Physician burnout remains a pressing concern. But health systems across the country are stepping up to the plate and implementing innovative strategies to address this critical issue. These transformative efforts are not only focused on mitigating burnout but also improving organizational culture and promoting overall well-being among physicians and other health professionals.
As a result, some remarkable health systems are now being hailed for their groundbreaking initiatives, which are yielding positive outcomes and redefining the landscape of physician care. Their exceptional work in reducing burnout and enhancing well-being is receiving well-deserved recognition through the AMA Joy in Medicine™ Health System Recognition Program, which empowers health systems to reduce burnout and build well-being so that physicians and their patients can thrive.
In 2019—the program’s inaugural year—the AMA honored 22 organizations’ commitment to cutting doctor burnout. The program was paused in 2020 as the country first grappled with the COVID-19 pandemic. After that pause, the AMA recognized 44 health systems in 2021 that stepped up as COVID-19 strained the nation’s doctors.
Meanwhile, 28 health care organizations representing more than 80,000 physicians were honored in 2022, all earning bronze recognition. And in 2023, a total of 72 health systems, hospitals and medical groups were recognized, including 35 first-time recipients. These organizations are becoming a network for thought leadership, shared learnings and change agency through AMA convening. This recognition represents the outstanding efforts these organizations have initiated to address the systemic causes of physician burnout.
As the leader in physician well-being, the AMA is reducing physician burnout by removing administrative burdens and providing real-world solutions to help doctors rediscover the Joy in Medicine™.
Learn about the six focus areas that are part of the AMA Joy in Medicine Health System Recognition Program and how members of the AMA Health System Program—which provides enterprise solutions to equip leadership, physicians and care teams with resources to help drive the future of medicine—are tackling each of the criteria.
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Monitor physician burnout using an assessment tool
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A key area for health systems and organizations is the demonstration of commitment to monitoring physician burnout using an assessment tool. For example, Sanford Health has completed an AMA Organizational Biopsy® every year since 2019 to monitor physician burnout and continue to shift their well-being focus as needed.
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Learn more about the AMA’s organizational well-being assessment work or email the AMA practice transformation team for more information.
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Establish a well-being committee or office
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An organizational commitment to workforce well-being is also essential to preventing physician burnout. This includes the creation of well-being committees, establishing a chief wellness officer position and developing well-being as part of an organization’s strategic plan. For Washington Permanente Medical Group, this meant creating a medical director of clinical wellness role and establishing a Health and Wellness Advisory Group. This group is four clinicians with training and expertise in clinician well-being who help develop and implement initiatives and programs.
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Health systems can learn more by following these nine steps to lead change as a chief wellness officer.
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Commit to measuring time spent on the EHR after work
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Beyond assessing physician burnout, organizations should also demonstrate a commitment to measuring time spent in the EHR after work hours. At The Southeast Permanente Medical Group, a well-being committee had been in place for years, but a recent change put IT up front in discussions about burnout. Bringing IT to the table helped improve operational inefficiencies in their “Pebbles in the Shoe” campaign. The medical group also uses augmented intelligence to streamline charting for physicians and other health professionals.
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Promote leadership development
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Health care organizations should also demonstrate investment in promoting leadership development. At Ochsner Health this means developing leaders ready to battle burnout through a leadership program. The goal for individual participants is to develop a plan and a commitment to that plan to try and change actions. Ochsner is a current gold recipient of the AMA Joy in Medicine Health System Recognition Program.
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Measure teamwork metrics
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Organizations should also be committed to measuring teamwork metrics. At Confluence Health in Central Washington, a drop in their burnout rate can be attributed to a decrease in their in-basket burden by using the team to offload some of the messages—only 30% of patient question requests go to the physician. This was accomplished through medical assistant training. The medical assistants and nursing staff help to cover and decrease the administrative burden that is often placed on physicians.
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Establish peer support programs
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It is also important for health organizations to demonstrate an establishment of peer support programs, and review and change invasive or stigmatizing language around mental health and substance use disorders in credentialing applications and processes. This can help health systems make an immediate impact. At Geisinger, their peer-support program was revamped and relaunched to have a more proactive approach. The health system has an effective well-being navigator program, and a personal crisis-response team for unexpected events that go beyond the experiences of everyday life in health care.
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Also, the AMA Physician Well-being Program offers physicians and health systems a choice of cutting-edge tools, information and resources to help rekindle a joy in medicine. By focusing on factors causing burnout at the system level, the AMA offers guidance and targeted solutions to support your organization’s well-being journey (PDF).
Learn more about why organizational well-being key performance indicators matter to your health system’s bottom line.
