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Provider Recruitment and Retention Trainingfor Health CentersAddressing Issues with Staffing, Recruiting and Retention in the Face of a PandemicOctober 27, 2020HSO COVID-19 Monitoring Strategy Task ForceBureau of Primary Health Care (BPHC)
Background HSO COVID-19 Monitoring Strategy Task Force Develops and Leads post-award monitoring activities related to COVID-19supplemental funding awards – H8C, H8D, H8E, LAL ECT Collects data on recipient financial and clinical performance trends amongCOVID-19 supplemental funding awards Creates and Disseminates internal and external resources for program staffand Health Center Program/Look-Alike recipients implementing COVID-19supplemental grant projects2
Agenda Background & Learning Objectives Introduction of Presenters Association for Underserved Clinicians Community Health Centers, Inc. Muskingum Valley Health Centers National Health Service Corps Resources Q & A3
RESOURCES TO SUPPORT R&R DURING COVID-19AND BEYONDSUZANNE SPEERASSOCIATION OF CLINICIANS FOR THE UNDERSERVEDTHIS PROJECT IS SUPPORTED BY THE HEALTH RESOURCES AND SERVICES ADMINISTRATION (HRSA) OF THE U.S. DEPARTMENT OF HEALTH AND HUMANSERVICES (HHS) AS PART OF AN AWARD TOTALING 625,000 WITH 0 PERCENTAGE FINANCED WITH NON-GOVERNMENTAL SOURCES. THE CONTENTSARE THOSE OF THE AUTHOR(S) AND DO NOT NECESSARILY REPRESENT THE OFFICIAL VIEWS OF, NOR AN ENDORSEMENT, BY HRSA, HHS, OR THE U.S.GOVERNMENT. FOR MORE INFORMATION, PLEASE VISIT HRSA.GOVhttp://www.chcworkforce.org
ASSOCIATION OF CLINICIANS FOR THE UNDERSERVED Goals: Topics: Access to Care Medical Care Primary Care Clinician Support Behavioral Health/Mental Health Lenses:Care Vision Services Policy Oral Health Practice Health Information Technology Workforce Pharmacyhttp://www.chcworkforce.org5
BPHC NATIONAL TRAINING AND TECHNICALASSISTANCE PARTNER Focus: Clinician Recruitment Clinician Retention rg6
STAR² CENTERSolutions, Training, and Assistancefor Recruitment and ce.org7
STAR² CENTER National Cooperative Agreement initiallyawarded in 2014 Funded by the Bureau of PrimaryHealthcare One of 21 National Training and TechnicalAssistance Partners (NTTAPs) Produces FREE Resources, Training andTechnical Assistancehttp://www.chcworkforce.org8
RESOURCE: RECRUITMENT & RETENTION PLAN TEMPLATE Assists health centers in developinga written R&R plan Can be tailored and changed toadapt to hiring practices duringCOVID-19 Includes archived webinar & tools rceshttp://www.chcworkforce.org9
RESOURCE: FINANCIAL ASSESSMENT TOOLCostTangible CostsA. Termination Costs Actual costs of provider turnover Separation Costs,Vacancy Costs,Recruitment Costs, Onboarding Costs Physician and non-physician tabs Downloadable Excel file1. Human Resources and/or Business Office expense for terminating benefits,COBRA administration (if applicable), notifying health plans of provider change instatus2. Estimated cot of a Locums Tenens or other part-time provider -3. Malpractice tail coverage costs, if any -A. Total Termination Costscenter-financial-assessment-tool4. Advertising costs -5. Pre-Interview Staff Time – to arrange advertising: accept, sort and documentapplications (written and electronic); respond to telephone and written inquiries,arrange visits including logistics (hotel, travel, recruitment dinner), scheduletelephone interviews and meetings with medical director, other staff involved in thedecision process 6. Professional Recruiting Expenses -7. Interview Staff Expenses -8. Interview Direct Costs (on-site face-to-face interview visits) -9. Post Interview Expenses – staff time for negotiation, other hiring expenses (bonus,relocation)B. Total Replacement Costs -C. Net Impact to Revenue11. Review recovered from Locum TenensC. Total Net Impact to Revenue [Recovered - Loss] -D. New Hire/Onboarding Costs12. Payroll startup, Benefit Enrollment, establish passwords, email account -13. Credentialing services cost (internal or Credentialing Verification Organization(CVO) -14. Internal and external publicity announcements -15. Equipment and uniform expenses -16. Orientation costshttp://www.chcworkforce.org -B. Replacement Costs10. Revenue loss from leaving provider https://chcworkforce.org/star%C2%B2- -17. Costs of Productivity lost to startupD. Total New Hire/Onboarding CostsTotal Financial Impact -10
RESOURCE: BURNOUT ASSESSMENT TOOL Assessment & recommendationsfor identifying and addressingburnout at the organizational level 7 questions, 5-10 minutes tocomplete -assessmenttoolImage from Pixabayhttp://www.chcworkforce.org11
RESOURCE: SELF-PACED COURSES 10 Courses on various recruitment and retention topics including: Advertising and Sourcing Candidates Building the Recruitment Team Administrative Strategies for Improving Retention Developing an Effective Employee Engagement Plan 101 and 201-level courses Roughly 30 minutes to complete ww.chcworkforce.org12
STAR² CENTER SUPPORT Tools & Reports Webinars Individual TechnicalAssistance and much more in ourResource Library!http://www.chcworkforce.org13
STAY IN TOUCH! clinicians.org chcworkforce.org sspeer@clinicians.org 703-577-1206http://www.chcworkforce.org14
Provider Recruitment and Retention Training for HealthCenters: Addressing Issues with Staffing, Recruiting and Retention in the Face of aPandemic.http://www.chcworkforce.org
WHO WE AREFounded in 2008, MVHC is a FQHC serving patients in Southeast Ohio.Community Impact. Currently, MVHC serves over 43,000 patients on an annual basiswhich equates to 1 in 5 individuals in our coverage area utilizing MVHC services.Quality. As an NCQA recognized patient-centered medical home, MVHC is committed todelivering high quality care to our patients. In 2020, MVHC was recognized by HRSA as aGold Health Center Quality LeaderImpacting The Economy. With an annual budget of 35 million, MVHC employs nearly400 healthcare professionals and is constantly expanding in our market areas.MODERN POWERPOINT PRESENTATIONLocations. MVHC operates 11 locations in 4 counties resulting in 137,000 annual patientvisits.http://www.chcworkforce.org
MVHC RECRUITMENTSTRATEGYProvider Recruitment Strategy: Full-time dedicated recruiter Utilize numerous Sourcing Tools: Practicelink,Practice Match and traditional job search tools Direct mailers to specific provider types Social media postings with videos Specific targeted job fairs Relationship with schools and residencyprograms as well as on-site trainingopportunities. Cultivate potential recruits for numerous years Organized interviews that incorporate numerousteam members and opportunity for the recruitto experience a “day in the life of an MVHCprovider”http://www.chcworkforce.org
MVHC RECRUITMENTINVESTMENTInvesting in recruitment: In 2016, MVHC invested in additionalresources to enhance provider recruitmentefforts. The Chief Employment ExperienceOfficer position was added to theorganization. http://www.chcworkforce.orgIn 2018, MVHC added full-time dedicatedposition for provider recruitment.
MVHC RECRUITMENT TRENDSProviders Recruited181816Prior toaddingrecruitment620151213MODERN POWERPOINT PRESENTATION201620172018Providers Recruitedhttp://www.chcworkforce.org20192020
MVHC RETENTION STRATEGY Measure: MVHC completes an annualprovider satisfaction survey to measurenumerous aspects of the employmentexperience. Partnership: Medical Staff LeadershipCommittee – joint committee of executiveleadership and medical directors as well asother members of the medical staff.Committee promotes an environment oftransparency. Appreciation and Recognition Events:Annual provider recognition dinner, Annualmission awards, National Health Center Weekemployee recognition event, Family fun day andother events and celebrations.http://www.chcworkforce.org
OTHER RETENTIONACTIVITIESProvider Retreats:One day interactive team retreat to recharge andfocus on process improvement opportunities.Employment Contract Strategy:MVHC’s employment contract avoids restrictivelanguage such as non-compete clauses and other itemsthat could potentially cause conflict.Flexible Schedules:MVHC allows for flexible schedules to help theprovider achieve a desirable work/life balance.http://www.chcworkforce.orgPatient Support Services:MVHC offers a wide variety of support services thatallow providers an opportunity to present patientswith solutions to their challenges.
MVHC EMPLOYMENTEXPERIENCEManagement Philosophy:Management is focused on providing all staffmembers with a positive work experience.This philosophy is the foundation of MVHC’sculture that ensures all team members areworking to achieve their individual careergoals.Employment Culture:The management philosophy has developeda culture that has given MVHC a reputationas an employer of choice.http://www.chcworkforce.org
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REDEPLOYMENT, RECRUITMENT,AND RETENTION IN THE TIME OF COVID-19Staying True to Mission,While Rapidly Adapting to CrisisKaren Ashley, EdDDirector of Education, Weitzman InstituteAmanda Schiessl, MPPProgram Director, Co-Principal InvestigatorNational Training and Technical AssistanceProgram, Weitzman Institutehttp://www.chcworkforce.org
COMMUNITY HEALTH CENTER, INC.Locations and Service Sites in ConnecticutElements of ModelFederally Qualified Health Centers (FQHCs) Nation’s largest safety net setting:1,352 FQHCs Fully Integrated teams and data Caring for 28 million patients annually Data driven performance Located in designated high need communities Integration of key populations into primary care 93% served are below 200% poverty “Wherever You Are” approach to special populations Public reporting on cost, quality, and utilizationCHC ProfileWeitzman Institute Founding year: 1972 QI experts; national coaches Primary care hubs: 16; 204 sites Project ECHO — special populations Annual budget: 120m Formal research and R&D Staff: 1,300 Patients/year: 105,000; Visits/year: 600,000 SBHCs across CT: 180; Students/year: 17,000 Clinical workforce development NNPRFTC / NIMAA / ConferMED Specialties: onsite psychiatry, podiatry, chiropractic National leaders in quality and innovationhttp://www.chcworkforce.org
WEITZMAN INSTITUTELocated in Connecticut, Colorado, andCalifornia, Weitzman Institute is the firstcommunity-based research center establishedby a Federally Qualified Health Center.TelehealthInnovationCare DeliveryTransformationTraining the NextGeneration Weitzman ECHO ConferMED Clinical Training& Specialty Support Weitzman LearningAcademy Nurse PractitionerResidency Training Post Doctoral PsychologyResidency Training National Institute for MedicalAssistant rch Pain & Opioid Addiction Complex Care Coordination Behavioral HealthIntegration Elimination ofHealth Disparities Telehealth
National Reachhttp://www.chcworkforce.org
THE PATHTO CHANGEObjectives1. Describe the early COVID-19 landscape, the need for immediate change, andhow we responded across staffing2. Review clinical and non-clinical initiatives that were rapidly implemented3. Describe examples of newly implemented procedures for staffinghttp://www.chcworkforce.org
PRE-COVID LANDSCAPEPrior to COVID era all clinical services delivered on site face to face: CT mandated private insurances cover video telehealth but no mandate for Medicaid or Medicare Small trial in Behavioral Health for video telehealth GPE grant for training psychology students including telehealth development Asynchronous electronic clinical care Beginning to position ourselves for the revolution in clinical care we knew was comingState wide clinical service delivery and national footprint: Zoom based administrative meetings Synchronous and asynchronous training through Weitzman InstituteStudent training: Mostly face to face eSupervision in postdoctoral residency program Remote hosted nursing and psychiatric nursing residencieshttp://www.chcworkforce.org
REDEPLOYMENT, RECRUITMENT,AND RETENTION IN THE TIME OF COVID-19Staying True to Mission, While Adaptingto CrisisAddressing necessary steps to ensure continuous quality care for CT’s mostvulnerable populations1. Reviewing the existing foundation2. Implementing change rapidly3. Refining the processhttp://www.chcworkforce.org
RAPID IMPLEMENTATION1. Redeployment of Staff No layoffs, no furloughs2. Continuation of Care Transition to telehealthhttp://www.chcworkforce.org
RAPID IMPLEMENTATION:REDEPLOYMENT OF STAFFClinical1. Dentists- COVID Testing specimen collectors2. Hygienists- COVID Testing registration andspecimen handling support3. Dental Assistants- COVID Testing registrationhttp://www.chcworkforce.org
RAPID IMPLEMENTATION:REDEPLOYMENT OF STAFFClinical1. School Based Health Centers: Medical2. COVID Triage Line “Main Site” support COVID testing patient call backSchool Based Health Centers: Behavioral Health Assess for increased BH patient need Support Electronic Warm Hand Offshttp://www.chcworkforce.org
RAPID IMPLEMENTATION:REDEPLOYMENT OF STAFFNon-Clinical1. Operations2. Research Teams3. Access to Care4. Patient Experience Teamhttp://www.chcworkforce.org
RAPID IMPLEMENTATION:CONTINUATION OF CARETele-Team Based Care and the Virtual Team1. Provider-MA Dyads2. Separation of RN staff3. Virtual team members Integrated care Operational supporthttp://www.chcworkforce.org
TRAINING STAFF TO ANEVER-CHANGING LANDSCAPESample Training Videohttp://www.chcworkforce.org Staff are trained by discipline and role One on one concierge training when necessary Clinical and operational Leaders directly supported alltrainings Retrain to changing environment Create clear training materials for staff to refer to Record all trainings with access to all staff
REFINING THE PROCESS:DIMMER SWITCH1.Regulation changes2.Reimbursement3.Ongoing workforce planning Regional COVID-19 rates PPE supplies Patient need (balance of telehealth andface-to-face)http://www.chcworkforce.org
MORE WORK TO DOPATH FORWARD1. Addressing Integrated Model2. Solidifying Logistics3. Supporting Policies4. Supporting Infrastructure5. Continuing Communication6. Road to new delivery model of carehttp://www.chcworkforce.org
SUMMARY1. Assess the current state and leverage current foundation2. Rapidly implement vital initiatives to maintain sustainability for patients and theorganization‣ Re-deploy all available staff to support the overall operations‣ Build on current IT and EHR Systems‣ Centrally define a process for Virtual Visits and In Person Visits‣ Use Telehealth to expand access to key populations3. Refine overall process over time‣ Track data and reevaluate goals‣ Continuous Trainings- incorporate COVID-19 practices and Telehealth4. Consider the Path Forwardhttp://www.chcworkforce.org
LEARNING COLLABORATIVE OPPORTUNITYFundamentals ofComprehensive Care LearningCollaborativeThe 4-month participatory learning experience is designed to provide Federally Qualified HealthCenters (FQHCs) that are beginning or restarting their move to high performance team-basedcomprehensive primary care with knowledge about the basic principles and best practices of care andthe strategies to plan for implementation. The Collaborative will consist of four videoconference learning sessions with primary careteams from across the country. The action periods between sessions will include assignments and deliverables, and calls betweenhealth center coaches and CHCI mentor coaches to facilitate the uptake of the intervention.http://www.chcworkforce.org
RESOURCESWeitzman Institute1. Covid-19 ECHO Series: weitzmanlearning.org/coronavirus/1590-2/2. NTTAP: weitzmaninstitute.org/NCA3. Path Forward: weitzmanlearning.org/the-path-forward/4. Leadership Coaching & Change Strategy d-19-resources/5. Telehealth Resources: ceshttp://www.chcworkforce.org
NHSC 101COVID-19 Task Force WebinarOctober 27, 2020Israil Ali DirectorDivision of National Health Service Corps (DNHSC)Bureau of Health Workforce (BHW)Health Resources and Services Administration (HRSA)
The National Health Service Corps The National Health Service Corps (NHSC)builds healthy communities by supportingqualified health care providers dedicated toworking in areas of the United States and itsterritories with limited access to primary healthcare, regular dental, behavioral health care, andpreventive screenings. NHSC clinicians improve access to thesecrucial services by practicing in healthprofessional shortage areas across the country. In exchange for their service in high-needareas, NHSC offers scholarship or loanrepayment funding that helps pay off theirhealth profession student loan debt.43
Impact of the NHSCMore than16,000Many NHSC members continue toserve in areas of greatest need upto two years after completing theirservice obligationNHSC members arecurrently providingcare to more than17millionpeople in the U.S.44
LOAN REPAYMENTPROGRAMS45
Loan Repayment ProgramUP TO 50,000Higher HPSA Score Higher NeedFOR 2 YEARS OFSERVICEOffers fully trained primarycare clinicians loan repaymentin exchange for service in anarea of greatest need, called aHealth Professional ShortageArea (HPSA).With continuedservice, providersmay be able to pay offall their studentloans.26 ——— 0HPSA Score RangeApplicants working at NHSC-approved sites with higher HPSA scores are given priority.46
Loan Repayment Program (Cont’d)Providers Receive Loan Repayment in Additionto a Competitive Salary from Their Employers1Providers find a job atan NHSC-approved site2Apply to the NHSCfor loan repaymentWatch the NHSC Site Videoon the "HRSATube" YouTubechannel.Find positions at NHSCapproved sites using theHealth WorkforceConnector:https://connector.hrsa.gov/47
Loan Repayment Program (Cont’d 3)EligibilityU.S. citizen or nationalCurrently work,or applying to work,at an NHSC-approved siteHave unpaid governmentor commercial loans forschool tuition, reasonableeducational costs, andreasonable living expenses,segregated from all otherdebtsLicensed to practicein state where employersite is locatedMust be licensed in one of the following eligible disciplines: Physician (MD or DO) Physician assistant Psychiatrist Psychiatric nurse specialist Nurse practitioner (primary care) Dentist (general or pediatric) Psychologist (health service) Marriage and family therapist Certified nurse-midwife Registered dental hygienist Licensed clinical social worker Licensed professional counselor48
SUBSTANCE USEDISORDER WORKFORCELOAN REPAYMENTPROGRAM49
Substance Use Disorder WorkforceLoan Repayment Program (Cont’d)Expands andimproves access toquality opioid andsubstance usedisorder treatment inunderserved areasnationwideAWARDS UP TO 75,000FOR A 3-YEARSERVICECOMMITMENT Must be trained and licensed to provideSUD treatment at NHSC-approved SUDtreatment facilities50
Substance Use Disorder WorkforceLoan Repayment Program (Cont’d 1)EligibilityMust be a U.S. citizen ornational working at an NHSCapproved substance usedisorder (SUD) treatmentfacilityEligible Providers:Medicine: MD, DO, NP, CNM, PAMental/Behavioral Health: HSP,LCSW, PNS, MFT, LPCSubstance Use DisorderCounselorsRegistered NursesPharmacistsMust be trained and licensedto provide SUD treatmentMust have unpaid governmentor commercial loans for schooltuition, reasonable educationaland living expenses,segregated from allother debtsPriority is given to applicants: With DATA 2000 waivers; Currently providing care in an opioid treatment program; or Who have a license or certification in substance use disorder interventions,such as master’s-level substance use disorder counselors.51
RURAL COMMUNITYLOAN REPAYMENTPROGRAM52
Rural Community Loan Repayment Program (Cont’d)AWARDS UP TOExpands andimproves access toquality opioid andsubstance usedisorder treatment inrural areas 100,000FOR 3-YEAR SERVICECOMMITMENT Must be trained and licensed to provide SUDtreatment at NHSC-approved rural SUDtreatment facilities53
Rural Community Loan Repayment ProgramEligibilityMust be a U.S. citizen ornational working at anNHSC-approved ruralsubstance use disorder (SUD)treatment facility With DATA 2000 waivers;Eligible Providers:Medicine: MD, DO, NP, CNM, PAMust be trained and licensedto provide SUD treatmentMental/Behavioral Health: HSP,LCSW, PNS, MFT, LPCSubstance Use DisorderCounselorsRegistered NursesPharmacistsNurse AnesthetistsMust have unpaid governmentor commercial loans for schooltuition, reasonable educationaland living expenses,segregated from allother debtsPriority is given to applicants: Currently providing care in an opioid treatment program; or Who have a license or certification in substance use disorder interventions,such as master’s-level substance use disorder counselors.54
Medication-Assisted Treatment (MAT) TrainingWe partnered with the Substance Abuse and Mental Health Services Administration’s (SAMHSA) ProvidersClinical Support System (PCSS) to connect clinicians to free MAT training.Why should you complete MAT training to obtain aDATA 2000 waiver? Helps increase thenumber of DrugAddiction Treatment Actof 2000 (DATA 2000)Waiver-certifiedclinicians in high-needcommunities. Be a part of the solution to our nation’s opioidepidemic.Help increase access to comprehensive SUDtreatment in rural and underserved areas.Be a priority applicant for some NHSC programs.Are you eligible for the free training?You are eligible for MAT training (and the waiver) if youhave an active *Drug Enforcement Administration (DEA)number to dispense controlled substances and are one ofthe following: nhsc.hrsa.gov/mat-trainingPhysician (MD/DO)Nurse practitioner (NP)Physician assistant (PA)Certified nurse-midwife (CNM)*Applying for your DEA number only takes a few moments. Visithttps://apps.deadiversion.usdoj.gov/webforms/ to learn more.55
STUDENTS TO SERVICELOAN REPAYMENTPROGRAM56
Students to Service Loan Repayment Program (Cont’d)AwardThe NHSC offers up to 120,000 in tax-free loan repayment for 3 years of full-time service or 6 years ofhalf-time service. Loan repayment begins during residency. With continued service, eligible providersmay be able to pay off all their student loans.Initial Award AmountsUP TOUP TOFOR 3 YEARS Full-timeFOR 6 YEARS Half-time 120,000 120,00057
Students to Service Loan Repayment Program (Cont’d 1)EligibilityU.S. citizen or nationalFull-time student in the final yearat an accredited school, pursuinga degree in medicine, dentistry oradvanced practice nursingMust completean accredited primary medicalcare residency in an NHSCapproved specialty, Dentistand advance practice nursesare highly encouraged (but notrequired) to complete a postgraduate training, but notrequired.Have unpaid governmentor commercial loans for schooltuition, reasonable educationalexpenses, and reasonableliving expenses, segregatedfrom all other debts58
SUPPORT &RESOURCES59
Support & ResourcesNHSC-Approved Sites NHSC clinicians serve at approved sitesthroughout the nation. NHSC-approved sites are outpatient facilitiesproviding primary care medical, dental, and/ormental and behavioral health services. The facility may be located in a rural, urban ortribal community. To apply to become an NHSC site, the facilitymust be an eligible site type and meetapplicable requirements.60
Support & Resources (Cont’d)NHSC Eligible Site Types Federally Qualified Health Centers- Community Health Center- Migrant Health Critical Access Hospitals Community Mental Health Centers- Homeless Program State or Local Health Departments- Public Housing Program Community Outpatient Facilities- School-Based Program- Mobile Clinic- Hospital Affiliated- Non-Hospital Affiliated FQHC Look-Alikes Private Practices (Solo & Group Practice) Indian Health Service Facilities School-Based Clinics Certified Rural Health Clinics Mobile Clinics Correctional or Detention Facilities(Federal/State/Immigration and CustomsEnforcement) Free Clinics Substance Use Disorder Treatment Facilities61
Support & Resources (Cont’d 1)NHSC-Approved Substance Use Disorder (SUD) Eligible Treatment FacilitiesTo be an NHSC-approved SUD treatment facility, sites must have demonstrated that they meet therequirements set forth in the NHSC Site Agreement and NHSC Site Reference Guide, includingsubmission of SUD documentation. SAMHSA-certified opioid treatment programs(OTPs) Office-based opioid treatment facilities (OBOTs) Non-opioid substance use disorder treatmentfacilities (SUD treatment facilities) Federally Qualified Health Care Centers (FQHCs) Rural Health Clinics (RHCs) American Indian Health facilities FQHC Look-Alikes State or federal correctional facilities Critical Access Hospitals Community health centers State or local health departments Community outpatient facilities Private practices School-based clinics Mobile units and free clinics62
Support & ResourcesRegionsSupport for Providers Support for you in your region Dedicated BHW staff locatedin 10 regional offices providededicated contacts for your area. Find your contact on theNHSC websiteBoston10825371New YorkPhiladelphiaAtlanta964ChicagoDallasKansas CityDenverSan FranciscoSeattle63
Linking Providers to CommunitiesHealth Workforce ConnectorVirtual Job FairsLive, fully interactive, and free onlineevents that occur online throughout theyearWhere Health Care ProfessionalsConnect with SitesCurrently over 17,000 NHSC- approvedsites with 6,000 job vacanciesConnect job-seeking primary careproviders who are interested in servinghigh-need communities with NHSCand Nurse Corps healthcare fairs64
Support & Resources (Cont’d 10)Contact Us Israil Ali, DirectorDivision of National Health Service Corps (DNHSC)Bureau of Health Workforce (BHW)Health Resources and Services Administration (HRSA)Phone: 1-800-221-9393 (Customer Care Center); M-F, 8 a.m. to 8 p.m. ET, except federal holidaysWeb http://nhsc.hrsa.govVirtual Job Fair: http://jobfair.hrsa.govHealth Workforce Connector: http://connector.hrsa.gov/Facebook: s65
Questions?66
Webinar EvaluationPlease take a moment to complete the webinar 7
Connect with HRSALearn more about our agency at:www.HRSA.govSign up for the HRSA eNewsFOLLOW US:68
RESOURCE :RECRUITMENT & RETENTION PLAN TEMPLATE . 9 Assists health centers in developing a written R&R plan Can be tailored and changed to adapt to hiring practices during . Human Resources and/or Business Office expense for terminating benefits, COBRA administration (if applicable), notifying health plans of provider change in .
