- Produced the Breaking Bias in Health Care (BBHC) online training program: two 25-minute modules designed to familiarize the health care providers with the science of implicit bias in a non-academic, easy to understand framework. BBHC focused on (1) the anatomy of bias in the brain and the nervous system; (2) the role of environmental stimuli, such as media, in reinforcing stereotyping and bias; (3) the impact of bias in the clinical encounter as shown through research; and (4) the role of bias in creating and sustaining health disparities.
- Conducted an internal focus group with 15 advisors from the health care industry to provide candid feedback on the content and user experience.
- Launched the BBHC program at Northwell Health, training 128 staff members.
- Assessed participant knowledge, beliefs, perceptions, and shifts in behavior as part of each learning module.
- Reached more than 7,000 participants through in-person and online trainings, including 27 keynotes across the nation and 20 racial bias in-person trainings to hospital systems such as Mt. Sinai, the University of North Texas, Institute for Healthcare Improvement, and University of Virginia.
Although some of the grant’s goals were achieved, Be More America underestimated the difficulty in achieving its ambitious goal. Under this grant, Be More America originally intended to launch the training program in six New York City-based hospitals, reaching 2,000 residents and physicians. However, of the six target hospital systems, Mt. Sinai was the only one that participated in BBHC training. Throughout the grant, Be More America engaged in ongoing and extensive communications with each of the six health systems, but the other five hospitals did not fully commit to the training program. Northwell Health did participate in BBHC training, although it was not part of the original cohort for this project.
One possible reason for the lack of participation in the program is that Be More America did not achieve buy-in from senior leadership at the hospitals before embarking on this project. Any form of organizational change, particularly as it pertains to behavior and work culture or sensitive issues such as unconscious racial bias, must begin with commitment from the top. Another possibility for the lack of program uptake is that Be More America was not seen by the hospitals as an organization with a robust medical or health care background. Research shows that practitioners in specialized fields such as health care are often more receptive to feedback on behavior, actions, and thinking if it comes from a peer. Any effort to address unconscious bias requires a substantial amount of trust, skill, and credibility among all participants. An emphasis on peer relationships, peer-to-peer mentoring, and strong commitments from leadership are key to a successful anti-bias training program.
This grant was an important learning opportunity for NYSHealth. It is clear that Be More America was not the right entity to carry out the work outlined in this project. A key grantmaking lesson learned for NYSHealth is that identifying the right organization for the work is crucial to uptake and success of a project. Despite two no-cost extensions to the grant period, Be More America was unable partner with five of the target six hospitals to conduct any trainings. Looking back, NYSHealth should have required that Be More America obtain letters of support ahead of time from key decision-makers in each hospital before embarking on this project. Additionally, NYSHealth should have worked with the grantee to alter the scope of the grant project and funding amount in response to the grantee’s challenges in securing participation. For future grants of this nature, assessing an organization’s qualifications and track record of success, as well as obtaining buy-in from hospital leadership, will be prioritized.
Co-Funding and Additional Funds Leveraged: N/A