Creating an Anti-Racism Strategy for a City in a Period of Rapid Change

Lessons from Liverpool

Cities are living, breathing systems. They shift with politics, economics, migration, and public sentiment. Designing an anti-racism strategy in this context is not simply a policy exercise. It is a leadership challenge, a trust-building process, and, often, a moment of reckoning.

Our work supporting Liverpool’s Anti-Racism Strategy offered a powerful case study in what it takes to move from intention to meaningful, system-wide change, particularly in a city navigating rapid social, economic and institutional transformation.

Here are the key lessons.

1. Start with truth, not polish

One of the most important early decisions was to prioritise honest listening over performative messaging.Through staff engagement, community conversations, and citywide consultation, several consistent themes emerged.

2. Treat lived experience as data, not anecdote

Too often, lived experience is positioned as supplementary to “hard data”. In Liverpool, we intentionally reframed it as core evidence. We brought together:

The key takeaway:If lived experience is not shaping your strategy, your strategy is already incomplete.

3. Move at the speed of trust, not urgency

There is often pressure, particularly in public sector contexts, to deliver quickly. But anti-racism work does not respond well to rushed timelines if trust is low. We must balance:

The insight:Pace is not just about delivery. It is about credibility.

4. Internal and external change must happen together

A common pitfall is treating anti-racism as either:

• An internal workforce issue, or

• A community-facing commitment

In reality, these are deeply interconnected.

The lesson:You cannot build trust externally if inequity persists internally.

5. Leadership must move from endorsement to ownership

Many organisations are comfortable expressing commitment to anti-racism. Far fewer are prepared to own the implications.

The key insight:Anti-racism fails when it is everyone’s responsibility but no one’s accountability.

6. Expect resistance and design for it

Resistance is not an anomaly in anti-racism work. It is part of the process.

The lesson:Design your strategy for the reality of human behaviour, not the ideal of it.

7. Strategy is only the beginning

Perhaps the most important lesson is that strategy is not the outcome. It is the starting point.

The final takeaway:An anti-racism strategy is only as powerful as the system that sustains it

Anti-racism in cities is not just about addressing inequity. It is about rebuilding trust, redistributing power, and reshaping systems in a way that reflects the realities of all communities.

In periods of rapid change, this work becomes even more critical and more complex.

But when done well, it also becomes a powerful opportunity:to not just respond to change, but to shape a more equitable future because of it.