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Accountability
Одно из самых сложных для перевода слов. Оно почти всегда ставит в сложное
положение даже опытных переводчиков. Смысловое поле очень широкое,
вариантов перевода множество, особенно дискурсивных. И большая
обусловленность контекстом, причём не предметным, а достаточно отвлечённым.
Короче лёгких решений нет. Дополнительная сложность в его переплетённости с
другими не менее сложными словами, неожиданные переходы от собирательных
к очень конкретным значениям в плоскостях от нравственного до
административного. Переплетёность и пересечённость смыслового поля
настолько велика, что я счёл за лучшее разбирать его перевод в крупных текстах,
по соседству с его «друзьями». И наверное это правильно. Прорабатывается
целый пласт административной лексики, лексики на мой взгляд недостаточно
проработанной в практике перевода.
Основные смысловые вектора:
1. производственные отношения с их составляющими:
Производственная дисциплина
Служебные/должностные обязанности
Подчинённость-подотчётность
Подведомственность
2. нравственность. Здесь много наложений с integrity, и соответственно часто
в противоположении corruption
гласность-прозрачность
добросовестность, ответственность как добросовестное отношение к делу,
ответственное отношение к делу
3. ответственность как объём полномочий и обязанностей
4. быть в ответе. Как Президент в ответе перед народом, избирателями
5.
организация,
строительство
организационное
оформление,
институциональное
6. контроль, подконтрольность
7. гласность, открытость
8. администрирование (налогов…)
9. очень важное поле значений «организационное или структурное
оформление», «исполнительный орган». Например каждая инициатива
нуждается в организационном оформлении, исполнительной структуре. Every
initiative requires an accountability framework. То что у нас называется
«ответственные лица, сроки»
ACCOUNTABILITY
отношения
IN
THE
UN
SECRETARIAT
Производственные
Accountability is the obligation подразумевает of the Secretariat and its staff
members to be answerable for all decisions made and actions taken by them, and to be
responsible for honouring their commitments, without qualification or
exception.безоговорочная,
беусловно
исполнительская
дисциплину
в
Секретараате.
Accountability includes в т.ч.
_ achieving objectives and high-quality results in a timely and cost-effective
manner,выполнение поставленных задач
_ in fully implementing and delivering on all mandates исполнение всех заданий
вменённых Секретариату to the Secretariat approved by the United Nations
intergovernmental bodies and other subsidiary organs established by them in
compliance with all resolutions, regulations, rules and ethical standards;
_ truthful, objective, accurate and timely reporting on performance results;
_ responsible stewardship рачительное, ответ-е отношение к of funds and
resources;
_ all aspects of performance производста, including a clearly defined system of
rewards and sanctions взысканий; and with due recognition to the important role
задач of the oversight bodies and in full compliance with accepted recommendations.
A/RES/64/259
Прочтение первого погона не оставляет никаких иных вариантов кроме
«производственной или служебной или рабочей дисциплины. Поскольку решение
неожиданное, оно не приходило в голову. Дескать, неужели в ООНе может
стоять вопрос о производственной дисциплине. Может , и ещё как!
Introduction
Rooted in the Charter of the United Nations, accountability is a сквозная задача
standing priority of the Organization. Over time, a complex accountability system has
evolved, развилось в систему/сложилась развитая система производственных
отношений comprising governance instruments, internal systems функционирование
внутренних подразделений and controls служб, ethical standards as well as oversight
mechanisms, that cover all aspects of accountability, всё перечисленное
распространяется на весь комплекс произв. Отношений ranging from mandated
objectives начиная с постановки задач и вплоть до их исполнения. to the delivery
of results. (See A/64/640, Annex 1 for “Components of the accountability system in the
United Nations Secretariat”).
Recent milestones
Institutionally, С т.з. оргстроительства 2005 and 2006 marked a watershed
переломный, прорывный period for the Organization that saw the introduction of
several new mechanisms and policies установки aimed at closing accountability gaps
подтягивание произв дисциплины. На орг и личном уровне and at
strengthening both organizational and personal accountability. Key initiatives include
_ Establishment of the UN Ethics Office;
_ Establishment of the Management Performance Board; служебная деятельность
руководителей
_ Introduction of the Senior Managers’ Compacts; Личный комплексный план
_ Promulgation of a whistleblower protection policy; изобличитель, осведомитель,
жалобы.
_ Introduction of the Financial Disclosure Program;
_ Launch of the Integrity Awareness Initiative; Инициатива укрепления служебной
этики.
_ Strengthening of the independent oversight bodies.
Integral part of the UN culture Требовательность как составляющая п/о.
Mainstreaming the culture of accountability in the day-to-day operations практика
п/о of the United Nations is a priority была притритетной задачей лежащей в
основе that has been driving initiatives over the last few years.
_ In 2007, the rigorous implementation of the financial disclosure program commenced
that seeks to ensure that potential conflicts of interest противопоказаний that may
arise from staff members’ личных обстоятельств как то private holdings,
affiliations, or activities род занятий can be identified and addressed appropriately
принять необходимые меры. Currently, compliance with the program stands at
99.61% for the 2009 cycle, when a total of 3,618 staff members were required to file.
_ As of 2008, Senior Managers’ Compacts are being published on the organizational
intranet for added transparency. In another first, ещё одной из первых инициатив
было in 2010 Heads of Peacekeeping and Special Political Missions signed Compacts as
well. The compacts, annual agreements between the Secretary-General and his seniormost officials (старшие должностные лица) СДЛ, set specific programmatic
objectives and managerial targets for a given year and outline clear roles and
responsibilities at the highest levels. At the end of each review period, отчётный
период the Management Performance Board Аттестационная комиссия assesses
the performance проводит аттестацию of each senior manager and requests an
action plan to remedy identified weaknesses, as necessary.
_ In 2009, a new Internal Justice System was introduced to professionalize internal
служебных споров dispute resolution at the United Nations Secretariat. Служебного
обжалования расследования.
_ In 2009, “Guidelines положение об отношениях с частным сектором on the
cooperation between the United Nations and the Business Sector” were issued to ensure
the integrity and independence of the Organization while fostering new partnerships.
_ In 2010, a policy on the “Reporting, Retaining and Disposing of Honours,
Decorations, Favours, Gifts or Remuneration” was introduced.Положение о
декларировании вознагр, наград и почестей.
_ In 2010, the Award Review Board присуждение контрактов and the Senior Vendor
Review Committee were formed to strengthen internal control, transparency,
accountability and risk
пресечение злоупотребления mitigation in the UN
procurement process.
_ In 2011, an internal website, “Accountability A to Z” was launched on the intranet
(iSeek) to strengthen the culture требовательность в системе п/о в Сек-те ,
исполнительская дисциплина of accountability in the Secretariat. The site provides
staff with practical guidance and a library of relevant administrative documents.
_ Over the last few years, a framework was established to address misconduct борьба со
злоупотреблениями в системе миротворчества in peace-keeping missions
(including the deployment of Conduct and Discipline Teams дисциплинарные отделы
in most missions and the maintenance of an oversight and advisory capacity at
Headquarters).
Ongoing commitment непреходящий принцип
By its very nature суть, accountability has to be a work in progress as expectations and
demands on the system continue to evolve. Ongoing initiatives include the
_ Comprehensive review of delegation of authority;
_ Strengthening/establishment of capacity relating to Results-Based Management and
Enterprise Risk Management управление производственными рисками;
_ Review анализ of the performance assessment system as part of the larger Human
Resources Reform;
The Secretary-General and all United Nations staff remain committed to fulfil their
responsibilities in an accountable and transparent manner. The latest report “Progress
towards На пути к новой системе п/о an accountability system in the United Nations
Secretariat” (A/66/692) by the Secretary-General was issued in February 2012.
Теперь текст резолюции ООН на эту тему.
United Nations A/RES/66/257
General Assembly Distr.: General
12 April 2012
Sixty-sixth session
Resolution adopted by the General Assembly
[on the report of the Fifth Committee (A/66/638/Add.1)]
66/257. Progress towards an accountability system
in the United Nations Secretariat
The General Assembly,
Reaffirming its commitment установку на to strengthening accountability in the
United Nations Secretariat and the accountability of the Secretary-General for the
performance of the Secretariat to all Member States,
Stressing that accountability is a central pillar of effective and efficient
management that requires attention and strong commitment at the highest level of the
Secretariat,
Recognizing and reaffirming the important role of the oversight bodies in the
development of an accountability system that is relevant to the United Nations,
заточенный под нужды организации
Acknowledging that the development of an accountability system in the United Nations
Secretariat is a complex process,
Having considered the report of the Secretary-General on progress towards an
accountability system in the United Nations Secretariat1 and the related report of the
Advisory Committee on Administrative and Budgetary Questions,
Having also considered the reports of the Joint Inspection Unit entitled
“Accountability frameworks in the United Nations system”, “Transparency in the
selection and appointment of senior managers in the United Nations Secretariat” and
“Review of enterprise risk management in the United Nations system: benchmarking
framework контрольные параметры”, as well as the notes by the Secretary-General
transmitting his comments and those of the United Nations System Chief Executives
Board for Coordination,
1. Takes note of the report of the Secretary-General;
2. Endorses the conclusions and recommendations contained in the report
of the Advisory Committee on Administrative and Budgetary Questions;
3. Stresses the importance of promoting a culture of accountability, results-based
management, enterprise risk management and internal controls at all levels in the
Secretariat through the continued leadership and commitment of senior managers, and
reiterates its request that the Secretary-General take appropriate measures to that end,
including, inter alia, the training of relevant staff;
4. Recalls paragraph 5 of the report of the Advisory Committee on
Administrative and Budgetary Questions, and requests the Secretary-General to provide
more details on accountability measures and their application, which are necessary
for reporting purposes and for the day-to-day management of the implementation of the
accountability framework, including monitoring progress, evaluating results and taking
corrective action, as required;
5. Also recalls paragraph 6 of the report of the Advisory Committee on
Administrative and Budgetary Questions, and requests the Secretary-General to
improve the content of future progress reports on the implementation of the
accountability framework by providing more complete and transparent information
that would enable a clear understanding of the principles and mechanisms of the
accountability measures implemented or envisaged, текущие или
планируемые, including an analysis of the impact of their application on strengthening
accountability, with key performance indicators and supporting statistical information
to substantiate results;
6. Requests the Secretary-General to develop, as a priority, a clearly defined
and well-documented plan that includes clear objectives, responsibilities and a timeline
for accomplishing the specific actions he is undertaking to strengthen accountability in
response to the present resolution and resolution 64/259;
7. Recalls paragraph 11 of the report of the Advisory Committee on
Administrative and Budgetary Questions, and requests the Secretary-General to submit,
for its consideration, an annual report on progress made towards the implementation of
the accountability framework; я бы здесь осмелился сказать «регламентация
производственных отношений)
Definition of accountability and roles and responsibilities
9. Requests the Secretary-General to continue to draw on lessons learned,
experience and expertise from the United Nations programs and funds and other United
Nations entities when further developing the accountability system of the United
Nations Secretariat;
Promoting a culture of accountability
10. Acknowledges that strengthening accountability remains a work in
progress, производственные отношения находятся в постоянном развитии that
some elements of the accountability framework have been established and that much
work needs to be done in order to build an effective system of accountability in the
United Nations and to improve the management of its operations;
11. Welcomes the report of the Joint Inspection Unit entitled “Accountability
frameworks in the United Nations system”;
Personal and institutional accountability
15. Emphasizes the importance of establishing and fully implementing real,
effective and efficient mechanisms that foster institutional and personal
accountability at all levels;
16. Notes with concern that there is little evidence that senior managers’
compacts have had any real impact on enhancing accountability, and requests the
Secretary-General, in this regard, to pursue concrete measures to ensure that the
compact system becomes a powerful instrument of the accountability system;
17. Encourages the Secretary-General to pursue his efforts to improve the
content and assessment methods of the compact system by establishing connections
between individual workplans, departmental workplans, budget fascicles and senior
managers’ compacts, as well as by including in the senior managers’ compacts the final
assessment of their performance;
18. Recalls paragraph 30 of the report of the Advisory Committee on
Administrative and Budgetary Questions on the mismanagement of the Umoja project,
and requests the Secretary-General to fully implement the governance structure of the
project, as mandated by the General Assembly in its resolution 66/246 of 24 December
2011, as a matter of priority;
19. Requests the Secretary-General to further develop and take appropriate
measures to hold staff accountable for mismanagement and wrongful or improper
decisions and to strengthen efforts to increase recovery actions against those convicted
of fraud in the Organization;
Performance reporting, implementation of the results-based management
framework and results-based management information system
27. Stresses that results-based management and performance reporting are
essential pillars of a comprehensive accountability framework,
28. Requests the Secretary-General to promote a culture of self-evaluation
throughout the Organization, to mainstream the use of relevant monitoring and
evaluation tools in program planning and implementation;
29. Also requests the Secretary-General to continue to take appropriate
measures to accelerate the implementation of results-based management and to
include, inter alia, in his next report concrete measures on how the Organization will
shift the focus of its accountability from the delivery of outputs to the delivery of results;
II
Change management initiatives
Reaffirming its determination to strengthen further the role, capacity, effectiveness and
efficiency of the United Nations, and thus improve its performance, in order to realize
the full potential of the Organization, in accordance with the purposes and principles of
the Charter of the United Nations, and to respond more effectively to the needs of
Member States and existing and new global challenges facing the United Nations in the
twenty-first century,
Stressing the intergovernmental, multilateral and international character of the United
Nations
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