natgillin/translations-raw huggingface dataset:
Most of the "indicators" fixed for EUCAP Sahel Niger simply listed the activities set for each task and were therefore not RACER43 and not an appropriate base for measuring progress. 
Pri večini „kazalnikov”, določenih za misijo EUCAP Sahel Niger, so bile zgolj navedene dejavnosti za posamezne naloge, zato ti kazalniki niso bili izraženi v obliki RACER43 in niso bili ustrezna podlaga za merjenje napredka.
The one exception to this comprises indicators for the fifth objective on combatting irregular migration, which was added to the MissionŐs mandate in 2015. 
Edina izjema pri tem so bili kazalniki za peti cilj glede boja proti nezakonitim migracijam, ki je bil dodan mandatu misije leta 2015.
They were better because they defined target outputs for each task. 
Ti kazalniki so bili boljši, ker so določali ciljne izložke za posamezne naloge.
The indicators set for EUCAP Sahel Mali also specified the expected outputs. 
V sklopu kazalnikov za misijo EUCAP Sahel Mali so bili prav tako določeni pričakovani izložki.
However, they were not sufficiently robust to use to measure progress because no quantified targets were set44. 
Vendar ti niso bili dovolj zanesljivi, da bi se lahko uporabili za merjenje napredka, saj niso bili določeni količinsko opredeljeni cilji44.
Relevant, Acceptable, Credible, Easy and Robust. 
Relevant, Acceptable, Credible, Easy and Robust (ustrezni, sprejemljivi, verodostojni, preprosti in zanesljivi).
For example: Ômeetings (without stating the number of meetings required)Ő, Ôextension of...Ő, Ôimprovement of...Ő, Ômodalities have been agreedŐ, Ôexchange and distribution of information...Ő, Őthe capacity is reinforcedŐ, Ôcoordination mechanisms are put in place...Ő, Ôupdate regularly...Ő, etc. 35 Box 7 Đ Centre oprationnel rgional (COR) in Agadez We visited the COR in Agadez. 
Na primer: „sestanki (brez navedbe števila potrebnih sestankov)“, „razširitev...“, „izboljšanje...“, „dogovorjeni so bili postopki”, „izmenjava in razširjanje informacij...“, „zmogljivost je okrepljena”, „vzpostavljeni so mehanizmi usklajevanja...“, „redno posodabljanje...“ itd. 35 Okvir 7 – Regionalni operativni center v Agadezu Sodišče je obiskalo regionalni operativni center v Agadezu.
EUCAP Sahel Niger had supplied equipment to this COR, but we observed that it was not operational because the equipment was not in place: - There were no chairs in the CORŐs room, half of the tables were missing and the air conditioning was not working. - The beneficiaries could not show us the computers provided, the printer did not function because there was no toner and the equipment installed for radio communications was not working. - The two vehicles which should have been at the disposal of the COR to enable it to respond quickly to emergencies had hardly been used and one of them was irreparably damaged, and had been so since 2014. 
V okviru misije EUCAP Sahel Niger je bila zagotovljena oprema za ta regionalni operativni center, vendar je Sodišče opazilo, da se ni uporabljala, saj je ni bilo ali pa ni bila ustrezna: – v prostoru regionalnega operativnega centra ni bilo stolov, polovica miz je manjkala in klimatska naprava ni delovala; – upravičenci nam niso mogli pokazati zagotovljenih računalnikov, tiskalnik ni deloval, ker v njem ni bilo kartuše, nameščena oprema za radijsko komunikacijo pa ni delovala; – dve vozili, ki bi morali biti na voljo regionalnemu operativnemu centru, da bi se lahko hitro odzval na izredne razmere, se skorajda nista uporabljali, eno od njiju pa je bilo nepopravljivo poškodovano, in sicer že od leta 2014.
None of the indicators used in the EUCAP Sahel Missions mentioned the relevance of the tasks to accomplishing the objectives45. There were also no indicators on which to base an assessment of the outcomes or impact of tasks. 
Nobeden od kazalnikov, uporabljenih v misijah EUCAP Sahel, ni vključeval navedbe glede ustreznosti nalog za doseganje ciljev.45 Prav tako ni bilo kazalnikov, na katerih bi lahko utemeljili oceno izidov ali učinka nalog.
The monitoring and evaluation of the MissionsŐ activities were inadequate and not focused on impact 57. 
Spremljanje in ocenjevanje dejavnosti misij sta bila neustrezna in se nista osredotočala na učinek 57.
EUCAP Sahel Niger did not have procedures in place to systematically document and monitor the planning and implementation of its activities. 
V okviru misije EUCAP Sahel Niger niso bili vzpostavljeni postopki za sistematično dokumentiranje in spremljanje načrtovanja in izvajanja njenih dejavnosti.
Only during 2017, while the audit was ongoing, did the Mission in Niger take steps to simplify the MIP so as to facilitate monitoring of overall progress. 
Šele leta 2017, tj. v času revizije, so bili v okviru misije v Nigru sprejeti ukrepi za poenostavitev izvedbenega načrta misije, da bi se olajšalo spremljanje splošnega napredka.
It developed project fiches and planned to keep systematic records of trainees who had already attended courses, monitor presence lists and collect and assess participantsŐ course evaluations. 
Pripravljeni so bili projektna dokumentacija in načrti za vodenje sistematičnih evidenc udeležencev usposabljanj, ki so se že udeležili tečajev, spremljanje seznamov prisotnosti ter zbiranje in vrednotenje ocen tečajev s strani udeležencev.
EUCAP Sahel Mali created appropriate procedures for documenting and monitoring activities and outputs during its first mandate. 
V okviru misije EUCAP Sahel Mali so bili vzpostavljeni ustrezni postopki za dokumentiranje in spremljanje dejavnosti ter rezultatov v njenem prvem mandatu.
The EEAS requires the Missions to provide the following information: - weekly and monthly reports with information on budgetary implementation, human resources and general events that have occurred; - six-monthly reports to compare the progress made in tasks with the baseline set in the OPLAN as well as with the progress reported in previous six-monthly reports; - around six months before each mandate ends, strategic reviews of the security situation in the country, the EUŐs and other stakeholdersŐ involvement, the MissionsŐ results and their future approach; - special reports on specific topics. 
ESZD zahteva, da se misije zagotavljajo naslednje informacije: - tedenska in mesečna poročila z informacijami o izvrševanju proračuna, človeških virih in splošnih dohodkih; - polletna poročila za primerjavo napredka, doseženega pri nalogah, z referenčnim scenarijem, opisanim v operativnem načrtu, pa tudi z napredkom, o katerem se je poročalo v prejšnjih polletnih poročilih; - strateški pregledi varnostnih razmer v državi, sodelovanja EU in drugih deležnikov, rezultatov misij in njihovega prihodnjega pristopa (ti pregledi se predložijo približno šest mesecev pred koncem vsakega mandata); Evropsko računsko sodišče je v svojem poročilu iz leta 2012 o misijah EULEX predlagalo, da bi morali biti cilji povezani s konkretnimi referenčnimi merili, s katerimi bo mogoče ocenjevati napredek, in da bi se morali upoštevati cilji EU na področju notranje varnosti.
We analysed these documents and observed that: - reporting on outputs is not clearly linked to indicators and benchmarks set in advance, and - the EEAS and the Missions did not systematically assess the impact of the MissionsŐ activities. 
Sodišče je te dokumente preučilo in ugotovilo, da: - poročanje o rezultatih ni jasno povezano z vnaprej določenimi kazalniki in referenčnimi merili ter - da ESZD in misiji niso sistematično ocenjevale učinka dejavnosti misij.
During its second mandate, the Mission in Mali developed an evaluation system with an increased focus on outputs, outcome, impact, sustainability and efficiency. 
Med drugim mandatom misije v Maliju je bil v njenem okviru razvit sistem ocenjevanja z večjim osredotočanjem na rezultate, učinek, trajnost in učinkovitost.
As this system had only recently been put in place, it was too early to assess its results. 
Ker je bil ta sistem vzpostavljen šele pred kratkim, je bilo prezgodaj za oceno njegovih rezultatov.
The Mission in Niger recruited staff to start on evaluation work in May 2017. 
V okviru misije v Nigru je bilo maja 2017 zaposleno osebje, ki naj bi začelo izvajati ocenjevanje.
Furthermore, neither of the EUCAP Sahel Missions has been subject to an independent external evaluation. 
Poleg tega za nobeno od misij EUCAP Sahel ni bilo izvedeno neodvisno zunanje ocenjevanje.
Stakeholders and beneficiaries had a positive view of the MissionsŐ activities and of their coordination role 61. 
Deležniki in upravičenci so pozitivno ocenili dejavnosti misij in njuno usklajevalno vlogo 61.
We interviewed beneficiaries of the EUCAP Sahel MissionsŐ training, advice and equipment, and a variety of stakeholders in internal security in Niger and Mali. 
Sodišče je opravilo razgovore z upravičenci do usposabljanja, svetovanja in opreme v okviru misij EUCAP Sahel in različnimi deležniki na področju notranje varnosti v Nigru in Maliju.
The overall assessment of the activities carried out by the EUCAP Sahel Missions was positive. 
Splošna ocena dejavnosti, ki so se izvajale v okviru misij EUCAP Sahel, je bila pozitivna.
Stakeholders and beneficiaries appreciated the availability of the MissionsŐ staff to give advice or provide services that were not available from national sources. 
Deležniki in upravičenci so izrazili zadovoljstvo glede razpoložljivosti osebja misij za svetovanje ali zagotavljanje storitev, ki niso bile na voljo v okviru nacionalnih virov.
In Niger, the security forces and government representatives pointed to the value of the EUCAP Sahel MissionsŐ longer-term presence compared with that of many other donors. 
V Nigru so varnostne sile in predstavniki vlade opozorili na pomen dolgotrajnejše prisotnosti misij EUCAP Sahel v primerjavi s številnimi drugimi donatorji.
Both Missions also provided information and advice in support of other EU instruments and the wider activities of the EU and its member states. 
Obe misiji sta zagotavljali tudi informacije in nasvete v podporo drugim instrumentom EU ter širšim dejavnostim EU in njenih držav članic.
For example, the Missions contributed to the design of EU Trust Fund for Africa projects, gathered information on migratory flows, and mapped EU activities connected with migration. 
Prispevali sta na primer k načrtovanju projektov skrbniškega sklada EU za Afriko, zbirali informacije o migracijskih tokovih in opredelili dejavnosti EU, povezane s migracijami.
Donors and other stakeholders in Niger and Mali highlighted the important role played by both EUCAP Sahel Missions in coordinating activities in the security sector. 
Donatorji in drugi deležniki v Nigru in Maliju so opozorili na pomembno vlogo, ki jo imata misiji EUCAP Sahel pri usklajevanju dejavnosti v varnostnem sektorju.
Both Missions set up bodies to improve coordination with the national authorities, which experienced problems initially but were broadly successful. 
Obe misij sta ustanovili telesa za izboljšanje usklajevanja z nacionalnimi organi, ki so se sprva soočala s težavami, vendar so bili na splošno uspešna.
They also set up good mechanisms for 37 
Vzpostavljeni so bili tudi učinkoviti mehanizmi za 37
coordination and cooperation with other donors and stakeholders. 
usklajevanje in sodelovanje z drugimi donatorji in deležniki.
In Mali, this included formal donor mapping, which gives full details of proposed (but not yet financed), planned, ongoing and completed projects in the security sector in Mali. 
V Maliju je to vključevalo pripravo uradnega seznama donatorjev z natančnim opisom predlaganih (vendar še ne financiranih), načrtovanih, tekočih in zaključenih projektov v varnostnem sektorju.
CONCLUSIONS AND RECOMMENDATIONS 63. 
ZAKLJUČKI IN PRIPOROČILA 63.
The Council created EUCAP Sahel Niger and EUCAP Sahel Mali to address the weak capacity of the forces responsible for internal security. 
Svet je ustanovil misiji EUCAP Sahel Niger in EUCAP Sahel Mali za okrepitev zmogljivosti sil, pristojnih za notranjo varnost.
Working in a challenging context, the two Missions contributed to strengthening capacity, but each encountered difficulties, which reduced the efficiency and sustainability of their operations. 
Z delom v težavnih razmerah sta misiji prispevali k okrepitvi zmogljivosti, vendar sta se obe soočali s težavami, ki so zmanjšale učinkovitost in trajnost njunih operacij.
In both countries, the staff of the Missions did not have access to adequate operational guidance and training. 
V obeh državah osebje misij ni imelo dostopa do ustreznih operativnih smernic in usposabljanja.
Each EUCAP Sahel Mission spent considerable time and resources on setting up its own systems and procedures, which were often not adapted to the local conditions. 
Obe misiji EUCAP Sahel sta veliko časa in sredstev namenili vzpostavljanju lastnih sistemov in postopkov, ki pogosto niso bili prilagojeni lokalnim razmeram.
The EEAS and the Commission, responsible for managing civilian CSDP Missions, did not provide enough support and in some cases applied procedures that were unsuited to the working conditions on the ground (see paragraphs 25 to 30). 
ESZD in Komisija, ki sta pristojni za upravljanje civilnih misij v okviru SVOP, nista zagotovili zadostne podpore in sta v nekaterih primerih uporabljali postopke, ki niso bili primerni za delovne pogoje na terenu (glej odstavke od 25 do 30).
38 Recommendation 1 Đ Take measures to improve the operational efficiency of Missions The EEAS should: - provide the Missions with practical guidance on operational procedures, standard templates that can be adapted to local circumstances, examples of best practice from earlier Missions and training; The Commission should: - move towards delegating the power to authorise purchases to the Head of Mission, subject to ex post checks by the Commission; 
Priporočilo 1 – Sprejetje ukrepov za izboljšanje operativne učinkovitosti misij ESZD naj: - za misije zagotovi praktične smernice o operativnih postopkih, standardne predloge, ki se lahko prilagodijo lokalnim razmeram, primere dobre prakse iz prejšnjih misij in usposabljanje; Komisija naj: - si prizadeva za prenos pooblastil za odobritev nakupov na vodjo misije, Komisija pa naj zanje opravi naknadne preglede; 38
39 The EEAS and the Commission should: - improve support to the Missions by providing equipment from the common warehouse and expanding the role of the Missions Support Platform. Target Date: End of 2018. 
ESZD in Komisija naj: - izboljšata podporo misijam z zagotovitvijo opreme iz skupnega skladišča in razširitvijo vloge platforme za podporo misijam. Ciljni datum: konec leta 2018.
The most important resource of the Missions is their staff, yet only three-quarters of posts were occupied on average. 
Najpomembnejši vir misij je njihovo osebje, vendar so bile v povprečju zasedene le tri četrtine delovnih mest.
The posts most difficult to fill were those reserved for staff seconded from EU member states (see paragraphs 31 to 33). 
Najtežje je bilo zapolniti delovna mesta, ki so bila rezervirana za osebje, napoteno iz držav članic EU (glej odstavke od 31 do 33).
Recommendation 2 Đ Improve the occupancy rate of staff posts in the Missions The EEAS should find solutions that will allow Mission vacancies to be filled quickly and efficiently, for example proposing longer secondments to the Missions from the EU member states, using contract staff more widely and preparing general calls for contributions which can be used to draw up reserve lists of potential staff to speed up deployment when vacancies arise. 
39 Priporočilo 2 – Izboljšanje stopnje zasedenosti delovnih mest v misijah ESZD naj poišče rešitve, ki bodo omogočale, da se bodo prosta delovna mesta hitro in učinkovito zapolnila, na primer s predlaganjem daljših napotitev na misiji iz držav članic EU, zaposlovanjem pogodbenega osebja v večjem obsegu in pripravo splošnih pozivov za prispevke, ki se lahko uporabijo za pripravo rezervnih seznamov možnega osebja za pospešitev napotitev, kadar se pojavijo prosta delovna mesta.
Target Date: End of 2018. 
Ciljni datum: konec leta 2018.
The MissionsŐ two-year mandates encourage short-term planning and the annual budgets often make the equipment and services procurement cycle unmanageably short. 
Dveletni mandat misij spodbuja kratkoročno načrtovanje, zaradi letnih proračunov pa je cikel nabave opreme in storitev pogosto neobvladljivo kratek.
Other stakeholders in the Sahel and the beneficiaries of support consider that the scope of the tasks in Niger and Mali means that the Missions are needed for the medium to long-term. 
Drugi deležniki na območju Sahela in upravičenci do podpore menijo, da obseg nalog v Nigru in Maliju pomeni, da so potrebne srednje in dolgoročne misije.
At the same time, even though the Missions are not intended to become permanent bodies in the host countries, the EEAS has not made a provision for a clear exit strategy (see paragraphs 34 and 35). 
Čeprav za misiji ni predvideno, da postaneta stalna organa v državah gostiteljicah, ESZD ni predvidela jasne izhodne strategije (glej odstavka 34 in 35).
40 Recommendation 3 Đ Set mandates and budgets to match operations and provide for an exit strategy The EEAS should propose mandates for the Missions that allow them to meet their objectives, and define a clearer path towards an exit strategy. 
40 Priporočilo 3 – Določitev mandatov in proračunov, ki bodo ustrezali operacijami, ter zagotovitev izhodne strategije ESZD naj za misiji predlaga mandate, ki bodo omogočali doseganje njunih ciljev, in določi jasnejšo pot do izhodne strategije.
The Commission should set budgetary periods that match operational necessities. 
Komisija naj določi proračunska obdobja, ki bodo skladna z operativnimi potrebami.
Target Date: End of 2019. 
Ciljni datum: konec leta 2019.
The EUCAP Sahel Missions strengthened capacity in the internal security forces through providing training courses, equipment and advice. 
Misiji EUCAP Sahel sta okrepili zmogljivost notranjih varnostnih sil z zagotavljanjem tečajev usposabljanja, opreme in svetovanja.
Both Missions worked to make their activities sustainable, but with little success. 
Obe misiji sta si prizadevali za trajnost svojih dejavnosti, vendar brez večjega uspeha.
This was partly due to lack of ownership or political will in the host countries, and partly because the Missions did not devote adequate resources to ensuring sustainability and following up on the practical application and use of the training given and the equipment supplied (see paragraphs 37 to 54). 
Deloma je bil vzrok za to pomanjkanje odgovornosti ali politične volje v državah gostiteljicah, deloma pa to, da misije niso namenile dovolj sredstev za zagotavljanje trajnosti in nadaljnje spremljanje uporabe znanja, pridobljenega na usposabljanjih, in zagotovljene opreme (glej odstavke od 37 do 54).
Recommendation 4 Đ Increase focus on sustainability The Missions should focus resources on making activities sustainable, by withdrawing, as appropriate, from successful activities as soon as feasible to encourage autonomy in the ISFs and avoid over-reliance, focusing instead on providing support and back-up, and by following up the use made of training given and equipment provided. 
Priporočilo 4 – Večje osredotočanje na trajnost Misiji naj usmerita sredstva v zagotavljanje trajnosti dejavnosti, tako da se, kadar je to ustrezno, umakneta iz uspešnih dejavnosti, kakor hitro je to izvedljivo, da se spodbudi avtonomnost notranjih varnostnih sil in prepreči pretirano zanašanje nanju, in se osredotočita na zagotavljanje podpore ter nadaljnje spremljanje uporabe znanja, pridobljenega na usposabljanjih, in zagotovljene opreme.
The Missions made only limited and slow progress towards achieving their objectives. 
Misiji sta dosegli le zmeren in počasen napredek pri doseganju svojih ciljev.
However, the indicators defined for measuring the MissionsŐ progress were inadequate. 
Vendar so bili kazalniki, določeni za merjenje napredka misij, neustrezni.
Most of the indicators drawn up for Niger could not be used to measure progress because they simply listed activities set for the tasks. 
Večine kazalnikov, določenih za Niger, ni bilo mogoče uporabiti za merjenje napredka, ker so zgolj navajali dejavnosti, določene za posamezne naloge.
The indicators for Mali were better, but did not include quantified targets. 
Kazalniki za Mali so bili boljši, vendar niso vključevali količinsko opredeljenih ciljev.
The indicators did not provide a good basis for measuring the effectiveness of the tasks or the contribution made towards achieving objectives (see paragraphs 55 and 56). 
Kazalniki niso zagotavljali dobre podlage za merjenje uspešnosti izvedenih nalog ali prispevka k doseganju ciljev (glej odstavka 55 in 56).
Neither Mission operated good systems for evaluating activities during the period audited neither had they been subject to an independent external evaluation (see paragraphs 57 to 60). 
V nobeni od misij se v revidiranem obdobju niso uporabljali učinkoviti sistemi za ocenjevanje dejavnosti, prav tako pa zanje ni bilo opravljeno neodvisno zunanje ocenjevanje (glej odstavke od 57 do 60).
41 Recommendation 5 Đ Improve indicators, monitoring and evaluation The EEAS should: - set RACER (Relevant, Acceptable, Credible, Easy and Robust) indicators that focus on quantified outputs and on outcomes of the MissionsŐ activities and that are linked to the relevance to the MissionsŐ mandates; - set targeted benchmarks which can be set to demonstrate progress towards achieving objectives; - provide guidance and training to the Missions on monitoring and evaluation; - make external evaluations of the Missions and more comprehensive assessments of their impact. 
41 Priporočilo 5 – Izboljšanje kazalnikov, spremljanje in ocenjevanje ESZD naj: - določi kazalnike po načelih RACES (ustrezni, sprejemljivi, verodostojni, preprosti in zanesljivi), ki se bodo osredotočali na količinsko opredeljene izložke in izide dejavnosti misij ter bodo povezani z vsebinskim mandatom misij; - določi ciljna referenčna merila, ki se lahko uporabijo za prikaz napredka pri doseganju ciljev; - misijama zagotovi smernice in usposabljanje o spremljanju in ocenjevanju; - izvaja zunanja ocenjevanja misij in celovitejša ocenjevanja njunega učinka.
This Report was adopted by Chamber III, headed by Mr Karel PINXTEN, Member of the Court of Auditors, in Luxembourg at its meeting of 24 April 2018. 
To poročilo je sprejel senat III, ki ga vodi Karel PINXTEN, član Evropskega računskega sodišča, v Luxembourgu na zasedanju 24. aprila 2018.
EUPOL COPPS Palestinian Territories Since 2006 Ongoing CSDP Missions and Operations EUROPEAN UNION CSDP MISSIONS & OPERATIONS 2017 ANNEX I 1 *EUBAM Moldova and Ukraine Since 2005 EUAM Ukraine Since 2014 EUFOR ALTHEA Bosnia Herzegovina Since 2004 Military Missions/Operations Civilian Missions EUMM Georgia Since 2008 EULEX Kosovo Since 2008 EUBAM RAFAH Palestinian Territories Since 2005 EU NAVFOR MED Since 2015 military Missions & Operations civilian Missions EUTM Mali Since 2013 EUBAM Libya Since 2013 EUAM Iraq Since 2017 EUCAP SAHEL Mali Since 2014 EU NAVFOR Atalanta Since 2008 More than 5,000 people currently deployed EUCAP SAHEL Niger Since 2012 Source: EEAS. 
Vir: ESZD. EUPOL COPPS Palestinska ozemlja Od leta 2006 Obstoječe misije in operacije v okviru SVOP EVROPSKA UNIJA MISIJE IN OPERACIJE V OKVIRU SVOP V LETU 2017 *EUBAM Moldavija in Ukrajina Od leta 2005 EUBAM Libija Od leta 2013 EUBAM RAFAH Palestinska ozemlja Od leta 2005 EUAM Ukrajina Od leta 2014 EUFOR ALTHEA Bosna in Hercegovina Od leta 2004 EUMM Gruzija Od leta 2008 vojaških misij in operacij civilnih misij Vojaške misije/operacije Civilne misije PRILOGA I 1 EULEX Kosovo Od leta 2008 EU NAVFOR MED Od leta 2015 EUTM Mali Od leta 2013 EUCAP SAHEL Mali Od leta 2014 EUCAP SAHEL Niger Od leta 2012 EUAM Irak Od leta 2017 EU NAVFOR Atalanta Od leta 2008 Trenutno napotenih več kot 5 000ljudi EUTM Somalija Od leta 2010 Cilji: ohranjanjemiru,preprečevanje konfliktov, okrepitev mednarodne varnosti,podpiranjepravnedržave, preprečevanje trgovine z ljudmi in piratstva EUCAP Somalija Od leta 2012 EUTM RCA Srednjeafriška republika Od leta 2016 * Ta misija se ne upravlja v okviru struktur SVOP, vendar smo jo vključili, saj so njeni cilji zelo podobni ciljem drugih misij. © Evropska služba za zunanje delovanje – ESZD, januar 2018