This report documents the steps taken by an urban teaching hospital to develop its frontline workforce and achieve the goals of the Affordable Care Act (ACA). Responding to a host of challenges, including the ACA's "triple aim" -- better patient experience, lower costs of care, and improved health for populations -- Jersey City Medical Center/Barnabas Health (JCMC) has invested in the skills and career development of its employees to build a robust talent development effort targeting frontline workers, including patient transporters, receptionists, and housekeepers. This report uses the experience of Jersey City Medical Center to document how one health care employer is implementing frontline workforce development, and how workforce investment can advance business objectives and organizational mission in the post- ACA environment. The research is guided by these questions: 1. What frontline workforce development activities have been implemented at JCMC? Why were these chosen? How were they implemented? What are the outcomes? 2. Which activities that JCMC has undertaken to transform care affect frontline workers? 3. Why invest in the frontline health care workforce? What is the case for doing so, according to the chief executive, and the clinical, human resources, and workforce leaders? 4. Which impacts of workforce development are most relevant to the organization's mission and business objectives?