ABSTRACT
Thus far we have noted that the NHS has experienced a range of difficulties in responding adequately to the unfolding equality agenda. These difficulties have ranged from those associated with a failure to grasp the nettle of inequity and racism, to those which have their origins in organisational structures that frustrate attempts to translate emergent national commitments into effective action 'on the ground'. The analysis in Chapter 6 illustrated how the fragmented organisational structure of the NHS had direct implications both for the dissemination of good practice, and for the monitoring and review of progress. There is reason to believe, however, that the issues that need to be addressed, if effective progress towards greater equity is to be achieved, are not confined to questions either of commitment or organisation.
