natgillin/translations-raw huggingface dataset:
The IPCB was established in 2007 with the purpose to act as the main international body for coordinating police‐related international organisations. 
Mednarodni odbor za usklajevanje policije v Afganistanu je bil ustanovljen leta 2007, da bi deloval kot glavni mednarodni organ za usklajevanje mednarodnih organizacij, katerih delovanje je povezano s policijo.
Observations 20 33 Since the Council approval of the first Operational Plan (OPLAN) in 2007, key planning documents have been revised four times: (a) in 2008, a revision was necessary in response to the Council’s new commitment to double (to 400) the number of international ex‐ perts assigned to the mission; (b) in 2010, a revision was mainly the consequence of a reprioritisa‐ tion decided by the new Afghan Minister of the Interior and the corresponding request to EUPOL, leading to some alignment of the mission’s focus with Ministry priorities18; (c) the main driver for the 2013 revi‐ sion was the international com‐ munity’s pledge to support strong anti‐corruption measures and strengthen the rule of law. 
Opažanja 20 33 Odkar je Svet leta 2007 odobril prvi načrt delovanja (OPLAN), so bili ključni dokumenti načrtovanja štirikrat spremenjeni: (a) leta 2008 je bila sprememba potrebna zaradi nove zaveze Sveta, da bo podvojil število (na 400) mednarodnih strokovnjakov, dodeljenih misiji; (b) sprememba leta 2010 je bila predvsem posledica nove določitve pomembnosti prednostnih nalog, za katero se je odločil novi afganistanski notranji minister, in posledične zahteve, poslane EUPOL, kar je privedlo k delni uskladitvi osredotočenosti misije s prednostnimi nalogami ministrstva18; (c) glavno gonilo spremembe leta 2013 je bila zaveza mednarodne skupnosti, da bo podpirala močne protikorupcijske ukrepe in okrepila pravno državo.
The revision included much empha‐ sis on the professionalisation of the Afghan Police in line with the ‘Ten‐Year Vision’19 document; (d) most recently, the revision of July 2014 was proposed so that the necessary operational details could be drawn up for the phasing out of EUPOL by the end of 2016, following the Council Decision of 23 June 2014. 
Sprememba je zajemala velik poudarek na profesionalizaciji afganistanske policije v skladu z dokumentom Ten‐Year Vision19; (d) zadnja sprememba julija 2014 je bila predlagana, da bi bilo mogoče pripraviti potrebne operativne podrobnosti za postopno ukinjanje EUPOL do konca leta 2016 v skladu s Sklepom Sveta z dne 23. junija 2014.
34 Regarding the operational planning of its activities, EUPOL translates strat‐ egic objectives set by the EU Member States in the OPLANs into a mission implementation plan (MIP), which lays down specific tasks for each objective, milestones for each task and objec‐ tively verifiable indicators for each milestone. 
34 EUPOL pri operativnem načrtovanju svojih dejavnosti prenaša strateške cilje, ki so jih v načrtih delovanja določile države članice EU, v izvedbeni načrt misije (MIP), v katerem so navedene posebne naloge za vsak cilj, mejniki za vsako nalogo in objektivno preverljivi kazalniki za vsak mejnik.
35 The Court found that, before 2013, each MIP included too many mile‐ stones (up to 600). This made it impos‐ sible for the mission’s management to use the MIP for steering the mission in an efficient manner. 
35 Sodišče je ugotovilo, da so pred letom 2013 izvedbeni načrti misije vsebovali preveč mejnikov (do 600), zato jih vodstvo misije ni moglo uporabljati za njeno učinkovito usmerjanje.
The Court ana‐ lysed the most recent MIPs (covering the period 2013 and 2014) and noted major improvements compared with older plans, including, in particular the addition of background information on activities, as well as clearer links be‐ tween objectives, tasks and milestones and cross‐references between similar activities. 
Sodišče je analiziralo najnovejše izvedbene načrte misije (za leti 2013 in 2014) in ugotovilo velike izboljšave v primerjavi s starejšimi načrti, vključno z zlasti dodajanjem informacij o ozadju dejavnosti, jasnejšimi povezavami med cilji, nalogami in mejniki ter navzkrižnimi sklicevanji med podobnimi dejavnostmi.
In addition, results indica‐ tors have not been sufficiently based upon a thorough needs assessment or linked to EUPOL operational mile‐ stones. 
Poleg tega kazalniki rezultatov niso dovolj temeljili na temeljiti oceni potreb ali niso bili dovolj povezani z operativnimi mejniki EUPOL.
Some indicators have focused on outputs rather outcomes20. 
Nekateri kazalniki so bili osredotočeni na izložke namesto na izide20.
36 The Court noted that there have also been gradual improvements in the accuracy and fairness of EUPOL report‐ ing. However, by the end of 2014, EUPOL did not produce a single and comprehensive monitoring table for tracking milestones to related activi‐ ties, state of progress and corrective actions21. 
36 Sodišče je ugotovilo, da sta se postopno izboljševali tudi točnost in poštenost poročanja EUPOL, vendar EUPOL do konca leta 2014 še vedno ni pripravil enotne in izčrpne preglednice za spremljanje, s katero bi povezoval mejnike in s tem povezane dejavnosti ter sledil napredku in popravljalnim ukrepom21.
18 In particular, emphasis was put on developing intelligence and criminal investigative capacity. 
18 Poudarek je bil zlasti namenjen razvoju obveščevalnih in kazensko preiskovalnih zmogljivosti.
19 The ‘Ten‐Year Vision’ is a document produced by the Afghan Ministry of the Interior which set strategic goals and describes the desired state of the Afghan Police in 10 years. 
19 Ten‐Year Vision je dokument, ki ga je pripravilo afganistansko ministrstvo za notranje zadeve. V njem so določeni strateški ožji cilji, opisano pa je tudi želeno stanje afganistanske policije v desetih letih.
20 Outputs are the goods and services that an activity or a project produce, and outcomes are the benefit for a target group as a consequence of the activity’s or project’s output. 
20 Izložki so blago in storitve, ki nastanejo pri dejavnosti ali projektu, izidi pa so koristi za ciljno skupino, ki so posledica izložkov dejavnosti ali projekta.
21 However, this tool is currently applied by other CSDP missions. 
21 Vendar druge misije SVOP zdaj uporabljajo to orodje.
Observations 21 Headquarters’ guidance and support functions: weaknesses are being addressed 37 The EEAS and the Commission22 are tasked with producing guidance for CSDP missions. 
Opažanja 21 Usmerjevanje in podporne funkcije sedeža: slabosti se obravnavajo 37 ESZD in Komisija22 sta zadolženi za pripravo usmerjanja za misije SVOP.
This guidance should be sufficiently comprehensive and detailed in order to assist missions in delivering their mandate and ensure that personnel with little previous experience of mission procedures can work efficiently. 
To usmerjanje bi moralo biti dovolj izčrpno in podrobno, da bi pomagalo misijam pri izvajanju njihovega mandata in zagotavljalo, da lahko osebje, ki ima malo predhodnih izkušenj s postopki misij, uspešno dela.
Despite mentoring being one of EUPOL’s key activities, the mission had to develop its own men‐ toring handbook. 
Čeprav je mentorstvo ena od ključnih dejavnosti EUPOL, je morala misija pripraviti lastni priročnik za mentorstvo.
However, this was done only in April 2013, as a compila‐ tion of existing concepts, methodolo‐ gies and best practices adapted to the realities faced by EUPOL mentors. 
Vendar je bilo to storjeno šele aprila 2013 v obliki zbirke obstoječih konceptov, metodologij in najboljših praks, ki so prilagojene dejanskemu stanju, s katerim se soočajo mentorji EUPOL.
The handbook was later used by the EEAS to draft a detailed mentoring guide‐ line that was distributed to all CSDP missions. 
ESZD je priročnik pozneje uporabila za pripravo podrobne smernice za mentorstvo, ki je bila poslana vsem misijam SVOP.
40 The lack of standardised CSDP guid‐ ance obliged the mission to spend time developing guidelines and proce‐ dures rather than focusing on its core activities. 
40 Ker misija ni imela standardiziranega usmerjanja SVOP, je morala sama razviti smernice in postopke, namesto da bi se osredotočala na svoje temeljne dejavnosti.
The EEAS is now working to remedy these shortcomings. 
ESZD si zdaj prizadeva za odpravo teh pomanjkljivosti.
41 The EEAS and the Commission are also considering the potential for obtain‐ ing greater efficiencies by centralis‐ ing support functions under a single shared service centre. 
41 ESZD in Komisija razmišljata tudi o možnosti, da bi dosegli večjo učinkovitost s centralizacijo podpornih nalog v okviru enotnega skupnega storitvenega centra.
It is also current‐ ly working on the idea of developing centralised and integrated information management systems in the areas of human resources, IT and logistics encompassing all CSDP missions. 
Ukvarjata se tudi z zamislijo o razvoju centraliziranih in integriranih sistemov za upravljanje informacij na področjih človeških virov, informacijske tehnologije in logistike, ki bi zajemali vse misije SVOP.
Deci‐ sions are also pending on bringing the Warehouse for civilian crisis manage‐ ment missions, which was established in 201223, within such a system. 
Pričaku-jejo se tudi odločitve o tem, ali bi v tak sistem zajeli skladišče civilnih misij za krizno upravljanje, ki je bilo postavljeno leta 201223.
This has the potential to improve manage‐ ment of the assets of existing civilian missions. 
To bi lahko izboljšalo upravljanje sredstev obstoječih civilnih misij.
22 For budgetary aspects relating to mission implementation. 
22 Za proračunske vidike, ki se nanašajo na izvajanje misij.
23 Council Decision 2012/698/ CFSP of 13 November 2012 on the establishment of a warehouse for civilian crisis management missions (OJ L 314, 14.11.2012, p. 
23 Sklep Sveta 2012/698/SZVP z dne 13. novembra 2012 o postavitvi skladišča civilnih misij za krizno upravljanje (UL L 314, 14.11.2012, str.
25) aimed at ensuring the rapid deployment of equipment to existing and future civilian crisis management missions, strengthening its capabilities, in particular by seeking to ensure quick and continuous access to key assets. 
25) zaradi hitre razmestitve opreme obstoječim in prihodnjim misijam za krizno upravljanje, krepitve zmogljivosti, zlasti s prizadevanjem, da se zagotovi hiter in stalen dostop do glavnih sredstev.
Observations 22 EUPOL’s footprint: local success but general concerns about sustainability 42 The Court examined whether EUPOL has contributed to the progress made by the national police, the Ministry of Interior and selected criminal justice institutions, under each line of opera‐ tion, whether monitoring, mentoring, training and advising activities have produced the intended results24 and to what extent those results will be sustainable. 
Opažanja 22 Učinek EUPOL: lokalni uspeh, vendar splošni pomisleki glede trajnosti 42 Sodišče je preučilo, ali je EUPOL prispevala k napredku nacionalne policije, ministrstva za notranje zadeve in izbranih kazenskopravnih institucij v okviru vsake od linij operacij, ali so dejavnosti spremljanja, mentorstva, usposabljanja in svetovanja dosegle načrtovane rezultate24 in v kakšni meri bodo ti rezultati trajnostni.
Improvements were more notable in two of the three lines of operation 43 Improvements were more notable in the first two of EUPOL’s three lines of operations. 
Pri dveh od treh linij operacij so bile izboljšave opaznejše 43 Izboljšave so bile opaznejše pri prvih dveh od treh linij operacij EUPOL.
With regard to Line of Operation 1 (advancing institutional reform of the Ministry of the Interior), the national police have made signifi‐ cant steps towards the development of civilian policing but they remain a highly militaristic organisation. 
Pri liniji operacij 1 (spodbujanje institucionalne reforme ministrstva za notranje zadeve) je nacionalna policija dosegla bistven napredek k razvoju civilnega policijskega dela, vendar še vedno ostaja močno vojaška organizacija.
While the Ministry of the Interior has produced many internal policy state‐ ments, to date few have been imple‐ mented countrywide. 
Ministrstvo za notranje zadeve je sicer pripravilo številne izjave o notranji politiki, vendar so se do zdaj le redko izvajale po vsej državi.
It has set up and maintains an electronic database to manage its vast human resources (Tashkeel), but it has limited capability to fully exploit this tool and the flex‐ ibility of deployment planning could be further improved. 
Vzpostavilo je in vzdržuje elektronsko podatkovno zbirko za upravljanje svojih številnih človeških virov (Tashkeel), vendar ima omejene zmogljivosti za popolno izkoriščanje tega orodja, prožnost pri načrtovanju razmestitve pa bi bilo mogoče še izboljšati.
There is a short‐ age of professional civil servants with a relevant administrative background. 
Primanjkuje profesionalnih javnih uslužbencev z ustreznimi upravnimi izkušnjami.
Despite EUPOL’s support, gender and human rights concerns have recently surfaced as issues within the Ministry of the Interior. 
Kljub podpori EUPOL se je pred nedavnim izkazalo, da v ministrstvu za notranje zadeve obstajajo vprašanja na področju enakosti spolov in človekovih pravic.
For example, women still account for only 2 % of national police officers. 
Na primer delež žensk v nacionalni policiji še vedno znaša le 2 %.
Corruption within the ministry and the police remains a sig‐ nificant problem and adversely affects public trust. 
Korupcija znotraj ministrstva in policije je še vedno velik problem, ki negativno vpliva na zaupanje javnosti.
44 With regard to Line of Operation 2 (professionalising the national po‐ lice), a community policing concept, which focuses on police building ties and working closely with the citizens, has been partially implemented at a basic level in some areas and the concept is generally accepted as the desired model for future policing in Afghanistan. 
44 V zvezi z linijo operacij 2 (profesionalizacija nacionalne policije) je bilo na osnovni ravni na nekaterih področjih delno uvedeno v skupnost usmerjeno policijsko delo, koncept, ki temelji na tem, da policija ustvarja vezi z državljani in tesno sodeluje z njimi. Koncept je na splošno sprejet kot želeni vzorec za prihodnje policijsko delo v Afganistanu.
Intelligence‐led policing has also been accepted as an effective tool to professionalise the national police but it is not used countrywide. 
Tudi policijsko delo na podlagi obveščevalnih podatkov je bilo sprejeto kot uspešno orodje za profesionalizacijo nacionalne policije, vendar se ne uporablja po vsej državi.
Examination of crime data indicates that Afghan criminal police investiga‐ tors have limited capacity to investi‐ gate and detect crime. 
Preučitev podatkov o kaznivih dejanjih kaže, da imajo preiskovalci afganistanske kriminalistične policije omejeno zmogljivost za preiskovanje in odkrivanje kaznivih dejanj.
The technical capacity and leadership ability of the criminal investigation department remains underdeveloped due to lack of information sharing and inadequate training records. 
Tehnične zmogljivosti in vodstvene sposobnosti v oddelku za preiskovanje kaznivih dejanj ostajajo premalo razvite, predvsem zaradi premajhne izmenjave informacij in neustreznega usposabljanja.
The relationship be‐ tween police officers and prosecutors is often weak and ineffective. 
Odnosi med policisti in tožilci so pogosto šibki in neuspešni.
The na‐ tional police and the Attorney General have been encouraged and supported by the international community to cooperate both institutionally and 24 The criteria used in the assessment are based on EUPOL’s indicators on mandate delivery and, to the extent possible, on an existing third party survey on the public’s perception of the Afghan national police. 
Mednarodna skupnost spodbuja nacionalno policijo in generalnega državnega pravobranilca k institucionalnemu in operativnemu sodelovanju in ju pri tem podpira. Na splošno se je 24 Merila, uporabljena pri oceni, temeljijo na kazalnikih EUPOL za izvedbo mandata in, kolikor je mogoče, na obstoječi anketi tretje strani o tem, kako javnost zaznava afganistansko nacionalno policijo.
Observations 23 25 In 2012, 57 prosecutors were killed. 
Opažanja 23 25 Leta 2012 je bilo ubitih 57 tožilcev.
26 To the Police Staff College and the Crime Management College. operationally. Overall, the level of cooperation has improved but the number of cases referred by the Police to the Attorney General remains low. 
26 Akademija za policijsko osebje in akademija za obvladovanje kriminala. raven sodelovanja izboljšala, toda število primerov, ki jih policija posreduje generalnemu državnemu pravobranil-cu, ostaja nizko.
The police have shown that they are able to carry out large‐scale opera‐ tions in a professional manner (provid‐ ing a secure environment to hold the recent elections was a great achieve‐ ment), but further assistance is needed with everyday policing, particularly the efficiency of response. 
Policija je dokazala, da zmore profesionalno izvajati velike operacije (zagotovitev varnega okolja za izvedbo nedavnih volitev je bila izjemen dosežek), vendar je še vedno potrebna pomoč pri vsakodnevnem policijskem delu, zlasti pri učinkovitosti odzivanja.
The existence of national police call centres linked to operational centres is widely ac‐ knowledged as a significant milestone towards improving police command and control. 
Obstoj nacionalnih policijskih klicnih centrov, povezanih z operativnimi centri, se na splošno priznava kot pomemben mejnik na poti k izboljšanju poveljevanja in nadzora v okviru policije.
Training capacity, finally, is assessed to be effective, but many challenges remain in this area, includ‐ ing that of establishing the recently transitioned colleges as specialised centres of excellence. 
Zmogljivosti za usposabljanje so ocenjene kot uspešne, vendar na tem področju ostaja še veliko izzivov, vključno z vzpostavitvijo akademij, ki so od pred kratkim izključno v afganistanskem upravljanju, kot specializiranih centrov odličnosti.
45 The Line of Operation 3 (connecting the national police to justice reform) has been the most challenging area for EUPOL to show results. 
45 Linija operacij 3 (povezovanje nacionalne policije z reformo pravosodnega sektorja) je bila področje, na katerem je EUPOL najtežje pokazala rezultate.
However, it must be viewed through the prism of the limited support received from the international community. 
Vendar je pri tem treba upoštevati, da je bila podpora mednarodne skupnosti omejena.
Although the overall capacity of the Ministry of Justice and the Office of the Attorney General has increased, their institu‐ tional development is hampered by the security situation and insurgent attacks25, a lack of professionalism, inadequately trained prosecutors and corruption. 
Čeprav se je splošna zmogljivost ministrstva za pravosodje in urada generalnega državnega pravobranilca povečala, njun institucionalni razvoj ovirajo varnostne razmere in napadi uporniških skupin25, pomanjkanje pro-fesionalnosti, neustrezno usposobljeni tožilci in korupcija.
Cooperation between po‐ lice and prosecutors remains limited, and there are many challenges and gaps at institutional and individual level, especially in connection with the prosecution of corruption among high ranking officials. 
Sodelovanje med policijo in tožilci ostaja omejeno, na institucionalni in individualni ravni pa ostajajo številni izzivi in vrzeli, predvsem v zvezi s pregonom korupcije med visokimi uradniki.
It is still difficult to protect and to enforce the rights of de‐ fendants and suspects in Afghanistan. 
V Afganistanu je še vedno težko zaščititi in uveljavljati pravice obtožencev in osumljencev.
With regard to the drafting, adoption and enforcement of criminal legisla‐ tion, there has been some progress but basic international requirements in the areas of rule of law, anti‐corruption and human rights have still not been met. 
Pri pripravi, sprejemanju in uveljavljanju kazenske zakonodaje je bilo doseženega nekaj napredka, vendar še vedno niso izpolnjene osnovne mednarodne zahteve na področjih pravne države, boja proti korupciji in človekovih pravic.
EUPOL has been largely successful in training-related activities but less so in mentoring and advising; projects have made little contribution to the mission’s objectives 46 EUPOL’s contribution to police training has been multifaceted. 
EUPOL je bil večinoma uspešen pri dejavnostih, povezanih z usposabljanjem, manj pa pri mentorstvu in svetovanju; projekti niso veliko prispevali k ciljem misije 46 Prispevek EUPOL k usposabljanju policistov je večplasten.
It has devel‐ oped a ‘train‐the‐trainer’ approach and delivered training courses to the national police, while also mentoring the Afghan Ministry of the Interior and national police leadership on training issues. 
EUPOL je razvila pristop usposabljanja za izvajalce usposabljanj in izvedla tečaje usposabljanja za nacionalno policijo, hkrati pa je bila mentor za področje usposabljanja afganistanskemu ministrstvu za notranje zadeve in vodstvu nacionalne policije.
Finally, it has initiated the Police Staff College, a permanent purpose‐built training facility, and delivered training curricula26. 
In nazadnje, ustanovila je akademijo za policijsko osebje26, ki je stalen namensko zgrajen objekt za usposabljanje, ter pripravila programe za usposabljanje.
Observations 24 47 In late 2008, EUPOL started to intensify and develop the training component into what was to become a corner‐ stone of its activity. 
Opažanja 24 47 Konec leta 2008 je EUPOL začela krepiti komponento usposabljanja in jo razvijati v temelj svoje dejavnosti.
By late 2014, it had developed and delivered roughly 1 400 training courses for about 31 000 trainees. 
Do konca leta 2014 je razvila in izvedla približno 1 400 tečajev usposabljanja za približno 31 000 tečajnikov.
The Court’s visit to Kabul provided evidence that EUPOL’s training‐related activities have contrib‐ uted to the professionalisation of the national police. 
Sodišče je pri obisku Kabula pridobilo dokaze, da so dejavnosti EUPOL, povezane z usposabljanjem, prispevale k profesionalizaciji nacionalne policije.
Courses were relevant and addressed major educational gaps. 
Tečaji so bili ustrezni in so obravnavali velike izobraževalne vrzeli.
By targeting higher‐ranking police officers, who were not covered by other international bodies, EUPOL provided real EU added value through the embedding of elements of civil‐ ian policing in the training of national police chiefs. 
EUPOL se je ciljno usmerila na višje policijske uradnike, ki jih drugi mednarodni organi niso pokrivali, in z vključitvijo elementov civilnega policijskega dela v usposabljanje šefov nacionalne policije zagotovila dejansko dodano vrednost EU.
Furthermore, the ‘train‐ the‐trainer’ approach has promoted Afghan ownership and improved the sustainability of training activities. 
Poleg tega je pristop usposabljanja za izvajalce usposabljanj spodbujal lastno odgovornost Afganistana in izboljšal trajnost dejavnosti usposabljanja.
48 The establishment of the Police Staff College was a milestone in the trans‐ fer of the police education system to Afghan leadership. 
48 Ustanovitev akademije za policijsko osebje je bila mejnik pri prenosu sistema policijskega izobraževanja na afganistansko vodstvo.
In 2010, EUPOL initiated discussions with the Ministry of the Interior, in coordination with the NTM‐A and GPPT, on the concept of a Police Staff College. 
Leta 2010 je EUPOL, usklajeno z Natovo misijo usposabljanja v Afganistanu in projektno skupino nemške policije, začela pogovore z ministrstvom za notranje zadeve o konceptu akademije za policijsko osebje.
All those concerned agreed that the Police Staff College should be established as a platform for the delivery of further training for police officers at a stra‐ tegic, operational and tactical level. 
Vsi udeleženi so se strinjali, da je treba vzpostaviti akademijo za policijsko osebje kot platformo za izvedbo nadaljnjega usposabljanja policistov na strateški, operativni in taktični ravni.