Beyond the Plan: Lessons from Access Life
A reflection on community-centred design, adaptability, and the unexpected lessons found along the way
When I first joined Access Life Assistance Foundation in Pune as part of the Community Project module, my friends and I arrived with a carefully planned schedule of activities and goals that we hoped to conduct over the course of three weeks. Like many design projects, we began with assumptions about what the organisation might need and how we could contribute. However, one of the earliest lessons I learned was that meaningful community engagement often begins with letting go of preconceived plans.
Access Life is an organisation that provides accommodation and support for children undergoing cancer treatment and their families. While I initially imagined our role would involve conducting activities with the children throughout the duration of the project, the reality on the ground was very different. The organisation was preparing for its fifth anniversary celebration and required support in designing the rooftop space and planning the overall experience for guests, donors, and stakeholders attending the event.
This shift in direction challenged one of my earliest assumptions as a design student: that design begins with ideas. Instead, I learned that design begins with listening.
Rather than imposing our own plans, we had to understand the organisation’s immediate priorities and adapt our contribution accordingly. This experience made me realise that community engagement is not about executing a predetermined solution. It is about responding to actual needs, even when they differ from what we initially expected.
As we began working on the anniversary event, I gained insight into the realities of grassroots organisations. In academic projects, it is often easy to imagine ideal outcomes without thinking deeply about constraints. At Access Life, every design decision had to be considered alongside budget limitations, available resources, and practical feasibility.
I witnessed how resourcefulness becomes a necessity rather than a choice. Decorations could not simply be purchased whenever needed. Existing materials had to be reused, repurposed, and incorporated creatively into the design. Previous event materials, handmade decorations, and items created by the organisation itself became valuable assets. This process taught me that thoughtful design is not always about adding something new. Sometimes it is about recognising the value of what already exists and finding meaningful ways to extend its life.
The experience also deepened my understanding of sustainability, not as an abstract concept discussed in classrooms, but as a daily practice shaped by financial and organisational realities.
Alongside the design work, some of my most memorable experiences came from interacting with the children staying at Access Life. Before arriving, I unconsciously carried assumptions that children undergoing cancer treatment would primarily be defined by their illness. Spending time with them challenged that perspective entirely.
What stood out to me was how strongly they desired the same things as any other child: friendship, play, curiosity, and moments of joy. The environment created by Access Life supports exactly that. The space is vibrant, green, and welcoming, encouraging children to interact, play, and build relationships with one another despite the difficult circumstances they face.
One of my favourite observations was how often the children would approach us while we were working. Whenever we paused for a short break, they would appear with a ball in hand, ready to start a game of catch. They were not looking for sympathy. They were looking for playmates.
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These interactions reminded me of the importance of seeing people beyond labels. While the outside world may view them primarily as cancer patients, their identities extend far beyond their medical conditions. They are children first, with interests, personalities, humour, and energy that deserve recognition and celebration.
Another important learning came from observing the ecosystem of support surrounding the organisation. During the event preparation process, I noticed how deeply volunteers and contributors are valued. Every helping hand matters. The gratitude expressed by the staff reflected the immense amount of coordination and effort required to sustain such an organisation.
This helped me appreciate community work from a broader perspective. The impact of an organisation is not created by a single individual but through a network of people who contribute their time, skills, resources, and care. Witnessing this collaboration reinforced the importance of participation and collective effort in creating meaningful social impact.
Looking back on these few weeks, I realise that my most significant learning was not related to event planning or spatial design alone. It was a lesson in humility. Design in community contexts requires flexibility, sensitivity, and a willingness to learn from people whose lived experiences differ from our own.
The project also encouraged me to reflect on my own position as a designer. Rather than seeing design as the creation of solutions, I began to see it as a process of understanding people, adapting to context, and working within constraints. The role of the designer is not to arrive with all the answers, but to contribute thoughtfully while respecting the knowledge and realities of the communities we engage with.
Most importantly, my time at Access Life has left me with a greater sense of gratitude. Observing the resilience of the children, the dedication of their parents, and the commitment of the organisation’s staff has reminded me not to take my own circumstances for granted. It has encouraged me to appreciate the opportunities, support systems, and privileges that often go unnoticed in everyday life.
Now, I carry forward a deeper understanding of what community-centred design truly means: listening before acting, adapting before imposing, and recognising that even small contributions can become meaningful when they respond to genuine needs.
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