Author: Shreya Banerjee

  • REMI Case Study – Hillside Clubhouse

    REMI Case Study – Hillside Clubhouse

    Our organisation 

    Hillside Clubhouse is a charity supporting people with mental health needs on their employment journey. This support varies depending on where the individual is on their journey, and how the individual was referred. At early stages, Hillside delivers a recovery project from its clubhouse, to help individuals who self-refer to gain skills and confidence. Hillside also offers more tailored and bespoke information and guidance around employment support. Specific employment services are co-located within NHS clinical teams to support those who are referred through the clinical route. This includes employment advisors within NHS talking therapies, and Individual Placement Support (IPS).

    Why REMI?

    Within IPS, all participating services need to develop a Race Equity Action Plan. Hillside felt that the whole organisation needed to support this effort, which led to the development of an organisation-wide Race Equity Strategy. While the Strategy established clear ambitions, it was high-level without detailed actions that would help set priorities, track progress or hold different parts of the organisation accountable. The Race Equity Maturity Index (REMI) was selected to address this gap.

    The REMI lead at Hillside is the Director of IPS and Employment Services. He emphasised that race equity is a crucial priority for the organisation. A diverse and anti-racist organisation ensures that service users feel represented and cared for. REMI therefore aligned closely with Hillside’s existing priorities and strategic direction.  

    REMI provided practical steps and priorities which could be taken towards achieving the ambitions outlined in the Race Equity Strategy. It also gave a classification of progress which Hillside can work against. REMI gave the organisation a shared vocabulary and set of terminologies to describe race equity and actions taken, therefore allowing it to identify what progress was already being made.

    How REMI fits with what we already do

    Prior to adopting REMI, Hillside did not use a consistent tool to support progress on race equity. REMI complemented the Race Equity Strategy by translating strategic commitments into concrete actions and by embedding accountability within existing plans. Specifically, the IPS framework requires each participating service to develop a Race Equity Action Plan, and so REMI supports with fulfilling IPS requirements through identifying pathways and ensuring accountability. 

    What we’ve done so far

    Implementation has primarily focused on using REMI to generate talking points during quarterly race equity working groups and setting aims for the organisation as part of their Race Equity Strategy. 

    Hillside have used REMI to understand where they are on their race equity journey. As the REMI is a staged tool, they have identified that whilst they fulfil some aspects of the later stages of REMI, they need to work to complete each indicator and action of the first few stages to ensure that their anti-racism work is as impactful as possible. 

    Staff engagement has been positive, with the REMI lead translating REMI to Hillside’s organisational context. He emphasised that the close ties between the existing Race Equity Strategy and REMI were crucial to establishing staff buy-in. In addition, conversations with representatives from the London Anti-Racism Collaboration for Health were important to ensure that he understood the use and value of REMI. 

    Value and learning

    REMI has given Hillside a shared vocabulary to articulate progress towards race equity. It has provided insight into practical actions which the organisation could take to achieve the ambitions outlined in its own Race Equity Strategy. Crucially, it built accountability into that Strategy and the associated Race Equity Plans. 

    The REMI lead wants to use REMI to conduct a biannual review of Hillside’s progress towards race equity. Hillside plan to implement Race Equity Action Plans for each service within their organisation to ensure specific focus and accountability. Ultimately, Hillside want to use REMI as part of the effort to ensure that their organisation is an anti-racist organisation, which will deliver better outcomes for staff and service users.  

    Key takeaway for other organisations

    REMI gives a clear and consistent assessment of an organisation’s race equity policies and can build evaluation into existing or developing strategies.

    The REMI lead at Hillside advised other organisations which begin using REMI to take their time and not rush. They should use REMI to promote deep conversations among staff, and to encourage a rich understanding of the tool and of the actions which they can take. Organisations should not aim for perfection, but for progress, and should share the tool as widely as possible.  

  • REMI Case Study – NHS North West London Integrated Care Board

    REMI Case Study – NHS North West London Integrated Care Board

    Our organisation

    NHS North West London Integrated Care Board (ICB) is responsible for healthcare across eight London Boroughs: Brent, Ealing, Harrow, Hammersmith and Fulham, Hounslow, Westminster and the Royal Borough of Kensington and Chelsea. In the region, there is a collective population of 2.1 million residents, although the actual number of residents served by NHS North West London is even greater, mainly due to virtual GP registrations.

    Why REMI?

    NHS NW London’s motivation to use REMI was encouraged by its Race Steering Group. REMI stood out from other tools that measure racism and system readiness for anti-racism as it offered a structured opportunity to showcase and strengthen our existing work. The self-assessment tool was also a key factor. It provides clear guidance on what good progress looks like, offers practical support for improvement and functions as an interactive resource.

    Although REMI has not been formally adopted across NHS North West London and Integrated Care System (ICS), NHS NW London has used it to facilitate meaningful discussions within their Race Steering Group about the use of REMI in conjecture with the
    GLA and local councils.

    Moreover, senior leaders at NHS NW London were active members of the Race Steering Group and the approach that REMI outlines has helped the facilitation of discussions around race across the system.

    The REMI framework aligned closely with existing priorities within the Health Equity Programme. This programme focuses on understanding the interconnections between three core pillars: health inequalities, population health management and the wider determinants of health, making REMI a natural fit. While ICBs are navigating a period of change, the commitment to anti-racism and the principles of REMI will continue across the system.

    How REMI fits with what we already do

    The Health Equity Programme for NHS NW London has used the Core20PLUS5 framework to identify areas of need, drawing particularly on the “PLUS” element to highlight the impact of structural racism and its barrier to effective health outcomes. NHS North West London has therefore recognised race as a plus priority group, aligned to the demographics. NHS NW London has begun using REMI as a basis for self-assessment. REMI has complemented their work on race equity rather than duplicating existing frameworks. The ICB also emphasised the need for a tool that can be applied to both staff and the local population, given that many BME staff come from the communities served in North West London.

    What we’ve done so far

    The Health Inequalities Team within the Health Equity Programme who support the NW London Race Steering Group have been using the step-by-step REMI guidelines for reference when planning agendas and shaping their work.

    The Population Health Management (PHM) Team, through the Local Integrated Needs Assessment, has highlighted the value of disaggregating data by race, and has already highlighted evidence showing significant health inequalities affecting Black and Minority Ethnic (BME) groups, particularly in mental health, maternal mortality and long-term conditions. The Health Equity Team is keen to advance this approach further, particularly in strengthening the depth and quality of their data collection.

    Key discussions include the wider context, such as developments within the Greater London Authority (GLA), and how these may influence NHS NW London’s strategy for tackling racism within healthcare. Ongoing conversations are focused on determining where REMI would have the greatest impact.

    Value and learning

    REMI is a call to action. It goes beyond identifying issues or analysing data; it prompts the next stage of meaningful action. It is designed not only to highlight problems but to support organisations in taking practical steps toward improvement.

    The value of REMI lies in its non-judgemental approach to different stages of race equity. It provides a structured way of embedding system accountability as part of the wider strategic prioritisation.

    In the short term, the focus for NHS NW London is on sustaining and enhancing the cultural change. In particular the merger with the North Central London ICB brings for further scaling and collaborative learning. The North Central London ICB shares their commitment to tackling racism and promoting equity and inclusion, and there is recognition that this is an area where both organisations can learn from each other in taking forward the agenda post-merger. In the longer term, the transition needs to be built into the five-year planning process. The organisation is now looking at strengthening trust with communities, where
    REMI is particularly well suited. REMI incorporates key levers of race equity including community engagement and policy and decision making processes, the staged indicators and actions of REMI align with the ambition to strengthen trust within communities.

    Key takeaways for other organisations

    REMI needs to be fully embedded within strategic planning and future commissioning opportunities. Large organisations should be expected to adopt an explicitly anti-racist approach and integrate this into their frameworks. There must also be open conversations about system-wide commitment and senior leaders need to feel confident and aligned. To be effective, REMI also requires clear enforcement mechanisms to ensure organisations are genuinely held to account. REMI should be reflected across all core documentation and embedded across every portfolio, including planning, commissioning, nursing, and quality.

  • REMI FAQs

    REMI FAQs

    The Race Equity Maturity Index (REMI) is a comprehensive tool that assesses several key areas that contribute to race equity in an organisation, including: leadership, recruitment, policy, decision-making and community engagement. The REMI gives organisations a realistic understanding of their capacity to operate in a racially equitable way and provides a strong foundation for effective action planning.

    It also provides an overarching framework that tools such as the WRES, SCWRES and PCREF, can seamlessly integrate into, and it supports organisations to achieve the targets of mandatory assessments such as Core20PLUS5. The REMI therefore complements race equity work that organisations are currently engaged in and enhances the ongoing delivery of this work.

    The REMI can be used by organisations of any size. Particularly small organisations may find it easier and more impactful to to work in partnership with one or more organisations. A collaborative working approach can strengthen the process by encouraging peer accountability, shared learning and quality checking.  

    For example, two small organisations within the same sector might choose to work together to develop a race equity strategy that can be adopted by both, or establish a race equity working group. They may also decide to pool resources for staff training.  

    However, each organisation must still complete its own progress sheet and develop its own individual, specific action points at the end of each assessment.

    Yes, the REMI can be implemented within a single department, provided there is a designated person within the department who can oversee and coordinate the process. Some elements of the REMI, such as a race equality strategy or organisation-wide policies, are typically produced at senior or organisational level. Departments may therefore need to request these documents from leadership,  or, if they are not available, develop or adapt them in collaboration with appropriate external stakeholders as required by the REMI. 

    It is advantageous to have a clear understanding of values before starting REMI, however the REMI includes preliminary open discussions within Stage One: Being aware. At this stage, leadership and employees should develop an understanding of the realities of racism, the dynamics of race equity, and the key concepts and issues involved. Building this shared awareness early helps ensure that the organisation approaches the REMI with clarity, alignment, and a commitment to meaningful change.

    This version of the REMI has been specifically developed for the health and care sector, so it is not currently suitable for use in other sectors. However, it is possible that the scope of the REMI may be expanded in the future to support a wider range of organisations.

    No. The REMI is a self-assessment framework, which means  organisations are responsible for implementing it independently. The framework provides detailed guidance to support this process. The Race Equality Foundation also offers support sessions, and organisations can contact the Foundation directly for assistance.   

    Yes. Organisations are encouraged to work in partnership and provide mutual support throughout the REMI implementation process. Collaborative approaches may include peer review of the evidence submitted at each stage, as well as the joint development of antiracism statements or race equity strategies. Working together can strengthen accountability, improve the quality of evidence, and enhance learning across organisations.

    Yes. The London Anti-Racism Collaboration for Health (LARCH) has developed a comprehensive anti-racism statement for use within the health and care sector.  It can be accessed here.

    The REMI is a self-assessment tool and not overseen by any external regulatory body. This means that responsibility for reviewing and monitoring evidence sits with  the organisation. Organisations may allocate this responsibility to: 

    • an internal individual or team, such as race equity lead, EDI team, or a designated working group. 
    • an external partner organisation, which may provide an independent peer review of the evidence submitted at each stage. 

    The REMI is designed to give organisations the flexibility and autonomy to establish their own processes for evidence review, data collection, and verification,  ensuring all criteria are met at each stage.

    The REMI is a self-assessment tool, and each organisation can choose how and when to use it in a way that best aligns with its schedule, operational  cycles, and anti-racist work. Organisations have full control over the frequency and timing of implementation.  For example, the REMI may be completed: 

    • on a six-monthly or annual cycle
    • alongside mandatory assessments
    • at any point that aligns with organisational review processes or strategic planning

    Yes. One of the strengths of the REMI is its ability to complement other equality, diversity and inclusion tools that organisations already use. Evidence and data gathered through other frameworks can contribute to meeting REMI criteria. For example: 

    • Workforce Race Equality Standard (WRES) data can help evidence workforce-related indicators . 
    • REMI implementation can also support the delivery  of Core20PLUS5 priorities.
    • Other existing EDI audits, staff surveys, or action plans may also feed into REMI evidence requirements.

    All organisations should begin at Stage One, regardless of how far advanced it believes it is in its race equity practices. Each stage should be completed  systematically to ensure  that all  indicators are fully met. It is possible for an organisation to have achieved elements of later stages, such as stage three, without having fulfilled the requirements of earlier stages. Working through the REMI in sequence helps ensure a robust, comprehensive assessment.

    Before starting the REMI, organisations should ensure that: 

    • a designated lead is assigned to oversee implementation and follow-up activity. This person should have solid knowledge of equality, diversity and inclusion (EDI). Examples include an EDI lead, the head of an anti-racism programme, or an individual with relevant operational responsibilities. 
    • senior leadership buy-in is secured, as organisational support from leaders is essential to maintaining momentum and embedding actions emerging from the REMI. 

    These foundations help establish the conditions needed for successful and sustainable implementation.

    The Race Equality Foundation offers:

    • on-boarding sessions for organisations new to the REMI
    • peer support sessions for organisations that have decided to use the REMI or have begun implementation.

    For more information about these sessions, please contact the Race Equality Foundation here.

    Yes. The REMI includes three accompanying documents designed to support organisations through the assessment process: 

    • The REMI Record Sheet, used to track which indicators have been met. 
    • The Organisational Progress Sheet, used to record strengths, challenges, race equity stage, and actions points. 
    • The Organisational Questionnaire, used to evidence indicators in Stage One.  

    These documents are available to organisations once they have downloaded the REMI through the REMI download page.