Managing multi-language editions

Reports that need to come out simultaneously in multiple languages are difficult to manage, especially if you're a technical expert with little experience of publishing. Here are 12 guidelines that, if followed, will make your publication process go more smoothly:

1. Allocate adequate human resources. In our experience, projects that do this are much more likely to stick to schedule. For large projects a team of five, covering all the bases (including publicity and production management) is a bare minimum. The team should be wholly focused on the report, not trying to fit this in amongst other priorities.

2. Define the specifications accurately. Estimate the number of pages and words carefully at the outset, remembering to include all preliminary and end matter and all ancillary products (summaries, press packs, posters, flyers, etc). Allow 10-15% extra for language editions. Specify the page size, print-run and paper quality for each product. Make sure all the specifications are given in the Terms of Reference sent to external suppliers for tendering or quoting. Miscalculations, especially underestimates of length, will lead to unrealistic costing and scheduling, causing delays and difficulties later on.

3. Set realistic deadlines. Complex reports involving economic analysis of topical issues almost invariably face delays, as unfolding events and new data constantly impose further revisions. Set a cut-off date for these revisions and stick to it – then allow adequate time for production. For editing, allow around 5000 words per day; for translation, around 2000 words per day; for revision and copy-editing, around 10 000 words per day; for a first layout, roughly 20 pages per day; for proofreading, around 60 pages per day; for corrections, around 60 pages per day. Allow for two rounds of proofreading and correction. Do not organize launch meetings until you are sure all products will be ready in time for them. Rushed production endangers quality.

4. Discipline your authors. Tell your authors that they must deliver on time and to the specifications you give them (including provision of complete and accurate references). Late delivery and overlength or inferior drafts will be penalized through the pay packet. Check up on authors regularly to ensure they can comply with specifications and are on track to meet the deadline. Ask them for interim outputs (such as a detailed outline or a first draft) and be prepared to discuss and solve any problems these reveal. Imposing a strict deadline will ensure that you can supply a complete draft to your external supplier for editing. When authors revise drafts that have already been edited, make sure they use track changes. Send back drafts to non-compliers.

5. Get ahead where you can. Tasks such as cover and text design can be put in hand early, before production proper gets under way. Picture search should also be started early (remember that 300 dpi is the minimum resolution for printing). Elements such as ISBN number, bar code, copyright and waiver statements, correct citations, blurb and so on are often standard and can also be prepared in advance, avoiding last-minute panic. Ask for partner logos, including any variants for language editions, in good time.

6. Start translation at the right time. The best results are achieved by waiting until the English edition is signed off as ready-for-press; the next best alternative is to work off second page proofs; and the third best to work off first page proofs. The longer you wait the lower the risk of error caused by late changes to the English and the need to relay these to the translators. Above all, avoid the temptation to start while the English text is still being revised or written, as this is a recipe for serious quality control problems ... and extra costs due to the need for re-translation.

7. Choose your reviewers carefully. Translation review is a difficult task and can’t be done by just anyone. Choose reviewers who not only know the subject but also have a good ear for language, understand translation and editing and, most important, know institutional usage and terminology (especially if this is UN). Give reviewers access to translators to discuss any difficult translation challenges. Avoid reviewers who merely indulge their personal preferences – the “bonnet blanc, blanc bonnet” syndrome – or who will set out to discredit the translator because they want the work for their own institute or colleagues.

8. Keep on schedule. This is the most important guideline of all. Late running and piecemeal supply of drafts have knock-on effects throughout the project, squeezing your external supplier and damaging quality control, often seriously. Appoint a member of your team specifically to take responsibility for time-keeping and for getting decisions made. Avoid leave periods and mission travel for you and all members of your team during the project. If you do run late, face up to it and either re-schedule your launch meeting or alter your printing arrangements (see point 12).

9. Get high-level clearance early. Late changes imposed from ‘upstairs’ by nervous members of the DG’s office who have not previously been exposed to the report’s content can seriously jeopardize your chances of making the launch meeting with a product that is coherent and compelling. In contrast, if senior staff are already familiar with the report, clearance is often a mere formality.  

10. Control the proofreading process. Do a single proofreading exercise on each set of proofs and avoid the temptation to proofread between first and second proofs. Avoid sending in changes piecemeal. If comments on proofs are to come in from multiple sources, appoint a team member on your side to collate changes into a single file and discard those that don’t make sense, before sending them to your supplier. Ensure first proofs are checked thoroughly by everyone who needs to see them, so as to avoid multiple rounds of proofs.

11. Allow adequate time for signing off. Signing off as ready for press is your most serious responsibility. Don’t sign off until you are satisfied that all residual problems have been solved. Allow plenty of time for checking and double-checking.

12. Be flexible over printing. Obtain permission in advance to switch printers if you need to. We can often identify a printer who will offer faster turn-around times and higher quality than the printer used by your organization. This can be critical if you’re running late and can’t postpone the launch meeting.

Lastly, good luck – and plan a good holiday for when it’s all over!