المدرسة الافتراضية للترجمة وفنون اللغة العربية (جيمارا)

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Problems in translating international organisation documents

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  • Webinar Problems in translating international organisation documents

    On Saturday, December 18th, 2020, I am presenting a practical lesson that shows some problems and solutions in relation to international organisation documents from English into Arabic.
    The meeting is through Zoom at 9:00 PM AMMAN TIME.

    This sort of documents is profitable for translators as it constitutes the majority of work that an Arabic translator typically receives. Prices per page range from US$10 to US$20 depending mainly on the skills and competence of the translator. Surprisingly, this field is not well addressed and is an area that translators are most weak at.

    The meeting will be held in zoom for two hours. We will look into a passage and translate it into Arabic, then highlight the enormous challenges such documents present.

    The webinar is open for registration to the members of this forum for a price of US$13.00 payable through PayPal (myarabictranslation@gmail.com) or through Zain Cash in Jordan: 0796949599.

    Price for non-members: US$19.00.
    Indicate your payment of the fees in a comment to this thread.

    The ZOOM link is https://us02web.zoom.us/j/85231160188
    Last edited by Mohammed; 12-19-2020, 04:51 PM. Reason: We changed the time.

  • #2
    Hello!
    I am interested. I paid the fees through Paypal.

    Comment


  • #3
    Ahmed Magraalneel
    These are the passages that we will discuss tomorrow:

    Passage 1:
    For more than two decades microcredit programs have been operated by Government and NGOs. Initially the main objective of this program was to enhance the rural family’s income generation. Later on it focused on the female members of rural and urban families and helping them to contribute to the socio- economic developments which were primarily home based.

    Research shows that the sponsored micro credit programmes have created significant positive differences in the socio economic lives of the rural women. Microcredit in Bangladesh helps the women, both rural and urban, to be involved in economic activities that helps income generation and creates a huge opportunity for them to be more independent and self-sufficient. However, it is also unclear as to whether they are becoming entrepreneurial through access to the credit or not.

    It was claimed by the micro credit borrowers that the most important impact of micro credit programs is the sustainable development of the socio economic lives of rural women. However, the reality is that the developments are hardly prolonged. Research and observation show that the women are unstable and not self-reliant, even though they have been involved in micro credit programs for a long period of time, up to10 to 15 years. This indicates that the credit programs are making the women more dependent on the credit provider rather than making them independent. It is not making them self-reliant and self-sufficient. Therefore, concerns have been raised by researchers about the sustainability of socio-economic development of the women through microcredit programmes. These concerns are relevant to the development of rural women entrepreneurship in Bangladesh. For the development of women entrepreneurs in Bangladesh, stimulatory support is essential so that they can find their capabilities and become aware of their identity and ability.

    Expert opinion shows that the development of the capabilities of borrowers can help to develop the entrepreneur. To develop entrepreneurship in a developing country like Bangladesh, three main activities could be performed such as, stimulatory activities, support activities, and sustaining activities. These activities are partially performed by the micro credit providers in Bangladesh.

    Passage 2:

    Acronyms:
    GEF –
    Global Environment Facility
    GSP – Global Support Programme
    NCSA- National Capacity Self Assessment
    UNDP – United Nations Development Programme


    The development of the Thematic Assessment and the Cross-Cutting Assessment that followed proved major challenges for the project and led to it falling much further behind schedule. The Thematic Assessment was scheduled for completion in the fourth quarter (Q4) of 2005 (Project Document) and was finalised in September 2007 though final editing and printing were not completed until Q1 2008.

    A key problem was the different guidance received from the programme regionally and globally on the approach to adopt. Quarterly reports initially refer to delays in receiving Thematic Assessment Guidelines from UNDP or the Pacific Regional Support Mechanism . Then the advice from the UNDP Multi-Country Office in Samoa, based on the project document and previous correspondences with UNDP GEF during PDF A formulation, was that the NCSA should be based closely on the conventions and the country’s obligations. This was the approach initially taken in the Cook Islands from the Stocktake analysis onwards. This resulted in a long list of gaps and capacity needs.

    It was only during the first NCSA Regional Workshop in Samoa in May 2006 that UNDP GEF Global Support Programme (GSP) Manager, Peter Hunnam suggested that this approach might not work. As he said, the conventions provide rather superficial guidance on capacity building – e.g. the Convention on Biological Diversity refers to the need for a national strategy, to be able to write a national report, etc. Whereas the key question for a country is how it is going to run an effective programme to conserve biodiversity or address climate change and what capacity it needs to be able to do this? While the differences between his advice and that from the UNDP MCO were largely ones of emphasis, they were significant and caused some dismay and required the Cook Islands team to do a lot of re-working. The team had however already started to look at the issue from the country viewpoint, recording what was happening on the ground and matching this to conventions, so they were ready to adopt this changed approach.

    ​​​​​​​Around this same time the project’s local consultant resigned after obtaining an appointment within the Office of the Prime Minister. The consultancy was readvertised but all quotes received were above the budget available so the National Environment Service team decide to take on the re-write themselves forming a ‘Synergy Working Group’. It proved a lot of work beyond the members’ own programmes so they often worked in the evenings and weekends. They tried a variety of approaches including retreats, brainstorming sessions with key staff and thematic working groups. Eventually, with the Director’s approval, all the staff involved were assigned hours to work on the task within the agency’s business plan so it could be completed in normal hours. While completing this work internally proved very challenging and led to significant further delays, it did lead to building capacity and understanding within the team and assisted with report writing and analytical skills.

    Comment


    • #4
      Noted! Thank you!

      Comment


      • Mohammed
        Mohammed commented
        Editing a comment
        Some trainees are asking for a change in time. Is it fine if we start at 9:00 PM Amman time?

      • Ahmed Magraalneel
        Ahmed Magraalneel commented
        Editing a comment
        Yes, it's ok.

      • Mohammed
        Mohammed commented
        Editing a comment
        Thank you so much.

    • #5
      We are now in zoom. Ahmed: Are you joining us?

      Comment


      • #6
        Discussions on the file.
        Attached Files

        Comment

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