2020 Issue

44 Implementing Critical Systems Heuristics and Soft Systems Methodology on Ogden Downtown Alliance’s Recycling Program Claudia Arenas-Guerrero, Caite Beck, Vlad Bleoca, Jacob Dahlberg, Elle Stephan and David Templeton Purdue University T he overarching objective of the Ogden Downtown Alliance (ODA) is to bolster the city center through community engagement. The organization supports the growth of downtown Ogden by “increasing economic vitality and community vibrancy throughout Ogden’s Cen- tral Business District” (Ogden Downtown Alliance, 2018). Their most popular event is the farmers market in Down- town Ogden. Due to its size and popularity, it has become a testbed for some of the ODA’s other initiatives, such as its recycling improvement program (Bowsher, 2019). The recycling initiative is where the team focused their efforts. Currently, Ogden City does not have a viable recycling program due to the continual contamination of recycling bins with nonrecyclable materials. This contamination greatly affects the labor and equipment needed to pro- cess the materials, driving up cost and exceeding the city’s budget. The ODA is acutely experiencing these conse- quences through the public events that they host, resulting in recycling bins being removed altogether until the issue is resolved (Bowsher, 2019). Ultimately, the ODA’s objective is to reinstate recycling bins at all public events through increased community education and awareness about Ogden’s recycling program as well as create a streamlined recycling process during these events. The ODA created a Recycling Task Force, but their meetings have been limited and have seen little progress. After the team’s application of the Viable System Model (VSM), the team redirected its focus specifically to the educational outreach opportunities that would allow for a more viable recycling program. Within this paper, the team addresses how the communication and engagement systems were further defined and what recommendations can be implemented to be effective while accommodating budgetary and resource limitations within the ODA. Methods (Tables and figures are contained in the full arti- cle that can be accessed on page by using 46 Q R code.) Step 1: Description of the Situation Considered Problematical The team began by asking the sponsor questions that would fully define the problematic situation. The questions asked and sponsor’s responses are summarized in Table 1. Step 2: Expression of the Situation as a Rich Picture The team created a rich picture (Figure 1) to depict the current situation. Step 3a: Identification of the Relevant Systems The idea for a communication system emerged, which was solidified by identifying symbols synonymous with commu - nication in the rich picture. The specific items contributing to the communication system are circled in red in Figure 2. After the team identified the communication system, the team evaluated the remaining items in the rich picture and decided that they would focus primarily on human interac- tion. The public’s interactions with the recycling program and the ODA and its stakeholder’s interactions with the public establishes the engagement system, circled in blue in Figure 2. Step 3b: Answering Ulrich’s Boundary Questions The team worked with the ODA’s director, Kim, to answer the set of 24 questions defined by Critical Systems Heuris - tics (CSH). This exercise was completed to help the team further understand the current situation (reference system), identify any existing conscious/unconscious judgments, and design an improved scenario based on how the team