Transformative planning

Transformative Planning is a theory of and approach to sustainable community regeneration. Many of the underlying concepts are business ones—regeneration is about tackling market failure.

Transformative planning theory recognises the inherent tension between the need for systems and accountability (planning) and the fact that regeneration is really only sustainable when it takes on a life of its own (transformative). Transformative planning theory sees that tension as a potentially positive dialogue and essential to the successful delivery of sustainable regeneration.

The importance of changing the psychology of the locale and community is a fundamental principle of Transformative Planning. The aim is to transform the area from a “bear” community, where economic and social capital leave the locality, to a “bull” community, which grows and attracts economic and social capital. Once that change has happened sustainable regeneration begins to happen.

Transformative Planning is not prescriptive about what interventions will be needed, but it does believe in rooting regeneration in locality and community—“re-generate not re-place” . A key element therefore in Transformative Planning is gaining an accurate picture of a locality. This is not simply about establishing data baselines—they are a symptom rather than a cause—but getting behind the headline figures to understand why the area is in difficulty.

Transformative Planning sees this in an historical geography context—in the cases of most areas of deprivation something has happened to turn the locality/community into a “bear” community. Once this is understood it is possible to address the issues faced by the area. Transformative Planning argues that the answers will be found in the area/community—“the community has the answers”. But what is the question? The question is not simply “what is wrong with the area”, but also “ what is right.” Too often disadvantaged communities are told in regeneration programmes “you’re a failure”, “you’re deprived”. This merely reinforces the “bear” community, particularly where the answer being promoted is to bring regeneration professionals in to deliver the answers—what happens when these professionals cease to be there (usually when the regeneration money ends)? Often what is left is less than what was there before—as the regeneration process has destroyed existing social capital.

The other key question is “what is the community proud of?". Communities tell stories about themselves and their past which creates their identity; if one attempts to create an alternative story which has no basis in their view of themselves then Transformative Planning argues the regeneration is going to fail. By promoting a positive story both within the community and without through a number of mechanisms (including cultural activities and celebrations) then the psychology changes. In effect one is creating a positive brand for the locality.

Transformative Planning uses a number of tools to create this understanding of the place and community. One tool in achieving this is an advanced form of community mapping, (called Mapping Matters) which maps and interrogates the social, economic and environmental activity and issues in the location. Another tool is the “AND…?” method. The “AND…?” is a form of interrogation of the issues, which challenges assumptions made by the community and regeneration professionals alike in an attempt to get to the root cause of issues. While Transformative Planning believes “communities have the answers”, it believes in being rigorous in the pursuit of those answers. It also believes in recognising, testing and explaining the framework placed on the process, by legislation, financial rules, etc. Wherever possible the framework is to be developed as a useful construct for creativity.

Out of this process comes a positive vision of the place/community and a series of interventions to help achieve this. As stated above, Transformative Planning is not prescriptive as to what the interventions will be. The choice of interventions will be based on what issues have been found and what answers have been generated. Usually there will be a combination of interventions—some physical works, some social, some economic. But all are about changing the psychology of the community and the locale. Once the psychology starts to change, social and economic market forces will start to play, investment will follow and the downward spiral will be reversed.

Key to this is the release of entrepreneurialism locally. Social entrepreneurs will drive social change in the community and economic entrepreneurs will open markets and bring in money. There are always entrepreneurs in any community—it is just that in a bear community they either are constantly being slapped down or are operating in a way that it is often illegal. Once the first wave of entrepreneurs are successful in a community, others will follow. It is the function of the Transformative Planner to enable these entrepreneurs to succeed through the removal of barriers.

The dynamic of Transformative Planning is that the process will and must take on a life of its own. It is therefore important to be flexible and responsive to opportunities and indeed new issues as they arise. This means review has to be ongoing and a culture of change built in to the process. However it is also important that change should be in the framework of achieving the vision. If the vision is founded in a truth and has been communicated and reinforced over the lifetime of the regeneration process, then this should not be a problem and sustainable regeneration will happen.

In summary: Transformative Planning is about freeing up social and economic capital in failed markets, thereby turning a bear community into a bull one. To do this one must create a clear understanding of the locality and develop a shared vision based on a truth. Rigour is at the heart of the approach, but so too is the community (in its widest sense).

Note: Transformative Planning was developed by East Oxford Action over a period of seven years - it was created through the practical delivery of successful regeneration backed up by theory.

More information on Transformative Planning can be found at www.transformativeplanning.com

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