【文章內(nèi)容簡介】 goals and principles.
　　我們的回答是，我們第一次有了一個將整個世界銀行集團統(tǒng)一起來的戰(zhàn)略，包括與各國政府合作的世行。包括我們的私營部門窗口國際金融公司(IFC)。也包括提供政治風險擔保的多邊投資擔保機構。我們幾天前剛剛發(fā)布這一文件。我們過去從未制定過這樣一個統(tǒng)一的戰(zhàn)略，給予我們一個圍繞共同目標和原則指導機構所有部門工作的全面路線圖。
　　Why is this important? Bureaucracies sometimes operate in ways that keep people away from each other. They tend to create selfenclosed areas of influence. These areas bee wellguarded bunkers, or silos. I know something about silos. I grew up in Iowa, and we had lots of them. Those silos of corn stood starkly alone, especially during those long cold winters. Silos perform a critical function in the cornfields of Iowa but they have no place at the World Bank Group.
　　為什么這一點很重要?官僚機構的運作方式有時讓人們相互隔離。他們往往創(chuàng)造自我封閉的勢力范圍。這些勢力范圍成為戒備森嚴的碉堡或者筒倉。我對筒倉有所了解，我在愛荷華州長大，我們那里有很多筒倉。那些貯存玉米的筒倉孤零零地站在地里，特別是在漫長的冬季。筒倉在愛荷華的玉米田里發(fā)揮著重要作用，但在世界銀行集團沒有它們的位置。
　　How can we – or any other large organization – meet our highest aspirations of serving the poor if we work in a collection of silos? We need to connect the brilliant minds in our institution so that their knowledge flows freely.
　　如果人們各自在一堆筒倉里工作，我們——或者任何其他大型組織——怎么能夠?qū)崿F(xiàn)為窮人服務的的最高理想呢?我們需要讓我們機構中的出類拔萃之輩對接，使他們的知識自由流動。
　　The World Bank Group strategy is based on the conviction that the entire organization will work and together as a seamless whole to achieve our inspiring goals. And we know that if we are to have any chance to succeed, we must be selective – first, we must choose our priorities and then, abandon those activities that don’t make the cut.
　　世界銀行集團的戰(zhàn)略是基于這樣一種信念，即整個機構將齊心協(xié)力、團結(jié)一致地實現(xiàn)我們的目標。我們也知道，要想取得成功，我們必須具有選擇性——首先要選擇我們的優(yōu)先重點，然后是放棄那些非優(yōu)先領域的活動。
　　What will we stop doing? We won’t continue working in areas in which others are better. We won’t enter projects for the sole purpose of meeting volume targets for the year. We won’t take on projects just to plant our flag on the ground. And we won’t tolerate behavior that promotes individual interests over the mon good.
　　我們將要停止做哪些事呢?我們將不會繼續(xù)從事那些別人更擅長的領域。我們不會僅僅出于要完成年度貸款額指標而開展項目。我們不會僅僅為了插上我們的旗子而開展項目。而且，我們絕不容忍將個人私利置于公共利益之上的行為。
　　So what are our principles?
　　那么我們的原則是什么?
　　We will ensure that all our activities have a relentless focus on our two goals.
　　我們將確保我們的一切活動都堅持不懈地專注于我們的兩大目標。
　　We will bee better partners to others so that together we can achieve those goals.
　　我們將更好地與其他方面合作來實現(xiàn)這兩大目標。
　　We will be bold.
　　我們將勇往直前。
　　We will take risks –smart risks. And by that, I mean we will invest in projects that can help transform the development of a country or a region – even if it means we might fail.
　　我們將勇于冒險——聰明地冒險。我的意思是，我們將投資于那些可能有助于改變一個國家或者一個地區(qū)的發(fā)展的項目——即使我們有可能失敗。
　　We will excel at delivering local solutions by taking our global knowledge and making sure it is available to countries and panies that need it.
　　我們將出色地利用全球知識來提供本地解決方案，并確保那些需要這些知識的國家和企業(yè)都可以獲得這些知識。
　　We will take advantage of our deep experience to lead cuttingedge global practices on issues such as finance, education, health, infrastructure, energy, and water.
　　我們將利用我們的豐富經(jīng)驗，在諸如金融、教育、衛(wèi)生、基礎設施、能源和水資源等問題上領導最前沿的全球?qū)嵺`。
　　We will always look for opportunities to help countries invest in their people. We must help countries bee more petitive, and a powerful way for them to do so is by investing in the education, health, and job training of their citizens.
　　我們將會不斷尋找機會幫助各國投資于人民。我們必須幫助各國提升競爭力，而達此目的的一個有效途徑是投資于公民的教育、衛(wèi)生和就業(yè)培訓。
　　And we will look to create innovative financial tools that can open up new opportunities for longterm financing that countries desperately need.
　　而且我們將尋求開發(fā) 創(chuàng)新型融資工具，開拓提供各國急需的長期資金的新渠道。
　　Making the strategy a reality
　　將戰(zhàn)略變?yōu)楝F(xiàn)實
　　Our strategy calls for us to bee a Solutions Bank with results for the poor as our central benchmark. Three elements of the strategy are worth highlighting.
　　我們的戰(zhàn)略要求我們成為一個提供解決方案的銀行，以對貧困人口產(chǎn)生的成效作為我們的主要基準。新戰(zhàn)略有三項內(nèi)容值得強調(diào)。
　　First, we will partner with the private sector to use their expertise and capital to fight poverty. This is particularly important to create good jobs for the poor.
　　首先，我們將與私營部門聯(lián)手，利用他們的專業(yè)知識和資金來抗擊貧困。這一點對于為貧困人口創(chuàng)造良好的就業(yè)尤為重要。
　　Second, we will increase our mitment to fragile and conflictaffected states, which will require us to be bolder, take more risks, and mit more resources.
　　第二，我們將加強對脆弱與受沖突影響國家的承諾，這將要求我們更加大膽，承擔更多風險，投入更多資源。
　　And third, we will be as ambitious as possible on issues that are of global importance, including investing in women and girls and batting climate change. Our response to climate change, for instance, must be bold enough to match the scope of the problem.
　　第三，我們在具有全球重要意義的議題上要盡可能雄心勃勃，包括投資于婦女和女童、抗擊氣候變化。例如，我們對氣候變化作出反應的力度必須與問題的嚴重程度相匹配。
　　Creating good jobs
　　創(chuàng)造良好就業(yè)
　　On the first element, one of the highest priorities at the World Bank Group will be to help create jobs. How can we most effectively help regions and individual countries position themselves for privatesectorled job growth? The scope of the challenge is daunting – the world needs to create 600 million new jobs over the next decade.
　　圍繞第一個目標，世界銀行集團的最高優(yōu)先事項之一將是幫助創(chuàng)造就業(yè)機會。我們?nèi)绾尾拍茏钣行У貛椭嘘P地區(qū)和國家創(chuàng)造最佳條件來促進私營部門主導的就業(yè)增長?這是一項十分艱巨的挑戰(zhàn)—— 全球需要在未來十年內(nèi)創(chuàng)造6億個新的就業(yè)機會。
　　A critical pathway out of poverty for the poor is through providing an open and transparent connection to local and global markets. This access can unlock entrepreneurial potential for millions.
　　幫助窮人擺脫貧困的一條重要途徑是以公開透明的方式將他們與本地市場和全球市場聯(lián)系起來。這種對市場的參與可以釋放億萬民眾的創(chuàng)業(yè)潛力。
　　For example, one of IFC’s clients, E, connects cocoa, coffee and cotton farmers in over 30 countries to global markets. Last year, E helped more than 134,000 farmers and thousands more through farmer organizations.
　　例如，國際金融公司的客戶E將30多個國家里種植可可、咖啡和棉花的農(nóng)戶與全球市場連接起來。去年，并通過農(nóng)民組織幫助了更多人。
　　We also are expanding our group of partners to include those which are pioneering