From Service to Solutions Preview and Feedback
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The document outlines an interactive training on moving from service to solutions that was piloted at the 2018 Bonner Congress, which teaches participants to analyze the root causes of social issues through a root cause analysis technique called the "5 Whys". It provides an example application of this technique to analyze the root cause of a public health crisis. The training is intended to help participants strengthen their understanding of measuring impact and designing interventions that address underlying causes rather than just symptoms.
From Service to Solutions Preview and Feedback
- 1. 8 Themes Curriculum Service to Solutions: Root Cause Analysis 2018 Bonner Fall Director’s & Coordinator’s Meeting Liz Brandt, Community Engagement Director, The Bonner Foundation
- 2. WHY 8 THEMES? ✓A tool to strengthen your calendars ✓Cohesion of training, enrichment, and reflection across our network ✓Meeting developmental needs - Root Cause Analysis
- 3. Modeled off of Solutions U curriculum “SolutionsU™ is a project of the Solutions Journalism Network: a nonprofit organization that seeks to rebalance the news, providing readers with critical reporting on society's problems and stories that explain how individuals, institutions, and communities are responding.”
- 4. “MOVING FROM SERVICE TO SOLUTIONS” • Combination of workshop 2 “Making a Difference - Measuring Impact” & workshop 3 “Tackling Root Causes” • Targeted for First-year, Spring • Interactive • Piloted at Bonner Congress 2018, co-facilitated with Alexander Nichols, Davidson College, Foundation Summer Intern Module Series: 1) Discovering Solutions That Work 2) Making a Difference - Measuring Impact 3) Tackling Root Causes 4) Cultivating Powerful Collaborations & Relationships
- 5. OUTLINE OF TRAINING Introduction suggested time 5 minutes Evidence of Impact suggested time 15 minutes Measuring Impact suggested time 15 minutes Downstream Solutions suggested time 10 minutes The Five Whys suggested time 20-30 minutes Root Cause Analysis suggested time 20 minutes Closing & Feedback suggested time 15 minutes
- 6. 2 TRUTHS & A LIE
- 7. SERVICE TO SOLUTIONS In order to prevent youth from getting involved in crime, one program takes them to prisons, and attempts to scare them. Prisoners offer testimony about how terrible their lives are behind bars. They tell frightening stories and offer a grim picture of what happens to people who commit crimes and are caught. The theory of change is that young people will be “scare straight.” This program was so compelling that there was an Academy-Award winning documentary about its effectiveness.
- 8. SERVICE TO SOLUTIONS Project DARE (Drug Abuse Resistance Education), is intended to show young people the dangers of drugs. Police officers teach young people in high schools about how drugs can destroy their lives. The program is taught throughout America’s 50 states and territories, as well as 50+ other countries, reaching more than 1.5 million students annually.
- 9. SERVICE TO SOLUTIONS A social entrepreneur created PlayPumps International to address the lack of access to clean drinking water in developing nations. Playpumps are merry-go-rounds that children play on, and as they turn, pump water from the ground. PlayPumps started to receive international attention after it won the World Bank Development Marketplace Award in 2000. It was one of those rare programs that earned bipartisan support.
- 10. ‣ Addressing lack of access to safe, clean drinking water ‣ Merry-go-rounds that children play on, and as they turn, pump water from the ground ‣ Won World Bank Development Marketplace Award in 2000 ‣ Intended to show young people the dangers of drugs ‣ Taught throughout America’s 50 states and territories, 50+ countries, reaching more than 1.5 million students annually ‣ Theory of change is that young people will be “scare straight.” ‣ Prisoners offer testimony ‣ Academy-Award winning documentary about its effectiveness
- 12. SERVICE TO SOLUTIONS At least two meta-analysis were conducted that found participation in Scared Straight-type programs actually increases the oddsthat youth will commit offenses in the future (Aos, Phipps, Barnoski, and Lieg 2001 and Petrosino, Turpin-Petrosino, and Buehler 2004).
- 13. SERVICE TO SOLUTIONS Despite being extremely popular, dozens of scientific evaluation studies (West and O’Neal, 2004) have consistently shown DARE to not only be ineffective at reducing the use of drugs and alcohol but sometimes even counterproductive by increasing the likelihoodfor individuals to use and abuse drugs and alcohol. Due to harsh criticism, public funding for DARE programs decreased from over $10 million in 2002 to $3.5 million in 2012 (Ingraham, 2017).
- 14. SERVICE TO SOLUTIONS According to Palph Borland’s PHD thesis, Radical Plumber and PlayPumps - Objects in development’ (2011) there are at least ten faults identified in the PlayPump system, including the maintenance system for the pumps being unsatisfactory, users not being properly consulted before installation, the system being much more expensive than alternatives, the merry-go- round being painful and undignified for adults to use, and failing to meet recognized standards for minimum water supply.
- 15. MAKING A DIFFERENCE - MEASURING IMPACT
- 16. MAKING A DIFFERENCE - MEASURING IMPACT WAYS OF MEASURING IMPACT ✓Randomized, double-blind studies with experimental and control groups ✓Testimonials ✓Anecdotes and case studies ✓Self-reports
- 17. DOWNSTREAM SOLUTIONS Once upon a time, there was a small village on the edge of a river. Life in the village was busy. There were people growing food and people teaching the children to make blankets and people making meals. One day a villager took a break from harvesting food and noticed a baby floating down the river toward the village. She couldn't believe her eyes! She heard crying in the distance and looked downstream to see that two babies had already floated by the village. She looked around at the other villagers working nearby. "Does anyone else see that baby?" she asked. One villager heard the woman, but continued working. "Yes!" yelled a man who had been making soup. "Oh, this is terrible!" A woman who had been building a campfire shouted, "Look, there are even more upstream!" Indeed, there were three more babies coming around the bend. "How long have these babies been floating by?" asked another villager. No one knew for sure, but some people thought they might have seen something in the river earlier. They were busy at the time and did not have time to investigate. They quickly organized themselves to rescue the babies. Watchtowers were built on both sides of the shore and swimmers were coordinated to maintain shifts of rescue teams that maintained 24-hour surveillance of the river. Ziplines with baskets attached were stretched across the river to get even more babies to safety quickly. The number of babies floating down the river only seemed to increase. The villagers built orphanages and they taught even more children to make blankets and they increased the amount of food they grew to keep the babies housed, warm and fed. Life in the village carried on. Then one day at a meeting of the Village Council, a villager asked, "But where are all these babies coming from?” "No one knows," said another villager. "But I say we organize a team to go upstream and find how who's throwing these babies in the river.” Not everyone was in agreement. "But we need people to help us pull the babies out of the river," said one villager. "That's right!" said another villager. "And who will be here to cook for them and look after them if a bunch of people go upstream?” The Council chose to let the village decide. If you were a villager, what would your vote be? Do you send a team upstream?
- 18. THE 5 WHYS ?????
- 19. Step 1: Issue Analysis Group 1: Public health crisis Group 2: Gentrification
- 20. WHY? WHY? WHY? WHY? Your Issue: Public health crisis WHY? Root Cause Analysis: 5 Whys people engage in unhealthy behaviors as a coping mechanism for stress because we compare ourselves unfavorably to others and see ourselves as inadequate because we constantly see images on social media, where it seems like other people have perfect lives, and we only see what feels like our own flaws and imperfections because we have unmet needs to feel like we belong and are part of a community of friends and family
- 21. PERSONAL V. STRUCTURAL CAUSES Biology/genetics Individual choices Family obligations Religious/personal beliefs Life changes or events Mental/physical capabilities Personal Laws & policies Social/cultural norms Hiring & promotion practices Resource allocation Historical precedent Structural
- 22. ANALYSIS OF FEEDBACK 54% said one question they still had was how to solve the root causes 48 exit tickets collected ▸ Across 2 strategy sessions at Bonner Congress One thing they learned or found interesting: 63% Root cause analysis (5 Whys) 21%Structural v. personal causes 17%Outcomes vs. outputs
- 23. Questions to consider from Exit Tickets: “How does our work as Bonners conflict with this ‘root cause theory’?” “How can you translate this thought pattern to your community?” “How effective is my service?” “ Should the idea of ineffective organizations make me weary of supporting credited places?” ? ? ? ?
- 24. TAKEAWAYS ✓ Powerful activity ✓ Let the group pick the topic ✓ Do Root Cause Analysis in groups, not individually (reduces preconceived biases) ✓ “Everything always boils down to personal choices…” How would you handle as a facilitator? ✓ Acknowledge limitations