A Solutions Partnership to End Poverty

--Speech at World Knowledge Forum

在世界知識論壇上的發言

Collaborative Knowledge, Learning and Innovation as Key Accelerators

協作知識、學習與創新是核心加速器

Sanjay Pradhan, World Bank Vice President for Change, Knowledge and Learning

世界銀行副行長桑賈伊·普拉丹

Seoul, Republic of Korea

首爾，大韓民國

October 16, 2013

2013年10月16日

It is an honor to be here, and to follow the steps of Jim Yong Kim, World Bank Group President, who spoke at this Forum last year.

去年，世界銀行集團行長金墉先生在本論壇發表講話，今天，本人也榮幸地來到了這里。

I want to talk to you about ending poverty—more specifically, since this is the World Knowledge Forum, I want to talk about how a collaborative approach to Knowledge, Learning and Innovation can become a powerful accelerator in our collective drive to end poverty.

我希望與諸位探討如何終結貧困——具體而言，鑒于這里是世界知識論壇，本人希望在此談談如何通過協作的方式，讓知識、學習和創新成為我們戮力同心終結貧困的強大加速器。

The Ganga Problem

恒河之困

But first, I want to start with a story from my home country, India. The story is about the river Ganges.

首先，我想以我祖國印度的故事作為開端，談一談恒河。

The Ganges is a sacred river, worshipped by Hindus as the Mother Ganga. The Ganga’s waters are considered to be so pure and sacred that, when you bathe in them, it cleanses you of all your sins. The Ganga River provides 25% of India’s water resources. More than 2500 kilometers long, it is the most heavily populated river basin in the world. For 400 million people, mostly very poor people, life and survival depend on Mother Ganga every day.

恒河是一條圣河，是印度人崇拜的母親河。人們認為在純潔神圣的恒河水中沐浴，可以滌除所有罪孽。恒河總長2500多公里，提供了印度水資源總量的25%，是世界上人口最為稠密的流域。居住在恒河流域的四億人口中大多數極度貧困，他們的日常起居與生存都要依賴這條母親河。

But sadly, today, the Ganges is dying. Poorly planned rapid urbanization and industrialization have turned the Ganga into the most polluted river in the world. Every day, more than 250 million liters of untreated sewage goes right into the Ganga. The reality is that today, bathing in the Ganga, does not cleanse you. It makes you sick. Health costs in the Ganga basin alone are about $4 billion per year.

但令人悲痛的是，如今的恒河卻奄奄一息。規劃不良、快速發展的城鎮化與工業化已將恒河變為全球污染最為嚴重的河流。每天，有2.5億升未加處理的污水被直接排入恒河。如今，在恒河沐浴，不但無法洗去塵埃，反而會帶來疾病。僅恒河一地，每年的醫療費用就要消耗約40億美元。

The Ganga problem is not just a problem of immense magnitude. It is also a problem of immense complexity. It is not simply about cleaning a river. It is about how governments regulate, how companies make their profits, how people live their lives. The Ganga problem cuts across many different sectors—agriculture, urban management, environment, to name just a few. It also cuts across many stakeholders in society and most importantly, millions of poor people depend on the river for their lives and livelihoods.

恒河問題不僅規模龐大，而且極為復雜。問題不僅關乎河流治理，而且還涉及到政府如何監管，公司如何贏利以及人民如何生活。恒河問題橫跨農業、城市管理和環境等眾多領域，涉及社會眾多利益攸關方，且尤為重要的是，數千萬貧困人口的生活與生計都有賴于這條母親河。

Other countries too increasingly face challenges that are complex, multi-dimensional, and crucial to improving the lives of the poor: for instance, creating jobs in the townships of South-Africa; or, providing access to water in Yemen. Those are problems that have no specific technical fixes—building roads and bridges alone won’t do. They require humility, the ability to collaborate and learn from the experiences of others, and the ability to innovate and take innovations to scale.

為改善貧困人口的生活，其他國家亦面臨著越來越多復雜重大的跨領域挑戰，例如南非的城鎮就業、也門的水資源獲取等問題。僅靠修路建橋等單純的技術手段無法解決這些問題。態度謙遜、相互協作、取長補短、具備創新能力及推廣創新，方是解決問題之道。

The challenge before us is how we can join forces and solve transformational problems of the magnitude, complexity and impact of the polluted Ganga? That question is at the very heart of the new World Bank Group (WBG) strategy.

我們面臨的挑戰是，如何攜手共同解決恒河污染這種規模巨大、性質復雜且影響深遠的轉型問題？這正是世界銀行集團（世行集團）新戰略的核心內容。

The WBG Goals and New Strategy – The Imperative for a Solutions Partnership

世行集團的目標和新戰略—— 創建解決方案伙伴關系勢在必行

Last April, the shareholders of the World Bank Group, its 188 member countries, endorsed two goals: to end, by 2030, extreme poverty – as measured by those living under $1.25 per day— and to promote shared prosperity—as measured by income gains of the bottom 40% of the population. Four days ago, at our Annual Meetings, they took the next step by endorsing a new WBG Strategy to focus relentlessly on achieving those goals in a sustainable manner. Achieving the goals requires that we achieve a deeper and faster impact in the lives of 1.2 billion people worldwide who live in extreme poverty, on less than $1.25 a day, and another 2.7 billion who remain poor and vulnerable, living on $1.25 - $4 a day.

去年4月份，世行集團的188個成員國股東通過了兩項目標：到2030年終結極端貧困（以每天生活費低于1.25美元為衡量標準）和促進共享繁榮（ 以最底層40%人口的收入增長水平為衡量標準）。四天前，在世行集團年會上，成員國又進一步批準了世行集團新戰略，支持世行全力以赴以可持續的方式實現這些目標。實現這些目標要求我們迅速帶來深刻影響，提高12億赤貧人口（每天生活費低于1.25美元）以及27億貧窮弱勢群體（每天生活費在1.25 - 4美元之間）的生活水平。

The challenge is massive. Achieving the goals means that it cannot be business as usual. We need to accelerate. We need to unite our efforts to support countries in solving their problems. And this is why we need a Solutions Partnership to end poverty and boost shared prosperity.

挑戰是艱巨的。實現這些目標意味著不能墨守成規。我們要加快步伐。我們要凝聚力量，幫助各國解決問題。這也正是我們要建立解決方案伙伴關系來終結貧困、促進共享繁榮的原因所在。

The Ganga will become clean when the country’s stakeholders from different sectors, disciplines and social groups work, learn and innovate together to implement and iterate solutions to that complex challenge, drawing on global evidence of “what works” and the practical experience of other countries. This will require repeated iteration and collaborative problem solving, with the support of a range of partners with different strengths and comparative advantage. This collaboration to tackle such difficult challenges through a solutions cycle, underpinned by global and local knowledge, mutual learning and innovative solutions constitutes the accelerator in the fight to end poverty and build shared prosperity.

只要印度各部門、行業與社會團體的利益攸關方同心協力，通過不斷學習、創新并付諸實踐來應對恒河的復雜挑戰，同時借鑒全球證明“管用”的做法，汲取他國實踐經驗，則恒河必將恢復清澈的原貌。實現這一目標要求相關方不斷重復嘗試，在長處和相對優勢各異的合作伙伴的幫助下，合力解決問題。全球與地方知識、共同學習和創新方案共同支持著形成解決方案的過程，在此過程中各方攜手應對艱巨挑戰，將有助于加速終結貧困、促進共享繁榮。

This is the essence of the Solutions WBG that President Kim talked about at this Forum last year. In the spirit of global solidarity which President Kim spoke about, we invite you to join us in a global partnership for solutions to end poverty and boost shared prosperity.

這便是金墉行長去年在本論壇所述解決方案的精髓。秉承金墉行長提及的全球團結精神，我們邀請各位加入全球解決方案伙伴關系，共同終結貧困、促進共享繁榮。

An Approach to Development Solutions

探索發展解決方案之道

Development solutions have a cycle, which starts by understanding the true nature of the problem—the diagnosis. How often have development organizations, including my own, approached countries with technical fixes without truly understanding the problem? As part of our new strategy, we will invest systematically in shared diagnosis. Using all available evidence and analysis, we want to invest in a systematic country diagnostic to help countries identify, within the context of their national plans, what their biggest challenges are, and what the greatest opportunities are to reduce poverty and boost shared prosperity. While being analytically rigorous, this will also be a tool for collaborative learning among the full range of stakeholders -- governments, the private sector and civil society – to agree on the key problems and understand the political, social and cultural realities that drive the incentives and behaviors that helped create these problems in the first place.

制定發展解決方案需要一個周期，該周期始于對問題本質的認識——診斷分析。包括世行集團在內的發展機構曾多少次在并未真正了解問題的情況下，就向相關國家提出了技術性解決手段？作為世行集團新戰略的一部分，世行集團將系統性地投資于共同診斷：利用所有可獲得的證據和研究，系統性的投資于國家診斷，幫助這些國家根據自己的規劃，確定終結貧困、促進共享繁榮面臨哪些最大機遇與挑戰。共同診斷既能嚴謹剖析問題，亦將成為所有利益攸關方——政府、私營部門和民間團體——共同學習的工具，使各方不僅能就關鍵問題達成共識，還可了解推動這些問題產生的動因和行為及其背后的政治、社會和文化現實。

Only when there is a shared understanding of the key problems with clear indicators of success, can we mobilize an enhanced bundle of financing, knowledge and convening services from across the WBG and with other partners to help country stakeholders solve these problems. The resulting Solutions Partnership operating at the country and global levels underpins our collective drive to end poverty.

只有就關鍵問題達成共識并明確了成功的指標，我們方能籌措更多資金和知識資源，調集世行集團的各種服務，與其他合作伙伴一起幫助各國利益攸關方解決所確定的問題。由此在國家和全球層面形成的解決方案伙伴關系將支持我們一起終結貧困。

In this bundle of solutions, obviously finance remains crucially important. The estimated sums needed for infrastructure alone in developing countries are staggering: up to $1.5 trillion per year. But the WBG needs to approach finance differently, especially when official development assistance is less than one percent of total capital flows to developing countries and our own financial footprint is a fraction of that. The private sector today accounts for the bulk of capital investment and job creation. We need to develop innovative ways to use official development assistance to leverage much larger amounts of finance from the private sector. We need collaborative public-private approaches for tackling transformational challenges. Under the new WBG strategy, we will marshal the combined resources of the World Bankwhich supports government, with the IFC and MIGA that support the private sector.

顯而易見，資金仍然是這些解決方案中的重要一環。僅發展中國家基礎設施建設預計所需的資金就令人震驚：每年1.5萬億美元。目前官方發展援助資金不足發展中國家總流入資本的1%，而世行集團提供的資金又僅占其中一小部分，在這種情況下，我們需采取不同的手段解決這一問題。如今，私營部門已成為基礎投資和創造就業的生力軍。我們需要采用創新的方式，利用官方開發援助從私營部門調動更多資金， 我們需要利用公私合作的方式應對轉型期的挑戰。根據世行集團新戰略，我們將綜合運用為政府提供支持的世行資源以及為私營部門提供幫助的國際金融公司和多邊投資擔保機構的資源。

But money alone is not the answer. How to use the money—that is the question. The Ganga will not become clean with just more money. That money already exists. The Ganga will become clean when the country’s stakeholders work and learn collaboratively, and persist through to sustainable results.

但僅靠資金無法解決問題。如何使用資金亦很關鍵。單靠更多資金恒河無法去污返清。資金早已到位，但只有印度各利益攸關方齊心協力、共同學習并為實現目標堅持而不懈努力，恒河方能重新變得清澈見底。

There is no better place than Korea to demonstrate the power of relentlessly and iteratively tackling the most difficult challenges to successfully traverse the journey from a country stricken by abject poverty only 60 years ago to the status of a developed nation. Take the Saemul Movement of Korea in the seventies, which had unprecedented success in tackling the very complex problem of rural poverty. The Saemul Movement built on a deep understanding of the prevailing socio-economic context of rural poverty in Korea, and then turned that into a method, which was refined and successfully scaled up over time, to support traditional community norms of diligence, self-help and collaboration. Today, the Saemul Movement solution itself might not be replicable “as is.” However, the approach to understanding, and methodically tackling, the problem of rural poverty in all its cultural, political and economic complexity, provides the international community invaluable lessons.

在百折不撓、堅持不懈地應對艱巨挑戰方面，韓國堪稱最佳典范，通過艱辛的歷程，這個60年前一貧如洗的國家已邁入發達國家之列。韓國于上世紀七十年代開展的新鄉村運動在解決復雜的農村貧困問題上取得了史無前例的成功。新鄉村運動是在對造成韓國農村貧困的主要社會經濟背景的深刻理解基礎之上，將此理解轉化為解決方法，經不斷改進和成功拓展，將勤奮、自強及協作等社會優良傳統推向更新的高度。如今，我們可能無法“全盤”復制新鄉村運動的解決方案。但是，這種充分了解和有條不紊地解決涉及文化、政治和經濟等諸多方面的農村貧困問題的舉措，可為國際社會提供寶貴經驗。

The WBG Knowledge, Learning and Innovation Agenda

世行集團的知識、學習與創新議程

What then can the WBG do to support a Solutions Partnership? In addition to mobilizing enhanced public-private financing, we are making five fundamental shifts to help country stakeholders collaborate and iteratively tackle key developmental challenges through development solutions:

世行集團能為支持解決方案伙伴關系做些什么？除調動更多公共部門和私營部門資金外，我們將實現五項根本轉變，以幫助各利益攸關方開展協作，通過發展解決方案應對新出現的重大發展挑戰：

First, we seek to make a radical departure from a lending projects approval mentality to a development solutions culture, so that we are more focused on results; more programmatic in mobilizing the bundle of finance, knowledge and convening services to achieve results; more flexible, adaptive and learning-oriented, including through real-time feedback from citizen-beneficiaries; more deliberate in creating safe spaces to incubate innovative solutions; and more focused on implementation and delivery of results. The continuous interplay of designing interventions using evidence; implementing them in an iterative way; and, learning deliberately throughout the process—that is a key aspect of what President Kim referred to in his speech last year as the Science of Delivery. To operationalize this, we will support teams, from within our organization and beyond, to develop the tools and the methods to embark on a solution cycle rather than a project cycle. We will help them to collect the evidence to frame the problems; help them bring together the stakeholders to develop consensus; help them course correct during implementation; and help them to effectively measure results.

首先，堅決摒棄貸款項目審批的理念，培育一種發展解決方案文化，以成果為重；為取得成果，更加有序地動員使用資金、知識和服務；加強靈活性與適應性，以學習為導向，利用公民受益者提供的實時反饋等手段；更加有意識地為孵化創新方案締造安全空間；更加注重成果的落實與交付。以事實為據，不斷改良設計；重復實施相關方案；有意識地加強整個過程中的學習——這也是金墉行長在去年演講中提及的交付科學的重要方面。為將此理念付諸運作，我們將支持世行集團內外的團隊開發工具、制定方法，開啟解決方案周期，而非項目周期。此外，我們將幫助這些團隊收集證據，發現問題；幫助召集利益攸關方，以達成共識；在實施中指引正確的方向；同時幫助他們有效地衡量成果。

Second, throughout this solutions cycle, we need to more systematically mobilize global knowledge and innovation of “what works”, informed by local context. This requires the best evidence-based solutions for our country clients from our global leadership in development research, combined with systematic partnerships—including with think tanks, academia, CSOs and the private sector—both globally and nationally. Beyond research, our world today is also enriched with multiple but dispersed sources of practitioner knowledge. As a unique global development organization, the WBG has a key role in mobilizing these multiple sources of development knowledge to help clients solve their challenges. For instance, South-South knowledge sharing among developing country practitioners offers unprecedented opportunities to share lessons from success and failure, as well as deep implementation knowledge. Today developing country practitioners want to learn from each other, for instance how China lifted 500 million people out of poverty in three decades, or how Mexico’s Opportunidades program improved schooling and nutrition for millions of children. There is an enormous interest to learn from Korea’s success—a tremendous opportunity for Korea to serve as a knowledge hub for the delivery of development solutions. We have an important role in mobilizing and scaling such knowledge sharing through our operations. And we need to deploy new platforms, such as competitions and challenges, o crowd-source global and local solutions to complex challenges that can then be incubated and scaled up. Transformational platforms—such as Alibaba in China that markets local products at scale from the base of the pyramid, or mobile phone apps that help the poor provide feedback on service delivery -- boost our fight to end poverty. We need to infuse and scale up such innovative approaches to entrepreneurs and citizens worldwide using our operations, convening power and partnerships.

其次，在整個解決方案周期內，我們必須在考慮地方特點的基礎上，更加系統地運用已證明“管用”的全球性知識與創新。這就需要世行全球領先的發展研究部門與包括智庫、學術界、民間組織和私營部門在內的其它全球及地方合作伙伴一起，共同為客戶國提供循證解決方案。除研究之外，還有大量分散在世界各處的實踐知識。作為唯一的全球發展組織，世行集團在匯總利用各地的發展知識幫助客戶應對諸多挑戰方面發揮著核心作用。例如，在發展中國家從業人員之間開展“南南”知識共享，為各方提供了前所未有的機遇了解成功經驗與失敗教訓，以及深入的實施知識。當今發展中國家的從業人員希望相互借鑒，例如他們希望了解中國是如何在三十年內實現5億人口的脫貧，以及墨西哥的機遇項目如何改善了數千萬兒童的教育與營養狀況。人們對學習韓國的成功經驗抱有濃厚的興趣——這給韓國成為提供發展解決方案的知識中心帶來了巨大機遇。我們必須通過自身的業務在調動和促進知識共享方面發揮重要作用。有必要部署新的平臺，例如比賽和挑戰，讓所有人參與設計應對復雜挑戰的全球和地方性解決方案，然后對這些解決方案進行孵化和推廣。轉型平臺—例如中國的阿里巴巴，從金字塔底層大規模的營銷本地產品，或幫助窮人傳送服務意見反饋的移動電話應用程序，有助于我們終結貧困的斗爭。世行應利用其業務、號召力和合作伙伴，向全世界的企業家和公民灌輸和推廣這些創新手段。

Third, alongside mobilizing global knowledge and innovation, we need to more systematically capture, mobilize and deploy our internal operational knowledge and innovation across the institution and our client base. On any given day, the World Bank Group is engaged in thousands of operational interactions in well over 100 countries. But sharing this operational knowledge is hampered by weak incentives, including our institutional fragmentation into regional silos with very limited flow of expertise and knowledge among them. To this end, we are launching far-reaching organizational reforms, by creating unified pools of technical experts under global practices to flow talent and knowledge across the Bank Group. We will provide incentives and supporting systems to systematically codify what we learn through our operational engagements and external partners on a global platform of what works under different circumstances, and make it widely available. We will also continue to make our data accessible. And we will redouble our efforts to create a culture of innovation and smart risk-taking, to create safe spaces for staff to co-create innovative solutions with partners through disciplined, data-driven experimentation.

第三， 除調動全球范圍的知識與創新方法之外，還需在機構內部和客戶之間更為系統地搜集、調動和部署各種內部業務知識和創新手段。世行集團在一天之內需要與100多個國家進行幾千次業務互動。但分享業務方面的知識卻動力不足，其中的原因包括世行集團劃分成各個地區部門，這些部門之間的專業技術與知識交流非常有限。為此，我們正開展深入的機構改革，創建統一的全球實踐技術專家庫，以促進人才和知識在世行集團內部的流動。我們將出臺激勵機制和支持體系，在全球平臺上系統地整理從業務中和外部合作伙伴那里學到的知識，即在不同背景下成功的經驗，并將其廣泛傳播。世行集團將繼續公開數據。我們將加倍努力，營造創新和明智地承擔風險的文化，為世行員工與合作伙伴通過有條不紊的數據驅動型實驗來打造創新解決方案建立一個安全空間。

Fourth, we need to systematically translate this global-local knowledge into effective learning programs for country clients and our staff to enhance their capacity to achieve results. We will bring our clients and our staff together in an Open Learning Campus, so that they can learn from each other and jointly develop the skills that are needed to solve the complex challenges of our time. We will seize opportunities to dramatically scale up learning, for example through massive open online courses or MOOCs.

第四， 系統性地將全球和本地知識轉化為有效的學習項目，提高客戶國及世行集團員工取得成果的能力。我們將讓客戶與員工共同在“開放學習校園”學習，以利于大家相互借鑒，協力開發應對當今錯綜復雜挑戰的技能。我們將抓住機遇，通過提供大量在線課程或大規模開放式網絡課程等形式全面擴大學習范圍。

Fifth, to achieve accelerated results, we need to not only strengthen technical skills but importantly leadership and coalition building skills to manage political economy obstacles and make change happen. Through our learning programs, we need to strengthen the collaborative leadership skills of change agents from government, the private sector and civil society so they can forge a shared vision and coalition for action, prioritize and monitor delivery, persist through inevitable obstacles, and achieve visible results. Helping to build a new cadre of leadership, in developing countries and inside our organization, will be a top priority for us to power the change agents as engines to end poverty. We have already started by building a Network of Delivery Leaders (Heads of States from six new governments), and we intend to cascade this within and across countries.

第五，為更快取得成效，不僅要提高專業技術水平，更重要的是要加強領導與建立聯盟的能力，藉此掃除政治經濟障礙，推行變革。通過學習項目，加強政府、私營部門和民間團體中改革派的協作和領導能力，為開展行動而建立共同的理念并結成同盟，分清主次、監督實施、攻堅克難，取得切實可見的成果。在發展中國家和世行集團內部建立新的領導團隊是工作重點，這將使改革派能夠成為推動終結貧困的引擎。我們已經著手開始建立交付領導網絡（目前由六位新政府領導人構成），并將在各國內外擴展這一網絡。

To help implement this agenda, for the first time in the history of the World Bank Group, a Vice Presidency dedicated to Knowledge, Learning and Innovation has been created by President Kim. This complements our Senior Vice Presidency that leads our development research and intellectual leadership on development issues. Our goal is to enable the entire World Bank Group to mainstream and scale up global knowledge, learning and innovation in every country, through every engagement. We seek to build a physical and virtual platform for joint client-staff leadership and learning, knowledge sharing and innovation to enhance our collective capacity to accelerate the end of poverty. We seek to accomplish this in open partnership with others—governments, international organizations, the private sector, donor partners, academia, and civil society.

為落實世行集團有史以來首個此類議程，金墉行長專門設置了知識、學習和創新副行長部門。該部門將補充領導發展研究的高級副行長的工作，壯大發展問題知識領導者的隊伍。我們的目標是要通過世行集團各個項目，力爭讓各國接受知識、學習和創新思想，并將其發展壯大。世行集團謀求為客戶和員工的領導力培養與學習、知識共享及創新搭建現實和虛擬平臺，以提升集體的能力，加速終結貧困。我們謀求與其他各方——政府、國際組織、私營部門、捐助伙伴、學術界及民間團體，建立開放的合作伙伴關系 ，共同實現這一目標。

A Global Solutions Partnership

全球解決方案伙伴關系

Going forward, the challenge I want to leave you with today is how we, as partners, can accelerate the end of poverty and build a world of shared prosperity by collaborating to tackle the most important challenges as partners. Let us come together, as individuals, as organizations, and as countries, from all disciplines and all corners of society, each with our strengths and skills, to form such a “Solutions Partnership” by working together to support multi-stakeholder collective action on the ground, and make systematic use of knowledge, learning and innovation to help solve the biggest development challenges.

展望未來，我希望請您思考的挑戰是：作為合作伙伴，我們如何攜手應對最為重大的挑戰，以加速終結貧困、建立共享繁榮。讓我們團結一心，凝聚社會各界，發揮個人、組織和國家的力量與技能，齊心協力，建立 “解決方案伙伴關系”，為多個利益攸關方的集體行動提供支持，系統性地利用知識、學習和創新，一起應對最嚴峻的發展挑戰。

That is my invitation to you today.

這便是我今天向您發出的邀請。

A Tale of the Second River

另一河流的傳奇

I started with a story from my home country India—the story of the ailing river Ganga. To end, let me come full circle with the tale of another river—a story from this country, in fact from this very city, Seoul. A story of the once ailing, yet now very healthy, Cheonggyecheon.

我以我祖國印度的故事 — 飽受摧殘的恒河，作為開場白?，F在，讓我以另一河流的傳奇來結束此次演講 ——這個故事來自韓國，事實上就來自這座城市，首爾。曾飽受污染折磨，如今重又勃發生機的清溪川的故事。

Cheonggyecheon is a six kilometer stream that starts in the heart of downtown Seoul and courses through neighborhoods before emptying into the Hangang river. In the 1950s, Seoul was growing at a rapid pace. Migration generated slums along the stream in shabby makeshift houses. The lack of proper sewage systems and pollution from light industry generated trash and waste, which ended up in the stream, and which became a dirty and polluted eyesore. In 1958, the stream was covered up with concrete which was seen to be a solution then—a 5.6 kilometer long and 16 meter wide elevated highway. But upon construction, this became a dark, noisy and seedy corridor.

清溪川長六公里，源頭位于首爾市中心，流經城市后匯入漢江。二十世紀五十年代，首爾發展迅猛。移民形成的貧民區沿河搭建起了許多簡陋的臨時房屋。由于缺乏相應的排污系統及輕工業污染所產生垃圾和廢物的排入，清溪川變得骯臟、污染嚴重，成為了城市的一道傷疤。1958年時，為解決這一問題，人們把混凝土覆蓋在清溪川上，并在暗渠上方興建了一條5.6公里長16米寬的高架道路。但從施工開始，這里就成為了一條黑暗、吵鬧、破爛的走廊。

Ten years ago, a visionary Mayor exercised bold leadership to adopt an unlikely idea to demolish the highway and restore the stream. It was expensive, controversial and unpopular. He forged unlikely coalitions among very diverse stakeholders to foster a common vision and push through bold action. And look at Cheonggyecheon today—today, this beautiful landmark unites this city. Ten years ago, it divided the city.

十年前，一位極具遠見卓識的市長大膽地實施了一項看似不可能的計劃：拆除高架路，恢復清溪川。此項計劃費用高昂、頗具爭議，因此并不受歡迎。這位市長不可思議地讓不同利益攸關方形成了共識，并大膽地將此計劃付諸實施。如今，清溪川已成為團結這座城市的美麗地標。而十年前，它卻起到了相反的作用。

Cheonggyecheon once was Seoul’s intractable problem, like Mother Ganga in my country. Today, it stands as a proud, international symbol of sustainable urban renewal.

清溪川曾是首爾的一項頑疾，就象印度的恒河一樣。今天，她卻已成為人們引以為豪的可持續城市改造的國際范例。

How can we help practitioners worldwide get inspired and learn from this and the myriad other examples of transformational action to change the world for the better, to lift 4 billion people out of poverty and vulnerability? This is our challenge, our imperative and our moral responsibility going forward.

我們如何才能幫助全球的從事發展的人員從本文所述案例以及其它改造世界的行為案例中獲得靈感、汲取營養，將40億人口從貧困和脆弱中解脫出來？這就是我們所面臨的挑戰，也是我們必須履行的使命和道德義務。

Thank you.

謝謝諸位 。

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