双语：2022盖茨基金会年信
Gates Foundation Annual Letter by Mark Suzman
2022 Gates Foundation Annual Letter
2022盖茨基金会年信
Mark Suzman
马克·苏斯曼
We begin 2022 at a pivotal moment for the Bill & Melinda Gates Foundation and the world. The COVID pandemic has been both a profound shock and a clarion call to action to support the countries and communities that have been hardest hit.
2022年对于比尔及梅琳达·盖茨基金会和全球来说，都是一个重要的转折点。新冠肺炎大流行在带来巨大冲击的同时，也向我们吹响行动的号角——为受影响最大的国家和社群提供支持。
In addition to its direct impact measured in millions of lives lost, the pandemic has slowed, halted, and even reversed hard-won gains in global health and development. After nearly two decades of unprecedented progress, we have seen tens of millions of people thrown back into poverty, childhood vaccination rates drop, and diseases from malaria to tuberculosis resurge. All of this has been exacerbated by climate change, which has been especially hard for the rural poor who depend on agriculture for food and income. And in the United States, we’ve seen massive setbacks in education due to the pandemic, with the impact falling hardest on Black, Latino, and low-income students.
新冠疫情目前已导致数百万人死亡，除了这一直接影响外，它还减缓、暂停、甚至逆转了全球健康和发展领域来之不易的进展。在近二十年取得前所未有的进步后，我们看到数千万人重新陷入贫困、儿童免疫接种率下降、疟疾和结核病等疾病病例再次增加。气候变化使所有这一切变得更糟，对于那些依靠农业获得粮食和收入的农村贫困人口来说，他们的境况尤为艰难。在美国，我们看到疫情给教育带来巨大挫折，其中黑人、拉丁族裔和低收入学生受到的影响最大。
Meanwhile, income and wealth inequalities continue to grow, and this has contributed to increased scrutiny of the very wealthy and skepticism about the motives and role of philanthropy.
与此同时，收入和财富的不平等继续拉大，这在一定程度上加重了对超级富裕人群的审视，以及对慈善的动机和作用的怀疑。
At a time of such profound challenges, we must ask ourselves: What is the role and value of a foundation like ours relative to governments, the private sector, and civil society around the world? How should we be measured and evaluated? How can we better hold ourselves accountable and make sure our contribution is additive and complementary to that of others?
在如此严峻的挑战面前，我们躬身自问：相对于政府机构、私营部门和民间社会而言，像我们这样的慈善基金会能够发挥什么样的作用和价值？我们应该如何被衡量和评估？什么样的机制能督促我们更好地履行责任，确保我们的贡献有所增值并与他人互补？
Today marks an important milestone in how we answer that last question. We are proud to announce the appointment of a new board of trustees – which includes members from outside the Gates and Buffett families – to provide additional input, strategic guidance, and fiduciary oversight to the foundation. In part, this is a response to the sad death in late 2020 of Bill Gates Sr., Bill’s father, an honorary co-chair, and a long-time guiding voice at the foundation, as well as the decision by Warren Buffett last year to step down after nearly 15 years of service as a Trustee. But it also represents an explicit recognition by Bill and Melinda, especially in the wake of their divorce, that the foundation will be well served by the addition of strong, independent voices to help shape our governance. They will bring diverse perspectives and expertise that will help to ensure the future stability and impact of the foundation.
今天，盖茨基金会经历了一个重要里程碑，这也是我们对最后一个问题的回答。我们自豪地宣布委任新的理事会成员，他们来自盖茨和巴菲特家族以外，将为基金会提供更多的建议、战略指导和监督。这样做的部分原因是比尔的父亲、盖茨基金会名誉联席主席，也是我们的长期引领者老比尔·盖茨先生在2020年底不幸离开了我们。此外，沃伦·巴菲特在担任盖茨基金会理事近十五年后于去年卸任。同时，比尔和梅琳达也清晰地认识到——尤其在他们离婚后——引入强有力的独立声音、帮助基金会完善治理结构，将对我们大有裨益。新的理事将带来多元化的视角和专长，有助于确保基金会今后的稳定和成效。
We are honored that as an initial step three deeply knowledgeable and respected individuals have agreed to join us. Between them, Strive Masiyiwa, Minouche Shafik, and Tom Tierney bring an incredible track record of impact across global business, philanthropy, and development, and we couldn’t be more excited to have them join the board. I have had the privilege of working with each of them in different capacities over the years and know they will bring integrity and insight to our shared mission of creating a world where every person has the chance to live a healthy, productive life. Bill and Melinda have also asked me to become a board member in my role as foundation CEO. The board could include up to nine total members, and we’re in active conversations about adding to our initial slate to enhance representation across gender, geography, and expertise.
我们十分荣幸地邀请到三位新的理事加入我们。他们博学多识且备受尊敬，在全球商业、慈善和发展领域有着出色的履历。对于他们的加入，我们无比激动。多年来，我曾有幸以不同身份分别和他们三位合作，深知他们能够为基金会带来诚信和洞见，从而实践我们共同的使命，创造一个人人都有机会过上健康而富有成效生活的世界。比尔和梅琳达还邀请我以基金会首席执行官的身份加入理事会。理事会可包括最多九名成员。我们目前正就引入更多人选积极沟通，力求在理事会的性别、地域和专长构成方面更加多元和均衡。
A global vision
全球愿景
I arrived in Seattle 15 years ago this month to lead policy and advocacy for a new division at the foundation focused on global development, which was launched after Warren Buffett’s unprecedented financial commitment to the foundation. At that time, the foundation was expanding its existing work in global health and U.S. education into new areas, including agricultural development; financial services for the poor; and water, sanitation, and hygiene.
15年前的这个月，我来到西雅图，负责为基金会新成立的全球发展部门开展政策和倡导工作。彼时基金会获得了沃伦·巴菲特规模空前的捐赠，得以启动全球发展相关的工作。基金会的项目范围也从全球健康和美国教育扩大到农业发展、普惠金融，以及水源、环境和卫生等领域。
I was coming from seven years at the United Nations, where I helped launch the Millennium Development Goals (MDGs) under the leadership of then Secretary-General Kofi Annan. Those goals, adopted in 2000 by every country in the world, set out an ambitious agenda for humanity centered on measurable targets for poverty eradication, health, and education. They and their successors, the Sustainable Development Goals, represent the world’s collective commitment to a better life for all its people.
加入基金会前我在联合国工作了七年，在时任秘书长科菲·安南的领导下帮助推出了千年发展目标。这些目标为人类设定了宏伟的议程，围绕消除贫困、健康和教育制定了可衡量的目标，并于2000年被全球所有国家采纳。这些目标以及随后推出的可持续发展目标代表了全世界让所有人获得更美好生活的集体承诺。
The goals were very personal to me – and they were the main reason that I decided to leave my job as a journalist at the Financial Times and take my career in a new direction.
这些目标对我个人来说同样意义非凡，因为这也是我决定离开《金融时报》记者一职、开拓新的职业方向的主要原因。
I grew up in apartheid South Africa, part of a politically prominent family who fought the legislated crime perpetrated on people of color while also benefiting from the comfortable lifestyle and opportunities offered to us as a white family and to me as a white male. Even as a child, I understood that fundamental unfairness, and it left me with a deep desire to use the advantages I had been given to help tackle injustice and inequality. A career in journalism was my initial entry-point, and that included covering the historic demise of apartheid and the election of Nelson Mandela as president of a democratic South Africa.
我在种族隔离时期的南非长大，来自一个显赫的政治家族。我的家族积极地与针对有色人种的法律犯罪进行斗争，但同时，我也享受了一个白人家庭以及我作为白人男性能够获得的舒适生活和机会。从孩提时代起，我就意识到那些根本的不公平，因此也深切希望能够利用我所获得的优势帮助解决不公正和不平等的问题。做记者是我最初的切入点，也因此报道了种族隔离制度的废弃，以及纳尔逊·曼德拉当选民主南非的总统。
The Bill & Melinda Gates Foundation was founded the same year as the MDGs were launched and was born from a similar impulse. In the late 1990s, Bill and Melinda learned that millions of children in lower-income countries were dying of preventable diseases like rotavirus that had essentially been eliminated in wealthier countries. Their background in technology had fostered a faith in the power of innovation to provide opportunities for those who had been left behind, and they were eager to try to overcome the barriers that prevented vaccines and treatments from getting to the poorest. At the same time, conscious of the enormous benefits they had received from their own educational opportunities, they launched an ambitious set of investments to try to improve public education in the United States, focused particularly on providing more opportunities for Black, Latino, and low-income students to graduate from high school and pursue a college education as a pathway to a better life.
比尔及梅琳达·盖茨基金会在千年发展目标推出的同一年成立，背后承载着类似的初衷。上世纪90年代末，比尔和梅琳达了解到，低收入国家每年有数百万儿童死于可预防的疾病，比如在富裕国家基本已经消除的轮状病毒。他们的技术背景使他们深信，创新能够给落在后面的人们提供机会，他们也渴望清除那些迫使最贫困的人群无法获得疫苗和治疗的障碍。与此同时，他们意识到自己从良好的教育机会中受益匪浅，因此发起了一系列旨在改善美国公共教育的资助，特别是为黑人、拉丁族裔和低收入学生提供更多机会，帮助他们读完高中，继续大学教育，从而过上更好的生活。
The foundation’s vision of building new partnerships across the private and public sectors to leverage innovation for the poor bore early fruit. For example, we joined a range of governments and other partners in the early 2000s to form Gavi, the Vaccine Alliance and the Global Fund to Fight AIDS, Tuberculosis and Malaria—two groundbreaking initiatives that have saved about 60 million lives.
盖茨基金会希望通过与私营和公共部门建立新的伙伴关系，让贫困人口从创新中受益，这一愿景已初见成效。例如，新世纪伊始，我们与多个政府和其他合作伙伴共同创办了全球疫苗免疫联盟（Gavi）和抗击艾滋病、结核病和疟疾全球基金（全球基金），这两个具有开拓性的组织迄今已挽救了6000万人的生命。
But these were too often the exceptions. In practice we tended to focus disproportionately on a small set of partners primarily located in the United States and Western Europe and saw little need to engage directly with governments or connect our work to wider agendas like the MDGs.
但这些在基金会早期的工作中算是例外。在大多数情况下，我们往往更倾向于与美国和西欧的一小部分合作伙伴进行合作，对与各国政府进行互动的必要性认识不足，也没有把基金会的工作与千年发展目标等更广泛的议程联系起来。
We often let our enthusiasm about a potential breakthrough innovation blind us to the reality of the complex set of relationships needed to achieve and sustain implementation and impact, including the vital role of government and community engagement at every level. Even with our work in the United States, we quickly ran into setbacks after our first major education effort to build smaller schools did not show the results initial pilots had promised.
我们经常对一些潜在的突破性创新倾注极大热情，却忽视了推广这些创新并令其持续发挥影响所需要的复杂系统，包括各级政府和社区参与的重要作用。即便是基金会在美国的工作也很快遇到了挫折——我们的第一个重要教育项目是建立较小规模的学校，但它们并没有像最初的试点那样产生显著成效。
In the words of Graça Machel, a long-time champion of health and development in Africa and a foundation partner, we needed to get much better at “listening with respect” to other points of view in the countries and communities where our work was focused.
用来自非洲的健康和发展倡导者、基金会的伙伴格拉萨·马谢尔（Graça Machel）的话来说，我们需要在重点开展工作的国家和社区“认真听取”其他各方的观点。
Learning and growing
学习和成长
While the foundation was doing great work, to achieve our mission we needed to evolve. To my pleasant surprise, I found that Bill, Melinda, and other leaders were more than prepared to engage and experiment. While initially unsure that the foundation could add meaningful direct value in beneficiary countries rather than working through large intermediaries, we started to test some grants. My first big one was a $40 million initiative to support the growth of independent development policy think tanks in countries across Africa, Asia, and Latin America. Other teams started to trial and expand similar work, from new agricultural initiatives in India and Ethiopia to tobacco prevention programs in Southeast Asia and West Africa.
虽然基金会做了很多出色的工作，但要实现我们的使命，我们必须不断发展。让我感到高兴的是，比尔、梅琳达和其他基金会领导都愿意身体力行、不断尝试。虽然相比通过大型中间机构来开展工作而言，我们最初并不确定是否能给受助国带来直接的、实质性的价值，但我们还是开始了一些尝试。我的第一个重大项目总额4000万美元，是为非洲、亚洲和拉丁美洲国家的独立型发展政策智库提供支持。其他团队也开始尝试和扩大类似的工作，例如在印度和埃塞俄比亚推出的新的农业项目，以及在东南亚和西非国家开展烟草控制项目等等。
Once Bill formally left Microsoft in 2008 and Melinda’s time freed up as well, they both started traveling more extensively to countries where our work was focused. This allowed them to get deeper exposure to the work and to meet and learn from local leaders.
在比尔2008年正式离开微软、梅琳达也有了更多的时间后，他们都开始更频繁地前往基金会重点开展工作的国家。这使他们能够更深入地了解基金会的工作、与当地领袖见面，并向他们学习。
Soon after, they asked me to take on an expanded role to turn our HIV prevention programs in China and India into full-fledged offices that dealt with a range of issues and to explore establishing a presence in Africa. Those initial steps led to establishing offices in Abuja, Addis Ababa, and Johannesburg in addition to Beijing and Delhi. In all, we have more than 230 employees outside of the United States, the majority of whom are nationals of their respective regions.
此后不久，他们也给了我更多的职责：在中国和印度设立代表处，将当地的艾滋病防控项目拓展到更多的领域，同时探讨在非洲开设办公室的可能。于是，在北京和德里之后，基金会又陆续在阿布贾、亚的斯亚贝巴和约翰内斯堡成立了办公室。今天，我们在美国以外有230多名员工，其中绝大多数来自当地国家。
Meanwhile, we were steadily becoming more aligned with the MDGs, deepening our traditional set of partnerships both with US, European and Japanese aid agencies and multilaterals like the World Bank, World Health Organization, and Food and Agriculture Organization. Often in partnership, we also became more intentional about ensuring our grants support people and institutions closer to affected communities. While most of these were in the service delivery and advocacy space, this also included research and development, one of our largest areas of investment.
与此同时，我们也逐渐向千年发展目标看齐，不断深化我们与美国、欧洲和日本的国家援助机构，以及世界银行、世界卫生组织和联合国粮农组织等多边机构的长期伙伴关系。同时，我们更加有意识地选择那些离最终受助人群更近的组织和个人作为赠款接收方。虽然这些伙伴大多来自服务交付和倡导领域，但也有研发领域。研发是我们最大的资助方向之一。
For example, we launched our Grand Challenges program in 2003 to incentivize work on 14 major scientific challenges that, if solved, could significantly reduce global health inequity.
例如，我们在2003年推出了大挑战计划，针对14个重大科学挑战开展研发。这些挑战一旦得到解决，将大大减少全球健康领域的不平等。
Initially, we made a series of very large grants that went almost exclusively to established institutions in high-income countries. To broaden that, we launched a new program called Grand Challenges Explorations in 2008 that conducted more intentional outreach to low- and middle-income countries. We also launched funding partnerships with USAID and Canada, and regional initiatives in Africa, China, and India. Today, most of our Grand Challenges funding goes to researchers in low- and middle- income countries.
最初，我们提供了多笔高额赠款，几乎都给了高收入国家的成熟机构。后来我们在2008年推出了名为“探索大挑战”的新项目，更加有意识地向中低收入国家拓展合作。我们还与美国国际开发署和加拿大建立了资助伙伴关系，并与非洲、中国和印度等国家和地区启动了区域性大挑战项目。目前，大挑战项目大部分受资助的科研人员都来自中低收入国家。
Of course, there needs to be a balance. Even as we steadily increase investments in low- and middle-income countries via universities, companies, and research networks, the fact remains that a significant proportion of global technical expertise and capacity remains in the Global North and, thus, so does much of our grantmaking. However, we are fully committed to getting smarter and more systematic about making sure that resources intended to benefit lower-income countries work to strengthen regional and domestic capacity to drive and sustain that impact.
当然，这中间需要平衡。虽然我们不断增加对中低收入国家的大学、企业和研究网络的资助，但现实仍然是北方国家拥有大部分的技术专长和能力，因此也得到了我们赠款的很大一部分。不过，我们全身心致力于让我们的赠款决策更加明智、更加系统化，以确保这些旨在帮助较低收入国家的资源能够切实提升他们所在地区和本国的能力，从而产生可持续的影响。
Defining our role
定义我们的角色
While diversifying and strengthening our partnerships is one important step to increasing our impact, we also need to sharpen our view as to where and how we can add the most value. What is the distinctive role of philanthropic capital compared to private or public capital in addressing challenges like health and education?
虽然持续拓展和强化伙伴关系是获得更好成效的重要一步，但我们也需要更好地了解我们能在哪些领域、以何种方式最大限度地增加价值。比如，与私营或公共资金相比，慈善资金在应对卫生和教育挑战方面能发挥哪些独特的作用？
When I took on the role of chief strategy officer in 2016, this was the core question Bill and Melinda wanted me to consider. To answer it, we developed a new strategy framework that set out how – relative to government – we can move more quickly and take more risks in helping develop evidence-based approaches that can then be deployed at scale. Similarly, it outlined ways we can better harness the innovation and delivery expertise in the private sector to help address the needs of the poorest.
这是我2016年出任基金会首席战略官一职时，比尔和梅琳达让我着重思考的问题。为了回答这个问题，我们制定了一套新的战略框架，阐释我们相对于政府而言，如何更快地采取行动、承担更多风险，从而帮助制定以循证为基础的、可规模化推广的方法。这套框架还列出了我们如何能够更好地利用私营部门的创新和交付专长，帮助满足最贫困人口的需求。
In practice our role is different depending on where we might have comparative advantages. Our internal strategy unit works with each of our program teams to map out the external partner landscape, existing expertise, and key areas of need and opportunity to develop customized strategies that are subject to rigorous annual review.
在实践中，我们的角色也根据我们在不同领域的比较优势而发生变化。基金会的内部战略部门和各个项目团队密切合作，共同梳理外部伙伴关系、现有专长，以及主要的需求和机会领域，然后制定有针对性的战略，并且每年都要对这些战略进行严格的评估。
The way we have sought to respond to the COVID crisis is a good example. The more than $2 billion we have committed represents only a tiny fraction of what has been pledged by governments and the private sector. Our aim is to be complementary and additive wherever possible. Above all, we have focused our resources on making sure support reaches marginalized communities as quickly and effectively as possible.
我们应对新冠疫情危机的方式就是一个很好的例子。盖茨基金会迄今为止已经为全球抗击新冠疫情承诺超过20亿美元，但这和各国政府和私营部门投入的资金相比微乎其微。我们的目标是尽可能地发挥补充和增值作用。归根结底，我们的资源主要用于确保尽快对边缘化的社群提供有效支持。
...Aware that only two African countries had the tools to test for the disease at the time, we made the first of several COVID-related grants to the Africa Centers for Disease Control and Prevention to boost capacity across the continent.
……我们了解到当时只有两个非洲国家拥有新冠肺炎检测能力，因此我们向非洲疾病预防控制中心提供了首笔新冠疫情相关赠款（后来又陆续提供多笔赠款），以提高非洲大陆的检测能力。
A key asset has been our ability to leverage our deep knowledge and extensive partnerships in research and development from our work in other infectious diseases like HIV, malaria, polio, and TB. We funded projects supporting the development of new diagnostic tools, treatments, and vaccines while using equity capital and financial guarantees to incentivize at-risk manufacturing at scale ahead of regulatory approval.
基金会在应对艾滋病、疟疾、脊髓灰质炎和结核病等其他传染病领域所积累的深厚知识和广泛伙伴关系，是我们的重要资产。我们资助开发新的诊断工具、治疗和疫苗，同时利用股权投资和金融担保等方式，激励企业在获得监管批准之前，即使面临不确定性也愿意开展规模生产。
We drew on existing investments in cutting-edge disease modeling to help inform decision-making by policymakers. We co-founded and helped fund COVAX to provide global equitable access to COVID vaccines. At the same time, we provided technical and financial support to regional efforts, including African Union-led vaccine and medical supplies purchasing programs and the genomic sequencing networks in Southern Africa that detected both the Beta and Omicron variants. We supported a wide range of governmental partners from Nigeria to Bangladesh in efforts such as providing oxygen to ill patients and combating vaccine hesitancy.
我们利用现有项目中的前沿疾病建模分析，帮助政策制定者更好地进行决策。我们帮助创立了新冠肺炎疫苗实施计划（COVAX）并向其提供资助，促进全球公平获取疫苗。与此同时，我们也为区域性的抗疫努力提供技术和资金支持，包括非洲联盟主导的疫苗和医疗用品采购计划和南非的基因组测序网络，后者成功检测到德尔塔和奥密克戎变异株。我们还为从尼日利亚到孟加拉的范围广泛的政府伙伴提供支持，帮助他们向病人提供氧气、对抗疫苗犹豫，等等。
In each case, our financial resources were supplemented by direct technical and strategic advice and partnership via our employees. Now more than 1,700 strong and recruited from government, private industry, multilateral agencies, academia, and many other areas, our people bring both a deep knowledge and a wide set of personal and professional relationships. This has allowed us to be much more systematic in sharing expertise with partners who ultimately make and implement decisions.
无论是什么项目，我们提供的都不仅仅是资金，还有基金会员工的技术和战略建议，以及伙伴关系。基金会有1700多名员工，他们来自政府、私营部门、多边机构和学术界等各个领域，不仅为基金会带来深厚的知识积累，还有广泛的个人和专业网络。这使我们能够更加系统地与我们的伙伴分享专业知识，支持他们进行最终决策和项目实施。
COVID has had devastating direct and indirect impacts on the communities we are most focused on, and it will take many years for them to recover. Yet there are silver linings. We think we have the potential to dramatically accelerate impact in some areas by using tools that have been developed during the pandemic, from linked digital diagnostic tests to low-cost drug manufacturing techniques. Most notably, mRNA vaccines – a technology we first invested in five years ago – have the potential to transform the way we prevent other diseases like HIV and malaria.
新冠疫情对我们最关注的社群造成了巨大的直接和间接影响，需要很多年才能恢复。但我们也从中看到了希望。我们有望利用疫情期间开发的工具——例如联网数字诊断测试和低成本药物制造技术等，大大加快一些领域的进步。其中最值得关注的是我们五年前开始投入支持的mRNA疫苗技术，它有潜力改变我们预防艾滋病和疟疾等其他疾病的方式。
Looking to the future
展望未来
Last year, boosted by the additional commitments for COVID response, we paid out $6.7 billion. This doesn’t include hundreds of millions more in guarantees, forgivable loans, and other financing from our Strategic Investment Fund, which supports efforts like at-risk manufacturing of COVID vaccines. Since our founding 21 years ago, we have paid out more than $60 billion in grants. Every year for the past decade our payout has grown.
去年，加上为应对新冠疫情做出的承诺，基金会的赠款达到67亿美元。除此以外，基金会的战略投资基金还提供了数亿美元的担保、可免除贷款和其他融资，用来激励企业参与抗疫，比如开展具有一定商业风险的疫苗生产工作。自21年前成立以来，盖茨基金会已累计付出600多亿美元的赠款。过去十年，我们的赠款支出每年都在增长。
With a more than $50 billion endowment, Bill and Melinda’s generous additional commitment of $15 billion last year, the expectation of future pledges, and the requirement to spend down our endowment after our co-founders’ deaths, we are uniquely positioned to maintain a major role in the field of philanthropy for decades to come.
盖茨基金会目前有500多亿美元的资金，去年比尔和梅琳达还慷慨地追加了150亿美元的承诺，未来预计还有更多。此外，比尔和梅琳达要求基金会在他们过世后花掉全部的资金。这一切都决定了我们的独特性，意味着我们将在未来几十年在慈善领域持续发挥重要作用。
The scale of our giving must be matched by a deep sense of responsibility in how we distribute it, making sure those resources are stewarded and deployed as effectively as possible. That means staying focused on what matters – not the money out the door but the impact, which we measure in lives saved and opportunities provided for the poorest and most marginalized to achieve their full potential.
我们的捐赠规模需要有与之对等的高度责任感，只有这样才能确保这些资源尽可能得到有效管理和使用。这意味着我们必须关注赠款所能产生的实际影响，而不仅仅是把钱花出去。而衡量影响的指标是挽救生命的数量和为贫困人口及边缘群体提供充分发挥潜力的机会。
It also requires a clear and unambiguous commitment to diversity, equity, and inclusion.
这还要求我们对多元、平等与包容有明确的、毫不含糊的承诺。
The journey the foundation has been on to diversify our own staff and investments is central to that commitment. Over the past two years, we have undertaken a systematic review of our work in this area, including drawing on surveys of employees, alumni, and partners that have both called out shortcomings and identified positive exemplars. As a result, we have now adopted a public DEI commitment statement and put in place a series of concrete plans to enhance our impact internally and externally. I know we still have a long way to go, but I am confident that we are more thoughtful and intentional about continuing to improve.
基金会一直努力实现员工队伍的多元化，并为此持续进行投入。在过去两年里，我们对这方面的工作进行了系统性评估，例如在员工、前员工和伙伴中开展调研，帮助我们发现问题和正面例子。在此基础上，基金会通过了一项多元、平等与包容承诺的公开声明，并推出了一系列具体计划，以增强我们这一承诺对内和对外的实际影响。我知道需要做的工作还有很多，但我相信基金会今后会更加全面、更有意识地持续做出改进。
When I was first appointed CEO, I flew to Omaha to have lunch with Warren. Among the many thoughtful pieces of advice he gave me was to remember my ABCs. This was Warren’s way of telling me to watch out for three perennial threats that all large organizations face: arrogance, bureaucracy, and complacency.
我刚被任命为首席执行官时，曾飞到奥马哈和沃伦·巴菲特共进午餐。他给了我很多好建议，其中一条是记住“ABC”。沃伦是在提醒我注意所有大型机构面临的三种长期威胁：傲慢、官僚主义和自满（arrogance, bureaucracy和complacency）。
In a context where partners and grantees are rarely incentivized to give critical feedback, it is all too easy for a mission-driven foundation like ours to inadvertently create a self-reinforcing echo chamber that rationalizes our failures and oversells our successes. That in turn contributes to suspicion about the role of philanthropy and whether it really does make a difference.
如果合作伙伴和受赠方没有任何动力向我们提供批判性的反馈，那么像盖茨基金会这样一个以使命为导向的机构很容易在不经意间形成一个自我强化的回音室——将自己的失败合理化，并过度宣扬自己的成功。那将让人们更加怀疑慈善的作用，以及慈善能否带来真正的改变。
There is no simple solution to avoiding these pitfalls. It requires constant scrutiny – actively seeking out and being open to constructive criticism from diverse voices, transparently using our internal and external review processes to ruthlessly prioritize areas where our potential impact is greatest, resisting mission creep, and staying focused.
想避免这些陷阱没有简单的方案。我们需要不断地自我审视，积极寻求并虚心接受来自各方的建设性批判，公开透明地利用我们的内部和外部评估机制，不断论证我们能带来最大影响的领域，避免对使命的盲目追求，并时刻保持专注。
One of the great personal virtues of Bill and Melinda – and one of the key reasons I have devoted the bulk of my career to the Gates Foundation – is their willingness to change their minds. This is particularly true when compelling evidence reveals the potential for more effective ways to save and improve lives through our work. When we take risky bets, it is inevitable that some will fail. But rather than become more conservative, Bill and Melinda have chosen to fail fast, learn, and improve. From gender equality to K-12 education to climate adaptation investments as part of our agricultural development program, they have time and again approved new approaches and deprioritized older ones based on evidence. They and I will be actively looking to our new board members to help us be even more rigorous and focused so we can meet our mission and avoid the pitfalls Warren outlines.
比尔和梅琳达最大的优点之一，也是我把职业生涯的大部分贡献给盖茨基金会的一个主要原因就是：他们愿意改变。尤其当他们了解到，有充分证据表明我们的工作能以更有效的方式来挽救生命和改善生活时，这一点体现得更加明显。我们每次冒险投注时，总有一些尝试会以失败告终，但比尔和梅琳达从未因此变得更加保守，而是选择快速失败，然后从中学习，并实现改进。无论是性别平等、K-12教育，还是我们农业发展项目中的气候适应投资，他们一次又一次地在证据面前采纳新的方式方法，摒弃旧的做法。他们和我都积极地期待新的成员加入理事会，帮助我们变得更加严谨和专注，这样才能完成我们的使命，避开沃伦·巴菲特提到的陷阱。
As I begin my 16th year as an employee, my third as CEO, and my first as a board member, I am more convinced than ever that the Bill & Melinda Gates Foundation has a unique role to play in helping create a better, fairer world. I further believe the expertise and credibility we have built over the past two decades – combined with the amazing commitment of our founders and co-chairs, the passion of our employees, and the support of our partners – mean that despite the challenges, our best days lie ahead of us. I look forward to reporting back in years to come on how we are doing.
今年是我加入基金会的第十六年、成为首席执行官的第三年、担任理事会成员的第一年。我比以往任何时候都更相信，比尔及梅琳达·盖茨基金会能够为帮助建立一个更加美好、更加公平的世界发挥独特的作用。我还相信，我们在过去二十年里积累的专长和信誉，加上我们的创始人和联席主席的坚定承诺、员工的热忱和合作伙伴的支持，意味着即使挑战依然存在，未来也一定会更加美好。我期待在未来几年里继续汇报我们的进展。
Mark Suzman
马克·苏斯曼
Chief Executive Officer
Bill & Melinda Gates Foundation
盖茨基金会首席执行官
January 26, 2022
2022年1月26日
本文来源：盖茨基金会
*本网站基于服务并方便广大英语和翻译类同学学习，本着英语信息共享交流学习，如果本站部分内容侵犯了您的版权，敬请联系我们，我们将在第一时间删除相关资料。谢谢！
如果你阅读完本文有所收获，
那就关注公众号“高斋CATTI"吧！最后再送大家个福利！
（270页）高斋外刊双语精读笔记汇总版（考研精读笔记，PDF）
34套历年CATTI三笔二笔一笔实务真题（PDF）
17年-21年政府工作报告中英对照（已划重点）
（300页）超全的CATTI普及贴与备考资料汇总
（60页）高斋100句政府报告易错翻译批改解析
加微信gaozhai16（扫下图二维码），备注「CATTI」就可以领取
