Six Permanente Medical Groups recognized by AMA for advancing physician wellness

Creating an environment where physicians can thrive requires more than individual resilience. Health care organizations must also address the system-level pressures that drive burnout and make physician well-being a sustained priority. The physician-led Permanente Medical Groups are advancing this work by redesigning workflows, strengthening teamwork, and investing in cultures that support physicians in delivering high-quality care.

The following Permanente Medical Groups are current honorees of the American Medical Association (AMA) Joy in Medicine® Health System Recognition Program:

Gold

• The Permanente Medical Group (2025–2026)

Silver

• Mid-Atlantic Permanente Medical Group (2025–2026)
• Northwest Permanente (2025–2026)
• The Southeast Permanente Medical Group (2025–2026)
• Washington Permanente Medical Group (2025–2026)

Bronze

• Colorado Permanente Medical Group (2026–2027)

They are among 194 organizations currently recognized by the program, representing 428,583 physicians.

“Supporting physician well-being helps create better care for everyone,” said Willie Underwood III, MD, MSc, MPH, president of the AMA. “Studies show that when physicians are supported, patients benefit from safer care, higher quality, and a better overall experience.”

For more on addressing barriers to physician mental health and fostering a culture of wellness, listen to Dr. Underwood’s PermanenteDocs Chat conversation, “Addressing the mental health elephant in the room.”

Joy in Medicine: A commitment to physician well-being

The Joy in Medicine program recognizes organizations for sustained efforts to reduce physician burnout and enhance well-being. Applicants complete a self-assessment and submit documentation of their work to address the systemic causes of burnout across 6 domains. Recognition is valid for 2 years, and organizations are encouraged to advance to higher levels over time:

• Assessment
• Commitment
• Efficiency of practice environment
• Teamwork
• Leadership
• Support

Embedding physician well-being into organizational strategy

In Northern California, The Permanente Medical Group (TPMG) uses multiple years of physician well-being survey data to identify trends, set priorities, and address factors driving burnout across its workforce of nearly 10,000 physicians. The medical group translates those insights into operational changes, leadership practices, and local interventions designed to improve physicians’ day-to-day work.

“The [2025 Gold] award is a recognition of our commitment as an organization to prioritize the well-being of our people,” said Ellie Farahabadi, MD, an internist and associate executive director at TPMG. “We don’t think of Gold as the end of our journey. We see it as validation that we’re on the right path and demonstrating our ongoing commitment.”

That commitment includes making physician well-being a shared responsibility across operational, technology, clinical, and leadership teams rather than the work of a single committee. “This recognition helps us with accountability and momentum, with continued improvement as our overarching goal,” said Amanjot Sethi, MD, a urologist and director of wellness operations for TPMG.

Developing physician leaders at every career stage

Along with making well-being a strategic priority, Permanente Medical Groups develop physicians who bring clinical insight to leadership, a pillar of the Joy in Medicine program. Physician leadership gives doctors an opportunity to shape organizational culture while bringing firsthand knowledge of the workload challenges in medicine today.

To guide physicians who want to lead, Mid-Atlantic Permanente Medical Group (MAPMG) adopted a “hire to retire” program that offers leadership development opportunities at 4 career stages.

“At every leadership stage, we are led by physicians,” said Ameya Kulkarni, MD, associate medical director at MAPMG. “That is a really important part of this physician leadership journey and also in terms of things like protecting physicians from burnout because it really forces that thoughtful balance of physician needs, patient needs, and the system needs.”

Equipping leaders with a wellness lens

A projected physician shortage and growing demand for services are also driving health care leaders to view issues through a well-being lens. This means considering how new protocols, technologies, and other changes affect the workforce.

To promote this approach, Washington Permanente Medical Group offers Wellness-Centered Leadership and onboarding programs, well-being workshops, retreats, and team-building sessions for leaders and teams. These initiatives are designed to strengthen leadership skills and address burnout risks.

“The broader goal is to really encourage all leaders to apply that wellness lens to a policy decision they’re making or a process that is being changed or implemented and think about how it is going to impact the well-being of our people,” said Mary Pan, MD, chief wellness officer.

Doing the right work in a team-based environment

At The Southeast Permanente Medical Group (TSPMG), building collaborative, unit-based teams and ensuring that everyone works within the appropriate scope of practice are key. A 2023–2024 gap analysis helped standardize roles, enabling physicians and nurses to focus on their strengths and deliver optimal care together.

This work led to teams of physicians, nurses, medical assistants, and other health care professionals practicing at the top of their scope. Team members support physicians with tasks such as updating patient charts before physician review. By reducing physicians’ administrative burden and collaboratively addressing operational challenges, TSPMG demonstrates that team-based care is integral to delivering high-quality health care and supporting workforce retention.

“It’s really centered around process improvement, and it’s also centered around making our place of work the best place to work, helping us to deliver the highest quality in patient care and improving affordability in patient care as well,” said Nikki Baker, MD, associate medical director for People and Culture.

Supporting each other in challenging work

Addressing burnout in a challenging specialty such as oncology is critical for care teams. “Cancer is rewarding in the work that we do with patients, but it also can take a toll on all physicians and the teams that take care of patients,” said Tasha McDonald, MD, chief of radiation oncology and associate medical director at the Northwest Permanente Cancer Center.

The center made well-being a priority by establishing a wellness advisory committee, a peer support program, and daily huddles to encourage teamwork and mutual support. The Northwest Permanente Cancer Center also worked to reduce physician burden through a robust nurse navigator program; support from nurses and medical assistants with in-baskets and patient communication; and a pilot project engaging community health workers to address patients’ social needs.

The latest AMA data show progress but underscore the need for sustained organizational action. In 2025, 41.9% of physicians reported experiencing at least one symptom of burnout, down from 43.2% in 2024 and 48.2% in 2023. Administrative burden and staffing challenges remain persistent system-level pressures. The Joy in Medicine honors reflect the Permanente Medical Groups’ ongoing commitment to improving the practice environment and supporting physician well-being.

You can read the full list of currently recognized organizations, including the 2025–2026 and 2026–2027 honorees, on the AMA’s website.

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