Shahnaz Ali, MA, is director of Equalities, Inclusion and Human Rights at NHS North West. She has worked in equalities in the public sector for 25 years and has been the strategic equalities lead for the North West NHS since 2008. She can be reached at firstname.lastname@example.org.
Equality and diversity in the health service: An evidence-led culture change
Article first published online: 26 APR 2012
Copyright © 2012 Bridgepoint Education, Inc. and Wiley Periodicals, Inc.
Journal of Psychological Issues in Organizational Culture
Volume 3, Issue 1, pages 41–60, April 2012
How to Cite
Ali, S., Burns, C. and Grant, L. (2012), Equality and diversity in the health service: An evidence-led culture change. J of Psych Issues in Org Culture, 3: 41–60. doi: 10.1002/jpoc.20095
- Issue published online: 26 APR 2012
- Article first published online: 26 APR 2012
Nine years after the first human rights legislation came into effect, many public sector organizations struggle to demonstrate meaningful and sustainable outcomes for protected groups. The workforce stubbornly fails to reflect the diversity of the communities it serves. Equality stakeholders report that services ignore the specific needs of their section of the communities, resulting in poor outcomes. To redress this, National Health Service (NHS) North West developed an evidence-based strategy, supported by the introduction of tools and best practice methods. It applied cultural change management, defined the leadership competencies required, and introduced a consistent and objective framework for measuring outcomes across a range of 13 key areas. Three years into the strategy, outcomes include the national adoption of a leadership competency framework and outcome-based performance measurement tool, as well as demonstrable improvements in the cultural competencies of NHS bodies in the region. Within 18 months, the number of primary care trusts able to evidence tangible “achieving” outcomes affecting at least three equality target groups has doubled.