video. 
Primera projektnih dejavnosti Primer 1 Za obravnavo problema, da nacionalna policija pogosto krši pravice otrok in slabo ravna z njimi, je EUPOL sprožila pripravo paketa usposabljanja o pravicah otrok in policijskem delu, ki sta ga sestavljala brošura in izobraževalni video.
The aim of the package was to embed the basic principles of human rights with practical examples on how to respect and protect children, in the training of national police staff throughout the country. 
Cilj paketa je bil vključiti osnovna načela človekovih pravic s praktičnimi primeri spoštovanja in zaščite otrok v usposabljanje uslužbencev nacionalne policije po vsej državi.
The booklet was published in Dari‐Pashto (90 000 copies) and in English‐Dari (10 000 copies). 
Brošura je bila objavljena v darijskem in paštunskem jeziku (90 000 izvodov) ter v angleškem in darijskem jeziku (10 000 izvodov).
The 1‐hour video was based around four stories in Afghanistan. 
Enourni video je temeljil na štirih zgodbah v Afganistanu.
The overall cost was 100 000 euro. 
Skupni strošek je znašal 100 000 EUR.
Example 2 In January 2014, EUPOL organised a conference and workshops on intelligence‐led policing. 
Primer 2 EUPOL je januarja 2014 organizirala konferenco in delavnice o policijskem delu na podlagi obveščevalnih podatkov.
The activity tar‐ geted management staff at district police offices in Kabul city. 
Dejavnost je bila namenjena vodstvenim uslužbencem okrožnih policijskih uradov v mestu Kabul.
The topics addressed were chosen in order to create awareness and to incorporate intelligence‐led policing strategies into daily police practice. 
Obravnavane teme so bile izbrane zaradi ozaveščanja in vključevanja strategij policijskega dela na podlagi obveščevalnih podatkov v vsakodnevno policijsko prakso.
The budget for this activity was 12 000 euro. 
Proračun za to dejavnost je znašal 12 000 EUR.
Observations 28 59 The implementation of projects has suffered owing to internal factors, in particular fragmentation, cumbersome procurement procedures, a lack of pro‐ ject management expertise, inaccurate technical specifications and the rapid rotation of EUPOL personnel. 
Opažanja 28 59 Izvedba projektov je trpela zaradi notranjih dejavnikov, zlasti razdrobljenosti, okornih postopkov oddaje javnega naročila, pomanjkanja strokovnega znanja o projektnem upravljanju, netočnih tehničnih specifikacij in hitre rotacije osebja EUPOL.
External factors, such as the unreliability of contractors, unstable market condi‐ tions and a volatile local context and security situation, have also detracted considerably from the effectiveness of projects. 
Tudi zunanji dejavniki, kot so nezanesljivost pogodbenikov, nestabilne razmere na trgu ter nestanovitne lokalne in varnostne razmere, so močno škodovali uspešnosti projektov.
As a result, over the period 2011 to 2014, budget implementa‐ tion rates were low (around 43 %) and many tenders were cancelled because of inaccurate technical specifications. 
Posledično so bile v obdobju od leta 2011 do leta 2014 stopnje izvrševanja proračuna nizke (približno 43 %) in veliko javnih naročil je bilo preklicanih zaradi netočnih tehničnih specifikacij.
EUPOL has implemented an average of 45 projects each year at a budget of around 40 000 euro each. 
EUPOL je vsako leto izvedla povprečno 45 projektov s proračuni v višini približno 40 000 EUR.
Recently, the CPCC and EUPOL have examined a number of projects and identified lessons to be learned, which has led to methodological improvements29. 
Civilna zmogljivost za načrtovanje in izvajanje operacij in EUPOL sta pred kratkim preučili številne projekte in v njih poiskali izkušnje za prihodnost, kar je privedlo do metodoloških izboljšav29.
60 In order to simplify procurement, the FPI authorised the use of flex‐ ible procedures from 29 January 2013 onwards. 
60 Civilna zmogljivost za načrtovanje in izvajanje operacij je zaradi poenostavitve javnih naročil odobrila, da se od 29. januarja 2013 uporabljajo prožni postopki.
This allows a negotiated procedure with one tender only to be used as standard30. 
To omogoča, da se kot standarden uporablja postopek s pogajanji s samo eno ponudbo30.
The change led to a marked increase in the percentage of procedures brought to contract finalisation, which rose from 61 % in 2012 to 74 % in 2013. 
Zaradi spremembe se je močno povečal odstotkovni delež postopkov, pri katerih je bila podpisana pogodba, saj se je z 61 % v letu 2012 povečal na 74 % v letu 2013.
Nevertheless, an analysis of the procurement statistics shows that the percentage of can‐ celled procedures remained stable at 24 %, mainly because of cases where no tenders were received, the amounts bid exceeded the budget or tenders were not technically compliant. 
Vseeno pa analiza statističnih podatkov o javnih naročilih kaže, da je odstotkovni delež preklicanih postopkov ostal na 24 %, predvsem zaradi primerov, ko ni bila prejeta nobena ponudba, ko so ponujeni zneski presegali proračun ali ponudbe niso bile tehnično ustrezne.
The prerequisites for sustaining achievements to date are not yet in place 61 The national police had made visible progress in the period covered by the audit. 
Predpogoji za trajnost dosedanjih dosežkov še niso vzpostavljeni 61 Nacionalna policija je v obdobju, ki ga je zajela revizija, dosegla očiten napredek.
Undoubtedly, part of this progress can be credited to EUPOL as a major international contributor on the ground. 
Del tega napredka je nedvomno mogoče pripisati EUPOL, ki je ena od glavnih mednarodnih organizacij na terenu.
However, according to the EEAS’s own strategic review31, the police and justice sectors continue to suffer from systemic weaknesses, including inadequate institutional development, a partially ineffective legal framework and the limited ca‐ pacity of individual members of staff. 
Vendar pa je bilo s strateškim pregledom31, ki ga je opravila sama ESZD, ugotovljeno, da so v sektorjih policije in pravosodja še vedno prisotne sistemske slabosti, vključno z neustreznim institucionalnim razvojem, delno neuspešnim pravnim okvirom in omejeno zmogljivostjo posameznih uslužbencev.
Political influence, corruption and the inevitable focus on counter‐insurgency policing to address the bad overall security situation, continue to hinder further institutional development of the criminal justice sector as a whole. 
Politični vpliv, korupcija in neizogibna osredotočenost policijskega dela na boj proti uporniškim skupinam zaradi izboljšanja slabih splošnih varnostnih razmer še naprej ovirajo nadaljnji institucionalni razvoj kazenskopravnega sektorja kot celote.
This can affect the sustainability of the progress achieved so far. 
To lahko vpliva na trajnost do zdaj doseženega napredka.
62 Afghanistan’s 2014 budget was about 7.6 billion USD, with donor grants expected to provide about 4.8 bil‐ lion USD — around 60 % of the total. 
62 Proračun Afganistana za leto 2014 je znašal približno 7,6 milijarde USD, od tega pa naj bi bilo približno 4,8 milijarde USD, torej približno 60 % celote, zagotovljene z nepovratnimi sredstvi donatorjev.
The authorised size of the Afghan army and police is 352 000 staff. 
Odobrena velikost afganistanske vojske in policije je 352 000 uslužbencev.
To reduce the cost of sustaining this force, NATO plans to cut numbers to 228 500 by 2017, if security conditions permit. 
Za zmanjšanje stroškov vzdrževanja teh sil namerava Nato do leta 2017 število zmanjšati na 228 500, če bodo to dovoljevale varnostne razmere.
However, analysts32 believe that ‘in the likely 2015–18 security envi‐ ronment, the Afghan Army and Police will require a total security force of about 373 000 personnel’’. 
Vendar pa analitiki32 menijo, da bosta v verjetnih varnostnih razmerah v obdobju 2015–2018 afganistanska vojska in policija potrebovali skupne varnostne sile s približno 373 000 člani osebja.
29 As the methodological changes were introduced relatively recently, the Court is not yet able to assess their effectiveness. 
29 Ker so bile metodološke spremembe uvedene šele pred razmeroma kratkim časom, Sodišče še ne more oceniti njihove uspešnosti.
30 In its Special Report No 18/2012 ‘EU assistance to Kosovo related to the rule of law’, the Court recommended that the EEAS and the Commission review procurement procedures to ensure that they were responsive to the CSDP mission’s operational needs (http://eca.europa.eu). 
30 Sodišče je v svojem Posebnem poročilu št. 18/2012 – Pomoč Evropske unije Kosovu za krepitev pravne države priporočilo, naj ESZD in Komisija pregledata postopke oddaje javnega naročila, da se zagotovi, da ustrezajo operativnim potrebam misije SVOP (http://eca.europa.eu).