natgillin/translations-raw huggingface dataset:
Reply of the Commission 45 76 Given the high number of RDPs and the wide variety of needs covered, it is considered that the Member States are more suitable to assess where and how support, as defined in the legislation, is the most needed. 
Odgovori Komisije 45 76 Glede na veliko število programov razvoja podeželja in veliko različnih zajetih potreb se šteje, da so države članice primernejše za ocenjevanje, kje in kako je podpora, kot je opredeljena v zakonodaji, najbolj potrebna.
Targeting is done by Member States on the basis of the assessment of needs and the funds are allocated to the concrete areas considered relevant. 
Države članice programe ciljno usmerijo na podlagi ocene potreb in sredstva se dodelijo konkretnim področjem, ki se štejejo za pomembna.
These areas, as shown by the figures, vary substantially from one Member State to the other. 
Ta področja, kot prikazujejo številčni podatki, se med državami članicami močno razlikujejo.
77 Member States have notably increased coopera‐ tion activities among the paying agencies in order to assess and remedy the existing shortcomings in the implementation causing high error rates. 
77 Države članice so močno okrepile sodelovanje med plačilnimi agencijami, da bi ocenile in odpravile obstoječe pomanjkljivosti pri izvajanju, ki povzročajo visoke stopnje napak.
Such activities can be financed through TA. 
Takšne dejavnosti se lahko financirajo s tehnično pomočjo.
78 See Commission reply to paragraph 75. 
78 Glej odgovor Komisije na odstavek 75.
82 For the 2014–20 programming period, one of the tasks of the rural networks’ assembly established in Article 3(d) of Commission Implementing Decision (EC) No 825/2014 is to ensure appropriate monitor‐ ing and assessment of the activities of the ENRD and of the EIP network. 
82 Za programsko obdobje 2014–2020 je bila ena od nalog skupščine mrež za podeželje, določenih v členu 3(d) Izvedbenega sklepa Komisije 2014/825/EU, zagotoviti ustrezno spremljanje in ocenjevanje dejavnosti Evropske mreže za razvoj podeželja in mreže EIP.
Under the same regulation, Article 8(c) foresees the assessment on an ongo‐ ing basis of the effectiveness and efficiency of the activities of the ENRD and of the EIP network. 
V okviru iste ureditve člen 8(c) predvideva redno ocenjevanje uspešnosti in učinkovitosti dejavnosti Evropske mreže za razvoj podeželja in mreže EIP.
Conclusions and recommendations 83 TA contributes to the implementation, monitor‐ ing, control and evaluation of the RDPs. 
Zaključki in priporočila 83 Tehnična pomoč prispeva k izvajanju, spremljanju, nadzoru in vrednotenju programov razvoja podeželja.
84 The Commission considers that Article 5 of Regula‐ tion (EC) No 1290/2005 provides the single clear legal reference for both the EAGF and EAFRD at Commission level and/or on its behalf. 
84 Komisija meni, da člen 5 Uredbe (ES) št. 1290/2005 zagotavlja enotno jasno pravno podlago za EKJS in EKSRP na ravni Komisije in/ali v njenem imenu.
Sound implementation of the RDPs is very much linked to necessary costs such as admin‐ istrative costs of the IT tools. 
Učinkovito izvajanje programov razvoja podeželja je tesno povezano z nujnimi stroški, kot so administrativni stroški pri orodjih informacijske tehnologije.
Expenditure financed through TA is directly linked to the preparation, implementation and evaluation of the RDPs. 
Odhodki, financirani s tehnično pomočjo, so neposredno povezani s pripravo, izvajanjem in vrednotenjem programov razvoja podeželja.
85 In accordance with the Commission’s ESIF budget‐ ary guidelines for the shared management pro‐ grammes on the use of the operational and the non‐operational (administrative) TA in the case of IT and audit expenditure, all types of IT costs, whether related to IT development or IT maintenance, should always be charged in the same budget line as their respective IT development costs. 
85 V skladu s proračunskimi smernicami Komisije o evropskih strukturnih in investicijskih skladih za programe deljenega upravljanja o uporabi operativne in neoperativne (administrativne) tehnične pomoči bi morale biti v primeru odhodkov za informacijsko tehnologijo in revidiranje vse vrste stroškov informacijske tehnologije, povezanih z razvojem ali vzdrževanjem informacijske tehnologije, vedno knjižene v isti proračunski vrstici kot ustrezni stroški razvoja informacijske tehnologije.
This approach strengthens the budgetary discipline and consistency in all shared management areas of the Commission’s budget. 
Ta pristop krepi proračunsko disciplino in skladnost na vseh področjih proračuna Komisije, kjer se uporablja deljeno upravljanje.
As regards TA on the initiative of the Member States, payroll is an eligible expenditure if resources paid thereof are directly linked to the implementation of the RDP. 
Kar zadeva tehnično pomoč na pobudo držav članic, so izplačila plač upravičeni odhodki, če so izplačana sredstva neposredno povezana z izvajanjem programa razvoja podeželja.
In this regard, the guidance fiche presented to Member States on TA for the 2014–20 period includes spe‐ cific information on how to attribute and finance staff costs. 
V zvezi s tem smernice o tehnični pomoči za obdobje 2014–2020, predstavljene državam članicam, vključujejo posebne informacije o tem, kako pripisati in financirati stroške osebja.
86 The Commission encourages Member States to ensure that the administrative costs of the ben‐ eficiaries financed through TA, including staff costs, are clearly determined. 
Odgovori Komisije 46 86 Komisija države članice spodbuja, naj zagotovijo, da so administrativni stroški upravičencev, ki se financirajo s tehnično pomočjo, vključno s stroški osebja, jasno določeni.
In addition, where beneficiaries also implement other funds (i.e. ESIF or EAGF), the verifiability and measurability of the administrative costs financed through TA must be ensured.1 Recommendation 1 The Commission accepts this recommendation and will further develop guidance in this regard. 
Poleg tega morata biti v primeru, če upravičenci izvajajo tudi druge sklade (tj. evropske strukturne in investicijske sklade ali EKJS), zagotovljeni preverljivost in merljivost administrativnih stroškov, financiranih s tehnično pomočjo1. Priporočilo 1 Komisija sprejema to priporočilo in bo v zvezi s tem nadalje razvila smernice.
Recommendation 2 The Commission cannot accept this recom‐ mendation. 
Priporočilo 2 Komisija tega priporočila ne more sprejeti.
This approach strengthens the budgetary discipline and consistency in all shared management areas of the Commission’s budget. 
Ta pristop krepi proračunsko disciplino in skladnost na vseh področjih deljenega upravljanja proračuna Komisije.
Recommendation 3 The Commission accepts this recommendation. 
Priporočilo 3 Komisija sprejema to priporočilo.
In the medium term, the Commission will request more detailed information within the current reporting systems in order to improve the monitor‐ ing of the type of costs incurred (i.e. administrative and operational costs) under the TA budget. 
Srednjeročno bo Komisija zahtevala podrobnejše informacije v okviru sedanjih sistemov poročanja, da bi izboljšala spremljanje vrste nastalih stroškov (tj. administrativnih in operativnih stroškov) v proračunu za tehnično pomoč.
Technical assistance traditionally means the provision of expertise and funding to support government departments in the implementation of policy. 
Tehnična pomoč tradicionalno pomeni zagotavljanje strokovnega znanja in financiranja za podporo vladnim oddelkom pri izvajanju politike.
In this audit, the Court examined how EU spending on technical assistance was used in the area of agriculture and rural development during 2007–13. 
Pri tej reviziji je Sodišče preučilo uporabo financiranja EU za tehnično pomoč na področju kmetijstva in razvoja podeželja v obdobju 2007–2013.
It found that there has been a move away from a ‘capacity-building’ understanding of technical assistance towards support for regular administrative costs. 
Ugotovilo je, da je prišlo do premika od razumevanja tehnične pomoči kot sredstva za vzpostavljanje zmogljivosti k njenemu dojemanju kot podpore za redne administrativne stroške.
For this reason, and because of the absence of a suitable performance framework, neither the Commission nor the Member States are able to demonstrate how well technical assistance has contributed to the impact of the CAP. 
Zaradi tega premika in zato, ker ni ustreznega okvira smotrnosti poslovanja, Komisija in države članice ne morejo dokazati, kako dobro je tehnična pomoč prispevala k učinku SKP.
EN 2015 Special Report NO 07 The EU police mission in Afghanistan: mixed results EUROPEAN COURT OF AUDITORS 
št. 07 Posebno poročilo SL 2015 Policijska misija EU v Afganistanu: mešani rezultati EVROPSKO RAČUNSKO SODIŠČE
Luxembourg: Publications Office of the European Union, 2015 Print ISBN 978-92-872-2506-1 PDF ISBN 978-92-872-2514-6 EPUB ISBN 978-92-872-2515-3 ISSN 1831-0834 ISSN 1977-5679 ISSN 1977-5679 doi:10.2865/699786 doi:10.2865/893461 doi:10.2865/641246 QJ-AB-15-007-EN-C QJ-AB-15-007-EN-N QJ-AB-15-007-EN-E © European Union, 2015 Reproduction is authorised provided the source is acknowledged. 
Luxembourg: Urad za publikacije Evropske unije, 2015 Tiskana izdaja PDF EPUB ISBN 978-92-872-2530-6 ISBN 978-92-872-2521-4 ISBN 978-92-872-2484-2 ISSN 1831-094X ISSN 1977-5784 ISSN 1977-5784 doi:10.2865/912933 doi:10.2865/863845 doi:10.2865/07883 QJ-AB-15-007-SL-C QJ-AB-15-007-SL-N QJ-AB-15-007-SL-E © Evropska unija, 2015 Reprodukcija je dovoljena z navedbo vira.
For any use or reproduction of Figure 1, permission must be sought directly from the copyright holder. 
Za vsako uporabo ali reprodukcijo slike 1 je treba pridobiti dovoljenje neposredno od imetnika avtorske pravice.
EN 2015 Special Report NO 07 (pursuant to Article 287(4), second subparagraph, TFEU) The EU police mission in Afghanistan: mixed results 
št. 07 Posebno poročilo SL 2015 Policijska misija EU v Afganistanu: mešani rezultati (v skladu z drugim pododstavkom člena 287(4) PDEU)
The audit was led by ECA Member Hans Gustaf Wessberg, supported by Sabine Hiernaux‐Fritsch and Fabrice Mercade, heads of unit, Peter Eklund, head of private office of Mr Wessberg, Nikolaos Zompolas, team leader, and Emmanuel‐Douglas Hellinakis, attaché in Mr Wessberg’s private office. 
Revizijo je vodil član Evropskega računskega sodišča Hans Gustaf Wessberg, pri njej pa so sodelovali vodji enote Sabine Hiernaux-Fritsch in Fabrice Mercade, vodja kabineta g. Wessberga Peter Eklund, vodja ekipe Nikolaos Zompolas in ataše kabineta g.
From left to right: F. Mercade, head of unit, ECA Member H. G. Wessberg, S. Hiernaux‐Fritsch, head of unit, P. Eklund, head of Mr Wessberg’s private office, N. Zompolas, team leader and E.‐D. Hellinakis, attaché in Mr Wessberg’s private office. 
Wessberga Emmanuel-Douglas Hellinakis. Od leve proti desni: vodja enote F. Mercade, član Evropskega računskega sodišča H. G. Wessberg, vodja enote S. Hiernaux-Fritsch, vodja kabineta g.
Contents 03 Paragraph I–X 1–6 7–9 10–76 10–21 11–14 15–21 22–30 23–27 28–30 31–41 32–36 37–41 42–65 43–45 46–60 61–65 66–76 67–71 72–76 Glossary and acronyms Executive summary Introduction Audit scope and approach Observations A relevant mandate, yet a problematic start Shaping EUPOL Deployment difficulties Difficulties with coordinating international efforts A European effort, but no overarching European approach Despite its efforts, EUPOL has had limited scope for influencing major actors Headquarters’ support functions and guidance have improved over time Planning and reporting capabilities have improved, but shortcomings remain Headquarters’ guidance and support functions: weaknesses are being addressed EUPOL’s footprint: local success but general concerns about sustainability Improvements were more notable in two of the three lines of operation EUPOL has been largely successful in training-related activities but less in mentoring and advising; projects have made little contribution to the mission’s objectives The prerequisites for sustaining achievements to date are not yet in place EUPOL’s legacy: phasing-out — what comes next? 
Wessberga E.-D. Hellinakis. Kazalo 03 Odstavek I–X 1–6 7–9 10–76 10–21 11–14 15–21 22–30 23–27 28–30 31–41 32–36 37–41 42–65 43–45 46–60 61–65 66–76 67–71 72–76 Glosar in kratice Povzetek Uvod Obseg revizije in revizijski pristop Opažanja Ustrezen mandat, vendar problematičen začetek Oblikovanje EUPOL Težave pri razmestitvi Težave pri usklajevanju mednarodnih prizadevanj Prizadevanja na evropski ravni, vendar brez celovitega evropskega pristopa EUPOL ima kljub svojim prizadevanjem omejene možnosti za vplivanje na glavne akterje Podporne funkcije in usmerjanje s sedeža so se sčasoma izboljšali Zmogljivosti za načrtovanje in poročanje so se izboljšale, vendar še vedno obstajajo pomanjkljivosti Usmerjanje in podporne funkcije sedeža: slabosti se obravnavajo Učinek EUPOL: lokalni uspeh, vendar splošni pomisleki glede trajnosti Pri dveh od treh linij operacij so bile izboljšave opaznejše EUPOL je bil večinoma uspešen pri dejavnostih, povezanih z usposabljanjem, manj pa pri mentorstvu in svetovanju; projekti niso veliko prispevali k ciljem misije Predpogoji za trajnost dosedanjih dosežkov še niso vzpostavljeni Zapuščina EUPOL: postopno ukinjanje – kaj je na vrsti zdaj?
Exit strategy planning is well advanced, but further work is needed Liquidation: a coordinated and structured approach is needed 
Načrtovanje izhodne strategije dobro napreduje, toda potrebno je dodatno delo Likvidacija: potreben je usklajen in strukturiran pristop
Contents 04 77–88 Conclusions and recommendations Annex I Annex II Annex III Annex IV — EUPOL timeline — EUPOL commitments and disbursements by budgetary period — EUPOL project and mentoring activity files reviewed — EUPOL field offices from 2007 to 2014 Reply of the Commission and the EEAS 
Kazalo 04 77–88 Zaključki in priporočila Priloga I Priloga II Priloga III Priloga IV – Časovnica EUPOL – Obveznosti in plačila EUPOL po proračunskih obdobjih – Pregledani projektni spisi in spisi o mentorski dejavnosti EUPOL – Terenski uradi EUPOL od leta 2007 do leta 2014 Odgovori Komisije in ESZD
Civcom: Committee for Civilian Aspects of Crisis Management, an advisory body established by the Council which provides information, formulates recommendations and gives advice on civilian aspects of crisis management to the PSC. 
Glosar in kratice 05 Civcom: Odbor za civilne vidike kriznega upravljanja je svetovalni organ, ki ga je ustanovil Svet. Odbor zagotavlja informacije, oblikuje priporočila in svetuje Političnemu in varnostnemu odboru glede civilnih vidikov kriznega upravljanja.
CMPD: Crisis Management and Planning Directorate, the primary EEAS department responsible for political and strategic planning on CSDP. 
CMPD: Direktorat za krizno upravljanje in načrtovanje je oddelek ESZD, ki ima primarno odgovornost za politično in strateško načrtovanje na področju SVOP.
In charge of conducting strategic and advance planning of new CSDP missions and conducting strategic reviews of existing CSDP missions. 
Zadolžen je za izvajanje strateškega in vnaprejšnjega načrtovanja novih misij SVOP in izvajanje strateških pregledov obstoječih misij SVOP.
Conops: Concept of Operations, a planning document that translates political intent into direction and guidance by indicating what action is needed to accomplish a mission. 
Conops: Koncept operacij je dokument o načrtovanju, ki prenaša politično namero v vodenje in usmerjanje tako, da je v njem navedeno, kateri ukrepi so potrebni za izvedbo misije.
CPCC: Civilian Planning and Conduct Capability, an EEAS department that supports the Civilian Operations Commander (who is also CPCC Director) in exercising his/her responsibilities relating to the operational planning and the conduct of civilian CSDP missions. CSDP: Common Security and Defence Policy. Formerly known as the European Security and Defence Policy (ESDP), it became the CSDP with the entry into force of the Lisbon Treaty. 
CPCC: Civilna zmogljivost za načrtovanje in izvajanje operacij je oddelek ESZD, ki podpira civilnega poveljnika operacije (ki je hkrati direktor civilne zmogljivosti za načrtovanje in izvajanje operacij) pri izvajanju njegovih odgovornosti v zvezi z operativnim načrtovanjem in izvajanjem civilnih misij SVOP. EGF: Evropske žandarske sile.
EEAS: European External Action Service. 
ESZD: Evropska služba za zunanje delovanje.
FPI: Service for Foreign Policy Instruments, a Commission department reporting directly to the High Representative of the Union for Foreign Affairs and Security Policy. 
FPI: Služba za instrumente zunanje politike je oddelek Komisije, ki je neposredno odgovoren visokemu predstavniku Unije za zunanje zadeve in varnostno politiko.
Among other things, the FPI manages expenditures on actions implemented under the Common Foreign and Security Policy — including civilian CSDP missions — and the Instrument for Stability. 
Služba med drugim upravlja odhodke za ukrepe, izvedene v okviru skupne zunanje in varnostne politike, vključno s civilnimi misijami SVOP, in instrumenta za stabilnost.
GPPT: German Police Project Team in Afghanistan. 
GPPT: Projektna skupina nemške policije v Afganistanu (German Police Project Team).
IPCB: International Police Coordination Board of Afghanistan. 
IPCB: Mednarodni odbor za usklajevanje policije v Afganistanu.
ISAF: International Security Assistance Force, part of the combined international effort that was mandated by the United Nations Security Council. 
ISAF: Mednarodne varnostne sile za pomoč, del skupnih mednarodnih prizadevanj v skladu z mandatom Varnostnega sveta Združenih narodov.
It worked to ensure that conditions were in place for the Government of Afghanistan to exercise its authority throughout the country. 
Prizadevale so si za zagotovitev razmer, ki bi afganistanski vladi omogočile izvajanje njenih pristojnosti po vsej državi.
LOTFA: Law and Order Trust Fund Afghanistan. 
LOTFA: Skrbniški sklad za javni red in mir v Afganistanu.
MIP: Mission implementation plan. 
MIP: Izvedbeni načrt misije.
NATO: North Atlantic Treaty Organisation. 
Nato: Organizacija Severnoatlantske pogodbe.
Glossary and acronyms 06 NTM-A: NATO Training Mission — Afghanistan. 
NTM‐A: Natova misija usposabljanja v Afganistanu.
OPLAN: Operation Plan, a document that further elaborates on the operational details necessary for implementation of the objectives set out in the Conops. 
OPLAN: Načrt delovanja je dokument, v katerem so natančneje opredeljene operativne podrobnosti, potrebne za doseganje ciljev, določenih v konceptu operacij.
PSC: Political and Security Committee. 
PVO : Politični in varnostni odbor.
According to Article 38 of the Treaty on European Union, the PSC exercises, under the responsibility of the Council and the High Representative, the political control and strategic direction of crisis management operations. 
PVO v skladu s členom 38 Pogodbe o Evropski uniji v okviru odgovornosti Sveta in visokega predstavnika izvaja politični nadzor in strateško vodi operacije za krizno upravljanje.
Tashkeel: A document/structure/system detailing all staffing positions and levels. 
Tashkeel: Dokument/struktura/sistem s podrobnim opisom vseh kadrovskih mest in ravni.
Executive 07 summary IFollowing the overthrow of the Taliban regime, the European Union (EU) and its Member States commit‐ ted themselves to support the Government of Afghan‐ istan in establishing a stronger framework of rule of law in the country. 
Povzetek 07 IPo padcu talibanskega režima so se Evropska unija (EU) in njene države članice zavezale, da bodo podpirale afganistansko vlado pri vzpostavljanju trdnejšega okvira pravne države v Afganistanu.
The EU police mission in Afghani‐ stan (EUPOL) is a civilian mission developed in 2007 in the context of the EU’s Common Security and Defence Policy (CSDP) and aimed at contributing to the estab‐ lishment of a sustainable and effective civilian police force under Afghan ownership. 
Policijska misija EU v Afganistanu (EUPOL) je civilna misija, ki je bila ustanovljena leta 2007 v okviru skupne varnostne in obrambne politike (SVOP) EU. Njen namen je prispevati k vzpostavitvi trajnostne in uspešne civilne policije, za katero bi imel lastno odgovornost Afganistan.
II The Court assessed whether EUPOL Afghanistan had been effective in delivering its mandate. 
II Sodišče je ocenilo, ali je bila EUPOL Afghanistan uspešna pri izvajanju svojega mandata.
The audit focused on whether EUPOL was well planned and well coordinated; whether it had received adequate operational support and guidance; whether EUPOL has contributed to the progress of the Afghan national police and, lastly, whether the phasing out of EUPOL has been adequately prepared. 
Revizija je bila osredotočena na to, ali je bila EUPOL dobro načrtovana in dobro usklajena, ali je dobila ustrezno operativno podporo in usmerjanje, ali je prispevala k napredku afganistanske nacionalne policije ter ali je bilo njeno postopno ukinjanje ustrezno pripravljeno.
The audit covered the period from EUPOL’s launch until end 2014, with a par‐ ticular focus on its activities after 2012. 
Revizija je zajela obdobje od vzpostavitve EUPOL do konca leta 2014, s posebnim poudarkom na njenih dejavnostih po letu 2012.
III The EU has managed to establish a European civilian police mission in Afghanistan in a particularly insecure and tough environment. 
III EU je uspelo ustanoviti evropsko civilno policijsko misijo v Afganistanu v še posebno nevarnih in težkih razmerah.
After a difficult start, EUPOL has gradually gained recognition from other actors for its expertise and its significant contribution to the ongoing reform of the police sector. 
Po težavnem začetku je EUPOL pri drugih akterjih postopoma pridobila ugled zaradi svojega strokovnega znanja in bistvenega prispevka k tekoči reformi sektorja policije.
IV The Court found that EUPOL Afghanistan has been partly effective in delivering its mandate. 
IV Sodišče je ugotovilo, da je bila EUPOL Afghanistan delno uspešna pri izvajanju svojega mandata.
Improve‐ ments were more notable in two of EUPOL’s three main lines of operations. 
Izboljšave so bile opaznejše pri dveh od treh glavnih linij operacij EUPOL.
The Court also examined EUPOL’s results per type of activity and found that EUPOL has been largely successful in training‐related activities but less so in mentoring and advising. 
Sodišče je preučilo tudi rezultate EUPOL glede na vrsto dejavnosti in ugotovilo, da je bila EUPOL v veliki meri uspešna pri dejavnostih, povezanih z usposabljanjem, manj pa pri mentorstvu in svetovanju.
Pro‐ jects have had a limited contribution to the mission’s objectives. While external factors may provide some of the explanations for this, other shortcomings can be attributed to EUPOL itself. 
Projekti so omejeno prispevali k ciljem misije, kar je deloma morda mogoče pojasniti z zunanjimi dejavniki, vendar je nekatere pomanjkljivosti mogoče pripisati neposredno EUPOL.
Executive summary 08 V Regarding the planning of EUPOL, the Council’s deci‐ sion to launch the mission was preceded by a thor‐ ough analysis of Afghan needs. 
Povzetek 08 V V zvezi z načrtovanjem EUPOL je bila pred sklepom Sveta o vzpostavitvi misije opravljena temeljita analiza afganistanskih potreb.
The audit found that EUPOL’s objectives add value by focusing on strategic level training and advising in the field of policing, with linkages to the wider rule of law through the work of other international actors. 
Pri reviziji je bilo ugotovljeno, da cilji EUPOL dajejo dodano vrednost z osredotočanjem na usposabljanje na strateški ravni in svetovanje na področju policijskega dela, kar je preko dela drugih mednarodnih akterjev povezano s širšo problematiko pravne države.
However, EUPOL’s deploy‐ ment was complicated and it took significant time before the mission reached a certain staffing level, mainly due to the difficult operational context and to recruitment and logistical problems. 
Vendar pa je bila razmestitev EUPOL zapletena in zelo dolgo je trajalo, da je misija dobila določeno število uslužbencev, predvsem zaradi težavnih operativnih razmer ter težav z zaposlovanjem in logistiko.