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Health care professionals care for patients around the clock. Find out about health care organizations—from hospitals to long-term care—that have in turn taken care of their employees by creating good jobs for them.
Duke Primary Care (DPC) launched a project to train some of its certified medical assistants (CMAs) for a new role: encounter specialists who manage patient visits. DPC also developed a career ladder for CMAs in order to recognize their development of new skills.
Billings Clinic in Montana began an extensive onboarding and training program for its medical assistants and introduced a new, four-level career ladder for them. One aim is to help free up other members of the care team to work to the top of their scope of practice.
Anne Arundel Medical Center in Maryland was one of four primary care systems challenged by the Hitachi Foundation to develop a better model of care by transforming the role of medical assistants within the care team. This case study describes the changes Anne Arundel made and the outcomes.
AltaMed Health Services in California was one of four primary care systems challenged by the Hitachi Foundation to develop a better model of care by transforming the role of medical assistants within the care team. This case study describes the changes AltaMed made and the outcomes that resulted.
In Pennsylvania, the Visiting Nurse Association of Indiana County invested considerable resources to strengthen leadership and communications and create a supportive work environment for all employees. The efforts resulted in increased staff satisfaction, lower turnover, and savings in management time estimated at $45,000.
In the early 2000s, New York City-based UHC faced a new and costly epidemic of chronic diseases. Physicians were too busy to provide all of the follow-up needed by patients, and nursing staff had become prohibitively expensive. So UHC initiated a new team-based model that expanded the role of low-level medical assistants (MAs) to provide patient education and coaching. The plan included extensive training and a career ladder for the MAs.
In 2005, Good Samaritan, a nonprofit hospital in West Islip, NY, was in a full-blown crisis. Vacancies for registered nurses (RNs) were exceeding 15%, threatening the hospital's reputation for high quality of care and forcing management to hire expensive foreign nurses. So the hospital made a deal with a local community college to expand its nursing program and paid for its own cadre of licensed practical nurses to get their RN degrees. Within six years, the program was so successful in filling staff vacancies that the hospital discontinued the program.