Alyssa Scully, MHA, PMP, Assistant Vice President, Operations; Jacqueline Moline, MD, MSc, FACP, FACOEM, Senior Vice President, Occupational Medicine, Epidemiology and Prevention; and Chair, Physician Well-Being Committee; and Taylor Lagner, Program Manager, Physician Wellness, Northwell Health Physician Partners

Although clinician burnout has been widespread and longstanding, Northwell Health recognized its impact early on. Learn about an approach to conversations around recovery, prevention, and organizational resilience, and how the medical group is an active participant in the movement to improve the quality and experience of a physician's work life—prioritizing their professional and personal needs. This approach has been enabled by designing an enterprise strategy to promote enhanced physician well-being.

Upon completion of this session, participants should be able to:

• Describe the strategic process of redeveloping an enterprise physician well-being framework and roadmap.
• Discuss a data-driven approach to understanding burnout indicators and defining key drivers and protectors of clinical burnout and alignment to programs.
• Describe organizational-level factors that influence the capacity to be resilient and the individual-level factors that enhance the ability to recognize and seek support.
• Identify interventions to support key drivers of stress among physicians.
• Explain how to assemble a brand campaign and communication management plan to promote organizational awareness and participation in programs.

Mary Jordan, Coordinator Desk Operations, Clinic Operations, Mayo Clinic

Mayo Clinic’s Desk Operations (Frontline Ambulatory Registration, Scheduling, and Rooming Staff) had no way of determining if departmental FTE allocations for desk matched the amount of work being done. Not knowing this information could have led to staff burnout or underutilization. Learn how the project team was able to lower their average staffing variance from 7% to 5% and establish a data-based recommendation of FTE that each department should be staffed at for departmental leadership.

Upon completion of this session, participants should be able to:

• Utilize data collection tools to determine direct and indirect efforts.
• Utilize 85% Productivity Factor to determine Effective Factor needed to establish Required FTE.
• Utilize data collection tools to determine Relief Factor needed to establish Relief FTE.
• Describe departmental tasks to find opportunities and gain efficiencies.

Angela Sofronis, MHA, PA, Assistant Vice President, Central Region Ambulatory Administration, Northwell Health

Northwell Health’s leadership program was created to help their frontline staff grow into entry-level supervisors. This six-month intensive program launches in October of every year, allowing successful participants to be promoted in April of the following year, aligning with the organization’s pay-for-performance cycle. This program was designed to help develop and reward high-performing frontline staff.

Upon completion of this session, participants should be able to:

• Describe the details of Northwell Health’s six-month intensive leadership program.
• Describe how the organization monitors performance and development.
• Describe the role and responsibility of a mentor and a participant.