A Solutions Partnership to End Poverty

--Speech at World Knowledge Forum

在世界知识论坛上的发言

Collaborative Knowledge, Learning and Innovation as Key Accelerators

协作知识、学习与创新是核心加速器

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

世界银行副行长桑贾伊·普拉丹

Seoul, Republic of Korea

首尔，大韩民国

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，世界银行集团行长金墉先生在本论坛发表讲话，今天，本人也荣幸地来到了这里。

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.

我希望与诸位探讨如何终结贫困——具体而言，鉴于这里是世界知识论坛，本人希望在此谈谈如何通过协作的方式，让知识、学习和创新成为我们戮力同心终结贫困的强大加速器。

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，我想以我祖国印度的故事作为开端，谈一谈恒河。

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.

恒河是一条圣河，是印度人崇拜的母亲河。人们认为在纯洁神圣的恒河水中沐浴，可以涤除所有罪孽。恒河总长2500多公里，提供了印度水资源总量的25%，是世界上人口最为稠密的流域。居住在恒河流域的四亿人口中大多数极度贫困，他们的日常起居与生存都要依赖这条母亲河。

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，如今的恒河却奄奄一息。规划不良、快速发展的城镇化与工业化已将恒河变为全球污染最为严重的河流。每天，有2.5亿升未加处理的污水被直接排入恒河。如今，在恒河沐浴，不但无法洗去尘埃，反而会带来疾病。仅恒河一地，每年的医疗费用就要消耗约40亿美元。

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.

恒河问题不仅规模庞大，而且极为复杂。问题不仅关乎河流治理，而且还涉及到政府如何监管，公司如何赢利以及人民如何生活。恒河问题横跨农业、城市管理和环境等众多领域，涉及社会众多利益攸关方，且尤为重要的是，数千万贫困人口的生活与生计都有赖于这条母亲河。

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.

为改善贫困人口的生活，其他国家亦面临着越来越多复杂重大的跨领域挑战，例如南非的城镇就业、也门的水资源获取等问题。仅靠修路建桥等单纯的技术手段无法解决这些问题。态度谦逊、相互协作、取长补短、具备创新能力及推广创新，方是解决问题之道。

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.

我们面临的挑战是，如何携手共同解决恒河污染这种规模巨大、性质复杂且影响深远的转型问题？这正是世界银行集团（世行集团）新战略的核心内容。

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

世行集团的目标和新战略—— 创建解决方案伙伴关系势在必行

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，世行集团的188个成员国股东通过了两项目标：到2030年终结极端贫困（以每天生活费低于1.25美元为衡量标准）和促进共享繁荣（ 以最底层40%人口的收入增长水平为衡量标准）。四天前，在世行集团年会上，成员国又进一步批准了世行集团新战略，支持世行全力以赴以可持续的方式实现这些目标。实现这些目标要求我们迅速带来深刻影响，提高12亿赤贫人口（每天生活费低于1.25美元）以及27亿贫穷弱势群体（每天生活费在1.25 - 4美元之间）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.

挑战是艰巨的。实现这些目标意味着不能墨守成规。我们要加快步伐。我们要凝聚力量，帮助各国解决问题。这也正是我们要建立解决方案伙伴关系来终结贫困、促进共享繁荣的原因所在。

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.

只要印度各部门、行业与社会团体的利益攸关方同心协力，通过不断学习、创新并付诸实践来应对恒河的复杂挑战，同时借鉴全球证明“管用”的做法，汲取他国实践经验，则恒河必将恢复清澈的原貌。实现这一目标要求相关方不断重复尝试，在长处和相对优势各异的合作伙伴的帮助下，合力解决问题。全球与地方知识、共同学习和创新方案共同支持着形成解决方案的过程，在此过程中各方携手应对艰巨挑战，将有助于加速终结贫困、促进共享繁荣。

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.

这便是金墉行长去年在本论坛所述解决方案的精髓。秉承金墉行长提及的全球团结精神，我们邀请各位加入全球解决方案伙伴关系，共同终结贫困、促进共享繁荣。

An Approach to Development Solutions

探索发展解决方案之道

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.

制定发展解决方案需要一个周期，该周期始于对问题本质的认识——诊断分析。包括世行集团在内的发展机构曾多少次在并未真正了解问题的情况下，就向相关国家提出了技术性解决手段？作为世行集团新战略的一部分，世行集团将系统性地投资于共同诊断：利用所有可获得的证据和研究，系统性的投资于国家诊断，帮助这些国家根据自己的规划，确定终结贫困、促进共享繁荣面临哪些最大机遇与挑战。共同诊断既能严谨剖析问题，亦将成为所有利益攸关方——政府、私营部门和民间团体——共同学习的工具，使各方不仅能就关键问题达成共识，还可了解推动这些问题产生的动因和行为及其背后的政治、社会和文化现实。

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.

只有就关键问题达成共识并明确了成功的指标，我们方能筹措更多资金和知识资源，调集世行集团的各种服务，与其他合作伙伴一起帮助各国利益攸关方解决所确定的问题。由此在国家和全球层面形成的解决方案伙伴关系将支持我们一起终结贫困。

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.

显而易见，资金仍然是这些解决方案中的重要一环。仅发展中国家基础设施建设预计所需的资金就令人震惊：每年1.5万亿美元。目前官方发展援助资金不足发展中国家总流入资本的1%，而世行集团提供的资金又仅占其中一小部分，在这种情况下，我们需采取不同的手段解决这一问题。如今，私营部门已成为基础投资和创造就业的生力军。我们需要采用创新的方式，利用官方开发援助从私营部门调动更多资金， 我们需要利用公私合作的方式应对转型期的挑战。根据世行集团新战略，我们将综合运用为政府提供支持的世行资源以及为私营部门提供帮助的国际金融公司和多边投资担保机构的资源。

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.

但仅靠资金无法解决问题。如何使用资金亦很关键。单靠更多资金恒河无法去污返清。资金早已到位，但只有印度各利益攸关方齐心协力、共同学习并为实现目标坚持而不懈努力，恒河方能重新变得清澈见底。

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.

在百折不挠、坚持不懈地应对艰巨挑战方面，韩国堪称最佳典范，通过艰辛的历程，这个60年前一贫如洗的国家已迈入发达国家之列。韩国于上世纪七十年代开展的新乡村运动在解决复杂的农村贫困问题上取得了史无前例的成功。新乡村运动是在对造成韩国农村贫困的主要社会经济背景的深刻理解基础之上，将此理解转化为解决方法，经不断改进和成功拓展，将勤奋、自强及协作等社会优良传统推向更新的高度。如今，我们可能无法“全盘”复制新乡村运动的解决方案。但是，这种充分了解和有条不紊地解决涉及文化、政治和经济等诸多方面的农村贫困问题的举措，可为国际社会提供宝贵经验。

The WBG Knowledge, Learning and Innovation Agenda

世行集团的知识、学习与创新议程

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:

世行集团能为支持解决方案伙伴关系做些什么？除调动更多公共部门和私营部门资金外，我们将实现五项根本转变，以帮助各利益攸关方开展协作，通过发展解决方案应对新出现的重大发展挑战：

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，坚决摒弃贷款项目审批的理念，培育一种发展解决方案文化，以成果为重；为取得成果，更加有序地动员使用资金、知识和服务；加强灵活性与适应性，以学习为导向，利用公民受益者提供的实时反馈等手段；更加有意识地为孵化创新方案缔造安全空间；更加注重成果的落实与交付。以事实为据，不断改良设计；重复实施相关方案；有意识地加强整个过程中的学习——这也是金墉行长在去年演讲中提及的交付科学的重要方面。为将此理念付诸运作，我们将支持世行集团内外的团队开发工具、制定方法，开启解决方案周期，而非项目周期。此外，我们将帮助这些团队收集证据，发现问题；帮助召集利益攸关方，以达成共识；在实施中指引正确的方向；同时帮助他们有效地衡量成果。

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，在整个解决方案周期内，我们必须在考虑地方特点的基础上，更加系统地运用已证明“管用”的全球性知识与创新。这就需要世行全球领先的发展研究部门与包括智库、学术界、民间组织和私营部门在内的其它全球及地方合作伙伴一起，共同为客户国提供循证解决方案。除研究之外，还有大量分散在世界各处的实践知识。作为唯一的全球发展组织，世行集团在汇总利用各地的发展知识帮助客户应对诸多挑战方面发挥着核心作用。例如，在发展中国家从业人员之间开展“南南”知识共享，为各方提供了前所未有的机遇了解成功经验与失败教训，以及深入的实施知识。当今发展中国家的从业人员希望相互借鉴，例如他们希望了解中国是如何在三十年内实现5亿人口的脱贫，以及墨西哥的机遇项目如何改善了数千万儿童的教育与营养状况。人们对学习韩国的成功经验抱有浓厚的兴趣——这给韩国成为提供发展解决方案的知识中心带来了巨大机遇。我们必须通过自身的业务在调动和促进知识共享方面发挥重要作用。有必要部署新的平台，例如比赛和挑战，让所有人参与设计应对复杂挑战的全球和地方性解决方案，然后对这些解决方案进行孵化和推广。转型平台—例如中国的阿里巴巴，从金字塔底层大规模的营销本地产品，或帮助穷人传送服务意见反馈的移动电话应用程序，有助于我们终结贫困的斗争。世行应利用其业务、号召力和合作伙伴，向全世界的企业家和公民灌输和推广这些创新手段。

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， 除调动全球范围的知识与创新方法之外，还需在机构内部和客户之间更为系统地搜集、调动和部署各种内部业务知识和创新手段。世行集团在一天之内需要与100多个国家进行几千次业务互动。但分享业务方面的知识却动力不足，其中的原因包括世行集团划分成各个地区部门，这些部门之间的专业技术与知识交流非常有限。为此，我们正开展深入的机构改革，创建统一的全球实践技术专家库，以促进人才和知识在世行集团内部的流动。我们将出台激励机制和支持体系，在全球平台上系统地整理从业务中和外部合作伙伴那里学到的知识，即在不同背景下成功的经验，并将其广泛传播。世行集团将继续公开数据。我们将加倍努力，营造创新和明智地承担风险的文化，为世行员工与合作伙伴通过有条不紊的数据驱动型实验来打造创新解决方案建立一个安全空间。

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， 系统性地将全球和本地知识转化为有效的学习项目，提高客户国及世行集团员工取得成果的能力。我们将让客户与员工共同在“开放学习校园”学习，以利于大家相互借鉴，协力开发应对当今错综复杂挑战的技能。我们将抓住机遇，通过提供大量在线课程或大规模开放式网络课程等形式全面扩大学习范围。

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，为更快取得成效，不仅要提高专业技术水平，更重要的是要加强领导与建立联盟的能力，藉此扫除政治经济障碍，推行变革。通过学习项目，加强政府、私营部门和民间团体中改革派的协作和领导能力，为开展行动而建立共同的理念并结成同盟，分清主次、监督实施、攻坚克难，取得切实可见的成果。在发展中国家和世行集团内部建立新的领导团队是工作重点，这将使改革派能够成为推动终结贫困的引擎。我们已经着手开始建立交付领导网络（目前由六位新政府领导人构成），并将在各国内外扩展这一网络。

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.

为落实世行集团有史以来首个此类议程，金墉行长专门设置了知识、学习和创新副行长部门。该部门将补充领导发展研究的高级副行长的工作，壮大发展问题知识领导者的队伍。我们的目标是要通过世行集团各个项目，力争让各国接受知识、学习和创新思想，并将其发展壮大。世行集团谋求为客户和员工的领导力培养与学习、知识共享及创新搭建现实和虚拟平台，以提升集体的能力，加速终结贫困。我们谋求与其他各方——政府、国际组织、私营部门、捐助伙伴、学术界及民间团体，建立开放的合作伙伴关系 ，共同实现这一目标。

A Global Solutions Partnership

全球解决方案伙伴关系

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.

展望未来，我希望请您思考的挑战是：作为合作伙伴，我们如何携手应对最为重大的挑战，以加速终结贫困、建立共享繁荣。让我们团结一心，凝聚社会各界，发挥个人、组织和国家的力量与技能，齐心协力，建立 “解决方案伙伴关系”，为多个利益攸关方的集体行动提供支持，系统性地利用知识、学习和创新，一起应对最严峻的发展挑战。

That is my invitation to you today.

这便是我今天向您发出的邀请。

A Tale of the Second River

另一河流的传奇

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.

我以我祖国印度的故事 — 饱受摧残的恒河，作为开场白。现在，让我以另一河流的传奇来结束此次演讲 ——这个故事来自韩国，事实上就来自这座城市，首尔。曾饱受污染折磨，如今重又勃发生机的清溪川的故事。

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.

清溪川长六公里，源头位于首尔市中心，流经城市后汇入汉江。二十世纪五十年代，首尔发展迅猛。移民形成的贫民区沿河搭建起了许多简陋的临时房屋。由于缺乏相应的排污系统及轻工业污染所产生垃圾和废物的排入，清溪川变得肮脏、污染严重，成为了城市的一道伤疤。1958年时，为解决这一问题，人们把混凝土覆盖在清溪川上，并在暗渠上方兴建了一条5.6公里长16米宽的高架道路。但从施工开始，这里就成为了一条黑暗、吵闹、破烂的走廊。

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，一位极具远见卓识的市长大胆地实施了一项看似不可能的计划：拆除高架路，恢复清溪川。此项计划费用高昂、颇具争议，因此并不受欢迎。这位市长不可思议地让不同利益攸关方形成了共识，并大胆地将此计划付诸实施。如今，清溪川已成为团结这座城市的美丽地标。而十年前，它却起到了相反的作用。

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.

清溪川曾是首尔的一项顽疾，就象印度的恒河一样。今天，她却已成为人们引以为豪的可持续城市改造的国际范例。

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.

我们如何才能帮助全球的从事发展的人员从本文所述案例以及其它改造世界的行为案例中获得灵感、汲取营养，将40亿人口从贫困和脆弱中解脱出来？这就是我们所面临的挑战，也是我们必须履行的使命和道德义务。

Thank you.

谢谢诸位 。

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