Category: Resources

  • 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.

  • The origins of LARCH

    The origins of LARCH

    Racial health inequalities in London are not new. While racism and discrimination have shaped health outcomes for Black, Asian and minoritised ethnic communities for decades, awareness and evidence has grown since the 1970s.

    The establishment of the NHS and the arrival of the Windrush Generation and migrants from Asia, Africa and beyond brought greater diversity to the city, but also highlighted barriers to
    care. As access improved, previously hidden disparities in disease prevalence and outcomes became more visible.

    Over time, targeted interventions – such as culturally informed care for sickle cell disease which is more prevalent in people with African or Caribbean heritage – have begun to build momentum in London, showing how tailored approaches can reduce inequalities.

    Racism as a public health priority

    In 2020, two events prompted an overdue focus on ethnicity related health inequalities and the impact of structural racism – ie. the discrimination and disadvantage built into many of our structures, systems and institutions. The Covid-19 pandemic brought the whole world to a halt, and the national health and care system to the brink of collapse. Almost from the outset, it was clear that Black, Asian and minoritised ethnic Londoners were bearing the brunt of the disease, being more likely to become hospitalised and more likely to die with the Covid-19 virus.

    The pandemic’s devastating impact was heightened by the toll it took on London’s highly diverse health and social care workforce; 45% of NHS staff in London identify as being of Black, Asian, or minoritised ethnic heritage. During the first wave in 2020, 64% of all nurses and support staff who died during the pandemic were from minoritised ethnic groups, with the number rising to 95% for doctors.

    The summer of 2020 also saw the murder of George Floyd, sparking protests across the world and the rise of the Black Lives Matter movement. These protests fuelled new discourse on structural and systemic racism – bringing greater acknowledgement of the negative impacts of social and environmental inequities on many facets of life for minoritised ethnic groups. It also saw greater recognition that designing solutions for these complex problems requires collaboration – not only across sectors, but also in genuine partnership with those most affected by discrimination.

    The response to these events from the health and care sector was wide-ranging. At an operational level, a new wave of co-produced health interventions delivered positive results, with campaigns tackling vaccine hesitancy in Black, Asian and minoritised ethnic groups seeing particular success.


    At a more strategic level, significant developments were also taking place, including:


    ● The Association of Directors of Public Health London (ADPHL) publishing a position statement identifying racism as a public health issue (2021).

    ● Public Health England publishing two major reports into the impact of the pandemic on minoritised ethnic groups, Disparities (2020) and Beyond the Data (2020).


    ● The establishment of the independent NHS Race and Health Observatory (2021).

    Learning from the pandemic and building a more equitable London


    Recognising the urgency of reducing racial health inequalities, the Mayor of London developed a set of major strategic commitments in response..

    The Mayor’s Health Inequalities Strategy Implementation Plan (2021) set out a bold vision for collaborative programmes addressing many of the social determinants that underpin racial health inequalities, as well as a commitment to working with partners to identify further
    targeted action. In parallel, the Building a Fairer City initiative mobilised employers, educational establishments, councils and other bodies to play their part in creating a more equitable London, targeting structural causes of inequality .

    The London Health Board was quick to take on recommended action – appointing a champion for race equity to the Board. With a clear commitment to action across health and care partners – including the NHS, Integrated Care Boards, London Councils, ADPHL and the Mayor of London – a three-pronged approach to London action was taken forward Strategy, evidence and action. This programme was informed by the voices heard to date from a diverse section of London’s communities.

    In 2023, the London partners published the Strategic Framework for Tackling Health Inequalities through An Anti-Racist Approach, an ambitious and action-focused framework setting anti-racist expectations for organisations at every level of health and care. To make sure the evidence for action was crystal clear. in 2024 The Institute of Health Equity, published their landmark evidence review – Structural Racism, Ethnicity and Health Inequalities in London . This review of evidence and interventions gave new voice to the evidence collected over many years by academic, health and voluntary and community sector partners about the importance of tackling racism as a determinant of health. “Tackle racism, discrimination and their outcomes” was cemented as the 7th principle in the well established “Marmot Framework” for action on health inequalities

    Thirdly, was the investment in action. In November 2023 the London Anti-Racism Collaboration for Health (LARCH) was launched, with a focus on supporting and accelerating action across London health and care organisations to tackle health inequalities through embedding anti-racist approaches; turning evidence into action and supporting delivery of the framework Designed in coproduction with communities, the LARCH was developed signed to break down silos and improve collaboration between the people, service and structures that make up London’s health and care ecosystem, and accelerate action across the city. The LARCH will help to drive the anti-racist progress that is so desperately needed by Black, Asian and minoritised ethnic Londoners.

  • Co-produced recommendations for London addressing structural racism as a driver of health inequalities

    Co-produced recommendations for London addressing structural racism as a driver of health inequalities

    The Race Equality Foundation has facilitated the co-development of recommendations to address structural racism in London. The recommendations were informed by the Institute of Health Equity evidence review on Structural Racism, Ethnicity and Health Inequalities in London.

    The co-production process has involved work with voluntary and community sector, people with lived experience, and statutory partners (London Councils, NHS, Public Health and GLA group). This work demonstrated the importance of co-production approaches with communities. This is a key learning point from the COVID pandemic and core to approaches on tackling structural racism.

    Using the World Health Organization’s conceptual framework, recommendations were developed through a life course approach. This method pinpoints ‘key opportunities for minimising risk factors and enhancing protective factors through evidence-based interventions at key life stages, from preconception to early years and adolescence, working age, and into older age’. The framework has been applied across four key stages:

    • Starting well
    • Living well
    • Recovering well
    • Ageing well

    Read Co-Produced Recommendations

    Supporting Information for Recommendations

    On Monday 30th June, the Race Equality Foundation hosted a webinar launching the co-produced recommendations, alongside partners from Greater London Authority, Institute of Health Equity, ADPHL London and Design Working group.

    Watch the full webinar below:

    Speakers include:

    Jabeer Butt, CEO, Race Equality Foundation

    Karen Steadman, Senior Manager Health Inequalities, Greater London Authority

    Dr Jessica Allen, Deputy Director, Institute of Health Equity

    Tracey Bignall, Director of Policy and Engagement Race Equality Foundation

    Tumu Johnson, Design Working Group

    Safia Marcano, ADPHL ADPH London Programme Manager, Tackling Racism and Inequality Programme

  • REMI Implementation Infographic: Quarterly updates and progress

    Our new quarterly infographic provides a snapshot of how London’s health organisations are adopting and implementing the Race Equity Maturity Index (REMI).

    While initially created to report to our funders, this work also reflects our broader commitment to transparency, shared learning, and system-wide change. By combining data on downloads, implementation status, and reach across the sector, the infographic offers a clear, visual picture of progress and highlights areas for growth.

    View REMI Implementation Infographic

    Developed by the Race Equality Foundation, REMI is a tool designed to support health bodies in assessing and advancing their racial equity practices.

  • Racial health inequalities across London: A summary of the evidence

    Racial health inequalities across London: A summary of the evidence

    Racial health inequalities persist as a significant concern across the UK, with ethnic minoritised communities experiencing disproportionately poorer health outcomes compared to their white counterparts. For instance, Black women are three times more likely to die during pregnancy and childbirth compared to white women. A recent study has found that repeated exposure to racism leads to increased disadvantage and poorer health outcomes throughout life. Despite being one of the UK’s most diverse cities, London is no exception to this rule.

    In London, structural racism continues to affect the health of ethnic minoritised communities. For example, individuals from South Asian backgrounds have been found to have lower participation rates in cancer screening programmes, resulting in delayed diagnoses and poorer outcomes. People from ethnic minoritised groups, who were also born in the UK, suffer the negative repercussions of structural racism too – with the increasing rate of poor health directly correlating with the length of residence in the UK. 

    While racial health inequalities are a recognised issue in London, there is still very little research that looks clearly at health inequalities in London through the lens of race. As a result, the information in this resource has been brought together from different places, including national health reports, local council and borough documents, and forward planning reports from Integrated Care Boards (ICBs). Together, they help show a wider picture of the inequalities faced by different racial and ethnic groups in London.

    Racial health inequalities in London by disease:

    1. Maternity 
    1. Infectious disease
    1. Diabetes
    1. Cardiovascular disease
    • In Tower Hamlets, there is a high correlation between unemployment and coronary heart disease (CHD), which is most prevalent in the Bangladeshi population. Microsoft Word – CHD JSNA Factsheet
    1. Respiratory disease
    1. Obesity
    1. Mental Health 

    Structural racism and socioeconomic inequalities contribute to higher rates of mental health issues among ethnic minoritised groups.

    • In 2021, the percentage of residents in Lambeth who rate things they do in their life as worthwhile (positive – scores 9–10) was significantly lower amongst Black, Asian, and Multi-Ethnic residents in comparison to white British residents (55% and 74%, respectively). State of the Borough 2022
    • In 2022, London had the largest unemployment rate difference between white people (8%) and people from the Pakistani and Bangladeshi ethnic group (5%). Unemployment – GOV.UK Ethnicity facts and figures
    • Black people (self-identified and officer-observed) are stop and searched 5.5 times more often than white people. The rate is 1.4 times higher for Asians (self-identified) compared to their white counterparts. (Why) do Londoners back stop and search? – StopWatch
    1. Cancer 
    • In Southwest London, those who identify as Black or Asian, with an existing long-term condition, or from the LGBTQI+ community are less likely to come forward with cancer symptoms within 3 months. SWLICBJFP_June2023Final.pdf

    If you are aware of any additional statistics, research, or localised insights that highlight racial health inequalities in London, we encourage you to share them with the Collaboration. Your contributions will help strengthen this resource and support a more accurate, inclusive understanding of the issues at hand.

  • Core Managers Training Programme

    Core Managers Training Programme

    The Core Managers Training Programme is an inclusive leadership course designed to benefit any manager or supervisor working in health or social care in London.

    Originally created by the NHS London Workforce Equality and Inclusion team, the programme consists of online, self-directed training which can be completed flexibly.

    Across six courses, managers on the programme can develop their skills and confidence leading diverse teams in an equitable, inclusive and compassionate way:

    • Inclusive leadership – covering the basics of Equality, Diversity and Inclusion (EDI), the importance of inclusive leadership, and learning and applying inclusive leadership strategies
    • Creating a psychological contract – introducing the concept of psychological contracts and introducing them in the workplace
    • Noticing and challenging microaggressions – identifying microaggressions and their consequences for teams and individuals, and developing a toolkit to respond to these issues
    • Effective allyship – learning how to support and champion marginalised groups
    • Increasing disability positivity – exploring the legal concept of disability, challenging outdated models of disabilities and understanding the vital role of the line manager in supporting colleagues with disabilities
    • Leading inclusivity: LGBTQIA+ essentials – understand the history of the LGBTQIA+ movement, reflect on intersectionality and use this knowledge to foster inclusivity at work and drive social change

    Each of the course is available free to anyone working in an NHS, public health or social care role. You can apply on the NHS Leadership Academy website.

  • Advancing anti–racism in health and care: introduction to the Race Equity Maturity Index (REMI)

    Advancing anti–racism in health and care: introduction to the Race Equity Maturity Index (REMI)

    It is well evidenced that racism has a detrimental effect on individuals physical and mental health. This experience is further compounded where systemic or institutional racism occurs resulting in discrimination through societal systems, practices, and policies which produce and perpetuate inequities for racial minorities. How can we mobilise anti-racist practice to reduce racial health inequalities in the health and care sector?

    Race Equity Maturity Index

    The Race Equity Maturity Index is a tool developed by London Anti-Racism Collaboration for Health (LARCH) to support organisations in progressing race equity by enabling the tracking and improvement of race maturity levels. The index supports organisations in the actions they take to embed anti-racist practice. The REMI therefore complements the current equality, diversity and inclusion assessments and initiatives that health and care organisations are committed to.

    Session details

    In November 2024, representatives from across the health and care sector joined us for a two-hour learning and engagement event to learn how to assess and manage change to address racial inequities within and beyond your organisation.

    This interactive event included:
    ● A discussion of the organisational benefits of race equity practice
    ● An outline of how the co-produced index was developed
    ● An overview of the Race Equity Maturity Index (REMI) stages of implementation
    ● An outline of the support available to organisations whilst implementing the REMI
    ● A Q&A panel with cross sector representation

    View the session recording:

    Audience Questions and Answers:

    The literature review covers a selection of papers and online articles that discuss the structure, uses and features of maturity indexes. 

    We intend to publish the review in due course.

    The REMI can apply to any size organisation, however if the organisation is very small it may be easier to team up with one or more other organisations to form some sort of support hub.  This can also encourage peer accountability and quality checking throughout the process. 

    For instance, two small organisations within the same sector may wish to partner to formulate a race equity strategy that is usable for both, or to form a race equity working group (stage 2) or they may wish to pool resources for training etc.  Having said this, each organisation must complete their own progress sheet and formulate individual and specific action points at the end of each assessment.

    The REMI can be used by a single department.  As long as there is someone within the department who can oversee the implementation of the REMI.  There are some documents required by the REMI, such as the race equality strategy, which are usually formulated at leadership level, so the department may have to request these documents. If they are not readily available the department can adopt or formulate them in collaboration with external stakeholders, as required by the REMI.

    The ‘being aware’ stage of the REMI does include most of what is mentioned here.  The external industry reports is the only aspect that is not required by REMI but this can be done on then organisations own initiative as an additional activity.

    The REMI toolkit currently does not include a presentation resource. However, you can download the presentation from this session here. We’re also happy to support organisations in raising awareness more broadly within their teams.

    This area has not yet been explored, but we are actively looking to expand the reach of REMI into other sectors, including education. The pace and scope of this expansion will depend on future funding opportunities.

  • Webinars: Support with implementing the REMI

    Webinars: Support with implementing the REMI

    What is the session about?

    Are you looking for guidance on implementing the Race Equity Maturity Index (REMI) in your organisation? Join one of our upcoming drop-in workshop sessions, designed to address your questions and challenges in embedding anti-racist practices.

    These informal, online sessions provide an opportunity to:

    • Gain clarity on using REMI to assess and progress your organisation’s race equity maturity.
    • Discuss implementation challenges with peers.
    • Access tailored advice to support your organisation’s journey toward race equity.

    Race Equity Maturity Index

    The Race Equity Maturity Index is a tool developed by London Anti-Racism Collaboration for Health (LARCH) to support organisations in progressing race equity by enabling the tracking and improvement of race maturity levels. The index supports organisations in the actions they take to embed anti-racist practice.

    The REMI therefore complements the current equality, diversity and inclusion assessments and initiatives that health and care organisations are committed to.

    You can download the Race Equity Maturity Index via a form.

    There are also additional resources on the website to aid in implementing the tool within your organisation.

    View the session recording: