Our community planning journey
Our first formal review of Belfast’s 2017 community plan found us in challenging circumstances. However, it proved a timely opportunity to check in with partners as we picked up The Belfast Conversation, engaging residents, statutory and non-statutory partners and the voluntary and community sector to sense check the city’s vision, priorities and outcomes still provided the right focus for Belfast.
Apart from recognising the climate crisis as a clear priority, our vision and long-term outcomes remained largely unchanged. In the second phase of engagement, we worked closely with stakeholders to create strategic intents, stretch goals and detailed action plans outlining partners’ contributions to achieving the city’s ambitions. The third phase included a full public consultation on the refreshed strategy and action plans, incorporating valuable feedback into our refreshed Belfast Agenda 2024-2028. The Community Planning Partnership would like to thank every person who attended our workshops, contributed online or submitted a survey.
Timeline for developing the Belfast Agenda
- Local Government reform in 2015.
- The Belfast Conversation in 2016.
- Belfast Agenda published in 2017.
- COVID-19 pandemic in 2020.
- Refresh of the Belfast Agenda 2023-2024.
- Delivery of action plans 2024-2028.
Call to action: Addressing challenges through deeper collaboration
No one could have predicted how much the world would have changed since the publication of our first Statement of Progress in November 2019. From emerging from a global pandemic, responding to an ongoing climate emergency, and a cost-of-living crisis adversely impacting upon the health and wellbeing of our citizens and widening existing inequalities across the city. We’ve been through a lot!
Throughout these difficult times, the strength of Community Planning partners has been central to helping us act quickly and effectively in a crisis, creating a ‘sense of can do’ and innovating how we work together. The call to action created by these circumstances has forged new innovative approaches to critical city challenges and delivered proof of concept interventions which informed wider whole system changes to how we support vulnerable people affected by homelessness, addiction or poor mental health. Through initiatives such as Complex Lives we have established a multi-agency model and provided co-ordinated support for vulnerable people.
While this Statement of Progress showcases many positive partnership outcomes, we acknowledge the need for sustained, deeper cross-sector collaboration to address the city’s most pressing challenges.
For instance, insufficient capacity in critical infrastructure, such as water and wastewater, hinders new developments for housing and businesses and impacts growth ambitions. Substantial investment is required to upgrade infrastructure and support our vision for a sustainable, connected urban future.
Linked to infrastructure but influenced by shifting household patterns, we face a growing gap between housing supply and demand, straining social and private sectors. While the Housing Supply Strategy and action plans are positive steps, a whole-systems approach is needed, examining policy changes, new funding models, and innovative land use to deliver mixed-tenure developments at scale and pace.
Significant health challenges persist, with widening inequalities, lower life expectancy, and higher rates of chronic disease and mental health issues varying by location. We will continue promoting collaborative efforts, with a stronger focus on helping the most vulnerable live healthier, happier lives.
The cost-of-living crisis has highlighted poverty’s scale and impacts, with increasing numbers struggling to cover essentials. Despite anti-poverty and employability initiatives, child and in-work poverty remain persistent. We must collaborate more effectively to improve outcomes for these groups.
Together, we are committed to continuing to strengthen our networks and partnerships across the city, bringing a greater focus on developing place-based solutions and understanding how resources and future commissioning of services can support these. We will create an environment which encourages innovation and new collaborative approaches.
No single sector or intervention can achieve lasting change alone. A 'whole-system approach' has emerged as a key theme. Through community planning we will continue to facilitate and advocate for this to deliver meaningful benefits for everyone.
