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O-07 ‘Real and lasting change’: becoming an anti-racist hospice
  1. Patricia Mbasani and
  2. Emily Carter
  1. Royal Trinity Hospice, London, UK


Background Race inequality is a problem in both society and healthcare, affecting patients and staff in our hospice. In 2020 we committed to actively tackling racism. In 2022, multiple focused staff 1:1s and group conversations found racism was still too prevalent, and dissatisfaction with how incidences of racism were managed.

Aim To achieve positive change to become an authentically anti-racist organisation by:

  1. Understanding and addressing racial bias.

  2. Listening, learning and taking action in response to racism.

  3. Strengthening accountability.

Process The ‘Real and Lasting Change’ project was led and owned by the CEO, Board and Executive. They co-designed an action plan with the hospice’s Anti-Racism Action and ED&I groups that was shared internally and externally and updated biannually.

Results Objectives after six months (April 2023):


  • Promptly investigate allegations of racism by/against patients and staff.

  • Robust messaging/signage outlining unacceptable behaviour.

  • Updated ‘Managing Unacceptable Behaviour’ policy, and staff trained to effectively implement it.

  • Multiple new support and reporting mechanisms for those who experience/have experienced/witness racism.

  • The Board has completed anti-racism training.

  • All policy and decision-making papers include an Equality Impact Assessment.

  • New Board committee focusing on people, culture and anti-racism.

  • Board’s information dashboard now includes data on incidences of racism.


  • All staff to complete anti-racism training.

  • Training on inclusive recruitment practices for managers.

  • Personal objective relating to ED&I for all staff.

  • Regular proactive questions about experiences of racism/bullying/discrimination (surveys, focused conversations).

  • Committing to external scrutiny and certification.

To commence:

  • Reverse mentoring.

  • Third-party providers must demonstrate inclusive practices.

Conclusion We are proud to be transparent about this work. We have seen an increase in the proportion of staff from BAME backgrounds in senior positions (<£50k) from 5%-16%. The work will continue in collaboration with staff and be reported on/measured through staff surveys and conversations.

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