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Hilary Cottam: Social services are broken. How we can fix them
हिलारी कोट्टाम: सामाजिक सेवाहरू समस्याग्रस्त छन् । हामी त्यो सुधार्न सक्छौं
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कहिलेकाही बेरोजगारी, लागूपदार्थ, खराब सम्बन्धहरू र केहि दुर्भाग्यका कारण एउटा परिवार अभावग्रस्त हुन्छ, अनि त्यहाँ सामाजिक सेवा प्रवाह गरी त्यसलार्इ अभावमुक्त गराउने ठानिन्छ । हिलारी कोट्टाम भन्छिन् – बेलायतमा यस्तो अभावग्रस्त परिवारका लागि विभिन्न ७० भन्दा बढी सेवाहरू उपलब्ध हुन्छन् तर ती मध्ये कुनै सेवाले केहि प्रभाव छाड्न सकेका छैनन । कोट्टाम जो स्वंय एक सामाजिक कार्यकर्ता हुन, उनले हामीहरूलार्इ यो जटिल र गम्भीर समस्याका समाधानका उपायका बारेमा सोच्न आग्रह गर्दैछिन। हामी कसरी यस्तो सहयोग चाहिएकाहरू र दिनेबीच सहयोगी र प्रेरक सम्बन्ध स्थापित गराउन सक्छौं ?
Hilary Cottam - Innovator and social entrepreneur
Hilary Cottam wants to redesign the welfare state using the power of relationships. Full bio
Hilary Cottam wants to redesign the welfare state using the power of relationships. Full bio
Double-click the English transcript below to play the video.
म तपाइँहरूलार्इ ३ वटा कथाहरू भन्नेछु
00:12
I want to tell you three stories
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सम्बन्धहरूको शक्तिका बारेमा
00:15
about the power of relationships
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00:17
to solve the deep and complex
social problems of this century.
social problems of this century.
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जसले शताब्दीकै सघन समस्याहरू सुल्झाउछन ।
00:22
You know, sometimes it seems
like all these problems
like all these problems
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कहिलेकाही यस्तो देखिन्छ
00:24
of poverty, inequality, ill health,
unemployment, violence, addiction --
unemployment, violence, addiction --
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कि गरिवी, असमानता, अस्वस्थता, हिंसा,
00:29
they're right there in one person's life.
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सबै समस्याहरू त्यही ब्यक्तीसँग मात्र छ
00:32
So I want to tell you about someone
like this that I know.
like this that I know.
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मैले चिनेको त्यस्तै एकजनाको बारे बताउँछु
00:36
I'm going to call her Ella.
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म उसलार्इ एल्ला भन्नेछु
00:38
Ella lives in a British city
on a run down estate.
on a run down estate.
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एल्ला एउटा बेलायती शहरमा बस्छे
00:42
The shops are closed, the pub's gone,
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जहाँ पसल, भट्टी बन्द छन
00:44
the playground's pretty desolate
and never used,
and never used,
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खेलमैदान उजाड छ
00:46
and inside Ella's house,
the tension is palpable
the tension is palpable
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र, एल्लाको घरभित्र तनाव छ
00:49
and the noise levels are deafening.
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केहि सुन्नै नसकिने हल्ला छ।
00:51
The TV's on at full volume.
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टिभी पूरै चर्को आवाजमा खोलिएको छ।
00:53
One of her sons is fighting
with one of her daughters.
with one of her daughters.
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उनको एक छोरा अर्को छोरीसँग लडिरहेछ।
00:55
Another son, Ryan, is keeping up this
constant stream of abuse from the kitchen,
constant stream of abuse from the kitchen,
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अर्को छोरा रायन भान्छाबाट मुख छाड्दैछ
00:59
and the dogs are locked
behind the bedroom door and straining.
behind the bedroom door and straining.
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र शयनकक्षको ढोकापछि थुनेको कुकुर भुक्दैछ
01:02
Ella is stuck.
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एल्ला किंकर्तब्यबिमूढ भएकीछिन
01:04
She has lived with crisis for 40 years.
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उनी ४० बर्षदेखि यो समस्यामा छिन
01:07
She knows nothing else,
and she knows no way out.
and she knows no way out.
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उनले केहि मेसो पाएकी छैनिन, उपायहिन छिन
01:11
She's had a whole series
of abusive partners,
of abusive partners,
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उनका सबै सहयात्रीहरू अभद्र थिए
01:13
and, tragically, one of her children has
been taken into care by social services.
been taken into care by social services.
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दुखको कुरो, उनको एक छोरा संस्थाले लगेको छ
01:18
The three children
that still live with her
that still live with her
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उनीसँग बस्नै तीनैजना बच्चाहरू
01:20
suffer from a whole range of problems,
and none of them are in education.
and none of them are in education.
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समस्याग्रस्त बाँचेका छन, स्कुल जाँदैनन
01:23
And Ella says to me that she
is repeating the cycle
is repeating the cycle
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एल्ला भन्छिन - उनी आफ्नी आमाको
01:26
of her own mother's life before her.
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जस्तै जीवन दोहोर्याएकी छिन
01:29
But when I met Ella,
there were 73 different services
there were 73 different services
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मैले एल्लालार्इ भेट्दा त्यो शहरमा
01:32
on offer for her and her family
in the city where she lives,
in the city where she lives,
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७३ वटा विभिन्न सेवाहरू उपलब्ध् थिए।
01:36
73 different services
run out of 24 departments in one city,
run out of 24 departments in one city,
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ती ७३ सेवाका २४ फरक विभागहरू छन, जो
01:40
and Ella and her partners and her children
were known to most of them.
were known to most of them.
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एल्ला, उनका केटाहरू, बच्चाहरूसँग परिचित छन
01:43
They think nothing of calling
social services
social services
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उनीहरू तनाव ब्यवस्थापनमा ती संस्थाको
01:45
to try and mediate one of the many
arguments that broke out.
arguments that broke out.
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सहयोग लिने बारे सोचिरहेका छैनन
01:48
And the family home was visited
on a regular basis by social workers,
on a regular basis by social workers,
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सामाजिक/युवा कार्यकर्ताहरू, स्वास्थ्य सेवी
01:52
youth workers, a health officer,
a housing officer, a home tutor
a housing officer, a home tutor
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गृह ब्ववस्थापक र प्रहरीहरू नियमितजसो
01:56
and the local policemen.
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त्यो परिवारलार्इ भेट्ने गर्थे।
01:58
And the governments say
that there are 100,000 families
that there are 100,000 families
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सरकार भन्छ, आज बेलायतमा एल्लाको जस्तै
02:01
in Britain today like Ella's,
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१ लाख परिवारहरू छन, जो आर्थिक, सामाजिक
02:03
struggling to break the cycle of economic,
social and environmental deprivation.
social and environmental deprivation.
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वातावरणीय वंचितीकरण मुक्तहुन संघर्षरत छन।
02:09
And they also say
that managing this problem
that managing this problem
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र, उनीहरू भन्छन समस्या व्यवस्थापनमा प्रति
02:11
costs a quarter of a million pounds
per family per year
per family per year
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वर्ष प्रति परिवार साढे दुर्इलाख पाउण्ड
02:14
and yet nothing changes.
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खर्चदा पनि समस्या उस्तै छ ।
02:15
None of these well-meaning visitors
are making a difference.
are making a difference.
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कुनै प्रयासले केहि फरक पारेको छैन
02:18
This is a chart we made in the same city
with another family like Ella's.
with another family like Ella's.
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एल्लाको जस्तै अर्को घरको मानचित्र हो यो
02:23
This shows 30 years of intervention
in that family's life.
in that family's life.
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यो चित्रले ३० वर्षसम्मको मध्यस्थता देखाउँछ
02:26
And just as with Ella, not one of these
interventions is part of an overall plan.
interventions is part of an overall plan.
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एल्लाकोझैं यी पनि एक योजनाका अंग होइनन।
02:30
There's no end goal in sight.
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यसमा निश्चित लक्ष्य छैन।
02:32
None of the interventions
are dealing with the underlying issues.
are dealing with the underlying issues.
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यी प्रयासहरू खास मुद्दा सम्बोधन गर्दैनन।
02:35
These are just containment measures,
ways of managing a problem.
ways of managing a problem.
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यी जबरजस्ती प्रयासहरू मात्र हुन।
02:38
One of the policemen says to me,
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मलार्इ एक प्रहरीले भने-
02:40
"Look, I just deliver the message
and then I leave."
and then I leave."
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"हेर, म खबरमात्र छाड्छु, अनि फर्कन्छु।"
02:42
So, I've spent time living
with families like Ella's
with families like Ella's
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त्यसैले, संसारका विभिन्न ठाउँहरूमा मैले
02:45
in different parts of the world,
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यस्ता परिवारसँग समय बिताएकी छु।
02:46
because I want to know: what can we learn
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किनकी म हाम्रा संस्थाहरूले काम गर्न नसकेका
02:49
from places where our social institutions
just aren't working?
just aren't working?
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ठाउँहरूबाट सिक्न चाहन्छु। जान्न चाहन्छु-
02:52
I want to know what it feels like
to live in Ella's family.
to live in Ella's family.
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एल्लाको जस्तो घरमा बाँच्न कस्तो हुन्छ?
02:55
I want to know what's going on
and what we can do differently.
and what we can do differently.
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के भैरहेछ? फरक के गर्न सकिन्छ, जान्नुछ।
02:59
Well, the first thing I learned
is that cost is a really slippery concept.
is that cost is a really slippery concept.
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पैसा झुक्याउने खेल मात्र हो किनकी सरकार नै
03:03
Because when the government says
that a family like Ella's
that a family like Ella's
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एल्लाको जस्तो परिवारका लागि लाखौ पाउण्ड
03:06
costs a quarter of a million pounds
a year to manage,
a year to manage,
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खर्च गरेको बताउँछ। पहिलोकुरा मैले यो जाने।
03:09
what it really means
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खासमा के हो भने
03:10
is that this system costs
a quarter of a million pounds a year.
a quarter of a million pounds a year.
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हाम्रो प्रणालीमा यो खर्च भएको छ।
03:13
Because not one penny of this money
actually touches Ella's family
actually touches Ella's family
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यसरी एक सुका पनि एल्लाको परिवारमा पुग्दैन
03:16
in a way that makes a difference.
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जसले साँच्चिकै फरक पारोस्।
03:17
Instead, the system is just
like this costly gyroscope
like this costly gyroscope
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खासमा हाम्रो प्रणाली त्यो गायरोस्कोप हो
03:20
that spins around the families,
keeping them stuck at its heart,
keeping them stuck at its heart,
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जुन यस्तै परिवार वरिपरी घुम्छ र तीनलार्इ
03:23
exactly where they are.
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उस्तै हालतमा छाडिदिन्छ।
03:25
And I also spent time
with the frontline workers,
with the frontline workers,
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र, मैले कार्यक्षेत्रमै खटेकालार्इ पनि भेटे
03:27
and I learned that it
is an impossible situation.
is an impossible situation.
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थाहा पाएँ कि यो जटिल अवस्था हो।
03:30
So Tom, who is the social worker
for Ella's 14-year-old son Ryan,
for Ella's 14-year-old son Ryan,
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१४ वर्षे रायनको सामाजिक कार्यकर्ता, टोमको
03:35
has to spend 86 percent of his time
servicing the system:
servicing the system:
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८६प्रतिशत समय प्रणालीको सेवामा बित्छ
03:38
meetings with colleagues,
filling out forms,
filling out forms,
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सहकर्मीहरूसँग बैठक गर्न, फाराम भर्न
03:41
more meetings with colleagues
to discuss the forms,
to discuss the forms,
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फेरि फारामबारे छलफल गर्न
03:43
and maybe most shockingly,
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आश्चर्य त यो छ कि
03:44
the 14 percent of the time
he has to be with Ryan
he has to be with Ryan
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रायनसँग बित्ने १४% समयपनि विभिन्न जानकारी
03:47
is spent getting data
and information for the system.
and information for the system.
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सूचना लिदैमा बित्छ।
03:49
So he says to Ryan,
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उनले रायनलार्इ सोध्छन्-
03:51
"How often have you been smoking?
Have you been drinking?
Have you been drinking?
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कत्तिको धुम्रपान गर्दछौ? रक्सी पिएका छौ ?
03:53
When did you go to school?"
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बिधालय कहिले गयौ ?
03:55
And this kind of interaction
rules out the possibility
rules out the possibility
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यस्तो सोधपुछले सामान्य बोलचाललार्इ ध्वस्त
03:57
of a normal conversation.
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पार्ने सम्भावना हुन्छ।
03:58
It rules out the possibility
of what's needed
of what's needed
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यसले टोम र रायनबीचको सम्बन्ध बनाउन
04:01
to build a relationship
between Tom and Ryan.
between Tom and Ryan.
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आवश्यक सहयोग गर्दैन।
04:04
When we made this chart,
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जहिले यो मानचित्र बनायौं,
04:06
the frontline workers,
the professionals --
the professionals --
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फिल्डकर्मचारी, विद्वानहरूले
04:08
they stared at it absolutely amazed.
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छक्क परेर यसलार्इ हेरिरहे
04:10
It snaked around the walls
of their offices.
of their offices.
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उनीहरुको कक्षमा यो घस्रिरह्यो।
04:12
So many hours, so well meant,
but ultimately so futile.
but ultimately so futile.
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धेरै समयसम्म, तर अन्त्यमा परिणामशुन्य ।
04:18
And there was this moment
of absolute breakdown,
of absolute breakdown,
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र, यो क्षण एकदमै असफलयुक्त रह्रयो,
04:22
and then of clarity:
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अनि स्पष्ट बन्यो कि
04:24
we had to work in a different way.
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हामीले फरक ढंगले काम गर्नुपर्थ्यो।
04:27
So in a really brave step,
the leaders of the city where Ella lives
the leaders of the city where Ella lives
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साहसका साथ एल्लाको शहरका नेताहरूले
04:30
agreed that we could start
by reversing Ryan's ratio.
by reversing Ryan's ratio.
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रायनको अनुपातको ठीक उल्टो गर्न सहमत भए।
04:33
So everyone who came into contact
with Ella or a family like Ella's
with Ella or a family like Ella's
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जो एल्ला वा उनकोजस्तो परिवारसँग काम गर्छ
04:36
would spend 80 percent of their time
working with the families
working with the families
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अब त्यसले ८०% समय त्यो परिवारसँग र २०%
04:39
and only 20 percent servicing the system.
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समय कार्यालयको काममा बिताउनेछ
04:42
And even more radically,
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अझ उन्नत कुरो यो रह्यो
04:44
the families would lead
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कि परिवारले नै सजिलो
04:45
and they would decide who
was in a best position to help them.
was in a best position to help them.
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पर्ने हिसाबमा सहयोगी कर्मचारी छान्न पाए।
04:48
So Ella and another mother were asked
to be part of an interview panel,
to be part of an interview panel,
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त्यसैले एल्ला र अर्की आमालार्इ
04:52
to choose from amongst
the existing professionals
the existing professionals
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उपलब्ध विशेषज्ञ मध्ये एक जना छान्नका लागि
04:54
who would work with them.
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अन्तरवार्तामा बोलार्इयो।
04:56
And many, many people wanted to join us,
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र, धेरै मान्छेहरूले हामीसँग काम गर्न चाहे
04:58
because you don't go into this kind
of work to manage a system,
of work to manage a system,
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किनभने यो काममा प्रणाली ब्यवस्थामा नभै
05:01
you go in because you can
and you want to make a difference.
and you want to make a difference.
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तिमी परिवर्तनका लागि जान्छौ ।
05:04
So Ella and the mother asked
everybody who came through the door,
everybody who came through the door,
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अनि एल्ला र ती आमाले प्रत्येकलार्इ सोधे-
05:07
"What will you do when my son
starts kicking me?"
starts kicking me?"
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"मेरो छोराले मलार्इ कुटे तिमी के गर्छौ?"
05:10
And so the first person who comes in says,
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र, पहिलो ब्यक्तिले भने -
05:12
"Well, I'll look around
for the nearest exit
for the nearest exit
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"अँ, म सबभन्दा नजिकको ढोका खोज्नेछु
05:15
and I will back out very slowly,
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र म बिस्तारै पछि हट्नेछु,
05:17
and if the noise is still going on,
I'll call my supervisor."
I'll call my supervisor."
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अझै हल्लाभए मेरो हाकिमलार्इ बोलाउनेछु।"
05:21
And the mothers go,
"You're the system. Get out of here!"
"You're the system. Get out of here!"
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र, आमाहरुले भने, तिमी जान सक्छौ ।
05:23
And then the next person who comes
is a policeman, and he says,
is a policeman, and he says,
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अर्को मान्छे जो प्रहरी थिए उनले भने, म
05:26
"Well, I'll tackle your son to the ground
and then I'm not sure what I'll do."
and then I'm not sure what I'll do."
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उसलार्इ भुइँमा लडाउछु अनि के गर्छु थाछैन।
05:30
And the mothers say, "Thank you."
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र, आमाहरूले धन्यवाद भने।
05:32
So, they chose professionals who confessed
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उनीहरूले गल्ती स्वीकारेकाहरूलार्इ छाने
05:34
they didn't necessarily have the answers,
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किन त्यस्तो गरेँ त्यो उनीहरूले थाहा पाएनन
05:36
who said -- well, they weren't
going to talk in jargon.
going to talk in jargon.
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भने - कि उनीहरू शब्दजाल बुन्न जान्दैनन।
05:40
They showed their human qualities
and convinced the mothers
and convinced the mothers
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उनीहरूले मानवीय गुण देखाए, आमाहरूलार्इ
05:43
that they would stick with them
through thick and thin,
through thick and thin,
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जस्तो बेलामा पनि सहयोग गर्ने बताए
05:46
even though they wouldn't
be soft with them.
be soft with them.
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हुन सक्छ उनीहरू त्यति सजिला छैनन ।
05:48
So these new teams and the families
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यी नयाँ समू्हहरू र परिवारहरूलार्इ
05:49
were then given a sliver
of the former budget,
of the former budget,
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केही रकम दिर्इयो
05:52
but they could spend the money
in any way they chose.
in any way they chose.
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जुन उनीहरूले चाहेको कुरामा खर्च गर्न सक्छन
05:54
And so one of the families
went out for supper.
went out for supper.
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र, एक परिवार रात्रीभोजका लागि निस्के।
05:56
They went to McDonald's and they sat down
and they talked and they listened
and they talked and they listened
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धेरै पछि पहिलो पटक उनीहरू म्याकडोनाल्ड
06:00
for the first time in a long time.
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गएँ, बसेँ, कुरा गरे, एक अर्कालार्इ सुने ।
06:02
Another family asked the team
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अर्को परिवारले समूहलार्इ सोध्यो
06:04
if they would help them do up their home.
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कि उनीहरू परिवारलार्इ सहयोग गर्न सक्छन ?
06:07
And one mother took the money
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र एक आमाले पैसा लिर्इन र उनले
06:08
and she used it as a float
to start a social enterprise.
to start a social enterprise.
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त्यो पैसा सामाजिक व्यवसायमा प्रयोग गरिन
06:12
And in a really short space of time,
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र, छोटो समयमा नै,
06:14
something new started to grow:
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केहि नयाँ हुन थाल्यो -
06:17
a relationship between the team
and the workers.
and the workers.
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समूह र कर्मचारीहरूबीच सम्बन्ध बन्यो
06:20
And then some remarkable
changes took place.
changes took place.
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र, केहि मननयोग्य परिवर्तनहरू भए।
06:23
Maybe it's not surprising
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सायद यो आश्चर्यजनक होर्इन
06:24
that the journey for Ella has had
some big steps backwards
some big steps backwards
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कि एल्लाको यात्रामा केहि ठूला कदमहरू थिए
06:27
as well as forwards.
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ती पछाडी गए, र अगाडि पनि
06:28
But today, she's completed
an IT training course,
an IT training course,
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तर आज उनले आर्इटी कोर्श पूरा गरिसकिन,
06:31
she has her first paid job,
her children are back in school,
her children are back in school,
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उनी रोजगार भर्इन, बच्चाहरू स्कुल जानथाले।
06:34
and the neighbors,
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र छिमेकीहरू जो पहिले
06:35
who previously just hoped this family
would be moved anywhere
would be moved anywhere
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उनको परिवार त्यहाँबाट सरोस भन्ने चाहन्थे
06:38
except next door to them,
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अहिले उनीहरूसँग केहि
06:40
are fine.
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गुनासो छैन।
06:41
They've made some new friendships.
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उनीहरूले केहि नयाँ मित्रताहरू बनाएका छन।
06:43
And all the same people have been
involved in this transformation --
involved in this transformation --
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र, यी तिनै मानिसहरू जो यो परिवर्तनमा
06:47
same families, same workers.
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संलग्न छन, उही परिवार, उही सहकर्मीहरू
06:49
But the relationship between them
has been supported to change.
has been supported to change.
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तर यो सम्बन्धले परिवर्तनमा सघाउ पुर्यायो ।
06:54
So I'm telling you about Ella
because I think that relationships
because I think that relationships
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अतः म एल्लाका बारे भन्दैछु, मलार्इ लाग्छ
06:57
are the critical resource we have
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कठिन समस्याहरू सुल्झाउनलार्इ सम्बन्धहरू
06:59
in solving some of these
intractable problems.
intractable problems.
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नै हामीसँग उपलब्ध विशेष स्रोतहरू हुन। तर
07:02
But today, our relationships
are all but written off
are all but written off
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आज सम्बन्धहरू, राजनीति, सामाजिक नीतिहरू,
07:04
by our politics, our social policies,
our welfare institutions.
our welfare institutions.
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र कल्याणकारी संस्थाहरूले निर्क्यौल गर्छन।
07:08
And I've learned that this
really has to change.
really has to change.
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र, मलार्इ बोध भयो कि यो फेर्नु जरूरी छ।
07:12
So what do I mean by relationships?
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सम्बन्धहरूका बारेमा मलार्इ के लाग्छ?
07:14
I'm talking about the simple
human bonds between us,
human bonds between us,
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म हामीबिच सामान्य मानवीय वन्धनका बारे
07:17
a kind of authentic sense
of connection, of belonging,
of connection, of belonging,
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भन्दैछु, यो स्वामित्व, सम्बन्धको त्यस्तो
07:19
the bonds that make us happy,
that support us to change,
that support us to change,
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साँचो भाव हो, जसले एल्लालार्इ जस्तै नयाँ
07:22
to be brave like Ella
and try something new.
and try something new.
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गर्न, परिवर्तन हुन र खुशी हुन मद्दत गर्छ।
07:25
And, you know, it's no accident
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र, तपाइँलार्इ थाहा नै छ, संस्था चलाउने
07:27
that those who run and work
in the institutions
in the institutions
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र काम गर्नेले उनीहरू एल्ला र परिवारलार्इ
07:30
that are supposed to support
Ella and her family
Ella and her family
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मद्दत गर्न कै लागि हुन, सम्बन्धका बारेमा
07:32
don't talk about relationships,
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कुरा गर्न त पक्कै होर्इन, किनकी
07:33
because relationships are expressly
designed out of a welfare model
designed out of a welfare model
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सम्बन्ध स्पष्ट रूपमै कल्याणकारी विधीसम्मत
07:37
that was drawn up in Britain
and exported around the world.
and exported around the world.
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बेलायतमा बनाइए र विश्वभर आयात गरिए ।
07:41
The contemporaries of William Beveridge,
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विलियम बेभरिड्जका सहकर्मीहरू, जो पहिलो
07:43
who was the architect
of the first welfare state
of the first welfare state
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कल्याणकारी राज्यका पहिलो अभियन्ता थिए र
07:45
and the author of the Beveridge Report,
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बेभरिड्ज प्रतिवेदनका लेखकलार्इ औषत
07:47
had little faith in what they called
the average sensual or emotional man.
the average sensual or emotional man.
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भावनात्मक मान्छे थिए भन्ने गर्थे ।
07:51
Instead, they trusted this idea
of the impersonal system
of the impersonal system
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बदलामा उनीहरू यस्तो संवेदनहीन प्रणाली र
07:54
and the bureaucrat who would be detached
and work in this system.
and work in this system.
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कर्मचारीतन्त्रमा विश्वास गर्न पुगे।
07:58
And the impact of Beveridge
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र, आधुनिक राज्यका सामाजिक मुद्दाहरूमा
08:01
on the way the modern state
sees social issues
sees social issues
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वेभरिड्जको प्रभावलार्इ नजरअन्दाज गर्न
08:03
just can't be underestimated.
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कुनै पनि हालतमा सकिदैन।
08:05
The Beveridge Report
sold over 100,000 copies
sold over 100,000 copies
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बेभरिड्ज प्रतिवेदन छापिएको पहिलो सातामै
08:08
in the first weeks of publication alone.
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१ लाख प्रति बिक्री भएको थियो।
08:11
People queued in the rain
on a November night to get hold of a copy,
on a November night to get hold of a copy,
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एकप्रतिका लागि मान्छेहरू रातभर लाम लागे।
08:14
and it was read across the country,
across the colonies, across Europe,
across the colonies, across Europe,
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त्यो देशैभरी, उपनिवेश राज्यहरू, यूरोपभरी
08:17
across the United States of America,
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संयुक्तराज्य अमेरिकाभरी पढियो,
08:19
and it had this huge impact
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र, यसले ठूलो प्रभाब पनि पार्यो-
08:21
on the way that welfare states
were designed around the globe.
were designed around the globe.
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कल्याणकारीराज्यको योजना निर्माणमा।
08:24
The cultures, the bureaucracies,
the institutions -- they are global,
the institutions -- they are global,
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संस्कृति, प्रशासनिकतन्त्र, संंस्था विश्व-
08:29
and they've come to seem
like common sense.
like common sense.
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व्यापीरूपमा एउटै जस्ता देखिन्छन्।
08:31
They've become so ingrained in us,
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ती हाम्रो एकदम सन्निकट छन,
08:34
that actually we don't even
see them anymore.
see them anymore.
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जसलार्इ हामी देख्दा पनि देख्दैनौं।
08:36
And I think it's really important to say
that in the 20th century,
that in the 20th century,
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यो भन्नु जरूरी छ कि २०औं शताब्दीमा ती
08:39
they were remarkably successful,
these institutions.
these institutions.
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संस्थाहरू उल्लेखनीय रूपमा सफल थिए।
08:42
They led to longer lifespans,
the eradication of mass disease,
the eradication of mass disease,
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तिनले आयु बढाए, धेरै रोगहरू निराकरण गरे
08:46
mass housing, almost universal education.
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र विश्वब्यापी शिक्षा एवं आवास उन्मुख गराए।
08:49
But at the same time,
188
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तर, ठिक त्यहि समय,
08:51
Beveridge sowed the seeds
of today's challenges.
of today's challenges.
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बेभरिड्जले आजको चूनौतीको बिजारोपण गरे।
08:55
So let me tell you a second story.
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मलार्इ दोश्रोकथा भन्ने अनुमति दिनुस
08:57
What do you think today is a bigger killer
than a lifetime of smoking?
than a lifetime of smoking?
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धुम्रपानका कारण भन्दा बढि मृत्युको कारण
09:05
It's loneliness.
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के लाग्छ तपाइँलार्इ? एक्लोपन !
09:07
According to government statistics,
one person over 60 -- one in three --
one person over 60 -- one in three --
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सरकारी तथ्याङ्कअनुसार, ६० वर्षका मान्छेहरू
09:12
doesn't speak to or see
another person in a week.
another person in a week.
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हप्तामा ३ मा १ जनाको कसैसँग देखभेट हुँदैन।
09:16
One person in 10, that's 850,000 people,
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८लाख५० हजारमा, १० मध्य १ जनाले महिनाभर
09:19
doesn't speak to anyone else in a month.
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कसैसँग पनि बोल्दैनन् ।
09:22
And we're not the only people
with this problem;
with this problem;
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र, यो समस्या भएका हामी मात्र होर्इनौ
09:25
this problem touches the whole
of the Western world.
of the Western world.
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पूरै पश्चिमी देशमा यो समस्या छ ।
09:27
And it's even more acute
in countries like China,
in countries like China,
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चीनजस्ता देशमा यो समस्या झन संवेदनशील छ
09:29
where a process of rapid urbanization,
mass migration, has left older people
mass migration, has left older people
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जहाँ तिब्रतर शहरीकरणले बृद्दहरूलार्इ
09:33
alone in the villages.
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गाउँमै छाडेको छ।
09:35
And so the services that Beveridge
designed and exported --
designed and exported --
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बेभरिड्जले बनाएको र विश्वव्यापी भएको यो
09:39
they can't address this kind of problem.
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विचारले यसखालका समस्या सम्बोधन गर्दैन।
09:41
Loneliness is like a collective
relational challenge,
relational challenge,
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एक्लोपन संबंधात्मक सामूहिक चुनौती हो
09:44
and it can't be addressed
by a traditional bureaucratic response.
by a traditional bureaucratic response.
205
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पूरानो तरिकाले यो सम्बोधन गर्न सकिदैन।
09:48
So some years ago,
wanting to understand this problem,
wanting to understand this problem,
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त्यसैले यो समस्या बुझ्न, केहिवर्ष पहिले
09:51
I started to work with a group
of about 60 older people
of about 60 older people
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६० बृद्दहरूको समूहसँग काम गर्न थाले
09:54
in South London, where I live.
208
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1821
लन्डनमा, जहाँ म बस्छु।
09:56
I went shopping, I played bingo,
209
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म किनमेल गर्न गएँ, बिंगो खेलेँ
09:58
but mainly I was just
observing and listening.
observing and listening.
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तर मुख्यरूपमा सुनेँ अवलोकन गरेँ।
10:00
I wanted to know
what we could do differently.
what we could do differently.
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म थाहा पाउन चाहन्थेँ के फरक गर्न सकिन्छ ?
10:03
And if you ask them, people tell you
they want two things.
they want two things.
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तपैंले सोधे, उनीहरू २ चिज गर्न चाहन्छन्र।
10:06
They want somebody to go up a ladder
and change a light bulb,
and change a light bulb,
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उनीहरू कोही माथि गएर बत्ति फेरिदिउन वा
10:09
or to be there when they
come out of hospital.
come out of hospital.
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अस्पातालबाट बाहिरिदा साथी होस चाहन्छन।
10:11
They want on-demand, practical support.
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चाहिएकोबेला व्यवहारिक सहयोग चाहन्छन।
10:14
And they want to have fun.
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र, उनीहरू रमाइलो गर्न चाहन्छन्।
10:15
They want to go out, do interesting things
with like-minded people,
with like-minded people,
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बाहिर जान र अरूसँग रमाइलो गर्न चाहन्छन।
10:19
and make friends like we've all
made friends at every stage of our lives.
made friends at every stage of our lives.
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हामीले जस्तै साथी बनाउन चाहन्छन।
10:23
So we rented a phone line,
hired a couple of handymen,
hired a couple of handymen,
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अनि हामीले फोन लियौ, र केहिमानिसहरू पनि
10:26
and started a service we called "Circle."
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र, सेवा शुरू गर्यौ जसलार्इ 'सर्कल' भन्यौ
10:28
And Circle offers its local membership
a toll-free 0 800 number
a toll-free 0 800 number
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० ८०० नम्बरको निशुल्क फोनसेवा शुरू गर्यौ
10:32
that they can call on demand
for any support.
for any support.
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ताकी उनीहरुले सहयोग चाहिँदा फोन गर्न सकुन
10:35
And people have called us
for so many reasons.
for so many reasons.
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थुप्रै कारणले उनीहरूले हामीलार्इ फोन गरे
10:37
They've called because
their pets are unwell,
their pets are unwell,
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पाल्तु जनावर विरामी हुँदा फोन गरे।
10:39
their DVD is broken, they've forgotten
how to use their mobile phone,
how to use their mobile phone,
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मोबाइल प्रयोग गर्न नजान्दा, डिभीडी बिग्रदा
10:42
or maybe they are coming out of hospital
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अस्पतालबाट घर आउनका लागि साथी चाहिदा
10:44
and they want someone to be there.
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उनीहरूले हामीलार्इ फोन गरेँ।
10:46
And Circle also offers
a rich social calendar --
a rich social calendar --
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सर्कलले सामाजिक भित्रेपात्रो पनि बनाएको छ
10:49
knitting, darts, museum tours,
hot air ballooning -- you name it.
hot air ballooning -- you name it.
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बुनाइ, निशाना लगाइ, संग्रहालयभ्रमण, तातो-
10:54
But here's the interesting thing,
the really deep change:
the really deep change:
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बेलुन, जे भन्नुस, यी रमाइला चीजहरू जसले
10:58
over time, the friendships
that have formed
that have formed
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मित्रताको गाँठो बाँधेको छ, यी चीजहरूलार्इ
11:01
have begun to replace the practical offer.
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मित्रताको सम्बन्धले प्रतिस्थापित गर्यो।
11:04
So let me tell you about Belinda.
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बेलिन्दाका बारेमा बताउन दिनुस ।
11:06
Belinda's a Circle member, and she was
going into hospital for a hip operation,
going into hospital for a hip operation,
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बेलिन्दा, सर्कलको सदस्य, नितम्ब शल्यक्रिया
11:10
so she called her local Circle to say
they wouldn't see her for a bit.
they wouldn't see her for a bit.
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गर्न अस्पाताल जाँदा सर्कलमा फोन गरिन।
11:14
And Damon, who runs the local Circle,
calls her back and says, "How can I help?"
calls her back and says, "How can I help?"
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डेमनले सोधे - कसरी सहयोग गर्न सक्छु?
11:18
And Belinda says, "Oh no, I'm fine --
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बेलिन्दा भन्छिन- हैन ठिकै छ।
11:20
Jocelyn is doing the shopping,
Tony's doing the gardening,
Tony's doing the gardening,
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जोसेलिन किनमेल, टोनी बगैंचाको काम गर्छन
11:23
Melissa and Joe are going
to come in and cook and chat."
to come in and cook and chat."
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मेलिसा र जोय खाना पकाउन आउँदैछन
11:26
So five Circle members
had organized themselves
had organized themselves
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यसरी सर्कलका ५ जना सदस्य मिलेर
11:29
to take care of Belinda.
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बेलिन्दाको स्याहार गर्छन।
11:32
And Belinda's 80, although she says
that she feels 25 inside,
that she feels 25 inside,
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८० बर्षे बेलिन्दा, २५ वर्षको महशुस गर्छिन
11:35
but she also says
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तर उनले यो पनि भन्छिन कि
11:37
that she felt stuck and pretty down
when she joined Circle.
when she joined Circle.
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सर्कलमा पहिलो पटक आउँदा निकै अप्ठेरो भो,
11:41
But the simple act of encouraging her
to come along to that first event
to come along to that first event
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तर पहिलो पटकदेखिको सामान्य हार्दिकताले
11:45
led to a process where
natural friendships formed,
natural friendships formed,
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मित्रताको बलियो सम्बन्ध बनाउन पुग्यो।
11:48
friendships that today are replacing
the need for expensive services.
the need for expensive services.
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यो सम्बन्धले महंगो सेवा प्रतिस्थापित गर्यो
11:53
It's relationships
that are making the difference.
that are making the difference.
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सम्बन्धले नै यो सब पृथकता बनायो।
11:57
So I think that three factors
have converged
have converged
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मलार्इ लाग्छ तीन तत्वहरू मिलेर नै
12:00
that enable us to put relationships
at the heart and center
at the heart and center
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अचेलको सामाजिक समस्या समाधानका लागि
12:03
of how we solve social problems today.
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सम्बन्धलार्इ केन्द्रमा राख्न समर्थ हुन्छ।
12:06
Firstly, the nature of the problems --
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पहिलो, समस्याका स्वरूपहरू
12:08
they've changed, and they require
different solutions.
different solutions.
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फेरिदा छन र समाधानका फरक उपाय आवश्यक छन।
12:11
Secondly, the cost, human as much
as financial, of doing business as usual.
as financial, of doing business as usual.
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दोश्रो, पैसा र जनशक्तिको आवश्यक प्रबन्ध
12:15
And thirdly, technology.
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र, तेस्रो प्रविधी।
12:18
I've talked about the first two factors.
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मैले पहिला दुर्इ तत्वका बारे बताइसके
12:20
It's technology that enables
these approaches to scale
these approaches to scale
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प्रविधीले नै दृष्ट्रिकोण मापन र हजारौ
12:23
and potentially now support
thousands of people.
thousands of people.
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मानिसहरुलार्इ सघाउन सक्षमता राख्दछ।
12:26
So the technology we've used
is really simple,
is really simple,
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हामीले प्रयोग गरेको यो प्रविधी सजिलो छ,
12:29
it's made up of available things
like databases, mobile phones.
like databases, mobile phones.
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यो उपलब्ध डेटाबेस र मोबाइलफोनबाट बनेको छ
12:32
Circle has got this very simple
system that underpins it,
system that underpins it,
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सर्कलले यहि विधी अपनाएको छ जसले स्थानीय-
12:35
enables a small local team to support
a membership of up to a thousand.
a membership of up to a thousand.
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समूहले हजार सदस्यसम्मलार्इ सघाउन सक्छ।
12:39
And you can contrast this
with a neighborhood organization
with a neighborhood organization
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यसलार्इ अर्को संस्थासँग तुलना गर्न सकिन्छ
12:42
of the 1970s,
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जुन १९७० मा बनाइएथे
12:43
when this kind of scale
just wasn't possible,
just wasn't possible,
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जतिखेर यस्तो खाले विधी सम्भव थिएन
12:45
neither was the quality or the longevity
that the spine of technology can provide.
that the spine of technology can provide.
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गुणस्तर वा दीगो जुन प्रविधीले सम्भव हुन्छ।
12:49
So it's relationships
underpinned by technology
underpinned by technology
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त्यसैले सम्बन्ध प्रविधीसँग जोडिएको छ
12:52
that can turn the Beveridge
models on their heads.
models on their heads.
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जसले बेभरिड्जको विधीलार्इ फेर्न सक्छ।
12:55
The Beveridge models are all
about institutions with finite resources,
about institutions with finite resources,
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बेभरिड्जविधी संस्था र सिमित स्रोतका बारे छ
12:59
anonymously managing access.
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गुमनाम ब्यवस्थापकिय पहुँच।
13:01
In my work at the front line,
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मैले मेरो कार्यक्षेत्रमा देखेकी छु
13:03
I've seen again and again how
up to 80 percent of resource
up to 80 percent of resource
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कसरी स्रोतको ८०% मानिसहरूसम्म नपुगी
13:07
is spent keeping people out.
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खर्च भैरहेको छ।
13:09
So professionals have to administer
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अधिकारीहरूले बढ्दै गएको प्रशासनिक
13:10
these increasingly complex forms
of administration
of administration
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जटिलताको ब्यवस्थापन गर्नुपर्छ जुन
13:13
that are basically about stopping people
accessing the service
accessing the service
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सेवाको पहुँचबाट मानिसहरूलार्इ रोकिरहेछ
13:16
or managing the queue.
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वा, लाममा उभ्याइरहेछ।
13:18
And Circle, like the relational services
that we and others have designed,
that we and others have designed,
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र, हामीहरूको संबंधात्मक सर्कलको प्रारूप
13:23
inverts this logic.
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यो तर्कको ठिक उल्टो छ।
13:24
What it says is, the more people,
the more relationships,
the more relationships,
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यो भन्छ, जति धेरै मान्छे त्यति धेरै संबन्ध
13:28
the stronger the solution.
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र बलियो समाधान ।
13:31
So I want to tell you my third
and final story,
and final story,
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म मेरो अन्तिम कथा भन्छु
13:34
which is about unemployment.
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जुन बेरोजगारी सम्बन्धी छ।
13:37
In Britain, as in most places
in the world,
in the world,
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धेरै ठाउँहरूमा झैं बेलायतमा
13:40
our welfare states were primarily designed
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हाम्रा कल्याणकारी राज्यहरू मानिसहरूलार्इ
13:42
to get people into work,
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काम दिलाउन र शिक्षा दिनका लागि
13:45
to educate them for this,
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बनाइएका थिए, ताकी
13:47
and to keep them healthy.
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उनीहरूलार्इ स्वस्थ राख्न सकियोस् ।
13:49
But here, too, the systems are failing.
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तर, यहाँपनि प्रणालीहरू असफल भैरहेछन
13:51
And so the response has been
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र, यसलार्इ ठीक पार्नका लागि
13:52
to try and make these old systems
even more efficient and transactional --
even more efficient and transactional --
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यी पुराना प्रणालीहरू प्रभावकारी बनाइँदैछ
13:56
to speed up processing times, divide
people into ever-smaller categories,
people into ever-smaller categories,
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जसले प्रक्रियालार्इ छोट्याएर मानिसलार्इ
14:00
try and target services at them
more efficiently -- in other words,
more efficiently -- in other words,
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विशेष्टीकरण गर्ने प्रयास भएका छन्।
14:03
the very opposite of relational.
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यो संबंधात्मक विधीको उल्टो छ।
14:07
But guess how most people find work today?
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अनुमान गर्नुस् कतिले काम पाएका छन् अचेल?
14:11
Through word of mouth.
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भनसुनका आधारमा,
14:13
It turns out that in Britain today,
most new jobs are not advertised.
most new jobs are not advertised.
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आज बेलायतमा धेरै जागिरको बिज्ञापन हुँदैन
14:18
So it's friends that tell you about a job,
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साथीले तपाइँलार्इ जागिरकाे बारे भन्छ।
14:20
it's friends that recommend you for a job,
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साथीले नै यसका लागि सिफारीश गर्छ। यो उन्नत
14:22
and it's a rich and diverse social network
that helps you find work.
that helps you find work.
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विविध सामाजिक संजालले काम पाउन सजिलो छ
14:26
Maybe some of you here
this evening are thinking,
this evening are thinking,
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सायद यहाँ उपस्थित केहिले सोच्दैहुनुहोला
14:29
"But I found my job through an advert,"
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"मैले बिज्ञापनबाटै जागिर पाएको हुँ।"
14:31
but if you think back, it was probably
a friend that showed you the ad
a friend that showed you the ad
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सायद कुनै साथीले त्यो एड देखाएको होला?
14:34
and then encouraged you to apply.
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आवेदनका लागि प्रेरित गर्यो होला।
14:35
But not surprisingly,
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अनौठो नमान्नुस
14:37
people who perhaps most need
this rich and diverse network
this rich and diverse network
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जसलार्इ विविध संजाल आवश्यक छ,
14:40
are those who are most isolated from it.
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ती नै यसबारे बेखबर छन् ।
14:43
So knowing this,
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यो थाहा पाउँदै,
14:44
and also knowing about the costs
and failure of current systems,
and failure of current systems,
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लगानी र चालू प्रणालीको असफलता थाहापाउँदै
14:47
we designed something new
with relationships at its heart.
with relationships at its heart.
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सम्बन्धलार्इ केन्द्रमा राखेर हामीले बनायौं
14:50
We designed a service
that encourages people to meet up,
that encourages people to meet up,
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अरूहरूलार्इ भेट्ने प्रेरणा दिने सेवा बनायौ
14:56
people in and out of work,
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काम भित्र वा बाहिरका मान्छेहरू
14:57
to work together in structured ways
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एकै संरचनामा काम गर्दै नयाँ अवसर
14:59
and try new opportunities.
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रोज्न सक्षम हुने प्रणाली बनायौं।
15:02
And, well, it's very hard to compare
the results of these new systems
the results of these new systems
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र, नयाँ प्रणालीको नतिजा पुरानो प्रणालीको
15:06
with the old transactional models,
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नतिजासँग तुलना गर्न गार्हो छ।
15:07
but it looks like,
with our first 1,000 members,
with our first 1,000 members,
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तर हाम्रा १ हजार सदस्यहरूसँगै
15:10
we outperformed existing services
by a factor of three,
by a factor of three,
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बिद्यमान प्रणालीभन्दा राम्रो गर्यौ।
15:13
at a fraction of the cost.
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त्यो मूल्यका आधारमा होस् या
15:15
And here, too, we've used technology,
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प्रविधीको प्रयोगका आधारमा ।
15:18
but not to network people in the way
that a social platform would do.
that a social platform would do.
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तर सामाजिकसंजालले जस्तो संजाल बनाउन हैन।
15:21
We've used it to bring people face to face
and connect them with each other,
and connect them with each other,
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हामीले मानिसहरूलार्इ आमनेसामने गरायौं।
15:25
building real relationships
and supporting people to find work.
and supporting people to find work.
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साँचो सम्बन्ध बनायौ र काम भेट्न सघायौं।
15:30
At the end of his life, in 1948,
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१९४८ मा, जीवनको अन्त्यमा,
15:33
Beveridge wrote a third report.
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बेभरिड्जले तेस्रो प्रतिवेदन लेखे
15:35
And in it he said he had made
a dreadful mistake.
a dreadful mistake.
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उनले यसमा भने, उनले भयानक गल्ती गरे।
15:40
He had left people
and their communities out.
and their communities out.
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मानिसहरूलार्इ समुदायसँग बिच्छेद गराए।
15:45
And this omission, he said,
led to seeing people,
led to seeing people,
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उनले भने यस त्रुटीले मानिसहरूलार्इ
15:49
and people starting to see themselves,
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प्रशासनिकतन्त्र र संस्थाको बर्गिकरणमा
15:51
within the categories
of the bureaucracies and the institutions.
of the bureaucracies and the institutions.
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आफैलार्इ प्रतिबिम्बित गरायो।
15:55
And human relationships
were already withering.
were already withering.
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र, मानव संबन्ध स्खलित बनाउँदै गयो।
15:59
But unfortunately, this third report
was much less read
was much less read
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तर दुर्भाग्य बेभरिड्जको अरू प्रतिवेदनभन्दा
16:02
than Beveridge's earlier work.
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तेस्रो प्रतिबेदन कमैले पढे।
16:05
But today, we need to bring people
and their communities
and their communities
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तर आज मानिस र समुदायहरूलार्इ नयाँ प्रणाली
16:09
back into the heart of the way
we design new systems and new services,
we design new systems and new services,
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र नयाँ सेवाको केन्द्रमा ल्याउनु जरूरी छ ।
16:13
in an approach that I call
"Relational Welfare."
"Relational Welfare."
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त्यो दृष्ट्रिकोण, संबंधात्मक कल्याण
16:16
We need to leave behind
these old, transactional,
these old, transactional,
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हामीले यो पुरानो, जिर्ण, असुहाउँदो
16:18
unsuitable, outdated models,
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मिति सकिएको प्रणाली छाड्नुपर्छ।
16:20
and we need to adopt instead
the shared collective relational responses
the shared collective relational responses
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र, हामीले यो सामूहिक संबंधात्मक प्रणाली
16:24
that can support a family like Ella's,
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जसले एल्लाको जस्तो परिवारलार्इ सहयोग गर्न
16:26
that can address an issue like loneliness,
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एक्लोपन हटाउने प्रणाली अंगिकार गर्नुपर्छ
16:29
that can support people into work
and up the skills curve
and up the skills curve
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यसले आधुनिक श्रमबजारमा मानिसहरूलार्इ सीपको
16:31
in a modern labor market,
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विशिष्टतासँगै काम दिन सक्छ।
16:33
that can also address challenges
of education, of health care systems,
of education, of health care systems,
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यसले शिक्षा र स्वास्थ्य सम्बन्धी चूनौतीहरु
16:37
and so many more of those problems
that are pressing on our societies.
that are pressing on our societies.
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झैं अरू समस्याहरूको सम्बोधन गर्न सक्छ।
16:42
It is all about relationships.
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यो सबै सम्बन्धसँग सम्बन्धित छ ।
16:45
Relationships are the critical
resource we have.
resource we have.
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सम्बन्धहरू हामीसँग उपलब्ध जरूरी स्रोत हुन।
16:48
Thank you.
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धन्यवाद ।
(ताली)
16:49
(Applause)
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ABOUT THE SPEAKER
Hilary Cottam - Innovator and social entrepreneurHilary Cottam wants to redesign the welfare state using the power of relationships.
Why you should listen
In its current functioning, based on the ideas first put forth in Britain by Sir William Beveridge in 1942 and then adopted around the world, the welfare state expressly designs out people’s capabilities and relationships, focusing instead on impersonal systems and rules. Sixty years on, the welfare state is failing its purpose and leaving people behind.
Hilary Cottam believes that a solution can be found in putting relationships squarely in the middle of it, and she has the examples and stories to prove it.
Cottam's recent award winning work includes: new systems to support an ageing population; a prison that reduces re-offending; new approaches to chronic disease and unemployment.
She has advised governments, companies and third sector organisations in the UK and internationally. She was educated at Oxford, Sussex and the Open University. She was awarded her PhD in 1999. She currently lives and works in London.
Hilary Cottam | Speaker | TED.com