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English to French: Higher Education and Economic Development in Africa Detailed field: Education / Pedagogy
Source text - English Education is widely accepted as a leading instrument for promoting economic growth. For Africa, where growth is essential if the continent is to climb out of poverty, education is particularly important. For two decades, African countries and their development partners have placed great emphasis on primary and, more recently, secondary education. But they have disregarded higher education as a means to improve economic growth and mitigate poverty. Part of the reason for the exclusion of higher education from the development agenda has been due to the shortage of empirical evidence that it affects economic growth and poverty reduction. But recent evidence suggests that higher education is both a result and a determinant of income, and can produce public and private benefits.
This publication analyzes the current relationship between higher education and economic growth in Sub-Saharan Africa. It reviews the body of worldwide research on this topic and uses it to construct an empirical model which is used to probe this relationship under African circumstances. The findings indicate that expanding tertiary education may promote faster technological catch-up and improve a country’s ability to maximize its economic output. This conclusion challenges the belief that higher education has little role in promoting economic growth and suggests that more investment in higher education may be justified.
Translation - French Il est généralement reconnu que l'enseignement est un instrument prépondérant pour promouvoir la croissance économique. Pour l'Afrique, où la croissance est essentielle pour sortir le continent de la pauvreté, l'enseignement est crucial. Pendant vingt ans, les pays africains et leurs partenaires pour le développement ont porté l'accent sur l'enseignement primaire et, plus récemment, l'enseignement secondaire. Toutefois, ils ont négligé l'enseignement supérieur comme moyen d'améliorer la croissance économique et d'atténuer la pauvreté. Une des raisons pour l'exclusion de l'enseignement supérieur du programme de développement a été le manque de preuves empiriques qu'il influe sur la croissance économique et la réduction de la pauvreté. Cependant, des preuves récentes indiquent que l'enseignement supérieur est à la fois un résultat et un déterminant de revenus, et peut entraîner des bénéfices publics et privés.
Cet ouvrage analyse les relations actuelles entre l'enseignement supérieur et la croissance économique en Afrique subsaharienne. Il fait le bilan de l'ensemble des recherches mondiales sur le sujet pour construire un modèle empirique utilisé pour sonder ces relations dans un contexte africain. Les résultats indiquent que l'expansion de l'enseignement supérieur pourrait promouvoir le rattrapage rapide dans le domaine technologique et améliorer la capacité d'un pays à maximiser son rendement économique. Cette conclusion remet en question l'idée répandue que l'enseignement supérieur joue un rôle restreint dans le développement de la croissance économique et suggère qu'un investissement plus important dans l'enseignement supérieur pourrait être justifié.
English to French: Integrated Water Resources Management Detailed field: Environment & Ecology
Source text - English 1.1 Definition of IWRM
Throughout the world, Integrated Water Resources Management (IWRM) is being promoted to help better understand, protect and develop water resources in a coordinated fashion, thus contributing to sustainable development. The Global Water Partnership defines IWRM as:
“a process which promotes the coordinated development and management of water, land and related resources, in order to maximise the resultant economic and social welfare in an equitable manner without compromising the sustainability of vital eco-systems” .
As pressure on water resources increases globally due to population growth, pollution and possible impacts of climate change, IWRM is seen as a framework for thinking about a more sustainable approach to the management and use of water resources.
The consideration of different aspects of water resources management simultaneously characterises the Integration element of IWRM. From a Local Government perspective, integration can occur in different ways, such as:
• the integration of social, economic and ecological considerations into the Local Government mandates that are directly or indirectly related to water resources;
• the integration of activities by different Local Government departments to increase performance efficiency and effectiveness;
• the integration of the views of a wide range of local stakeholders to generate a broad basis of knowledge and resources, strengthen ownership and develop more appropriate interventions;
• the integration of different water uses within local boundaries with adjacent areas;
• the integration of local activities with those up and downstream; and
• the integration of future needs into current planning processes.
Such an integrated approach allows for a more informed decision-making process that considers the impacts of actions on other water users and ecosystems – and, vice versa, how other water users and ecosystem functions affect local water use.
Local Governments are well placed to take part in IWRM due to their proximity and understanding of the living conditions, economic situation, cultural traditions, social conflicts, etc., of the local population. An integrated approach requires a more detailed analysis of the short and long term social, environmental and financial consequences of taking alternative courses of action in many daily Local Government tasks – a pre-requisite for a better performance of regular mandates. The benefits resulting from such an integrated approach are addressed in more detail in Part I of this set of materials on ‘Local Government and Integrated Water Resources Management’.
Translation - French 1.2 Définition de la GIRE
Dans le monde entier, on tente de promouvoir la gestion intégrée des ressources en eau (GIRE) pour permettre de mieux comprendre, protéger et développer les ressources en eau de façon coordonnée pour contribuer au développement durable. Le partenariat mondial pour l'eau (Global Water Partnership) donne cette définition de la GIRE:
“un processus qui vise à promouvoir le développement et la gestion coordonnés des ressources en eau, terres, et autres, de manière à maximiser le bien-être économique et social de façon équitable, sans compromettre la durabilité des écosystèmes essentiels ” .
Tandis que les pressions sur les ressources en eau augmentent mondialement à la suite de l'accroissement de la population, la pollution, et les impacts attendus des changements climatiques, la GIRE est considérée comme un cadre permettant de réfléchir à une approche plus durable à la gestion et l'usage des ressources en eau.
Ce qui caractérise l'élément d'intégration de la GIRE est de prendre en considération plusieurs aspects différents de la gestion des ressources en eau simultanément. Du point de vue des gouvernements locaux, l'intégration peut prendre des formes différentes, telles que:
• l'intégration des considérations d'ordre social, économique et écologique dans les mandats des gouvernements locaux qui sont directement ou indirectement liés aux ressources en eau;
• l'intégration des activités des sections différentes des gouvernements locaux pour augmenter l'efficacité de la performance;
• l'intégration des points de vue d'une gamme étendue de parties prenantes au niveau local pour engendrer une large base de connaissances et de ressources, renforcer l'appropriation, et développer des interventions plus appropriées;
• l'intégration de différents usages de l'eau dans des limites locales avec des régions adjacentes;
• l'intégration des activités locales avec celles en amont et en aval; et
• l'intégration des besoins futurs dans les processus actuels de planification.
Une telle approche intégrée entraîne un processus de prise de décisions en pleine connaissance de cause qui considère les impacts des actions sur d'autres usagers de l'eau et écosystèmes -- et, inversement, comment les autres usagers de l'eau et les fonctions des écosystèmes affectent l'usage local de l'eau.
Les gouvernements locaux sont bien placés pour prendre part dans la GIRE grâce à leur proximité et compréhension des conditions de vie, situations économiques, traditions culturelles, conflits sociaux, etc. de la population locale. Une approche intégrée requiert une analyse plus détaillée des conséquences sociales, environnementales et financières, à court et à long terme, entraînées par certaines lignes de conduite plutôt que d'autres pour de nombreuses tâches journalières des gouvernements locaux; ceci est indispensable pour une meilleure performance des mandats réguliers. Les bénéfices résultant d'une telle approche intégrée sont détaillés dans la 1ère partie de cet ensemble de documents sur 'Les gouvernements locaux et la gestion intégrée des ressources en eau’.
English to French: extract from proposal Detailed field: Government / Politics
Source text - English The responsibilities of the three principal entities are summarized below. See Annexes 6 and 7 for further explanation:
• The Inter-ministerial Steering Committee (SC) is the decision making body for the Project. Its responsibilities include: (i) coordination of the Project activities with Government strategy, policy development, and relations with other development partners; (ii) review and approval of the Project’s Annual Action Plans; and (iii) monitoring Project implementation.
• The Project Management and Coordination Unit (PMCU) will be created under the SC to implement the Project. It will be responsible for all aspects of financial and technical management including: (i) preparing and costing detailed annual implementation plans based on the Action Plans approved by the SC; (ii) managing Project resources (including financial management, direct handling of procurement for smaller scale contracting, and managing the delegated procurement management – to BCECO – for the larger scale contracting), (iii) recruiting external auditors; (iv) monitoring implementation progress and impacts, (v) compiling activity, evaluation, financial and audit reports; (vi) coordinating with technical departments of the MEPSP, MESU, MAS, Ministry of Finance, Ministry of Budget, Civil Service Ministry; and (vii) ensuring coordination of Project activities with those of other international and domestic partners. The PMCU personnel to be recruited on a competitive basis comprise: a) a National Coordinator; b) an international accounting firm for financial control and internal audit of the Project; c) a team of nationals comprising a Chief Financial Officer (CFO) and an Accountant; d) an Operations Officer in charge of Procurement; e) an Operations Officer specialist in Monitoring and Evaluation; f) a specialist in Information Technology; and g) support staff. The external auditing function will be contracted out.
Translation - French The responsibilities of the three principal entities are summarized below. See Annexes 6 and 7 for further explanation:
• The Inter-ministerial Steering Committee (SC) is the decision making body for the Project. Its responsibilities include: (i) coordination of the Project activities with Government strategy, policy development, and relations with other development partners; (ii) review and approval of the Project’s Annual Action Plans; and (iii) monitoring Project implementation.
• The Project Management and Coordination Unit (PMCU) will be created under the SC to implement the Project. It will be responsible for all aspects of financial and technical management including: (i) preparing and costing detailed annual implementation plans based on the Action Plans approved by the SC; (ii) managing Project resources (including financial management, direct handling of procurement for smaller scale contracting, and managing the delegated procurement management – to BCECO – for the larger scale contracting), (iii) recruiting external auditors; (iv) monitoring implementation progress and impacts, (v) compiling activity, evaluation, financial and audit reports; (vi) coordinating with technical departments of the MEPSP, MESU, MAS, Ministry of Finance, Ministry of Budget, Civil Service Ministry; and (vii) ensuring coordination of Project activities with those of other international and domestic partners. The PMCU personnel to be recruited on a competitive basis comprise: a) a National Coordinator; b) an international accounting firm for financial control and internal audit of the Project; c) a team of nationals comprising a Chief Financial Officer (CFO) and an Accountant; d) an Operations Officer in charge of Procurement; e) an Operations Officer specialist in Monitoring and Evaluation; f) a specialist in Information Technology; and g) support staff. The external auditing function will be contracted out.
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Translation education
PhD - University of South Africa
Experience
Years of experience: 21. Registered at ProZ.com: Feb 2011.
At the end of 2002, I ended a 25-year academic career in South Africa, teaching French then English and linguistics at the University of South Africa (Pretoria) and the University of Natal (Pietermaritzburg and Durban).
I decided to move into translation/editing to continue doing what I loved best, thinking about and playing with language and languages, using the accumulated experience of a lifetime of studying and teaching languages and linguistics in both French- and English-speaking contexts. My translating and editing experience was thus moulded by the context of Sub-Saharan Africa and my own personal interests and background: I specialized in the education, environmental, and political domains, particularly regarding Southern Africa. I also used my experience of marking student essays and supervising theses to edit other people’s translations, while continuing to edit (this time for a fee!) academic articles and dissertations.
I came back to France in 2008 and soon resumed my translating and editing activities. While I continue to work in the domain of education in Africa and environmental issues generally, I welcome the opportunity of moving into more European-oriented or global fields.
Keywords: French, education, politics, environment, business
Expertise