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And the second of what I wanted to say today is on delivering results, value for money, efficiency and earning trust.
我今天想說的第二點是取得成果，講究資金效益和效率，并贏得信任。
I said many times during my campaign that WHO must deliver value for money. This requires first and foremost that we develop a culture of results. We are very fortunate to have the Sustainable Development Goals. These indicators are the agreed results, the framework for the world, especially at the country level.
我在競選期間曾多次表示，世衛(wèi)組織必須實現(xiàn)資金效益。這首先需要我們建立一種成果文化。我們非常幸運地握有可持續(xù)發(fā)展目標。這些目標的指標是商定的成果，是世界的框架，特別是在國家一級。
A key priority for me is to enhance our approach to resource mobilization among donors, old and new. And that has to start by building confidence among partners, that WHO will deliver results and impact. I want WHO to be synonymous with results. And that is doable. At the same time, we must recognize that WHO is the world's platform for global health. It's the only venue where all governments, along with other stakeholders, come together to discuss and decide fundamental issues in global health. If the platform did not exist, we would need to create it. This global governance function is the infrastructure of global health and the global public good.
我的一個主要工作重點是加強我們在新老捐助者中的資源籌集方法。這首先必須在伙伴中間建立信心，使其相信世衛(wèi)組織將交付成果并帶來影響。我希望世衛(wèi)組織成為成果的代名詞。這是可以做到的。同時，我們必須認識到，世衛(wèi)組織是推動全球衛(wèi)生的世界平臺，是所有政府以及其它利益攸關方聚集在一起討論和決定全球衛(wèi)生領域基本問題的唯一場所。如果不存在這樣一個平臺，我們就要創(chuàng)建它。這項全球治理職能是全球衛(wèi)生和全球公益的基礎。
WHO has a rightful role and is an undisputed leader in global health. When I met with the UN Secretary-General, he reinforced this role. However, I also want WHO to work with any partner, public or private, who can help improve health. We want to be the partner of choice and this has to go beyond our WHO brand to how we actually work together to improve outcomes for the poor.
世衛(wèi)組織在全球衛(wèi)生領域具有合法的作用，是無可爭議的領導者。我與聯(lián)合國秘書長會面時，他強調(diào)了這一作用。但是，我也希望世衛(wèi)組織能與任何有助于改善健康的公共或私營伙伴合作。我們希望成為首選的合作伙伴，這就必須超越世衛(wèi)組織的慣行做法，去研究如何才能真正共同努力改善窮人的結局。
I also fully understand from my experience that results happen at the country and local level. So I will be looking for ways to increase our emphasis on country level work in concert with the regions to meet the needs of countries and to optimize our results. We have to strengthen our country offices and need to ensure that heads of country offices are equipped not only with super technical capacity but also with political leadership and resource mobilization skills. In order to ensure our resources and efficiency, we need to have cohesion across all levels of the Organization: country offices, regional offices and headquarters. That's why I will continue building upon the Global Policy Group in order to have shared vision and accountability at all levels.
我從自身的經(jīng)驗也充分認識到，成果出在國家和地方一級。所以我將設法與各區(qū)域協(xié)調(diào)一致，進一步重視國家一級的工作，以滿足各國的需求，并優(yōu)化我們的成果。我們必須加強我們的國家辦事處，并且需要確保國家辦事處負責人不僅具備超強的技術能力，而且還具備政治領導和資源籌集技能。為了確保我們的資源和效率，我們需要在本組織所有層級：國家辦事處，區(qū)域辦事處和總部凝聚力量。這就是為什么我將繼續(xù)加強全球政策小組，以便在各個層級擁有共同的愿景和責任。
We also need to become more efficient in our operations. Let me give you two examples that came to my attention during my interactions with WHO management and other stakeholders after my election. First, I was extremely surprised to learn that there are over 3000 separate grants managed by the World Health Organization. Just think about the transaction costs. This is unacceptable. I faced a similar situation in Ethiopia and developed the one plan, one budget and one report concept. I am cognizant that we cannot go from 3000 grants to one. I understand that. But it does illustrate how we need to radically overhaul and harmonize WHO's business model and resource mobilization.
我們還需要提高我們業(yè)務工作的效率。在我當選之后，我與世衛(wèi)組織管理層和其他利益攸關方進行了互動，期間有兩個情況引起了我的注意。第一，我非常驚訝地得知世衛(wèi)組織管理著3000多份不同贈款。僅交易成本就可想而知。這令人無法接受。我在埃塞俄比亞曾遇到類似的情況，我確立了單一計劃，單一預算和單一報告的概念。我知道我們不可能將3000份贈款合并為一份。這我能理解。但這確實表明我們需要徹底改革和協(xié)調(diào)世衛(wèi)組織的業(yè)務模式和籌資工作。
My second example from my engagement is, among a lot actually, the recent uproar over travel costs. I am reviewing the situation thoroughly and will ensure that our resources are used efficiently. We have to be good stewards of our resources. But I think the commitment of all of us will be necessary, but including our partners.
我當選以來注意到的第二個情況（當然還有許多其它情況）是，最近對旅行費用的意見頗多。我正在徹查這方面的狀況，并將確保我們的資源得到有效利用。我們必須良好地管理我們的資源。我認為我們所有人，包括我們的合作伙伴，都必須作出承諾。
I have already started consultations with Member States, donors and partners on how to harmonize and modernize our resource mobilization. This will be a critical area I will be focusing on and I will ensure that WHO is adequately and appropriately funded with emphasis on expanding the donor base. From what we discussed so far, I see positive developments that will really transform the way we mobilize resources. I hope through concrete actions on results, value for money and efficiency, WHO will earn trust among Member States, partners and donors, old and new, who will want to step up and not only increase their contributions for our collective live-saving work, but also become champions of our common cause.
我已經(jīng)開始與會員國、捐助者和合作伙伴就如何以協(xié)調(diào)和現(xiàn)代化方式籌集資源進行磋商。這將是我重點關注的一個關鍵領域，我將確保世衛(wèi)組織獲得充分和適當?shù)馁Y助，并著重擴大捐助者基礎。從我們迄今開展的討論，我看到了能真正改變我們籌資方式的積極進展。我希望通過對成果、資金效益和效率采取具體行動，世衛(wèi)組織能贏得會員國、新老伙伴和捐助者的信任，他們會愿意站出來，不僅愿意為我們挽救生命的集體工作捐贈更多資金，而且愿意捍衛(wèi)我們的共同事業(yè)。
And the third issue I would like to talk about today is reinforcing a talented, motivated and engaged staff. During the transition, I have focused first and foremost on WHO staff. My first meeting was actually with the WHO Staff Association.
我今天想說的第三條是加強有才能和積極肯干的員工隊伍。在過渡期間，我首先關注世衛(wèi)組織的工作人員。事實上，我的第一次會議是與世衛(wèi)組織職工協(xié)會召開的。
If WHO is not healthy internally, then it will not be able to interact effectively externally.
如果世衛(wèi)組織在內(nèi)部不夠堅強有力，那么將無法在外部開展有效互動。
In my acceptance speech in May, I promised staff, that I value you, and I will listen to you. And that's what I did for the last four weeks. We have a amazing and dedicated staff. I have seen this in the last four weeks. And I believe that staff are our greatest asset more than even ever before. We should take pride in serving humanity.
我在五月接受任命的演講中，向工作人員們保證，我會重視你們，聆聽你們。這便是我過去四周中所做的。我們擁有一支了不起和敬業(yè)的員工隊伍。這是我在過去四周中看到的。我認為工作人員現(xiàn)在比以往任何時候都更加是我們最大的財富。我們在為人類服務，應當為此感到自豪。
And as I said earlier, my very first meeting after my election was with the representatives of the WHO Headquarters Staff Association Committee and I will be meeting their counterparts in the regions as well. I told them I will always listen. My answer will not always be "yes" but when it's "no" I will give my reasons and I will engage them in the decision. But the 10 issues they raised, on many of them, we have the same position. And I was really happy to see that. I also told them that I will act on their concerns and started acting swiftly. And that we have on most of the issues a common position.
正如我剛才所說，我當選后的第一次會議是與世衛(wèi)組織總部的職工協(xié)會委員會召開的，我也將與各區(qū)域的職工協(xié)會委員會見面。我告訴他們我會永遠傾聽。我的回答不會總是"肯定的"，但如果我的回答是"否定的"，我會給出理由并且會讓他們參與決定。不過就他們提出的10個問題，我們對其中很多都持有相同立場。我非常高興看到這一點。我也告訴他們，我會就他們的關切采取行動，我現(xiàn)在已開始迅速行動起來。而且我們對大多數(shù)問題都有共同的立場。
During the transition, I met each of the Regional Directors individually and collectively. I also met headquarters assistant directors-general and directors on several occasions to listen to their great ideas. I also got ideas for change from heads of WHO country offices. I appreciated when directors and heads of country offices consulted with their staff for the ideas they sent to me.
在過渡期間，我以單獨和集體方式與各區(qū)域主任見了面。我也多次與總部的各位助理總干事和司長會面，聽到了他們的大好主意。世衛(wèi)組織各國家辦事處負責人也向我提供了一系列改革想法。我感謝這些司長們和世衛(wèi)組織國家辦事處負責人，他們在向我提出想法之前曾征求過本部門員工的意見。
As you all know, this was a unique election and the transition was also unique. I listened to staff for their views and opinions. I am so energized by their feedback and input as well as passion, dedication and commitment that I have seen so far.
眾所周知，這是一次獨特的選舉，而且過渡也極不尋常。我聆聽了工作人員的想法和看法。他們的反饋和意見以及我迄今所看到的熱情、奉獻精神和承諾令我深受鼓舞。
When I met directors and assistant directors-general, I told them that I would be accessible and gave them my mobile phone number so they could reach me any time. We have to continue this candid discussion because candour is the best medicine for any organization.
我會見各位司長和助理總干事時，我告訴他們可以找我，并給了他們我的手機號碼，以便他們能隨時聯(lián)系我。我們必須將這種坦誠的討論繼續(xù)下去，因為坦誠對任何組織來說都是一劑良藥。
I promise you this dialogue with WHO staff and the Staff Association will continue on a regular basis because we belong to the same team and we need to engage on a regular basis in order to be a winning team. I will continue to listen to and act upon staff concerns and ideas. Any enduring change at WHO will come from the staff outwards.
我保證，與世衛(wèi)組織工作人員和職工協(xié)會的這種對話將繼續(xù)定期舉行，因為我們屬于同一個團隊，我們需要定期聯(lián)絡，以便成為一個百戰(zhàn)百勝的團隊。我會繼續(xù)傾聽并對職員們的關切和想法采取行動。世衛(wèi)組織的任何持久變化將需要其內(nèi)部工作人員來推動。
Let me also emphasize that I do not believe in perpetual reform and I think WHO staff are reformed out. I do believe in continuous improvement, however. Because our greatest asset is people, one core item in continuous improvement is how performance reviews are conducted and what coaching people receive. I would like to tie this much more closely to the results we seek to achieve.
我還要強調(diào)，我不相信永久的改革，我認為世衛(wèi)組織的員工隊伍已經(jīng)改革完畢。不過，我相信持續(xù)改進。因為我們最大的財富就是人員，持續(xù)改進方面的一個核心項目就是如何開展績效評估，以及向人們提供何種培訓。我想將此與我們力求實現(xiàn)的成果更緊密地結合起來。
My friends, talent is global, but opportunity is not. We will continue to conduct open recruitment, based on merit. However, we will ensure merit is seen from global or geographic and gender perspectives and the recruitment is done fairly and on an even playing field.
朋友們，人才是全球性的，但機遇不是。我們將繼續(xù)公開擇優(yōu)招聘人員。但是，我們要確保擇優(yōu)時考慮到全球或地理和性別因素，保證招聘工作公正公平。
My door will always be open to the staff. In fact, I will set a regular time to meet with staff who wish to meet with me and I call upon all leaders and managers of WHO at all levels, starting from headquarters to the regions and to the country offices, starting from team leaders to the Deputy Director-General to do the same. Listening to our staff is a bottom line and builds our teams.
我的辦公室大門將永遠對工作人員敞開。我會定期與希望見我的工作人員會面，我呼吁世衛(wèi)組織各級的所有領導層和管理人員，從總部到各區(qū)域以及國家辦事處，從組長到副總干事都這樣做。傾聽工作人員的聲音是我們的底線，這樣才能真正加強我們的隊伍。
As a way forward, I would like to tell you that this has been a very holistic election. I have been given a decisive mandate and my vision and priorities for WHO have been endorsed by Member States. I have spent the last four weeks listening and engaging staff and conversing with partners. What we focus on in the next phase is going to be clearly articulating measurable outcomes and swiftly moving to implementation with a sense of urgency.
作為前進方向，我想告訴你們，這次選舉十分全面。我被賦予了一項明確任務，我對世衛(wèi)組織提出的愿景和工作重點得到了會員國的認可。我用了四個多星期時間去聆聽工作人員的看法，與他們交流，并與合作伙伴交談。我們在下一階段的重點就是要有緊迫感，明確闡述可衡量的成果，并迅速轉(zhuǎn)向?qū)嵤?/div>
As you can imagine, the very short transition window has not given me enough time to identify the best and appropriate senior leadership team. I hope to complete forming my team in the next few months. That's why I have asked the existing senior management to stay on their positions for few more months until I appoint my leadership team. As you know, I have asked for recommendations from all levels of the Organization and have received many excellent ideas. I have formed a committee of WHO staff to study these recommendations, composed of directors, and to identify which are the most important ones that would lead to a major paradigm shift in our WHO. I will ensure the full engagement and participation of staff in any change.
你們可以想象，十分短暫的過渡窗口并沒有給我足夠的時間來確定最好和適當?shù)母呒夘I導團隊。我希望在未來幾個月里完成我的團隊組建工作。這就是為什么我請求當前的高級管理層在其崗位上多留幾個月，直到我任命自己的領導隊伍為止。如你們所知，我已要求本組織的各個層級提出建議，目前已收到很多很好的想法。我組建了一個由多名司長組成的世衛(wèi)組織工作人員委員會，負責研究這些建議，并確定哪些建議最為重要，可能促使世衛(wèi)組織發(fā)生重大范式轉(zhuǎn)變。無論做出什么變革，我都將確保工作人員的充分參與。
Again, let me emphasize that enduring change comes from the bottom up. Only change that's owned by staff will succeed. As Tom Peters said, I quote, "change is a door that can only be opened from the inside". So in order to fundamentally change WHO, first of all, we all need to individually open our minds for change. Because the mind is opened from inside. And two, we all need to collectively work together to open our organizations for change.
我想再次強調(diào)，持久變化是自下而上的。只有工作人員自主進行的變革才會成功。我在此引用湯姆·彼得斯的話："改變是一扇只能從里面打開的門"。所以為了從根本上改變世衛(wèi)組織，首先我們每個人都需要敞開自己的胸襟接受變化。因為胸襟是從里面打開的。其次，我們大家需要協(xié)同努力，使我們的組織愿意接受改變。
My friends, we have a historic opportunity to make transformational improvement in world health. Let's do it. Let us do it for every woman and child who died when they didn't have to die. And for every child who failed to reach her full potential. For every victim felled by an outbreak, for every small islander who is faced with the threat of climate change. Let us dedicate ourselves to them. Let us stand together for a healthier world.
朋友們，我們擁有一個使人類健康得到徹底改善的歷史性契機。讓我們行動起來吧。讓我們?yōu)楸緛聿辉撍廊サ拿總€已故婦女和兒童行動起來吧。為了每一個未能充分實現(xiàn)其潛力的孩子，為了每一個被疫情奪走生命的受害者，為了每一個面臨氣候變化威脅的小島居民。讓我們?yōu)樗麄儷I出全部力量。讓我們并肩為一個更健康的世界而努力。
Thank you so much. Merci beaucoup.
非常感謝大家！
