Ali Jan Haider

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Ali Jan Haider Director of Equality and
Diversity Primary Care Partnerships
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Business case for positive action in the NHS

• Background
• Why
• Do we understand the reasons for positive action?
• How widespread in this understanding?

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How the NHS works
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Bradford and Airedale PCTCommunity
Approximately 2500 employed staff 84 GP
Practices 67 Dental Practices 103 Pharmacies 69
Optometrist Practices Community
Hospitals Diagnostic and Treatment Centres
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Community Context

• Population
• 78 White
• 18 South Asian (19 Pakistani, 3 Indian, 1
  Bangladeshi, Black 1, Mixed Race 1.5)
• Deprivation
• 43 of population live in most deprived areas in
  England
• Significant variation in level of deprivation
  experienced across Bradford District
• Health
• Higher than average Standard Mortality Rate (SMR)
  for Coronary Heart Disease and Stroke.
• High infant mortality rate
• Teenage conception rate (2004), 44.1 per 1000
  girls aged 15-17 (England and Wales 41.7)

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HEALTH INDICATORS

• A baby born in inner city Bradford is 3 times
  more likely to die in the 1st year of life than a
  child born in rural Cornwall or 5 times more
  likely to die than a child born in Airedale

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Health InequalitiesThe Bradford Context

• Health Indicators
• Mental Illness Needs Index
• City 113
• Bradford District 103
• England 100

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Vision for Bradford Airedale tPCT

• To be a world class health organisation
• Our population to be healthy (regard health as a
  complete physical, psychological and social
  wellbeing)
• Access to health care will not be adversely
  affected by age, disability, gender, sexual
  orientation, religious/cultural beliefs,
  ethnicity, or social status
• Services we provide and commission will be
  responsive to needs and choices of patients, safe
  and demonstrate continual quality improvement,
  using evidence based treatments. Where evidence
  does not exist, we will contribute to the
  development of the evidence base
• Staff will be representative of the community,
  highly trained, healthy, happy and highly
  motivated.

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Journey to Race Equality

• progress is often measured in terms of process,
  rather than the delivery of outcomes
• most common areas of success cited by equality
  champions in the Commissions survey were setting
  up systems, writing a race equality scheme or
  policy, and collecting or using information

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DEPTH OF INTERVENTION
INEFFECTIVE
BREADTH OF INTERVENTION
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Defining the strategy for improvement

• Understanding the depth and the breadth of the
  problem
• Identifying and involving the appropriate
  stakeholders
• Keeping tabs on our baseline
• Monitoring our progress and challenging our own
  competence

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Explore outside the box solutions

• Impacting on organisation culture
• Redefining the concept of recruitment and
  selection
• Consider a success scoring system
• Developing prototypes and solutions
• Measuring and moving
• Polishing the good and penalising the bad

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