As health systems continue to grow through mergers and acquisitions, sustaining physician well-being efforts has become increasingly complex.
Leaders at Philadelphia-based Jefferson Health recently shared how the system has integrated clinician well-being into operations, leadership and organizational culture, the American Medical Association reported Aug. 4.
Here are six key takeaways:
1. Jefferson embeds well-being across multiple departments. System leaders said physician well-being is not owned by a single team. Instead, the work involves ongoing collaboration among human resources, finance, communications, operations and quality improvement to ensure well-being initiatives become part of everyday organizational decision-making rather than standalone programs.
2. Physicians help shape improvement efforts. Jefferson leaders said clinicians are actively involved in identifying workplace challenges and developing solutions. Rather than simply collecting feedback, the organization works with physicians to prioritize projects that are actionable, clear and time bound.
3. The system offers multiple avenues for mental health support. Jefferson has built a layered support infrastructure that includes behavioral health apps, after-hours counseling resources, an employee assistance program and its Resilience in Stressful Events (RISE) peer support initiative. Leaders said providing several access points makes it easier for clinicians to seek help when needed.
4. Building community is a key part of the strategy. Beyond formal wellness programs, Jefferson invests in physician recognition and social connection through events, peer gatherings and recognition initiatives. Leaders said these efforts help address clinician isolation and strengthen relationships across care teams.
5. The Lehigh Valley Health Network integration reinforced the importance of trust. As Jefferson integrated with Lehigh Valley Health Network, leaders said physician concerns evolved over time. Jefferson Health completed its merger with Allentown, Pa.-based Lehigh Valley Health Network in August 2024, creating a top 15 nonprofit health system with more than 30 hospitals across eastern Pennsylvania and southern New Jersey. Early efforts focused on leadership support, while later priorities shifted toward psychological safety, front-line engagement, transparency and involving physicians in organizational decisions to build trust throughout the integration process.
6. Leaders said well-being should be measured like other organizational priorities. Jefferson executives said clinician well-being should receive regular attention alongside patient care, community health and the financial health of the organization. Embedding well-being into leadership dashboards and routine reporting helps ensure it remains an organizational priority instead of a temporary initiative.
At the Becker's Fall Behavioral Health Summit, taking place November 4–5 in Chicago, behavioral health leaders and executives will explore strategies for expanding access to care, integrating services, addressing workforce challenges and leveraging innovation to improve outcomes across the behavioral health continuum. Apply for complimentary registration now.