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Genetic counsellors (GCs) are healthcare professionals with specialized training in genetics and counselling. There are approximately 4,000 certified GCs in North America; however, this is not sufficient to satisfy the demand for services. Approximately 25% of clinical GCs’ time is spent on tasks other than clinical care. Based on the concept of skill-management, clinics could increase the time that GCs have to provide clinical care by reassigning tasks that do not require their specialized training to other employees. Accordingly, some institutions have integrated genetic assistants (GAs): non-clerical staff who perform many of the “behind-the-scenes” responsibilities otherwise assigned to GCs. Despite integration of GAs in clinical and laboratory settings throughout North America, there is only one published study about GAs. Due to the paucity of literature about GAs, this study employed a mixed methods design to explore the GA workforce and the impact of GAs on genetics service provision. Individuals who worked as or with GAs were invited to participate in a survey; a subset of the survey participants were also interviewed about their experiences. Data from the local genetics clinic in Winnipeg was used to examine the relationship between patient volume (e.g., clinical productivity) and staff mix. The survey and interview data revealed that the scope of the GA position is inconsistent and still evolving. GAs primarily work autonomously, but need adequate training, supervision, and continuing education to be successful. The majority of GAs intend to pursue a career in genetic counselling and thus tend to stay in the position short-term. Most participants reported that integrating a GA reduces genetics providers’ roles and responsibilities, allowing them to spend more time on tasks for which they have specialized training; accordingly, integration of GAs results in increased productivity and improved patient care. Preliminary analysis of the clinic data also sugges

Genetic counsellors (GCs) are healthcare professionals with specialized training in genetics and counselling. There are approximately 4,000 certified GCs in North America; however, this is not sufficient to satisfy the demand for services. Approximately 25% of clinical GCs’ time is spent on tasks other than clinical care. Based on the concept of skill-management, clinics could increase the time that GCs have to provide clinical care by reassigning tasks that do not require their specialized training to other employees. Accordingly, some institutions have integrated genetic assistants (GAs): non-clerical staff who perform many of the “behind-the-scenes” responsibilities otherwise assigned to GCs. Despite integration of GAs in clinical and laboratory settings throughout North America, there is only one published study about GAs. Due to the paucity of literature about GAs, this study employed a mixed methods design to explore the GA workforce and the impact of GAs on genetics service provision. Individuals who worked as or with GAs were invited to participate in a survey; a subset of the survey participants were also interviewed about their experiences. Data from the local genetics clinic in Winnipeg was used to examine the relationship between patient volume (e.g., clinical productivity) and staff mix. The survey and interview data revealed that the scope of the GA position is inconsistent and still evolving. GAs primarily work autonomously, but need adequate training, supervision, and continuing education to be successful. The majority of GAs intend to pursue a career in genetic counselling and thus tend to stay in the position short-term. Most participants reported that integrating a GA reduces genetics providers’ roles and responsibilities, allowing them to spend more time on tasks for which they have specialized training; accordingly, integration of GAs results in increased productivity and improved patient care. Preliminary analysis of the clinic data also sugges