Broad momentum around health equity has slowed and faced political resistance. Yet communities still believe it should be a high priority—and they want healthcare organizations to act.
For healthcare executives navigating changing policies, increasing margin pressure, and accelerating transformation, this gap between community expectation and industry action is no longer theoretical. It is operational.
In February 2026, Chartis and Jarrard, a Chartis Company, conducted a national consumer survey to capture views on health equity and their connection to broader healthcare issues amid the latest industry and societal developments.
The findings reveal an expectation for better healthcare: Patients agree that the US healthcare system is unfair. They also think provider and payer organizations can—and should—take steps to make it more equitable.
To achieve their missions and meet their communities’ expectations, healthcare organizations have a clear imperative to reset their health equity approach. Rather than treating health equity as a standalone initiative, healthcare organizations can embed it within their overarching work as a core driver of trust, performance, and long-term sustainability.
The survey results reveal that the public is increasingly attuned to how inequities affect lived experience. Several findings underscore what’s at stake for healthcare leaders:
Nearly half of patients say a person’s appearance affects their quality of care—that percentage is higher among marginalized communities
Only 44% of respondents agree that US healthcare is fair. Nearly half believe a person’s appearance affects quality of care. These perceptions are even more pronounced among individuals who are from historically marginalized groups.
About 4 in 10 report experiencing bias or disparities
About 4 in 10 respondents report experiencing bias or disparities in healthcare based on one or more of the following factors: income/financial situation, race or ethnicity, gender, religion, age, or sexual orientation. These experiences shape how people judge institutions—and whether they believe equity efforts are authentic or performative.
Most patients recognize the link between insurance status and health disparities
75% of respondents say policy changes leading to loss of insurance cause greater disparities among socioeconomic groups. 65% say that’s true for racial and ethnic populations as well.
Nearly 8 in 10 respondents say it is very or critically important for providers and health plans to actively address health equity. This is a key feature many respondents look for in their local provider organizations.
Patients view cost, access, quality, and culture all as playing a role in health equity
Respondents’ views of health equity bridge access, outcomes, and belonging. First, they believe equitable care must be covered, available, and effective. Second, they believe care should also be culturally responsive for patients to feel understood and respected.
Many patients recognize AI requires thoughtful development to positively impact equity
While roughly three-quarters of respondents are cautiously open to artificial intelligence (AI) in clinical care, they are divided on whether AI will reduce or worsen disparities.
Patients agree research on equity is important, and two-thirds are more confident in providers that conduct this research
Additionally, three-quarters of respondents say scientific research on health equity is important, yet roughly one-quarter say medical research does not benefit people like them. These views signal both risk and opportunity as organizations adopt new technologies and navigate shifting policies for research funding.
The message is clear: Patients no longer judge health equity by intent statements or isolated programs. They evaluate it through day-to-day experience—including how organizations deliver care, deploy technology, and act in the best interests of all communities.
For leaders, these findings offer more than a snapshot of public sentiment. They provide a diagnostic lens for examining where inequities may exist within their organizations across access, experience, quality, outcomes, and value.
Top-tier healthcare performance depends on consistent clinical outcomes and experience across all populations. Health equity strategy and performance improvement efforts serve as a bridge in the final stage of the journey toward pinnacle health system quality and safety aspirations.
The survey findings highlight the need for a fundamental shift: Rather than treating health equity as a separate initiative, healthcare organizations that integrate health equity into their strategic decisions and everyday operations can ensure it becomes an enduring priority.
Our research suggests four immediate opportunities:
Build and sustain community trust as a strategic asset. Trust is not abstract. For healthcare organizations, it is increasingly critical as public skepticism toward institutions continues to grow. Organizations earn trust through consistent, transparent, and inclusive engagement and by demonstrating that community voices meaningfully shape their decisions.
Organizations should assess where trust is strong—and where it is fragile—across different population groups. They can then align governance, communications, community investment, and partnerships accordingly.
Adopt healthcare AI with accountability for equity outcomes. Patients are cautiously optimistic about AI’s clinical potential, particularly those who have experienced bias in healthcare.
Leaders should treat equity as a design and governance requirement for integrating AI into clinical, operational, and insurance-related use cases. Consistently communicating these changes, innovations, and internally governed best practices will help the communities they serve see these profound advances in a similar light. This will be essential to sustain trust and improve outcomes while scaling innovation.
We explore these themes in greater depth in our full survey and will outline practical steps in an upcoming Chartis series.
Patients and their families are looking to healthcare organizations to create more equitable care with better outcomes for all. Healthcare leaders who embed health equity into their organization’s core strategy and performance drivers will also build trust, support greater innovation, and enable stronger organizational performance.
