Examples of using Programme managers should in English and their translations into Russian
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Official
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Colloquial
Programme managers should proceed on the basis of mandated programmes. .
There were no specific guidelines on how programme managers should shortlist, evaluate and select candidates.
Programme managers should be held fully accountable for exercising them properly(para. 37) SP-01-001-08.
When requests for written reports were made, programme managers should indicate whether it was possible to meet the deadlines in force.
Programme managers should ensure that their responses are concise and directed at the issues in the report.
OHRM states that guidelines have been issued on how programme managers should conduct the reviews of candidates, and that they will be updated.
Programme managers should show flexibility and initiative in implementing innovative and efficient working methods.
The guidelines should be circulated in a bulletin oradministrative instruction, and programme managers should be held personally accountable for the proper implementation of the guidelines in accordance with the principles of resolution 51/243.
Programme managers should be equipped with effective information tools and support systems to track and analyse results.
The Group of 77 endorsed the recommendations in the CPC report(A/63/16),particularly the overarching recommendation that programme managers should further improve the formulation of expected accomplishments to better reflect all intergovernmental mandates.
Programme managers should take advantage of the recommendations which were aimed at enhancing the operational efficiency of the Organization.
With regard to the report of OIOS on Strengthening the role of evaluation findings in programme design, delivery andpolicy directives(A/59/79), it echoed the recommendation of OIOS that programme managers should pay more attention to the planning of monitoring and evaluation activities.
In particular, all programme managers should spare no effort in addressing the identified shortcomings.
For example, the Committee for Programme and Coordination should focus on addressing questions of relevance, usefulness, efficiency and effectiveness of the work carried out; specialized intergovernmental bodies should review monitoring and evaluation reports; the Office should strengthen central monitoring and evaluation systems andresults-based management systems; and programme managers should pay greater attention to self-evaluation of their activities;
Programme managers should be held accountable for implementation of the Board's recommendations, and failure to comply should result in sanctions.
Heads of departments and offices and programme managers should be held strictly accountable for complying with the rules and procedures of the new staffing system.
Programme managers should be able to accept criticisms and be ready to apply accountability criteria when addressing certain problems.
Policymakers and programme managers should leverage new opportunities offered by larger scale efforts in other sectors, especially education, health and poverty reduction.
Programme managers should be equipped with cost-effective, userfriendly, efficient information tools and support systems to track and analyse results.
However, programme managers should also keep in mind that changes in established social and gender norms can risk increasing the incidence of some forms of GBV.
Programme managers should discontinue activities of marginal utility, and Member States could set time limits for initiatives requiring resources.
In future, programme managers should play a more active role in the preparation of the plan outline and the Executive Office of the Secretary-General should oversee the drafting process.
Programme managers should have clear job descriptions and effective systems of accountability should be established to ensure the proper exercise of delegated authority.
Budget and programme managers should improve their cooperation with each other and prepare practical"expected accomplishments" and"indicators of achievements.
Programme managers should therefore be able to see the value of the results approach, the essence of which was ongoing self-evaluation accompanied by constant feedback from Member States.
All programme managers should ensure that evaluation plans at the programme and subprogramme levels are developed, setting out the evaluation activities to be performed, by whom, by when and with what resources.
Programme managers should continue to have the opportunity to move staff laterally within their departments, in line with the needs of the work and the career development needs of individual staff members.
Secondly, programme managers should remain focused on the efficient delivery of substantive programmes, rather than being distracted by negotiations on support services such as travel arrangements.
Programme managers should ensure that efficiency gains are quantified during budget implementation so that they can be reflected in the relevant performance reports and subsequently redeployed see annex.
Programme managers should request rosters of qualified women as part of every personnel search, which could be extended to member States, other intergovernmental organizations, women's groups of all kinds and professional associations.