Key findings from GMHP's 2026 DICE Report

The 2026 DICE benchmarking analysis presents a picture of a sector that is increasingly diverse at the workforce level but continues to experience persistent and structural disparities – particularly at senior organisational tiers. The following headline findings summarise the most significant themes emerging from the analysis

Diversity decreases with organisational seniority
Across all protected characteristics, representation becomes less diverse at Board and Leadership Team levels. These gaps are especially marked for ethnicity, disability, age and gender identity. While some volatility is expected due to small cohort sizes, the overall pattern is consistent, underscoring the need for more inclusive leadership pipelines.

Workforce diversity broadly reflects Greater Manchester’s population
At workforce level, representation for gender, ethnicity, sexual orientation and gender identity is largely aligned with GM benchmarks. However, younger people (16–24) and disabled colleagues remain notably under represented, pointing to barriers in recruitment, early career entry routes and disclosure.

Customers are older, more likely to be female and more likely to be disabled
Customer demographics differ significantly from internal profiles. Customers include a much higher proportion of disabled people and people aged 65+, and a greater proportion of women. This mismatch has important implications for service design, accessibility and person centred delivery.

Data quality remains a major limitation
High rates of “unknown” and “prefer not to say” responses, varying category definitions, and inconsistent participation across years reduce the reliability of comparisons and trend analysis. Data for small cohorts such as Boards and Leadership Teams is particularly sensitive, with even a single change in membership significantly affecting representation figures.

Trend data shows progress—but unevenly
Comparisons with 2020, 2022 and 2025 datasets show encouraging signs of improvement in ethnic diversity, gender representation and disability disclosure—mainly at workforce level. However, progress is inconsistent across organisations, with some acting as clear leaders, others improving gradually, and some unable to evidence meaningful change due to data gaps.

Representation gaps have practical consequences
A lack of diversity at senior levels affects which voices shape strategy, whose lived experiences inform decision making, and how effectively organisations can lead on inclusion. It also impacts trust, cultural insight and the ability to deliver services that reflect the needs of diverse communities.

Strengthening data and talent pipelines will be critical
The findings highlight a need for:

• more inclusive recruitment and progression pathways,
• better early career and mid career development routes,
• improved disclosure environments,
• and consistent, inclusive data collection practices across the partnership.