In 2009, Kathryn and I were tasked by the Design Council to be the voice of a troubled community that wasn’t being heard. Our task was to explore whether a new community centre could bring about meaningful change. We took this brief on at face value.
We were warned this community was “hard to reach”. They weren’t. People showed up with ideas, energy and a clear message – we need this centre.
Kathryn and I were applauded for our efforts. The funds were already secured and a Section 106 (legal) agreement was in place. And yet…
The community never got their centre. It took me years to find out why.
In the end, the reason was simple: the Section 106 officer failed miserably in his duties. By then, however, the Design Council’s spotlight had faded, our involvement ended, the Council moved on and the developers stayed quiet.
In short, nothing changed and the project haunted me for years. I also learnt a valuable lesson about apathy – one I’ve seen play out on countless projects since.
The disappointment also set off a chain reaction in my profession as a service designer. It made me question whether a user-centred approach really meant anything if a single act of incompetence or apathy could derail everything.
As an experienced service designer, I felt like I should have anticipated this. I came to realise however that failure was inevitable because the project was based on a system that was fundamentally flawed – one where bureaucracy, lack of accountability or institutional apathy could override genuine community needs.
This post now describes what I would do if I had my time again…
Imagine a Venn diagram with three intersecting circles: projects, process and platform. In the centre of the diagram are people – diverse, equal and united by a common goal. Surrounding everything is purpose – the outer rim that gives meaning to everything.
I call this the 5Ps framework – a recipe for driving meaningful change. These elements rarely align as they should because the process of change is inherently complex. But here’s how I see it, in simple terms:
People need purpose
Communities thrive on passion and energy, making it easy to celebrate empowerment from the bottom up. But while communities can drive change on their own, external partners can provide essential resources and expertise.
These partnerships, however, bring with them power dynamics, systemic barriers and competing priorities. That’s why early alignment is crucial – ensuring a shared vision and clear goals.
Today, I prioritise the visioning process in all my projects. Because passion alone isn’t enough, nor is a brief without firm commitments.
Projects and processes
For people to effect change, they also need projects. Projects are the tangible initiatives that bring purpose to life. They allow people to apply their skills and see results.
Yet, like partnerships, projects come with power imbalances. Those who fund projects often hold too much influence, while those who receive them often too little.
To bridge this gap, projects need processes that enrich collaboration. A shared vision is essential, but without a clear, structured and inclusive action plan, it will fall short.
Nowadays, I use the CLIP (community-led impact partnerships) process (the ‘Getting Ready’ phase) to help set projects up for success. More about that another time.
Platform: the connective tissue
Finally, I believe a well-designed platform ties everything together. Much like a thriving town square, a platform can connect people, ideas and resources.
Not all projects need a platform, but without one, projects with the same broad purpose risk operating in silos, missing opportunities and duplicating efforts.
A platform is more than just an enabling tool; it’s a project in itself. When structured well, it can enhance inclusivity, learning and collaboration.
Bringing it all together
When people have projects to work on, a platform to connect through and processes to follow, change becomes inevitable. Each element strengthens the others, reinforcing the cycle of innovation and impact. In layman’s terms:
- People drive change.
- People / partnerships need a shared purpose.
- People need projects to apply their energy and creativity.
- Projects need processes for direction.
- Processes provide structure and clarity.
- Platforms connect people and remove silos.
- Platforms create a level playing field.
What I would do differently
Looking back, if I had applied the 5Ps framework to my project, and not taken the brief at face value, I believe the outcome would have been very different.
First, I would have ensured that we had early alignment with all stakeholders, clearly defining the shared vision and likely end goals.
Processes like CLIP could have built a stronger rapport between the community and external partners, giving everyone a voice but also ensuring clear accountability.
Everyone would have had a defined role in the CLIP process and the tools to stay engaged. This could have included a platform (although they didn’t exist as is in 2009), helping people to stay connected and on track.
The project would have had clear action plans, ensuring stakeholder alignment and commitment beyond just design thinking.
By applying the 5Ps, we could have overcome the power dynamics, systemic barriers and competing priorities that I didn’t recognise at the time but now realise are always present in every project.
The key takeaway here is that processes, structure and alignment aren’t just nice to haves – they’re essential for driving real change.
The formula for large-scale change
In the end, creating real change in a community isn’t just about having a great idea – it’s about overcoming the barriers that stand in the way.
I believe change happens when people, with a shared purpose, work together. And I believe transformation (large-scale change) happens when projects, processes and platforms work in harmony.
So, for me, the 5Ps framework isn’t just a theory – it’s a blueprint. And it’s something I’m deeply committed to on transformational projects with community at their heart.