Full-Time
Emt – Barrow EMS
Full Time Days
Posted on 10/31/2025
Northeast Georgia Health System
1,001-5,000 employees
Non-profit health system delivering regional care
No salary listed
Winder, GA, USA
In Person
 Medical, Clinical & Veterinary (1) |
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- State certification as Emergency Medical Technician.
- Maintains up-to-date knowledge of all aspects of emergency medicine relative to pre-hospital treatment of all sick and injured patients and ensures that care is consistently delivered to every patient.
- Ensures that emergency vehicle is clean and decontaminated at all times and that vehicle is fueled and fully stocked
- Maintains all equipment on the ambulance is accounted for at all times, and that any equipment left at the hospital is retrieved.
- Maintains and complies with all mandatory NGHS education.
- Uses sound judgment in resolving problems using the chain of command and the NGHS Safety Took Kit.
- Properly dresses in appropriate uniform attire.
- Uses radio communication professionally and as directed.
- Documentation is completed accurately and expeditiously within the standards of Medical Transport.
- Weight Lifted: Up to 100 lbs, Frequently 31-65% of time
- Weight Carried: Up to 100 lbs, Frequently 31-65% of time
- Vision: Moderate, Frequently 31-65% of time
- Kneeling/Stooping/Bending: Frequently 31-65%
- Standing/Walking: Frequently 31-65%
- Pushing/Pulling: Frequently 31-65%
- Intensity of Work: Frequently 31-65%
- Job Requires Reading, Writing, Reasoning, Talking, Keyboarding, Driving
- None listed
Northeast Georgia Health System provides medical care to over 1 million people through a network of five hospitals, a large multi-specialty physician group, and a dedicated heart and vascular institute. The system operates by coordinating more than 1,500 medical staff members across 50 locations to offer services ranging from routine outpatient visits to complex surgeries and national research trials. Unlike many regional providers, this organization integrates a massive employed physician network with a specialized heart institute to ensure patients can access advanced specialty care without leaving their local area. The organization's primary goal is to improve the health of the community by providing accessible, high-quality medical treatment across more than 60 different specialties.
Company Size
1,001-5,000
Company Stage
N/A
Total Funding
N/A
Headquarters
Gainesville, Florida
Founded
1980
Simplify's Take
What believers are saying
- Longstreet Clinic alignment expands primary care referral network and neonatal capabilities.
- Glassbeam imaging analytics deployment reduces device downtime and operating costs regionally.
- Contamination reduction initiative strengthens infection prevention and surgical workflow efficiency.
What critics are saying
- Longstreet Clinic acquisition stalled since late 2025; deal completion remains unannounced.
- Bomb threat in early 2026 signals recurring security vulnerabilities across all campuses.
- SPD contamination initiative indicates endemic problems; staffing turnover risks surgical site infections.
What makes Northeast Georgia Health System unique
- OR-SPD collaboration model reduces instrument contamination and surgical delays systematically.
- Real-time medical imaging analytics pilot across five hospitals improves diagnostic uptime.
- Integrated health system serving 1.5 million across 19 counties with specialized trauma care.
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Company News
AORN26: OR-SPD collaboration reduces Instrument Contamination and improves surgical efficiency. AORN26 highlights how collaboration between the operating room and sterile processing department (SPD) reduced instrument contamination, minimized case delays, and improved patient safety, reinforcing the critical role of SPD partnerships in perioperative infection prevention. Instrument contamination remains a persistent and often underrecognized risk in perioperative care, with implications that extend beyond infection prevention to operational efficiency and patient satisfaction. At the 2026 (Association of periOperative Registered Nurses) AORN Global Surgical Conference & Expo (AORN26), a poster presentation, "Decreasing Instrument Contamination Rates Through SPD Partnership and Collaboration" from Northeast Georgia Health System (NGHS) highlighted how intentional collaboration between the operating room (OR) and sterile processing department (SPD) can significantly reduce contamination rates and improve outcomes. Presented by Jade O. Boyd, MSN, RN, CNOR, nurse manager at NGHS, and coauthored by Lily Cantu, BSN, RN, charge nurse and coordinator at NGHS, the initiative focused on addressing contamination in surgical trays through strengthened interdisciplinary partnerships. A Risk That Impacts Both Safety and Efficiency Contaminated instruments pose an immediate threat to patient safety. When contaminated trays are identified, cases may be delayed or canceled, increasing the risk of infection and disrupting surgical workflows. These disruptions have cascading effects. Surgical delays reduce OR efficiency, limit the number of patients who can be treated, and contribute to dissatisfaction among both patients and surgeons. In a high-demand environment, even small inefficiencies can quickly escalate into broader operational challenges. The NGHS team recognized that reducing contamination required more than procedural fixes. It required alignment between the teams responsible for instrument preparation and those using them in the OR. Moving Beyond Silos Historically, SPD and OR teams have operated in parallel, with limited visibility into each other's workflows. This separation can create gaps in communication, expectations, and accountability. The NGHS initiative sought to bridge that divide by prioritizing collaboration between perioperative leaders and SPD staff. By working together, both teams were better able to identify sources of contamination, address inconsistencies, and standardize processes. This partnership model reflects a broader shift in perioperative practice, where success depends on shared ownership of outcomes rather than isolated responsibilities. Collaboration as a Core Strategy At the center of the initiative was a simple but powerful concept: meaningful reductions in contamination require active collaboration with SPD leadership. Rather than approaching contamination as a downstream issue, the team engaged SPD partners early in the process. This allowed for a more comprehensive understanding of how instruments are cleaned, assembled, transported, and handled in the OR. Through this collaboration, opportunities for improvement became clearer. Teams were able to align expectations, reinforce best practices, and create more consistent workflows across departments. Impact on Patient Safety and Workflow Reducing instrument contamination has direct implications for infection prevention. Clean, properly processed instruments are fundamental to maintaining sterile technique and preventing surgical site infections. At the same time, improvements in contamination rates contribute to smoother surgical operations. Fewer delays mean more predictable schedules, better resource utilization, and improved patient flow. For patients, this translates into shorter wait times and greater confidence in the safety and reliability of their care. For clinicians, it reduces frustration and supports more efficient practice. Implications for Infection Prevention Professionals For infection preventionists, this initiative reinforces the importance of collaboration across departments. Surveillance and policy development are essential, but they must be paired with strong relationships and communication at the operational level. SPD professionals are critical partners in this work. Their expertise in cleaning, disinfection, and sterilization is central to preventing contamination before instruments ever reach the OR. By engaging SPD teams as equal stakeholders, infection prevention programs can strengthen adherence, improve outcomes, and address risks more effectively. A Model for System-Wide Improvement The NGHS initiative offers a practical model for other health systems facing similar challenges. By focusing on partnership, communication, and shared accountability, organizations can address both clinical and operational risks associated with instrument contamination. As perioperative environments become increasingly complex, the need for integrated approaches will continue to grow. The work presented at AORN26 highlights a key takeaway for infection prevention and perioperative leaders alike: Meaningful improvement is not achieved in isolation. It is built through collaboration, alignment, and a shared commitment to patient safety. Stay prepared and protected with Infection Control Today's newsletter, delivering essential updates, best practices, and expert insights for infection preventionists.
NGHS simulation center lands on national top list again. Here's what makes it stand out. The Times Published: Apr 6, 2026, 11:58 AM The Center for Simulation and Innovation at Northeast Georgia Health System has been named one of the top hospital and health system simulation centers in the United States by Becker's Hospital Review for the third consecutive year. Read this subscriber-exclusive story Keep reading this and other subscriber-exclusive stories! Click the button below to choose your plan. If you believe you have reached this message in error, ensure you have logged in and then contact its customer care team.
NGHS Hospitals win statewide Patient Safety awards. By Layne Saliba, Sr. Specialist, Public Relations and Marketing for Northeast Georgia Health System (NGHS) Northeast Georgia Health System (NGHS) is continually looking for ways to improve experiences for patients, and safety is the top priority when they visit a Northeast Georgia Medical Center (NGMC) hospital campus. That focus was recently recognized as the Georgia Hospital Association presented four of its Patient Safety and Quality Awards to NGMC Gainesville, Habersham and Barrow. "We always start with safety at NGHS," said Matt Hanley, MD, president and CEO of NGHS. "It's something our teams are committed to and prioritize every day, and these awards are direct evidence that their dedication is improving peoples' lives." NGMC Habersham won first place in the Hospitals With Less Than 100 Beds category for its project focused on reducing the time it takes for a patient to be placed in an inpatient bed after being evaluated in the emergency department. Thanks to the staff's collaborative work, NGMC Habersham saw a 61% increase in getting patients to beds in a timely manner, which directly impacts patient safety, reduces crowding in the emergency department and supports more timely access to care. NGMC Habersham was also presented with the Circle of Excellence Award, which is awarded to a hospital that wins an award in the current year as well as three or more awards within the previous five years. NGMC Gainesville won third place in the Josh Nahum Award for Infection Prevention and Control category for its project focused on reducing infections for patients in the hospital. The Infection Prevention and Control team created an online communication hub that provides staff with educational materials, clinical guidelines and operational resources that helped reduce catheter-acquired urinary tract infections and central line-associated bloodstream infections. At NGMC Barrow, a project focused on falls won third place in the Hospitals With Less Than 100 Beds category. Staff developed a plan that successfully reduced falls by: * Introducing a "No Pass Zone" to ensure no staff member walks past any type of alarm without responding. * Charge nurses review all high-risk patients at the start of each shift to ensure a Fall Prevention kit is available for patients who are at a higher risk of falling. The kit includes a yellow gown, yellow socks, yellow armband, bed/chair alarms, a gait belt for walking support and a virtual monitoring device. * Discovering the root cause of most falls came from patients trying to use the restroom without assistance. So, the hospital placed bedside commodes in the Emergency Department. Photo cutline Northeast Georgia Medical Center (NGMC) Gainesville, Habersham and Barrow were recently awarded four of Georgia Hospital Association's (GHA) Patient Safety and Quality Awards. From L-R: Lynne Krieger, Deb Sailor, Valerie McBean, Yolanda Oakley, Stuart Downs, Beth Hester, Rachel Lewallen, Valeria Lewis, Samantha Underwood, Melissa Frank, Nicole Dunn, Kim Smith, Sandy Bozarth.
NGHS president and CEO named one of Georgia's Most Influential people in 2026. By Layne Saliba, Sr. Specialist, Public Relations and Marketing for Northeast Georgia Health System (NGHS In Georgia Trend magazine's own words, Northeast Georgia Health System (NGHS) "is a powerhouse in north Georgia." So, it's only fitting that the magazine named Matt Hanley, MD, NGHS president and CEO, to its list of 100 Most Influential Georgians for 2026. "In a short amount of time with NGHS, Matt has demonstrated strong leadership and a relentless pursuit of excellence. We are all fortunate to work alongside someone like him who celebrates our accomplishments and encourages us to strive for the next level," said Spence Price, chair of NGHS' Board of Trustees. "These efforts reach far beyond our campuses and clinics, strengthening the wellbeing of our region and contributing to meaningful progress across Georgia." Hanley joined NGHS as president and CEO in April 2025, taking the reins from the organization's longtime leader, Carol Burrell - who Georgia Trend also recognized as one of the state's most influential people for more than a decade. Others who have the honor of being listed with Hanley this year include Delta Air Lines CEO Ed Bastian, The Home Depot president and CEO Ted Decker, University of Georgia president Jere Morehead and Coca-Cola chair and CEO James Quincey. "Being recognized among Georgia's most influential leaders is humbling, especially considering I've been on the job less than a year," Hanley said. "But this is truly a team award. I can't do my job without each and every person who works at NGHS and I know we all feel the responsibility to use our collective influence to serve our communities. And at NGHS, that means staying focused on keeping people healthy, expanding access to care and ensuring we're meeting the needs of those who depend on us every day." Hanley started his career as an emergency medicine physician at Centra Health in Lynchburg, Virginia. He worked his way up, eventually becoming chief medical officer for Atrium Health in Charlotte, North Carolina. Hanley went on to serve as SSM Health's chief clinical officer and interim president of the system's operations in Wisconsin, as well as serving as market president for Navvis Healthcare, in St. Louis, Missouri. Hanley earned his undergraduate degree from College of the Holy Cross in Worcester, Massachusetts, and his medical degree from Duke University in Durham, North Carolina. He completed his Emergency Medicine residency at Carolinas Medical Center in Charlotte, North Carolina, and earned a master's degree in Business Administration from Duke University.
Northeast Georgia Health System earns state's only Level 10 tech innovation designation - again. GAINESVILLE - Northeast Georgia Health System has once again been recognized as one of the nation's leaders in healthcare technology, earning Georgia's only Level 10 Digital Health Most Wired designation from the College of Healthcare Information Management Executives. Northeast Georgia Medical Center Gainesville Health NGHS is one of just 18 health systems in the country to receive the top-tier honor this year, joining nationally recognized institutions such as NYU Langone Health, Stanford Health Care and University of Utah Health. "Earning this distinction again highlights our position as a leader in healthcare innovation," said Chris Paravate, NGHS chief information officer. "We're not just keeping up with current trends. We're helping set the pace for how technology can transform care for patients and providers alike." Level 10 recognition reflects a comprehensive review by independent surveyors who assess how healthcare systems adopt, implement and use technology. CHIME notes that Level 10 organizations demonstrate measurable improvements in patient care, access, experience and cost efficiency through their digital strategies. Surveyors highlighted several areas where NGHS is pushing the field forward, including its early adoption of DAX Copilot, an ambient listening tool powered by artificial intelligence. The system captures conversations between clinicians and patients and automatically generates draft clinical notes, reducing the time providers spend documenting care. More than 480 NGHS clinicians have now been trained on the Microsoft-developed technology. The health system continues to expand digital access for patients, offering online scheduling, real-time wait times for urgent care and emergency departments, and options for video visits and other remote services.