Category: REMI

  • 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.

  • REMI: a critical tool in Health and Social Care Reform

    REMI: a critical tool in Health and Social Care Reform

    As we mark the anniversary of the Race Equity Maturity Index (REMI), its importance to the future of the NHS is undeniable. Developed by the Race Equality Foundation through the London Anti-Racism Collaboration for Health (LARCH), REMI is the first evidence-based self-assessment tool enabling health and care organisations across Greater London to track, measure, and strengthen their commitment to race equity. 

    Why REMI Matters in Health and Social Care Reform

    The NHS – and, at a slower pace, social care – is undergoing significant transformation amid growing political pressure to boost productivity and ensure financial sustainability. During times of major change, equality initiatives are often treated as optional when savings need to be made, especially with rising public criticism of equality, diversity and inclusion (EDI) efforts. Yet cutting back on EDI when building an NHS for the future is a false economy. 

    London’s health and care system reflects the UK’s diversity; over one-third of NHS staff come from Black, Asian, and minoritised ethnic communities. However, these staff continue to experience harassment, discrimination and barriers to career progression despite years of commitments to change. And patients from minoritised ethnic communities continue to face poorer health outcomes. 

    A successful NHS is one where staff not only stay, but feel like they belong and thrive;  and where fair and effective care is accessible to all. 

    To meet the needs of an increasingly diverse population and workforce, equity must be front and centre of planning, otherwise we risk persistent racial health inequalities and workforce disparities deepening.

    REMI ensures race equity is not an optional add-on but is integral to organisational culture and governance, helping to deliver fairer and more trusted care for all. 

    A System-Wide Approach

    Dismantling structural racism in health and care requires collective action and shared responsibility. REMI supports whole-system alignment across NHS organisations, Integrated Care Systems, local authorities, public health teams, and voluntary and community sector partners, reflecting the collaborative approach taken in its design.  

    It provides a structured six-stage pathway for organisations to embed anti-racist practice at every level: 

    1. Awareness: recognising racism as a systemic issue.
    2. Commitment: developing a clear race equity strategy.
    3. Implementation: turning strategy into measurable action.
    4. Embedding: Aligning policies and decision-making with anti-racist principles.
    5. Creating: Innovating to address racial disparities.
    6. Championing: Organisations leading the way for others.

    One early adopter noted: “REMI allows one to gauge where they are in tackling racism. It provides objectives that organisations can work towards, and it underscores that tackling racism is an ongoing process.”

    It has been created to complement existing EDI efforts across Greater London, so health and care organisations are able to move from compliance toward cultural transformation. 

    Designed for Today’s Challenges

    REMI was designed to address the realities health and social care leaders face: 

    • Initiative Fatigue: REMI consolidates existing frameworks – Workforce Race Equality Standards (WRES), Workforce Disability Equality Standards (WDES), CQC standards, and Public Sector Equality Duty (PSED) requirements – by providing an overarching structure to connect existing equality work.  As one NHS practitioner observed: “This [REMI] looks at the anti-racism side of things from a different angle. And that’s why I think it can complement what you’re doing in the WRES. REMI could be part of your arsenal with the WRES.” REMI allows you to structure what you’re already doing into a coherent narrative that demonstrates genuine progress.
    • Capacity Constraints and Competing Priorities: REMI is flexible and non-prescriptive. There are no external deadlines or mandatory reporting requirements imposed by NHS England. Organisations move through the maturity stages at their own pace, integrating race equity into existing board priorities rather than creating parallel streams of work. This reduces pressure on already-stretched leaders while ensuring equity remains embedded in core business.
    • Fear of Naming Racism: REMI’s systems-focused approach addresses institutional structures rather than individuals, creating the space for honest conversations about racism without triggering defensive responses. This makes change feel achievable rather than accusatory.
    • Poor Data Infrastructure: REMI strengthens ethnicity data systems by requiring organisations to examine the processes that affect data quality – such as recruitment, decision-making pathways, and reporting structures. This helps to build the evidence base needed to demonstrate progress, identify where change is needed, and drive meaningful change.
    • Low Staff Trust: Years of statements without structural change have left many staff of minoritised ethnic backgrounds skeptical about new initiatives. REMI moves organisations from statements to structural actions. It focuses on visible, tangible changes: fair recruitment pathways, meaningful staff engagement, and community co-production. Staff can see where their organisation is in its journey and what specific actions are being taken at each stage. This transparency rebuilds trust through evidence, not promises. 

    The Strategic Case for REMI

    REMI is more than a moral imperative – it’s a strategic investment. NHS workforce data shows that staff who experience discrimination are significantly more likely to leave the organisation and report lower engagement. The evidence is clear: equitable and inclusive organisations deliver better patient outcomes, foster greater innovation, and build stronger organisational resilience. REMI provides the measurable progress indicators, and accountability to embed race equity practices that build these inclusive conditions.

    As the NHS reforms to become more integrated and responsive to community needs, tools like REMI are essential to ensure that equity is at the heart of transformation – not an afterthought. REMI helps organisations demonstrate their commitment to race equity through real improvements to staff experience, organisational culture, and patient outcomes.

    Join the Movement

    On this anniversary, we call on health and care organisations to put your commitment to race equity into practice with the REMI tool, designed for the reality you face. 

    REMI offers a structured, evidence-based pathway that identifies where you are and supports steady, sustainable progress.

    Whether you’re at the beginning of your journey or already implementing anti-racist strategies, REMI provides the framework to assess your current position, identify next steps, and demonstrate your progress to staff, patients, and communities.

    The challenges facing London’s health and care system are significant, but so is the potential for transformation, with the right tools and support.

    Learn more and access the REMI framework: Race Equity Maturity Index

    Have questions about how REMI could work in your organisation? Get in touch.

    REMI was developed by the Race Equality Foundation as part of the London Anti-Racism Collaboration for Health (LARCH), with support from the Greater London Authority and Health Innovation Network South London.

    Dr. Amanda Simon is a Senior Researcher at the Race Equality Foundation, focused on anti-racism policy and implementation, working closely with community partners and individuals from Black, Asian, and minoritised ethnic communities.