The strategy is written for use over the next ten years but with long term ambition in mind for Belfast. The city will adopt a ten and 25-year approach to achieving a city where people feel a sense of belonging always, everywhere.
Relating to potential short and long-term outcomes the strategy includes an indication of what is derived from the five strategic pillars. We will develop ten-year cohesion targets for the city consistent with the Belfast Agenda, and set even longer-term goals for 2050 to make Belfast as cohesive as it can be with a real sense of belonging enhanced across all communities, backgrounds and ethnicities. We will engage with the Global Peace Index Framework to develop realistic ambitious cohesion outcomes for the City.
| Strategic pillars |
Short term results - in three years |
Long term results – in ten years |
| Good relations activities, reimagined and reinvigorated |
- Identification of the critical issues that communities across interfaces, and disadvantaged communities, have in common.
- Delivery of impactful projects that benefit all communities equally.
- Identification of good practice from elsewhere on these islands.
|
- Good relations between and within communities openly discussing even the most sensitive issues.
- Greater and welcome proactive cross-community challenges us to go further.
- Belfast seen as a city of good practice across these islands on relationship building between communities including newcomer and established communities.
|
| Social justice issues where there are common issues and needs |
- Greater coordination of action across public agencies and us.
- Impactful projects that increase trust and sense of purpose between communities.
- Increase in public commentary recognising the quality and importance of cross community work.
|
- Proactive collaboration sustained without our input.
- Reimagining of many interface and peace barriers.
- Improvements in the quality of life for people across interfaces and communities within disadvantaged areas.
|
| Trust in key institutions |
- Greater acceptance of the importance of trust-building across public agencies and their supporting roles.
- Increased levels of trust.
- Increased engagement in all communities with key public agencies, across all ages.
|
- All communities, including young people, show strong levels of trust of agencies including the Council and the PSNI.
- Greater key agency engagement in all communities.
- Comparator with levels of trust at least as good as any other region on the islands.
|
| Openness and transparency |
- Review of decision-making process and good relations recognition in the Council.
- Communities increase trust in decision-making by Council.
- All communities engaging better with the Council.
|
- High levels of trust across all decision-making of agencies.
- Increased funding applications to the Council across all communities.
- Increase in cross community collaboration.
|
| Developing capacity |
- Delivery of cultural competence skills and awareness enhancement work to decision-makers in public agencies and communities.
- An engaged Shared City Partnership that takes a leadership role for cohesion in the city.
- Greater understanding of good practice form elsewhere on these islands, and applicability of aspects to Belfast.
- Agreement of a Good Relations engagement charter for funded projects, staff and elected members.
|
- Belfast recognised on these islands as a city of good practice for supporting greater cohesion.
- Increased understanding of the importance of dialogue and relationships in supporting solutions to sensitive issues.
- Optimum levels of cohesion applying agreed cohesion indicators.
|
Activities for this period will be consistent with current and any new T:BUC themes.
