natgillin/translations-raw huggingface dataset:
One of them is Justice and Home Affairs. Almost two decades afterthe collapse oftheformersecurity andstabil-ity structurein South-Eastern Europe, this newinstitution, based in Sarajevo, aspires to become thefirst regionalforum ofits kind through a regionally owned andled framework that also supports Europeanintegration.
Eno od njihje področje pravosodjain notranjihzadev.Skoraj dve desetletji porazpadu nekdanje strukture varnosti in stabilnosti v Jugovzhodni Evropi skuša ta novainstitucija s sedežem v Sarajevu postati prvi tovrstni regionalniforum,in sicer prek okvira, kije vregionalnilasti,ima regionalno vodstvoter podpiratudi evropskointegracijo.
MANAGEMENT APPROACHES AND DONOR COORDINATION
UPRAVLJAVSKI PRISTOPIIN KOORDINACIJA DONATORJEV
Thissection presentstheresults oftheaudit ontwo horizontal issues, covering bothtypes of projects:the comparison between thetwo managementapproachesused by the Commission and donor coordination.
V tem oddelku so predstavljeni rezultati revizije v zvezi s horizontalnima vprašanjema, ki zajemata obe vrsti projektov: primerjava med upravljavskima pristopoma,kiju uporablja Komisija,inko-ordinacija donatorjev.
Inthe western Balkansthe Commission usedtwo basic manage-mentapproaches(see Annex V), through the European Agency for Reconstruction (EAR) or through Commission Delegations.
Komisijaje na Zahodnem Balkanu uporabljala dva osnovna upravljavska pristopa(glej Prilogo V),insicer prek Evropskeagencije za obnovo(EAR) ali prek delegacij Komisije.
The Court analysed the auditresults obtained on projectsin order to determineif there was evidence that one management approach was more effectivethanthe other.
Sodiščeje analiziralo rezultate,kijihje prireviziji pridobilovzvezis projekti,da bi ugotovilo,ali obstajajo dokazi, daje bilen upravljavski pristop uspešnejši od drugega.
Outofthe30Justiceand Home Affairsprojectsauditedinthe recipientcountries,18 were managed by the Delegation, and 12 by the EAR(see Annex I).
Od 30 projektov na področju pravosodjain notranjih zadev, revidiranih v državah prejemnicah, sojih 18 upravljale delegacije, 12 pa EAR(glej Prilogo I).
While the overall performance of the projectsaudited was mixed,there was nosignificant difference in the degree of success achieved in projects managedbythe Delegationscompared withthose managed by the EAR.
Medtem koje bila splošna uspešnost revidiranih projektov mešana, ni bilo bistvenerazlike med uspehom pro-jektov,kisojih upravljale delegacije,in uspehom projektov pod upravo EAR.
One of the strengths of a devolved Delegationisthe closelink between policy dialogue and the annual programming process.
Ena od prednosti delegacije s prenesenimi pooblastili jetesna povezava med političnim dialogominletnim procesom načrtovanja programov.
On the other hand, the EAR's headquarterscontributedtothe dialogue with additional expertisefortheregion as a whole.
Po drugi strani je sedež EAR k dialogu prispeval dodatnostrokovno znanje zaregijo kot celoto.
BENEFICIARYLED DONOR COORDINATION NOT ENHANCED
KOORDINACIJA DONATORJEV, KIJO VODIJO UPRAVIČENCI, NI BILA OKREPLJENA
The Commission has committeditself to playing an active rolein fostering donorcoordinationinthe western Balkans.
Komisija seje zavezala, da boigrala dejavno vlogo pri spodbuja-njukoordinacije donatorjev na Zahodnem Balkanu.
Donorco-ordinationis one ofthe principles ofthe 2005Paris Declaration on Aid Effectiveness and the EU Code of Conduct on Division of Labour.
Koordinacija donatorjev je eno od načel pariške deklaracije o učinkovitosti pomočiizleta 2005inkodeksaravnanja EU o delitvi dela.
The Commission subscribes to these principles.
Komi-sijata načela podpira.
The Court foundthatit was difficultforthe Commissionto put donor coor-dinationinto practice onthe ground.
Sodiščeje ugotovilo, dajeimela Komisija težave pri prenosu koordinacije donatorjev v prakso naterenu.
Justice and Home Affairs constitute a sector wherethereis common donorinterest.
Pravosodjein notranjezadeve predstavljajosektor,zakaterega obstajaskupniinteres donatorjev.
The Commission, the international financial institutions,the Member States and the non-EU donors are all activeinthe western Balkans(Annex VI).
Na Zahodnem Balkanuso dejavni Komisija, mednarodnefinančneinstitucije, državečlanice ter donatorji,ki niso iz EU (Priloga VI).
The principlethatthe recipient country should lead the donor coordination process could not beapplied, because the recipient countries' capacity to operate was still weak.
Načela, da mora proces koordinacije donatorjev voditi država prejemnica, ni bilo mogoče izvajati,kerje bilazmogljivost držav prejemnicza delovanješe vednošibka.
Moreover,the beneficiaries did notre-ceivesufficientsupportto enhancetheircapacitytolead donor coordination.
Polegtega upravičenci niso prejeli dovolj podpore, da bi okrepili svojo zmogljivost za vodenje koordinacije donatorjev.
Even when the beneficiary had a clear vision of how toimplementtheir preferredsolution,they werefaced with uncoordinated donor activities(Box 14).
Celo kadarje upravičenecimeljasno vizijo otem, kako bi bilo najbolje izvesti rešitev, ki jo je imel za najustreznejšo,seje soočal z nekoordiniranimi donatorskimi dejavnostmi(okvir 14).
Thelackofdonorcoordination wasnotlimitedtoinvestment projects only.
Nekoordinacija donatorjev ni bila omejenale na naložbene projekte.
In institution-building cases the beneficiary was confused by recommendations given by different EU operators.
V primerih vzpostavljanjainstitucijso upravičenca zmedla priporočila,kisojih dali različni subjekti EU.
An overload of advice with mixed messages was most obviousin the former Yugoslav Republic of Macedonia.In 2004–05five separate EU entities (the EC Delegation, EAR, EU special representative, EUPOL-Proxima and EU monitoring mission) were active in the area of police development.
Velikoštevilozelo različnih nasvetovje bilozlasti očitnov Nekdanjijugoslovanski republiki Makedoniji. V obdobju 2004–2005je na področju razvoja policije delovalo pet ločenih subjektov EU (delegacija Komisije, EAR, posebni predstavnik EU, EUPOL-Proxima in nadzorna misija EU).
Additionally, the Organization for Security and Co-operationin Europe,International Criminal Investigative Training Assistance Programme(a police projectfunded bythe USA) and a number of EU Member State bilateral programmes were operating simultaneously.
Polegtegasotam hkrati delovali Organizacijazavarnostin sodelovanje v Evropi, mednarodni program pomoči za usposabljanje za kazensko preiskovalne zadeve (ICITAP - policijski projekt, ki gafinancirajo ZDA)ter več dvostranskih programov državčlanic EU.
The problem was especially damaging where advice was of a contradictory nature.
Ta težavaje povzročala škodo zlasti, ko so bili nasveti medsebojno nasprotujoči.
BOX 14
OKVIR 14
EXAMPLE OF UNCOORDINATED MULTIDONORINVESTMENT ACTIVITY
PRIMER NEKOORDINIRANE VEČDONATORSKE NALOŽBENE DEJAVNOSTI
One aid harmonisation principle deals with aid alignment and untied aid.
Eno od načel usklajevanja pomoči zadeva prilagajanje pomočiin nevezano pomoč.
However, because of uncoordinated multi-donor activities, where each donor gave cars,lorries and vans originating from their country, the police of theformer Yugoslav Republic of Macedonia uses over 40 types of vehicle.
Toda zaradi nekoordiniranih večdonatorskih dejavnostih, pri katerih je vsak donator podaril avtomobile, tovornjake in kombije s poreklom iz lastne države, uporablja policija Nekdanje jugoslovanske republike Makedonije več kot 40 vrst vozil.
This makesitimpossible to run thefleet cost-effectively.
Zato voznega parka ni mogoče vzdrževati stroškovno učinkovito.
The police aims to use only 12 types of vehicle in the future.
Cilj policije je, da bi v prihodnosti uporabljala le 12 vrst vozil.
Theincentive of EU membership hascontributedto makingthe EUthe biggestand mostinfluentialstakeholderinthe western Balkans.
Želja po članstvu v EUje prispevala ktemu, daje EU postala naj-večjain najvplivnejšazainteresiranastran na Zahodnem Balkanu.
Unlike the previous accession programmes, the Commission has prioritised the Justice and Home Affairs sector and attempted to tackle these important structural reforms earlier in theenlargement process.
Zarazliko od pristopnih programovv preteklostije Komisija dala prednost sektorju pravosodja in notranjih zadev ter se je teh pomembnih strukturnih reform skušala lotiti bolj zgodaj v širitvenem procesu.
The Justice and Home Affairs projects managed by the Commission take place in a difficult political and organisational environment.
Projektis področja pravosodjain notranjih zadev, kijih upravlja Komisija, seizvajajo v težavnem političnem in organizacijskem okolju.
Against this background the Commission's management has beenlargely effective.
Glede naterazmereje bilo upravljanje Komisijevveliki meri uspešno.
However, the Court's audit identified some shortcomings in Commission management which,if addressed, could haveresultedin an even higher rate of project success, particularlyin terms of the sustainability oftheirresults.
Vendar je Sodišče prireviziji ugotovilo nekatere pomanjkljivosti. Če bi bile odpravljene, bito lahko še povečalo stopnjo uspeha projektov, zlasti trajnost njiho-vihrezultatov.
The Courtconcludesthat needsanalyses weresometimesinad-equate and that there was alack of donor coordination.
Sodiščeje prišlo dozaključka, daso bileanalize potrebvčasih neustreznein da ni bilo koordinacije donatorjev.
Although not allinvestment projects achieved fully satisfactory results, and the sustainability is at risk, the investment assistance financed bythe Commission has madearelevantand usefulcontribution to the nationalinfrastructure andinstitutions. On the other hand the Courtfoundthattheresults ofinstitution-building projects were only partially satisfactory and unlikely to be sustainable.
Čeprav niso vsi naložbeni projekti dosegli povsemzadovoljivihrezultatovinje trajnost ogrožena,je naložbena pomoč,kijofinancira Komisija, pomembnoinkoristno prispevalak nacionalniinfrastrukturiin institucijam.Po drugi strani je Sodišče ugotovilo, daso bilire-zultati projektovza vzpostavljanjeinstitucijle delnozadovoljivi inje zanje malo verjetno, da bodo trajnostni.
This was due to continued political weakness andlack of commitment (ownership) by the beneficiaries, as most reforminitiatives do not comefrom withintheregion butfromthe European Commission or other externalstakeholders.
Toje bilo posledica nadaljnje političnešibkostiin nezavezanosti(lastništva) upravičencev, saj večina pobud za reforme ne prideiz regije, temveč od Evropske komisijein drugih zunanjih zainteresiranihstrani.
MAIN CONCLUSIONS ONINVESTMENT ANDINSTITUTIONBUILDING PROJECTS
GLAVNI ZAKLJUČKI O NALOŽBENIH PROJEKTIHIN PROJEKTIH ZA VZPOSTAVLJANJEINSTITUCIJ
Project outputs
Izložki projekta
Achieved S / PSPS
Doseženi Z / DZDZ
Rating: S = Satisfactory, PS = Partly Satisfactory and US = Unsatisfactory;S / PS means that the rating falls between Satisfactory and Partly Satisfactory.
Ocena: Z = zadovoljivo, DZ = delno zadovoljivo in NZ = nezadovoljivo;Z / DZ pomeni, da je ocena med zadovoljivim in delno zadovoljivim.
While the overall performance of the projects audited was mixed, withregardtothe managementapproaches,there wasnosig-nificant differenceinthe degree ofsuccessachievedin projects managed bythe Delegationscompared withthose managed by the European Agencyfor Reconstruction.
Medtemkoje bilasplošna uspešnostrevidiranih projektov mešana, pri upravljavskih pristopih primerjava ni pokazala nobene bistvene razlike med stopnjo uspeha projektov, ki sojih upravljale delegacije,instopnjo uspeha projektov pod upravo Evropske agencije za obnovo.
The Commission's rationale for working in the Justice and Home Affairs sectorin the western Balkansis clear but project results would be even betterif:
Razlogi Komisije za delo v sektorju pravosodjain notranjih zadev na Zahodnem Balkanusojasni,ampakrezultati projektov bi biliše boljši, če:
(a)when designing Justice and Home Affairs projects, the Commission gaveappropriate weightto project objectivesand ensuredthat project activitybased impact indicators are set;
(a)bi Komisija prisnovanju projektov na področju pravosodja in notranjihzadev pripisala ustreznotežociljem projektov inzagotovila, dase določijo projektnikazalniki učinka,ki temeljijo na dejavnostih;
(b)investment projects were matched moreclosely withinsti-tution-building projects;
(b) bi se naložbeni projekti bolje dopolnjevali s projekti za vzpostavljanjeinstitucij;
(c)all donors active in the area, including the Commissionas the main donor, coordinated better with each other,for example one donor couldfund or cofund a project designed by another donor;
(c)bivsi donatorji,kiso dejavni natem področju,vključnos Komisijo kot glavnim donatorjem, poskrbeli za boljšo medsebojno koordinacijo.
(d)the procurement process for equipment was reconsidered by the donorcommunity.
Na primer, en donator bilahko financiral alisofinanciral projekt, ki gaje zasnoval drugi donator;
Wherever possible,jointinvestment pools managed by the recipient countries should be considered, although tight monitoring of the procurement process bythe beneficiary organisations willstill be necessary.
(d) bi donatorji ponovno razmislili o procesu javnih naročil zaopremo.Kadarkolije mogoče,bibilotrebaupošteva-ti možnostvečdonatorskih naložbenihskladov,čeprav bo še vedno treba natančno spremljati proces javnih naročil organizacij upravičenk.
Thesustainability of projects wouldimproveif:
Trajnost projektov biseizboljšala, če:
(a)beneficiaryinvolvement wereincreased,e.g.inthe public procurement process;
(a)bi se povečala udeležba upravičencev, npr. v procesujavnih naročil;
(b)no projects werelaunched without a maintenance plan;
(b)se noben projekt ne bi začel brez načrta za vzdrževanje;
(c)the Commission monitored more closely the distribution and evaluatedthe use of EU-funded equipmentandinfrastruc-ture andtook corrective action when necessary;
(c)bi Komisija podrobneje spremljala razdelitev in vrednotila uporabo opremeininfrastrukture, kijufinancira EU,ter po potrebisprejemala popravne ukrepe;
(d)the Commission usedimpactindicatorsto measureresults;
(d)bi Komisija uporabljala kazalnike učinka za merjenje rezultatov;
(e)the delivery of technical assistance was adequately complemented by active encouragementforinstitutional change.
(e)bi zagotovljeno tehnično pomoč ustrezno dopolnjevala de-javnaspodbuda zainstitucionalnespremembe.
The regional aspect would be enhanced if infrastructure interventionsintheintegrated border management area were designed andimplementedin a way that wouldfoster regional cooperation.
Regionalni vidik bi bil okrepljen, če bi se infrastrukturni posegi na področjuintegriranega upravljanja mej zasnovaliin uprav-ljalitako, da bi to spodbujalo regionalno sodelovanje.
For example, joint border crossing points, financed fromtheregional allocation,should be given priority.
Prednost bi bilo na primertreba datiskupnim mejnim prehodom, financiranimiz dodelitvesredstev zaregijo.
Thisreport was adopted bythe Court of Auditorsin Luxembourg atits meeting of 15 and 16July 2009.
To poročilo je sprejelo Računsko sodišče v Luxembourgu na svojem zasedanju dne 15.in 16.julija 2009.
CARDSJUSTICE AND HOME AFFAIRS PROJECTS AUDITED AND AN ASSESSMENT OF THEIR EFFECTIVENESS
REVIDIRANI PROJEKTI CARDS S PODROČJA PRAVOSODJA IN NOTRANJIH ZADEV TER OCENA NJIHOVE USPEŠNOSTI
Oce equipment for police stations
Pisarniška oprema za policijske postaje
Appeal courts in Korça and Vlora
Prizivni sodišči v krajih Korça in Vlorë
Border control and green border management
Nadzor mej in upravljanje zelene meje
Supervision and construction of Kamensko BCP
Nadzor in gradnja mejnega prehoda Kamensko
Construction of Gorica BCP
Gradnja mejnega prehoda Gorica
Equipment for police forces
Oprema za policijo
Supervision and construction of the border police HQ of BiH
Nadzor in gradnja sedeža mejne policije v BiH
Provision of IT telecommunication system
Zagotovitev informacijsko tehnološkega telekomunikacijskega sistema
Provision of vehicles for border police
Zagotovitev vozil mejni policiji
Construction of reception centre for asylum seekers
Gradnja sprejemnega centra za prosilce za azil
IT and special equipment for the border police
Informacijsko tehnološka in posebna oprema za mejno policijo
Construction and supervision of border crossing Batrovci
Gradnja in nadzor mejnega prehoda Batrovci
Renovation and maintenance of the main courtroom in Belgrade
Prenova in vzdrževanje glavne sodne dvorane v Beogradu
Supplies to border police
Dobava mejni policiji
2003 Subtotal
2003 Skupaj
OUTPUT COMPLETED
DOSEŽENI IZLOŽKI
ACHIEVED
DOSEŽENI
MANAGED BY
UPRAVLJA
Yes/Partial/No
Da / Deloma / Ne
Satisfactory (S), Partly satisfactory (PS), Unsatisfactory (US)
Zadovoljivo (Z), Delno zadovoljivo (DZ), Nezadovoljivo (NZ)
Satisfactory/ Unsatisfactory/ N/A
Zadovoljiva/ Nezadovoljiva/ N/A
Unsatisfactory
Nezadovoljiva
Partial
Deloma
Satisfactory
Zadovoljiva
Institution building
Vzpostavljanje institucij
National strategy of migration
Nacionalna strategija za migracije
Pre-screening of asylum seekers and migrants
Predhodni pregled prosilcev za azil in migrantov
PAMECA II – police mission
Pameca II - policijska misija
Support of the high judicial and prosecutorial council
Podpora visokemu sodnemu in tožilskemu svetu
Training institute for judiciary
Inštitut za pravosodno usposabljanje
Support to the national police reform strategy
Podpora strategiji reforme nacionalne policije
Capacity building of Ministry of Justice
Izgradnja zmogljivosti ministrstva za pravosodje
Establishment of EU-compatible framework in asylum, migration and visa matters
Vzpostavljanje okvira za zadeve, povezane z azilom, migracijami in vizumi, ki je skladen z EU
Establishment of an independent, reliable and functioning judiciary and enhancing the judicial cooperation
Vzpostavitev neodvisnega, zanesljivega in delujočega sodstva ter krepitev sodelovanja na področju sodstva
Subtotal
Skupaj
Investment and Institution building
Naložbe in vzpostavljanje institucij
Audit criteria for relevance:The project objectives were in line with JHA priotities for the country.Audit criteria for needs assessment:The projects were justied and alternative approaches had been considered.Audit criteria for outputs:The completed activities had delivered the outputs as planned.Audit criteria for results achieved:The EU-funded assistance was used eectively.Audit criteria for sustainability:The results of the projects were financially and operationalily sustainable.
Revizijska merila za oceno potreb: projekti so bili upravičeni in alternativni pristopi preučeni. Revizijska merila za izložke: končane dejavnosti so proizvedle načrtovane izložke.Revizijska merila za dosežene rezultate: pomoč, ki jo financira EU, se je uspešno uporabljala.Revizijska merila za trajnost: rezultati projektov so bili finančno in operativno trajnostni.
N/A: Not applicable.
N/A: se ne uporablja
AUDIT METHODOLOGY AND SAMPLE
REVIZIJSKA METODOLOGIJAIN VZOREC
The EAR closed down at the end of 2008.
EAR je na koncu leta 2008 nehala delovati. Imela je operativne centre v Nekdanji jugoslovanski republiki Makedoniji, Črni gori in Srbiji.
The EC Delegations are implementing programmes in Albania and Bosnia and Herzegovina.
Delegacije Evropske komisije izvajajo programe v Albaniji ter Bosni in Hercegovini.
The EAR also had an operational centre in Kosovo and there is a Delegation in Croatia but these were not audited.
EAR je imela operativni center tudi na Kosovu in Komisija ima delegacijo na Hrvaškem, vendar ta nista bila revidirana.
The audit workincluded areview of strategy and planning documents, e.g.countrystrategy papers, multiannualindicative programmes and European partnership documents, as well as moni-toringandevaluationreports.
Revizijsko deloje zajemalo pregled strateških dokumentovin dokumentov načrtovanja, npr.strateških dokumentov držav, večle-tnihindikativnih programov, dokumentov evropskega partnerstva ter poročil ospremljanjuinvrednotenju.
Asample of 30 projects overthe 2001–05 annual programmes was auditedinthefollowing countries of the western Balkans: Albania, Bosnia and Herzegovina, the former Yugoslav Republic of Macedonia, Montenegro and Serbia.
Vzorecs 30 projektiiz letnih programov 2001–2005je bil revidiran v naslednjih državah Zahodnega Balkana: Albanija,Bosnain Hercegovina, Nekdanja jugoslovanska republika Makedonija, Črna gorain Srbija.
The projects were managedeither by the European Agencyfor Reconstruction or by the European Commission's Delegations1. Three additional regional-level projects were audited which were managed by DG Enlargement(DG ELARG)in Brussels.
Projekte je upravljala Evropska agencija za obnovo ali delegacije Evropske komisije1.Revidiraniso bilitrije dodatni projekti naregionalni ravni, kijihje upravljal Generalni direktorat za širitev(GD ELARG) v Bruslju.
Altogether contracts of around 81 million euro, covering 17 % of the CARDS 2001–06 JHA commitments, were audited. The projects wereselectedinthelight of the following criteria: (i) financial importance,(ii) coverage of all sub-sectors of JHA and(iii) coverage of all types of contracts,i.e. grant, service, supply and works.
Skupno so bile revidirane pogodbe v vrednosti približno 81 milijonov EUR, kar zajema 17 % obveznosti CARDS iz obdobja 2001–2006 za pravosodjein notranjezadeve.Projektiso biliizbrani glede na naslednja merila:(i)finančna pomembnost,(ii) pokritost vseh podsektorjev pravosodjain notranjih zadev ter (iii) pokritost vseh vrst pogodb,tj. pogodb o donacijahterjavnih naročilstoritev, blagain gradenj.
In order to allow meaningful observations on outputs, results and the sustainability of the projects, 29 of 30 national projects were visited onthespot.
Da bi bilo mogoče podatikoristna opažanja o izložkih,rezultatihintrajnosti projektov,je bilo na krajusamem obiskanih 29 od 30 nacionalnih projektov.
TABLE 1: ELIGIBLE NUMBER OF PROJECTS PER COUNTRYIN APRIL 2007
TABELA 1: ŠTEVILO UPRAVIČENIH PROJEKTOV PO DRŽAVAH APRILA 2007
Total Audited Coverage
Skupaj Revidirano Pokritost
Number of projects213012614833340 %
Število projektov213012614833340 %
The auditfocused on projectsthat were mature but nottoo old, thuslimitingtheaudittothose projectsthatstarted not earlier than 48 months ago and notlaterthan 18 months ago whenthe auditstarted.
Revizi ja je bila osredotočena na zrele, vendar ne prestare projekte, zaradi česar je bila omejena na projekte, ki so se začeli največ 48 mesecevin najmanj 18 mesecev pred začetkom revizije.
With these criteria the contracted amount in the auditedcountries was 137 millioneuro,andtheauditcoverage was59 % ofthecontractedamount.Exceptin onecase(Gorica border crossing point projectin Bosnia and Herzegovina) that was never started, other projects were completed ones.
Priteh merilihje znesek, za kateregaso bilesklenjene pogodbe, v revidiranih državah znašal 137 milijonov EUR, revizijska pokritost paje zajela 59 % zneska, za kateregaso bilesklenjene pogodbe.
There was thus sufficient material toidentify and analyse the main effectiveness problems.
Razen v primeru enega projekta(projekt mejnega prehoda Gorica v Bosniin Hercegovini),kise ni nikolizačel,so bilivsi projekti končani.
TOTAL GRANT ASSISTANCE DURING 200608, 4 240 MILLION EURO BY SOURCE
SKUPNA POMOČ V DONACIJAH V OBDOBJU 20062008, 4 240 MILIJONOV EUR PO VIRIH
Others24 %
Drugi24 %
EU Member States 20 %
Države članice EU 20 %
Source: European Commission/World Bank Joint Oce for South Eastern Europe.
Vir: Evropska komisija/Skupni urad Svetovne banke za Jugovzhodno Evropo.
THE WESTERN BALKANS
ZAHODNI BALKAN
The Corruption Perception Index (CPI) is calculated for 180 countries, with the ranking of 1 for the country that is perceived as the least corrupt and 180 for the country that is perceived as the most corrupt country.
Indeks zaznavanja korupcije (IZK) se izračunava za 180 držav. Na 1. mestu je država, kjer je po zaznavanju najmanj korupcije, na 180. pa država, kjer je korupcije po zaznavanju največ.
The CPI score ranges from 0 to 10 and expresses the level of perceived corruption, i.e. the lower the score the higher the level of perceived corruption.
Točk IZK je mogoče prejeti od 0 do 10 in izražajo stopnjo zaznane korupcije. Čim manj je točk, tem višja je stopnja zaznane korupcije.
THE COMMISSION'S MANAGEMENT STRUCTURE IN THE WESTERN BALKANS
UPRAVLJAVSKA STRUKTURA KOMISIJE NA ZAHODNEM BALKANU