Under our new organizational model, when you ask us for help, we’ll look across our entire institution and offer the most up-to-date, state-of-the-art global knowledge and experience, with a deep bench of experts who know what has worked and what hasn’t in all regions of the world, from inside and outside our organization. In six months, new leadership for all the Global Practices will be in place, and this will have set in motion the realignment of a vast portion of the institution -- involving roughly 4,000 technical experts.

按照我們新的組織模式，當你向我們求助時，我們會環(huán)顧整個機構，提供最先進、最尖端的全球知識和經(jīng)驗，以一支實力雄厚的專家隊伍作后盾，他們了解哪些方式對世界各地都有效而哪些無效，這些專家有的來自我們機構內(nèi)部，有的來自外部。半年內(nèi)，負責全球實踐的新領導班子就將到位，這將啟動機構的大規(guī)模調整，涉及約4000名技術專家。

We’re also committed to being a partner that will be easier to work with. Last year during the Annual Meetings in Tokyo, a Minister of Finance told me in front of a large group that, for the first few months in his position, he felt it was his job to spend hours learning about our complex organizational structure to understand how we worked. He said the bureaucracy was so complex that out of frustration he reduced his engagement with us.

我們也致力于成為一個更容易共事的合作伙伴。去年，在東京年會期間，一位財長當著很多人的面對我說，在他就職的最初幾個月，他感到有必要花時間搞清楚我們復雜的組織結構，以便弄明白我們是怎樣工作的。他說，官僚機構實在是太復雜了，無奈之下他減少了同我們的聯(lián)系。

That should never happen. A development institution can’t operate effectively when its clients are confused, and when its most prized possession – knowledge – is walled off into disjointed, non-communicating silos. A development institution, like a business, needs to find innovative solutions, capture best practices, and share lessons of success and failure widely and as quickly as possible.

這種事情不應該發(fā)生。在客戶感到困惑，當最寶貴的知識財富被相互隔絕、互不交流的情況下，一個發(fā)展機構是不能有效運作的。一個發(fā)展機構就像一個企業(yè)，需要找到創(chuàng)新解決方案，獲取最佳實踐，廣泛和盡快地分享成功經(jīng)驗和失敗教訓。

This is my promise: The World Bank Group will openly share our knowledge and experience with all 188 member countries, the private sector, and civil society.

這是我的承諾：世界銀行集團將與所有188個成員國、私營部門和公民社會公開分享我們的知識和經(jīng)驗。

The frustrated finance minister’s story also helped me define what success should look like: In the future, I expect Finance and Development Ministers to say that we are more responsive, easier to work with, and provide them with invaluable global knowledge to solve local development challenges. As we become that World Bank Group in the next few years, we’ll not only succeed in the eyes of ministers, we’ll also succeed in the eyes of those who matter to us most: the poor and vulnerable.

那位灰心喪氣的財長的故事也幫助我認定了成功應該是什么樣：在未來的日子里，我期望財長和發(fā)展部長們會說，我們反應快了，容易合作了，為他們提供了寶貴的全球知識來解決當?shù)氐陌l(fā)展挑戰(zhàn)。當我們在未來幾年成為這樣的世界銀行集團時，我們不僅在政府部長們的眼里是成功的，我們在那些對我們最重要的人群，即貧困和弱勢人群的眼里也是成功的。

But we know we must do more than change our structure. We must change our internal culture as well. For our staff, this means we will reward collaboration, performance and accountability, all tied to our goals of ending poverty and boosting shared prosperity. We want to create a culture that retains our most motivated and talented people and attracts the best and brightest to the World Bank Group. We must all embrace the change.

但是，我們清楚我們必須要做的不僅僅是改變我們的結構，還必須改變我們的內(nèi)部文化。對于我們的員工來說，這意味著獎勵協(xié)作、績效和問責，一切都與我們消除貧困和促進共享繁榮的目標掛鉤。我們要創(chuàng)造一種文化，能夠留住我們最積極、最有才華的員工，并吸引出類拔萃的人才加入世界銀行集團。我們所有人都必須擁抱變革。

We will use our knowledge to become a bolder institution. Let me give you one example. We’re launching today an initiative to provide universal financial access to all working-age adults by 2020. Globally, 2.5 billion adults have no mechanisms to save money, let alone pay bills through a savings account or a mobile phone. We believe we can chart a path toward universal financial access by bringing together multiple approaches and technologies. This is exactly the type of ambitious project that can help lift many people, especially women, out of poverty.

我們將利用我們的知識成為一個更大膽的機構。我舉一個例子：我們今天啟動了一項倡議，到2020年為所有工作年齡的成年人提供普惠金融。在全球范圍內(nèi)有25億成年人沒有儲蓄機制，更不用說通過存款帳戶或手機付賬。我們相信我們可以利用多種方式和技術開辟普惠金融之路。這正是能夠有助廣大民眾特別是婦女脫貧的那類雄心勃勃的項目。

We will also measure more effectively whether our programs are successful. This means getting delivery right – what we’ve been calling the science of delivery, which is fundamentally a much more rigorous and systematic focus on outcomes. To help us get these results, I am creating a Presidential Delivery Unit, which, as far as I know, is the first of its kind in a multi-lateral organization.

我們還將更有效地衡量我們的計劃是否成功。這意味著把交付的事情做好，也就是我們所說的交付科學，從根本上說這是一門更加嚴謹和系統(tǒng)地注重結果的科學。為了幫助我們?nèi)〉眠@些結果，我正在建立一個行長交付部門，據(jù)我所知，這在多邊機構中將首開先河。

Initially, we’ll be looking at several aspects of our work that are good indicators of how we’re performing in the field and inside our organization. I’ll be personally following all of them. Here are three examples:

在開始階段，我們將著眼于有利考核實地和機構內(nèi)部績效的幾個方面的工作，我將會親自監(jiān)督。下面舉三個例子：

First, we know that we must decrease administrative barriers. We promise to reduce transaction times by a third from conception of a project to first disbursement of funds

第一，我們知道我們必須減少行政壁壘。我們承諾將從項目構思到首筆資金撥付的交易時間縮短三分之一。

Second, we must become a better listener. Last year, we had beneficiary feedback on 34 percent of our projects. We promise that for our projects with clear beneficiaries, we will get feedback – from every single one of them, 100 percent.

第二，我們必須成為更好的傾聽者。去年，我們34％的項目有受益人反饋。我們承諾將對所有受益人明確的項目收集反饋 ——每個項目都要收集，百分之百。

Third, we know that our partners and clients need to know where we work in order to better coordinate all of our collective resources. We promise to add rich detail to our maps so that anyone will be able to go online, click on the maps, and immediately learn where we are working and what we are doing.

第三，我們知道我們的合作伙伴和客戶需要了解我們在哪里工作，以便更好地協(xié)調我們的集體資源。我們承諾給我們的地圖添加更多的細節(jié)，以便任何人都能上網(wǎng)通過點擊地圖馬上就可以了解到我們在哪里工作和做什么。

We also are recommitting ourselves to work in fragile and conflict-affected states, and we will substantially increase our funding through IFC and IDA, our fund for the poorest. IDA has achieved transformational results for the poor in these difficult contexts, and IDA17 will help us accelerate this work over the next three years.

我們也重申要在脆弱和受沖突影響國家開展工作，我們將通過IFC和面向最貧困國家的IDA大幅增加資金投入。IDA在困難重重的環(huán)境中為貧困人口帶來了巨大成效， IDA17將在未來三年幫助我們加快這些工作。

In Afghanistan, this means building on successes--achieved with many partners--in educating girls. Just 12 years ago, Afghan girls were largely shut out of primary school. Today, with the help of IDA and other donors, nearly three million girls are in primary school, while female enrollment has skyrocketed in universities, vocational schools, and in enterprise development programs

在阿富汗，這意味著在與多方合作伙伴共同推進女童教育的成功基礎上再接再厲。就在12年前，阿富汗女孩在很大程度上被小學拒之門外。而今天，在IDA和其他援助方的幫助下，近300萬女童進入小學上學，大學和職業(yè)學校以及企業(yè)發(fā)展計劃中女性的入學人數(shù)也大大增加。

In Mali, which has returned to democracy after 18 months of upheaval, we are working together as one World Bank Group—IDA, IFC and MIGA--to help scale up clean hydropower potential, increase food production, and improve education and governance. IDA is critical to sustainable progress in Mali by funding programs which help those shut of out of the development process--women, the poor, and minorities. Through these programs, we are trying to get at the root of the problem.

在經(jīng)過18個月動蕩后剛剛回歸民主的馬里，我們整合世界銀行集團各機構IDA、IFC和IDA——幫助開發(fā)清潔水電潛力，增加糧食生產(chǎn)，改善教育，加強治理。 IDA資助那些幫助被發(fā)展進程拒之門外的婦女、窮人和少數(shù)族裔的項目，對推動馬里的可持續(xù)進步發(fā)揮著重要作用。通過這些項目，我們試圖從根源上解決問題。

And in Myanmar, which is in the midst of a transition to democracy, we’re helping the government move from a state-centered economy to one that is more market oriented. We’ve helped them set up a politically independent central bank just weeks ago, which will promote economic and financial stability. And, because three-quarters of its citizens are without power, our board recently approved an IDA credit of $140 million dollars to build a clean, energy-efficient natural gas-fired plant.

在處于民主過渡進程中的緬甸，我們幫助政府從國有經(jīng)濟向市場化轉變。就在幾周前，我們幫助緬甸建立了一個政治上獨立的中央銀行，這將促進經(jīng)濟和金融穩(wěn)定。由于四分之三的公民沒有通電，我們董事會最近批準提供IDA信貸1.4億美元，用于建設一座清潔、節(jié)能的天然氣發(fā)電廠。

These ambitious efforts in Afghanistan, Mali, and Myanmar represent just a few examples of how the World Bank Group is working to become a more effective solutions bank for fragile countries.

在阿富汗、馬里和緬甸開展的這些雄心勃勃的工作，只是幾個例子來說明世界銀行集團努力成為一個面向脆弱國家的更有效的解決方案銀行。

Over the past decade, IDA has had a stunning impact, including funding immunizations for 600 million children, and giving better access to water and health services for about 120 million people. To build on this work, have a transformational impact, and reach our goals, we need a strong IDA17 replenishment this year. It will help create more jobs, increase educational opportunities for girls, and address climate change risks.

在過去10年中，IDA產(chǎn)生了驚人的影響，包括資助為6億兒童接種疫苗，為大約1.2億人提供更好的供水和衛(wèi)生服務。在這些工作的基礎上，為了產(chǎn)生變革性的影響，為了達到我們的目標，今年我們需要充足的IDA17增資。這將有助于創(chuàng)造更多的就業(yè)崗位，增加女童的受教育機會，應對氣候變化的風險。

IDA is also helping to build strong institutions--from the management of natural resource revenues, to tax administration--that help countries finance their own development. But we need your help. We’re asking you to increase where you can and to at least maintain your precious contribution to IDA. I’m committed to ensuring that IDA is the best instrument for the global community to tackle the toughest, most complex development issues in the most difficult places.

IDA也幫助建立強有力的制度，包括加強自然資源收入管理和稅收管理以便解決各國自身發(fā)展的融資。但是我們需要各位的幫助。我們懇請各位在可能的情況下增加捐資額，至少也要保持上次的捐資額。我承諾將確保IDA成為國際社會在最困難的地方解決最棘手、最復雜的發(fā)展問題的最佳工具。

In closing, let me note that our institution, founded 69 years ago, has had many great successes. Working together with governments and development partners, we have helped lift hundreds of millions of people out of extreme poverty.

最后，我想指出，我們這個69年前成立的機構取得了許多偉大的成就。我們與政府和發(fā)展伙伴共同努力，幫助億萬人擺脫了極貧狀況。

We are committed to becoming even better, and we will act boldly, without fear.

我們承諾將再接再厲，更上一層樓。我們將采取大膽行動，毫不畏懼。

And always we will speak loudly on behalf of the poor and powerless. As Martin Luther King Jr., once said, “Our lives begin to end the day we become silent about things that matter.” Our purpose is clear, our voice unwavering. No one should live in the abysmal conditions of extreme poverty, living on less than a dollar and 25 cents a day. Extreme poverty in our world is morally reprehensible, and more painful to witness with each passing day. Together, we must urgently lift a billion people from extreme poverty, help them to regain dignity, help them find hope, and help them change their own lives -- and the whole world’s future -- for the better.

我們將永遠代表貧困弱勢人群大聲疾呼。正如馬丁·路德·金曾經(jīng)說過，“從我們對重要的事情沉默不語的那一天起，我們的生命也開始結束?！蔽覀兊哪康氖敲鞔_的，我們的聲音是堅定不移的。沒有人應該生活在極貧狀態(tài)，每天靠不到1.25美元為生。在我們這個世界上極度貧困應該在道義上受到譴責，而且越來越難以容忍。我們必須齊心協(xié)力，盡快幫助10億人民擺脫極度貧困，幫助他們重拾尊嚴，幫助他們找到希望，幫助他們改變自己的生活和整個世界的未來，使其變得更加美好。

Thank you very much.

謝謝各位。

更多精品翻譯素材，敬請關注可可英語。