Embedding Well-Being as a Lasting Value: Inaugural Accelerator Action Plans
As part of theǷɾԲmovementfor health workforce well-being, more than 20inaugural Change Maker Accelerators committed to tracking implementation of theNational Plan for Health Workforce Well-Beingat their institutions.From 2023-2025, the Ƶ worked with this cohort to support progress across thePlan’s priority areasand build a community of practice.
The examples below offer a snapshot of efforts to advance the National Plan. In the first section, explore the visual collection for a closer look at what organizations chose to showcase from their well-being activities. In the next section, expand the priorities to see how inaugural Accelerators are making progress in each area in ways that reflect their local settings and needs.
Dive Deeper
Inaugural Accelerator Posters
In December 2025, inaugural Accelerators shared their key learnings, collaborations, impacts, and future plans during a Ƶ poster session. Watch this highlight of their work as early leaders in implementing the National Plan, and explore the graphics for more details.
Progress in Action
Accelerating the National Plan Priorities
*These actions advance multiple Priority Areas.
Priority Area 1: Create and sustain positive work and learning environments and culture
American Association of Colleges of Osteopathic Medicine(COM)implemented afaculty development interventionthatimprovedmindset-supportive practices on COM campuses nationwide.
American Association of Colleges of Pharmacy developeda programfocusedon enhancing the well-being of faculty and staff that are in the middle of their careers at colleges of pharmacy.
American Society of Health-System Pharmacists completed activities for the Health Resources and Services Administration workforce resiliency training program grant and offered training to over 4500 Well-Being Ambassadors.
CommonSpiritHealth grew national well-being program participationand supported asystem-level well-being program with 40% participation rate.
MD Anderson Cancer Centerimplemented aCertified Department Program.
Ochsner Healthenhanced individual and organizational performance through the consistent practice of resiliency concepts to create a more vibrant and successful organization.They also provided actionable tools and feedback to grow and develop current and future leaders.
OhioHealth supportedteams throughtheWE Care program, includingwithcritical incident response, dog therapy, peer support, and suicide prevention gatekeeper training.
Ohio State University Wexner Medical Center offered free mindfulness skills training to all employees andstudents.*
PeterMunk Cardiac Centre,University Health Networkprovided coaching and mentorship in a calm, non-judgmental environment, supporting clinical competence, reducing anxiety, and helping nurses build confidence and explore career paths.
Southern California Permanente Medical Group implemented strategies and resources to strengthen physician relationships, foster collaboration, and ensure compliance.
University of New Mexico School of Medicine increasedengagement with anduseof the well-being survey to drive evidence-based well-being interventions across the School of Medicine.
Priority Area 2: Invest in measurement, assessment, strategies, and research
American Association of Colleges of Osteopathic Medicineconducted anationwide survey of burnout and emotional exhaustion, psychological symptoms,resilienceand flourishing, withresponse rates of 85% for new matriculants and 53% for graduating students.
American Society of Health-System Pharmacists collaborated with NABP andAPhAto offer the Implementing Solutions Summit 2.0 focused on building a sustainable, healthy pharmacy workforce and workplace.
Cedars-Sinai Health System usedthe AMA Mini-Z survey tool to evaluate professional satisfaction every 18 months.
MD Anderson Cancer Center measured burnout, PWAC,and conducted aResearch/Quality Improvement Program.
University of Kansas Medical Center started their first-ever campus-wide well-beingassessment.*
University of Utah Health created a department-specific data set that links engagement, burnout, psychological safety, turnover,and patient experience, andused itto provide targeted resources to departments.
Priority Area 3: Support mental health and reduce stigma
American Society of Health-System Pharmacists recognized thethirdannual Pharmacy Workforce Suicide Awareness Day.
CommonSpiritHealth implementedaPeer Ambassador Peer Support Program equitably acrosstheirentire health system, withPeer Ambassadors in all regions.
MD Anderson Cancer Center reduced stigmatizing language on credentialling applications and increased mental health support.
Ochsner Healthsupported the mental health of providers and employees through destigmatization andexpanded access to resources.
OhioHealth supportedmental health through theirWell-Being Center, including same day and on-call support for those in crisis/distress and mental health counseling for all.
Ohio State University Wexner Medical Centercreated arespite room on each unit intheirnew hospital tower andexpandedlactation rooms.
Southern California Permanente Medical Group published content to normalizepsychPPEuse, reduce stigma, and promote evidence-based self-care; updated guidance on benefits and support services; added centralized resources; provided 24/7 legal, credentialing, licensure, and mental health support; and established processes to address access barriers.
University of Kansas Medical Center built a culture of well-being, research, best practices, and connection. They updated and expanded Campus Health Trail routes and advancedsuicideprevention through educationandoutreach, while supporting professional fulfillment throughpersonalstrengths, sleep, and gratitudepractices.*
University of Nebraska Medical Center/Nebraska Medicine implemented the “Wellness Welcome” program, whichincludesa psychiatrist sendinga personal email to each new faculty physician within the first year of employment for an informal meeting to assess their transition,identify challenges,andreview available supports, including mental health and coaching.
University of Utah Health strengthened and expanded their Stress First Aid Program and their Code Lavender crisis response program.
Priority Area 4: Address compliance, regulatory, and policy barriers for daily work
MD Anderson Cancer Center developedanEase of Practice Committee.
Ohio State University Wexner Medical Center raised awareness through events, training, and peer support; funded projects to support well-being, efficiency, and resilience; developed a platform to address “pebbles in the shoe”;and implemented Ambient AI, EHR refinements, and a PWACsurvey.*
Universityof North Carolina Health and UNC School of Medicinepromoted operational improvements and teammate well-being through transparency, bi-directional communication, and contextual inquiries that lead to meaningful changeefforts.*
Priority Area 5: Engage effective technology tools
Cedars-Sinai Health Systemutilizedtechnology to reduce cognitive load, particularly related to documentation and in-basket burdens.
MD Anderson Cancer Center implemented secure chat in EPICand launchedAmbient AI pilot.
Michigan Medicineusedambient listening technologytosecurely record patient-clinician conversations during visitsand generatestructured clinical notes for clinicians to review, edit, andfinalizein the EHR system.They alsoconducted a preliminary study of 196 clinicians that found that ambient listening technology use was associated with improvements in several key provider well-being metrics.
Ochsner Healthimprovedprocesses so effective teamscoulddeliverhighly reliablecare.
University of Utah Health measured the impact of ambient listening on provider experience.
Priority Area 6: Institutionalize well-being as a long-term value
Accreditation Council for Graduate Medical Educationharmonizedwell-being standards among the health care professions within the clinical learning environmenttosupport the health and well-being of all learners.
American College of PhysiciansengagedWell-Being Championstolead efforts to embed well-being into activities and drive meaningful change across practices and organizations.
American Society of Health-System Pharmacists sustainedannual activities and resource development related to well-being and createda member group focused on well-being.
CommonSpiritHealth appointed well-being leadership, including aSystem Director of Well-BeingandDirector of Organizational Resilience.
MD Anderson Cancer Center expandeditswell-being team,appointed itsfirst Chief Wellness Officer, andestablishedinstitutional well-being priorities.
Ochsner Healthcreated a culture to prioritize workforce well-being so care team members and employees bring their best selves to work.
OhioHealthestablisheda sustainable well-being structure to help institutionalize well-being as a long-term value attheir institution.
Ohio State University Wexner Medical Centerbuilt a framework on well-being strategic pillars.
Southern California Permanente Medical Groupdeveloped onboarding materials for chief wellness officer, wellness sponsors, champions, and peer supporters, as well as expandedtheirwellness survey and shared insights to guide leadership actions.
University of California San Diego Health established functional leadership at local departmental and system levels as well as established data collection and listening systems to inform their wellness strategy, to ultimately create systems that source physicians’ needs and solutions.
Priority Area 7: Recruit and retain a diverse and inclusive health workforce
KedrenCommunity Health Center providedequitabletraining, reduced barriers to career advancement, and supported a workforce representative of South LA. Their project enhanced training, supervision, and staff development—improving retention, reducing burnout, and strengthening early-intervention services and care transitions.
MD Anderson Cancer Center createdtheMeyers Institute for Oncology Nursing and Workforce Innovations apprenticeship program.
Peter Munk Cardiac Centre,University Health Network improved nurse retention and enhanced team engagement, psychological safety, communication, and situationalawareness.*
University of Kansas Medical Center improved facilities, scheduling, and employee and learner support.*
The organizations featured on this webpage are independent entities not formally affiliated with the National Academy of Medicine. The content on this page does not necessarily represent the views of any one organization, the National Academy of Medicine, or the National Academies of Sciences, Engineering, and Medicine. We are sharing this content based on the expert guidance of Change Maker Accelerators to serve as a resource.
The funding support extended by the Ƶ Clinician Well-Being Collaborative’s sponsors makes work like this possible.
